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Corus Lackenby Steelmaking Site, United Kingdom Image courtesy of freefoto.com
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Corus allowed employees to choose whether or not they wanted to follow the values and beliefs set forth in the journey If employees decided to buy into the plan, they would physically sign up for it This helped create a feeling amongst employees that the plan was partly their own idea
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Honesty Integrity Professionalism Respect Transparency Fairness Excellence Improvement
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? The Journey Corus employees were not immediately receptive to the changes being called for in the journey Employees associated change with layoffs, and personal power reduction
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Weekly newsletters were used to call attention to outstanding employee performance Corus elected to start awarding notable performances rather than rewarding staff based on length of tenure
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As part of its plan for continuous improvement, therapy was used in an attempt to correct employee drug and alcohol addictions Before the journey was implemented, workers would be fired for bringing drug or alcohol related issues into the workplace
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Evaluation of The Journey An increase of 4.5% in production capacity A 20% reduction in the cost of making steel 10% decrease in carbon dioxide emissions