Robertson’s, don't change frequently, the KPI’s (Improvement Teams) required to monitor and evaluate performance are reviewed at least annually to ensure focus on the essentials success factors. Which will further more increase the company’s competitiveness and quality of its produce.Action areas (value drivers) are identified to lessen the gap between performance and targets, benchmarking has been one of the specific tools used. The information from benchmarking and gap analysis is used to identify targets and stretch targets (Most of staff performance is measured by the KPI’s targets, relevant to their tasks).Improvement plans are developed to ensure that the 50/50 targets are met. They also support the pursuit of the 90/100 stretch targets. The improvement plans are put together through workshops, improvement teams but mainly by workforce participation in identifying new improvement activities.All on going improvement activities are monitored. Each improve activity is logged in a database. The integrated to planning control group (IPCG) reviews the database monthly. When an activity comes to an end it is close out. The progress of the improvement drive is documented via quarterly reports and a live improvement Dot Plot reports progress in the BOR.FreedomStaff views more or less freedom?The staffs that are employed by Andrew and Robertson was a large amount of freedom in completing tasks, which they undertake and feel they are allowed too much freedom. A downfall of this often underestimated and unutilised perk is that it leaves staff needing stability. However the opposite has happened at Andrew and Robertson’s. The staffs have flourished under the freedom and feel that they (as stated above) can call their workplace and second home.Equal OpportunitiesMales to Females ratioIn the questionnaire, which I designed the number of females who completed the questionnaire and returned compared to the men was 6 t...
