SOCIETY

The Annual Training Plan is prepared based on the company’s annual Business Plan and is designed to reflect business objectives at organizational, team and individual levels. Individual training priorities are identified through annual Performance Appraisal (PMI) process, during which learning objectives are agreed, aligned with team and organizational goals, as well as personal aspirations.

The greatest amount of learning activity has resulted from the successful funding of a full 6 months program, through ESPA, that was delivered in 2012. This enabled the design and delivery of a wide range of training to all employees, split into 15 functional groups, plus 7 cross-functional. Key themes and topics included: Leadership skills, Change Management, Communication and Feedback, Creativity and Innovation, Crisis Management, Project Management, Stress and Resilience, Lean Distribution and Warehouse, Accounting skills, PC skills, Selling skills, Cross-functional communication, etc.

For 2012, 56 training hours conducted per employee on average. Since then, the company has kept up the momentum from the ESPA program by arranging follow-up workshops, coaching support, brainstorming sessions and specialist topic forums to consider subjects such as innovation and corporate responsibility. There has been considerable amount of training and development activity over the last two years through a combination of:

• Compulsory training and licensing to meet legislative requirements;
• Cross-functional awareness;
• On the job training;
• Leadership development programs;
• Formal and informal coaching and mentoring.

For 2013, 27 training hours conducted per employee on average and 21 hours for 2014. The company has supported a number of employees in pursuing additional external qualifications through the Education Support Policy and has nominated a number of supervisors onto TNT global development programs, e.g. Early Career Potential Program.

The company takes every opportunity to involve people in learning activities. For example: Internal training for excel skills, Selling Excellence at cross-functional level, various training sessions by F&A to Sales, SpS, CS, OPS teams to improve awareness of credit control and billing processes, cross-functional participation in Customer Experience workshop, joint visits to customers, CR and Innovation team…. are all examples of opportunities given to people to participate in development initiatives.

All new employees undertake company, departmental and job-specific induction program. A variety of tools has been developed - classroom presentations, day with courier, on-the-job training and coaching, to ensure that every person new to the company receives all necessary company and job-specific knowledge to effectively perform required tasks. Upon completion of the induction program people are scheduled to enter to the PMI process in order to formally agree performance business objectives.

Performance Management is conducted for 100% of employees each year (including temporary and part time staff) and reviews performance at individual level. The main appraisal meeting, between line manager and employee, is held in Q1 to review performance against previous year’s targets and set new targets for the new year. At annual appraisal individuals complete, also, a self-assessment, 180 degree assessment, which focuses on behaviors and competencies displayed in the work environment.

The Objective Setting phase is followed up with a Mid-Year session in Q3, which includes an update on progress and performance together with discussions on any changes in circumstances that may need to be taken into consideration. Also, in this session, individuals have the opportunity to discuss further their personal aspirations. In addition, once per year, all managers and supervisors are subject to either the 360 or 180 degree Competency assessment. Results are discussed with their direct manager and development plans are agreed.

TNT supports the implementation of Equal Opportunity policy, which provides for non-discrimination regarding gender, religion, nationality, age, as well as equal opportunities for development and promotion. For example, almost 35% of management positions are fulfilled by women, out of 91% have been promoted internally (As per Recruitment Policy, all job vacancies are internally posted, prior to any external action, and employees from within are given the opportunity to apply). This culture is reinforced by numerous approaches and initiatives that support equal opportunities in such way that all employees are given equal opportunities to learn, be involved and developed. The training and appraisal process, cross-functional meetings, internal workshops, internal recruitment process and CGM group sessions are all approaches that facilitate deployment of equal opportunities of all employees.