Great Workplaces™ are Better Together – 3M Global Service Center

XYRIS TAPIA

Author

Focusing on the Front Lines

With a wide range of healthcare products that are paramount in the medical field, 3M is fully-committed to addressing the COVID-19 pandemic from all angles and across all relevant stakeholders, and its employees are fully aware that they play a significant part in providing not just the needs of their customers, but the public as a whole.

With the Taal Volcano eruption in January and the COVID-19 outbreak shortly thereafter, there has been a steady rise in demand for 3M’s healthcare products, especially N95 mask respirators. The company quickly moved to accelerate the production of these highly critical products, as well as disinfectants, sanitizers and filtration solutions to full capacity on a global scale, and are focused on directing these commodities to those on the frontline of combatting the pandemic.

Even prior to the COVID-19 pandemic, it has been 3M’s long-standing mission to partner with different advocacies and take a “science-based collaborative approach to solving shared global challenges and improve lives.” 3M has taken bold strides in renewable energy use, embedding sustainability in their products and solving air pollution in less-developed countries by joining the Clean Air Asia Act. Their products provide solutions for a wide range of industries including Automotive, Design & Construction, Energy, Manufacturing, Consumer and now most importantly – Healthcare.

New Hires Picking up their Laptops

Focusing on their Employees

In the early stages of the pandemic, the management team at 3M’s Global Service Center (GSC) in the Philippines understood the gravity of the situation that would impact its employees, even prior to the announcement of the Enhanced Community Quarantine (ECQ). Their Crisis Management Team (CMT) and Emergency Response Team (ERT) launched awareness programs through different communication channels and held virtual learning sessions about the Novel Coronavirus along with their company doctor. They also strengthened building safety protocols and enhanced cleaning of their premises. Employees were rallied to do their

part in protecting their colleagues by promoting a “clean desk policy,” giving employees personalized utensil sets, and encouraging everyone to “bring your own utensils.”

IT Assets being delivered at home for employees with critical work during month end

When the government announced the ECQ within Metro Manila and neighbouring provinces, their leadership quickly activated the full work-from-home set up. Employees brought home their laptops with full support from the IT Department, who also made sure all other needed equipment for existing members and new hires were issued and fully functional.

Even while working from the comfort of their homes, 3M still recognized the need to keep employees engaged and connected. Their 3M Club initiated remote engagement activities such as “Quick TV Sessions” which all employees can join. Each department would also hold regular informal virtual get-togethers, to have merienda, play games, and stay connected.

3M Club and Interest Groups, along with Employee Resource Networks (ERNs) such as 3Mpride, 3Mgives and Women’s Leadership Forum, proactively collaborate on activities that continue to provide synergy during their work-from-home set-up. Their Lean Six Sigma team innovate with available resources to ensure that daily tier discussions are had, that focus is given on avoiding disruptions and stabilizing daily deliverables.

Working from Home

It was also important for employees’ growth and development to continue. Thus, 3M immediately transformed all training plans into virtual workshops and conducted several live personal development learning sessions that were accessible to everyone in their teams.

As part of the company’s Employee Assistance Program (EAP), 3M refreshed awareness of a free and anonymous service for employees and family members to phone-in or have in-person counselling, web and mobile access to resources, virtual training and webinars to support employee’s health and mental wellness.

Lastly, to ensure constant communication, the General Manager announces daily Site Updates by providing snapshots of the site’s achievements and activities; Human Resources disseminates weekly People Updates, with relevant topics on engagement, benefits, mental health, ergonomics and learning; and virtual sessions are held with the company’s global executives, who not only share Corporate Updates, but also convey their sincere appreciation for the impeccable way employees have delivered on objectives and navigated through these challenging times to support the company.

Exemplifying 3M’s Values

Throughout this crisis, the employees at 3M’s GSC have continued to exemplify 3M’s values and embody their work

culture, which is to have the customer at their core. As their management and ERT teams collaborate to secure employees’ safety and ensure seamless operations, they were recognized by industry affiliates for their Business Continuity Plan preparedness and agile response to the work-from-home set up. This epitomized their commitment to serve not just stakeholders, but other dependent communities as well.

With great pride for being a part of the company, 3Mers across the country demonstrate how they are Better Together in dealing with this ‘new normal,’ sharing their stories on social media with well-loved hashtags – #Lifewith3M#Proud3Mer and #3Mer.

XYRIS TAPIA

Author

Great Place To Work identifies Best Workplaces™ in Asia by surveying over 1 million employees in Asia and the Middle East about the key factors that create great workplaces for all and analyzing company workplace programs impacting over 4.7 million employees in the region.

To be considered, companies must first be identified as outstanding in their local region by appearing on one or more of our Best Workplaces lists in Greater China (including China, Hong Kong and Taiwan), India, Indonesia, Japan, Kuwait, Philippines, Qatar, Saudi Arabia, Singapore, South Korea, Sri Lanka, UAE, Vietnam during 2021 or early 2022.

Companies rank in three size categories: Small and Medium (10-499 employees); Large (500+); and Multinational. Multinational organizations are also assessed on their efforts to create great workplaces across multiple countries in the region. They must appear on at least two national lists in Asia and the Middle East and have at least 1,000 employees worldwide with at least 40% (or 5,000) of those employees located outside the headquarters country.

Great Place To Work identifies Best Workplaces in Asia™ by surveying 2.1 million employees in Asia and the Middle East about the key factors that create great workplaces for all and analyzing company workplace programs impacting 5.9 million employees in the region.

To be considered, companies must first be identified as outstanding in their local region by appearing on one or more of our Best Workplaces lists in Bahrain, Greater China (including China, Hong Kong and Taiwan), India, Indonesia, Japan, Kuwait, Oman, Philippines, Qatar, Saudi Arabia, Singapore, South Korea, Sri Lanka, UAE, Vietnam during 2022 or early 2023.

Companies rank in three size categories: Small and Medium (10-499 employees); Large (500+); and Multinational. Multinational organizations are also assessed on their efforts to create great workplaces across multiple countries in the region. They must appear on at least two national lists in Asia and the Middle East and have at least 1,000 employees worldwide with at least 40% (or 5,000+) of those employees located outside the headquarters country.

For All™ Methodology

Great Place To Work, the global authority on workplace culture, determined the Philippines Best Workplaces™ 2023 List by conducting annual workforce studies through our Trust Index Survey™ and Culture Management platform Emprising®, representing the voices of over 450,000 employees across the Philippines.

Employees responded to over 60 survey questions describing the extent to which their organization creates a great place to work For All™, meaning that the company empowers all individuals to reach their full human potential. Eighty-five percent of the evaluation is based on what employees report about their experiences of trust and reaching their full human potential as part of their organization, no matter who they are or what they do. We analyze these experiences relative to each organization’s size, workforce makeup, and what’s typical in their industry and region. The remainder of the evaluation is an assessment of all employees’ daily experiences of the company’s values, people’s ability to contribute new ideas, and the effectiveness of their leaders to ensure they’re consistently experienced.

To ensure surveys truly represent all employees, we require enough people in each organization to respond that results are accurate to a 95% confidence level and 5% margin of error or better. We review any anomalies in survey responses, news, and financial performance to ensure there aren’t any extraordinary reasons to believe we couldn’t trust a company’s survey results.

For All™ Methodology

Great Place to Work, the global authority on workplace culture, determined the Philippines Best Workplaces™ 2022 List by conducting annual workforce studies through our Trust Index Survey™ and Culture Management platform Emprising®, representing the voices of over 130,000 employees across the Philippines.

Employees responded to over 60 survey questions describing the extent to which their organization creates a great place to work For All™, meaning that the company empowers all individuals to reach their full human potential. Eighty-five percent of the evaluation is based on what employees report about their experiences of trust and reaching their full human potential as part of their organization, no matter who they are or what they do. We analyze these experiences relative to each organization’s size, workforce makeup, and what’s typical in their industry and region. The remainder of the evaluation is an assessment of all employees’ daily experiences of the company’s values, people’s ability to contribute new ideas, and the effectiveness of their leaders to ensure they’re consistently experienced.

To ensure surveys truly represent all employees, we require enough people in each organization to respond that results are accurate to a 95% confidence level and 5% margin of error or better. We review any anomalies in survey responses, news, and financial performance to ensure there aren’t any extraordinary reasons to believe we couldn’t trust a company’s survey results.

Categories:
These organizations’ assessment is based 100% on employee responses to the Trust Index survey.

  • Small 10-99 Employees

For larger organizations with more than 100 employees, we also use our Culture Audit™ tool, asking organizations to share with us their practices, policies, and programs to create a great workplace For All™ and evaluate the approach they take.

  • Medium 100-999 Employees
  • Large 1000+ Employees

Why do you say in one place your national list scoring is based on 85%/15% and in another place that it is 75%/25%?

We are explaining two different things:
1.  The criteria we evaluate

  •  85% concerned with Trust and Maximizing Human Potential and
  • 15% concerned with everything else

2.  Where the data comes from

  • 100% Trust Index for organizations with less than 100 employees
  • 75% based on the Trust Index survey analytics and 25% based on responses to the Culture Audit for organizations with more than 100 employees.
For All™ Methodology

Great Place To Work, the global authority on workplace culture, determined the Philippines Best Workplaces™ 2023 List by conducting annual workforce studies through our Trust Index Survey™ and Culture Management platform Emprising®, representing the voices of over 450,000 employees across the Philippines.

Employees responded to over 60 survey questions describing the extent to which their organization creates a great place to work For All™, meaning that the company empowers all individuals to reach their full human potential. Eighty-five percent of the evaluation is based on what employees report about their experiences of trust and reaching their full human potential as part of their organization, no matter who they are or what they do. We analyze these experiences relative to each organization’s size, workforce makeup, and what’s typical in their industry and region. The remainder of the evaluation is an assessment of all employees’ daily experiences of the company’s values, people’s ability to contribute new ideas, and the effectiveness of their leaders to ensure they’re consistently experienced.

To ensure surveys truly represent all employees, we require enough people in each organization to respond that results are accurate to a 95% confidence level and 5% margin of error or better. We review any anomalies in survey responses, news, and financial performance to ensure there aren’t any extraordinary reasons to believe we couldn’t trust a company’s survey results.

Categories:
These organizations’ assessment is based 100% on employee responses to the Trust Index survey.

  • Small 10-99 Employees

For larger organizations with more than 100 employees, we also use our Culture Audit™ tool, asking organizations to share with us their practices, policies, and programs to create a great workplace For All™ and evaluate the approach they take.

  • Medium 100-999 Employees
  • Large 1000+ Employees