This report analyzes employee engagement and wellbeing practices at Kibo Energy PLC, emphasizing their importance in enhancing organizational efficiency. It examines various engagement theories, conducts primary research to assess employee perceptions, and concludes with recommendations to improve employee satisfaction and commitment. Key findings indicate that while employee engagement is high, wellbeing practices are relatively lower, suggesting areas for improvement.

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Executive Summary
Employee engagement and wellbeing is a key issue to increase the efficiency of an organization.
If the employees can be perfectly engaged with the management, the goal of the organization
will be easily achieved. The employee engagement practices of KIBO Energy Plc. are analysed
in this report. The practices of the company to make betterment for the employees are illustrated
in this report. Different kinds of engagement theories including CIPD model 2014 and Deloitte
engagement theory are analysed properly and relate the organizational function. The effects of
employee engagement to achieve the goal organization are critically assessed in this report. A
primary research is conducted to the employees of KIBO Energy Plc. to assess the perception of
the employees about the engagement and wellbeing practices of the company. From the primary
research, the involvement of the employees in the decision making function, the considerations
of the employees voice by the management and the feedback of the employees about the
organizational wellbeing practices. Finally, the required recommendations are given to increase
the employee engagement and wellbeing practices of KIBO Energy Plc.

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Contents
Executive summary...........................................................................................................................i
Introduction..................................................................................................................................... 1
Definition of Employee wellbeing and engagement....................................................................... 1
Description of the company............................................................................................................ 2
CIPD- 2014 employee engagement and wellbeing model.............................................................. 3
Deloitte engagement theory............................................................................................................ 4
Consideration of employee voice.................................................................................................... 6
Decision making function............................................................................................................... 6
Feedback of the employees about the engagement and wellbeing ................................................. 7
Conclusion ...................................................................................................................................... 8
Recommendations........................................................................................................................... 9
References..................................................................................................................................... 10

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Introduction
The wellbeing and employee engagement denotes to create an employee based work
environment in the organization. The engagement of the employees in the decision making
process, the autonomy of the employees, their work hour, facilities, rights are also included in
the employee wellbeing and the engagement. The relationship between the management and the
personnel of an organization is an important factor to determine the wellbeing and the employee
engagement. To increase the efficiency of an organization, the employee engagement and
wellbeing is a crucial factor. By assuring this factor the performance of an organization can be
increased. In this report, KIBO Energy Plc. is chosen to describe the employee wellbeing and
engagement. The employee engagement factors are applied on the management of the company
to assess the functions of the company. Different kinds of theories are applied on the
management of KIBO Energy Plc. to assess the degree of engagement of the employees. How
the efficiency of the organization can be increased by the employee wellbeing is tried to relate
with the company. The theories about the employee engagement are described and relate to the
functions of the organization. After that, a primary research is conducted to the employees of the
company to assess their response about the behaviour of the company with the personnel. The
ultimate response of the employees about different aspect and the engagement forces of the
organization are analysed by the survey questionnaire. After assessing the employee engagement
and wellbeing requirements of the company, the required recommendation to improve the
employee’s engagement of the organization to increase efficiency are also described.
Definition of Employee wellbeing and engagement
Employee engagement is the broad concept in the modern age. Employee engagement and
wellbeing is closely associated with the motivations of the employees that gives focus on the
people management strategy. It is a process to motivate the employee to the functions of the
organization in order to increase the efficiency of the organization.
The employee engagement and wellbeing can be defined in another way. It includes the
facilities, work hour, decision making power in the organization to engage them in the functions
of the organization more effectively. To extract the best services from the employees of the

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organization, the employees are effectively engaged to the functions of the organization. By
doing the employee based functions, the managers of an organization can increase the overall
functions of the company (Chen and Cooper, 2014).
Description of the company
In this case KIBO Energy Plc. is chosen to complete the report about the employee wellbeing
and engagement. The company is a labour based organization. There are more than 10000 plus
employees are associated with the organization. The company is a producer of metals and listed
in the stock market of United Kingdom and the South Africa. The company has different types of
mineral projects. Day by day, the company increases its innovation to find out new mineral
projects in the United Kingdom and South Africa. The main objective of the company is to
explore and develop the mineral projects to increase the value of the organization. Hence, the
company has many departments including planning, human resource, public relation, sales etc.
Now the company has activity outside the Europe. The company has different types of project to
extract gold, platinum and coal to increase its value in the market. The policy of the company
about the personnel is very well planned. To secure the early cash flow, the company has
flagship coal and gold projects in the United Kingdom and South Africa (Cheung-Judge and
Holbeche, 2011).

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CIPD- 2014 employee engagement and wellbeing model
Source: (Cooper, 2013).
According to the CIPD employee engagement and wellbeing model, the wellbeing and
engagement of the employees are aggregated each other. The purpose of the company is to
maintain the employee engagement and the wellbeing perfectively. A company should try to
maintain the best combination of the employee wellbeing and engagement in the management.
To increase the performance of the organization, the uses of CIPD model in the management is
very significant. The degree of employee engagement and wellbeing affects the workplace of an
organization according to this model. As per this model, if the wellbeing of the employee is very
high in the organization, the overall productivity will be increased but the employee can leave
the organization for less employee engagement. On the other hand, if the engagement is very
high in the management of the organization, the employee can be stayed in the organization but
can be less committed to the work of the company. To make the employee most committed to the

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work the organization need to increase both engagement and wellbeing of the employees (Crane,
2010).
By applying the CIPD model to the management of KIBO Energy Plc. it can be seen that the
company has many employee engagement requirements in the management function. The high
command of the organization approves the employee to take the organization decision. The
decision making function of the company is decentralised. Besides, the innovation function of
the company is frequently seen. It can be concluded that the employee engagement is very high
in the organization where the employee wellbeing is relatively low. For this reason, the
employees are less committed to the organizational functions. They can do more for the
organization but for the absence of high employee wellbeing the employees are less committed
(Hawker, 2015).
Deloitte engagement theory
Source: (Jessup-Ramsay & Whitney, 2015).
About five factors are discussed in the Deloitte engagement theory. They are meaningful work,
hands on management, positive environment for work, opportunity for growth and trust in

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leadership of the organization. By analysing the employee based functions existed in the
organization these factors can be concluded. By ensuring the employee engagement and
wellbeing in the organization, these five factors can be secured in the organization. Besides, the
success of an organization basically depends on these five factors. By arranging some
motivational arrangements for the employees of the organization, these five key successful
factors can be grabbed by the organization. An organization should give extra effort to ensure the
above five successful factors in the organization (Mitchell, 2012).
Deloitte engagement theory is applied to the management of KIBO Energy Plc. It can be seen
that the company make profit since the last few years. The company secured its strong position
in the market. To produce coal and the precious metal product the company successfully operate
its functions. KIBO Energy Plc. achieves the five factor of Deloitte engagement theory by doing
following functions:
The company has many types of project. To ensure these as the meaningful work to the
employees the company has many teams to implement the project. The teams are the basically
small. For this reason, the management can explain the vision and mission of the project to the
employees very effectively and the employees can get a meaningful work concept. To ensure the
hands-on management the company clear its goal to the employees so that they can perform well
to achieve it. The work environment of the organization is employee based. The conditions of the
employees to perform the work of the organization are considered and the capacities of them are
considered before assigning work. The flexible work environment of the company secures the
positive work environment. The human resource managers of the organization arrange different
kinds of training program to make growth of the company. The top level management are very
affectionate to the employees of the company. By giving motivation and inspiration to the
employees of the company the trust is secured in the leadership of the company (Polachek,
2009).
Some primary researches are also conducted to the organization. In this research, some important
questions are conducted to the employees of KIBO Energy Plc. to assess the employee’s
engagement and wellbeing practices of the company. The presentation of the employees
perception about different kinds of employee based steps taken by the organization are given
below:

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Consideration of employee voice
The employees can give the valuable suggestion to the management of the organization. As the
employees are associated in the root level of the managerial functions, they can give more
authentic information to the management. Based on the information taken from the employees,
the managers can take the valuable decision for the organization. The employees can seek some
extra facilities and demanding extra salaries to the organization. By this research, it is tried to
assess the consideration of the company of the employee voice.
From the response of the 50 employees of the organization, it can be concluded that the company
considers the voice of its employees. In the regular function of the organization, the employees
demand various types of facilities. From the research, the employees are very satisfied about the
consideration of the company of their voice (Soane et al, 2016).
Decision making function
The crucial decisions of an organization are taken by the top level managers. In the regular
functions of the organization, different kinds of decision need to be taken. The employees are
associated to the operation of the company. They perceive the effect of a decision to the
management function of the company. If the managers make discussion with the employees of
42%
32%
14%
12%
Employee Voice
Very large extent Large extent Some extent Small extent

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the organization before taking decision, it will be more fruitful for the organization. By this
research, it is tried to assess the satisfaction of the employees about the decision making
function.
The involvement of the employees in the decision making function of the organization are
analysed in this section. Most of the employees of the company think that they have some extent
of access to make effective decision of the organization. Half of the employees of the
organization are happy with its decision making practices. They think that they have very large
extent and large extent of access to take decision for the management function of the
organization. On the other hand some employees of the company think that they have very small
extent of involvement to the decision making function of the organization. Some employees of
the company think that the decision making function of the organization is decentralised. Finally,
it can be concluded that the decision making function of the organization is quite employee
based to achieve the goal of the organization (Theobald & Cooper, 2012).
Feedback of the employees about the engagement and wellbeing
The feedback is collected from the employees of the organization about the employee
engagement and the wellbeing. Based on the feedback of the employees about the engagement
and the wellbeing, different kinds of decision can be taken by the management. If the employees
0
2
4
6
8
10
12
14
very large extent large extent some extent small extent no extent
Involvement of the employees in decision
making

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are satisfied in the workplace, they can give the extra effort to the management. By this function,
it will be easy for the organization to achieve its organizational goal (Hawker, 2015).
From the pie chart, it can be concluded that the employee wellbeing and engagement function of
KIBO Energy Plc. is very organized. The company is enabled to make the employees satisfied to
its function. About half of the employees of the company are satisfied on the wellbeing practice
of the company. It will make the employees committed to the management function of the
organization. The committed employees are very effective to achieve the organizational goal.
About 24% of total employees are neutral on the engagement and wellbeing practice of the
company while only 12% of total employees need to increase the engagement and wellbeing
activity of the organization. Above all, the employee based function of the organization about the
engagement and wellbeing is satisfactory for value addition (Crane, 2010).
Conclusion
Employee’s engagement and wellbeing are the motivational activities by which an organization
can extract the most possible service from the employees. To increase the efficiency of a
company, it must arrange the employee engagement and wellbeing. The human resource
department of an organization is mainly responsible for this function. In this report, the
22%
42%
24%
12%
Feedback of the employees about the
wellbeing and engagement
Very satisfied
Satisfied
Neutral
Need to increase

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employee’s wellbeing and the employee engagement are defined properly. Different model and
theory about the employee engagement and wellbeing are described and relate to the function of
KIBO Energy Plc. after analysing the management function of KIBO Energy Plc. the required
functions of the company are analysed about the employee’s engagement. The effects of the
employee’s engagement to the performance of the organization are also described. In this case,
CIPD model and the Deloitte engagement theory are analysed based on the practice of the
organization. A primary research is also conducted on the employees of the organization about
the employee engagement and wellbeing. The perceptions of the employees about the function of
the organization are collected by the research. The employee’s engagement and wellbeing
practices of the company are described and their effects to the organization performance are
assessed properly to completion the report.
Recommendations
The employee engagement and wellbeing practice is very crucial in an organization. An
organization is mainly operated by the employees. For this reason the employee satisfaction is
very signification to increase the organizational performance. By giving motivations to the
employees the performance of the company can be increased. As per the research, the
employee’s engagement of the company is very high. For this reason the employees can be stay
to the organization for a long. It is an important fact that the wellbeing practice of the
organization is relatively less than the employee engagement. It makes the employees less
committed to the functions of the company.
In this case, the company need to increase its wellbeing practice to the management. To associate
the employees to the management function, the management of the company can increase the
personal facilities. By increasing the personal facilities the employees can be more cautious to
perform the functions of the organization. Besides, the affectionate of the managers to the
employees can increase the organizational performance. The company can make more
decentralized its decision making function to attract the employees to the managerial function.
By making the decision making function decentralized the employees will be more associated
with the management functions.

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References
Chen, P. and Cooper, C. (2014). Work and wellbeing. West Sussex, UK: John Wiley & Sons.
Cheung-Judge, M. and Holbeche, L. (2011). Organization development.
Cooper, C. (2013). From stress to wellbeing. Hampshire: Palgrave Macmillan.
Crane, M. (2010). Managing for resilience.
Hawker, N. (2015). From Hire to Fire & Everything In Between. BookBaby.
Jessup-Ramsay, R. and Whitney, A. (2015). HR manager's guide to employee wellness
programs. Toronto, Ont.: Carswell.
Mitchell, D. (2012). 50 top tools for employee wellbeing.
Polachek, S. (2009). Worker wellbeing in a changing labor market. Bradford (England): Emerald
Group Publishing Limited.
Soane, E., Shantz, A., Alfes, K., Delbridge, R. and Truss, C. (2016). Employee engagement in
theory and practice.
Theobald, T. and Cooper, C. (2012). Doing the right thing. Basingstoke: Palgrave Macmillan.