People satisfaction. Figure 7.a People Results 62. management. atmosphere Directive. Co-operative. Organisation.

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1 7.a. Perception measures The integration and participation of staff in the Cooking Business Unit project is crucial to the development of its strategies. Consequently, an attempt is made to periodically measure the Degree of People Satisfaction, which is achieved via two channels: through a people satisfaction survey and through the self-assessment of self-managed teams (sub-criterion.a). For the analysis and improvement of people satisfaction, other complementary measures are used in addition to this information, which are presented in sub-criterion 7.b. People satisfaction survey The fact that we are a co-operative in which all working members are also owners and employees, in addition to our membership of the MCC industrial group, has conditioned us when it comes to measuring people satisfaction and looking for the best comparisons. As presented in the introduction, FED forms part of the MCC Household Division (figure.). Thus under the direction of MCC the methodology and contents of the people satisfaction survey, which has been used in the Cooking Business Unit since 998, are designed and reviewed. The advantage of this survey is that it has been adapted to the reality of the co-operative world, and at the same time it enables us make comparisons between the different co-operatives. The survey is made up of many questions which are grouped into factors. The arithmetic average of these factors is then represented as the general concept of Global People Satisfaction. The results are evaluated on a scale of to 5. When making further comparisons with firms which are not part of the MCC, by taking the factors into account, the reality has proved to be different due to the different questions used for each factor and the relevant importance of these questions according to whether a firm is a co-operative or not. In these comparisons with non co-operative firms of the same size, our assessments turned out to be significantly better. For instance, XXX (a private company recognised as excellent in management - Gold Q award ) conducted a people satisfaction survey with the same methodology as used in MCC. Thus this comparison is appropriate, and shows our better results. Moreover, this fact has recently been confirmed by the magazine Fortune: in, the prestigious magazine selected MCC as one of the best firms in Europe to work for. 6 European companies were originally selected on the advice of teachers, journalists, analysts, consultants and researchers specialising in social investment. This was subsequently reduced to a shortlist of following personal contact with workers and managers from each firm. The article in Fortune about MCC, using interviews held with various working members (operatives, technicians and managers), highlights as differential elements which make the MCC co-operatives attractive: the democratic character of their organisation, where members choose their representatives in the Governing Council (see functions in sub-criterion.d) who in turn choose the Management Board; and as a result of this, the practical lack of institutional conflict between Management and Workers, together with a great power of personal decision; the solidarity, above all in times of crisis; the great egalitarianism with its reduced range of salaries; the participation in profits; the availability of information about the firm; easier, more direct and open relationships with colleagues, etc. These distinguishing elements mean that the employees from the firms selected are satisfied to work for them. In 995 the first people Satisfaction Survey within FED was conducted. Consequent analysis of the results obtained led to a global action plan for the whole of FED being designed. Immediately following the restructuring into Business Units in 997, the Executive Committee decided to conduct the survey at the heart of each business Unit on a two-yearly basis. Owing to the difference in size of the workforce of FED (4,6 people) and the Cooking Business Unit (5 people), with its particular characteristic features, the 995 survey is not comparable with those conducted in the Business. People satisfaction GLOBAL SATSFACTION Working conditions Economic matters Professional Development Organisation Information and communication Participation Working atmosphere Directive management Strategy Co-operative Corporate values 998 XXX MCC Industrial Group XXX Figure 7.a. 7. People Results 6

2 The results of the surveys conducted can be seen in figure 7.a., in addition to their external comparison in all the possible factors with: - The best co-operatives from the MCC Industrial Group, the obvious benchmark in the Basque Country and co-operative entities. - XXX (Silver Q Award ), co-operative situated less than 5 kilometres from our Business, of a similar size and recognised as excellent in management. From the analysis of the last survey in the following conclusions have been extracted - The majority of factors reveal a favourable trend: Global Satisfaction and 6 factors have improved, have remained the same and the which have fallen are still very high, these being the best assessed factors out of the whole survey. - Global Satisfaction and 9 of the factors are above the target set. The two which have not reached the target refer to economic matters which always obtain the same valuation even when actions are taken (figure 7.a.), and professional development which despite having improved has been retained as an area for improvement. - The Business Unit is in a good position as regards the external comparison. In addition, the level of participation obtained (76%) is the highest in the last two years, exceeding the target set and well above the rest of the FED business Units (figure 7.b.7). This improvement is the result of the actions taken following the surveys conducted, and especially the one in in which the results of the survey were broken down with the aim of directing the improvement actions towards the less satisfied people sections (evolution in figure 7.a.). 4,5,5,5,5 Segmented Satisfaction GLOBAL White collar Members Temporary Blue collar Members Temporary Factor Working conditions Economic matters Directive management - Professional development - Information and communication - Participation Figure 7.a. Priority improvement actions - Implementation of actions undertaken as a result of the - ergonomic study of workstations. - % of shop-floor workers trained in active ergonomics. - - Structural assessment of selfmanaged teams - Training in management abilities and their evaluation. - - Application of the recognition procedure. - For these factors specific actions are not taken, but general actions related to the business.unit - Consolidation of self-managed teams - Fulfilment of training plans - Implementation of the management by competencies model Figure7.a. Setting as a target a minimum valuation of points out of 5, in recent years the majority of improvement actions have been directed towards the collective of Blue-collar members and the most unfavourable aspects of the survey. Figure 7.a. provides a summary of the actions taken which are described throughout criterion. Self-assessment of self-managed teams The Self-Managed teams began operating in 994 (see description of self-managed team in.c), but it was in 998 and 999 when they were improved and more actively developed, attaining full implementation in (figure 7.b.4). % of the blue-collar workers participate in these teams, in addition to various non shop-floor support departments such as maintenance, shipments and supplies, which thus covers 9% of workforce. In 998 the members of the working teams began to perform halfyearly self-assessments, with the aim of measuring their degree of implementation. These self- assessments assess the degree of implementation of the 8 phases from the Self-Managed Teams Manual (sub-criterion.c) in different factors (training, information and communication, autonomy, etc). The self- assessments are performed by each one of the teams; the global assessment of all of them is presented in figure 7.a Self-Managed Teams' Self-assessment Fine Normal Figure 7.a.4 Following the positive assessment of the implementation of teams for, which was maintained in, in the Self-Managed teams Monitoring Committee (sub-criterion.c) decided to review the self-assessment questionnaire and its considerations, starting to remeasure the teams level of advancement with another different scale. Among the different factors assessed in these self- assessments, there are two factors which are worth highlighting: Peoples degree of satisfaction with teamwork: this has recorded a very positive evolution which can be seen in figure 7.a.5, measured on a scale of to. Peoples' degree of satisfaction with working in a team Figure. 7.a People Results

3 Leadership of team co-ordinator: its positive evolution can be seen in the following figure. 7.b. LEADERSHIP Performance indicators Figure 7.a.6 Complementary to the people satisfaction survey and the selfassessment of self-managed teams, we have other indicators within Process P8: People Management and Development for evaluating and improving peoples motivation and performance. Incorporation of new members n. of people 5 5 Incorporation of new members Training As described in sub-criterion.b, since 999 we have been producing three-yearly training plans. The aim of this training is to empower people to perform the tasks involved in their job. For this reason, training is measured with regard to the degree of fulfilment of the plan which gathers together the needs of the different positions, and on the other hand by measuring the applicability of the training in the worker s position. The assessment of the 999- training plan has been as follows: Degree of execution: of the 55 training actions put forward in the three yearly 999- Training Plan, 5 were performed, which represents 96% fulfilment. Satisfaction with the training: students perception of the course measured by means of surveys at the end of each course. The satisfaction of staff attending the course regarding aspects of medium, methodology, timetables etc. has obtained an average of 7.4 out of points. Course attendance: a 99% attendance rate of those selected for training has been achieved. Effectiveness of the training: measured 6 months after training has been received by collecting the various Line Managers assessments of the implementation of training on the job. The general assessment of how those attending the training courses have improved in their job has obtained an average of 7.5 points out of. The evolution of the resources employed, measured in hours per person, is represented in figure 7.b.. hours/person Training accum. (accum.) Figure 7.b. One factor which was assessed very positively in the people survey is job security. In response to these expectations, in addition to the workforce stability policy, in the last 5 years there have been 45 new members incorporated, as shown in figure 7.b.. Promotion of people % 8% 6% 4% % % People Promoted Internal Promotion External Figure 7.b. The people policy and selection criteria, as explained in sub-criterion.a, consider internal promotion via a selective examination process, which is the preferred method of recruitment. Figure 7.b. shows the number of people promoted in the business over the last few years Figure 7.b. At the same time, and with resources from the FEPC described in sub-criterion 8.b, requests for training courses of personal interest placed by members are paid for. Examples include: computer courses, university degrees, language courses, etc. Motivation and involvement The number of people working in Self-Managed Teams reflects the higher involvement of people in teamwork. In figure 7.a.4 the partakers of the Self-Managed teams positive acceptance of the implementation of teams can be seen, in addition to the high level of motivation of people through working in Self-Managed Teams, which can be seen in figure 7.a People Results 64

4 % People working in Self-managed Teams Figure 7.b.4 With the development of Self-Managed Teams the Suggestions System has been implemented (sub-criterion.c), which experienced a notable increase in the number of suggestions up to the total implementation of the Teams in. Since the consolidation of the Self-Managed Teams a downward trend is normal, which demonstrates the positive response to the suggestions put forward during the implementation phase. no. suggestions 5 5 Suggestions from Self-managed Teams % 8% 6% 4% % % Satisfaction Participation in the people satisfaction survey 998 Cooking FED Figure 7.b.7 Absenteeism This indicator measures the percentage of hours of absenteeism due to illness and accident in relation to hours worked. As a result of the actions carried out in the development of the Workplace Risk Prevention Management System (see W.R.P.M.S in sub-criterion.e), a slight improvement can be seen in, and this positive trend has been maintained up to the present. The data for this indicator up until 998 refers exclusively to members, and it is from 999 when that of both collectives, members and temporary workers. % Absenteeism due to illness and accident Figure 7.b.5 From the review of the communication and participation systems implemented following the result of the People Satisfaction survey in 995, the objective was set of holding monthly collaborators meetings (sub-criterion.d), with both people working in Self- Managed Teams and the rest of the people in the Business Unit. The extent to which these meetings have actually been held is represented in the following figure. % 8% 6% 4% % % Degree of fulfilment "Collaborators Meeting" Figure 7.b.6 Another indicator of peoples degree of motivation is the level of staff participation in satisfaction surveys. As demonstrated in the following figures, the level of staff participation in the satisfaction survey is highly satisfactory and well above the target set. 999 Figure 7.b.8 The comparison was not available for this indicator, but there are for the following two indicators related to accidents up to the data is available (year ). Accidents leading to time off work (Incidence rate) This indicator refers to the number of accidents that have occurred during the year leading to hours of absenteeism. It is calculated in the following way: Accidents with time off work x. Incidence rate = No. of workers As can be seen in the following figure, the performance of this indicator from 999, when the W.R.M.P.S. was implemented, is highly positive, as is the comparison with the industrial sector (Spain) and the Basque Country's level People Results

5 Incidence rate Canteen Subsidizing 999 Cooking Industrial sector (Spain) Basque Country Figura 7.b.9 Seriousness of accidents This indicator refers to the number of days lost through accidents for every hours worked. The evolution of this factor highlights the positive sustained performance attained, which is much better than comparisons Figure 7.b. Retirement subsidizing Seriousness Rate Staff turnover 999 Cooking Basque Country Industrial sector (Spain) Figure 7.b. Job security and working environment are two factors which in the Cooking Business Unit are considered to be satisfactory, the proof of this being the limited, if not non-existent, turnover of people. Since we began the new organisation through Business Units in 997 there have only been two people who have moved out of the Business, and these have been people who have been promoted to more relevant positions in FED. There has been nil movement of staff to other external firms. Returns to members This indicator, presented in figure 9.a.4, represents the annual revaluation of the member contribution. One of the most distinctive elements of the co-operative is the participation of member in the profits, an undeniable motive for people satisfaction. The quantity depends upon the result obtained in the financial year and the gross salary of the member, the evolution of which has been favourable in recent years, particularly in 999. Social Benefits As described in sub-criterion.e, the Cooking Business Unit contributes economic resources towards subsidizing the canteen and early retirements, which helps improve people satisfaction. In the following figures, the evolution of these two indicators can be seen. Figure 7.b. 7. People Results 66