Global Employee Engagement Survey MAY 2017 GLOBAL ENGAGEMENT SURVEY 2017

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Myra Austin
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1 Global Employee Engagement Survey

2 About the survey employee engagement survey supports our ongoing effort to be a Great place to work with a high performance culture. Because it all begins with the engagement of every employee as part of a team, a department, a business line and the entire group All employees employed with before 1 February 2017 were invited to participate Employees working on an hourly basis and/or with an external consultant contract were not eligible to participate The survey was conducted between 18 April and 3 May 2017 In 2015, conducted the global survey for the first time Participation rates 89% Business Line BTM 92% Business Line DK 91% Business Line NO 89% Business Line SE 80% Business Support 92% WHAT IS EMPLOYEE ENGAGEMENT? Engagement in is about commitment to customers and colleagues, to 's strategy and to the value that creates for society. It is also about making an extra effort and contributing with all your energy, creativity and passion. And thereby of course seeking out the opportunities to do what you do best. 2

3 Adjusted Engagement survey model Driving factors Reputation Senior Management Immediate Manager Co-operation Working Conditions Job content Remuneration Learning and Development Engagement Satisfaction Satisfaction & Motivation Motivation Retention Loyalty Commitment Ennova has made changes in the survey Consequently, is not able to follow the development since 2015 on all questions and driving factors. Approximately 2/3 of the questionnaire can be compared to 2015 survey The survey covers 31 countries and uses an external benchmark (GELx) developed by Ennova for most countries HOW IS EMPLOYEE ENGAGEMENT MEASURED? Employee Engagement is calculated as the weighted average of the four dimensions Motivation, Satisfaction, Commitment and Retention The Driving factors are areas that impact on employee engagement. Each of the driving factors is calculated as a weighted average of 3 to 4 questions 3

4 Overall Engagement at Engagement Target: GROUP ACTION PLAN RESULT Attention to professional and personal development - follow-up on PDPs Senior management communication of strategy and goals 2017 TARGET 2017 RESULT Development since 2015 Engagement Target Business Line BTM 76 Business Line Denmark Business Line Norway Business Line Sweden 73 Business Support High score ( - 100) Medium score (60 - ) Low score (0-59) +/- Development since Global Engagement Survey

5 Overall Engagement at Weighted GELx () Engagement Satisfaction Motivation Retention Commitment High score ( - 100) Medium score (60 - ) Low score (0-59) +/- Development since Global Engagement Survey

6 Driving factors Reputation Senior Management Immediate Manager Co-operation Working Conditions Job content Remuneration Learning and Development Weighted GELx () High score ( - 100) Medium score (60 - ) Low score (0-59) +/- Development since Global Engagement Survey

7 Impact on engagement Reputation Senior Management Immediate Manager Co-operation Working Conditions Job content Remuneration Learning and Development IMPACT on engagement 29% 5% 6% 7% 13% 28% 5% 6% Note: Immediate manager has an indirect impact on most of the drivers, however, the model does not reflect the importance of the immediate managers. 7

8 Results on individual categories 8

9 Satisfaction & Motivation Satisfaction & Motivation GELx Satisfaction Overall, how satisfied are you as an employee at? Imagine a place of work, which is perfect in all aspects. How far from or close to this ideal do you consider your place of work to be? Motivation I feel motivated in my job I always look forward to going to work Loyalty Loyalty Retention I would like to be working for in two years time I would recommend others to seek employment in 80 Commitment I am one of those, who always make an extra effort in relation to new tasks or when problems arise I show enthusiasm for and my work tasks High score ( - 100) Medium score (60 - ) Low score (0-59) +/- Development since Global Engagement Survey 2015 GELx: Benchmark = Weighted GELx () 9

10 Reputation Reputation I am proud to tell other people where I work Other people consider to be a good place to work has a good image is dedicated to creating value for society In we live our values (Integrity, Respect, Independence, Professional capability, Freedom) Senior Management Senior Management I have confidence in the decisions made by senior management Senior management clearly communicates the company s strategy and goals Senior management sets a good example for others to follow Senior Management: Lars-Peter Søbye, Rasmus Ødum, Tomas Bergendahl Business Line Management Business Line Management I have confidence in the decisions made by Business line management GELx Business line management clearly communicates the company s strategy and goals Business line management sets a good example for others to follow 67 Business Line Management: RVP and SVPs High score ( - 100) Medium score (60 - ) Low score (0-59) +/- Development since Global Engagement Survey 2015 GELx: Benchmark = Weighted GELx () 10

11 Immediate Manager Immediate Manager GELx 65 My immediate manager motivates the organisational unit to exceed expectations My immediate manager has clearly explained how I am expected to contribute to my organisational unit achieving our goals My immediate manager creates a working culture in my organisational unit characterised by trust and openness 66 My immediate manager provides me with the constructive feedback I need to do my job well H 64 H = HIGH variation indicates that employees' assessments differ very much. The professional skills of my immediate manager The leadership abilities of my immediate manager Immediate manager: The assessments are an average assessment of all the managers in High score ( - 100) Medium score (60 - ) Low score (0-59) +/- Development since Global Engagement Survey 2015 GELx: Benchmark = Weighted GELx () 11

12 Vice President / Managing Director Vice President / Managing Director GELx I have confidence in the decisions made by my VP / MD 77 My VP / MD clearly communicates the company s strategy and goals My VP / MD sets a good example for others to follow 76 My VP / MD actively enables and promotes co-operation across organisational units, divisions etc. Co-operation Co-operation 81 In my organisational unit we respect and trust one another 84 In my organisational unit we all pull in the same direction in order to achieve our organisational unit s goals In my organisational unit everyone takes the initiative to get the job done My organisational unit co-operates well with people outside the organisational unit In my organisational unit we are good at sharing knowledge with each other 77 In my organisational unit we have a culture that enables high performance In my organisational unit, we have clear roles and responsibilities +4 High score ( - 100) Medium score (60 - ) Low score (0-59) +/- Development since Global Engagement Survey 2015 GELx: Benchmark = Weighted GELx () 12

13 Working Conditions GELx Working Conditions The physical working environment at my place of work I feel good about the workload in my job has clear processes and tools enabling me to carry out my job effectively Job content Job content 77 My job is highly interesting to me My job makes the best use of my skills My job gives me sufficient challenges I am empowered to make the necessary decisions when carrying out my job 77 0 I get recognition when I perform well in my job My job gives me a strong sense of success +2 High score ( - 100) Medium score (60 - ) Low score (0-59) +/- Development since Global Engagement Survey 2015 GELx: Benchmark = Weighted GELx () 13

14 Learning and Development GELx Learning and Development It is clear to me where I need to develop in my job I actively seek out opportunities that help me develop in my job 76 I often receive constructive feedback from my colleagues In my organisational unit we openly discuss our mistakes in order to learn from them The project managers I work with provide me with the constructive feedback I need to do my job well 67 My manager and I make sure to follow up on the development activities planned for me (e.g. in the PDP) H H = HIGH variation indicates that employees' assessments differ very much. All employees have the same opportunities to advance regardless of gender and ethnic affiliation Internal communication Internal communication 66 I understand the reasoning behind important decisions made in 66 The articles in Top News on the Portal are relevant 66 The portal offers sufficient opportunities for employee dialogue and interaction 67 High score ( - 100) Medium score (60 - ) Low score (0-59) +/- Development since Global Engagement Survey 2015 GELx: Benchmark = Weighted GELx () 14

15 Customer & business focus Customer & business focus GELx Improving business performance is a key focus area in my organisational unit 81 The project managers I work with are determined to deliver high quality services to our customers We use feedback from customers and involve them in improving our service delivery Problems concerning projects/customers are dealt with quickly provides innovative solutions for our customers Remuneration Remuneration +5 My job security My salary (including supplements and bonuses) in relation to what I could get in a similar position elsewhere My other employment conditions (holiday, flexitime, maternity/paternity leave and other employee benefits) in relation to what I could get in a similar position elsewhere +5 High score ( - 100) Medium score (60 - ) Low score (0-59) +/- Development since Global Engagement Survey 2015 GELx: Benchmark = Weighted GELx () 15

16 Follow up steps 1 REPORTS TO LINE MANAGERS AND OVERALL RESULTS ON THE PORTAL 2 LOCAL DIALOGUE MEETINGS BETWEEN LINE MANAGERS AND EMPLOYEES DISCUSSION OF THE RESULTS AND ACTION PLANNING 3 SUBMIT ACTION PLAN (SECTIONS AND DEPARTMENTS) 4 IMPLEMENTATION AND FOLLOW UP ON ACTION PLAN 16

SampleCo Organization Survey Results

SampleCo Organization Survey Results October 2009 Profile Report (This report was created on 5/30/2017) Table of Contents 1 Introduction: High Performance Organizations 2 Understanding the Data 3 Overall