ESG 23 Final Single pages - Flipbook - Page 39
REWARD AND RECOGNITION
We also completed an exercise to identify and iron out
a small set of instances where we found competing/
con昀氀icting strategic goals between teams.
We achieved a global response rate of 84% and a 61%
favourable employee engagement score (FY22: 69%). We
fully recognise that the external challenges we experienced
in FY23 have impacted our overall employee engagement
score and we believe we can make positive progress in the
year ahead.
One of our lower scoring engagement areas in last year’s
survey was Performance & Reward (52%) and for FY23 we
committed to developing a clear global job architecture
and banding framework as it forms the foundation
for many of our core people processes, including
performance, reward and career development as well
as enabling the implementation of our HR Information
System (HRIS) across the Group.
This framework, developed with Willis Towers Watson,
is now ready for global implementation early in FY24.
In our latest survey (September FY23) our highest scoring
area was Trust and Respect (83% favourable), which naturally It will enable good external pay benchmarking and
more accurate levelling of roles across divisions and
we were pleased with, followed by ESG Factors (82%), and
geographies.
Role Factors (80%) which included questions about agile
working and how managers remove barriers to work.
In line with our One RWS reward philosophy, over time
Diversity was also a strong area at 72% favourable, as it was
we intend to move towards a more consistent bonus plan
last year.
design from the various legacy bonus schemes that have
been in place across the Group. This will include both
individual and Group performance targets where relevant,
• Collaboration, trust and respect, particularly within teams. and this transition is underway from the start of FY24.
This is a core element and shows resilience in our culture
As part of our Group integration plan, this year we also
• Great relationships with line managers – people feel
began the process of consolidating all colleague bene昀椀ts
supported and cared for by their line managers
country by country. Our long-term objective is to have all
• Diverse culture – all colleagues feel they can be true to
colleagues in a country on the same bene昀椀ts arrangement
themselves at work
as one another where possible. The US was 昀椀rst to be
• Corporate sustainability – evidence and awareness of
actioned and is now close to completion, and further
positive views performing above the benchmark
work to identify opportunities in other countries will be
• Flexibility – people believe they can work in a way that
undertaken in FY24.
works for them and many value this 昀氀exibility as a core
We were also pleased to introduce our All-Electric
part of the employee value proposition
company car policy for our small 昀氀eet of 33 company
• Health and safety – colleagues feel safe working in
provided vehicles. From December 2024 all car lease
RWS o昀케ces
renewals will be full-electric vehicles only.
The survey also allowed us to test the continued
e昀昀ectiveness of our strategy, purpose and values
FY24 goals:
communication programme as we asked speci昀椀c questions
• Implement our new RWS job family architecture
relating to it, scoring 66%.
The key strengths that emerged from the survey were:
Performance & Reward (52%) is still a low scoring area and,
as mentioned later in this report, we are putting in place
a new Group-wide HR system and job levelling framework
which has been developed over the last year and underpins
our reward processes, and later in FY24 we will launch a
more consistent performance and development process
which will help address this dimension.
•
Build on the early success of the Ambassador
Awards
•
Progress our bene昀椀ts harmonisation project
Whilst there is still work to be done, the results of our
engagement survey scores give us solid data on where to
focus our attention going forward.
FY24 goals:
• Continue Group e昀昀orts around strategy,
communication and collaboration
•
Implement the newly developed Pay and Job
Architecture framework developed during FY24
•
Evolve our Group-wide action plan in response
to FY23 survey feedback
SOCIAL RWS Holdings plc — ESG Report 2023
39
