iip glasgow ppt deck v2 - dmsprod.azureedge.net · • sales & marketing hq − frimley,...

Lynn Cooper

Compensation & Benefits Manager, EMEA

Contents

• Introduction to NACCO Materials Handling Group• Why Investors in People?• Key Themes• Investors in People Journey• What We do Well – Structured Framework• Continuous Improvement - Next Steps• Questions

18

Introduction to NACCO Materials Handling Group

NACCO Materials Handling Group

• NMHG designs, engineers, manufactures and sells materials handling equipment under the Hyster®and Yale® brand names.

• Lift trucks and component parts are manufactured in 9 countries worldwide including: USA, Northern Ireland, The Netherlands, China, Italy, Japan, Mexico, the Philippines and Brazil.

• NMHG distributes its products through its Hyster®and Yale® dealer network.

• NMHG employees c 6000 globally.

NMHG in Europe Middle East & Africa

• Manufacturing Plants– Masate, Italy

– Nijmegen, The Netherlands

– Craigavon, Northern Ireland

• European Parts Operations– Nijmegen

• Sales & Marketing HQ− Frimley, England

1700 employees in EMEA

European Divisional Support Centre, Irvine

History of Irvine

• Began manufacturing “Hyster” fork lift trucks in Irvine in 1957.

• Major employer in Ayrshire for over 50 years.

• The Irvine manufacturing plant was closed in 2009.

• Circa 300 personnel made redundant.

• The European Divisional Support Centre opened in 2009, currently employs 135 staff.

• Since 2009, the Local Management Team have worked hard to build positive employee relations following the loss of the Irvine plant.

22

Why Investors in People?

Why Investors in People?

• Craigavon, Northern Ireland– Worked with IIP since 2009, gained Gold accreditation in 2011 and

retained the Gold standard in 2014. – Managing Director EMEA, challenged other locations to follow

Craigavon’s achievements.

• Company Values– ‘Success through People’ is one of our seven Company Values:

“ We will provide a positive and motivational environment where employees are given the opportunity to learn, develop, participate, and be recognized and rewarded for their contributions”

24

EDSC Irvine – Key Themes

EDSC Irvine - Key Themes

26

Culture'And'

Communication

ManagingPerformance

DevelopingPeople

Investors in People Journey

Investors in People Journey

• 2013• Bronze accreditation awarded • Silver accreditation awarded

• 2013 - 2016• Rolling Review Strategy• EDSC Irvine will be assessed on two occasions known as interventions

over a 3 year period. • Need to demonstrate how we continue to meet IIP Standards against

the IIP framework and show continuous improvement.

• Aiming to achieve GOLD accreditation by February 2016.

28

‘ON TRACK’ FOR GOLD

What We Do Well?

Strategic Initiatives

30

ExternalInternal

Masters'of'the'World'of'LCO

Crack'the'Code'on'warehouse'

business

Leadership'in'Independent'Distribution

Succeed'in'Asian''Markets

Understand'the'needs'of'our'customers

Product'Driven'through'Innovation

Corporate'Themes

Strategic'Pricing'and'Cost'Leadership'– Achieve'Target'Margins

Customer'/'Application'Solutions

Quality'Culture/Business'Process'Improvements/Continuous'Improvement

Raise'the'Bar'in'Human'Resources

Aftermarket'Excellence

Core Value – Success through People

31

Connecting Strategic Priorities to Individual PerformanceIntegrity

Customer.Driven

Quality

Results.Oriented

Constructive.Change

Corporate.Citizenship

Success.Through.People

Performance Management Gateway

32

• Raise awareness of company values and align new competency framework so that employees ‘live’ the organisations values & behaviours at every level of the organisation.

• Training modules for ALLemployees throughout Q1 & Q2.

EDSC Irvine - TodayCommunication• Local Management Team Meetings• Department Meetings• Business Updates – Monthly• IIP Newsletters

Motivation/Engagement• Engaged Leaders who support and

embrace process/philosophy• High priority on development, coaching,

and continuous improvement

Development• Individual Development Plans• Training Needs Analysis• NMHG Learning Centre• External Training Providers

Social• Socially responsible Employer• Social theme days• Health & Wellbeing

33

Delivery of Business Results• Connecting strategic priorities to individual performance• Defining performance as what employees do (goals) and how they do it

(competencies and behaviours)

What does our IIP Assessor think…

34

• “ Overall I gained a real sense of people being committed to the success of NACCO and having a real sense of pride with many describing it as a great place to work”

• “The pursuit of continuous improvement was evident throughout my visit and going back to my initial comments I was overwhelmed at what you have achieved in such a short period of time”

• “You continue to develop a highly engaging culture through the recognition and appreciation of what people do”

Continuous Improvement - 2015

Employee Engagement Survey

36

Social Events & Health & Wellbeing Days

37

• Establish cross functional Social Events Team for 2015

Questions?

‘ON TRACK’ FOR GOLD

Aiming.to.achieve.GOLD.accreditation.by.February.2016