“We engage our people through our values and core behaviours, building a performance culture to realise our strategic objectives.” Michael Patten, Group Human Resources and Corporate Affairs Director
Global HR agenda
Our people are at the heart of our business and their commitment is one of the primary factors in the success of Glanbia. Our processes and controls over labour and employment practices are designed to comply with relevant laws and conventions. We also apply the principle of equal opportunity, valuing diversity and are committed to maintaining a safe and healthy environment free from unlawful discrimination. By nurturing our people’s talent and individuality, we trust them to use their passion for Glanbia and their pride in what we do to deliver our goals. We want all our people to be highly engaged – passionate about our purpose, vision and values and motivated to perform at their best.
In 2016 we achieved further progress towards achieving our vision to be one of the world’s top performing global nutrition companies. We completed an organisation and talent strategy review which sets out the key pillars which will enable Glanbia to further unlock the potential of our global workforce. We focused significant effort on embedding our purpose, vision and values across the Group defining and codifying the underlying behaviours which represent living our values across the organisation.
We implemented further actions from our 2015 ‘Your Voice’ Employee Engagement Survey, including the roll out of the ‘Leading the Glanbia Way’ programme. Our employee engagement work focused on developing our culture of recognition for excellence, while continuing to seek the views on what we do well and where we can improve.
Growing global employee base
In 2016, total Group employees, including Joint Ventures & Associates, increased by 182 people to 6,211 people based in 32 countries. GPNs employee numbers rose by 104 to 1,718 in 2016, GN increased its workforce by 32 people to 1,812 employees. Dairy Ireland increased employee numbers by 13 people to 1,263. Our Joint Ventures & Associates had 1,418, up 33 employees in 2016.
Developing our current and future leaderss
We are committed to building strong leaders at all levels in the Group through common purpose, focused identification and development of key talent and inspiring excellence and innovation. In 2016, a number of key initiatives were launched to foster a purpose led leadership culture throughout the Group.
Our Leading the Glanbia Way programme for both Managers and our Executives focuses on leading through our values and provides a foundational set of leadership skills and insights, offering a tangible commitment to the personal development of Glanbia’s people while contributing to our leadership capability across the organisation. Our Glanbia Management Development Programme prepares a new generation of leaders across the Group for enhanced responsibility. The project involves campus based learning with strategic projects and coaching. Our business units also provide specific learning and development initiatives including workshops on a range of leadership topics, the content is centred around team effectiveness, personal effectiveness, talent development and hard skills they need to execute their business objectives.
Engaged and empowered
In October 2016, we undertook an employee Pulse Survey to gauge feedback from our people on how we are progressing on our commitments and actions since 2015’s global ‘Your Voice’ survey. Once more, every employee in the Group across 32 countries was given the opportunity to participate, with 3,700 responses received.
The overall engagement score recorded was 87%, up 5% on 2015, a substantive advance on what was already a very strong score. The results demonstrate that our people place significant trust in Glanbia, that they are proud to work here and that they are willing to go the extra mile to deliver for the Company. While there remain areas for improvement, we are pleased with the progress made on this agenda over the course of the year. The insights gathered in the Pulse Survey give us valuable data to guide us as we embed values based behaviours across Glanbia and will be used to enhance employee engagement throughout the organisation.
The 2016 ‘Our Glanbia’ roadshow saw our Group Managing Director Siobhán Talbot and members of the Executive visiting 14 sites across the US and Ireland, conducting 22 townhall meetings and interacting directly with more than 2,000 employees across the Group.
Safety, health and wellbeing
Our primary responsibility is to provide our employees with a safe and healthy environment in which to work. In 2016 we continued to extend and deepen the investment in H&S at all facilities. We further expanded the scope of H&S within Glanbia which is benchmarked annually against international best practice. Our 2016 benchmarking demonstrated progressive improvement with an overall average score of 89% achieved across the Group - a 9% improvement on 2015. Through initiatives like ‘One Right Way’, a H&S programme to align all facilities under one H&S platform, statistics like a 10% or greater decrease in Total Recordable Injury Rate (TRIR) and Recordable Injury Rates (RIR) and Lost Time Injury (LTI) rates lower than industry averages have been recorded.