2016 Ambitions Putting the IS in BIScuits
Industry Recognition
Information Services
Customer Order Automation - transforming manual order entry to EDI
New dashboarding solutions
Sentiment Checker - Staff engagement surveys
Next generation networks (Access Security)
2016 Performance Targets A 5% reduction in Data Centre power consumption
Improved email threat and phishing detection and prevention
IT Partnership Award
Laptop Refresh, aligning supplier with Yildiz
IT Team of the Year
Supply Chain Planning System • Change in processes and applications • UK & NE alignment • Standardise & Simplify WoW • Providing dynamic data to aid decision making
Logistics Tracking & In-Cab Technology• • Over 405 trackers being installed this year • Introduction of ePod via Mobile App for Logistics • Less than a year payback on £220k project
Haansbro Expansion • New distribution centre in Nigeria • Support Romania integration • Integration of possible acquisitions
MyLearning to shopfloor & NE
Faster networks with DOUBLE the capacity in 2016
Strategic Initiatives
Sales Planning Solution • Replace PMS & offline excel processes • 40% increase in value-add-time with customers • Over £2m benefit expected from ROI improvements
Expansion of Digital Sign usage
Tools to manage our 250 first aiders
All Sites getting Showroom, including UBENA
Security
Strive to be the best
Continuous Improvement
Monthly Calendar • Migration from UB 13 Period to Gregorian Calendar • Significant Process and Reporting change • Yildiz Group alignment
New business Apps CFM Expansion
Further improve First Line Fix rate to 79% 90%+ On-time / On-budget Project delivery target
More Benchmarking!
Hangouts on Air!
Google for the Shopfloor
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Yildiz Synergy Projects • Change in processes and applications • IS / IT Synergy Projects • Leveraging benefit and service • Yildiz Group alignment
2015 Achievements Safety Performance
Quality Performance 2013 2014 2015 Complaints per million 14 11.5 9.5 Most significant driver of Complaints - Breakage
Compliance
Initiatives
Lost Time Accidents
Most significant driver of Accidents slips, trips & falls
Our ambition is to have: • The safest possible workplaces • Products that exceed expectations Global Q & S project launched
Team/People
69 people trained
TOPS launched
2013 2014 2015 143 111 86
Showcase implementation
Developing Compliance competent personnel New Group Risk & Security Manager
Compliance organisational structure standardised
Gone Google
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Audit Performance ISO 14001 in all UK & three NE sites OHSAS 18001 in nine UK & one NE site BRC: All UK sites A+ grade (unannounced) BRC: All NE sites A grade (announced) RSPO Certification for all UK sites PPC permits for five UK sites
2015 Achievements Human Resources
UK Consultative Forum establishing two-way communication with our Unions Launched Joint Industrial Relationship training with union and line managers
People management across four Modernisation projects, recognised by our professional body
Detractors
0
Engaging with candidate market
1
2
3
Passives
4
5
6
7
8
Promoters
9
Embedding Calibration
myHR App launched
Project Bolt: Online personnel files
10
Net Promoter Score = % Promoters – % Detractors
Introduction of NPS to gauge employee advocacy
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Supply Chain Academy and myLearning initial roll out
2016 Ambitions Move up to 1st in Tesco & Asda League Tables PACE next steps - Comprehensive roadmap for 16/17 Exciting times ahead
Logistics
Trends in our marketplace
Further development at MDC: Project Poker Fully automated dense storage solution Project AGV Unmanned reach trucks pilot Project Telós Replacement WMCS
New Transport System in 2016 New tracking and in-cab technology Mobile APP launched • • • •
Savings £335k – les than 1 year payback Cash £432k in 2016 Safety 3 cameras in all vehicles Service Improvement Major Fleet renewal programme - 2016
More awards for 2016 and beyond:
Sword and Globe again. CILT - Projects, Safety and Warehouse Awards SHD - Projects and Safety
One team approach across All customer touch points
Automation of manual Keying in orders to cash
Ongoing growth in Productivity Innovation funnel healthy Continuous improvement culture continues PACE will lead the way
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80 new trailers - in Nibbles and Sweeet livery 5 Chocolate tankers 15 tractor unit - latest euro VI low emission engines
2015 Achievements PACE & Professionalism
Supply Chain Excellence
“Building a high performing Excellence team”
Focused Improvement (FI)
“A laser focus to improvement”
Excellence Beacons
“The UB Supply Chain Excellence system”
£3.95M FI Delivery! (UK & NE)
Orange Belt Training Making the step change
Accelerated roll-out Aintree Team £1M Benefits
Orange Belt Trained
2013 8 people
2015 47 people
Delivering over £425k saving at Harlesden in 2015
One Standard
FI Workshops
CI Deployment
Green Belt Project Delivery £300k
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Changeover DOWN 75% Waste DOWN 25% Downtime DOWN 40% Run Rate UP 15%
Tangible Benefit
2015 Achievements First PACE conference
Our PACE Setters
Vertou voted best PACE site video
Launched LwP development Identified site programme Ambassador teams and ran PACE workshops Having fun on the PACE Setter calls! Manager toolkit created
Programme Options Personal Leadership Team Leaders Business Leaders Executive Leaders
Set personal goals
PACE behaviours embedded into our performance management process
LEADERSHIP ACADEMY
All other participants
IN
*
M
All participants
ule 1 *
Leading Self
Best Change Management Initiative
Roll out of My Learning across M&S employees
• Self Awareness • Accountability (Operating above the Line) • Personal energy and intention • Seeing things from different perspectives
• Reflect on data from 360 survey and psychometric profile • Learn from authors and external speakers such as Steve Peters (The Chimp Paradox) and elite sports team psychologists
Mo
Personal & Team Leadership Close out
od
du
le 2
*
Leading Others
• Casting a shadow • Holding others to account • Setting vision and direction • Coaching for performance
• Final 360 and HPT surveys for Personal & Team Leaders
• Think growth • Leadership safari through the blue chips • Leading change • Collaboration (Wisdom of the team)
le 3
• Review output from HPT survey • Explore and practice elements of Situational Leadership Model (including coaching and difficult conversations) • Learn from authors and external speakers such as Khoi Tu (Superteams) and leaders of successful teams
• Final 360 and HPT surveys for Business & Executive Leaders
Thinking the Business
BL
Leading the Business
u Mod
PACE
UPDATED FOR 2016
Completion of first Global Engagement survey
By invitation
2 day business simulation
• Experience interactive change models • Understand the Formula for Co-operation • Learn from authors and external speakers such as Kotter (Leading Change) • Share best practice and learn from each other
Business & Executive Leadership Close out
• Understand how attitude and behaviour affects business KPIs • Demonstrate leadership in a commercial setting • Identify drivers of business value • Develop a plan to grow key products and markets
For Talent (Close out)
For Talent
Measurement
(Throughout the programme - of individual and programme progress)
dule 4 Mo
Programme Toolkit
Activities to do in preparation for the module
• Final 360 and HPT surveys for Talent
PBL
Reading
All participants
360 Surveys
HPT
1:1 Coaching (face to face)
Leadership in Action
Psychometric Profiling
Line manager engagement
1:1 Coaching (Phone)
For Talent only
Putting everything into practice on a live business issue
(Link to Coaching Academy)
Selection Criteria
Module 2 Graduates: Potential to become Graduate Mentors Module 3 or 4 Graduates: Potential to become Internal Coaches (Link to Coaching Academy)
70:20:10 LEARNING MODEL
*
Promoters, Influencers, Nominee
BL
Business Leader (Transition Role)
PBL
IN
Potential Business Leader (Zone 1 OR GM
Individual needs
in 18 months)
70% ON THE JOB EXPERIENCE
• Working with charities/social enterprises on a specific current business challenge • Receive feedback from other members of the cohort and the external organisation regarding Leading with PACE
20% MENTORING & COACHING
10% COURSES
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PACE Setters created site plans, with best practice engagement techniques Sites moving from Unaware to Aware stage
2016 Ambitions ÂŁ5.1m Cost reduction to manage market volatility
Simplify materials
Procurement
Develop the Group sustainability agenda
Extending Price-Protection to benefit UBI, and expanding to more ingredients e.g. Sugar and Dairy
Purpose
To deliver competitive, sustainable sourcing
Vision
A globally recognised Procurement team, delivering value everyday, in every way
Implement UB wide sourcing strategies
Continue to develop our people with PACE
Goals 1. Develop and implement great, company wide, Category Strategies 2. Have the right relationship with the right suppliers 3. Relentlessly innovate and simplify the material portfolio 4. Implement fit for purpose global processes, systems and governance 5. Have great people, globally managed and developed 6. Deliver the Pladis Procurement sustainability agenda
Embed integrated group buying Embed framework to manage supply risks
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