Employee Consultation & Engagement
Our Performance - Coca-Cola Great Britain
In 2006, the CCGB employee engagement survey indicated an overall engagement score of 65%. This was lower than the global average of 79%, and had declined by 5% versus our 2004 figure.
Between 2004 and 2006 we faced a number of challenges to our business performance and our external image. These issues clearly contributed to how people felt about working for the organisation. However there were also a number of areas where we made significant progress since 2004. In particular, the survey showed the strength of our communication, the quality of our line managers, the importance of having an inclusive working environment, the encouragement of risk taking and the quality of our performance management and development processes.
We have undertaken a significant amount of work over the last eighteen months to make sure that CCGB is a great place to work. This has been led by our Business Unit President and his Executive team. Each member of the team has responsibility for a specific element of culture and environment at CCGB. They report back at monthly Executive Team meetings.
As part of this work, the Executive team meets with a group of employee representatives for two hours every month. Together, they develop and implement cultural changes across our business with a focus on three key areas - our external image, leadership within the Company and decision making processes. Some of the changes that have been introduced as a result of this work include flexible working, reward and recognition initiatives and changes to our decision making processes in order to help empower our employees. We also hold three or four team days every year which are focused solely on improving employee engagement.
