Employee retention at JBS Longford

Case Study · Meat Processing · Response Group Insights

How JBS Longford Turned Retention Data Into Practical Change

A Tasmanian beef plant used the findings of a national retention study to lift early retention, training and engagement.

The Challenge

JBS Australia is Australia’s largest food processing company. Its Longford plant, in the northern midlands of Tasmania, is a five-day beef processing operation employing more than 300 people, with a capacity of 550 head per day.

Like others in the industry, Longford had experienced high turnover for years. The work is physical and repetitive, which contributes to turnover and understaffing, and reduced migration during the pandemic deepened skills shortages.

Replacing an employee is estimated to cost upwards of 30% of the lost employee’s salary, and skilled roles such as boners and slicers can take more than six months to train.

The Starting Point

Longford was one of 25 plants in the AMPC research-based Employee Retention Framework project, delivered by Response. HR Manager Racheal Pulford was the key contact across the three-year project.

Based on the project’s findings, Longford reported one of the lowest turnover rates of any participating plant at 21.6%, against an average of 62.2% at the other plants. Leadership still knew improvements could be made.

What They Changed

  • Training: more than 90 team members are now enrolled in a Certificate III in Meat Processing.
  • Recognition: the Service Awards were redeveloped with a larger reward structure, more frequent recognition and more public acknowledgement, including in the company-wide newsletter.
  • Induction: one-day inductions became two to three days, with more time on the floor so new hires understand the role.
  • Production model: the plant moved from a four-day to a five-day week, with smaller daily numbers. That improved leave accrual and the perception of job stability, and drew more interest from applicants.
  • Buddy system: the project found retention dropped sharply between 30 and 180 days, so new employees now get a long-term buddy.
  • Communication: a monthly newsletter now promotes training opportunities and vacancies and recognises employee tenure.

The Results

20%decrease in turnover for new hires after 30 days
3%decrease in absenteeism, now below 3%
20%estimated increase in employee engagement
34%increase in training of production employees

Engagement was estimated from a reduction in lead actions and non-approved leave. Training of production employees was a key component of the plant’s retention strategy.

In Their Words

“Response Group helped us take the guesswork out of understanding employee turnover at our plant. They turned data into insights, and insights into action, and provided personal support and accountability along the way.”

Racheal Pulford, Human Resource Manager, JBS Longford

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Andrew Moore
Andrew Moore

Andrew's passion is developing organisations and the people who lead them. As Chairman of Response, he has applied his facilitation, research and developmental skills across mining, meat processing, manufacturing, banking and energy.

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