We track engagement levels with our biannual survey. Since 2016 was a non-survey year, our focus was on addressing issues raised during the 2015 survey. These included: communication and the pace of change and the need to revitalise our process orientation. These were central themes in our Global Leadership Workshop.
Our process orientation and strong process-owner roles continues to be fundamental to the way we operate. We will reinforce process roles and knowledge throughout the organisation and we will place further emphasis on continuous improvement and performance impact on the customer experience.
We believe that a sense of team and common purpose needs shared values. In such a diverse business, it is more important than ever to create a common ‘language’. Our values are: • Customer focus and long-term view • Quality and innovation • Freedom and responsibility • Partnership and fun
Recognising positive behaviours and performance is important to us and we acknowledge our colleagues in a number of ways. For example, any employee can nominate a colleague for an Excellence Award in four categories: customer, innovation, operation or leadership. We also recognise teamwork with our awards for market and factory of the year. Going forward, we will monitor progress against actions identified as we prepare for our 2017 employee engagement survey. As part of our continued commitment we will review our employee engagement strategy during 2017 and we will investigate and determine additional tools to be used to measure engagement, looking at the total employee experience throughout the employee life cycle, from attracting future talent, to the employees who leave the company.
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