for our employees, and we now have a wellness program in place to promote health and fitness and work life balance.
To establish a benchmark for employee satisfaction we conducted a number of focus group sessions. As a result of these sessions, it became apparent that there were some issues related to employee satisfaction. We implemented an employee satisfaction program during 2005, and metrics are now in place to gauge the level of satisfaction in the workplace.
As a result of the above initiatives, there has been an improvement in the employee satisfaction levels at CSG since the first employee satisfaction survey was conducted in 2005.
Ron Higgins, Principal, The Wren Group --- To ensure maximum efficiency and effectiveness within an organization, it needs to have effective processes management in place. Process management starts with the mapping and documentation of all key operational processes. By having key processes documented there is now a methodology to continually facilitate process improvements. This ensures a high level of operational efficiency and effectiveness focussed on customer needs, satisfaction and loyalty. Finally process mapping and documentation ensures consistent service delivery even when organizational changes take place.
Cyril Leeder, Chief Operating Officer, CSG --- Process management was a new activity for CSG at the start of this business improvement program. Since then, the key operational processes that support our newly defined strategic goals and objectives have been identified, mapped and documented. As a result, all employees now know who is responsible for specific steps within a process, who the internal and external customers are and what is required from others in the organization to ensure effective implementation of their process.
Each process now includes metrics to evaluate the efficiency and effectiveness of the process and to identify opportunities to further improve the process. The metrics are reviewed on a regular basis to ensure it continually supports the changing needs of the organization.
Ron Higgins, Principal, The Wren Group --- Supply Management includes having key suppliers involved in the organization’s strategic planning process to ensure the suppliers understand the key business objectives of the organization. By doing so, organizations and suppliers can work together more effectively to create the necessary processes to meet the organization’s business requirements.
Cyril Leeder, Chief Operating Officer, CSG --- CSG is dependent on having excellent supplier relationships with their supply base. One of the key suppliers is Aramark, who supply the significant majority of food and beverage services at Scotiabank Place. Having high quality food and superb service is critical to the customer experience.
John Thomsen, District Manager for Aramark Canada --- The Lean Management assessment facilitated by The Wren Group allowed an Aramark cross-functional team to identify key areas for improvement in our end-to-end concessions service delivery process. As a result, we were able to modify and eliminate some of the steps in our process, thereby reducing service delivery timeframes. As a result, we have seen an improvement in customer satisfaction and an increase in concessions revenue.