Cargo Community Network

​​​​​CCN has successfully set itself apart from its competitors by adopting an employee-driven work-life strategy. The open relationship between the management and employees has allowed CCN to understand the lifestyle needs of its employees and tailor its work-life programmes accordingly. These work-life programmes have brought about tangible benefits, such as lower absenteeism and medical claims year-on-year.

Facts in a Flash

Industry Industry: Information & Communications

Employment size Employment size: Information not available

Employment profile Employment profile: IT professionals, sales and marketing staff

Employment profile Featured work-life programmes:

Flexible Work Arrangements
  • ​Flexi-time (staggered time; ad hoc work from home)
Leave Schemes
  • Enhanced Family Care Leave
Employee Support Schemes
  • Health and wellness programmes
Click here to o​​​​​​​pen the Executive Summary.

Business Case

Cargo Community Network (CCN) eschews the cost-reduction bottom line mindset commonly adopted by Small Medium Enterprises (SMEs). Instead, as they understand that knowledge retention is vital in the airfreight solutions provider industry, CCN created an employee-focused workplace, which offers a win-win solution by meeting employee needs and ensuring the retention of key staff.

Success Factors

1. Organisational Leadership Strategy

The crucial element in the success of CCN’s work-life strategy lies in its strong organisational trust culture. Management support is a key factor in creating a positive trust culture at CCN and the leadership team has consistently spearheaded work-life programmes. These measures demonstrate that the management takes an authentic interest in employees’ work-life needs.

2. Organisational Work-life Strategy

The organisation tailors its work-life programmes to suit the lifestyle needs of its employees. CCN also pilots all new work-life programmes amongst employees. This allows the organisation to gauge the effectiveness of each programme and fine-tune them, prior to officially implementing them. The transparency of processes when implementing such programmes, coupled with positive interpersonal relationships within the organisation, have made employees receptive towards the various work-life programmes offered by CCN.

3. Information Management Strategy

The management believes that openness and transparent communication is necessary to foster trust-based working relationships. The organisation utilises multiple modes of communication, such as an Open-Door policy, regular meetings between Management and Department Heads as well as between Department Heads and their respective staff, and focus groups, which assure employees that their opinions, needs and concerns are valued. These various channels work in tandem to create a successful communications strategy for CCN.

Moving Forward

CCN has overcome financial and time constraints - obstacles common amongst SMEs by progressively tapping on work-life resources and the various grants available.

The strong positive response from the employees towards the work-life programmes, improved team spirit and sense of camaraderie amongst employees, coupled with the cost savings (lower absenteeism and medical claims) experienced by CCN as a direct result of its work-life programmes is an affirmation of its efforts.

Recognising that the organisation’s work-life journey is a constant work in progress, CCN will continue to fine-tune its work-life strategy as employees’ needs evolve.

Click here to download the full Case Study.

This case study was first published on the former Employer Alliance website.​​