The annual Great Place to Work. list of the Best Workplaces in the UK was first produced in 2001 using the same methodology as that developed by the Great Place to Work Institute in the USA. This is the 2010 report
Entrepreneurship & organisations: influences and organizations
Great Place To Work 2010 UK Report
1. UK’S BEST
WORKPLACES
GREAT PLACE TO WORK® SPECIAL REPORT MAY 2010 www.greatplacetowork.co.uk
Baringa Partners: The
Best Workplace in the UK
Trust: Driving loyalty and
growth in tough times
The Upturn: How Best
Workplaces are preparing
th
y
on r
iti rsa
10
The views and comments in this publication are those of
Ed ive
the Great Place to Work®Institute UK and are not backed
n
or in any way endorsed by The Financial Times Limited.
An
3. BEST WORKPLACES 2010
CONTENTS
4 16 Preparing for the The Trends 24 The Experts
Upturn Professional services This year, the Great Place
As we emerge from the and consulting is one to Work® Institute UK, has
recession, business has a of the best performing introduced a new Special
rare chance to become sectors in this year’s Best Category Excellence
more competitive by Workplaces Programme. Award – for learning and
focusing on employees, We examine the other development. We outline
says Nic Paton trends that have the winners of this and the
4 emerged in the UK and rest of the awards
6
Europe
The Winner
A culture emphasising
18 European Top 100
26
divide
Generational
communication and
The Best Workplaces With generational diversity
trust has helped Baringa
Programme in Europe being such a hot topic in
Partners to scoop the top
covers the top 50 small and today’s workplace, how do
award of best workplace
medium-sized workplaces Best Workplaces manage
in the UK. Widget Finn
across the continent different age groups?
explains how
Andy Allen finds out
20
22
8 A healthy approach
Growing numbers
Small and
perfectly formed
With rock solid
28 A common good
Organisations can no
of businesses are
retention rates and staff longer afford to ignore
recognising the
encouraged to contribute corporate responsibility
importance of health and
suggestions at any issues, especially the
wellbeing, particularly the
time, it’s not surprising environment. But it is in
Best Workplaces. Kate
Centor Insurance and the truly great places to
Hilpern explains
Risk Management have work that responsible
10
28 won the Best Small business practices are part
Workplaces Award 2010, of the DNA, writes Hannah
Word from the
EDITOR says Widget Finn Prevett
Anna Scott
top
30
What are the key assets
22
DESIGN an organisation holds that
Redactive Media Group
make it a Best Workplace?
Trust: the smallest Hall of Fame
PUBLICATION DIRECTOR We asked the people at
Williams Johnson word that makes the For the first time in
the top
biggest difference the history of the Best
12
PROJECT COORDINATION
Paula Melo
It drives loyalty and Workplaces Programme in
Vijay Mistry growth and can help Europe, two organisations
UK Top 50
organisations survive in have received the Great
PEER REVIEW From biotechnology
Richard Widdowson tough times. Liz Hollis Place to Work Masters
to social services and
looks at why a culture trophy for achieving a
RESEARCH AND ASSESSMENT government, this year’s
of trust is essential for a place in the UK ranking for
Great Place to Work® Institute UK 50 Best Workplaces in the
great workplace 10 consecutive years
UK covers a wide range of
PUBLISHED BY
Redactive Publishing Ltd, 17-18 Britton Street, sectors
London, EC1M 5TP, Tel +44 (0)20 7880 6200
DISTRIBUTED BY
The Guardian
The Financial Times
15 UK Best Small
This year, for the first time,
Business Life Magazine
we highlight the top 10
FRONT COVER best small workplaces in
MEESON/hitandrunmedia.com the UK
Transforming society by creating better workplaces
4. BEST WORKPLACES 2010
FOREWORD
This year we celebrate the 10th A key element of our but it is what they do on a daily
edition of the Best Workplaces mission is to create role model basis to earn and sustain the
Programme. Since its inception workplaces. In a year in which trust and respect of their people.
in the UK, the initiative has role models have seemed to Leaders of Best Workplaces have
been welcomed and employed be few and far between in long understood that progressive
by some of the largest and most both business and political people management practices
respected organisations in the arenas evidenced by the many and generous bene its could only
country. scandals that were constantly get them so far in this journey
Tom O’Byrne In this period, we have in our media headlines, we feel and unless they are backed up
Chief executive officer, recognised more than 500 a renewed sense of purpose with real meaning and substance
Great Place to Work®
Institute UK
exemplary UK workplaces from awarding the Institute’s these ingredients won’t equate to
and over 4,000 workplaces in Masters Award, for the irst time a great workplace culture. In this
Europe across our 17 national in the history of the programme 10th anniversary, let’s celebrate
Best Workplaces initiatives. But, in Europe, to two outstanding the examples of these workplaces
it’s not all about recognition. workplaces. Wragge & Co and and their leaders who so clearly
We have worked with these Admiral Group have received demonstrate that leadership is
organisations and their leaders this life-time award after 10 not just about commanding trust
to measure their workplace consecutive years of success in and respect but giving it and
climate and give them metrics our rankings. setting the example.
and intelligence to assess So what makes these
how they were doing in their workplaces and their leaders Tom O’Byrne
journey to create their own role models? It’s certainly not the Chief executive of icer, Great
great workplace cultures. fact that they won this accolade Place to Work® Institute UK
We all know it when we
come across it, even if we
lack a common language to WHAT MAKES THEM
describe it. It’s that buzz,
that something. That X factor. ROLE MODELS IS WHAT
If those organisations and
workplaces that have it could
THEY DO ON A DAILY
bottle it up and sell it, they BASIS TO SUSTAIN TRUST
could diversify into a sure-fire
Will Hutton
Executive, vice chair, winning product. But instead, AND RESPECT
The Work Foundation as we all know, it takes years of
subtle application, wrong turns
and downright hard work to developing the practices, is it so rare? Is it weak incentives,
get right. structures and (whisper it) ignorance, inertia, a conscious
So what is it? It is easy to terms and conditions that help decision to keep trundling on
overdo the mystery. Thanks people feel valued and well the low road?
to the efforts of researchers, treated and facilitate their Both policy and business
we know much that we didn’t participation in the life and worlds are right to worry
in previous generations about objectives of organisations. away at the problem. In the
what makes for good work But knowing the recipe does meantime, however, let’s
and good workplaces. It is not mean we can all make the celebrate (and study) the
in the mix of performance, dish. One of the conundrums of stellar examples that are
engagement and fairness: the modern workplace is why showing the way.
a steely commitment to “high performance” or “people
excellence and quality; a sense centred” management is so Will Hutton
of integrity and high trust in patchy. Some do it brilliantly. Executive, vice chair,
working relationships; and Most don’t. But if it works, why The Work Foundation
www.greatplacetowork.co.uk 3
5. 15.4%
BEST WORKPLACES’ AVERAGE
REVENUE GROWTH IN THE PAST
BEST WORKPLACES 2010 YEAR
PREPARING FOR Appetising offer:
a hospitality
apprenticeship has
THE UPTURN
helped McDonald’s
As we emerge from however well you deal with it. We
the recession, those had never made redundancies
businesses that have before, so it was a massive culture
been focusing on shock,” she says.
their employees are Yet the irm went to great
likely to prove more pains to ensure there was not
competitive, writes a communication vacuum into
Nic Paton which morale-damaging gossip,
rumour and intrigue could rush.
Unemployment may inally be hiring new people over the next Initiatives included posting up an
on a downward trend but, as few months. Even in irms where extensive question-and-answer
workers and businesses begin the outlook remains uncertain, document on the company
to feel more con ident again, so there are signs of growing intranet. Every question posed
employers face the return of an con idence among workers. through the staff council or directly
old, pre-recessionary challenge While two in ive workers in a on to the site was answered and
– retention of staff. Not only are poll earlier this year by the Keep then added to it. “It was a massive
we starting to see signs of hiring Britain Working campaign said commitment but it meant if one
again in some industries as order they anticipated being asked to person asked a question – which
books slowly pick up, but workers reapply for their jobs because perhaps 10 others had wanted to
who have perhaps stayed put of continuing recessionary ask but had not wanted to raise
for longer than they might have pressures, nearly two in three also their head above the parapet – it
done otherwise because of the said they would now be prepared got answered,” says Ms Bellis.
uncertain climate are becoming to take their chances rather than In a second round of
more prepared to dip their toes do so. redundancies in the summer of last agrees Jez Langhorn, head of
back into the jobs market. What all this indicates is year the company ensured senior talent and education at McDonald’s
In March, a poll of almost 400 that the irms that may have the partners also got closely involved in the UK.
managers by recruitment irm competitive edge as we go into the and that the emphasis on honest, “Almost everyone has
StepStone Solutions found that new business climate are those open communication continued. experienced some sort of effect
one-third expected to lose key that have gone out of their way to “People do not want it dressed up from the recession, whether it is in
people as the recovery gathered look after their workers during or spun. We have intelligent and their family life or in their income.
pace, while four out of 10 chief this recession, and managed to highly skilled people here, and they So it is important that companies
executives in a poll by consultancy maintain rather than erode trust, just want to be treated as adults,” make every effort to engage with
PricewaterhouseCoopers in loyalty and engagement – in other adds Ms Bellis. their people and provide additional
February said they expected to be words, those irms that appear Teams were asked to come support,” he advises.
on the Great Place to Work® up with their own solutions. The Recent initiatives at the fast-
“If one person Institute’s latest list of the UK’s
Best Workplaces.
process led to 86 staff members
temporarily moving on to more
food chain, which employs 80,000
staff and runs 1,200 restaurants in
asked a This recession has been a
bruising experience for many,
lexible working patterns in, says
Ms Bellis, almost 86 different ways.
the UK, have included the launch
in January last year of a hospitality
question – says Linda Bellis, HR director at “It might have been, from the HR apprenticeship scheme, offering
which perhaps law irm Wragge & Co, one of two
organisations that has achieved a
point of view, a bit of a nightmare
to manage, but it did make people
staff the chance to gain the
equivalent of ive GCSEs.
10 others place in the ranking 10 consecutive
times. The irm, which employs just
feel they were more in control of
their destinies.”
“The average crew member
stays with us for about three
had wanted over 1,000 people, was forced to Even in irms that have had years, while managers stay on
to ask – it got make 97 people redundant during
the downturn, 42 of them through
a relatively “good” recession, how
people have been treated and
average for 15 years. Our turnover
has never been lower than it is
answered” compulsory lay-offs.
“People still feel wounded,
managed is vital when it comes
to preparing for the upturn,
now,” says Mr Langhorn.
“People do value it when an
Transforming society by creating better workplaces
6. 2.2%
AVERAGE INCREASE IN THE NUMBER
6,000
NUMBER OF JOB APPLICATIONS
OF EMPLOYEES IN EUROPEAN BEST BEST WORKPLACE WL GORE
WORKPLACES, DESPITE THE RECESSION RECEIVED IN THE PAST YEAR THE UPTURN
KEY LESSONS:
■ Firms that have managed
to maintain trust, loyalty and
engagement may have the
competitive edge in the new
business climate
■ Open and honest
communication with
employees is essential
■ How staff are treated and
managed is vital when it
comes to preparing for the
upturn
“In our business, clients come to
us because of our people; because
they want to work with our people.
So their ability to manage their
contacts and those relations, and
the enthusiasm and engagement
they project in the process, are
important. We have been fortunate
to pick up some of our biggest
clients during this recession,” adds
Ms Theobald.
For Wragge & Co, which
opened a new of ice in Paris
in April, things have certainly
begun to pick up. And Ms Bellis is
hoping the company’s hard work
in maintaining morale and trust
during the tough times should
put it in a stronger position for
1,100 people. the key,” says Sam Theobald, HR the future.
“We made The company, for example, has
over the past 18 months developed
manager at brand communication
company IncrediBull, which
“You are never going to get
rave reviews from handling
a point of a new L&Q Leadership Academy employs 25 people. “We, for redundancies. But when you
sharing for managers, with around 170
managers so far having gone
example, made a point of sharing
information, including why we
look at some of the disastrous
reviews other law irms have got,
information, through its three-day residential
programme.
were not able to hire anyone
extra, or why people might have
I think the things we did, and the
reputation we have generally
including why “It is about developing been having to work longer hours. towards our people, will help us
people might leadership skills, but also looking
at our culture and how we can
But it is also important to be true
to your words.”
with recruitment and retention,”
she says.
have to work work more collaboratively,” says
Mr Nicholls.
longer hours” The company has also developed
a new bonus scheme linked to THE BEST FOR
investment is made in them, even
in a recession. When the economy
resident satisfaction, launched in
April last year, whereby staff receive
QUALITY OF LIFE
does turn the corner, those people a bonus of up to 5% of salary that When asked the following statement: “People are encouraged
will be more loyal,” he adds. comes out of any additional pro it to balance their work life and their personal life.”
Honesty and openness are made as a result.
essential if you want to maintain “It has been more important Rank Company
trust and therefore build than ever to be able to demonstrate 1 Impact International
momentum going into the recovery, to people that we are prepared 2 Tandberg
3 Taff Housing
says Tom Nicholls, group HR to listen and respond,” says Mr
4 Total Jobs Group
director of London and Quadrant Nicholls. 5 McDonald’s Restaurants UK
Housing Trust, which employs “Open communications are
www.greatplacetowork.co.uk 5
7. PAST WINNERS
2009 2008 2007 2006
BEST WORKPLACES 2010 DANONE GOOGLE BEAVERBROOKS BAIN & CO
THE WINNER
Baringa Partners
Head Office: London
Website: www.baringa.com
A culture that emphasises to have someone to answer simple archy, which encourages a free low
communication and trust questions such as ‘how do I do my of information around the organi-
has helped Baringa Partners timesheet?’ or ‘where are company sation. Senior management is
scoop the top award of best meetings?’ – the sort of thing you committed to being frank and open
workplace in Britain. Widget don’t want to bother your manager about bad news as well as good
Finn explains how with, but which are vital to getting tidings, says Jim Hayward, senior
up and running straight away.” partner with responsibility for
All staff members, as part of HR. “E-mails are sent to everyone
their induction, are also assigned a applauding signi icant individual
career advisor who acts as a mentor efforts and congratulating people
“I love this place and I love the job I large consultancy, he found Barin- throughout the individual’s time at who have been promoted. Updates
do.” So says one of the employees at ga’s recruitment process “friendly Baringa, providing guidance, iden- and summaries of the latest client
the winning company of this year’s and amiable. After the irst round of tifying opportunities and training, engagements are circulated.
Best Workplaces award, Baringa interviews, candidates are encour- and evaluating career progress. E-mails inform all employees of
Partners. “I believe we are all excep- aged to talk to someone who is at a Communication and trust are individual resignations, personally
tionally proud to work for such a similar level in the company to ind essential to Baringa’s success, written by a director and detail-
unique, encouraging and fair com- out what it’s like to work here.” claims Mr Mansour. “We have no big ing the employee’s successes and
pany,” another staff member adds. Successful candidates are sent central of ice where everyone gets conveying the company’s thanks.
Baringa, a management con- a bottle of champagne, and their together round the coffee machine. We also strive to give honest expla-
sultancy that specialises in the arrival is announced to the whole Our consultants spend most of their nations when we have to request
energy and utilities markets and company via email. At their irst time at client sites, so we use regu- short-term extra efforts and longer
the inancial services industry, has company meeting, they’re pre- lar company meetings every six hours, so that everyone under-
a company culture that focuses on sented with a company t-shirt to weeks to catch up with colleagues, stands the reasons.”
supporting and growing talented show they’ve joined the team. meet new joiners, get up to date Celebrating success is a key way
and motivated staff, says managing As a new joiner, Mr Munton was with strategy and achievements, to motivate people. Baringa gives
partner Mohamed Mansour. “All paired with a “buddy” for his irst and give everyone an opportunity a quarterly award of £500 to an
our senior people are involved in year. “Everyone has a buddy who to have their say.” The meetings individual who has demonstrated
every recruiting decision we make. can provide advice and unof icial contribute to the open, honest and an exceptional contribution to
We use personal networks, select- help. I received a phone call from consistent communication needed the company’s core values, with
ing the best people we have worked my buddy on my irst day in the to build trust. annual awards for Team of the Year,
with, alongside more traditional of ice to welcome me. It was great The meetings are followed by the Star Player, One to Watch and
methods of inding new talent.” more casual interaction, adds Mr Cheerleader. Teams hitting mile-
Recruiting in this way makes a dif- Mansour. “After the of icial meet- stones mark the achievement with
ference to the psychological contract ‘Everyone ing, there are informal drinks to drinks and dinners, company away
Baringa has with its employees: the which partners are invited. We hold weekends celebrate successes
emphasisis is not just on ensuring is open, the events in London or a country with families, and, importantly,
staff are suitable for the organisa-
tion, but also that the organisation
honest and hotel, and later this year the whole
company plus partners are meeting
promotions are based on skills and
contribution, not time served.
is suitable for staff. The company approachable in Sorrento, Italy.” Management consultancy is a
provides a budget for all new pro- One employee says: “Everyone male-dominated profession, with
spective employees to be taken out with a can-do is open, honest and approachable, women accounting for only around
socially to understand more about
the company.
attitude to with a can-do attitude to getting
things done as a team. Nobody is
25% of staff. The Baringa Women’s
Forum is a support network for
Guy Munton, who joined getting things left to do things on their own, which the 33 women in the company.
Baringa in 2008, is in charge of is excellent and a vast improvement Pentony O’Hagan at Baringa sees
recruitment within the inancial done’ on previous places I have worked.” it as a forum for discussing and
services practice. Coming from a Baringa Partners has a lat hier- monitoring women’s issues in
Transforming society by creating better workplaces
8. 2005 2004 2003 2002 2001
?WHAT IF! ?WHAT IF! ASDA ASDA CISCO SYSTEMS WINNER PROFILE
The company’s CSR programme
started with a “last day pro its
donation” says Nicola Salmon, who
is responsible for the charity pro-
gramme. “The day’s pro its for the
last day of the inancial year goes
to four charities,” she says. “We’re
now getting staff involved in volun-
teering schemes. A group went to a
local primary school to do a garden
Pride and
camaraderie: two makeover, turning a concrete area
members of the into a play area. It was a good team-
Baringa ‘family’
building day, giving us a chance to
get out of the of ice.”
And it’s not just management
that sees the CSR programme as
a source of pride and engagement
for employees. One employee says:
“I think the company has worked
hard to improve its impact on wider
society, implementing the CSR ini-
tiative and exploring opportunities
KEY LESSONS: nity package is in its inal draft. It’s start, you are guided and accepted to take part in the carbon agenda.”
great to see something that the into the Baringa ‘family’. There are What’s more, Baringa Partners
■ A friendly and amicable Women’s Forum has identi ied and ups and downs in any business; has continued to grow its business
recruitment process changed.” however, everyone from the senior despite the recent recession. “Our
helps new starters with a Mansour believes that: “Being management to lower levels, sticks success has been built on the qual-
“buddy” for the first year a successful company and creating together and makes the best of the ity of our people and the culture
and a careers advisor an enjoyable working environ- situation. This gives the feeling that they’ve developed,” says Mr Man-
■ A flat hierarchy ment are intrinsically linked. The you are never alone in any of the sour. “I’m proud to see our staff’s
encourages a free flow of combination creates a GPTW cul- challenges you face in your work- careers grow in a workplace that
information ture and motivated staff who have ing – and personal – life, since you gives them the opportunity to real-
a high impact on clients. We ind have the Baringa support crew.” ise their full potential.”
■ A sustainability
programme gives a source that our corporate social respon-
of engagement and pride sibility (CSR) programme, where
individuals and teams take part in
voluntary work and charity events, THE MOST SOUGHT AFTER
the workplace. “For example, we is a great way of having fun. People
looked at our recruitment statistics enjoy giving something back to the How many people applied for jobs in the past year
(excluding current employees)?
and saw that women were more community.”
successful as candidates, but there Baringa exempli ies two of the Rank Company Applicants
were fewer female applicants. We key characteristics of best work- 1 McDonald Restaurants Ltd 350,000
identi ied that our maternity policy places identi ied by the Great Place 2 KFC UK and Ireland 100,000
wasn’t offering the best options to Work® Institute – pride and 3 Maybourne Hotel group 26,000
– and for many women the mater- camaraderie. One employee says: 4 British Gas 17,000
nity package is more important “This company has a true family 5 Beaverbrooks the Jewellers Ltd 14,000
than remuneration. A new mater- feeling where, from the day you
www.greatplacetowork.co.uk 7
9. 76%
OF BEST WORKPLACES
PROVIDE MENTAL HEALTH CARE
BEST WORKPLACES 2010 UNDER THEIR HEALTH BENEFITS
A HEALTHY
APPROACH
Health kick: many
Best Workplaces provide
free fruit to staff
Growing numbers
of business leaders
are recognising how
important health
and wellbeing are lexible working has meant an
as business issues, extended service to clients. Happy
particularly those is also experiencing a lower turno-
from organisations in ver of staff, a more committed and
the Best Workplaces engaged workforce, and a reputa-
ranking. Kate Hilpern tion that means higher numbers
explains of quality candidates apply when
new positions come up. The Happy
At Happy Ltd, you’re more likely to physiological but psychological brand has, in short, excelled owing
hear the word “wellness” than “sick- too,” says Mr Stewart. “In fact, we to its holistic focus on health and
ness.” Having decided to switch the go one step further, recognising wellbeing.
focus as part of its health and well- that family is often at the heart of Around 170 million working
being strategy ive years ago, the people’s wellbeing. To that end, days are lost to sickness absence
training company has since experi- we offer 100% of our people the every year, according to the latest
enced a 75% drop in the effects of right to choose to work lexibly. We CBI/AXA Absence Survey. It’s a
staff sickness, as measured by the accept that things such as childcare problem that the Chartered Insti-
Bradford Factor – a bespoke tool arrangements can sometimes go tute of Personnel and Development
that recognises that a person taking pear-shaped, in which case children reports as costing UK plc £692 per
two weeks off for an operation has are welcome to come to the of ice. employee per year – and in the
less impact on the business than We also recognise that people typi- thick of the recession, probably
someone taking one or two days cally leave their manager, not their more. Indeed, recent research by of those who do acknowledge their
off every month. job, and we therefore enable people mental health charity MIND found existence, many don’t think they are
Happy’s irst move was to give to choose who manages them. Staff that one in 10 people have visited prevalent. Even employers who do
all staff a £100 wellness budget can even change their manager at their GP for mental health support realise there’s a problem often act
every year. “They spend it on what- anytime if they want to.” as a result of recession-induced half-heartedly, focusing on getting
ever they feel will help keep them Happy’s philosophy is simple stress. Mental health problems bottoms on seats. According to
healthy. Examples so far include a but effective. Last year alone, it alone cost British businesses £26bn the Health and Safety Executive, in
light to Venice, a massage, a Wii Fit saved the equivalent of 4% of a year, says the charity, whose new 2008/09 1.2 million people who
board and game and some vitamin pro its. Meanwhile, the focus on campaign “Taking Care of Business” worked were suffering from an
tablets,” says chief executive Henry aims to tackle this problem. After all, illness they believed was caused
Stewart. this sum equates to 70 million lost or made worse by their current or
Happy then set about giving
every employee their birthday off
“Strategies and workdays each year – more than
that caused by heart disease and
past work.
It is not all doom and gloom,
if they’ve scored well in their indi- policies are stroke combined, and three times however. Growing numbers of
vidual Bradford Factor. Meetings
and emails were set up to keep usually easy more than that caused by cancer.
Obesity is another major problem
business leaders are, like Happy,
recognising this is an important
staff abreast of health and well-
being issues and annual appraisals
to replicate – costing 18 million sick days and
about £1bn a year.
business issue, with 81% of FTSE
100 companies now reporting
started being used as an opportu- and don’t Perhaps even more worry- publicly on employee health and
nity to ask the question: “How does
Happy help you achieve a good life necessarily ing than the igures themselves is
employers’ attitude. Forty- ive per
wellbeing, according to Business
in the Community (BiTC) research
balance?” with results being meas-
ured. “We see wellness not just as
cost much.” cent of employers believe there are
no mental health issues at work and
from 2007. Employees are wising
up, too, with 6 in 10 workers
Transforming society by creating better workplaces
10. 1.2m
NUMBER OF PEOPLE WITH
68%
OF BEST WORKPLACES COVER
AN ILLNESS THEY BELIEVE WAS ALTERNATIVE TREATMENTS SUCH
CAUSED BY WORK IN 2008/09 AS ACUPUNCTURE HEALTH AND WELLBEING
THE BEST FOR
LEARNING & DEVELOPMENT
Responses when asked: “On average, how many hours per
year do the employees of the largest occupational group
receive formal job training?”
Company name Hours of training
FactSet Europe LTD 180
DIAGEO GB 125
British Gas 125
Bright Horizons Family Solutions 124
UKFast 120
these companies, sickness absence state, with follow-up support if
is 30% lower than the national required. “That’s about taking the
average,” says Mr Johnson. “That’s stigma away from stress, as much
at least a saving of £20,760 in a as anything else,” she says.
company of 100 people, and if you As with many Best Workplaces,
take a company like The Co-oper- Novo Nordisk regularly surveys
ative Group, which has 120,000 staff on the issue of health and well-
employees, that is a saving of over being. “We use external auditors to
£24m. These are massive igures see what’s working and what isn’t,
that can be achieved just by look- and we always take action where
ing after employees better.” gaps are identi ied,” says Ms Tait.
Even better news for employ- A focus on health and wellbe-
ers, says Kirsty Tait, director of ing doesn’t have to mean people
corporate affairs at Novo Nordisk, work less hard, insists Samantha
is that the strategies and policies Carey, head of business develop-
employed by the Best Workplaces ment at Impact International.
are usually easy to replicate and “Our consultants’ working time
don’t necessarily cost much. “For is 60% of others in our sector
example, when we have meetings, on average, and we offer unpaid
there’s always an exercise element. leave and lexible contracts to
saying they would consider leaving employees report that their expec- Recently at a sales conference, we everyone on an individually
employers who failed to promote tations on health and wellbeing are did a Strictly Come Dancing Exer- assessed basis. We offer lexibil-
health and wellbeing and 8 in 10 met. “It is no coincidence that in cise. It’s not seen as, ‘Now we’ll do ity with appointments too – even
considering employers’ attitudes the health bit’ because it’s part of for the hairdressers. We also have
towards health a signi icant factor our ethos.” a massive emphasis on enabling
when making job decisions. KEY LESSONS: Other winning initiatives at staff to complete projects in the
“We are living in a stakeholder, the company include offering staff community. The impact of all
■ Companies that have
not a shareholder, world and just a health and wellbeing the chance to work remotely and this is very positive. If people are
like other stakeholders, employ- strategy often report an providing generous maternity and happy, healthy and engaged in
ees expect certain things, not just increase in profits and paternity leave. There is a staff their work, they perform at their
a salary from their employer,” lower staff turnover restaurant where employees have best.”
explains Jennifer Simnet, director free healthy food and drinks on Louise Aston, director of Busi-
■ 81% of FTSE 100
of workplace transformation for offer, along with dedicated coffee ness Action on Health, believes
companies now publicly
the Great Place to Work® Institute. report to shareholders break areas on each loor, encour- that employers instinctively know
“They want to feel they can iden- on employee health and aging them to take regular breaks. this. “There is so much evidence
tify with the company. This is good wellbeing Employees can also sign up to a linking a healthy, happy workforce
news for employers, too, because smoking cessation programme and to higher productivity, but there is
■ Occupational health,
the staff members can then be get free 30-minute health checks often a lack of integration between
health and safety and
ambassadors for the company and HR departments must to measure things such as BMI and occupational health, health and
that ‘feelgood factor’ can permeate blood pressure. In addition, Ms Tait safety and HR. They operate in silos.
PHOTO: ISTOCK
be fully integrated
out to others – notably customers.” within an organisation points to the irm’s online stress Without a link between the three,
Among the organisations in the toolbox, which enables employees the best strategies in the world
Best Workplaces ranking, 79% of to test their own psychological simply won’t work.”
www.greatplacetowork.co.uk 9
11. 45%
AVERAGE PROPORTION OF
WOMEN ON THE MANAGEMENT TEAM
BEST WORKPLACES 2010 OF BEST WORKPLACES
WORD FROM THE
Luca Mignini Fiona Thorn Adam Grant
SC Johnson Fishburn Hedges Danone Waters UK & Ireland
Senior VP, Europe, ANZ, Japan Managing Director Chief Executive Officer
“It’s gratifying to know our people come “We know that treats, such as chocolate “We’re proud of our open, encouraging
in each day and enjoy their workplace. fountains, help create a good of ice culture where at all levels we work
Meeting the needs of the site’s diverse atmosphere. But a great workplace, as to help each other reach our targets.
population is a critical focus at SC opposed to just a fun one, inspires and Rewarding exceptional work and
Johnson. I’m happy to see our people challenges in equal measure. It provides recognising those who go ‘above and
being recognised for creating an inclusive employees with the freedom and support beyond’ is an important part of our
workplace that’s supportive and to give their best while continually employee engagement approach.”
effective.” developing their skills and experience.”
SCOTLAND WELCOMES BEST
WORKPLACES INITIATIVE
performing workplaces. That’s the employee so nowadays it’s which is now the largest sector
why the Institute has partnered often the talented individual who in Scotland. Therefore, the ability
with Skills Development Scotland chooses his/her workplace rather of Scotland to attract and retain
and the Scottish Council for than being chosen. So, countries talent will be key to Scotland’s
Development and Industry and organisations have to become future growth and we believe
to create a Best Workplace better at developing their employer the Best Workplaces initiative
Williams Johnson Programme for Scotland. brand. will make a difference.
Managing Director
Great Place to Work® Institute UK The success of Great Place to Scotland has a thriving “Scotland’s Best Workplaces is
Work® programmes and rankings economy, being a world leader in a valuable innovation to Scotland’s
Since its foundation in 2000, the all over the world re lects the manufacturing and shipbuilding. business landscape,” says Dr Lesley
UK’s Best Workplaces Programme competitive nature of labour But, like most other advanced Sawers, chief executive, SCDI. “A time
has been welcomed and employed markets in today’s globalised industrialised economies, of economic uncertainty sharpens
by some of the largest and most economy. Emerging modern Scotland has seen a decline in the focus on the importance of
respected companies in Britain. economies such as Singapore, the importance of manufacturing creating cultures of productivity
Despite the undeniable success United Arab Emirates and the and a rise in the service sector, and value for all in the workplace.”
of the initiative, the vast majority BRIC countries are working hard to
of programme participants are
England-based organisations. The
create the right conditions to attract
global talent and retain their own,
“The Best Workplace initiative
Institute believes that workplaces fuelling the war on talent. shares our aims of continuous
and business leaders in other
parts of Britain could greatly
But, it’s not easy. People are what
set businesses and labour markets employee improvement and
bene it from the knowledge and
tools the programme can give
apart from competitors. Yet, the
globalization of the economy shifted
growing the economy”
them to create their own high- the power from the employer to Mr Willie Row, chairman, Skills Development Scotland
Transforming society by creating better workplaces
12. 1 in10
FTSE BOARD DIRECTORS
Norway
THE FIRST COUNTRY TO INTRODUCE A 40%
ARE WOMEN QUOTA OF WOMEN ON CORPORATE BOARDS CEOS
TOP
Camilla Soenderby Carole Edmond Martin Shuker
Abbott UK Bright Horizons Family Solutions KFC UK & Ireland
General Manager Managing Director, UK Managing Director
“Abbott continues to invest in training “We have a talented team of people, “We are proud of our distinctly
and development, lexible bene its each bringing something unique to supportive and friendly team culture.
and work, and health and wellness Bright Horizons. We know that we One of the things that makes KFC a
programmes, which provide the best play a part every day in making a real great place to work is our core value
environment for our people to build difference to children and families. We of ‘belief in all people’ which makes
varied and ful illing careers.” all care passionately about what we do us passionate about celebrating and
and support each other, encouraging challenging our people, to help them
professionalism, growth and diversity. “ realise their true potential.”
WE ARE
SEARCHING FOR
SCOTLAND’S
BEST WORKPLACES
In strategic partnership with Published by
REGISTRATIONS ARE NOW OPEN
For further details
scotland@greatplacetowork.co.uk
+44 (0)870 608 8780
13. Professional Development (%)
Quality of Life (%)
Job security (%)
BEST WORKPLACES 2010 Pay & Benefits (%)
Top 10 Ranked Organisations Employees UK Turnover No. of What Employees Feel
Headquarters (UK Sites) Website (Outside UK) Industry Sector Previous Most Positive About
Minorities | Women Awards
1 Baringa Partners 130 (0) 21.6m (£) 26 23 26 25
Esher (01) baringa.com 22% | 26% Professional Services
2 Danone Ltd 96 (31,200) 219m (£) 26 23 31 21
London (01) danone.co.uk undisclosed | 56% Manufacturing & Production
3 Impact International 103 (143) 10.2m (£) cc
19 27 29 24
Windermere (02) impactinternational.com 19% | 49% Professional Services
4 Microsoft Ltd 2,573 (88,905) undisclosed cc
27 24 24 24
Reading (09) microsoft.com/uk undisclosed | 29% Information Technology
5 Novo Nordisk Ltd 492 (29,329) 270m (£) 26 23 26 26
Crawley (01) novonordisk.co.uk undisclosed | 65% Biotechnology & Pharmaceuticals
6 NetApp UK Ltd 300 (8,000) 38m (£) 26 24 27 24
Middlesex (05) netapp.com undisclosed | 20% Information Technology
7 DIAGEO GB 598 (22,000) 835m (£) 29 23 25 24
London (04) diageo.com undisclosed | 39% Manufacturing & Production
TOP 10
8 General Mills UK 160 (29,500) 234m (£) 23 26 29 22
Uxbridge (01) generalmills.co.uk 12% | 57% Manufacturing & Production
9 Danone Waters (UK & Ire.) Ltd 106 (33,000) 136.6m (£) 27 25 28 20
London (01) danone.co.uk undisclosed/43% Manufacturing & Production
10 Admiral Group 2,957 (3,743) 1.08bn (£) cc
27 23 28 22
Cardiff (06) admiralgroup.co.uk 2% | 50% Financial Services & Insurance
The rest of the Top 50 Organisations Employees UK Turnover No. of What Employees Feel
Headquarters (UK Sites) Website (Outside UK) Industry Sector Previous Most Positive About
Minorities | Women Awards
Abbott 1,199 (83,000) 381m (£)
Maidenhead (04) abbott.co.uk undisclosed | 59% Healthcare 25 22 28 24
ALMAC GROUP 1,726 (2,727) 120m (£) New entry
Craigavon (04) almacgroup.com undisclosed | 42% Biotechnology & Pharmaceuticals 25 21 32 23
ApaTech 83 (145) 2.9m (£) New entry
Elstree (01) apatech.com 22% | 43% Health Care 27 21 28 24
Beaverbrooks the Jewellers 790 (0) undisclosed
St Annes-on-Sea (66) beaverbrooks.co.uk undisclosed | 83% Retail 25 23 27 24
bigmouthmedia 110 (200) 48m (£) 27 25 28 21
Edinburgh (02) bigmouthmedia.com 20% | 38% Media
Bright Horizons Family Solutions 2,352 (19,000) 65m (£) 27 26 29 18
Rushden (142) brighthorizons.co.uk 30% | 96% Education and Training
British Gas 25422 (0) 12.56bn (£) 25 23 24 28
Staines (25) britishgas.co.uk 19% | 30% Utilities
N.B. ARRANGED ALPHABETICALLY
Cadbury UK (Head Office) 4,958 (44,958) 1.16bn (£) 26 24 25 26
Uxbridge (09) cadbury.co.uk 19% | 39% Manufacturing
Chiswick Park Enjoy-Work 100 (0) 10.6m (£) 27 22 25 26
Undisclosed (01) enjoy-work.com 80% | 38% Construction & Real Estate
Chubb Insurance Co. of Europe SE 664 (10,200) 395m (£) New entry
26 27 27 21
London (09) chubb.com/uk undisclosed | 45% Financial Services & Insurance
Cisco Systems 2,122 (59,133) undisclosed 25 23 29 22
Feltham (05) cisco.com/uk undisclosed | 23% Information Technology
Coca-Cola Great Britain 133 (92,400) undisclosed 23 24 26 27
London (01) coca-cola.co.uk 10% | 68% Advertising & Marketing
DAIICHI SANKYO UK Ltd 128 (15,000) 20m (£)
Gerrards Cross (01) daiichi-sankyo.co.uk 29% | 52% Biotechnology & Pharmaceuticals 27 18 29 25
Transforming society by creating better workplaces
14. FactSet Europe Ltd 294 (2,962) undisclosed
N.B. ARRANGED ALPHABETICALLY
London (02) factset.com undisclosed | 41% Information Technology 23 24 30 22
Fishburn Hedges Group 161 (0) 22.7m (£)
London (01) fishburn-hedges.co.uk 4% | 60% Advertising & Marketing 23 23 31 23
Grünenthal Ltd 104 (5,200) 20.2m (£) New entry
undisclosed | 62% Biotechnology & Pharmaceuticals 28 22 27 23
Stokenchurch (01) grunenthal.co.uk
Huxley Associates Ltd 124 (194) undisclosed
undisclosed | 34% Professional Services 28 17 28 27
London (04) huxley.com
Kellogg’s 632 (14,835) 580m (£)
15% | 55% Manufacturing and Production 26 24 24 26
Manchester (03) kelloggs.co.uk
Ketchum Pleon 166 (2,000) 15.8m (£)
31% | 73% Professional Services 26 23 29 23
London (01) ketchum.com
KFC UK and Ireland 10,163 (1.3m) 333m (£) New entry
undisclosed | 40% Hospitality 28 25 27 20
Woking (784) kfc.co.uk
Lansons Communications LLP 99 (0) 11.2m (£) 29 22 26 24
London (01) lansons.com 14% | 76% Public Relations
Leaseplan UK Ltd 525 (6,400) 476m (£) New entry
Financial Services & Insurance 26 19 29 25
Slough (04) leaseplan.co.uk 31% | 50%
Liberty Information Technology Ltd 260 (261) 17.5m (£) New entry
Belfast (01) liberty-it.co.uk Information Technology 25 27 26 22
undisclosed | 26%
L&Q 1,082 (0) 306m (£) 24 20 34 22
35% | 61% Construction & Real Estate; Housing
London (22) lqgroup.org.uk
Maybourne Hotel Group 1,000 (1,000) 105m (£) 27 22 27 24
London (04) maybourne.com undisclosed | 41% Hospitality
McDonald’s Restaurants UK 80,000 (1.5m) 933m (£) 26 24 26 24
London (485) mcdonalds.co.uk undisclosed | 45% Hospitality
National Instruments 80 (5,000) undisclosed 23 22 31 23
Newbury (01) ni.com undisclosed | 35% Manufacturing & Production
Novozymes Biopharma UK Ltd 100 (5,000) 16.5m (£) New entry
Biotechnology & Pharmaceuticals
26 27 27 21
Nottingham (01) novozymes.com undisclosed | 40%
PepsiCo UK & Ireland 5,000 (285,000) 1.2bn (£) New entry
Manufacturing & Production
25 22 29 25
Reading (12) pepsico.co.uk 13% | 23%
Quintiles Ltd 1,652 (23,000) 405m (£) New entry
Biotechnology & Pharmaceuticals
25 24 29 23
Bracknell (03) quintiles.com undisclosed | 67%
Rackspace Hosting 501 (2,774) 100m (£) 26 23 29 22
Uxbridge (04) rackspace.co.uk 24% | 26% Information Technology
Sapient 284 (7,052) 72m (£) 28 22 29 22
London (02) sapient.com undisclosed | 28% Professional Services
SC Johnson 450 (12,000) 191.6m (£) 22 24 30 25
Surrey (01) scjohnson.co.uk undisclosed | 38% Manufacturing & Production
Taff Housing Association 144 (0) 8.2m (£) 25 26 28 21
Cardiff (06) taffhousing.co.uk 13% | 65% Social Services & Government Agencies
TANDBERG UK 263 (1,628) 50.1m (£) New entry
22 26 27 25
Staines (03) tandberg.com undisclosed | 18% Telecommunications
The Children’s Trust 540 (0) 22m (£) New entry
28 23 29 20
Tadworth (01) thechildrenstrust.org.uk 2.6% | 86% Health Care
The Co-operative Group 103,000 (0) 11.6bn (£) 26 24 29 21
Manchester (5,986) co-operative.coop undisclosed | 62% Retail
The Totaljobs Group 312 (314) undisclosed 23 26 28 22
London (07) totaljobsgroup.com undisclosed | 34% Staffing and Recruitment
UKFast 98 (0) 9.2m (£) New entry
27 26 25 23
Manchester (03) ukfast.co.uk undisclosed | 24% Information Technology
Wragge & Co LLP 1,010 (5) 103.4m (£) 30 22 28 20
Birmingham (02) wragge.com 10.7% | 67% Professional Services
www.greatplacetowork.co.uk 13
15. BEST WORKPLACES 2010
WORD FROM THE TOP
Tony Langham Quentin Poole Sanjay Guha
Lansons Communications Wragge & Co Coca-Cola Great Britain
Chief Executive Senior Partner Business Unit President
“We have great people, with pride in the “Our workplace culture thrives because “It’s our wide range of initiatives that help
business, who care about each others’ we support each other as a single team. associates enjoy a good work-life balance.
wellbeing and about doing fantastic work. Get that right and everything else Our lexible working arrangements and
We communicate honestly about where follows – people enjoy what they do, annual learning allowance, which employees
the company’s going, and strive to be a and our clients get the best service.” are allowed to spend on any area of personal
good citizen in our communities. Keeping development that interests them, all
a fresh outlook is important.” contribute to making this a Best Workplace.”
Dr Simon Clough Did you know....
DAIICHI SANKYO UK Ltd ■ On average, 46% of the UK’s Best
Workplaces are composed of women.
Managing Director
This is reflected across Europe’s Best
“The performance-driven culture at Daiichi Sankyo has been
Workplaces with an average of 44%.
integral to the success of our business for many years. We set high
standards, work hard, have fun and treat people as individuals.
This culture is delivered with a high degree of accountability and ■ 12.2% of directors in FTSE
transparency which is measured across the company.” 100 companies are women; the
equivalent is 24.3% in the UK’s Best
Workplaces.
“OUR SUCCESS IS BUILT Government Equalities Office: Factsheet
(2010); www.equalities.gov.uk
ON HIRING AND RETAINING ■ European champion Norway jumped
THE BEST TALENT IN THE to having 44.2% women on boards
as a result of quota legislation. This
INDUSTRY. WE WORK HARD clearly demonstrates that quotas are
an effective way to accelerate growth
TO CREATE AN ENVIRONMENT of female representation on boards.
http://www.europeanpwn.net
WHERE PEOPLE CAN DO
THEIR BEST WORK.” ■ Gordon Brown has called the lack of
women in UK boardrooms “completely
Gordon Frazer, Microsoft Ltd, UK Managing Director unacceptable”. Under new proposals,
companies may be required to report
on their progress in this area
Transforming society by creating better workplaces