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Employees

Our management philosophy values people as ‘the most important asset of our company’. We have around 29,300 permanent employees, in 29 countries. Safety, Quality and environmental responsibility underpin everything we do. 

 

Employee engagement is a high priority. We invest in the training of our managers and supervisors to ensure they have the communications skills necessary to keep employees well informed of developments. The second phase of the Messenger

Communications program has begun its global roll-out. The one-day program is aimed at managers and covers the communications process, briefing skills, techniques for gathering employee feedback and how to handle sensitive communications.

Supporting our managers and supervisors also involves providing them with detailed briefings on developments, such as changes to health and safety practices or programs that promote the health and well-being of our people.

Safety performance

Our safety programs emphasize the importance of individuals taking personal responsibility and of appropriate safe behavior, with managers taking the lead through their commitment to our 10 Key Safety Leadership Behaviors. All injuries at work are regarded as unnecessary and avoidable. We require full reporting no matter how minor, and appropriate investigation to ensure we learn from all such incidents.

 

Group-wide initiatives to further strengthen Safety Culture within the Group is under way, with Health and Safety performance now a part of the annual Management Incentive Plan. We have also launched a recognition program that awards sites with outstanding Health and Safety performance indicators.


The Significant Injury Rate (SIR) is now our primary reactive indicator. This records injuries requiring medical treatment or the reallocation of duties to allow an individual tocontinue working. The SIR for financial year FY12 was 0.35; an improvement of 38 percent compared to FY2011. The Lost Time Injury Rate (LTIR) which records work-related accidents or illnesses preventing individuals involved being able to report for work on the following day or shift has become a less useful measure. 

 

 

Diversity

Our Code of Ethics acknowledges internationally proclaimed human rights and the impact these have on employment.

 Employment standards have been set, derived from external international human rights employment guidelines and our own business requirements.
The Code and our overall employment policies provide employees with reassurance onhow they will be treated, and guide employment policy and practice in individual businesses. Our equal opportunity policy aims to prohibit discrimination based on race, color, creed, religion, age, gender, sexual orientation, national origin, disability, union membership, political affiliation or any other status protected by law.

Group-wide employee survey

We conduct a global employee survey every two years. Results from the 2011 survey showed increased levels of satisfaction and motivation compared with 2009. A total of 87 percent of employees completed the questionnaire, the same as in 2009. Nearly 80 percent of those who took part indicated that they rate NSG Group highly as an employer compared to other companies in the area, with 85 percent stating their belief that the Group is succeeding in its aim of becoming a truly international organization. Almost 90 percent stated their belief that the NSG Group emphasizes safety in everything it does and 67 percent stated that they are kept well informed on matters relating to the NSG Group as a whole.

 

Group Employee Survey 2011

 

Maximizing the potential of individuals

67 percent of employees received a review of training and development in 2011, with our aim being to increase this proportion to 90 percent by 2015. In the 2011 process we continued to focus on the area of objective setting, aiming to significantly improve the quality of personal objectives. In order to foster the process of cultural change across the
whole organization in the area of Health and Safety, it was required that all managers were set personal safety objectives in the 2011 process.

Consultation and open communication

We operate a comprehensive system of regular communication and briefing within all businesses, including effective mechanisms for two-way communication. Everyone receives regular updates on Group and local business objectives, targets, results and best practice at central and business line levels. This includes monthly briefings from the heads of the respective business lines.

 

All employees also receive the Group’s employee magazine, MADO, every eight weeks in their own language. The Group Intranet, NSG Group Inside, is available to every employee on the company network. We operate formal mechanisms to brief and consult unions and employee representatives on Group operations and future plans, as appropriate to local circumstances and requirements.

 

Our new Strategic Management Plan identifies further expansion into emerging markets as a priority. This presents challenges in terms of human resources planning. We are already addressing issues such as recruitment, retention and specialist and language training to attract the best talent available and recently appointed our first Talent Manager, within Group Human Resources.

 

NSG Group Safety Project Award 2011

The first NSG Group Safety Project Award was won by a Grab Safety Indicator Project, led by the European Building Products Manufacturing Improvements Team and the Cowley Hill site in the UK.

 

The project features a system of sensors on the grabs used for lifting glass packs, which give the operator clear feedback that the grab is in the correct position before starting lifting, thus avoiding any misalignment, which could result in catastrophic failure.

 

The judges’ decision was influenced by three significant aspects of the project. First, it addressed an activity that is a major risk, not just for the NSG Group, but for the flat glass industry in many parts of the world. Secondly, the project paid close attention to reliability and the feasibility of retrofitting the system to existing grabs. And thirdly, the system was extensively tested and proved by people actually using the equipment.