Carphone Warehouse 2015 Annual Report Download - page 31

Download and view the complete annual report

Please find page 31 of the 2015 Carphone Warehouse annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 152

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89
  • 90
  • 91
  • 92
  • 93
  • 94
  • 95
  • 96
  • 97
  • 98
  • 99
  • 100
  • 101
  • 102
  • 103
  • 104
  • 105
  • 106
  • 107
  • 108
  • 109
  • 110
  • 111
  • 112
  • 113
  • 114
  • 115
  • 116
  • 117
  • 118
  • 119
  • 120
  • 121
  • 122
  • 123
  • 124
  • 125
  • 126
  • 127
  • 128
  • 129
  • 130
  • 131
  • 132
  • 133
  • 134
  • 135
  • 136
  • 137
  • 138
  • 139
  • 140
  • 141
  • 142
  • 143
  • 144
  • 145
  • 146
  • 147
  • 148
  • 149
  • 150
  • 151
  • 152

Dixons Carphone plc Annual Report and Accounts 2014/15
Strategic report
29
Average to Awesome
This wellbeing initiative focused on twelve employees from
our UK business with the aim of transforming their overall
aptitude to health and fitness. With the help of a dedicated
personal trainer and tailored nutrition plan, we recorded their
combined weight loss at 30.7kg over the 12 week period.
These employees developed a strong bond and have
continued positive changes to their lifestyle habits, resulting
in the easing of conditions such as breathlessness and type
2 diabetes in individuals, while all twelve are enjoying
increased energy levels and enhanced performance. We are
repeating this programme again in 2015 introducing the
latest wearable technology.
Equal Opportunities
The Group is committed to equality of opportunity across all of
its employment practices throughout the Group. We strive to
prevent unlawful discrimination in the workplace on the
grounds of sex, race, disability, sexual orientation, religion or
religious belief, age, marriage and civil partnership, gender
reassignment, pregnancy and maternity. We promote an
honest and open environment and encourage colleagues with
concerns to report issues to us either directly through line
managers or via an independent, confidential integrity line.
Disability
We are committed to providing colleagues with equal
opportunities, from recruitment to training and development.
We encourage applications from individuals with disabilities
who can do the job and candidates will be considered for
each role they apply for. Every effort is made to retain
disabled colleagues in our employment including making
any reasonable readjustments to their jobs, workplace
or environment.
Diversity
We appreciate the benefits a diverse workplace brings,
including, but not restricted to gender diversity and the
importance diversity plays in achieving the right mix of skills,
knowledge and experience our organisation needs to reach
its potential.
Diversity in terms of age and gender remains a key
performance indicator. Statistics for the UK, Ireland and
Nordics are as follows:
All employees Senior managers Directors
Number % Number % Number %
Male 27,803 71% 254 72% 10 77%
Female 11,157 29% 99 28% 3 23%
Customers
Every decision we make is driven by our ambition to provide
unparalleled expertise and services to help customers and
businesses navigate the new digital era.
Each and Every Customer Counts programme
Our Each and Every Customer Counts (EECC) programme is
supported by a full suite of customer insight measures, driving
daily, weekly and monthly improvements in our customer
experience. Each employee is accountable on some level for
our lead customer measure. Our NPS features in all our internal
reward schemes and is central to our company balanced
scorecard. We have seen NPS improvements of 9% year
on year to March 2015.
We run a weekly and monthly EECC dash board with key
measures and targets laddering up to NPS and completing our
omni-channel customer journey. Our customer insight
programme collects feedback from over 850,000 customers
per year via each of our channels and touch points. Feedback
mechanisms include mystery shopping, exit surveys and SMS
feedback via text messages immediately following a customer
purchase. This programme allows us to track a further 15
customer KPIs, out of which seven hit or exceeded targets for
the year and a further four showed improvement.
Our governance programme for customer experience sits at
executive and senior level within our business, underlining its
importance to our strategy and day to day thinking. Weekly
Voice of the Customer meetings are used to implement
improvement plans when performance targets are not
being reached.
We want to be the preferred brand and within our key target
market we have seen an 8% improvement year on year for the
three months to April 2015. Our ultimate goal is to drive both
preference and real loyalty with our customers. Improving
customers’ value for money is also critical in a highly
competitive market and again we have seen significant
improvements on value for money ratings across the year
within our key target customers, with a 16% improvement
year on year.