Polysmart Group - Phase 1 Implementation Plan

Project Objective

  • Review Polysmart Group's structure.
  • Implement proper structures, processes, and policies.
  • Conduct staff audit and competency framework.

Project Scope

  • Conduct "As Is" structural appraisal of the entire Polysmart Group.
  • Staff Audit/Competency Exercise.
  • Employee Satisfaction Survey Exercise.
  • Succession Planning Exercise.

"As Is" Structural Appraisal

  • Understand current structure via sessions with:
    • Executive Management: Understand expectations, strategy/operations, vision, culture, and audit goals.
    • Key Principal Management and Heads of Department.
    • Group Human Resource Manager.

Current Group Structure

  • Board of Directors: Governs and guides the Group.
  • Group MD/CEO: Oversees daily operations.
  • Group Deputy MD: Supervises CEOs of companies.
  • CEOs (Polysmart Packaging, Axis Packaging, Crystal Polymers, Switch Recycling): Oversee company activities.
  • Group CFO: Oversees finance/accounts departments.
  • Group Head, Corporate Services: Oversees HR, brand & communication, legal, and HSE.
  • Group Head, Quality Assurance: Oversees quality control and R&D.
  • Group Head, Risk Management: Oversees internal control, audit, risk management, and compliance; reports to the Board with dotted line to Group MD/CEO.

Staff Audit/Competency Exercise

  • Summary of employee assessment across Polysmart Group.
  • Understand employee experiences and identify areas for improvement.
  • Total Interviews Conducted: 257 employees
    • Anthony (Switch Recycling): 9 employees
    • Ota (Polysmart & Axis Packaging): 151 employees
    • Mowe (Crystal Polymers): 97 employees

Employee Challenges

  • Location-specific challenges.
    • Anthony (Switch Recycling).
    • Ota (Polysmart & Axis Packaging).
    • Mowe (Crystal Polymers).
  • General challenges across the Group.

Location-Specific Challenges – Ota Factory

  • Heat in the Extrusion Factory.
  • Inadequate Factory Clinic.
  • Long Shift Schedules (Cutting Unit).
  • Lack of Proper Medical Attention (Ota Retainer Hospital).
  • Lack of Drinkable Water.
  • Delays in Internal Processes and Approvals.
  • Unreliable Machine Spare Parts.

Location-Specific Challenges – Ota Factory (cont.)

  • Frequent Conveyor Belt Breakdowns (Mowe).
  • Lack of Trolleys (Cutting Unit, Ota).
  • Insufficient Personal Protective Equipment (PPE).
  • Poor condition of Vehicles for Sales and Marketing Teams.
  • Need for a fully equipped Laboratory for Quality Control (QC) Team.

Location-Based Recommendations - Polysmart Packaging Ota Cutting Unit:

  • Long Work Hours: Reassess work schedule to balance shift system.
  • Space for Night Shift Breaks: Create a designated break room for night shift staff.
  • Changing Facilites: Provide a clean designated space for employees to change.
  • Shift Balancing: Implement well monitored shift rotation system to distribute workload evenly.

Location-Based Recommendations - Polysmart Packaging Ota (cont.)

  • Vehicles for Sales and Marketing Teams: Implement vehicle maintenance program or upgrade the fleet.
  • Laboratory for Quality Control (QC) Team: Implement comprehensive lab testing of raw materials.
  • Extrusion Unit: Supply blood tonics and immune boosters to workers.

Location-Based Recommendations - Axis Packaging Ota

  • Provision of Adequate PPE: Ensure all staff are equipped with proper PPE.
  • Regular Fumigation: Prevent infestations and reduce bacterial exposure.
  • Provision of Toiletries and Essentials: Maintain cleanliness and reduce spread of infections.
  • Incorporating Immune Boosters: Enhance the body’s defense mechanisms against infections.

Location-Specific Challenges – Mowe Factory

  • Inadequate Workshop for the Maintenance Team.
  • Lack of autonomy in troubleshooting equipment breakdowns.
  • Staff transportation issues.
  • Lack of Drinkable Water.

Location-Based Recommendations – Mowe Factory

  • Provide dedicated toolkits and foster initiative in troubleshooting.
  • Provide well-organized transport services or transportation stipends.
  • Further treatment of the water to make okay for drinking.

General Challenges Across the Group

  • Addressing Employee Discrimination and Career Development: Need to balance workforce growth and employee benefits.

Recommendations

  • Tailored Career Development Plans: Address specific needs of both lower-educated and higher-educated groups.

Recommendations for the Lower-Educated Workforce (SSCE and Primary School Graduates)

  • Skill Development Programs: Implement upskilling and training sessions.
  • Career Pathways for Advancement: Create clear and transparent career pathways.
  • Mentorship Programs: Pair with more experienced colleagues.

Recommendations for the Higher-Educated Workforce (Advanced Degree Holders)

  • Leadership Development and Specialized Training: Offer advanced leadership training.
  • Special Projects and Innovation Initiatives: Encourage participation in special projects.
    -Promotions Based on Performance and Potential: HR should ensure that promotions are determined by a combination of performance, leadership potential, and contributions to the company, rather than solely relying on educational qualifications

Educational Advancement Opportunities

  • Tuition Reimbursement Program: Support employees pursuing further education.
  • Flexible Work Arrangements: Introduce flexible work schedules.
  • Internal Scholarship or Sponsorship Programs: Offer scholarships for high-performing employees.

Equal Access to Employee Benefits

  • Ensure all employees have equal access to benefits that support career growth and well-being.
  • Health and Wellness Benefits for All: Equal access to health benefits, financial wellness programs, and work-life balance initiatives should be prioritized.
  • Employee Recognition Programs: Establish employee recognition programs that reward both groups for their contributions.

Creating an Inclusive and Fair Work Environment

  • Prioritize cultivating a work culture that values diversity while promoting inclusion and fairness.
  • Regular HR Audits and Feedback Loops: Ensure career advancement, promotions, and benefits are accessible to all.

Recommendation for Grade Structure and Salary Scale for Lower Educational Group

  • Create a structured grade and salary scale specifically for employees with lower educational qualifications.

Proposed Grade Structure

  • Entry-Level Positions (Grade 1-3): Basic skills and minimal experience.
  • Mid-Level Positions (Grade 4-6): Demonstrated competence and some experience.
  • Senior-Level Positions (Grade 7-9): Proven capability to handle greater responsibilities.

Benefits of Implementing a Grade Structure

  • Equity and Transparency: Promotes fairness in salary distribution.
  • Motivation and Engagement: Boost morale and engagement.
  • Retention of Talent: Reduce turnover rates.
  • Improved Performance: Increase productivity.

Recommendation for a Dedicated HR Team to Manage Factory Workers

  • Establish a dedicated HR team to manage and support factory workers.
  • Rationale: Factory workers face unique conditions.

Benefits of a Dedicated HR Team

  • Targeted Management: Focus on factory-specific concerns.
  • Improved Communication: Streamline communication between workers and management.
  • Enhanced Welfare and Support: Manage worker welfare, leave, healthcare, etc.
  • Increased Efficiency and Productivity: Mitigate absenteeism, turnover, and disengagement.

Implementation Strategy

  • HR Team Training: Equip with knowledge and tools for factory work demands.
  • Regular Worker Feedback Mechanisms: Ensure alignment with evolving needs.

Review of the Current Retainership Hospitals

  • Current partnerships are not adequately serving the staff.

Proposed Solution: Transition to a Health Maintenance Organization (HMO)

  • Provide more comprehensive healthcare services.

Key Benefits of Implementing an HMO

  • Improved Access to Healthcare: Wider network, expanded regional coverage.
  • Higher Quality of Care: Standardized treatment protocols, specialized care options.
  • Increased Employee Satisfaction: Comprehensive coverage, improved trust.
  • Cost Predictability: Fixed premiums, reduced administrative burden.

Implementation Plan

  • HMO Selection Process: Evaluate potential HMOs.
  • Employee Communication: Conduct awareness sessions.
  • Phased Rollout: Implement the HMO system in stages.
  • Ongoing Monitoring: Regularly assess performance and gather feedback.

Recommendation on Staff Loan Structure

  • Current loan structure is seen as inadequate.

Recommendations

  • Staff Cooperative: Offer long-term loans with flexible repayment.
  • Establishing a Proper Loan Structure: Implement a formal loan structure with up to 1 year repayment period, flexible loan amounts, transparent process. Loan amount a staff member can obtain should be structured so that monthly repayments do not exceed 33% of their net monthly salary.

Canteen Management Proposal for Polysmart

  • Need a standardized and fully functioning canteen across all locations.

Recommendations

  • Upgrade the Mowe Canteen: Improve hygiene, food quality, and meal options.
  • Establish a Nearby Canteen for Ota factories: Serve both Polysmart Packaging and Axis Packaging.

Operational Suggestions

  • Outsource to a Catering Service: Ensure consistent quality.
  • Subsidized Meals: Make food affordable for employees.
  • Convenient Payment Options: Streamline the payment process.

Recommended Training for Employees

  • Address the need for enhanced opportunities to develop skills.

Recommended Trainings

  • Leadership and Management Training
  • Customer Service Excellence
  • Technical Skills Development
  • Health and Safety Training
  • Emotional Intelligence and Soft Skills
  • Financial Literacy and Account Reconciliation
  • Work-Life Balance and Stress Management
  • Performance Appraisal and Feedback Mechanisms
  • Supply Chain Management Course
  • ICU: Fraud Investigation and Theft Training
  • Risk Analysis
  • Automation Training
  • Data Analysis for Accounting
  • Data Analysis for HR
  • Data Analysis for Sales
  • Microsoft Excel Training
  • Inspection Techniques and Best Practices
  • Statistical Process Control (SPC) Training
  • Regulatory Compliance Training

Training Considerations

  • Conduct a comprehensive needs assessment.
  • Develop a well-organized training calendar.
  • Select relevant and aligned training programs.

Employee Satisfaction Exercise

  • Positive attributes of Polysmart's organizational culture:
    • Strong Leadership Support
    • Visionary Leadership
    • Prioritization of Staff Welfare
    • Consistent Prompt Salary Payment
    • Good Customer Relationship
    • Supportive Environment

Succession Planning Exercise

  • Strategic process to identify, develop, and prepare future leaders.

Vacant Roles (on new organogram)

  • Group Deputy Managing Director
  • Chief Executive Officer, Polysmart Packaging
  • Chief Executive Officer, Axis Packaging
  • Chief Executive Officer, Crystal Polymers
  • Chief Executive Officer, Switch Recycling
  • Group Head, Corporate Services
  • Group Head, Procurement
  • Group Head, Risk Management

Fully Staffed Roles with Capable Downlines

  • Most critical roles have internal staff to step in.
  • Subordinates need regular training to improve competence and confidence.