O2

1
O2

• Why we succeed in Employee Relations
• Danuta Gray
• CEO, O2 Ireland

2
We have a clear and simple aim...

• To drive business success by
• Creating a Great Place to Work,
• resulting in the Most Satisfied Employees

3
We express it simply

• O2 is a great place
• to join (the induction experience for new hires)
• to be (our company culture aligned to our values)
• to work (the day-to-day work experience)
• to grow (the learning and development
  opportunities available)
• to be managed well (our managers capability)
• to be led (the senior management team)
• to be rewarded (our compensation and benefits)

4
The Employee Relations Framework.

• O2 Ireland is a non-union organisation despite
  numerous organisational changes throughout the
  years
• Pay for Performance Culture
• We have sophisticated processes and frameworks in
  place to communicate with our people through
  formal and informal channels
• European Works Council established in 2003
• HR Practice/Employment Law overview for all
  people managers
• Formalised grievance and disciplinary processes
  in place

5
So how do we continue to promote a positive
employee relations culture?

• Continuously communicate with our people, and
  encourage two-way dialogue
• Promote an Open Door and non-hierarchical
  structure
• Equip managers with the skills to lead our people
• Proactively engage people in changes planned for
  the business
• Empower people to make decisions

6
Empower and engage our people.

• We proactively communicate with and engage our
  people in shaping the business through
• An online anonymous employee forum (Think Tank)
• Weekly Slice business updates, and monthly
  Team Briefs
• Online employee opinion surveys (company wide and
  functional)
• Open Forum quarterly communication updates
• Intraview video streaming to all desktops

7
Empower and engage our people.

• Cross functional teams - empowered to make
  decisions
• De-layering in order to reduce bureaucracy and
  enable faster decisions
• Foster a direct dealing approach - encourage our
  managers to deal with issues as and when they
  arise
• Take risks - tap into the potential of our people
• Promote a culture of openness
• Seek feedback and take appropriate action

8
We equip our leaders to continually improve and
change

• Define leadership characteristics required and
  build the appropriate capability
• Drive a high performance culture and role model
  the behaviours required - there should be no room
  for passengers!
• Leadership development programmes - with a
  specific emphasis on change management
• Coaching/mentoring programmes
• Educate them on their duty of care as people
  managers

9
Align reward structures..

• We recognise and reward our people through
• A tailored flexible benefits scheme
• Comprehensive benefit package
• A wide range of employee recognition schemes,
  including peer-to-peer awards
• Department and team off sites and
  team-building events
• Taking every opportunity to celebrate our success
• Spirit of O2 Awards

10
Get the balance right for our people...

• Recognise changes in our workplace demographics.
• Flexible working initiatives such as flexi-time,
  part-time working and remote working
• A childcare referral programme
• Perfect Balance programme including massage
  sessions, yoga, and health checks
• A Carers Network providing support to employees
  who have significant caring responsibilities

11
Be Socially Responsible.

• Our involvement in the Community, through
• Our active sponsorship of the O2 Ability Awards
• Our work with Irish Autism Action, our Charity of
  Choice
• Can Do matching
• Junior Achievement programme

12
Keep ahead of the game.

• Our focus on creating a Workplace of the
  Future
• Well continue to focus on diversity and
  disability in the workplace
• Recognise the changing needs of our people
• increased childcare responsibilities
• increased commuting times

There is a greater need for more flexibility in
the workplace, and in order for us to find and
retain the best talent available we have to
exceed the expectations of a more diverse and
geographically disparate workforce