OUR SOCIAL ACTIONS

Attracting the right people

We are committed to promoting the Lyreco brand and career openings in a positive and transparent way so that applicants can make a conscious decision about how Lyreco's values, ethics and opportunities match with their own beliefs and ambitions.

Recruitment and selection procedures incorporate equal opportunity and diversity standards and we are proud of the number of internal promotions both within the local organisation and across Lyreco Internationally.

Continuing this theme it’s important that all employees have a clear knowledge of their role in the organisation. That’s why every employee in Lyreco has a Job Description issued at the start of their employment with the company.

This Job Description contains:

• Job title
• Department
• Location
• Purpose of position
• Responsibilities
• Relations and co-operation
• Qualifications

The document is signed by both employer and employee to secure full agreement on the content of the Job Description.

OUR SOCIAL ACTIONS

Lyreco believes in the value of diversity to enrich our work environment and experiences.


Employment decisions, promotions or training programmes are based on qualifications, ability, work experience and work quality. Under no circumstances such decisions are made on gender, age, disability, race, colour of the skin, sexual orientation, religious belief, culture or nation of origin.

This is part of the Lyreco Code of Ethics.

Lyreco also work with its business and social partners to develop fair employment practices.

OUR SOCIAL ACTIONS

At Lyreco, development and retention of our best people is considered essential for the long-term strength of the business. With this in mind, we aim to promote internally where there is a qualified internal candidate.


The benefits of strategy compared to an external candidate are many:

• extensive knowledge of the company culture and processes
• shorter time to be fully integrated in the new position
• Internal relations from previous role can be utilized quickly

All vacant positions are posted internally via the Intranet Jobs pages and notice boards for those who do not have internet access due to the nature of their role.

Furthermore Lyreco has a process of annual Succession Planning to identify employees who are potentials for promotion and have the capability of stepping up into roles in different departments. The exercise usually follows the appraisal process, where training needs of individuals are reviewed to ensure their development is maximised in order for them to be ready when a vacancy does arise.

As a result of this process, many senior managers within Lyreco have risen through the ranks within sales, Marketing, Finance, Quality and Environment and Customer Service. Current Managing Director, Dave Walmsley, started with Lyreco in Field Sales and is an excellent example of this.

OUR SOCIAL ACTIONS

It’s very important to have the right people in the right positions. This is not always possible with in the same department, business function or country. A company needs to secure a high mobility in the work force in order to have the best people available.




Lyreco is eager to promote internal mobility between subsidiaries aswell as within, and uses succession planning to identify individuals who may be suitable. All vacant positions within the company are posted internally to make sure there is maximum exposure to interested parties. Relevant international positions are also posted globally.

Lyreco also has a clear mobility and relocation policy to assist with the often complex issues in moving country, by offering financial and expert support when relocating employees both locally and internationally.

OUR SOCIAL ACTIONS

Every two years each member of staff has the opportunity to anonymously express their thoughts on Lyreco, particularly on issues relating to work environment, communication and management.

All results are analysed and handled by an external consultant to ensure anonymity and action plans are then put in place to make Lyreco an even better place to work.

In the UK and Ireland, the results were positive across the business, however, areas where scores were lower than we would like were examined on a department basis and action plans drawn up. The outcomes of which will be circulated to employees during 2011.

OUR SOCIAL ACTIONS

Acknowledging the need to develop and retain individuals of high potential within our workplace, the Lyreco University was introduced several years ago...




The purpose of Lyreco University is to:

• Identify individuals of high potential.
• Help them to grow to prepare their future and the future of Lyreco.
• Motivate them by granting them access to a dedicated programme.
• Use the skills of the students to review and improve our business.

The Lyreco University has been launched locally in every subsidiary with more than 300 employees and we are currently running this programme in 11 countries.

Each country identifies their most talented individuals and puts them through a one year internal training programme where they will become familiar with all aspects of the Lyreco business. To further develop their skills and knowledge of the company the students will be given a business relevant project to work on and present to the company management at the end of the programme.

The Lyreco University programme for the UK and Ireland is in its third year. Senior Management Team members are key sponsors and are involved in delivering training workshops on their specialist subject area and acting as project sponsors and mentors. Participants are identified in the succession planning process and have to be able to progress at least 2 levels in the organisation above their current role. The 2010 programme was supported by the launch of the on-line resource centre.

In late 2010, Carole Keane, a graduate of Lyreco University in 2008, was promoted to the role of Marketing Director, and is one of several examples of progression and development to senior roles within the business.

Just as it is important for each local subsidiary to train and develop their best employees so is the case for the international company.
We need to secure that our biggest talent on a global scale are identified and further developed to prepare them to lead the company in the future.

The Lyreco Group has established an executive development programme called Lyreco Campus.
This programme takes the biggest talents graduating from the local Lyreco Universities and put them through a 2 week intensive course at an international business school covering the following topics:

• Strategy and Business Models
• Financials tools for Performance
• Executive Business Game
• Performance Management
• Leadership and innovative management

To further develop their understanding of running an international business the students are also given a relevant business case to work.

The student will present their findings and proposed actions to the Group management team at the end of the year.

OUR SOCIAL ACTIONS

Having skilled and highly motivated employees is vital for any successful company.

We are committed to providing learning and development opportunities which maximise the potential of all employees. We invest to equip them with the tools, skills and knowledge to fulfill and exceed requirements in both current and future roles and encourage a "can do" attitude.


All induction training incorporates company values, health and safety, environment and quality.

Performance appraisals have a positive impact on the business results and are the starting point to identify training needs. There is a robust Training Needs Analysis process to create our training plan for the following year.

Every year we map all the training needs of our employees and transform this into a annual plan.

The training is performed by our internal trainers who are dedicated to provide tailor made courses to meet the needs. External trainings are also widely used to provide specialized training for specific needs.

Training supports our development plans, ensuring the availability of employees who are ready to progress within the organisation. It also increases retention of employees. In the UK and Ireland the average length of service of our leaders is ten years.

OUR SOCIAL ACTIONS

We recognise that social and economic trends will change the requirements of our workplace and we must therefore liaise with outside organisations to ensure our sustainability.

OUR SOCIAL ACTIONS

We are committed to meeting legal requirements and adopting best practice. We want our people and our customers to be confident that their best interests are at the centre of our decision making and that our practices are ethical.


Employment Law

A rolling plan is in place for a regular review of employment policies and procedures to ensure that they match changes in legislation. The senior management team have the interests of employees at heart and consult on major changes to employment policy.


Code of Ethics



In 2010 we formalised the ethical principles that we wanted to see applied by the Lyreco employees and suppliers. This was fully launched with a communication programme to all employees and suppliers at the time. Code of ethics is now included in employee induction.

It describes the standards expected from each Lyreco
employee and manager in the course of their business life with Lyreco:

• in their relationships with customers and suppliers
• in their relationships with their colleagues, and
• in promoting the company‘s best interest

The Lyreco Supplier Code of Ethics provides a foundation for Lyreco and its suppliers to build and maintain relationships based on fairness, trust, respect for the rights of individuals, compliance with the law, and sustainable business practices.

OUR SOCIAL ACTIONS

We want our staff to excel at everything they do with passion and enthusiasm. We will support them, with the ethos that our staff aswell as our customers are our "number one".

As new staff start to experience what its like to work in our culture we will provide orientation and guidance to give them the best start possible. We value the input of our people and are inspired by their great ideas for continual improvement. We encourage open communication channels and want everyone in our business to feel able to make a difference.


Our Values are key to our whole approach.  We will only achieve our vision by application of the four values in every decision, every day:

OUR SOCIAL ACTIONS

Health and Safety

We are steadfast in our commitment that our staff and contractors will be safe in our work environment. Our Health & Safety policy reflects this and is supported by the employee policy manual plus a range of training, documents and audits.

In every subsidiary we have establised a Health & Safety Organisation with the sole purpose of focussing on maintaining a high level of safety.

This is based on the international OHSAS (Occupational Health & Safety Assessment Series) 18001 standard. In the UK and Ireland we have established a Committee for Health & Safety, supported by Sub-Committees to represent the needs of employees in different areas of the business. We have noticeboards dedicated to H&S, located on each our our sites in order to ensure that policies and best practice are well communicated; with minutes of meetings and accident statistics updated monthly.

Our aim is to ensure that all employees understand and take responsibility for safety in the workplace in order to minimise risk.

Statistics

The management of Health & Safety is visible at the top of organisation with a monthly review of statistics and trends by senior management team.


Wellbeing

We recognise that wellbeing is not only about policies and benefits relating to health, but encompasses the accountability for the creation of a work environment where staff feel supported, valued and developed with respect for the life they have outside work.

We aim to support our staff through the different stages in their work life and offer a variety of benefits such as membership of Private Health Care and Medical Benefit Cash Plans.

We have partnerships with occupational Health providers across the country to enable timely assessments of medical conditions in order to facilitate supported return to work wherever possible. We also offer an Employee Assistance Programme which is available 24/7.

Resource is dedicated to promoting healthy lifestyle activities such as discounted gym membership, healthy eating options in on-site staff restaurant facilities, free medical assessments, a cycle to work scheme and the Lyreco Sports and Social Club have their own site with the Lyreco Intranet and have access to the email system and notice boards to promote events.

OUR SOCIAL ACTIONS

Thanks to the worldwide participation of our customers, suppliers and employees through events, promotional opportunities and donations, LFE has enhanced the education of more than 15,000 children in Bangladesh, Vietnam, Brazil and Togo since 2008.



In 2011, LFE decided to lead a project for 3 years in Togo.

With its partner, the Non-Governmental Organisation AEA (Aide & Action) and its local team, LFE builds on long term actions and results for children in 165 villages in the poorest region in Togo "les Savanes", where 86 people out of 100 live on less than $1.25 per day and where the academic system is inefficient.




Our Commitment:
To improve access and quality of education for 32,000 children aged from 7 to 12 in Togo.

Our Objective:
To contribute to finance 165 Education Projects in 165 villages.

An Education Project is a specific action plan set up to reach one objective:
Academic achievement for all.

The action plans are defined according to the specific education issues a village has to face. To achieve this goal, the keys are to identify education barriers and mobilise the parents, communities, schools, teachers and students.

In order to give our employees, customers and partners a better understanding of a village's education project, Yeteme, a 6 year old boy who lives in Tampiena village, tells us month after month his story about his family, his school, his friends, his teacher and his activities.

End of 2011 Update

- 165 education projects established
- 165 school directors, 576 teachers and 19,470 parents specially trained to manage education projects
- 990 meetings organized by parents and teachers
- 1 school built and fully equipped
- School enrollment: + 5% in 2011
- 37,125 children will have a better access to education

Thanks to our customers, suppliers and employees over collection, LFE has extended its project to the Kara region in Togo on 2012 and 2013.

In this region, only 7% of children have access to a pre-school program. We have identified 50 villages to prepare children at the age of 3 to 5 for entry into the primary school:

- by building early childhood centers
- by teaching literacy, nutrition and hygiene rules with learning games
- by recruiting and training up to 150 local teachers
- by improving the communication between school, authorities and parents



News & Updates

January-March 2011
April-June 2011
February 2011
March 2011
April 2011
May 2011
June 2011
July 2011
September 2011
October 2011
November-December 2011

OUR SOCIAL ACTIONS

Charity support is important to our company and our employees.

Our aim is to support local national and group charities through fund raising activities that help to create fun and involvement for our employees. We also support individual endeavours to raise monies for charities of employees choice outside of working hours. In Ireland proceeds from toner cartridges for recycling are donated to charitable causes supporting children with disabilities.

On an annual basis Lyreco lend our Telford call centre to BBC Children in Need. It is staffed with volunteers from across the organisation from warehouse staff to sales people.

OUR SOCIAL ACTIONS

In addition to the financial support to social projects, there are many other ways to give back to the community, and it’s not always about money.
We encourage our staff to get involved in initiatives dedicated to education, environment and senior citizens.

A recent UK example is shown below:


Lyreco recently continued its on-going Corporate Social responsibility drive by joining forces with the Young Enterprise organisation.

As part of giving something back to the local community, Lyreco’s Finance Director, Duane Fullwood has joined the Young Enterprise “Company programme” as a Business Advisor at the Idsall school Shifnal, in Lyreco’s home town of Telford.

Duane is Business Advisor to three Young Enterprise companies at Idsall School; “Threads” who design and sell printed t’shirts, “Just 4 U” who produce creative photos and frames and “Groovy Vinyls” who produce clocks out of 7” singles and handy storage bowls out of 12” vinyl records.  The Company programme runs from September to July each year and Duane visits the school at 3pm to 4pm each Tuesday afternoon to support the companies.


Duane says, “The Young Enterprise Company programme allows students (aged 15-19) to set up and run their own business.  They have to register their company and sell shares and it gives them a great understanding and fantastic insight of what’s involved in setting up a business.  It helps the students develop skills such as decision making and leadership and gives them experience of presentations and problem solving, they become risk takers and really have to use their own initiative.  It’s not all about making a profit and some of the best experiences that the students have had have been where they have had to learn from their mistakes.  It is a fabulous programme and it has been extremely rewarding seeing the students develop a really good understanding of business and commerce and have lots of fun along the way too”.


BESST Practice - Business Environmental Support Services for Telford

Lyreco is represented on the steering committee of BESST which provides best practice opportunities on environment and efficiency for small and medium enterprises in the area. We work with other companies in manufacturing, distribution and retail to showcase the benefits of reducing environmental impacts which in turn impacts the bottom line profitability.