Page 1 of 13<\/p>\n
Emma\u2019Z<\/p>\n
Case Study Dr. Shady Hana, 2022<\/p>\n
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\nPage 2 of 13<\/p>\n
Part 2<\/p>\n
Emma\u2019Z Current Situation After decades of learning, trial and error, and growth and decline, Emma\u2019Z is at a unique situation with<\/p>\n
the Pandemic impact created a situation where they could not continue with business as usual.<\/p>\n
Currently Emma\u2019Z Holding total employees are over 100\u2019000 employees, in several business units:<\/p>\n
1- Emma\u2019Z Holding (E\u2019ZH), where all strategic leaders of the entire group are allocated.<\/p>\n
2- Emma\u2019Z retail (E\u2019ZR) including Emma\u2019Z original (E\u2019ZO) and Emma\u2019Z Econo (E\u2019ZE) brands, with 1000<\/p>\n
stores spanning across Canada and the US and looking to expand worldwide.<\/p>\n
3- Emma\u2019Z Supply chain (E\u2019Z SC), Purchasing and transporting all products sold in all stores, running<\/p>\n
150 semi trucks, and looking to expand by selling supply chain and transport services to other<\/p>\n
players in the market.<\/p>\n
4- Emma\u2019Z Processing (E\u2019ZP), five processing facilities producing 50% of all store\u2019s needs, and looking<\/p>\n
to expand to a 100% in the next three years.<\/p>\n
5- Emma\u2019Z Agriculture (E\u2019ZA), three farms producing year around vegetables supplying stores with<\/p>\n
25% of their needs and looking to expand to 100% in the next five years.<\/p>\n
listed below are specifics of the different business units.<\/p>\n
For financial, Headcount, Salaries, , Social media analytics, Customer and Employees satisfaction surveys<\/p>\n
pleaser refer to the posted Excel Sheet.<\/p>\n
Emma\u2019Z Holding A new Invention based on a solid collective financial advise from all finance professionals in all business<\/p>\n
units, leading to the establishment and redistribution and allocation of resources. \u201cCreating a holding<\/p>\n
entity is something that we should have done twenty years ago\u201d Said Vikash.<\/p>\n
Now the holding entity is the home of all the organization strategic leaders, and this year is the first year<\/p>\n
where the organization leaders are coming together around the same strategic planning space, where<\/p>\n
they are realizing how much did they miss by not doing that earlier throughout the previous years.<\/p>\n
Currently the Holding is employing over 300 employees out of which 10 strategic leaders, 12 leaders of<\/p>\n
managers, 50 managers of others, and 250 individual contributors. (Mainly IT, Admin, accounting, payroll<\/p>\n
staff)<\/p>\n
Part of what was realized when putting together the holding structure was the resources redundancies<\/p>\n
that were created across the organization, also, the conflicting, overlapping policies and procedures<\/p>\n
between different business units.<\/p>\n
Page 3 of 13<\/p>\n
The privately owned giant can\u2019t keep going on as is and they must come to a determination on one of<\/p>\n
the below directions within the next 6-12 months, in their initial strategic planning meeting, E\u2019Z Holding<\/p>\n
strategic leaders came to a list of possible solutions to the current situation.<\/p>\n
1. Offering the organization for an Initial Public offering (IPO)<\/p>\n
2. Rightsizing the organization<\/p>\n
3. Sellout the most cost\/least profitable business unit, especially with Walmart offer on the table<\/p>\n
4. Outsource \/ offshore options<\/p>\n
5. Others<\/p>\n
While everybody looked at the VP HRM for recommendations, she surprised them with a personal good<\/p>\n
news that she is going on a maternity leave in 3 months time and that she is recommending YOU as the<\/p>\n
consultant\/s to support the organization making such determinations and decisions while she is away.<\/p>\n
Emma’Z President &<\/p>\n
CEO<\/p>\n
VP Finance<\/p>\n
Finance Director<\/p>\n
Accounting Director<\/p>\n
VP Retail<\/p>\n
Director Emma’Z Orginal<\/p>\n
Director Emma’Z Econo<\/p>\n
VP Supply Chain<\/p>\n
Director Warehousing<\/p>\n
Director Transportati<\/p>\n
on<\/p>\n
Director Purchasing<\/p>\n
VP Processing<\/p>\n
Director Processing Facilities<\/p>\n
VP Agricluture<\/p>\n
Director Farms<\/p>\n
VP Support<\/p>\n
HR Director<\/p>\n
Admin Director<\/p>\n
Legal Director<\/p>\n
IT Director<\/p>\n
Maintenance Director<\/p>\n
Marketing Diector<\/p>\n
Director Compliance<\/p>\n
Page 4 of 13<\/p>\n
Emma\u2019Z Retail Emma\u2019Z original (E\u2019ZO), and Emma\u2019Z Econo (E\u2019ZE) are the two flagships carrying the brand all over Canada<\/p>\n
with around 1000 stores split 80\/20 between E\u2019Z O and E\u2019ZE, valued at $18 Billion, and generating 21.2<\/p>\n
billion CAD in annual revenues, employing approximately 95\u2019000 employees; Retail operations<\/p>\n
headquarter is based in Mississauga ON, and Retail support services (Maintenance, Legal, Admin, HR, and<\/p>\n
purchasing Temp offices) is based in Vaughn, ON<\/p>\n
The operations model currently is a result of the exceptional growth level in the past years, currently:<\/p>\n
Stores are open 8:00 Am \u2013 12:00 midnight, three shifts 8:00 Am-4:00 Pm, 4:00 \u2013 12:00 Midnight, and<\/p>\n
restocking and inventory shift 12:00 midnight \u2013 8:00 Am<\/p>\n
Below is the current store operations headcount plan and structure<\/p>\n
Store 1 Store 2 Store 3 Store 4 Store 5<\/p>\n
Store manager .33 .33 .33<\/p>\n
Asst. Store Mgr.<\/p>\n
4<\/p>\n
HR, Admin &It Mgr<\/p>\n
.25 .25 .25 .25<\/p>\n
HR Supervisor 1<\/p>\n
Purchasing mgr.<\/p>\n
.20 .20 .20 .20 .20<\/p>\n
Purchasing Supervisor<\/p>\n
.50 .50<\/p>\n
Associates 70-90<\/p>\n
Secretary 1<\/p>\n
Sample Store organization structure<\/p>\n
Store Manager (1\/3)<\/p>\n
Helpant Store Manager (4\/store)<\/p>\n
Associates (70-90 per store)<\/p>\n
HR, Admin and IT (HRAI) Mgr (1\/4<\/p>\n
per store)<\/p>\n
HRAI Supervisor (1 per store)<\/p>\n
Purchasing Mgr (1\/5 per store)<\/p>\n
Purchsing supervisoer (1\/2<\/p>\n
per store)<\/p>\n
Store manager secretary<\/p>\n
Page 5 of 13<\/p>\n
\u201cIt feels like I am back home, my entire family members and neighbours from my village are all working<\/p>\n
here\u201d as stated by tens of employees sums up the reality of recruitment, selection, and hiring situation in<\/p>\n
Emma\u2019Z retail, where 85% of employees come from the same ethnic background which presents strength<\/p>\n
as well as opportunities.<\/p>\n
\u201cWe have never been challenged this way in the past 30 years, during the pandemic several times an entire<\/p>\n
store almost came to shut down, wen one employee came down with symptoms, as all employees in all<\/p>\n
shifts are either married, friends with, or living together\u201d said the oldest store manager in the system.<\/p>\n
Retail Employees\u2019 satisfaction survey conducted in 2021 is showing a total satisfaction rate of 69% second<\/p>\n
least, while the current retail employees turnover rate is averaging 70% (Original 65%, Econo 75%).<\/p>\n
HRM Division is unable to keep up with the growth level and employee\u2019s turnover, meanwhile United<\/p>\n
Food and Commercial Workers (UFCW) union made two attempts at Emma\u2019Z retail employees to set up<\/p>\n
a union shop in the past three years that did not workout because of the employees\u2019 turnover rates.<\/p>\n
\u201cChanging Government Restrictions is making the Retail business less appealing by the hour for investors\u201d<\/p>\n
Vikash Said, minimum wages increase, essential services announcements, client\u2019s capacity changes and<\/p>\n
limitation, shifting to online shopping, and curbside pickup, and home delivery model, and employees\u2019<\/p>\n
safety, liabilities, and turnover.<\/p>\n
Last week, Walmart offered to purchase all Emma\u2019Z Original 800 stores at a 150% of it\u2019s net worth, while<\/p>\n
the Offer expires in two months time Emma\u2019Z holding need to decide what do they intend to do about<\/p>\n
that offer.<\/p>\n
Page 6 of 13<\/p>\n
Emma\u2019Z Supply Chain Emma\u2019Z Supply chain (E\u2019Z SC) Started In 2001 after the organization realizing the significant cost of the<\/p>\n
supply chain management, and transport to the retail empire, and that vertical integration would save<\/p>\n
Emma\u2019Z at least six figures annually.<\/p>\n
Currently E\u2019Z SC is employing over 300 employees, mostly AZ truck drivers, challengingly operating 150<\/p>\n
Semis (A semi-tractor-trailer truck, also known as simply a semi-trailer truck, semi-tractor truck, semi-<\/p>\n
tractor-trailer or tractor-trailer truck, is the combination of a tractor unit and one or more semi-trailers to<\/p>\n
carry freight. A semi-trailer attaches to the tractor with a type of hitch called a fifth wheel), Generating<\/p>\n
$180 million annual revenue, servicing basically two main client E\u2019ZE and E\u2019ZO, as well as the processing<\/p>\n
and agriculture business units.<\/p>\n
E\u2019Z SC is looking to expand further in the next few years by selling supply chain and transport services to<\/p>\n
other smaller size players in the market. by adding more transport capacity by increasing the number of<\/p>\n
Semis to 300, adding E\u2019ZSC Air to the mix, acquiring three cargo planes and an air field storage space, ,<\/p>\n
and introducing futures contracting with local and international suppliers ( a futures contract is a<\/p>\n
standardized legal agreement to buy or sell something at a predetermined price at a specified time in the<\/p>\n
future).<\/p>\n
E\u2019Z SC Employees\u2019 satisfaction survey conducted in 2021 is showing a total satisfaction rate of 74% third<\/p>\n
highest, while the current E\u2019Z SC employees turnover rate is averaging 10% (Not Including Warehousing<\/p>\n
employees).<\/p>\n
Supply Chain VP<\/p>\n
Contracting Director<\/p>\n
Purchasing Mgr (2)<\/p>\n
Purchaser (5)<\/p>\n
Ordering Director<\/p>\n
Ordering Mgr.<\/p>\n
Ordering Supervisor (2)<\/p>\n
Finance Director<\/p>\n
Finance Manager<\/p>\n
Finance Specialiest (4)<\/p>\n
Operations Director<\/p>\n
Transport Supervisor (7)<\/p>\n
AZ Driver (300)<\/p>\n
Warehousing DIrector<\/p>\n
Warehosing Mgr.<\/p>\n
Warehouse supervisors (2)<\/p>\n
Warehouse employees<\/p>\n
(outsourced 150)<\/p>\n
SC VP Helpant<\/p>\n
Page 7 of 13<\/p>\n
Emma\u2019Z Processing Started in 2002 with an idea from E\u2019Z\u2019s soup kitchen operations that found its way to the president, and<\/p>\n
he decided to act on it, Emma\u2019Z Processing (E\u2019ZP) processes all fresh vegetables, and fruits coming from<\/p>\n
E\u2019Z Agriculture, as well as beef, poultry , and other types of meat; producing 50% of total stores needs,<\/p>\n
Currently employing over 550 employees in 5 processing facilities, out of which three are strategically<\/p>\n
located next to E\u2019Z Farms, and two are in Mississauga ON. E\u2019ZP is generating an average annual revenue<\/p>\n
of about $100 Million, currently they are producing 50% of all store\u2019s needs, and looking to expand to a<\/p>\n
100% in the next three years.<\/p>\n
by adding five more processing facilities outside of Ontario, Increasing processing automation, and use<\/p>\n
of state-of-the-art packaging technology.<\/p>\n
E\u2019ZP Employees\u2019 satisfaction survey conducted in 2021 is showing a total satisfaction rate of 76%, The<\/p>\n
second Highest while the current employees turnover rate is below 6% (in all five facilities).<\/p>\n
Currently the facilities are working four days per week, two ten hours shifts per day 5:00-15:00 and 14:30-<\/p>\n
22:30, facilities are closed for maintenance, cleaning, and sanitation Fri-Sat.<\/p>\n
UFCW and Unifor made several unsuccessful unionization attempts at Emma\u2019Z processing employees,<\/p>\n
employees rejected the notion of unionization.<\/p>\n
\u201d We are happy with everything the way it is, and we are not looking to change it\u201d several comments held<\/p>\n
that meaning in the employee satisfaction survey.<\/p>\n
E’Z Processing VP<\/p>\n
Mgr. HR& Admin<\/p>\n
HR Specialiest (5)<\/p>\n
Legal Counsellar<\/p>\n
Director of Production<\/p>\n
P.Facility Manager (7)<\/p>\n
P. Facility Supervisor (30)<\/p>\n
P. Facility staff (350)<\/p>\n
Director of warehousing<\/p>\n
Warehousing manager (5)<\/p>\n
Warehousing Supervisor (12)<\/p>\n
Warehousing associated (25)<\/p>\n
Director of Quality Control<\/p>\n
Quality assurance Mgr.<\/p>\n
(4)<\/p>\n
Quality COntrol Supevisor (10)<\/p>\n
Lab Mgr. (2)<\/p>\n
Bioligest(2)<\/p>\n
VP Helpant<\/p>\n
Page 8 of 13<\/p>\n
Emma\u2019Z Agriculture Started in 2003 at the notion of vertical and horizontal integration discussed in a meeting Between Vika<\/p>\n
and E\u2019ZO CFO, who engaged the idea almost immediately, by adding this last piece to his empire.<\/p>\n
Emma\u2019Z Agriculture (E\u2019ZA) is currently operating three farms in Ontario, employing over 300 employees,<\/p>\n
mostly international farming workers who are living on the farms, The farm operates on a 12 hours shifts,<\/p>\n
seven days a week starting at 5:00 Am, workers are working on rotating schedules five days a week.<\/p>\n
E\u2019ZA is generating an average annual revenue of $335 Million; utilizing state of the art techniques and<\/p>\n
green houses E\u2019ZA produces year around vegetables and fruits supplying stores with 25% of their needs<\/p>\n
and looking to expand to 100% in the next five years by adding five more farms outside of Canada.<\/p>\n
E\u201dZA recent employees\u2019 satisfaction survey is showing a total satisfaction rate of 63% the lowest, while<\/p>\n
the current retail employees turnover rate is averaging 40% (in all three farms).<\/p>\n
E’Z Agriculture VP<\/p>\n
Director of Farming<\/p>\n
Farm Mgr. (5)<\/p>\n
HR& Admin Mgr. (2)<\/p>\n
Farm supervisor (15)<\/p>\n
Farmer (300)<\/p>\n
Director of warehousing<\/p>\n
Warehouse Mgr. (6)<\/p>\n
Dirctor of logestics<\/p>\n
Ordering Mgr (2)<\/p>\n
VP Helpant<\/p>\n
Page 9 of 13<\/p>\n
E\u2019Z Headcount<\/p>\n
Strategic Leaders<\/p>\n
Leaders of Managers<\/p>\n
Managers of Others<\/p>\n
Individual Contributors<\/p>\n
Total HC<\/p>\n
Emma’Z Original<\/p>\n
30 400 11000 68,000.00 79430<\/p>\n
Emma’Z Econo<\/p>\n
20 100 5300 18,900.00 24320<\/p>\n
Emma’Z Processing<\/p>\n
1 25 100 450 576<\/p>\n
Emma\u2019Z Supply Chain<\/p>\n
1 5 25 300 331<\/p>\n
Emma\u2019Z Agriculture<\/p>\n
1 3 50 350 404<\/p>\n
Total 53 533 16475 88000 105061<\/p>\n
*Not Including E\u2019Z Holding<\/p>\n
Page 10 of 13<\/p>\n
Appendences<\/p>\n
Clients Satisfaction Survey<\/p>\n
Only Retail clients were surveyed, Respondents Sample Size N=590’000<\/p>\n
1- Overall satisfaction is calculated automatically from the other questions<\/p>\n
2- How Likely would you recommend others to shop at E’Z?<\/p>\n
3- How would you rate your overall satisfaction of the products availability and variety?<\/p>\n
4- How would you rate our spectrum of services?<\/p>\n
5- How would you rate the Quality you are receiving (Products, service)?<\/p>\n
6- How would you rate the value for your money you are receiving?<\/p>\n
7- How would you rate the overall cleanliness in our premises?<\/p>\n
8- How would you rate the friendliness of our team members?<\/p>\n
Social Media Analytics (Quarterly Report)<\/p>\n
1- Overall<\/p>\n
Satisfaction 2- Recommendation 3- Products 4- Service 5- Quality 6- Value 7-Cleanliness 8- friendliness<\/p>\n
E’Z O 80.6 87 89 67 82 95 66 78<\/p>\n
E’Z E 87.6 93 95 76 89 98 69 93<\/p>\n
Retail<\/p>\n
Social Media Accounts Analytics Quarterly report<\/p>\n
SMA Introduced garadually in 2017<\/p>\n
LinkedIn Facebook Twitter Instagram LinkedIn Facebook Twitter Instagram LinkedIn Facebook Twitter Instagram LinkedIn Facebook Twitter Instagram LinkedIn Facebook Twitter Instagram LinkedIn Facebook Twitter Instagram<\/p>\n
Since 2017 2018 2018 2019 2017 2018 2018 2019 2017 2018 2018 2019 2017 2018 2018 2019 2017 2018 2018 2019 2017 2018 2018 2019<\/p>\n
Success Snapshots<\/p>\n
Total new followers 500 250 125 50,000 100,000 35,000 14,000 2,500 625 1 8 51,126 100,258 35,125 14,000<\/p>\n
Total followers 25,000 12,500 6,250 2,500,000 5,000,000 1,750,000 700,000 125,000 31,250 31 375 2,556,281 5,012,875 1,756,250 700,000<\/p>\n
Total engagements 1,000 500 250 100,000 200,000 70,000 28,000 5,000 1,250 1 15 102,251 200,515 70,250 28,000<\/p>\n
Total website traffic 15,000 7,500 3,750 1,500,000 3,000,000 1,050,000 420,000 75,000 18,750 19 225 1,533,769 3,007,725 1,053,750 420,000<\/p>\n
Comparative Change (Quarterly basis) 10% 5% 3% 1000% 2000% 700% 280% 50% 13% 0.01% 0.15% 1023% 2005% 703% 280%<\/p>\n
Compliance<\/p>\n
AODA % 95 98 97 98 98 97 96 95 95 87 76 75 54.4 38.8 19.2<\/p>\n
TTLAgriculture Processing Supply Chain RetailHolding<\/p>\n
Page 11 of 13<\/p>\n
Employees Satisfaction Survey Questions<\/p>\n
*Employees Survey results available in the supporting documents Package (Excel sheets)<\/p>\n
Organization relation and employee satisfaction survey<\/p>\n
1. Is there a clear understanding of the strategic objectives of the organization?<\/p>\n
In research conducted by QuestionPro, 36% of employees said that better visibility of organizational<\/p>\n
goals would amplify their satisfaction and job performance.<\/p>\n
2. Is it clear to you what your role demands in meeting the company objectives?<\/p>\n
When employees have a sense of direction how they fit in the long-term broader company vision it does<\/p>\n
impact job satisfaction positively.<\/p>\n
3. Do you believe that there is an opportunity for individual career growth and development within the<\/p>\n
company?<\/p>\n
If the employee is directionless in terms of growth, eventually the employee will leave sooner or later.<\/p>\n
4. Will you be working for the same organization in the next 2 years?<\/p>\n
A satisfied employee acts as a word-of-mouth promotion tool for the organization, hence this question<\/p>\n
is of immense significance and if the answer to this question is no, it should ring alarm bells within the<\/p>\n
organization and call for immediate corrective measures.<\/p>\n
5. Are you satisfied with your job overall?<\/p>\n
This will give you an overall average overview of employee\u2019s perceptions towards the organization.<\/p>\n
Employee Satisfaction Survey<\/p>\n
S# Aspect Holding Retail Supply<\/p>\n
Chain Processing Agriculture<\/p>\n
Average Q<\/p>\n
TTL<\/p>\n
Sample Size Percentage 100% 89% 78% 85% 75% 85%<\/p>\n
S1 Organization relation and employee satisfaction survey Holding Retail Supply<\/p>\n
Chain Processing Agriculture<\/p>\n
90.2 70.6 76.2 74.2 73 76.84<\/p>\n
S2 Teamwork and employee satisfaction survey Holding Retail Supply<\/p>\n
Chain Processing Agriculture<\/p>\n
91 90 89 94 90 91<\/p>\n
S3 Information and employee satisfaction survey Holding Retail Supply<\/p>\n
Chain Processing Agriculture<\/p>\n
85 75 78 77 67 76<\/p>\n
S4 Relationship with the supervisor and employee satisfaction survey Holding Retail Supply<\/p>\n
Chain Processing Agriculture<\/p>\n
73 57 67 72 43 62<\/p>\n
S5 Job passion and self-Assessment employee satisfaction survey Holding Retail Supply<\/p>\n
Chain Processing Agriculture<\/p>\n
82 70 82 78 56 74<\/p>\n
S6 Feedback and employee satisfaction survey Holding Retail Supply<\/p>\n
Chain Processing Agriculture<\/p>\n
54 60 72 74 50 62<\/p>\n
S7 Fairness at work and employee satisfaction survey Holding Retail Supply<\/p>\n
Chain Processing Agriculture<\/p>\n
63 60 52 60 59 59<\/p>\n
Total Categories Across the Organization 77 69 74 76 63 72<\/p>\n
Page 12 of 13<\/p>\n
Teamwork and employee satisfaction survey<\/p>\n
Research has proved that teamwork culture has a direct impact on job satisfaction; we have underlined<\/p>\n
3 questions that have to be part of your employee satisfaction survey:<\/p>\n
6. Do you relish being a member of your team?<\/p>\n
7. Is your team an inspiration for you to do your best at the job?<\/p>\n
8. Does your team provide you support at work whenever needed?<\/p>\n
Information and employee satisfaction survey<\/p>\n
This part often goes unnoticed in organizations especially when the employee is a recent hire they<\/p>\n
depend highly on the information.<\/p>\n
9. Do you struggle to get information to make better decisions at work?<\/p>\n
10. If something unusual comes up, do you know who to go for a solution?<\/p>\n
11. Does the organization inform you about all the resources and tools to perform your duties well?<\/p>\n
Relationship with the supervisor and employee satisfaction survey<\/p>\n
12. Do your seniors, managers encourage you to give your best effort?<\/p>\n
13. Do you feel you are rewarded for your dedication and commitment towards the work?<\/p>\n
14. Do you feel that your opinions are heard and valued by your superior?<\/p>\n
15. Do you feel there is a scope for personal growth such as skill enhancement?<\/p>\n
Job passion and self-Assessment employee satisfaction survey<\/p>\n
16. Do you experience personal growth such as upgrading your skills and learning other tasks apart from<\/p>\n
your regular to-dos?<\/p>\n
17. Does the management involve you while taking leadership related decisions?<\/p>\n
18. Do you think you are valued by your manager?<\/p>\n
19. Do you think you go beyond your limits to fulfill a task?<\/p>\n
20. Do you think your job makes a positive difference in other\u2019s life?<\/p>\n
21. Do you think you have had enough training to solve customer issues?<\/p>\n
22. Do you think the management respects your personal family time?<\/p>\n
Feedback and employee satisfaction survey<\/p>\n
23. Do you receive constructive feedback from your manager?<\/p>\n
24. Does your manager praise you when you have done a good job?<\/p>\n
Work\/Life balance and employee satisfaction survey<\/p>\n
Page 13 of 13<\/p>\n
25. Do you think the environment at work helps you strike the right balance between your work life and<\/p>\n
personal life?<\/p>\n
26. Does your job cause an unreasonable amount of stress for you?<\/p>\n
27. Do you think your manager understands a healthy balance between work life and personal life?<\/p>\n
Fairness at work and employee satisfaction survey<\/p>\n
28. Do you think your manager treats all the team members equally?<\/p>\n
29. Do you think the organization has fair policies for promotion for all employees?<\/p>\n
30. Do you feel that the management is just towards administering policies concerning employees?<\/p>\n
References https:\/\/www.styledemocracy.com\/canadian-retail-history\/<\/p>\n