Marks and Spencer 2016 Annual Report Download - page 28

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26
MARKS AND SPENCER GROUP PLC
STRATEGIC REPORT
OUR PEOPLE
1. Our Inspiring Women
Network events have seen
a raft of high-profi le visitors
deliver motivating speeches
to our employees. Guests this
year have included Ruby Wax
and Baroness Karren Brady.
2. All our people can infl uence
change through BIG, which has
3,500 representatives from every
store and business area who
gather feedback and represent
colleagues on the topics that are
most important to them. BIG’s
agenda this year included the
national living wage and Sparks.
3. Our awards this year include
The Times Top 50 Employers for
Women, Training Journal’s Best
Operational Programme for
our store induction programme
and, for the second year running,
the Prince’s Trust Young Achiever
Award, which went to Stacey Fox
from our Swansea store.
EMPLOYEE DIVERSITY AS AT 2 APRIL 2016
Female 57,841
Male 22,200
Total employees
80,041
7
2
%
2
8
%
Female 70
Male 98
Total senior managers
168
4
2
%
5
8
%
Female 5
Male 8
Total Board*
13
3
8
%
6
2
%
LIVING OUR VALUES
We have built on last year’s Fit For The
Future programme with a series of training
initiatives designed to help employees
live our values of Inspiration, Innovation,
Integrity and In Touch. Last summer, our
top 160 managers took part in a leadership
development programme called Fit to
Lead. The initiative looked at how we
can be more collaborative, agile and
entrepreneurial as an organisation. We also
ran events for 750 line managers and 3,500
store managers in which they examined
how our values can drive high performance.
The feedback from all the events was
extremely positive. We received 50,000
comments specifi c to living the values in
our annual Your Say survey – they really
resonate with our employees.
ENGAGED AND ENTREPRENEURIAL
Our Your Say survey showed that employee
engagement levels remain high at 78%.
We want to develop and celebrate the talent
within M&S, and it’s only right that good
ideas are given a platform. Give Me Five,
our initiative where employees pitch ideas
to senior managers, has given employees
a sense of ownership and a number of the
pitched ideas have been implemented.
The idea of Give Me Five itself came from
some of our store and o ce colleagues
keen to support our Fit for the Future drive
to bring a more entrepreneurial spirit to M&S.
DIVERSITY AND WELLBEING
People are increasingly looking to work for
organisations that give them the freedom
to be themselves. We have developed an
approach to Be Yourself in our induction
process, encouraging employees to
recognise people’s di erences while
not being afraid to express their own.
Our employees’ wellbeing is also crucial
to us and we continue to invest in
programmes such as Dare to Care, an
internal campaign focused around raising
awareness of mental health.
TRANSFORMING OUR BUSINESS R
As we continue to transform our business,
we must ensure that the changes we make
are implemented and communicated to
employees e ectively. The robust processes
we have in place around succession
planning, change management and our
dedicated Employee Communications team
help us mitigate such risks from a people
perspective. Our Business Involvement
Group (BIG), M&S’s network of elected
employee representatives, enables us to
inform, involve and consult with colleagues
across our business on our future plans.
BIG gives colleagues the chance to voice
their opinions and ideas, get answers and
have their views represented.
PLAN A
This year we extended our Make Your Mark
youth employment scheme to our head
o ce and Castle Donington distribution
centre, increasing the options available to
young people. Across the business, 1,400
people took their fi rst steps into work thanks
to the programme. Meanwhile, our Marks
& Start scheme for people who face barriers
getting into work helped an additional
1,400 people through work placements
in our stores and distribution centres.
We introduced Spark Something Good to
encourage our people to make a di erence
in their local communities. The scheme
allowed employees to coordinate their
annual volunteer day in a collaborative
way. By taking part in a series of community
projects in individual cities on the same
day, employees mobilised as teams for
good causes. In London, we transformed
24 community projects over 24 hours. The
scheme will be rolled out to 24 cities across
the UK and Ireland over two years – we have
already completed fi ve cities; London,
Manchester, Swansea, Edinburgh and Dublin.
OUR PERFORMANCE
Our people bring our values to life.
Their talent, commitment to our customers and
pride in M&S are key to our long-term growth.
A
* Includes Marc Bolland and Martha Lane Fox who retired
from the Board on 2 April 2016. Refer to p33 for current
Board diversity information.