4. I build strong relationships and create Ritz-Carlton guests for life.
The Credo: The Ritz-Carlton Hotel is a place where the genuine care and comfort of our guests is our highest mission. We pledge to provide the finest personal service and facilities for our guests who will always enjoy a warm, relaxed, yet refined ambience. The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our guests.
Service Values: I Am Proud To Be Ritz-Carlton
I build strong relationships and create Ritz-Carlton guests for life.
I am always responsive to the expressed and unexpressed wishes and needs of our guests.
I am empowered to create unique, memorable and personal experiences for our guests.
I understand my role in achieving the Key Success Factors, embracing Community Footprints and creating The Ritz-Carlton Mystique.
I continuously seek opportunities to innovate and improve The Ritz-Carlton experience.
I own and immediately resolve guest problems.
I create a work environment of teamwork and lateral service so that the needs of our guests and each other are met.
I have the opportunity to continuously learn and grow.
I am involved in the planning of the work that affects me.
I am proud of my professional appearance, language and behavior.
I protect the privacy and security of our guests, my fellow employees and the company's confidential information and assets.
I am responsible for uncompromising levels of cleanliness and creating a safe and accident-free environment.
Ritz Carlton Baics – 20; Ritz Carlton Promise

5. Producing world-class beers.
Purpose Statement:
To manifest our love and talent by
crafting our customers’ favorite brands
and proving business can be a force for good.
Core Values:
Remembering that we are incredibly lucky to create something fine that enhances people's lives while surpassing our consumers' expectations.
Producing world-class beers.
Promoting beer culture and the responsible enjoyment of beer.
Kindling social, environmental and cultural change as a business role model.
Environmental stewardship: Honoring nature at every turn of the business.
Cultivating potential through learning, high involvement culture, and the pursuit of opportunities.
Balancing the myriad needs of the company, our coworkers and their families.
Trustinnovative ing each other and committing to authentic relationships and communications.
Continuous, quality and efficiency improvements.
Having fun.

6. Warrior Spirit Servant’s Heart Fun-LUVing Attitude
Purpose: Connect people to what’s important in their lives through friendly, reliable, low-cost air travel. Vision: To become the World's Most Loved, Most Flown, and Most Profitable Airline Mission: dedication to the highest quality of customer service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.
Warrior Spirit
Servant’s Heart
Fun-LUVing Attitude
Work the Southwest Way

7. Continuous Improvement Working Together Stewardship
Purpose Statement:
“To glorify God by being a faithful steward of all that is entrusted to us and to have a positive influence on all who come into contact with Chick-fil-A.”
Core Values: 
Customers First
Personal Excellence
Continuous Improvement
Working Together
Stewardship

8. Safety Diversity Integrity Teamwork Fun Accountability Passion
Core Values, Team Values:
Safety
Diversity
Integrity
Teamwork
Fun
Accountability
Passion

9. Growth Oriented Learners
Competitive Winners
Humble Servants
Heroes with a Heart!

10. Vision: To become the World's Most Loved, Most Flown,
Purpose: Connect people to what’s important in their lives through friendly, reliable, low-cost air travel.
Vision: To become the World's Most Loved, Most Flown,
and Most Profitable Airline
Mission: dedication to the highest quality of customer service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.
Purpose: Connect people to what’s important in their lives through friendly, reliable, low-cost air travel. Vision: To become the World's Most Loved, Most Flown, and Most Profitable Airline Mission: dedication to the highest quality of customer service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.

11. Purpose Statement:
“To glorify God by being a faithful steward of all that is entrusted to us and to have a positive influence on all who come into contact with Chick-fil-A.”

12. Mission: Create lifetime customers by delivering WOW…every time!
Vision: To be the Service Industry Leader.

13. We are called to grow & inspire *leaders who love and serve people.
Purpose Statement:
We are called to grow & inspire *leaders
who love and serve people.
*Everyone is a leader.

18. Lencioni: 3 Signs of a Miserable Job Know your audience

19. Who took part in the survey?
2,029 employees across the organization were given the opportunity to take part in the engage.DEFENDER Employee Survey in 2014
1,668 employees completed the survey, representing an excellent response rate of 82%, above the external benchmark

20. 37 questions were comparable to the Company Size benchmark:
Comparisons to the Benchmark
Questions notably above benchmark:
I feel my work is meaningful and valuable (84%, +23)
In comparison with people in similar positions in other companies, I feel my pay is reasonable (57%, +23)
Overall, I have confidence in the senior leadership at Defender (senior leadership is VP and BIT level) (54%, +13)
I am satisfied with the total benefits package (examples: insurance, 401(k), wellness benefits, service days, adoption and tuition reimbursements) (61%, +12)
37 questions were comparable to the Company Size benchmark:
12 questions
10 questions
15 questions
Questions notably below benchmark:
I am able to strike the right balance between my work and home life (46%,-21)
Communication between different departments within Defender works well (21%, -17)
I think it is safe to speak up and challenge the way things are done at Defender (34%, -17)

21. How we measure employee engagement

22. Employee Engagement at Defender Direct
Index (EEI): 70%
Engagement scores are relatively high and broadly in line with the benchmark
While roughly 8 in 10 intend to still be working for Defender in 12 months, fewer say they feel a strong sense of belonging. Both are in line with the benchmark
Although more than 7 in 10 feel committed to Defender’s goals, this ‘Strive’ score is below the external benchmark
Some neutral areas suggest an opportunity for further improvement
vs. Company Size Benchmark
+1%
Say
Stay
Strive

23. Employee Engagement Index by department
Levels of engagement vary across the different departments of Defender Direct, ranging from 88% to 35%. Note however, the small size of some departments
Does this suggest the work experience is inconsistent across departments? Can any best practice be shared?

24. Employee Engagement Index by tenure and level one
The engagement levels by tenure
Levels of engagement by level one range from 82% to 54%
Do processes differ between these departments which could cause this variance?
The engagement levels by level one
Levels of engagement dip after the first 3 months of service at Defender, and remain reasonably stable after that
How can Defender keeps it’s employees highly engaged?
Are promises made during the recruitment stage followed up on?

25. What drives Engagement at Defender Direct?
Relative Impact on Engagement
Three themes were found to be significant drivers of Employee Engagement among employees within Defender Direct
The most important themes, and therefore where improvement activity should be focused are Development and Working Conditions, followed by My Role, and Work Life Balance and Flexibility.

26. Key Driver Theme: Development and Working Conditions
Encouragingly, Defender is notably above the benchmark in regards to employees feeling their compensation is fair. Responses are also above the benchmark in regards to satisfaction with the total benefits package
6 in 10 feel they can become the best version of themselves working for Defender. As a key driver, any improvement in this area will most likely improve engagement within Defender
Only 7 in 10 feel they are treated with fairness and respect, below the benchmark
Less than half of respondents feel that they are energized by the National Convention. There are also high neutral scores for this question, suggesting some uncertainty and making this an area for further investigation
Key
Key

27. Key Driver Theme: Development and Working Conditions
What can be done to make sure that rewards and recognition are meaningful to all employees?
Is the direction of the company clearly communicated to employees?
How can the National Convention be improved to energize all employees?
How can employee perception of Culture Day and The DLA Board be improved?
Scores around whether employees are energized by the National Convention are lower across some job roles (SA 39%), link routing (HVAC 31%) , and locations (note the small group size of many groups).
Scores are lower for those in the SA job role (37%) around whether they are able to take advantage of the activities on the DLA board.
There are lower scores across some locations and departments around whether the company has lived up to the expectations of Culture Day.

28. Key Driver Theme: My Role
Encouragingly, 84% of employees feel that their work is meaningful and valuable, notably above the benchmark. As a key driver, this high score is very promising and should be maintained
Employees also have a good understanding of the purpose and objectives of their team, as well as the company overall
Key

29. Key Driver Theme: Work Life Balance
What can be done to ensure that all employees can achieve balance between work and home life?
Are their processes within Defender to ensure employees are provided ample time and resources to do their jobs?
Is the work distributed equally among employees?
Can any best practice be shared across the company?

30. All other results

31. Theme: Management and Performance
While three-quarters of employees feel their team works together to achieve results, this score is below the benchmark. Do employees sufficiently cooperate with one another to complete their tasks?
Although only half of the respondents feel that poor performance is dealt with effectively, this is above the external benchmark
Employees are generally positive in regards to the way their manager communicates, how managers motivate and inspire them, and their confidence in team leadership

32. Theme: Working Together
Positively, more than 6 in 10 employees feel they have the authority to do their position effectively and also feel they are encouraged to come up with new or better ways of doing things
Notably below the benchmark, only 34% of employees feel that it is safe for them to speak up and challenge the way things are done within the company, with 42% actively disagreeing for this question. Are employees provided with adequate opportunities and encouraged to speak their minds and share ideas?
Note that employees are much more likely to speak up and challenge the way things are done within their team, as opposed to the way things are done at Defender overall

33. Investigate further Improve Celebrate Key Conclusions
Reasonable pay and total benefits package
Good relationship between colleagues
Understanding job role (understanding contribution, meaningful, valuable)
Improve
Meaningful rewards, incentive, and recognition programs
Striking the right work-life balance and meeting job requirements
Employee confidence in the overall company direction
Communication and collaboration between departments
Investigate further
Clarity around internal initiatives (i.e. Culture Day, Superstar contest, DLA, etc.)
Commitment to customer satisfaction
Senior leadership and effective change management
Acquisition of HVAC 47