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Material impacts: |
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EMPLOYEES |
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Objective: To attract and retain the best people by committing to excellent employment standards and enabling employees to enhance their experience and capabilities and reach their full potential. |
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As our business has continued to grow and develop in 2007, it has been an ongoing priority to ensure our people policies and practices continue to evolve. For this reason, our focus during the year has been on the further development of our leadership agenda, ensuring we communicate effectively with our employees at all times and the expansion of a set of Group-wide policies, systems and procedures.
Performance management
Four years ago we introduced a Personal Development Review (PDR). This is an employee appraisal scheme which involves regular objective setting between employees and their managers. As well as reviewing objectives on a regular basis, a key element of the PDR involves the employee discussing with their manager their career development plan. This helps the individual identify skills which they would like to develop further and the support they need to do this.
Following the successful implementation of the PDR in 2006, we continued to roll out the scheme to our European operations during 2007. More than 90 per cent of our Continental European employees attended PDR training sessions from eight countries. Multilingual guides were produced to support the schemes being introduced in these countries amongst SEGRO’s growing number of European employees.
Internal communications
Employee communications took on a greater focus in 2007. We have established a variety of ways in which we communicate with our employees. It is important that employees are kept informed and up to date with what is happening across the business. Just one of the ways we communicate with employees is by holding employee briefings four times a year. These are hosted by the Chief Executive and cover a range of topics such as current performance as well as celebrating success across the business. The presentations are well received and will continue to form a key part of our employee communications in 2008.
Employment standards
We now have a Group-wide approach to how we reward our employees having successfully extended our remuneration policy to our European operations in 2007. In previous years bonuses were paid to Continental European employees on a discretionary basis. However, they can now participate in our Group bonus arrangements. Bonuses are only paid to employees on achievement of a number of performance based targets. We consider this to be a key step forward in continuing to develop a performance driven culture across our business which helps to keep employees focused on achieving targets as well as managing costs.
Leadership development continued to be a significant theme for us during 2007. In 2006 we introduced our new Leadership Development programme. This bespoke programme focuses on the development of leaders rather than managers and provides our leaders with the necessary skills to drive the business forward. We feel this is fundamental to the overall success and profitability of our business. Since its launch over 80 per cent of our Senior Managers have attended the leadership programme and further courses are scheduled for 2008.
Employee benefits
As a leading employer in the sector, we continue to review our benefits package to ensure we attract the best people. In 2007, we advanced our policies in relation to health care for our UK employees and introduced free discretionary health screening for every employee. We also have a number of initiatives in the pipeline which we will roll out across our Continental European operations in 2008. |
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| Employee Targets 2008 |
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Conduct a Group-wide employee survey. |
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Complete the implementation of a Global Employment Grading system. |
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Establish a set of Group-wide share arrangements to encourage employees to become shareholders in our business. |
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Figure 1: Group-wide Workforce Gender Profile
(UK and Europe) |
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| Data Qualifying Note: This data represents SEGRO’s gender profile for both the UK and Europe as at 31 December 2007. |
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| Figure 3: UK Workforce Employee Age Profile |
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| Data Qualifying Note: This data represents SEGRO’s employee age profile for the UK only as at 31 December 2007. |
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| Figure 2: UK Workforce Ethnic Profile |
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Over 10 per cent of SEGRO’s UK workforce are from ethnic minorities – representative of the UK population according to the 2001 UK Census.
Data Qualifying Note: This data represents SEGRO’s employee ethnic profile for the UK only as at 31 December 2007. Note that the 2001 UK Census (published in 2003) indicates that ethnic minorities represent 7.6 per cent of the UK population. |
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14 per cent |
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UK Workforce Employee Turnover (excluding redundancies and retirement) |
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| Data Qualifying Note: This data represents SEGRO’s employee turnover for the UK only as at 31 December 2007. |
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“To me, SEGRO is an employer of choice. It is a caring, compassionate and responsible employer which operates to high ethical, legal and professional standards. It behaves fairly, consistently and with integrity.”
Julie Stewart
Stewart Law Solicitors, employment law adviser to SEGRO |
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