SWEP sustainability report 2019

Engaging employees

The best place to work

To successfully carry out SWEP’s strategic plan and deliver key initiatives, we need talented and highly motivated people who share our drive to succeed. In order to attract, retain and develop these people, SWEP sets out to offer no less than the very best place to work.

For business like ours, growth and success is dependent on finding and retaining the right competences. Regardless of the technological excellence of our processes, they are ultimately carried out by people. Therefore, we understand the need to create a secure and motivating environment to attract the best. At the same time, we demand that employees support and adhere to the unique transparent, fair, collaborative, entrepreneurial SWEP culture. Listen carefully To fulfil our ambition of being the best place to work, we need to listen to employees at all levels, and in all sites. With this is mind, surveys, visits, discussions and management team regularly visits all parts of the organization for round table discussions and townhall meetings. Employee engagement surveys were conducted in 2017 and 2018, and the results have been used as the basis for changes implemented throughout 2019. These improvements have been centred around two themes, Accountability & Performance and Rewards & Recognition. The key improvement has been changes to the goal- setting process. Our overall business plan is used as a foundation, from which goals are broken down to each function, department, team and finally to individuals. This ensures that all employees better understand the meetings are all used as tools for creating engagement and motivation. Our executive

expectations of them and can see how their particular goals contribute to overall business success. This is key to creating engagement and motivation. Passing it forward All our managers and team leaders are encouraged to promote a culture of feedback and recognition within SWEP. Improving feedback has been one of the priorities revealed by the employee engagement surveys in 2017 and 2018. Leadership training at all our plants has supported managers in this, and this has been complemented by a range of innovative local programs. In our American sites, for example, cross-functional teams have worked

Creating engagement and motivation

Employee engagement surveys

SWEP SUSTAINABILITY REPORT 2019

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