backdrop of an agenda that contains a combination of points specific to the plant and common to the larger organisation. Johannes attends all of these meetings to ensure consistency in the process and the messages shared.


Next we have the Peninsula Beverage Company forum consisting of approximately 35 members representing the various plants. This group also meet on a monthly basis and discuss business issues or other commonalities that arise. Full, factual feedback is given to their respective constituencies.


Departmental teams meet on a weekly basis. These meetings may sometimes only take 10 minutes, but the purpose is to get together and provide a platform to discuss shop-floor level issues that may be in existence. These meetings also take on a proactive role to assist us in addressing situations before they become issues.


We also have a daily newsflash that goes out electronically to staff members’ PCs. And then there is our quarterly newsletter. But probably the most critical way to promote communication between staff and management is for managers to be on the floor more than in their offices. Managers must not get distanced from the operation and potentially make erroneous decisions due to ignorance of what is actually happening at grass-roots levels.”


Peninsula Beverage Company’s on-boarding programme starts with their tailor-made recruitment practice. Candidates are interviewed and the interview is followed by an extensive third- party assessment for ability, organisational culture fit and potential for advancement. It is then with little surprise to learn that most of their managerial positions are filled by internal promotions. Johannes is a leading example of this practice in action. She started her career 15 years ago on the factory floor as a sighter and currently holds the position of Employee Relations Manager.


32 Management Today | March 2012


Once candidates are appointed they attend


a comprehensive induction programme that is also attended by Morse and Managing Director Stuart McLeod. Part of the week- long induction plan sees new staff members spending a day out in the trade with their delivery staff, a day in manufacturing and a day with the HR team. The on-boarding programme also drives assimilation and buy-in to the organisational culture and values.


“Our people are number one. As the leadership team we try to live by the values, putting people at the forefront. Ultimately, if you look after the people the rest will look after itself,” Morse commented. Numerous aspects of Peninsula Beverage Company’s business practices have contributed to delivering their average length of service in excess of 10 years. During their last long service award function six people were recognised for 35 years of service. Even McLeod boasts a 20-year service record. And people are still celebrated after they go on retirement. Morse commented, “We hold an annual year end function for all our retired staff. This practice sends a message to existing staff that we value you, not just when you work here, but after you have retired as well.”


Their value ‘People are Number One’ is the


platform from which they embark. Another contributing factor has been their strategy to provide a living wage for weekly paid staff. Job grades 19 through to 15 are paid at the 90th percentile and salaried staff at the 50th percentile. For Key, Necessary and Critical positions they pay at the 75th percentile. A third reason for long service terms is that they have created a work environment that is conducive to people having fun, feeling wanted, motivated and valued. Next is their practice of promoting from within. Their management structure is relatively flat and if promotion is not possible, roles are expanded to ensure continued development.


Peninsula Beverage Company is continuously scanning their landscape to support and promote staff development. One practice is that they encourage staff to come forward with training requests. In addition, they have developed a leadership


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