Staff engagement survey results 2026, Tamsworth Packaging

Survey results report template with response rate, question charts and comment themes

A survey results report has to show who answered, what they said question by question, what changed since last time, and what the organisation will do about it. This report on a staff engagement survey with 180 responses gives the response rate by department, ten questions in a table and three charts, coded comment themes with quotes, and five actions.

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Survey results report
8 October 2026

Staff engagement survey 2026

180 responses from 236 staff. Results, comments and what happens next.

Prepared by
People and Culture, Tamsworth Packaging
Date
8 October 2026
Tamsworth Packaging · Staff engagement survey 2026 · ResultsPage 2 of 6
Tamsworth Packaging · Staff engagement survey 2026 · ResultsPage 3 of 6
Tamsworth Packaging · Staff engagement survey 2026 · ResultsPage 4 of 6
Tamsworth Packaging · Staff engagement survey 2026 · ResultsPage 5 of 6
Tamsworth Packaging · Staff engagement survey 2026 · ResultsPage 6 of 6
1. Summary

The 2026 staff engagement survey ran from Tuesday 1 to Monday 14 September 2026. 180 of 236 staff responded, a response rate of 76.3 percent, up from 72.5 percent last year. The engagement index, the average favourable score on three questions about recommending, staying and pride, fell from 63.4 to 59.1.

Staff feel safe and respected: 83.9 percent agree they feel safe at work and 73.9 percent that they are treated with respect. The lowest scores are for communication from leadership at 40.0 percent favourable and manageable workload at 43.9 percent, and both fell further than any other question. Comments point the same way, with workload and staffing the most common theme. Five actions are set out in section 6.

180
Responses
76.3%
Response rate
59.1
Engagement index
-4.3
Change on 2025
2. Who responded

Every permanent and fixed term employee was invited by email and by a paper form in the production lunch room. Responses were anonymous and collected by an independent survey service; results are only reported for groups of ten or more so no one can be identified.

Department
Staff
Responses
Rate
Production
128
92
71.9%
Warehouse and dispatch
52
41
78.8%
Office and finance
36
31
86.1%
Sales
20
16
80.0%
All staff
236
180
76.3%

Production had the lowest response rate, as last year, largely among night shift staff who rarely see the email. The paper forms added 38 responses from production, which is why the rate there rose from 64.1 percent.

3. Results by question

Each statement was rated on a five point scale from strongly disagree to strongly agree. Favourable is agree plus strongly agree; neutral is neither; unfavourable is disagree plus strongly disagree. Counts are out of 180 responses.

Figure 1. Favourable responses by question, percent
0255075100Q4 Safe at workQ1 Understand goalsQ9 Treated with respectQ10 Proud to work hereQ5 Would recommendQ2 Useful feedbackQ7 Future hereQ3 EquipmentQ6 WorkloadQ8 Leadershipcommunication
No.
Statement
Fav.
Neutral
Unfav.
Favourable
Q1
I understand how my work contributes to company goals
142
26
12
78.9%
Q2
My manager gives me useful feedback
101
41
38
56.1%
Q3
I have the equipment I need to do my job well
88
39
53
48.9%
Q4
I feel safe at work
151
18
11
83.9%
Q5
I would recommend Tamsworth as a place to work
104
47
29
57.8%
Q6
My workload is manageable
79
47
54
43.9%
Q7
I see a future for myself here
97
49
34
53.9%
Q8
Communication from leadership is clear
72
52
56
40.0%
Q9
I am treated with respect
133
29
18
73.9%
Q10
I am proud to work here
118
40
22
65.6%
No.
Statement
Fav.
Neutral
Unfav.
Favourable
Q1
I understand how my work contributes to company goals
142
26
12
78.9%
Q2
My manager gives me useful feedback
101
41
38
56.1%
Q3
I have the equipment I need to do my job well
88
39
53
48.9%
Q4
I feel safe at work
151
18
11
83.9%
Q5
I would recommend Tamsworth as a place to work
104
47
29
57.8%
Q6
My workload is manageable
79
47
54
43.9%
Q7
I see a future for myself here
97
49
34
53.9%
Q8
Communication from leadership is clear
72
52
56
40.0%
Q9
I am treated with respect
133
29
18
73.9%
Q10
I am proud to work here
118
40
22
65.6%
No.
Statement
Fav.
Neutral
Unfav.
Favourable
Q1
I understand how my work contributes to company goals
142
26
12
78.9%
Q2
My manager gives me useful feedback
101
41
38
56.1%
Q3
I have the equipment I need to do my job well
88
39
53
48.9%
Q4
I feel safe at work
151
18
11
83.9%
Q5
I would recommend Tamsworth as a place to work
104
47
29
57.8%
Q6
My workload is manageable
79
47
54
43.9%
Q7
I see a future for myself here
97
49
34
53.9%
Q8
Communication from leadership is clear
72
52
56
40.0%
Q9
I am treated with respect
133
29
18
73.9%
Q10
I am proud to work here
118
40
22
65.6%
What changed since 2025

Five questions were asked in the same words last year. Four fell and one rose. The largest fall was in leadership communication, down 6.2 points, followed by workload, down 5.2 points. Feeling safe rose 3.2 points, the year the new guarding and the forklift exclusion zone were installed.

Figure 2. Favourable responses, 2025 and 2026, percent
  • 2025
  • 2026
FeedbackEquipmentSafe at workWorkloadLeadership comms0255075100
4. Engagement by department

The engagement index is the average favourable score on Q5, Q7 and Q10. It is 59.1 for the company. Office and finance scored highest; production, the largest department, scored lowest and pulls the company figure down.

Department
2025
2026
Change
Production
58.9
53.7
-5.2
Warehouse and dispatch
61.0
58.5
-2.5
Office and finance
70.2
71.0
+0.8
Sales
72.4
68.8
-3.6
Company
63.4
59.1
-4.3
Department
2025
2026
Change
Production
58.9
53.7
-5.2
Warehouse and dispatch
61.0
58.5
-2.5
Office and finance
70.2
71.0
+0.8
Sales
72.4
68.8
-3.6
Company
63.4
59.1
-4.3
Department
2025
2026
Change
Production
58.9
53.7
-5.2
Warehouse and dispatch
61.0
58.5
-2.5
Office and finance
70.2
71.0
+0.8
Sales
72.4
68.8
-3.6
Company
63.4
59.1
-4.3

Production fell furthest, by 5.2 points, and only office and finance improved. Because production holds just over half of all responses, a recovery there would move the company index more than any other change.

Figure 3. Engagement index by department
ProductionWarehouseOffice and financeSalesCompany020406080
5. What people wrote

131 people left at least one comment, 214 comments in all. Each was coded to one theme by two members of People and Culture working separately, who then agreed any differences. Quotes are reproduced as written, with anything that could identify a person removed.

Theme
Comments
Share
Workload and staffing
58
27.1%
Equipment and maintenance
44
20.6%
Communication
39
18.2%
Pay
31
14.5%
Recognition
24
11.2%
Other
18
8.4%
All comments
214
100.0%
When someone is off we run the line one short and nobody says how long for. It is every week now.
Production, workload and staffing
The wrapper on line 3 has been broken since March. We find out about changes from the noticeboard after they happen.
Warehouse and dispatch, equipment and communication
6. Actions

The leadership team agreed five actions on Tuesday 6 October 2026, aimed at the two lowest scores and the two largest comment themes. Progress will be reported at each monthly all staff meeting and checked in a ten question pulse survey in March 2027.

No.
Action
Answers
Owner
By
1
Recruit four casual production staff to cover absence without running a line short
Q6, workload
Operations Manager
Fri 27 Nov 2026
2
Brief every shift in person on changes before they happen, with a fortnightly update
Q8, communication
General Manager
From Mon 12 Oct 2026
3
Publish a maintenance list with a repair date for every open fault, starting with line 3
Q3, equipment
Maintenance Lead
Fri 30 Oct 2026
4
Train all 14 team leaders in giving regular feedback
Q2, feedback
People and Culture
Fri 11 Dec 2026
5
Share the full results with every department in a team meeting
All
Department heads
Fri 23 Oct 2026
How results are protected
The survey service sends only grouped results. No result is shown for a group of fewer than ten people, and comments are edited to remove names, roles and anything else that could identify the writer before anyone at Tamsworth sees them.

Section by section

What each section is for, so you can keep the ones you need and drop the rest.

Cover
Spine cover with survey, responses, preparer and date.
1. Summary
Dates, response rate, engagement index and the highest and lowest scores, with four figures.
2. Who responded
How staff were invited, anonymity rules and response rate by department.
3. Results by question
A chart and a table for ten statements, then a chart comparing five questions with 2025.
4. Engagement by department
The index defined, a 2025 and 2026 table by department and a bar chart.
5. What people wrote
214 comments coded into six themes with counts, shares and two quotes.
6. Actions
Five actions linked to results with owners and dates, and how results are protected.

How to adapt this document

First, for a customer or member survey rather than staff, replace departments with customer segments such as new and long standing customers, and replace the engagement index with a single overall satisfaction or recommendation question. Second, if you ran the survey for the first time, drop the comparison chart and instead set next year's targets for the three lowest questions, so the second report has something to compare. Third, for a short pulse survey of five questions, keep the response table, one chart and the actions, and skip comment coding unless there are more than about fifty comments.

What makes this document work

Counts sit beside percentages

The question table gives favourable, neutral and unfavourable counts out of 180 for each statement, then the favourable share. Readers can check that 72 favourable on leadership communication is 40.0 percent, and nobody can quote a percentage without its base.

Change is shown, not just the snapshot

Figure 2 sets five repeated questions against last year, and the text names the largest falls: leadership communication down 6.2 points and workload down 5.2. The department table shows production down 5.2, which is where the company index lost most of its 4.3 points.

Every action traces to a result

The actions table has an Answers column linking each action to a question or theme, such as four casual production staff for Q6 on workload. Staff can see their answers produced something, which is what lifts next year's response rate.

Questions people ask

What is a good response rate for a staff survey?

Above about 70 percent gives results most organisations can act on with confidence; 76.3 percent here is solid. Low response in one group matters more than the overall rate, so report it by department. Paper forms, time during shifts and visible action from last year's survey all raise response among staff who rarely use email.

What does percent favourable mean?

The share of respondents who agree or strongly agree with a positively worded statement. It is easier to read and compare than an average score on a five point scale, and it is what most engagement surveys report. Show neutral and unfavourable too, because a low favourable score with many neutrals means something different from one with many disagreements.

How do I keep a staff survey anonymous?

Use an independent service or a tool that does not record who answered, report nothing for groups smaller than an agreed minimum such as ten, and edit comments to remove names and identifying detail before managers read them. Tell staff these rules in the invitation. Privacy law still applies to comments that identify someone, so handle raw data carefully.

How should open text comments be analysed?

Read them all and code each to a theme, ideally with two people working separately and then agreeing differences, then count comments per theme. Report the counts and a few representative quotes, as this report does with six themes. Choose quotes that reflect the theme fairly, not the most dramatic ones.

How soon should results be shared with staff?

Within a month of the survey closing if possible. Here the survey closed on 14 September, actions were agreed on 6 October and departments see their results by 23 October. Long silences after a survey teach staff that answering changes nothing, and the next response rate shows it.

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