RWS Annual Report 2022 web - Flipbook - Page 78
Corporate Governance Report (continued)
Deliver
Growth
Principle
Compliance
Colleagues
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Regular online meetings take place to share strategy, keep colleagues updated and seek
feedback.
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The Group conducts an annual engagement survey with an overall engagement score of 69% in
the FY22 survey (the basis of this year's survey was changed from the FY21 survey, so no direct
comparison is possible) (see page 22).
>
We have held consultations with thousands of our colleagues to find those common traits that
are most closely associated with doing a great job for our clients. The result is a set of values
that will bring us together to achieve our shared goals in a way we can be proud of. These
values are “We partner, we pioneer, we progress and we deliver.” Our new values give guidance
to everyone at RWS as to the behaviours that underpin our success.
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We consider the health, safety and well-being of our colleagues in the global pandemics and in
countries experiencing war.
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The Board has established active Employee Resource Groups to discuss how we can foster
culture, diversity and inclusion and environmental impacts in the work place.
Clients
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Building long-term client relationships and a client-centric culture starts with an accurate and
consistent understanding of our clients. A Group-wide 'voice of the customer' NPS programme
ensures we effectively turn client feedback into key driver analysis, aligned to our values to
improve client experience and accelerate growth through the client lifecycle and buyer journey.
We deliver this through:
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Reliable metrics – consistent approach to getting feedback, both relational (NPS) and
transactional (CSAT).
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Insight – client journey performance, topics driving NPS and key actions to close the loop
on client issues.
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Operational infrastructure – Best-in-class experience management suite (Qualtrics) used to
run surveys and provide real-time trends and insight.
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Drive business growth - Trigger actions based on negative feedback. A formal process of
closed loop actions in addition to acknowledging promoters.
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Executive oversight workgroup. Quarterly review meeting on issue resolutions, action
planning for wider macro topics.
Suppliers
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We believe it is important to have two-way communication with our suppliers. We strive to
foster better relationships with our suppliers, keeping them updated on our requirements, as
well as assisting with efficiencies, quality, insight, costs and reliability.
Community
4
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Embed effective
risk management,
considering both
opportunities and
threats, throughout
the organisation
RWS — Annual Report 2022
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The Group supports local organisations through its community initiatives and donations.
Our RWS Foundation’s Ukraine Appeal raised £34,436 from colleague donations and donated
an additional £15,000 to the International Committee of the Red Cross. The RWS Foundation
also made further donations of £10,000 each to the UNHCR, the UN’s Refugee Agency, and to
UNICEF, the UN’s Children’s Fund. The RWS Foundation seeks to involve the colleagues in the
various countries in which RWS operates in charitable organisations and causes.
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We also promote foreign language learning actively through school and university partnership
programmes, including RWS Campus (our global university programme) and the RWS
Scholarship Programme with the University of Manchester.
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RWS considers a risk management framework to be a vital tool to ensure existing and potential
risks (including climate-related risks) to the business are identified and mitigating actions are
considered in full.
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The CFO is responsible for reviewing the risks and reports to the Board bi-annually on these as
well as new risks, and the processes to mitigate and contain them.
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Whilst the CFO is responsible for risk, all Board and Executive Team members are also
empowered to manage risk effectively.
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See Principal Risks and Uncertainties on pages 44 to 47.
GOVERNANCE REPORT
