Peachtree 2013 Annual Report Download - page 53

Download and view the complete annual report

Please find page 53 of the 2013 Peachtree 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

Our leaders are a major influence on the confidence
of everyone at Sage. To help our leaders become more
effective we have defined a clear and unique framework
for leadership behaviours, known as The Confident
Leader, against which each leader is measured with
respect to their long-term capability and their short-term
performance and reward. This was launched through
a series of global and regional workshops and events.
We have also established a single consistent performance
management process for our leaders, and invested in
global training and technical support.
To facilitate truly global succession planning, we have
implemented a rigorous talent review process for our
leadership population. This led to meaningful career
and development planning discussions with over 270
leaders and 15% of our top leadership taking on wider
international responsibilities.
Recognising our people
We continue to gain recognition for the great work our
people do:
– Our South African business won Best Helpdesk
at the 2013 World Contact Centre Best Practices
Conference and Awards, and they came first for
the second year running in Deloitte’s Best Company
to Work For survey in the Business and Professional
Services category;
– In Spain, we won Ruban d’Honneur: Employer
of the year at the European Business Awards
2012/13, and were awarded the Madrid Excelente
Award for Customer Confidence by the Madrid
Regional Government;
– We won European Call Centre and Customer
Service Large Contact Centre of the Year; and
– In North America, Sage Advisor won a Customer
Experience Innovation Award at the Customer
Experience Professional Association 2013.
Board diversity
2013 2012
Men 6 5
Women 1 2
% men 86% 71%
% women 14% 29%
Top leadership diversity
2013 2012
Men 84 75
Women 27 24
% men 76% 76%
% women 24% 24%
Total workforce diversity
2013 2012
Men 6,830 7,295
Women 5,930 6,214
% men 54% 54%
% women 46% 46%
Diversity
We’re committed to treating everyone at Sage
with dignity and respect. Our policies and practices
emphasise the importance of treating individuals in a
non-discriminatory manner across the full employment
life cycle, including hiring, reward, development,
promotions, mobility and departure. Training is provided
to those making decisions on these factors so that no
individual is disadvantaged and to prevent discrimination
on the grounds of gender, religion, belief, race,
creed, age, disability, sexual orientation, ethnic origin,
or marital status. In many of our operating companies
we have guidelines to help our businesses meet Group
requirements and to manage diversity within the context
of different national legislation and cultures. At Sage we
are proud of the various initiatives taking place globally
relating to gender, age, disadvantaged backgrounds,
disabilities, ill health and ethnic minorities. These include
internships, apprenticeships, disability awards and
targets, training events and schemes to support ethnic
minorities and those with disadvantaged backgrounds.
Gender
At Sage we value the aims and objectives of The
Davies Report on Women on Boards. In considering
appointments to the Board and to senior executive
positions, it is our policy to evaluate the skills, experience
and knowledge required by a particular role with due
regard for the benefit of diversity on the Board and at
senior management level and make an appointment
accordingly. Until Jo Harlow stepped down we had 25%
female representation at Board level. Our top leadership
population is 24% female, and this proportion is higher
within the majority of our core operating companies.
46% of our total workforce profile is female.
Examples of some local gender-specific initiatives
include Spain’s Equality Plan and the UKI’s Enterprise for
Women network aimed at supporting and encouraging
career development of women through networking
events and workshops.
Sage Day is an annual event where our people support local communities and charities.
Turn to page 60 to read
about changes to the
Board during the year
51The Sage Group plc | Annual Report & Accounts 2013
Financial statementsGovernanceStrategic report