20645_Scapa_AR_160504

SUSTAINABILITY REPORT
STRENGTHENING OUR CULTURE, BY ENABLING
CONTINUED TALENT DEVELOPMENT
GENDER RATIO
Male 7
Female 0
Male 5
Female 4
Male 29
Female 5
MAIN BOARD
EXECUTIVE
TEAM
LEADERSHIP
TEAM
TOTAL
EMPLOYEES
Male 917 (68%)
Female 422 (32%)
“Focusing on developing our talent
within the Group is essential to achieving
our long-term strategic goals.”
At Scapa, we believe our success goes
hand-in-hand with the growth of our
employees and we continue to focus on
creating an engaging and developmental
place to work in order to achieve our
strategic goals. With over 1,300 employees
in 20 locations globally, we leverage the
advantage of our vast experience, talent,
skills and diversity across the Group to drive
our plans for growth.
SETTING UP FOR SUCCESS
We started the year by reorganising into
two distinct business units; Healthcare and
Industrial, supported by a strategic corporate
function. Each business unit has a full
functional structure that enables it to operate
independently and, moreover, have better
visibility and accountability of its operations,
while working in close collaboration with the
corporate function that has the responsibility
of delivering the overall Group strategy.
EMBEDDING OUR VALUE
CREATION CULTURE
We continue to implement our strategic plans
to drive a culture of creating real value for
our customers. Our focus this year has
been on embedding our corporate principles
throughout the Company, ensuring our
people demonstrate the right skills and
knowledge and promote the right values.
To achieve this goal, we have continued
to refine and embed our Recruitment
Excellence programme which has allowed
us to grow our team with talented people
who believe in our vision of success. We
also launched our new Global Induction
Programme, to facilitate the rapid integration
of new employees into our culture and ways
of working with standard global materials
and processes.
In addition, we delivered a learning
framework for our leaders, focusing on
key competencies of our culture agenda,
including leadership skills, driving an
entrepreneurial culture, vision setting,
attracting and retaining talent, strategic
decision-making and induction.
We also offered our wider population a range
of learning opportunities in company culture,
standards of behaviour, managing change
and achieving higher performance.
Our overall efforts this year accounted for
over 2,200 training hours delivered to leaders
and employees from all functions, levels and
across all locations globally.
Furthermore, in line with our corporate
principles, we reviewed our Code of
Conduct to ensure our employees have
access to proper guidance and support
to face the challenges of the global
marketplace, including a dedicated section
on modern day slavery in order to ensure the
Company is fully compliant throughout all
levels, functions and locations. The launch
was supported by the Board and driven by a
global launch campaign designed to position
the programme and engage all employees.
All employees received on-site workshop
training sessions designed to strengthen
understanding and encourage dialogue
through practical cases.
We also reviewed and relaunched our Open
Door Policy (formerly Whistleblowing Policy)
to encourage our employees to report
concerns of any wrongdoing or risks.
GROWING OUR TALENT
Focusing on developing talent within the
Group is essential to achieving our long-term
strategic goals. Our activity throughout the
year has strengthened the foundations of
providing a continuous learning environment.
To drive organisational bench strength,
we reviewed our Talent Management
Programme and refined our definition of
talent to include potential as a key element
of learning agility, in order to evaluate an
individual’s ability to work effectively with
others, deliver results, manage complexity
and deal with change. Through the
programme we achieved coverage
of 100% of our leadership population,
and 8% of our global population.
We also defined a talent development
structure that categorises our learning
offering into three distinct levels to meet a
range of business requirements. In our first
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SCAPA GROUP PLC ANNUAL REPORT AND ACCOUNTS 2016