1. Communicating Vision & Values CiB Central Workshop 14 th January 2009

2. Agenda  Introductions & desired outcomes  Theory: The three Cs of employee communication  Discussion One: How to successfully launch vision & values  Case Studies: Premier Foods & Coors Brewers  Discussion Two: Maintaining vision & values momentum  Wrap up  Networking lunch  2.00pm Close

3. 3 Lesley Allman, Allman Communication  Over 20 years of internal & external corporate communication experience  Director of Communication at Coors Brewers (formerly Bass) and previously a Board Director of Rote PR (part of Shandwick plc)  BSc in Management and MBA (2002) including dissertation on employee engagement  CIPR member and frequent communication conference speaker

4. Our company  Established in 2006 to help organisations to better engage with key audiences - especially employees  The foundation of successful engagement is effective communication and that is where we come in  We combine the best of agency and in house communication experience to provide communication solutions

5. 5 Our clients

6. Theory: vision & values “My army won because they knew what they were fighting for and they loved what they knew” Oliver Cromwell

7. Vision & values contribute to engagement Source: Melcrum 2005

8. Most important factors for leaders to engage employees Source: Melcrum 2005

9. Leadership & values Source: Mercer 2003

10. Delivering messages across different channels Engagement Involvement Understanding Awareness I know why we are doing this I’ve seen examples I’ve had a say in this I have the right tools to do it I know how I can make a difference I want to do this I believe in the vision I’m living & breathing it! Ownership I’ve been told about the vision I know where to find out more Source: Banner McBride

11. Hearts & minds Bystanders (10%)Champions (37%) Weak Links (39%)Loose Cannons (14%) Intellectual Understanding Emotional Commitment Low High

12. The three Cs of employee communication Channel where to communicate Content what to communicate Capability how to communicate

13. Content (what to communicate)  Do you really have a valid vision? »Is it current? »Is it realistic? »Will your people understand it? »Is it worth getting out of bed for?  Do your values reflect reality? »Who was involved in creating them? »Deeds as well as words? »Are they visible / tangible? »Are people measured or judges on them?

14. Channel (where to communicate)  Communication channels »Conferences & events »Magazines, mailers & printed materials »Websites, intranets & social media »Team briefings & cascades »Video  Other channels »Performance reviews »Reward & recognition »Induction »Code of conduct

15. Delivering messages across different channels Action Acceptance Understand- ing Awareness Level of change TellSellConsultCollaborate newsletters, emails, intranet, letters, memos booklets, videos, presentations, plenary Focus groups, working parties, consultations Working sessions, 1:1s, conversations, coaching Level of Involvement

16. Capability (how to communicate)  Leadership & Line Management »Consistency of understanding & belief »Walk the talk »Know what good looks like »Seek out and celebrate / recognise of success »Don’t turn a blind eye

17. Case studies Coors Brewers Maintaining Momentum Premier Foods Launching V&V

18. Premier Foods’ Vision & Strategy Launch Premier Foods’ vision & values launch

19. Launch background  Date: March 08  Location: Heritage Motor Centre, Warwickshire  Delegates: 350  Format: Combination of group presentations, videos, & break out groups plus ‘Big Picture’ activity

20. Launch agenda  Where we have come from? »Company & brand histories  Where we are now? »Company breadth and scale  How are we doing? »2007 performance, market conditions & current activities & investment  Where we are going? »Vision & Strategic Framework + Big Picture Activity

21. Timeline

22. History displays

23. Examples of portfolio displays

24. Showcases

25. Where are we going?  Purpose: Provide delegates with common goals and decision making framework.  Method: CEO presentation with employee voxpops ‘Big Picture’ group activity

26. The big picture

27. Maintaining V&V momentum at Coors Brewers

28. Graphics and everyday language bring corporate definitions to life

29. Branded merchandise

30. Vision and values meeting rooms

31. Vision and values built into all employee communications

32. Code of business conduct

33. Coors Brewers’ employee forum

34. Coors Brewers’ people survey

35. Employee induction - the Coors welcome

36. Training & development-maximising excellence

37. Recognition

38. Values built into appraisal process  Vision and Values branding incorporated into roll out of Coors Success Model  10% of annual appraisal score attributed to ‘living the values’  Linked to salary review i.e. putting money where our mouth is!

39. Wrap up  Sharing Learning & Applying to your organisation  Top tips  Any questions  Feedback form

40. Allman Communication www.allmancommunication.com