The impetus for change came from the senior management team and Mosson himself, a former United Distillers HR professional who had left the industry and joined Bacardi to return and overhaul HR at Dewar's.
My mission was to help in the creation of a new business and to get it up and running, he explains. There were two ways to do this: the traditional model of bringing people in and throwing them at it, or questioning what kind of culture we wanted.
Mosson chose a new formula, which he describes as a deliberate cultural vehicle for openness, honesty, commitment and responsibility. His approach culminated in the Living Agreement Working Together (see panel below). The deal was drawn up with the GMB to create a framework for employee relations that emphasises and recognises the value of people within the business.
The two parties believe that the deal goes beyond most of today's partnership agreements. It breaks new ground in areas such as staff consultation and the commitment to skills development on the employer's side, and it introduces greater flexibility in work patterns and wage demands on the union side.
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