spain suppliers ethical trade forum “motivation and … · 2018-10-22 · spain suppliers ethical...
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SPAIN SUPPLIERS ETHICAL TRADE
FORUM “Motivation and talent retention”
AC HOTEL SEVILLA FORUM, Sevilla
June 28th, 2016
Conexión Social SL. C/ Hermes 4 41014, Sevilla – Spain
+34 954 693424 +34 655 359 679
www.conexionsocial.com
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INDEX: PREAMBLE AGENDA I. INTRODUCTION TO THE REGIONAL FORUMS II.-‐ PRESENTATION BUSINESS CASES III.-‐ EXPERT PRESENTATION IV WORKSHOP " TURNING PROBLEMS INTO OPPORTUNITIES" V. WORKING GROUPS
1.-‐ MOTIVATION OF TOP MANAGEMENT 2.-‐ MIDDLE STAFF AND EMPLOYEES MANAGEMENT 3.-‐ MOTIVATION AND RECOGNITION
VI.-‐ DEBATE -‐ PLANNING UPCOMING FORUMS CONCLUSIONS -‐-‐ NEXT STEPS VII. -‐ FORUM EVALUATION: SURVEYS VIII.-‐ LIST OF ATTENDEES
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PREAMBLE: The Spain Suppliers Ethical Trade Forum is supported by the following UK retailers, Sainsbury’s, Co-‐operative Food, Marks & Spencer, Tesco, Waitrose and ASDA as well as by a range of UK importers. The target of the Forum is to be a safe space to share experiences and good practices with other like-‐minded organizations, openly discuss challenges and work collaboratively to improve working conditions in the agriculture sector. It is targeted at key operational staff with responsibility for managing welfare of workers at production sites and grower businesses This event "Workers motivation and talent retention" was organized and facilitated by Conexion Social with the support of a Working group formed by some of the importers and suppliers above. An expert in the topic chosen for the event, Helena Perez from Improvingworklife, was invited to participate. The venue of the event, AC HOTEL SEVILLA FORUM hosted the last edition of this meeting, so their facilities covered all the needs of the day really well.
AC HOTEL SEVILLA FORUM Luis Fuentes Bejarano, 45 41020 Sevilla (España)
The number of delegates registered was 53, and they came mostly from Huelva and Sevilla. During the presentations the delegates were encouraged to participate and they provided interesting inputs through their comments, participation in interactive exercises and debates and also through some post-‐its that were stuck on the walls of the room. This document includes below the contributions from participants in the group dynamics of the session but also comments and conclusions raised up during the day.
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AGENDA:
08.45– 09:00
Attendees registration.
Room “Banquetes”
09.00 – 09.45
Presentation of the Regional Forums
Sergio Barberá -‐ CONEXIÓN SOCIAL
09.45 – 10.30
Presentation of Business cases
Suppliers:
María Rubiols Navalón -‐ SUREXPORT COMPAÑÍA AGRARIA, SL Manuel González -‐ AGROHERNI
10.30 – 11.00
Coffee Break
11.00 – 12.30
Expert Presentation; Topic -‐ Workers Motivation
Helena Pérez IMPROVINGWORKLIFE
12.30 – 12.35
Small break
12.35 – 13.30
Workshop: “Turning problems into opportunities “
All
13.30 – 14.30
Lunch
Room “Gran Fórum”
14.30 – 15.50
Working groups
All
15.50 -‐ 16.35
Debate; Planning themes for next Forums
All
16.35 – 17.00
Conclusions -‐ Survey -‐ Next Steps
Facilitators
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REPORT
SPAIN SUPPLIERS ETHICAL TRADE FORUM AC HOTEL SEVILLA FORUM
(Sevilla), June, 28th 2016 I.-‐ INTRODUCTION TO THE REGIONAL FORUMS At 9:00 h. the facilitator, Sergio Barbera (Conexion Social), opened the day with the reception and welcome to delegates and reviewed the spirit and topics covered in past forums. Then he went into the explanation of the project for future forum meetings that will be developed during the coming months. The main message was that the Forums path will be leaded by the suppliers that will decide the topics to work on and keep sharing the good practices and the challenges they face in terms of Ethical Trade. After an exchange of points of view about most convenient dates depending on different seasons, a small survey was made amongst the delegates. This survey incorporated an interactive live app using their mobile phones, that helped all to know better the profile of the companies that were attending the Forum that day. The first debates were driven while answering the polls. Multicultural work forces and how to manage them were remarked as an important challenge for some of the companies present.
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These were the results of the survey, over the graphic it is shown the number of delegates who answered to each question:
Regarding the types of contracts during peak season, most of the companies use seasonal temporary, 12 companies use permanent discontinuous and only one company use migrant workers contract (foreign workers that are hired in their own countries every season and when it finishes they go back to their countries. The company pays the trips to come and go back home and provides free housing to them during the season). Although some more companies use agencies only two stated that they have during peak season these type of workers as the major group amongst all the work force.
7 7
17
13
Number of workers during peak season
0 -‐ 100 101 -‐ 400 401 -‐ 1000 over 1000
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16 21
1
% of foreing workers peak season
Less than 10%
10% -‐ 50%
50% -‐ 90%
more than 90%
22 16
1 3
Number of nationalities peak season
From 1 to 5
From 5 to 10
From 10 to 15
More than 15
1
12
29
2
Majority of contracts peak season
Migrant contract
Permanent (discontinuous) Seasonal temporary Agency
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II.-‐ PRESENTACION BUSINESS CASES María Rubiols, HHRR Manager from the company SUREXPORT, supported by her colleage Jose Joaquín Gómez, and Manuel González de AGROHERNI, were the speakers who detailed the projects that are being developed at their respective companies.
Maria Rubiols -‐ SUREXPORT
Manuel González – AGROHERNI
The "business cases" arouse high interest among the attendees, many questions on the exposed experiences were asked and answered by the presenters. III.-‐ EXPERT PRESENTATION At 10:30 h. a coffee break was held, and then started the presentation of Helena Pérez (ImprovingWorkLife), expert on the topic of the day "Employee motivation and talent retention".
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Helena Pérez -‐ Expert
The content of the presentation of Helena Perez gradually involved the delegates in several interactive exercises. Questions and debates were intense. During her speech, and as she developed the theme of motivation, additional surveys were done in order to know the positioning of companies in the points. Some answers showed clear challenges to the sector, as an example of them:
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Does your company have motivation strategies?
Yes No 1 9
25
5
Are your workers motivated?
Quite well
Yes enough
Very little
Desmotivated
8,2 3,2
1,4
Do you calculate your company staff turnover rate?
Yes, for all categories Yes, but just for some positions No
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IV.-‐ WORKSHOP " TURNING PROBLEMS INTO OPPORTUNITIES"
A ten-‐minute break was the previous breath before the beginning of the workshop "Turning challenges into opportunities" in which all participants were involved in good debates. Throughout this time under the direction of Sergio Barberá, there were identified the key challenges for the sector related to the topic of the Forum. These topics would be discussed later in the afternoon Working Groups.
The methodology of this Workshop included different topics related to talent retention and motivation to be discussed of which the delegates and facilitators exposed their concerns and issues at their companies; other delegates, the ones that answered that at their companies good practices were taking place, shared their experiences. Amongst all the issues discussed it was decided through a poll that the three working groups of the afternoon would be about the following topics:
1.-‐ Motivation of top Management 2.-‐ Middle staff and employees management 3.-‐ Motivation and recognition
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Some of the topics proposed were introduced through surveys:
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4
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Debine your middle management motivation style
Each one does it by their own way
They are trained in leading teams
The "old traditional" way
They don´t motivate
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14 4
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Is there an employee recognition culture at your company?
Yes
Sometimes
Only exceptional behaviors
No, I would love that
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At lunch time, after the workshop, time for sharings impressions.
V.-‐ WORKING GROUPS After lunch, three working groups were conformed, and they were distributed around the room. The chosen methodology was the WoW-‐How?-‐Now-‐Pow!. This is how it works: Each Delegate writes 2 or 3 ideas in post-‐its and then present them to the other members of the group; they discuss them and improve, if possible, and then they stick in one of these areas in the cardboard: Wow: These are ideas that add high value and have low cost. These are the ideas that all the delegates should not forget to implement if they do not have them yet. Now: These are ideas that add low value and are of low cost too. These ideas can be implemented as soon as possible.
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How?: These are ideas that add high value but at the same time have high costs or result difficult to implement. These ideas should be studied in order to find the way to implement them. Pow!: These are the ideas that add low value and are at the same time too costly. These usually will be ideas not implemented unless they are useful for one of the delegates. It is important to remember that every site may have a different perspective of what adds values and what is not useful for them.
1.-‐ Group 1.-‐ Motivation of top Management The group discussed different arguments , identifying some measures presented to attendees. Actions Wow: The first is a measure of high impact and low cost is to involve management in the company projects such as attend to meetings like this, since often they send middle managers as delegates, it´s important trying to let them come . Also establish exchange of experiences among business owners. Another measure of this type is to define strategies clearly, and see productivity gains that can be achieved with the actions implemented . Top management must check out that is beneficial for the company that employees are motivated . It was also commentated that employee training as motivation factor, benefits financially the company. The latest idea of high impact and low cost is playing "Undercover Boss ", changing roles of top management. This would improve empathy.
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How actions: With regard to the measures mentioned high impact but high cost, were detailed several: Explanatory campaigns with the slogan "The company is in your hands," externalized advice from different services of the company (managers, tax issues, shopping ... ) . Exchange of information with other owners to realize how competition works, visits to companies that have been successful with the changes applied. Organize an Ethics Forum for owners to go and see the real problems, and if they are able to share information, solutions would be found more easily. Criticism from customers and communicate through newsletters or social networks. Bring to a collector a finished product to understand why they are asked to execute the work in a particular way to avoid further problems in the chain. Encourage empathy. Actions Now and Pow : No measures of these types were identified by this group.
2.-‐ Group 2.-‐ Middle staff and employees Management The ideas generated were diverse : Wow actions: The first high impact and low cost are the weekly meetings with middle managers to know the situation of the company. Achieve transparent communication.
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Board meetings with middle managers to communicate the direction aims of the company. Anonymous questionnaires to get feedback from the relationship with Middle Management. Differences between " send " and "lead ", a team leader training is necessary. Provide to middle management with “Information pills” about leadership, communication skills and even apply relaxation exercises. Role reversal with the operator. Apply the game technique " My team is wrong " which includes a figure that is installed in the response of NO to force his team to find better ideas to be convinced to change his mind. How? actions: The measures high impact and high cost focused on an evaluation of 360 controls, implying an expensive system control. Professional evaluation plan 360 . Coaching training for managers to implement it to their teams. Now actions: Measures high impact, low cost, basically marked group objectives which is low cost because it is already implemented in instruction manuals . Pow actions: Measures low impact and low cost they not defined any
3.-‐ Group 3.-‐ Motivation and recognition Wow actions: The measures commented high impact and low cost were primarily motivational; daily visit the different tasks carried out , get the worker notice that is supervised and attended by the manager.
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Monthly meetings of the working teams with the management, to know how the work is performed. The worker appreciates that it is heard. Greet daily, costs little and it is a great motivation. Change the bad working conditions, seeking the welfare at work and in relation to foreigners, facilitate daily integration to everyday life. Have an interest in personal circumstances. Assist workers as possible. Be kind, caring personalized service to workers , know them. Apply the culture of gratitude. Before finishing the season, go to the field and the factory to thank . This is very beneficial and reciprocity is received. Now actions: Measures low impact and low cost are the improvement of personal relationship. Awards at the end of the season (trips, parties, etc.). Put nursery in the company (an idea that generated some doubts). Solve all eventualities to workers in order to avoid distractions at work. Organize leisure activities at the end of the day. In this sense, Sergio intervened to suggest some ideas like talking to the banks not to charge commission to temporary staff, or to negotiate special prices at nurseries for the season, little things that do not cost a lot and not everyone needs. How and Pow actions: High impact, high cost and low impact, high cost, were not considered. VI.-‐ DEBATE – PLANNING UPCOMING FORUMS -‐ CONCLUSIONS -‐ NEXT STEPS During the whole day suggestions for topics to work during next forums were collected and after the working groups presentations, the ones that had most support were included in a poll to choose the topic for the next forum. Each delegate could vote all the topics that he or she considered of interest The results were as follows:
• Collective agreement . legislative compliance -‐ 23 • Working Hours / Displacement -‐ 19 • Social Audits -‐ 18 • Loyalty talent in the (labor / recruitment) agricultural sector -‐ 17 • Requirements and relations between supermarkets and suppliers -‐ 14 • Specific forum for top management -‐ 13
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• Social Responsibility -‐ 8 • Work with local authorities and institutions -‐ 5 • Relationship of the company with agencies (ETT )-‐ 2
As a result, some proposals subject content were established to be discussed at the next forum, that according with the poll should be:
"COLLECTIVE AGREEMENT. LEGISLATIVE COMPLIANCE " For the next forum the following suggestions to consider were also raised: • Exposing four papers Business cases. • ETI / Law Codes • Raise success business cases • Change the name of the forum because it is not well understood to whom it is directed. • Have the participation of:
-‐ Labor Inspector -‐ Representative unions -‐ A lawyer -‐ Authorities
Given the large attendance of delegates from Huelva, it has been proposed Huelva as the site of the next Forum. There was even listed some venues to consider (Hotel Mazagonia, Nazareth Moguer, Hotel Tartesos ...). Finally, Sergio raised the idea that during next forum, everyone is going to explain any ethics implementation done into their companies, and the impact this has had. Finally he requested by the intensity of the applause, fulfilling expectations in this day and listed all the issues raised.
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VII. -‐ FORUM EVALUATION: SURVEYS
ETHICAL SUPPLIERS TRADE FORUM -SEVILLA (June 28th, 2016)
Evaluation forms answered: 37
Please rate your overall opinion of today’s event
Answers Nº of delegates
Poor 0 Not Good 0 Average 1
Good 25
Excellent 10
No opinion 1
Are there any areas of the agenda you think should have been covered in more detail?
Answers Nº of delegates
NO 26 YES 10 No opinion 1 If yes, which areas:
2 Motivation
1 Motivation practical cases 2 More business cases
1 Calculation and impact of rotation 1 SMETA Audits
1 Awareness owners and managers
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Are there any areas of the agenda you think should have been covered in less detail?
Answers Nº of delegates
NO 36 YES 0 No opinion 1
What were the key learning points and benefits from the Forum for you?
2 All de learning points were good 11 Work together with experienced companies/Sharing experiences
3 Importance of human capital for the company 17 Motivational topics
5 New ideas and reminder of ideas to implement them at work
3 Practical and very useful for managers
2
New issues to work with.
2 Ethical awareness 2 New point of view about motivation
Do you have any comments on the quality, style and content of the presentations and
interactive workshops today?
4 It was very good 4 Everything good 2 The expert were really good
6 Participatory and dinamic workshop 3 Exchange of experiences/New ideas 1 Good quality
4 Good methodology 1 Suggest smaller Working Groups
1 Very interesting
Would you find it valuable to continue to collaborate with suppliers in your region on issues covered today/related topics and attend future forum activities?
Answers Nº of delegates YES 37
NO 0
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Please add any other comment, suggestion, question or complain.
2 It would be desirable to attend the Directors
1 Thank you for the organization 2 More business cases / success cases 1 Foreing supplier company participation and experience
2 Next forum to be held in Huelva 1 Request of more ethical forums 1 Request retailer participation to answer supplier questions
1 Have previous information about attendant importers/retailers
VII.-‐ LIST OF ATTENDEES Suppliers: 45 delegates from 38 companies Importers: From ANGUS SOFT FRUIT: Maria Baptista From S&A PRODUCE: Elvira González, Tamara Garrido and Bob Cole
From IPL: Gordon Cameron From BERRYWORLD: Paco Román and Mata Herranz From MACK: GuadalupeMenacho
Suppliers: AGRICOLA EL BOSQUE, SL. / AGROHERNI / AGROMARTIN, S.L. / AGROMOLINILLO / AROFA S.L / ATLANTIC BLUE, SL / BERRYNEST SAT / BONAFRU S.C.A. HORTOFRUTÍCOLA DE BONARES / CONSERVAS JARCHA, S.L. / CUNA DE PLATERO / DRISCOLL´S / EL PILONAR / ERILLA FRUIT, S.L. / FRUTARIA / FRUTAS BORJA / GARRIDO Y GARCIA / GRUPO CARTUJA / GRUPO DE EMPRESAS GAONA, SL / HORTALIZA DEL GENIL / HORTIFRUT ESPAÑA SOUTHERN SUN, S.L. / IBERHANSE / INTER TERRA / LUCENA FRUIT, S.L. / NATURAL SALADS, S.L. / ONUBAFRUIT, S.C.A. / PLUSBERRIES / RIO TINTO FRUIT / ROYAL BERRIES, S.L. / SAT EL DORADO / SAT HORTIFRUT / SAT RIO CINCA / SOL FRUIT IMPORTS LTD / SOLOBERRY / SUREXPORT COMPAÑÍA AGRARIA S.L. / TANY NATURE, S.A. / TIERRAS DEL CONDADO, S.L./ UNICO GROUP / VITACRESS
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From the Conexion Social team we wish to thank Helena for her enthusiastic participation and her great work helping us to provide the attendees to this Forum a wonderful day full of good ideas. Many of these useful ideas came directly from her experience and great talent but most of them were shared by the delegates and that was the target achieved successfully. At the same time we want to thank the two suppliers delegates that kindly presented their business cases, María and Manuel, your presentations were brilliant and we hope that many more delegates will follow your steps presenting their experiences in the future. Finally, we wish to say a big THANK YOU to the people that formed the Working Group, Katie, Ian, Sharon, Helen, Aisha, Laura, Yolanda, Karen, Maria, Martin, Rupert, Vanessa, Jonathan, Kate, Charlotte, Rob and Amali. Without your guide, encouragement and support this Forum would have not been what it has been. Sorry for the missing and "lost in translation" moments and let´s do it again, even better, next time!