People, functionality and purpose. These are the pillars on which Compass Group Canada has built a winning culture and a successful business.
Compass Group Canada is a leading provider of food service and ArraySus more than 14,000 affiliate committed hospitals and long-term care facilities, nursing homes, schools, schools and universities, sports and recreation centers, prisons, offshore oil rigs and remote mining camps.
The organization also works with branded franchises within those facilities, adding Tim Hortons, Starbucks, Subway and Pizza Pizza. She is a winner in the Enterprise category of Canada’s most admired corporate cultures.
“We are suppliers in all sectors of Canadian society, from coast to coast,” said Saajid Khan, CEO of Compass Group Canada and ESS North America. “You’ve probably met a member of our team somewhere on your travels and a Compass meal without even knowing it. “
The secret ingredient to good fortune in such vast industries and establishments lies in bringing the Compass team culture closer to that of the visitor and finding enough common ground to create a strong, cohesive environment, says Khan.
This strength and team spirit has never been more important than in the past two years, with a significant number of Compass affiliates playing an important role on the front line, in a context of transitory box kitchens and hospitals.
“With so many pandemic protocols in place and daily changes, our workers really stepped up the task of putting certain foods in front of those who needed them and ensuring the right cleanliness and sanitation at all times,” Khan says. In rising to the challenge, our groups have occasionally been affected at times outside of the pandemic, such as wildfires in Canada and floods in British Columbia. Without hesitation, our groups mobilized to help their communities as much as possible through food donations and aid. for the status quo of the camps, for example.
In times of intelligence and crisis, determination and compassion are overlaid with an absolute obsession with protection and gratitude.
“Recognition doesn’t just mean an email or a sample of money. This means highlighting the movements of Americans or groups that have benefited the customer and the company, which are setting an example of how a people-centric business operates,” kan says.
In terms of partner safety, Compass has upped the ante with extensive vaccination training, qualified videos from healthcare professionals, and the launch of a paid pandemic in case of poor health across the country. The security documents were translated into six other languages to ensure they were available. in a comfortable way for the largest number of associates. A team of senior COVID incident executives has been formed to meet daily to discuss new protocols, provide up-to-date information, and expand methods to move forward.
The partner-centric technique at Compass has been an adventure that began in 2018 with the progression of 4 leadership commitments: We Care. We share. Dream. We fulfill. Whether leadership is explained through the name of the task or exemplified through leadership through example, those commitments are the key ingredients that have shaped a culture of care, compassion and resilience within the company.
“These commitments are a promise of how we profile ourselves as ambassadors for the organization, from leadership to frontline associate,” says Khan. “It becomes examples of what we will and will not conform to in terms of behavior, culture and values. Every verbal exchange is an opportunity to insert a culture-like message. This constant willingness to take our values and make them a reality, with empirical evidence of their importance, is the explanation for why we have achieved so much success. »
The launch of CompassFIRST has contributed greatly to the enrichment of the organization’s culture. The initiative, introduced by COVID, focuses on getting members back to work through redistribution to new services or open salaried positions. To date, the CompassFIRST program has brought back many former affiliates. to active roles within the company.
“Like many, we had to make some very painful decisions during the pandemic as we noticed customers closing and our affiliates’ roles disappearing. We then made a strong commitment to review each and every long-term gap within the organization and first check to fill it with someone who had lost their position in the company due to COVID. We are also committed to supporting and educating them if their new role requires it,” says Khan.
“We need to bring back valuable workers. Whether someone has ever worked in one of our factories or in the scenes, we know they already have what it takes to be part of our winning formula, anywhere they are redistributed.
Additional commitments have been generated for Compass team members and surrounding communities, including:
Company-wide, there’s plenty for affiliate brainpower, adding its brainpower and wellness site, as well as a brainpower bonus program and an expansion of fitness benefits, helping members focus on their private welfare.
Recognition systems that celebrate wonderful associates, as well as instant bonuses and popularity on social channels to celebrate the pandemic’s frontline heroes.
Community and environment through projects like the Toronto Police Service’s Engage416 program and a partnership with the Jamaal Magloire Foundation to donate iPads and school supplies to help students prepare to go back to school.
When it comes to equity, diversity and inclusion (EDI), Compass continues to move forward. It starts with a promise to listen, be informed, and act. This promise is held in accordance with the company’s Diversity and Inclusion Action Councils, which are guilty of supporting the diversity team in crafting plans for similar initiatives, such as the Black History Month Leadership Panel, fireplaceside discussions with indigenous leaders, and a diversity birthday party on social media.
“Given our seniority as a company and the broad audience we serve, equity, diversity and inclusion are essential,” says Khan. our commitment. “
Compass’ ecosystem of culture building teams demonstrates a strong preference and preference for affiliates to interact, be satisfied, and be willing to engage with customers. “Our high-level popularity systems are a big component of that. It’s for everyone to know that they have the opportunity to thrive here, either in terms of painting and as a person,” Khan says.
As for the future, Khan admits to being in uncharted waters as a slow awakening occurs after the pandemic and how food, beverages, and long-term protection evolve. Eventualities, we are striving to maintain our culture. We wish to reassure those who would possibly have left the hotel industry and inspire them to return to the pool. We wish to acknowledge what they have experienced and offer an ambitious vision. how they can be part of our continued success. It starts and ends with a wonderful culture.
For Compass, being named one of Canada’s leaders in corporate culture is an honour khan is incredibly proud of. “This popularity is a tribute to our affiliates, who include our values and our vision. We know that culture is not just a program or a department. It’s all we see our affiliates bring with them to the paintings every day, with their fondness for food and service and their genuine enthusiasm for sharing wonderful reports with our visitors, and I have immense gratitude for accompanying such special people.
This story was created through Content Works, Postmedia’s advertising content department, on behalf of Compass Group Canada.
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