RESPONSE RATE BY OFFICE...2016 2015 2016 2015 CAREER DEVELOPMENT PERSONAL DEVELOPMENT COMMUNICATION...

L1

L2

L3

L4

L5

MAKING COLLINSON GROUP A GREAT PLACE TO WORK

TOP 5 SCORES

LOWEST 5 SCORES

3.8 3.9

I enjoy working with my colleagues

I have a line manager that I trust

I receive adequate information about Collinson Group and projects

I see a clear link between my work and the company’s objectives

The objectives I have been set motivate me to perform to the best of my ability

3.1

My manager gives me feedback on my work performance

I have confidence in the decisions made by thesenior management of the company I work for

I feel there is a trusting relationship between my departmentand others that we interact with across Collinson Group

We regularly use customer feedback to improve our work processes

There are good opportunities for me to develop my career in the company

20162015

20162015

CAREER DEVELOPMENT

PERSONAL DEVELOPMENT

COMMUNICATION

CAREER DEVELOPMENT

PROJECT MANAGEMENT

TRANSPARENCY

HR PROCESSES

BETTER PROCESESS

TRANSPARENCY

ORGANISATIONAL STRUCTURE

PERFORMANCE BASED REWARDS

ORGANISATIONAL STRUCTURE

3.43.4

3.43.3

3.2

3.23.2

3.43.3

3.53.6

3.83.7

4.04.0

4.24.2

The survey has revealed that these are the six areas where we can make the biggest difference in making Collinson Group a great place to work.

THIS YEAR...

UK OFFICES

Completely Disagree Completely Agree

Increase our focus on more formal reward and recognition programmes by reviewing existing initiatives and defining how they could be adapted elsewhere across the group

Pilot a career framework, which outlines the experience, exposure and development that will best help an employee achieve their longer-term career goals

Continue to build people and organisation capabilities that will enable us to innovate, drive exceptional business performance and enjoy collective success across the group

Close the communication loop by providing more information on the rationale for key business decisions, what has been decided, implications for employees and report back on how the decisions have contributed to us achieving our goals

Increased monitoring and support of the performance management process to ensure employees know what is expected of them, receive ongoing feedback on their performance and havea development plan that is supporting their personal growth

Define and present back the employee benefits available within each country and office

Your business’strategy

You

Localised action plans will run in parallel to the global initiatives mentioned above. So, keep an eye out

for the results covering your business area.

RESPONSE RATE BY OFFICE

Make it easier for employees to understand the range of

benefits available

Following the introduction of our new levelling structure - where your role has been allocated to the appropriate level within the new structure - we were able to report on the priorities for improvement as seen through the eyes of each level within the business, as shown in the diagram below.

Our global responserate increased from

76% to 83%

More of you took the time to share your

views and experiences of working here

16 offices’ response ratesincreased between

20%-45%

1 2 3 4 5

PRIORITIES AT EACH LEVEL OF OUR BUSINESS

TOP 6 AREAS FOR IMPROVEMENT

HOW WE ARE MOVING FORWARD

AN UPDATE ON GLOBAL INITIATIVES

Here is a snapshot of what we’ve achieved and where we are with some of our ongoing global initiatives. We still have a lot more to do and remain committed in our efforts to build on where we are today and make this a better place to work.

Here are specific actions focused on addressing the above improvement areas.

Increase transparency on the rationale

for business decision making

Focus on the introduction of more structured careers

Recognising employee contribution and demonstrate that

they are valued

Encourage employees to work across functions

Understand and better utilise a fuller range of

employee skills and talents

KH

To ensure that everyone gets the latest news and business updates, we have now defined a working group with people from multiple central functions who will work together to roll out the intranet to all offices this year.

It was great to see new programmes which recognised great performance launch this year. In particular, I&A’s The Fantastic Four, Columbus Direct’s Golden Headset Awards and the UK’s Peer of the Year Award.

We introduced a new levelling structure and behavioural competency framework globally. This is now integrated into the performance management process and MEP - providing guidance on how to help employees achieve their full potential.

Global roll out of the new KnowledgeHub

Reward & recognition programmes

Behavioural competency & levelling project

More face-to-face training opportunities

The Learning & Development team has delivered an extensive amount of training globally, both face-to-face and via video conferencing and will continue to do so in the year ahead.

We have seen an increase in the frequency in the number of road shows and town halls across the business and the positive feedback suggests we need to do more of this.

We have done a lot more to be more customer-centric. Examples include the Contact Centres’ ICS Accreditation process, mapping the customer journey for Priority Pass, Lounge Pass and Columbus Direct and product development in close collaboration with key global clients.

Putting the customer at the heart of what we do

An increase in road shows and town halls

Managing Excellence Programme (MEP)

The MEP pilot was completed in November 2015 and was formally launched early this year. Over 400 people managers have been trained globally. The first wave of regional rollout is almost complete and the second wave will commence shortly.

Managing and assessing an employee’s overall performance during the appraisal process now consists of 60% based on performance objectives (what we achieve), 30% on behaviours (how we achieve it) and 10% on development (how we grow).

We want to ensure every employee has personal objectives that are aligned to those of the business unit they work for and understand how they contribute to the broader company strategy.

Streamlined appraisal process

Objective setting

60%

30%

10%

1

5

4

3

2

SANFRANCISCO

92.3%

SINGAPORE(BEACH ROAD)

94.4%

SÃO PAOLO95.2%

MUMBAI98.6%

NAVAN87.1%

DALLAS87.3%

PALMA87.5%

AIX-EN-PROVENCE

87.5%

CAPE TOWN87.6%

SYDNEY90.5%

HONG KONG(ICLP)

91.0%

CHINA91.7%

TOKYO75.0%

LONDON,DEV SQ50.0%

LONDON,LAVINGTON ST

31.3%CHICHESTER

100%

HOME-WORKERS

UK67.5%

CUTLERSEXCHANGE

76.2%

HAYWARDSHEATH76.5%

TORONTO83.3%

DUBAI98.4%

HONG KONG(LB)

84.4%

SINGAPORE(SCIENCE PARK)

93.3%

HONG KONG(GROUP)100%