Open communication

We believe that communicating openly and regularly with our people is a business fundamental – and that includes listening and learning just as much as informing.

That commitment to communication is never more needed than during change. Northern Foods is in major transition and we are clear that all our employees need to understand the reasons for the change, the actions we are taking and the impact – positive or negative - that it will have on their own lives.
  
Just as importantly, we want to involve employees in the changes we are making. To do that they need to understand the role they can play.

A range of site based and central communications channels are in place to ensure that our people are kept up to date and can give valuable feedback. These include cascades, internal newsletters, the intranet and critically, face to face meetings.

In 2006/07 we also introduced an induction pack for all shop floor employees, which is translated into Polish, Portuguese and Urdu, which, after English, are the most common languages spoken across the business. This pack means that essential messages on food safety and health and safety can be delivered.

Northern Foods Forum

The Northern Foods Forums are the company’s formal employee consultation mechanism.  Attended by elected representatives, they allow the workforce to meet with the chief executive and operating board and ask formal questions about the company’s performance and direction.  

 Case study: Employee opinion survey

As part of a strategy to increase levels of employee communication and involvement, an annual employee opinion survey is conducted by the Sandwiches & Salads business unit. A total of 2,000 employees were able to participate in the 2006/07 survey and the process attracted a response rate of 80%. With responses fed into the business planning process, the survey helps the business to highlight and respond to issues raised and build on positives. This year, as a result of feedback, the business unit ran a number of internal training days for Joint Consultative Committee members, aimed at enhancing communication processes across the business. Also new in 2006/07 was an employee support counselling service in which volunteers were trained to work alongside their colleagues to help resolve any issues they may have, both inside and outside of work.