Kilbourn implemented a creative, performance- based rewards system designed to energize the workforce through gamification and a rewards structure built around a monthly point system designed to comply with collective bargaining agreement rules. Employees are rewarded for achieving common site goals, shift goals and individual goals; points can then be redeemed for gift cards. The site has introduced bi-weekly town halls, during which site leadership shares updates regarding factory performance and awards points for best-performing shifts. These gatherings encourage friendly competition and provide a venue for sharing improvement ideas. This has not only boosted engagement but also sparked innovation across the factory floor. The results have been transformative. OEE has been boosted by 16%, product waste has decreased by 34%, employee engagement has increased by 26%, revenue per employee increased by 36% and absentee rate has improved by 48%.CASE STUDY 15 Unilever Kilbourn implements creative performance-based rewards – USA Haier has revolutionized frontline worker payroll with its innovative salary accounting system, replacing an old paper-based payroll model that was time- consuming, error-prone and a source of frequent employee dissatisfaction. The new digital solution integrates with the manufacturing execution system to automatically gather data on output and attendance. The system uses facial recognition to identify employees and calculates employee salary based on output, quality and safety, with additional credits for innovations. Employees can see exactly how their salary was calculated, which increases transparency. The system has helped to increase employee satisfaction by 10 percentage points.CASE STUDY 16 Haier COSMOPlat deploys an innovative approach to salary accounting – China It’s essential to understand and define a compelling EVP. Culture and experience leaders use a multichannel approach to ensure robust two-way communication between employees and leaders within a psychologically safe environment that facilitates a culture of openness. They cultivate lively, inclusive communities through activities that promote connectivity and deep connection. They have structured diversity, equity and inclusion (DE&I) programmes with clear key performance indicators (KPIs) in place to advance diversity (e.g. gender, geographical, racial), equity and inclusion, career development and mentorship. When employees exit, leading organizations deploy surveys to track reasons for departure, using feedback for talent management improvements. Nestlé set out to create a safe and inclusive work environment for deaf and hard-of-hearing employees, both by retrofitting machine alerts that relied on audio signals to include visual elements and by implementing several measures towards education and integration. Nestlé developed a comprehensive training plan, which includes courses in basic Portuguese, mathematics and financial management. To ensure the integration of deaf employees, the company hired a full-time Brazilian Sign Language (BSL) interpreter, offered BSL classes to all managers and supervisors, and translated all training and communication into BSL. The site has trained over 200 employees in BSL, creating a more inclusive environment for the roughly 6% of employees who are deaf or hard of hearing. CASE STUDY 17 Nestlé Garoto chocolate factory supports deaf and hard-of-hearing employees – BrazilCulture and experience Putting Talent at the Centre: An Evolving Imperative for Manufacturing 23

Putting Talent at the Centre An Evolving Imperative for Manufacturing 2025