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Performance Measures

Contents

About This Report

HSE Performance

Social Performance

Economic Performance

Looking Ahead

Employee Satisfaction - Global Opinion Survey

The most established and effective of our performance measures is the bi-annual Global Opinion Survey, first carried out in 2000 and repeated in 2002, 2004 and 2006. This has been a catalyst for many improvements and will continue to be one of our key measures into the future. Planning for the 2008 survey is well underway and it is expected that some significant changes will be made to further enhance the quality of the data obtained and our ability to take meaningful action as a result.

Below is a brief description of the results from our 2006 survey. The results from our 2000, 2002 and 2004 surveys can be found in the 2005 Sustainability Report and the full results for the 2006 survey can be found in the 2006 Sustainability Report

The 2006 Global Opinion Survey was completed towards the end of the year and presentations to employees were completed in early 2007. It indicated continued high levels of employee engagement with the values and direction of the Group. 90% of employees said that they were proud to work for Smith & Nephew and 84% believed that they would stay with the Group for the foreseeable future and would recommend the Group to friends and family as a good employer Our employees also told us that we need to improve our ways of working, speed up decision making and strengthen the link between performance and reward This survey used improved methodology providing a wider scope of measurements and the facility to be able to analyse down to individual departments. For the first time, it was conducted on line only and the company was delighted at once again getting such a high participation rate of 86%.

We have continued to implement a number of improvement activities resulting from the results of the 2006 survey. These include the rollout of training in effective managing of performance across the business which will continue into 2008 and the development of on-line talent management and performance review processes with the capacity to enable the linking of objectives at all levels to the delivery of our strategic goals.

2007 Sustainability Report

Global Opinion Survey Results 2006

% positive responses

SocialPerformance_PerformanceMeasures_GlobalOpinionSurveyTrendData2006

The 2008 survey has been completely overhauled to provide managers with the information and understanding that they need in order to take action that will deliver a culture in which our employees are aligned to, and actively supportive of being:

customer focussed and outward looking
accountable and responsible for their actions
decisive and action oriented
focused on performance improvement and delivery of our business goals
driven by our values and business principles

Other Measures 2007

The remaining measures are presented in the table below. Each measure has been defined so that data collected across the business will be consistent. To view the definition please click on the name of the individual measure in the left hand boxes in the table (e.g "Internal Appointments") and a text box will pop up containing this information.

Comment	Measurements
Internal Appointments In 2007 we have seen a continued improvement in this measure. We have started to measure specifically the percentage of management positions filled internally with a target of 70%. We believe that this is an important measure of our ability to attract and develop talent into our management.	In 2007 an average of 30.4% (compared with 28.2% in 2006) of vacancies in the Group were filled by internal applicants. The target is 40%.
Labour Turnover We measure general voluntary labour turnover as a measure of the success in retaining staff. We have investigated the increased turnover and believe that this is mainly due to the significant changes in the Group operations during 2007. The key factors are the continued implementation of the Earning Improvements Programme, the integration of the Plus business and the transition of many countries from indirect, full line market to direct market operations and our continued focus on performance improvement. This has clearly had the effect of unsettling some individuals and also makes year on year comparisons more difficult. This increase was anticipated and we believe that this has been successfully managed to ensure that we have retained our key talent.	The average voluntary labour turnover for the year was 10.5% (compared with 2.8% in 2006).
Labour turnover < 2 Years We also measure turnover relating specifically to employees who have been with the business less than 2 years. This measure is an indication of how well we recruit and then retain our employees. so that they can make a contribution to the business. There has been an increase since 2006 but we believe that the same factors indicated in the section on general voluntary turnover are relevant for this group and that we have retained the key talent through good management practice.	The average turnover of employees joining the company within a rolling 2 year period was 10.5% compared with 6.2% in 2006.
Global Opinion Survey See section above for details.