ESG 23 Final Single pages - Flipbook - Page 38
Social (continued)
COLLEAGUE ENGAGEMENT
On a slightly smaller scale, but critical to successful
growth, we developed a world-class repeatable
communication model for all future acquisitions and
implemented it successfully for the 昀椀rst time with our
acquisition of Propylon. This involved a full internal
communications campaign to welcome and culturally
integrate the c100 new colleagues based in Ireland and
the US who joined RWS with this business.
2024 goals:
• Continue to build alignment around our overriding
priorities – e昀케cient delivery, growth and
engagement, i.e. EDGE
•
•
Support the implementation of Project Unify
Introduce the HubSpot tool as a means of directly
measuring internal communication engagement
throughout the business
Engagement survey
6,457
84%
respondents
response rate
Colleague engagement is critical to our sustained success
as an organisation. Research shows that the more engaged
colleagues are the more they provide their discretionary
e昀昀ort in favour of the business and all its stakeholders
willingly, advocate products and services more, and stay
with the business for longer.
To support engagement e昀昀orts, we encourage RWS
colleagues around the world to get involved with a broad
range of socially bene昀椀cial activities as this builds our
brand in a positive and responsible way and improves
teamwork, communication and camaraderie whilst
helping our people develop important organisational and
management skills.
Measuring engagement
Last year we again partnered with external employee
engagement experts Qualtrics to undertake our annual
Group-wide engagement survey, and together with our
implementation partner Feedback Works, we deployed a
world-class external survey tool. As well as providing more
precise colleague engagement data, the survey allows us to
benchmark our results externally.
The survey examined our people's opinions by asking
approximately 50 questions, clustered into 14 categories,
along with the opportunity to provide additional verbatim
commentary where colleagues wished to provide more
detail. In combination, this feedback provided us with a
comprehensive picture of our colleagues’ experience of
working at RWS.
In response to last year’s survey we set up a Group-wide
engagement plan that took colleague feedback, examined
it in the context of our strategic priorities, and then focused
actions in three speci昀椀c action streams. These were:
•
•
•
Strategy and communications
Pay, bene昀椀ts and job architecture
Collaboration
Each action area was sponsored by a member of the
Executive Team and led as a speci昀椀c programme by an
appropriate senior leader. This central engagement plan
was managed as a critical strategic programme through
our Business Transformation O昀케ce (BTO). In addition,
each division and function of the business was tasked with
developing its own action plan, with monthly reporting to
the BTO to ensure momentum is maintained across the
business at all levels.
Progress against streams 1 and 2 is provided in more detail
in their respective sections of this report, and with regard
to collaboration we have taken a number of supporting
actions during the year. Every team in the business is now
on one instance of Microsoft Teams so this is now the
principal platform for virtual meetings and Microsoft Viva
Engage was rolled out as our single corporate chat and
real-time collaboration application.
38
RWS Holdings plc — ESG Report 2023 SOCIAL
