1. Is”Team Enterprise” the Answer? Is absence the problem?

2. What? Team Enterprise

3. Employee Systems Continuous Improvement Communication & Recognition Team working & Training Employee Engagement & Empowerment Customer Focus VISION Management Style Organisation Structures

4. Team Enterprise Why?

5. Symptoms of the malaise 27%Accident Rate Losses = Unhappy Shareholders! 288 p.aService Complaints 220 p.aProduct Complaints 82% OTIF 8%Absenteeism 14%Staff Turnover

6. Team Enterprise How?

7. Team Enterprise

8. The Power of Leaders. 1.What Leaders pay attention to, measure and control on a regular basis. 2.How Leaders react to critical incidents and organisational crises. 3.Observed criteria by which Leaders allocate scarce resources. 4.Deliberate role modelling, teaching and coaching. 5.Observed criteria by which Leaders allocate rewards and status. 6.Observed criteria by which Leaders recruit, select, promote etc., organisational members. (Schein, 2004)

9. Team Enterprise As you may have gathered by now Team enterprise is all about hearts and minds. But is not just about being all soft and lovey dovey. Loose tight control e.g. clocking in. It is more Tough love

10. Levels of Engagement. (where are your people?) Team Enterprise

12. Absence As I have said absence was one of the symptoms of the culture that was prevailing ten years ago it was running at around 8% with all the consequential costs both direct and indirect to the business {now 2.45% }

13. Team Enterprise The Mechanisms Apart from paying attention to absence and measuring and monitoring including making it one of our Team Enterprise measures reported at our monthly directors review meeting one of our major processes is return to work interviews. These are positive constructive focussed very much on what the individual and the company can do to deal with the causes of absence. They are most effective at reducing short term absence. RTW’s are monitored and chased up they do help in controlling and reducing absence. By the way we pay company sick pay from day 1. The only factors that restrict the amount and duration of company sick pay is service and length of absence. But even then we are flexible with the duration of payment depending on the nature of the individuals illness. Through measurement we focus managers attention on absence and we have tight standards of attendance failure to meet these results in disciplinary action for unauthorised absence our standard is more than two latenesses or one absence or a combination in any 4 week rolling period is a trigger for potential disciplinary action. For sickness absence we use our capability procedure. In terms of what might be described as ‘softer’ approaches we offer employees free flu jabs, availability of ‘street doctor’, clock onto health initiatives. Again our loose tight and tough love philosophy.

14. We aim to adopt a very positive and constructive approach to dealing with Absence as an integral part of our overall HR Strategy – Team Enterprise. Involving the people in the design and implementation of our various polices and procedures and using their abilities. Team Enterprise

15. The pay back 2000 – 2008 - 2010 Measure200020082010 Staff Turnover14%4%0.5% Training Days/Employee 02.822.46 CIT Savings0£600K£720K Accidents27%12%6% Headcount366246270

16. The pay back 2000 – 2008 - 2010 Measure200020082010 Service OFI’s288192104 Product OFI’s2206634 OTIF/POF82%95%98% Lts/Person194463860628994 Turnover/Person£71792£170033£120268 ROS-5.4%7.3%-7.0% ROCE-15.4%20.8%-17.7%

17. Team Enterprise 8% in 2000 2.45% in 2011

18. Team Enterprise ?% in 2000 0.1% in 2011 What about work related stress?