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At ‘Jordans Dorset Ryvita’ (JDR) our purpose is to be innovators in simple, natural foods that taste good and do you good. To be a great company, performance and growth has to underpin everything that you do. Performance is fundamental to JDR and our aim is to grow and perform in a “JDR Way”.

The JDR Way is shorthand for how we build and develop the culture and capabilities necessary to become a business that delivers higher levels of performance, profitability and moves us toward our purpose of being “innovators in simple, natural foods that taste good and do you good”.

Our success can only be achieved through the great people who work at JDR – together we can accomplish extraordinary results.

So how will JDR grow? We will focus on 3 areas to grow our business (our “capabilities”):

Ensuring our people are motivated to make a difference and able to perform at their best (“Engaged People”) Going above and beyond expected marketing practices to transform the way

consumers feel about our brands and categories (“Challenger Marketing”) Developing great tasting, good foods which are natural, healthy and sustainable

(“Good Food”)

This booklet outlines the SPIRIT of JDRThe SPIRIT of JDR provides the framework for how we do things at JDR. It describes our culture and guides us in everything we do – from day to day activities to key business decisions, underpinning the business and how we treat each other. We believe that this SPIRIT sets us apart from others, drives our performance and growth and helps ensure that JDR is a great place to work.

We ensure the highest standards of quality in everything we do to deliver an outstanding product and service for our customers and consumers.

Why is it important?The value of Superior Quality will create a real loyalty in our customers, consumers and colleagues to the JDR collection of products and brands.

Behaviours to live by: be sure to understand the expectations of your role adhere to all processes/standards be vigilant over checking safety and hygiene standards do the job “right fi rst time” say if you do not understand something see it as our own personal duty to “fi x a problem” highlight any problems immediately, e.g. alert others pay real attention to detail in our own work deal with/refer any customer or quality issues quickly use “fact not feel” in arriving at decisions ensure detailed planning to assist delivery

share best practice with others

Behaviours to avoid: take “short cuts”

do the minimum required

accept a below standard product or service

ignore a problem that has arisen

make assumptions, e.g. over a safety issue

distract others from the work in hand

Behaviours for managers: be an advocate for the business and the people that make it successful communicate with the team so they are clear on what success looks like delegate eff ectively, do not dump and run give regular feedback to your team and encourage it in return fi nd ways to remove barriers to your teams performance

We will respond to the needs of our customers, consumers and colleagues with real passion to ensure JDR is both proactive and agile in a fast moving market environment, and always delivering our business performance targets.

Why is it important?Customer and consumer expectations are constantly increasing and JDR needs to respond quickly to exceed the ever-changing demands.

Behaviours to live by: drive to constantly improve performance be passionate respond quickly to others’ requests be hard working and committed set ambitious targets/standards focus on delivery display a ‘Can Do’ attitude, e.g. “Yes, we can do it” take quick action when issues arise do things without being asked pick up and drive issues go the extra mile achieve targets/deadlines keep colleagues informed and up-to-date passionate about our brands, products and people

Behaviours to avoid: lack energy and enthusiasm be closed to doing things diff erently be one-paced clock watch puts up barriers or obstacles to change lack the urgency to deliver

Behaviours for managers: set the agenda and pace focus on delivering results through your team drive SPIRIT and challenge average or poor performance demonstrate pride in the business, brands and our people think organisation fi rst, function second and yourself last

We adapt to new situations and take opportunities, also develop new ideas/approaches so that JDR is seen as a highly creative & innovative business.

Why is it important? The value Initiative will provide fresh thinking, new ideas and action to give JDR a competitive advantage as innovators in good food.

Behaviours to live by: use own initiative seize opportunities make things happen to implement ideas ask questions “Why do we do it this way?” look for gaps in current approach look outside the organisation for ideas ask “How else can we do it?” think about changing needs of customers/consumers suggest new ideas/approaches explain/communicate change clearly help colleagues adapt to change review the progress of change

Behaviours to avoid: delay taking action prefer to do it “as we have always done it” actively resist change be defensive about feedback on own work/area put “a stopper” on new ideas undermine new initiatives

Behaviours for managers: set the agenda be an ambassador for change in the business be the fi rst to volunteer and lead by example plan forward (for you and your team) call bad behaviour at all levels step out of the day job and think more broadly

We value our colleagues, customers and community and respect our diff erences and the diff erent contributions that each of us can make.

Why is it important?JDR will benefi t from making the most of its diversity and valuing the contribution that everyone can make.

Behaviours to live by: value others respect diversity, e.g. culture, language make the most of diff erent skills and abilities encourage the expression of diff erent views open up debate/discussion look for the best in people challenge inappropriate behaviour value others’ work recognise others’ contributions and performance say “thank you” and “well done” “celebrate heroes and stars” regularly challenge any barriers to success

Behaviours to avoid: talk down to people show a lack of patience/tolerance discriminate or show favouritism say “what people want to hear not what is right” look for someone to blame take all the credit for a success

Behaviours for managers: be a role model for SPIRIT recognise all the relationships that you need to actively support/develop recognise everyone who goes above and beyond treat people as adults and respect everyone get to know people as people, their strengths, values, and limitations encourage everyone to have a view

We take responsibility and act with honesty and integrity at all times and care for the sustainability of our product and environment in all our actions.

Why is it important? The value Integrity ensures responsibility in all dealings with our customers, consumers and colleagues. It also emphasises the commitment of JDR to the wider environment.

Behaviours to live by: take full responsibility in our actions “do what we say we will” be open and honest be open about any mistakes or errors challenge if you do not believe in something put in a good days’ work every day keep waste to a minimum re-cycle materials wherever possible use sustainable product wherever possible keep own area clean and tidy challenge any below standard product/materials take the environment into account in all decisions

Behaviours to avoid: blame others for any problems cover up issues accept inappropriate behaviour treat product and materials without due care accept poor housekeeping or standards pay “lip service” to sustainability and the environment

Behaviours for managers: develop yourself and others be open to 360˚ feedback on my contribution be willing to ask for help when needed know your strengths and values, and play to them use humility to lead without title support and promote our JDR environmental and sustainability

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We work together with our customers, colleagues & community to create a great team & partnership.

Why is it important? The value of Teamwork will create a sense of common purpose and maximise the contribution of every member of the JDR team.

Behaviours to live by: be co-operative help others without being asked work to a common goal keep others informed and up-to-date, inside/outside the business welcome new people to the team get people involved ask for others’ views and opinions bring in expertise from other areas encourage others to perform at their best provide honest and constructive feedback share own knowledge with others progress own training & development share best practice widely

Behaviours to avoid: keep information to oneself ignore someone in need of help/support talk down to people criticise a colleague in front of others work against colleagues or other teams act selfi shly, e.g. take all the credit for achievements

Behaviours for managers: take people with you ensure you have quality time to coach and develop people develop relationships across the business based on mutual trust help your team to solve their own problems (more pull than push) look to resolve any unhealthy tensions in your team

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