20645_Scapa_AR_160504

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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 32 SCAPA GROUP PLC ANNUAL REPORT AND ACCOUNTS 2016
STRATEGIC REPORT OUR EXECUTIVE TEAM The Executive Team attending the opening of a new manufacturing facility in Valence, France in April 2016. FROM LEFT TO RIGHT: Sayoung Jung Director of Strategy and Corporate Development Chris Carter Chief Operating Officer Kären Olson Group President, Industrial Graham Hardcastle Group Finance Director Rebecca Smith Group General Counsel and Company Secretary Heejae Chae Group Chief Executive Joe Davin Group President, Healthcare Clare Douglas Group HR Director A full biography of the Executive Team members can be found on our website: www.scapa.com level, we offer our top talent a range of internal assignments that allow for crossfunctional and cross-cultural exposure and learning. The second level includes the Harvard ManageMentor ® programme and a stretch assignment programme. Finally, the third level includes our Executive Mentoring Programme that has been refined to optimise our matching process between business priorities and individual needs. The structure will be continuously refined to ensure growth opportunities develop with the requirement of both the business and our employees. CREATING VALUE IN OUR COMMUNITIES In line with our commitment to supporting local areas, we continue to seek opportunities where the Group can add value to our communities. Scapa participated in a scheme run by the Manchester Fab Lab to introduce cutting edge, 3D printing technology into a local school. The Fab Lab is part of a global network of open access manufacturing facilities founded by the Centre for Bits and Atoms at MIT and provides education and access to the latest digital manufacturing equipment for local communities. Scapa sponsored the scheme which allowed pupils to build two new 3D printers, providing new learning about manufacturing technology and promoting teamwork and innovation. We also continue to support The Donkey Sanctuary in Abbey Hey Gorton, which provides therapy and activities for children and young people from the local community with additional needs and disabilities. The organisation works with over 100 volunteers dedicating time to local schools and caring for 21 donkeys. As part of our annual Christmas charity appeal, we donated over 150 presents for the children who are supported by the organisation from employees and through fundraising activities. Our partnership with the Hallé Orchestra and the Bridgewater Hall continued this year, and Scapa became a Major Sponsor for the season. The Hallé continues to provide valuable programmes to local, national and international communities. Our community investment framework is enhanced with activity across our global sites. > > In Canada, we continue to support the Renfrew Victoria Hospital foundation, which was launched last year. Throughout the year, employees at our site in Renfrew have made significant contributions through fundraising activity, in addition to Company donations. The fundraising programme was initially planned as a five-year commitment. We are currently on track to meet our commitment after three years > > In the United States the Group made a donation to the Boston Children’s Hospital, to support the department of neurosurgery and help them continue with their ground-breaking work ENVIRONMENT, HEALTH AND SAFETY Scapa’s overriding commitment in the workplace continues to be the health, safety and welfare of its employees and all those who visit the Company’s operations. This commitment extends to those who carry out work on our behalf. Identifying and complying with applicable legislation underpins all our health and safety activities and improvement initiatives. The Board provides environmental, health and safety leadership and the Chief Executive has primary responsibility for setting the principal objectives within which the detailed policies operate. The Chief Operating Officer, supported by the Group EH&S Director, ensures adequate resource is available to successfully deploy and measure operational health, safety and environmental improvement plans. 33 ANNUAL REPORT AND ACCOUNTS 2016 SCAPA GROUP PLC
Page 1 and 2: STRATEGIC VALUE CREATION SCAPA GROU
Page 3 and 4: FINANCIAL HIGHLIGHTS STRATEGIC REPO
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COMPANY INFORMATION FINANCIAL STATE
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