Motivation and engagement

We have been concentrating on three areas:

• Improving internal communications,
  
  
• Encouraging employee participation - so everyone feels they are contributing to growth and development
  
  
• Growing the social responsibility of our business.

We need to be increasingly aware of our responsibility to the wider community in which we operate. View more information on our community programme.

In terms of internal communications, Edwards promotes employee involvement through a policy of communications and consultation by individual business unit managers. In addition, we run a companywide newsletter (In Touch), the intranet and site or regional specific communications. Additionally, the Chief Executive carries out monthly briefings to all senior managers on key business issues.

In 2008 and 2009, on the anniversary change of ownership to CCMP Capital and Unitas Capital, we also produced an Annual Review for employees.

‘Eureka’

Edwards productivity program ‘Eureka’ promotes employee participation in generating ideas around growth. The scheme has already generated a number of positive deals that save money and introduce new ways of doing things. The program empowers all employees to share ideas, and submit suggestions for improvements to the business and tracks financial benefits. The Eureka scheme is participative, innovative and one which rewards out-of-the-box thinking. These are the kind of processes that will help us change.

The Company has successfully rolled out its web based HR management system, streamlining core HR management processes and enhancing the HR management reporting capability. To the extent permitted by relevant local laws, the Company monitors data on staff diversity to help it review policies and improve best practice.

The Edwards organisation has gone through enormous change since its independence from the BOC Group in May 2007 but has emerged stronger, more confident and more flexible with excellent foundations in place for the future. One of its plans for the coming year is to survey the entire company about their views of the organisation and their hopes of the future.

Change is happening all the time for our customers and stakeholders. Our challenge is to learn to live with continuous change and benefit from it.

Reward
We have introduced a bonus scheme aligned to business needs - one which drives performance and adds flexibility. Our thinking is to reward people who deliver and exceed expectations on our journey to becoming a high performance organisation. The scheme is now tailored to the part of the business the individual works within and is one which also values 'thinking out of the box'.
 
We have recently carried out an external benchmarking exercise to ensure we will continue to be competitive in the future.
 
This is one of a number of changes that we have made since independence from BOC. At that time we were used to the central provision of payrolls, benefits and pensions. We have now established our own independent systems for all these areas.
 
We emphasise total reward and not just cash, getting best value for the company and the individual. Our Reward Strategy aims to educate employees on the value of the pay and benefits they receive and provide a package that is both flexible and transparent.
 

In short, we are supporting and encouraging processes that introduce a new way of thinking in the organisation.