Our People

Our People

Our People

[G4-DMA]Aspects: Employment, training and education

The world of business is evolving at a rapid rate. Developments in new technology, availability of vast amounts of information, the need for connectivity, the rise of new industries and changing consumer demands requires businesses to adapt quickly. In turn to maintain competitive advantage, we must be agile and responsive to the needs of the market and subsequently in our talent acquisition and capability development.

It has been a challenging couple of years which has led to a number of changes that have impacted our people. The competitive landscape coupled with multiple changes in the leadership of our business, major system and process changes, and the need for a laser focus on being a sustainably profitable operation, led to a number of decisions that had an adverse impact on our people. This included revisions to remuneration benefits and voluntary and involuntary redundancies. While such moves are hard to make and challenge employee engagement, they were essential decisions to ensure we remain viable for the long term.

With change being the only constant today, we need our people to be effective change agents, able to deal with the rate and pace of change. In 14/15 we established a change management team with a focus on building capability across the organisation in planning and implementation of major projects. We delivered training to key stakeholders in leading people through change to support our workforce in contributing to and embracing the changes we are undergoing. Some of this team has since been redeployed into the business and ongoing support, tools and training are made available.

We have also focused on improving internal communications to help our people feel more connected to our business strategy, to build trust through open and honest communication, and to provide easy access to information our people need when they need it.

Our current organisational priorities are:

  • Employee Engagement
  • Customer Satisfaction
  • Financial Performance
  • Continuous Improvement
  • Corporate Social Responsibility

Employee engagement is a critical focus as we undergo our cultural and business transformation. We know it is fundamental to delivering on our other organisational priorities. Having deferred an employee engagement survey for a couple of years due to budget constraints we undertook an engagement survey in November 2016 with a new provider. The new provider conducts the survey across the Asia Pacific region for Fuji Xerox, so it will allow us to be benchmarked against other Fuji Xerox operating companies as well as other organisations more broadly. Results are expected in February 2017 and outcomes will be shared in our next sustainability report. Our 2016 survey will establish a new benchmark and help direct our plan for continuing to improve employee engagement.

The success of our business - economically, socially and environmentally, is dependent on our ability to attract and retain the right talent. To support the attraction and retention of the right talent, we are focused on building our employee value proposition, and maintaining an environment that fosters a culture of respect, anti-bullying and diversity as well as a systemic approach to managing the health and wellbeing of our people.