LSE 20.00p at 16:14 GMT Revolución de Cuba Revolution Bars Open search form Corporate and Social Responsibility HOMEINVESTORSCORPORATE GOVERNANCECORPORATE AND SOCIAL RESPONSIBILITY INVESTORS Investment case Share price centre AIM Rule 26 Results Centre Shareholder centre Corporate Governance Board Committees Remuneration Committee Audit Committee Nomination Committee Corporate and Social Responsibility The Group’s corporate social responsibility activities prioritise our people, responsible retailing and charity PEOPLE We currently employ just over 3,000 people and are committed to creating an inclusive environment where all employees have the opportunity to develop their careers. Throughout the financial year 2021, we have continued to face our most difficult trading challenge to date with the majority of our teams furloughed and our operation paused for months on end. However, we have utilised this time to push forward on our hugely important people agendas such as Diversity and Inclusion (“D&I”) and our Wellbeing projects. Thus, helping to ensure that when our people returned to the business, we came back with engaged teams that were motivated to take on the seemingly never-ending challenges that the pandemic has thrown at our industry. When welcoming the return of our teams. it was more important than ever before to re-induct and provide refresher training for all colleagues due to the fact that many of them had not been operational for over six months. Prior to reopening, we launched “the festival of training” utilising our online training platform to refresh our teams on COVID safe operational processes and also took the opportunity to provide Food Safety Level 3 for all of our Kitchen Management and General Management population to extend and deepen their knowledge in this fundamental area. We knew the importance of ensuring our teams felt safe to return to an environment that was aligned to our Purpose, Vision & Values and on Friday 14 May 2021, the weekend prior to our full return to trade, we hosted our first ever, company-wide, virtual conference, live streaming our show to all bars and delivering some key motivational messages. The event included both live and pre-recorded interviews, an interactive, fun company quiz with prizes and the introduction of some pivotal, new partnerships to the wider business. One new collaboration with “So Let’s Talk”, a not-for-profit platform with a mission to “86 the silence”, has enabled the provision of education, events, training and activities on all aspects of mental, physical and financial health relevant to the hospitality industry. We also launched our Inclusion Revolution which presented our commitment to Diversity and Inclusion and introduced our partnership with “Wiser”, a people agency committed to “changing the way we think about work”. This collaboration enabled a full diversity data capture of our people, tapping into some sensitive areas which were analysed globally to allow us to truly understand the diverse needs of our organisation. We also collated data from an Inclusion Survey, which captured more qualitative data and represented the way in which our colleagues feel about the culture of RBG. Alongside this rich insight, we worked with Wiser to analyse all cultural and structural pillars that make up our Inclusion Value Proposition (“IVP”) – our promise to our people regarding Inclusion. The IVP allows us to evaluate and articulate where we are on our Inclusion journey so that we can make informed decisions around D&I actions, commitment and strategy and so that we can truly bring to life our vision, “To be the place where everyone wants to be”. Of our workforce, 46% is female and 54% is male, with increased female representation at Board level to 40% (from 20%) and within the Executive team to 50% (from 18% three years ago) and therefore we are leading by example at senior leadership level. However, there is still much work to be done within our sites and Area Management population. One of our eight geographical areas currently have a 50/50 male/female split at General Manager level, of those who identify themselves as male/female. This again shows progression in the right direction, but much improvement can be made across all forms of diversity and parity as we embark on our Inclusion Revolution, a journey that will continue to evolve. Within hospitality the recruitment challenge has been one of the most difficult obstacles to overcome since our return to trade with both the pandemic and Brexit having a huge impact on our employee turnover and ability to attract candidates. We have increased our recruitment resource and forged forward with our people retention strategies to mitigate the risk, and this will remain a huge area of focus for the business in the coming months. We aim to create defined career paths for every role so that we maintain a strong pipeline of managers to lead and grow the business. We have focused on a review of our bartender career path, which we launched during lockdown to keep our team motivated and engaged. We will be launching both the sales and kitchen career pathways by the end of 2021. Our detailed succession plan and talent management programmes have historically seen us fill over 80% of our management positions internally. We have invested in the internal accreditation of the Mental Health First Aid course which will enable us to quickly roll out this vital training to all managers that feel comfortable around this crucial education and will commence training for our General Manager population, as well as further members of our support centre in the next calendar year. We have a suite of reward and incentive schemes in place but, due to the suspension of trade, we deferred certain bonus payments and were forced to suspend all bonus schemes in FY20 and part of FY21, with employees supportive of the measures in the circumstances. However, following approval by the Remuneration Committee, 75% of the deferred bonus payment was made in July 2021. A full review of all bonus schemes was undertaken following our return to trade with some changes made including the alignment of our Kitchen and Assistant kitchen managers into the same operational team bonus, which has increased their earning potential and aligned their focus with the rest of the management teams. This was an important step given the ongoing kitchen recruitment challenge. The Group’s performance as an employer is usually measured twice yearly through an independently administered “Quality of Life” survey sent to every employee. However, as we spent a large amount of time with the operation paused in FY21 in November 2020, we sent out a sentiment survey as a more relevant way of measuring our employee engagement at this time. In analysis 79% of respondents agreed or strongly agreed they had confidence in the Company’s leadership during the crisis. Similarly, 82% were happy with the level of communication and 72% felt that they have had access to the right level of support from the Company throughout the pandemic. In addition to these results our Inclusion Survey has helped to paint a very positive picture as we scored incredibly highly confirming our people know our purpose, vision and values and overall felt that RBG has an inclusive culture. RESPONSIBLE DRINKS RETAILING FOOD INFORMATION AND QUALITY CHARITY ENVIRONMENT GREENHOUSE GAS EMISSIONS ANTI-BRIBERY AND CORRUPTION POLICY MODERN SLAVERY AND HUMAN TRAFFICKING STATEMENT FOLLOW US Facebook Twitter Linkedin Instagram © Revolution bars Group Plc Revolución de CubaRevolution BarsPrivacyTerms of UseAccessibilitySite mapUpdatesemperor.works By continuing to browse this site you are agreeing to our use of cookies. Read more about our cookie policy Accept cookies