Employee engagement in a company is not a given – especially in manufacturing, where it can be a real challenge. Unlike in office settings, production employees often work in shifts, have limited access to digital information, and face structural or geographical barriers to direct communication with decision-makers. That’s why building a culture where employees feel heard, valued, and empowered to drive change is both crucial and complex.

Clear results from consistent effort

MV GROUP Production, which operates four factories in Lithuania – Stumbras, Alita, Anykščių vynas, and Gubernija – shows that consistent efforts can produce measurable results. A February 2025 employee engagement survey revealed not only growth in key indicators, but also a strong trend: people at this company increasingly connect with shared goals, value the purpose of their work, and actively contribute to shaping the organizational culture.

The survey found that MV GROUP Production’s engagement rate reached 50% in 2025 – an increase of 7 percentage points from 2023. What’s more, 89% of the company’s 500 employees took part in the survey, 15% more than two years ago.

“This kind of growth reflects emotional maturity in our organization – people feel heard, so they want to speak up. They trust the company because they see their insights lead to real changes, and they want to be part of that journey,” says Vaiva Vaidelė, head of HR at MV GROUP Production.

The company first invited employees to participate in an engagement survey in 2021 and now conducts them every two years. The biennial rhythm is deliberate – driving meaningful change, especially cultural, in a large organization takes time to analyze results, share them transparently, and implement action plans.

This year’s engagement scores improved across the board compared to the previous survey. 80% of employees reported being satisfied with their jobs; trust in the company rose by 8%, empowering leadership and work environment ratings climbed by 5%, and the sense of purpose increased by 4 percentage points.

A relationship built on trust

Vaidelė emphasizes that these results are especially encouraging given the specific challenges of the manufacturing environment.

“Shift work, limited access to computers, and the fact that we operate across Alytus, Anykščiai, Kaunas, Šiauliai, and Vilnius – all this limits opportunities for participation in activities, everyday communication, or decision-making. That’s why our goal isn’t to copy-paste textbook solutions but to build a people-first approach that reflects the real-life conditions of our industry,” she explains.

One key factor in maintaining growing employee satisfaction is focused leadership development at all levels. The company organizes training for both middle and frontline managers – those interacting daily with the teams.

“To reach high engagement in manufacturing, you must invest not only in processes, but in people. That means managers need to build relationships based on trust, not just manage tasks. That’s why we focus heavily on leadership training tailored to engagement survey results. We’re proud to see the ‘empowering leadership’ score rise by 5 points – proof that employees are seeing real growth in leadership, clearer communication, and a stronger connection that motivates them to perform more effectively,” says Vaidelė.

MV GROUP Production is also consistently investing in its factories, which boosts engagement by giving employees tools to work more comfortably, safely, and efficiently. This year alone, the company has planned a record €8 million investment in modernization, automation, workplace improvements, and sustainability-enhancing solutions.

It’s not how much we talk – it’s how well we listen

MV GROUP Production has also built communication channels to reach even those employees without daily access to internal systems. One standout example is the internal magazine Svajotojai (The Dreamers), which features company values and employee interviews. The magazine was inspired by the premiere of an internal film by the same name.

“It’s not just about informing – it’s about engaging. The magazine has become a tool for strengthening community. When we premiered the film about our company and our colleagues, we realized how many stories remained untold. That’s how we decided to keep telling those stories, this time in print – accessible to everyone from production line workers to office staff,” explains Vaidelė.

Regular surveys on various topics, open suggestions from employees, and transparent discussions during leadership and HR meetings further embed engagement into daily operations. Annual leadership addresses and HR team visits to factories create opportunities to talk openly about company results, achievements, and future plans.

During company celebrations, employees are formally recognized, and the MV GROUP Awards  – an international recognition program – was born in response to employee feedback expressing a desire for more appreciation. The awards debuted in 2024 and are gaining momentum. This year, employees across the MV GROUP companies submitted a record 632 peer nominations, up significantly from over 400 last year.

“We want our people to feel seen and valued. When recognition is heartfelt and not just a checkbox, it forges a long-term bond with the company,” Vaidelė says confidently.

A reflection of strategic direction

Since 2021, MV GROUP Production has seen steady growth in employee engagement. That consistency is no accident – it’s built on a long-term strategy rather than one-off campaigns.

“Engagement isn’t a buzzword or a one-time event – it’s part of our organizational DNA. We want our people not just to work, but to understand the meaning of their work, to see how their role links to company goals, and to feel joy in an inclusive, motivating, and supportive environment. That’s how we build an engaged, continuously growing team,” Vaidelė concludes.