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Starting the CSR Journey

Starting the CSR Journey. Liz Leverett Group Human Resources & Acquisitions Manager The Guild Group. Guild's Three Pronged Approach. Align Senior Leaders with the strategy Engage employees with the organisational direction Track Performance. Planning & Reward Systems.

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Starting the CSR Journey

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  1. Starting the CSR Journey Liz LeverettGroup Human Resources & Acquisitions ManagerThe Guild Group

  2. Guild's Three Pronged Approach • Align Senior Leaders with the strategy • Engage employees with the organisational direction • Track Performance

  3. Planning & Reward Systems FEBRUARY: 'Link' Employee Climate Survey OCTOBER - MARCH: Strategic Plan APRIL: 'Link' Findings MAY: Business Plan JUNE/JULY: Appraisals – no ratings Key Result Areas agreed SEPTEMBER: Accounts signed Incentive payments made

  4. Annual 'Link' Survey Centre Line: TP-ISR GHPN (N=143,185) Centre Line: TP-ISR ANN (N=152,312) Reaction to the Survey Communication Leadership & Direction Equal Opportunity Values Training & Learning Job Security N/A Employee Involvement Performance Management Career Development Customer Centricity Organisational Change & Growth The Group’s Image & Competitive Position Working Relationships Job Satisfaction Employee Engagement Team Leadership Remuneration & Benefits Work Organisation & Efficiency Quality N/A N/A Board Leadership N/A N/A 6 Shaded bars indicate a statistically significant difference N/A Insufficient data for category average

  5. Guild Continues to Outperform Local, Industry and Global High Performance Norms in 2007 Centre Line: ISR’S ANN (N=139,327) Centre Line: ISR’s AFSN (N=39,976) Centre Line: ISR’s GHPN (N=149,193) Leadership & Direction Reaction to the Survey Communication Values Job Security N/A Equal Opportunity Training & Learning Career Development Customer Centricity Employee Involvement The Group’s Image & Competitive Position Performance Management Remuneration & Benefits Employee Engagement Job Satisfaction Quality Work Organisation & Efficiency Working Relationships Team Leadership Board Leadership N/A N/A N/A N/A N/A N/A Organisational Change N/A N/A N/A Shaded bars indicate a statistically significant difference N/A Insufficient data for category average

  6. LINK 2008 I believe strongly in the goals and objectives of the Group 95% I fully support the values for which the Group stands 98% Management decisions are consistent with the values 91% Regarding the Group core values, I believe the values are clear 98%

  7. People Management Award Recognition • AHRI Excellence in People Mgt 2004 (VIC) • AHRI Excellence in People Mgt 2004 (National Winner) • AHRI Excellence in People Mgt 2005 (VIC) • Finalist HR Mgt Employer of Choice 2005 (<500 employees) • AHRI Excellence in People Mgt 2006 (VIC) • AHRI Excellence in People Mgt 2006 (National Winner) • AHRI Excellence in People Mgt 2007 (VIC) • AHRI Excellence in People Mgt 2007 (National Winner)

  8. What was our benchmark? • 74%of employees rated the Group good or very good at being a 'socially responsible organisation in the community’ this was a decrease of4% from • our 2007 results. • 76% of employees rated the Group as good or very good at being an ‘environmentally responsible • company’. • We wanted to aim to be leaders in this space and we are always looking at ways we can improve upon such • results year upon year.

  9. Employee Wellbeing • Equal Opportunity • Safe and Enjoyable working environment • Flexible working arrangements • Healthy workplace and lifestyle • Environmental and social practice

  10. 'Making a Difference' (MAD) Program • Where did we begin? • - Carbon Emission Audit • - Partnership with Carbonetix • - Donations • - Small Activities/Support (eg. Earth Hour) • - Mobile Recycling Bins • - Superannuation Tree Planting initiative • - Pro-bono legal services • - Printing and photocopying • - Future emissions reporting • - MAD team • Program launched in August 2008

  11. Lessons Learnt along the journey so far • People liked to be asked! • People are very passionate about certain causes • You wont please everybody all of the time • Volunteer Leave – not all it's cracked up to be • Offsetting 'guilt' or emissions? • Requires buy-in from senior leaders • Continuous reporting • Engage staff in the development of the program • Genuine engagement

  12. Where to from here for us? • Currently reporting quarterly to staff and Board • MAD month • Communication • Team – Environmental and Social focus • Guild points system

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