UKS 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

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iti rsa
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The views and comments in this publication are those of

Ed ive

the Great Place to WorkInstitute UK and are not backed

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or in any way endorsed by The Financial Times Limited.

An

001 cover FT289x210.indd 1 5/5/10 08:27:09

 BEST WORKPLACES 2010

CONTENTS
4 16 Preparing for the
Upturn
As we emerge from the
recession, business has a
rare chance to become
more competitive by
focusing on employees,
says Nic Paton
4 emerged in the UK and
The Trends 24 The Experts
Professional services This year, the Great Place
and consulting is one to Work Institute UK, has
of the best performing introduced a new Special
sectors in this years Best Category Excellence
Workplaces Programme. Award for learning and
We examine the other development. We outline
trends that have the winners of this and the
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 todays 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 nds 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, its 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 rst 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 years
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
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DISTRIBUTED BY
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15 UK Best Small
This year, for the rst time,
Business Life Magazine
we highlight the top 10
FRONT COVER best small workplaces in
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Transforming society by creating better workplaces

002 contents FT.indd Sec1:2 29/4/10 17:53:56


FOREWORD
This year we celebrate the 10th
edition of the Best Workplaces
Programme. Since its inception
in the UK, the initiative has
been welcomed and employed
by some of the largest and most
respected organisations in the
country.
Tom OByrne In this period, we have
Chief executive ofcer, recognised more than 500
Great Place to Work
Institute UK
exemplary UK workplaces
and over 4,000 workplaces in
Europe across our 17 national
Best Workplaces initiatives. But,
its not all about recognition.
We have worked with these
organisations and their leaders
to measure their workplace
climate and give them metrics
and intelligence to assess
how they were doing in their
journey to create their own
great workplace cultures.
We all know it when we
come across it, even if we
lack a common language to
describe it. Its that buzz,
that something. That X factor.
If those organisations and
workplaces that have it could
bottle it up and sell it, they
could diversify into a sure-fire
Will Hutton
Executive, vice chair, winning product. But instead,
The Work Foundation as we all know, it takes years of
subtle application, wrong turns
and downright hard work to
get right.
So what is it? It is easy to
overdo the mystery. Thanks
to the efforts of researchers,
we know much that we didnt
in previous generations about
what makes for good work
and good workplaces. It is
in the mix of performance,
engagement and fairness:
a steely commitment to
excellence and quality; a sense
of integrity and high trust in
working relationships; and
003 foreword FT.indd Sec2:3
BEST WORKPLACES 2010
A key element of our
mission is to create role model
workplaces. In a year in which
role models have seemed to
be few and far between in
both business and political
arenas evidenced by the many
scandals that were constantly
in our media headlines, we feel
a renewed sense of purpose
from awarding the Institutes
Masters Award, for the irst time
in the history of the programme
in Europe, to two outstanding
workplaces. Wragge & Co and
Admiral Group have received
this life-time award after 10
consecutive years of success in
our rankings.
So what makes these
workplaces and their leaders
role models? Its certainly not the
fact that they won this accolade
WHAT MAKES THEM
ROLE MODELS IS WHAT
THEY DO ON A DAILY
BASIS TO SUSTAIN TRUST
AND RESPECT
developing the practices,
structures and (whisper it)
terms and conditions that help
people feel valued and well
treated and facilitate their
participation in the life and
objectives of organisations.
But knowing the recipe does
not mean we can all make the
dish. One of the conundrums of
the modern workplace is why
high performance or people
centred management is so
patchy. Some do it brilliantly.
Most dont. But if it works, why
but it is what they do on a daily
basis to earn and sustain the
trust and respect of their people.
Leaders of Best Workplaces have
long understood that progressive
people management practices
and generous bene its could only
get them so far in this journey
and unless they are backed up
with real meaning and substance
these ingredients wont equate to
a great workplace culture. In this
10th anniversary, lets celebrate
the examples of these workplaces
and their leaders who so clearly
demonstrate that leadership is
not just about commanding trust
and respect but giving it and
setting the example.
Tom OByrne
Chief executive of icer, Great
Place to Work Institute UK
is it so rare? Is it weak incentives,
ignorance, inertia, a conscious
decision to keep trundling on
the low road?
Both policy and business
worlds are right to worry
away at the problem. In the
meantime, however, lets
celebrate (and study) the
stellar examples that are
showing the way.
Will Hutton
Executive, vice chair,
The Work Foundation
www.greatplacetowork.co.uk 3
29/4/10 15:35:43

BEST WORKPLACES 2010
PREPARING FOR
THE UPTURN
As we emerge from
the recession, those
businesses that have
been focusing on
their employees are
likely to prove more
competitive, writes
Nic Paton
Unemployment may inally be
on a downward trend but, as
workers and businesses begin
to feel more con ident again, so
employers face the return of an
old, pre-recessionary challenge
retention of staff. Not only are
we starting to see signs of hiring
again in some industries as order
books slowly pick up, but workers
who have perhaps stayed put
for longer than they might have
done otherwise because of the
uncertain climate are becoming
more prepared to dip their toes
back into the jobs market.
In March, a poll of almost 400
managers by recruitment irm
StepStone Solutions found that
one-third expected to lose key
people as the recovery gathered
pace, while four out of 10 chief
executives in a poll by consultancy
PricewaterhouseCoopers in
February said they expected to be
If one person
asked a
question
which perhaps
10 others
had wanted
to ask it got
answered
Transforming society by creating better workplaces
004_005 upturn FT.indd Sec1:4
hiring new people over the next
few months. Even in irms where
the outlook remains uncertain,
there are signs of growing
con idence among workers.
While two in ive workers in a
poll earlier this year by the Keep
Britain Working campaign said
they anticipated being asked to
reapply for their jobs because
of continuing recessionary
pressures, nearly two in three also
said they would now be prepared
to take their chances rather than
do so.
What all this indicates is
that the irms that may have the
competitive edge as we go into the
new business climate are those
that have gone out of their way to
look after their workers during
this recession, and managed to
maintain rather than erode trust,
loyalty and engagement in other
words, those irms that appear
on the Great Place to Work
Institutes latest list of the UKs
Best Workplaces.
This recession has been a
bruising experience for many,
says Linda Bellis, HR director at
law irm Wragge & Co, one of two
organisations that has achieved a
place in the ranking 10 consecutive
times. The irm, which employs just
over 1,000 people, was forced to
make 97 people redundant during
the downturn, 42 of them through
compulsory lay-offs.
People still feel wounded,
15.4%
BEST WORKPLACES AVERAGE
REVENUE GROWTH IN THE PAST
YEAR
Appetising offer:
a hospitality
apprenticeship has
helped McDonalds
however well you deal with it. We
had never made redundancies
before, so it was a massive culture
shock, she says.
Yet the irm went to great
pains to ensure there was not
a communication vacuum into
which morale-damaging gossip,
rumour and intrigue could rush.
Initiatives included posting up an
extensive question-and-answer
document on the company
intranet. Every question posed
through the staff council or directly
on to the site was answered and
then added to it. It was a massive
commitment but it meant if one
person asked a question which
perhaps 10 others had wanted to
ask but had not wanted to raise
their head above the parapet it
got answered, says Ms Bellis.
In a second round of
redundancies in the summer of last agrees Jez Langhorn, head of
year the company ensured senior talent and education at McDonalds
partners also got closely involved in the UK.
and that the emphasis on honest, Almost everyone has
open communication continued. experienced some sort of effect
People do not want it dressed up from the recession, whether it is in
or spun. We have intelligent and their family life or in their income.
highly skilled people here, and they So it is important that companies
just want to be treated as adults, make every effort to engage with
adds Ms Bellis. their people and provide additional
Teams were asked to come support, he advises.
up with their own solutions. The Recent initiatives at the fast-
process led to 86 staff members
temporarily moving on to more
food chain, which employs 80,000
staff and runs 1,200 restaurants in
lexible working patterns in, says
Ms Bellis, almost 86 different ways.
the UK, have included the launch
in January last year of a hospitality
It might have been, from the HR apprenticeship scheme, offering
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.
feel they were more in control of
their destinies.
The average crew member
stays with us for about three
Even in irms that have had years, while managers stay on
a relatively good recession, how
people have been treated and
average for 15 years. Our turnover
has never been lower than it is
managed is vital when it comes
to preparing for the upturn,
now, says Mr Langhorn.
People do value it when an
29/4/10 15:36:15
 2.2%
AVERAGE INCREASE IN THE NUMBER
OF EMPLOYEES IN EUROPEAN BEST
WORKPLACES, DESPITE THE RECESSION
We made
a point of
sharing
information,
including why
people might
have to work
longer hours
investment is made in them, even
in a recession. When the economy
does turn the corner, those people
will be more loyal, he adds.
Honesty and openness are
essential if you want to maintain
trust and therefore build
momentum going into the recovery,
says Tom Nicholls, group HR
director of London and Quadrant
Housing Trust, which employs
004_005 upturn FT.indd Sec1:5
6,000
NUMBER OF JOB APPLICATIONS
BEST WORKPLACE WL GORE
RECEIVED IN THE PAST YEAR
1,100 people.
The company, for example, has
over the past 18 months developed
a new L&Q Leadership Academy
for managers, with around 170
managers so far having gone
through its three-day residential
programme.
It is about developing
leadership skills, but also looking
at our culture and how we can
work more collaboratively, says
Mr Nicholls.
The company has also developed
a new bonus scheme linked to
resident satisfaction, launched in
April last year, whereby staff receive
a bonus of up to 5% of salary that
comes out of any additional pro it
made as a result.
It has been more important
than ever to be able to demonstrate
to people that we are prepared
to listen and respond, says Mr
Nicholls.
Open communications are
the key, says Sam Theobald, HR
manager at brand communication
company IncrediBull, which
employs 25 people. We, for
example, made a point of sharing
information, including why we
were not able to hire anyone
extra, or why people might have
been having to work longer hours.
But it is also important to be true
to your words.
THE BEST FOR
QUALITY OF LIFE
When asked the following statement: People are encouraged
to balance their work life and their personal life.
Rank Company
1 Impact International
2 Tandberg
3 Taff Housing
4 Total Jobs Group
5 McDonalds Restaurants UK
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 companys hard work
in maintaining morale and trust
during the tough times should
put it in a stronger position for
the future.
You are never going to get
rave reviews from handling
redundancies. But when you
look at some of the disastrous
reviews other law irms have got,
I think the things we did, and the
reputation we have generally
towards our people, will help us
with recruitment and retention,
she says.
www.greatplacetowork.co.uk 5
29/4/10 15:36:24

BEST WORKPLACES 2010
THE WINNER
Baringa Partners
Head Ofce: London
Website: www.baringa.com
A culture that emphasises
communication and trust
has helped Baringa Partners
scoop the top award of best
workplace in Britain. Widget
Finn explains how
I love this place and I love the job I
do. So says one of the employees at
the winning company of this years
Best Workplaces award, Baringa
Partners. I believe we are all excep-
tionally proud to work for such a
unique, encouraging and fair com-
pany, another staff member adds.
Baringa, a management con-
sultancy that specialises in the
energy and utilities markets and
the inancial services industry, has
a company culture that focuses on
supporting and growing talented
and motivated staff, says managing
partner Mohamed Mansour. All
our senior people are involved in
every recruiting decision we make.
We use personal networks, select-
ing the best people we have worked
with, alongside more traditional
methods of inding new talent.
Recruiting in this way makes a dif-
ference to the psychological contract
Baringa has with its employees: the
emphasisis is not just on ensuring
staff are suitable for the organisa-
tion, but also that the organisation
is suitable for staff. The company
provides a budget for all new pro-
spective employees to be taken out
socially to understand more about
the company.
Guy Munton, who joined
Baringa in 2008, is in charge of
recruitment within the inancial
services practice. Coming from a
Transforming society by creating better workplaces
006_007 winner FT.indd Sec1:6
large consultancy, he found Barin-
gas recruitment process friendly
and amiable. After the irst round of
interviews, candidates are encour-
aged to talk to someone who is at a
similar level in the company to ind
out what its like to work here.
Successful candidates are sent
a bottle of champagne, and their
arrival is announced to the whole
company via email. At their irst
company meeting, theyre pre-
sented with a company t-shirt to
show theyve joined the team.
As a new joiner, Mr Munton was
paired with a buddy for his irst
year. Everyone has a buddy who
can provide advice and unof icial
help. I received a phone call from
my buddy on my irst day in the
of ice to welcome me. It was great
Everyone
is open,
honest and
approachable
with a can-do
attitude to
getting things
done
PAST WINNERS
2009 2008
DANONE GOOGLE
to have someone to answer simple
questions such as how do I do my
timesheet? or where are company
meetings? the sort of thing you
dont want to bother your manager
with, but which are vital to getting
up and running straight away.
All staff members, as part of
their induction, are also assigned a
career advisor who acts as a mentor
throughout the individuals time at
Baringa, providing guidance, iden-
tifying opportunities and training,
and evaluating career progress.
Communication and trust are
essential to Baringas success,
claims Mr Mansour. We have no big
central of ice where everyone gets
together round the coffee machine.
Our consultants spend most of their
time at client sites, so we use regu-
lar company meetings every six
weeks to catch up with colleagues,
meet new joiners, get up to date
with strategy and achievements,
and give everyone an opportunity
to have their say. The meetings
contribute to the open, honest and
consistent communication needed
to build trust.
The meetings are followed by
more casual interaction, adds Mr
Mansour. After the of icial meet-
ing, there are informal drinks to
which partners are invited. We hold
the events in London or a country
hotel, and later this year the whole
company plus partners are meeting
in Sorrento, Italy.
One employee says: Everyone
is open, honest and approachable,
with a can-do attitude to getting
things done as a team. Nobody is
left to do things on their own, which
is excellent and a vast improvement
on previous places I have worked.
Baringa Partners has a lat hier-
2007 2006 2
BEAVERBROOKS BAIN & CO ?W
archy, which encourages a free low
of information around the organi-
sation. Senior management is
committed to being frank and open
about bad news as well as good
tidings, says Jim Hayward, senior
partner with responsibility for
HR. E-mails are sent to everyone
applauding signi icant individual
efforts and congratulating people
who have been promoted. Updates
and summaries of the latest client
engagements are circulated.
E-mails inform all employees of
individual resignations, personally
written by a director and detail-
ing the employees successes and
conveying the companys thanks.
We also strive to give honest expla-
nations when we have to request
short-term extra efforts and longer
hours, so that everyone under-
stands the reasons.
Celebrating success is a key way
to motivate people. Baringa gives
a quarterly award of 500 to an
individual who has demonstrated
an exceptional contribution to
the companys core values, with
annual awards for Team of the Year,
the Star Player, One to Watch and
Cheerleader. Teams hitting mile-
stones mark the achievement with
drinks and dinners, company away
weekends celebrate successes
with families, and, importantly,
promotions are based on skills and
contribution, not time served.
Management consultancy is a
male-dominated profession, with
women accounting for only around
25% of staff. The Baringa Womens
Forum is a support network for
the 33 women in the company.
Pentony OHagan at Baringa sees
it as a forum for discussing and
monitoring womens issues in
29/4/10 15:36:50
 2005 2004 2003
O ?WHAT IF! ?WHAT IF! ASDA
KEY LESSONS:
A friendly and amicable
recruitment process
helps new starters with a
buddy for the rst year a successful company and creating
and a careers advisor
A at hierarchy
encourages a free ow of
information
A sustainability
programme gives a source
of engagement and pride
the workplace. For example, we
looked at our recruitment statistics
and saw that women were more
successful as candidates, but there
were fewer female applicants. We
identi ied that our maternity policy
wasnt offering the best options
and for many women the mater-
nity package is more important
than remuneration. A new mater-
006_007 winner FT.indd Sec1:7
2002 2001
ASDA CISCO SYSTEMS
nity package is in its inal draft. Its
great to see something that the
Womens Forum has identi ied and
changed.
Mansour believes that: Being
together and makes the best of the
an enjoyable working environ-
ment are intrinsically linked. The
combination creates a GPTW cul-
ture and motivated staff who have
a high impact on clients. We ind
that our corporate social respon-
sibility (CSR) programme, where
individuals and teams take part in
voluntary work and charity events,
is a great way of having fun. People
enjoy giving something back to the
community.
Baringa exempli ies two of the
key characteristics of best work-
places identi ied by the Great Place
to Work Institute pride and
camaraderie. One employee says:
This company has a true family
feeling where, from the day you
WINNER PROFILE
Pride and
camaraderie: two
members of the
Baringa family
start, you are guided and accepted
into the Baringa family. There are
ups and downs in any business;
however, everyone from the senior
management to lower levels, sticks
ity of our people and the culture
situation. This gives the feeling that
you are never alone in any of the
challenges you face in your work-
ing and personal life, since you
have the Baringa support crew.
THE MOST SOUGHT AFTER
How many people applied for jobs in the past year
(excluding current employees)?
Rank Company
1 McDonald Restaurants Ltd
2 KFC UK and Ireland
3 Maybourne Hotel group
4 British Gas
5 Beaverbrooks the Jewellers Ltd
The companys CSR programme
started with a last day pro its
donation says Nicola Salmon, who
is responsible for the charity pro-
gramme. The days pro its for the
last day of the inancial year goes
to four charities, she says. Were
now getting staff involved in volun-
teering schemes. A group went to a
local primary school to do a garden
makeover, turning a concrete area
into a play area. It was a good team-
building day, giving us a chance to
get out of the of ice.
And its 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
to take part in the carbon agenda.
Whats more, Baringa Partners
has continued to grow its business
despite the recent recession. Our
success has been built on the qual-
theyve developed, says Mr Man-
sour. Im proud to see our staffs
careers grow in a workplace that
gives them the opportunity to real-
ise their full potential.
Applicants
350,000
100,000
26,000
17,000
14,000
www.greatplacetowork.co.uk 7
29/4/10 15:36:55

BEST WORKPLACES 2010
A HEALTHY
APPROACH
Growing numbers
of business leaders
are recognising how
important health
and wellbeing are
as business issues,
particularly those
from organisations in
the Best Workplaces
ranking. Kate Hilpern
explains
At Happy Ltd, youre more likely to
hear the word wellness than sick-
ness. Having decided to switch the
focus as part of its health and well-
being strategy ive years ago, the
training company has since experi-
enced a 75% drop in the effects of
staff sickness, as measured by the
Bradford Factor a bespoke tool
that recognises that a person taking
two weeks off for an operation has
less impact on the business than
someone taking one or two days
off every month.
Happys irst move was to give
all staff a 100 wellness budget
every year. They spend it on what-
ever they feel will help keep them
healthy. Examples so far include a
light to Venice, a massage, a Wii Fit
board and game and some vitamin
tablets, says chief executive Henry
Stewart.
Happy then set about giving
every employee their birthday off
if theyve scored well in their indi-
vidual Bradford Factor. Meetings
and emails were set up to keep
staff abreast of health and well-
being issues and annual appraisals
started being used as an opportu-
nity to ask the question: How does
Happy help you achieve a good life
balance? with results being meas-
ured. We see wellness not just as
Transforming society by creating better workplaces
008_009 health and wellbeing FT.indd Sec1:8
physiological but psychological
too, says Mr Stewart. In fact, we to its holistic focus on health and
go one step further, recognising
that family is often at the heart of
peoples wellbeing. To that end,
we offer 100% of our people the
right to choose to work lexibly. We
accept that things such as childcare
arrangements can sometimes go
pear-shaped, in which case children
are welcome to come to the of ice.
We also recognise that people typi-
cally leave their manager, not their
job, and we therefore enable people
to choose who manages them. Staff
can even change their manager at
anytime if they want to.
Happys philosophy is simple
but effective. Last year alone, it
saved the equivalent of 4% of
pro its. Meanwhile, the focus on
Strategies and
policies are
usually easy
to replicate
and dont
necessarily
cost much.
76%
OF BEST WORKPLACES
PROVIDE MENTAL HEALTH CARE
UNDER THEIR HEALTH BENEFITS
Health kick: many
Best Workplaces provide
free fruit to staff
lexible working has meant an
extended service to clients. Happy
is also experiencing a lower turno-
ver of staff, a more committed and
engaged workforce, and a reputa-
tion that means higher numbers
of quality candidates apply when
new positions come up. The Happy
brand has, in short, excelled owing
wellbeing.
Around 170 million working
days are lost to sickness absence
every year, according to the latest
CBI/AXA Absence Survey. Its a
problem that the Chartered Insti-
tute of Personnel and Development
reports as costing UK plc 692 per
employee per year and in the
thick of the recession, probably
more. Indeed, recent research by of those who do acknowledge their
mental health charity MIND found existence, many dont think they are
that one in 10 people have visited prevalent. Even employers who do
their GP for mental health support realise theres a problem often act
as a result of recession-induced half-heartedly, focusing on getting
stress. Mental health problems bottoms on seats. According to
alone cost British businesses 26bn the Health and Safety Executive, in
a year, says the charity, whose new 2008/09 1.2 million people who
campaign Taking Care of Business worked were suffering from an
aims to tackle this problem. After all, illness they believed was caused
this sum equates to 70 million lost or made worse by their current or
workdays each year more than
that caused by heart disease and
past work.
It is not all doom and gloom,
stroke combined, and three times however. Growing numbers of
more than that caused by cancer.
Obesity is another major problem
business leaders are, like Happy,
recognising this is an important
costing 18 million sick days and
about 1bn a year.
business issue, with 81% of FTSE
100 companies now reporting
Perhaps even more worry- publicly on employee health and
ing than the igures themselves is
employers attitude. Forty- ive per
wellbeing, according to Business
in the Community (BiTC) research
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
29/4/10 16:12:22
 1.2m
NUMBER OF PEOPLE WITH
AN ILLNESS THEY BELIEVE WAS
CAUSED BY WORK IN 2008/09
saying they would consider leaving
employers who failed to promote
health and wellbeing and 8 in 10
considering employers attitudes
towards health a signi icant factor
when making job decisions.
We are living in a stakeholder,
not a shareholder, world and just
like other stakeholders, employ-
ees expect certain things, not just
a salary from their employer,
explains Jennifer Simnet, director
of workplace transformation for
the Great Place to Work Institute.
They want to feel they can iden-
tify with the company. This is good
news for employers, too, because
the staff members can then be
ambassadors for the company and
that feelgood factor can permeate
out to others notably customers.
Among the organisations in the
Best Workplaces ranking, 79% of
008_009 health and wellbeing FT.indd Sec1:9
68%
OF BEST WORKPLACES COVER
ALTERNATIVE TREATMENTS SUCH
AS ACUPUNCTURE
employees report that their expec-
tations on health and wellbeing are
met. It is no coincidence that in
KEY LESSONS:
Companies that have
a health and wellbeing
strategy often report an
increase in prots and
lower staff turnover
81% of FTSE 100
companies now publicly
report to shareholders
on employee health and
wellbeing
Occupational health,
health and safety and
HR departments must
be fully integrated
within an organisation
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
FactSet Europe LTD
DIAGEO GB
British Gas
Bright Horizons Family Solutions
UKFast
these companies, sickness absence
is 30% lower than the national
average, says Mr Johnson. Thats
at least a saving of 20,760 in a
company of 100 people, and if you
take a company like The Co-oper-
ative Group, which has 120,000
employees, that is a saving of over
24m. These are massive igures
that can be achieved just by look-
ing after employees better.
Even better news for employ-
ers, says Kirsty Tait, director of
corporate affairs at Novo Nordisk,
is that the strategies and policies
employed by the Best Workplaces
are usually easy to replicate and
dont necessarily cost much. For
example, when we have meetings,
theres always an exercise element.
Recently at a sales conference, we
did a Strictly Come Dancing Exer-
cise. Its not seen as, Now well do
the health bit because its part of
our ethos.
Other winning initiatives at
the company include offering staff
the chance to work remotely and
providing generous maternity and
paternity leave. There is a staff
restaurant where employees have
free healthy food and drinks on
offer, along with dedicated coffee
break areas on each loor, encour-
aging them to take regular breaks.
Employees can also sign up to a
smoking cessation programme and
get free 30-minute health checks
to measure things such as BMI and
blood pressure. In addition, Ms Tait
points to the irms online stress
toolbox, which enables employees
to test their own psychological
Hours of training
180
125
125
124
120
state, with follow-up support if
required. Thats about taking the
stigma away from stress, as much
as anything else, she says.
As with many Best Workplaces,
Novo Nordisk regularly surveys
staff on the issue of health and well-
being. We use external auditors to
see whats working and what isnt,
and we always take action where
gaps are identi ied, says Ms Tait.
A focus on health and wellbe-
ing doesnt have to mean people
work less hard, insists Samantha
Carey, head of business develop-
ment at Impact International.
Our consultants working time
is 60% of others in our sector
on average, and we offer unpaid
leave and lexible contracts to
everyone on an individually
assessed basis. We offer lexibil-
ity with appointments too even
for the hairdressers. We also have
a massive emphasis on enabling
staff to complete projects in the
community. The impact of all
this is very positive. If people are
happy, healthy and engaged in
their work, they perform at their
best.
Louise Aston, director of Busi-
ness Action on Health, believes
that employers instinctively know
this. There is so much evidence
linking a healthy, happy workforce
to higher productivity, but there is
often a lack of integration between
occupational health, health and
safety and HR. They operate in silos.
PHOTO: ISTOCK
Without a link between the three,
the best strategies in the world
simply wont work.
www.greatplacetowork.co.uk 9
29/4/10 16:12:30
 45%
AVERAGE PROPORTION OF
WOMEN ON THE MANAGEMENT TEAM
BEST WORKPLACES 2010 OF BEST WORKPLACES

WORD FROM THE

Luca Mignini
SC Johnson
Senior VP, Europe, ANZ, Japan
Its gratifying to know our people come
in each day and enjoy their workplace.
Meeting the needs of the sites diverse
population is a critical focus at SC
Johnson. Im happy to see our people
being recognised for creating an inclusive
workplace thats supportive and
effective.
Fiona Thorn
Fishburn Hedges
Managing Director
We know that treats, such as chocolate
fountains, help create a good of ice
atmosphere. But a great workplace, as
opposed to just a fun one, inspires and
challenges in equal measure. It provides
employees with the freedom and support
to give their best while continually
developing their skills and experience.
Adam Grant
Danone Waters UK & Ireland
Chief Executive Ofcer
Were proud of our open, encouraging
culture where at all levels we work
to help each other reach our targets.
Rewarding exceptional work and
recognising those who go above and
beyond is an important part of our
employee engagement approach.

SCOTLAND WELCOMES BEST

WORKPLACES INITIATIVE
Williams Johnson
Managing Director
Great Place to Work Institute UK
Since its foundation in 2000, the
UKs Best Workplaces Programme
has been welcomed and employed
by some of the largest and most
respected companies in Britain.
Despite the undeniable success
of the initiative, the vast majority
of programme participants are
England-based organisations. The
Institute believes that workplaces
and business leaders in other
parts of Britain could greatly
bene it from the knowledge and
tools the programme can give
them to create their own high-
Transforming society by creating better workplaces
performing workplaces. Thats
why the Institute has partnered
with Skills Development Scotland
and the Scottish Council for
Development and Industry
to create a Best Workplace
Programme for Scotland.
The success of Great Place to
Work programmes and rankings
all over the world re lects the
competitive nature of labour
markets in todays globalised
economy. Emerging modern
economies such as Singapore,
United Arab Emirates and the
BRIC countries are working hard to
create the right conditions to attract
global talent and retain their own,
fuelling the war on talent.
But, its not easy. People are what
set businesses and labour markets
apart from competitors. Yet, the
globalization of the economy shifted
the power from the employer to
the employee so nowadays its
often the talented individual who
chooses his/her workplace rather
than being chosen. So, countries
and organisations have to become
better at developing their employer
brand.
Scotland has a thriving
economy, being a world leader in
manufacturing and shipbuilding.
But, like most other advanced
industrialised economies,
Scotland has seen a decline in
the importance of manufacturing
and a rise in the service sector,
The Best Workplace initiative
shares our aims of continuous
employee improvement and
growing the economy
Mr Willie Row, chairman, Skills Development Scotland
which is now the largest sector
in Scotland. Therefore, the ability
of Scotland to attract and retain
talent will be key to Scotlands
future growth and we believe
the Best Workplaces initiative
will make a difference.
Scotlands Best Workplaces is
a valuable innovation to Scotlands
business landscape, says Dr Lesley
Sawers, chief executive, SCDI. A time
of economic uncertainty sharpens
the focus on the importance of
creating cultures of productivity
and value for all in the workplace.

010-011 CEOs FT.indd Sec1:10 29/4/10 16:45:49

 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
Abbott UK
General Manager
Abbott continues to invest in training
and development, lexible bene its
and work, and health and wellness
programmes, which provide the best
environment for our people to build
varied and ful illing careers.
Carole Edmond
Bright Horizons Family Solutions
Managing Director, UK
We have a talented team of people,
each bringing something unique to
Bright Horizons. We know that we
play a part every day in making a real
difference to children and families. We
all care passionately about what we do
and support each other, encouraging
professionalism, growth and diversity.
Martin Shuker
KFC UK & Ireland
Managing Director
We are proud of our distinctly
supportive and friendly team culture.
One of the things that makes KFC a
great place to work is our core value
of belief in all people which makes
us passionate about celebrating and
challenging our people, to help them
realise their true potential.

WE ARE
SEARCHING FOR
SCOTLANDS
BEST WORKPLACES

In strategic partnership with Published by

REGISTRATIONS ARE NOW OPEN

For further details
scotland@greatplacetowork.co.uk
+44 (0)870 608 8780

010-011 CEOs FT.indd Sec1:11 29/4/10 16:45:58

 Professional Development (%)

Quality of Life (%)

Job security (%)

BEST WORKPLACES 2010 Pay & Benets (%)

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 Ofce) 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

012-013 top 50 FT.indd 12 29/4/10 17:01:37

 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) shburn-hedges.co.uk 4% | 60% Advertising & Marketing 23 23 31 23

Grnenthal 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

Kelloggs 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

McDonalds 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 Childrens 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% Stafng 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

012-013 top 50 FT.indd 13 29/4/10 17:01:44

 BEST WORKPLACES 2010

WORD FROM THE TOP

Tony Langham Quentin Poole Sanjay Guha

Lansons Communications
Chief Executive
We have great people, with pride in the
business, who care about each others
wellbeing and about doing fantastic work.
We communicate honestly about where
the companys going, and strive to be a
good citizen in our communities. Keeping
a fresh outlook is important.
Wragge & Co
Senior Partner
Our workplace culture thrives because
we support each other as a single team.
Get that right and everything else
follows people enjoy what they do,
and our clients get the best service.
Coca-Cola Great Britain
Business Unit President
Its our wide range of initiatives that help
associates enjoy a good work-life balance.
Our lexible working arrangements and
annual learning allowance, which employees
are allowed to spend on any area of personal
development that interests them, all
contribute to making this a Best Workplace.

Dr Simon Clough Did you know....

DAIICHI SANKYO UK Ltd On average, 46% of the UKs Best
Workplaces are composed of women.
Managing Director
This is reected across Europes 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 UKs Best
Workplaces.
OUR SUCCESS IS BUILT Government Equalities Ofce: 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

014-015 CEOs-make the grade FT.indd Sec1:14 29/4/10 16:46:28

 Professional Development (%)

Quality of Life (%)

Job Security (%)

Pay & Benets (%) UKS BEST SMALL WORKPLACES

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 Centor Insurance & Risk 34 (0) 3.8m ()
Management Ltd 3% | 44% Financial Services & Insurance New entry 26 24 26 24
London (01) centor.co.uk

2 IncrediBull 24 (26) 3m () New entry 21 25 29 24

London (01) incredibull.com 5% | 54% Advertising and Marketing

3 INTUIT Ltd 30 (7,700) 10.5m () New entry 27 21 27 26

Maidenhead (01) intuit.co.uk 23% | 55% Information Technology

4 Mapledown School 60 (0) 2m () New entry 27 27 26 20

London (01) mapledownschool.co.uk 38% | 84% Education & Training

5 HomeAway Holiday-Rentals 64 (634) Undisclosed New entry 24 23 30

30 23
23
London (01) homeaway.co.uk undisclosed | 36% Advertising and Marketing

6 Happy Ltd 50 (0) 2.4m () 25 27 29 19

London (02) happy.co.uk 40% | 63% Education & Training

7 Synergy Sponsorship 35 (0) 7m () New entry 29 18 30 23

London (01) synergy-sponsorship.com 0% | 57% Advertising and Marketing

8 Virgo HEALTH Ltd 44 (0) 5.6m () New entry 27 21 29 24

Surrey (01) virgohealth.com 20% | 85% Professional Services

9 Aquamarine Power Ltd 44 (0) Undisclosed New entry 25 22 28 25

Edinburgh (03) aquamarinepower.com 0% | 32% Manufacturing & Production

10 rmus energy 55 (0) Undisclosed New entry 24 26 34 15

Antrim (01) rmusenergy.co.uk 0% | 40% Utilities

The Trust Index employee

MAKE THE survey measures the levels of trust,

pride and camaraderie within
a companys culture through
58 statements that employees
THE GREAT PLACE
TO WORK INSTITUTE

Founded in 1991, the

GRADE
The Best Workplaces Programme
is more than just a ranking. Its
a developmental programme
designed to equip organisations
and leaders with knowledge
and tools they need to create a
healthy workplace and engaged
workforce. The programme
encompasses three areas: mea-
surement and benchmarking,
access to thought leadership
through research, and best people
practice and knowledge sharing.
Over 4,000 organisations are
involved in the global Best Work-
places Programme, making it the
largest of its kind. The Great Place
to Work Institute conducts the
initiative in more than 44 nations,
including 17 national studies
in Europe. For the 2009-2010
edition of the European Best
Workplaces Programme, more
than 1,300 European companies
participated, representing more
than 293,911 employees.
The methodology used to assess
organisations is validated by 25
years of research and ongoing
interaction with high-performing
workplaces worldwide. It derives
from the Great Place to Work
Model which de ines a great
workplace as an organisation
where employees trust the people
they work for, have pride in what
they do, and enjoy the colleagues
they work with the Institute uses
two assessment tools for selecting
organisations.
Institute is a global
respond to on a ive-point scale. It research and management
allows employees to give anony- consultancy with expertise
mous feedback on key aspects of in workplace culture
their workplace experience, includ- transformation and a
ing tangible aspects such as the presence in 44 countries
perception of training and devel- worldwide. The Institute is
opment, and those intangibles, a commercial organisation
such as whether the companys with a social mission to
better society by helping
leaders walk the talk. It accounts
organisations to transform
for two-thirds of the score, making their workplaces.
the employee the ultimate judge of
www.greatplacetowork.co.uk
this ranking. With over 1.5 million
users across the globe, the Trust
Index survey is the irst and most
widely used tool to measure trust
in the workplace.
The Culture Audit manage-
ment questionnaire to which
HR professionals in the compa-
nies respond covers nine areas
and provides in-depth insights
into values, policies and practices
that support the organisational
culture. It makes up the inal third
of a companys score.

www.greatplacetowork.co.uk 15

014-015 CEOs-make the grade FT.indd Sec1:15 29/4/10 16:46:35

 92%
OF EUROPEAN BEST WORKPLACES EMPLOYEES
AGREE THAT TAKING EVERYTHING INTO ACCOUNT,
BEST WORKPLACES 2010 THEIR COMPANY IS A GREAT PLACE TO WORK

EUROPEAN TRENDS
As the world recovers from one of the due to a number of factors including pos-
worst recessions since the 1930s, when sible anxiety about the general economic
business growth sank to historic lows, outlook and potential concerns about
there was an average 15% revenue additional work generated by lay-offs. Ireland
7%
growth for European Best Workplaces Despite the added pressures, Best
102
in 2010, the Institute reports. Workplaces continue to grow their
Like other businesses, Best Workplaces workforce at 2.2% and productivity
faced some real challenges in the past by an astounding 12.9%. The recession
year. These workplaces had to resort to marked a paradigm shift from a share- UK
sabbaticals and lexible working arrange- holder to a stakeholder society where 7%
the successful companies of tomorrow 109
ments to keep their talent pool and in
Belgium
many cases make people redundant to will be those that help society to deal
6%
keep a loat. The Institute recorded a 3% with major societal challenges and 59
average drop in employees perception listen and engage their most important France
of their workplace experience. This was stakeholder their employees. 3%
Switzerland 37
4%
NUMBER OF EMPLOYEES AVERAGE GROWTH 8
REPRESENTED IN EUROPE OF THE BEST
WORKPLACES
Over 1,6 million IN EUROPE Portugal
3% Spain
NUMBER OF EMPLOYEES 15.0% 44
5%
SURVEYED IN EUROPE 53

293,911
NUMBER OF PARTICIPATING
COMPANIES IN EUROPE 2.2%

1,300 Revenue Employees

BEST WORKPLACES IN EUROPE - BY INDUSTRY WOMEN IN EXECUTIVE/

SENIOR MANAGEMENT (%)
Poland 44.4
3% 3%
3% Ireland 33.6
5% Norway 29.3
Portugal 27.7
20% Professional Services - Consulting Netherlands 25.7
20% 19% Manufacturing & Production Denmark 25.5
14% Financial Services & Insurance France 25.2
8% 14% Information Technology UK 24.3
11% Other Industries Belgium 23.7
11% 8% Biotechnology & Pharmaceuticals Sweden 23.2
19% 5% Retail Greece 22.6
3% Social Services and Govt. Agencies Finland 19.8
14% 3% Staffing & Recruitment Austria 17.6
14% 3% Health Care Italy 17.3
Spain 15.4
Germany 11.7
Switzerland 9.6

Transforming society by creating better workplaces

016-017 map FT.indd 16 29/4/10 15:37:21

 37 YEARS
THE AVERAGE AGE OF
4.7%
THE VOLUNTARY EMPLOYEE
EUROPEAN BEST WORKPLACES TURNOVER IS LOWER THAN EVER THE TRENDS

Finland
6%
Norway 63
4% THE BEST WORKPLACES IN EUROPE
36 - BY COMPANY AGE
Sweden
4%
Denmark 50 KEY TO MAP DATA
14% 12%
116 % of Best Workplaces
recognised in 2010
49% 11-30 years
No. of Best Workplaces 49%
Netherlands 39% 30+ years
4% recognised in the history
12% 0-10 years
52 of the programme
Germany Poland 39%
19% 1%
178 2
Luxembourg
0%
1

Austria
5% 100 BEST WORKPLACES IN EUROPE
64 AVERAGE SCORES BY DIMENSION (%)

92% Credibility Pride

Italy 90 Respect Camaraderie
4% Fairness
59 88
86
84
82
80
4% 78
43
76
2003 2004 2005 2006 2007 2008 2009 2010
Greece

AVERAGE HOURS OF FORMAL AVERAGE RATE

TRAINING PER YEAR * OF ABSENTEEISM (%)
Netherlands 98 Switzerland NA
Norway 89 Ireland 1.4
Greece 82 Greece 1.5
Portugal 71 Sweden 1.8
Italy 67 Austria 2.0
Ireland 67 UK 2.0
Finland 62 Finland 2.1
Spain 61 Spain 2.1
UK 60 Denmark 2.5
Belgium 56 Belgium 2.5
Denmark 55 Portugal 2.6
ILLUSTRATION: INFOMEN

Austria 53 Germany 2.6

Sweden 51 Italy 2.7
Germany 48 Netherlands 3.1
Switzerland 47 France 3.3
Poland 45 * For the largest Norway 3.7
France 44 occupational group Poland 5.9

www.greatplacetowork.co.uk 17

016-017 map FT.indd 17 29/4/10 15:37:26

 50 BEST LARGE WORKPLACES IN EUROPE 2010
Company name Country Sector Company name Country Sector
Website (employees) Website (employees)

1 Microsoft 15 countries Information 26 Admiral Group UK Auto Insurance

microsoft.com (12,464) Technology admiralgroup.co.uk (2,896)

2 ATP Denmark Financial Services 27 AMEX Sweden Financial Services

atp.dk (777) & Insurance americanexpress.se (938)

3 SMA Solar Technology Germany Electronics 28 Elica Italy Manufacturing &

sma.de (2,736) elica.com (1,227) Production

4 3M Deutschland/3M ESPE Germany Manufacturing 29 Care Belgium Social Services &

mmm.de (4,255) & Production care.be (1,085) Govt Agencies

5 IRMA Denmark Retail 30 McDonalds Belgium, Denmark, Hospitality

irma.dk (2,182) mcdonalds.com Ireland, UK (34,281)

6 Coca-Cola HBC Greece Greece Manufacturing 31 Bright Horizons Family UK Education &
coca-cola.gr (2,275) & Production Solutions brighthorizons.co.uk (2,409) Training

7 SAS Institute 4 countries Information 32 Novozymes Denmark, Biotechnology &

sas.com (503) Technology novozymes.com Switzerland (2,663) Pharmaceuticals

8 Accenture Finland, Sweden IT Consulting 33 NetDesign Denmark IT Consulting

accenture.com (2,069) netdesign.dk (518)

9 domino-worldTM Germany Health Care 34 KBC Belgium Financial Services

domino-world.de (550) kbc.be (16,384)

10 PepsiCo (Tasty Foods Greece) France, Greece, Manufacturing 35 Sparda-Bank Mnchen Germany Financial Services
pepsico.com Ireland (1,737) & Production sparda-m.de (664)

11 Nordea Liv & Pension Denmark Financial Services 36 Johnson & Johnson Germany Health Care
nordealivogpension.dk (607) & Insurance jnjgermany.de (750)

12 DIS AG Germany Stafng & 37 CSU The Netherlands Professional

dis-ag.com (927) Recruitment csu.nl (11,324) Services

13 EnergiMidt Denmark Energy 38 H. Lundbeck Denmark Pharmaceuticals

energimidt.dk (574) Distribution lundbeck.com (2,341)

14 Telefnica O2 Germany, Ireland Telecommunica- 39 Techniker Krankenkasse Germany Health Insurance

O2.com (7,482) tions tk-online.de (11,386)

15 W.L. Gore Associates Germany, France, Manufacturing 40 HOCHLAND Deutschland Germany Manufacturing &
gore.com Italy (1,349) & Production hochland-group.com (1,408) Production

16 Louis Vuitton Spain Manufacturing 41 E.ON Fhrungsgesellschaften Germany Energy

louisvuitton.com (756) & Production eon.com (4,057) Distribution

17 Cisco Systems 6 countries Information 42 ING-DiBa Germany Financial Services

cisco.com (2,098) Technology ing-diba.de (2,794)

18 Schoenen Torfs Belgium Retail 43 CIBA VISION Germany Manufacturing &

torfs.be (508) cibavision.de (969) Production

19 SBK (Siemens- Germany Health Insurance 44 Athenian Brewery Greece Manufacturing &
Betriebskrankenkasse) sbk.org (1,350) beerexports.gr (1,277) Production

20 DIAGEO GB UK Manufacturing 45 Volkswagen Financial Germany Financial Services

diageo.com (627) & Production Servicesvwfsag.de (4,028) & Insurance

21 Randstad Group Belgium Belgium Stafng & 46 EMC Ireland Ireland Information
randstad.be (1,356) Recruitment uk.emc.com (1,650) Technology

22 A1/mobilkom austria Austria Telecommunica- 47 Hilti Switzerland Manufacturing &

mobilkomaustria.com (3,004) tions hilti.com (1,922) Production

23 Vodafone Espaa Spain Information 48 Tetra Pak Italy Manufacturing &

vodafone.es (4,000) Technology tetrapak.com (704) Production

24 FedEx Express Belgium Package 49 Grupa IKEA w Polsce Poland Retail

fedex.com (790) Transport ikea.com/pl (2,602)

25 Novo Nordisk Farma Oy Finland, UK Biotechnology & 50 Unicarepharmacy Ireland Retail

novonordisk.com (573) Pharmaceuticals unicarepharmacy.ie (850)

Transforming society by creating better workplaces Large companies: 501+ employees

018-019 european chart FT.indd 18 29/4/10 15:47:34

 50 BEST SME-SIZED WORKPLACES IN EUROPE 2010
Company name Country Sector Company name Country Sector
Website (employees) Website (employees)

1 &samhoud The Netherlands Management 26 Everis Portugal Portugal IT Consulting

samhoud.nl (108) Consulting everis.com (203)

2 Middelfart Sparekasse Denmark Financial Services 27 OC&C Strategy Consultants Germany Management
midspar.dk (186) occstrategy.com (80) Consulting

3 Reaktor Finland IT Consulting 28 Danone UK Manufacturing &

ri. (120) danone.co.uk (114) Production

4 Roche Pharmaceuticals Denmark Biotechnology & 29 Euro Car Parks Ireland Construction &
roche.dk (128) Pharmaceuticals eurocarparks.com (210) Real Estate

5 noventum consulting Germany IT Consulting 30 NetApp Switzerland, UK Information

noventum.de (75) netapp.com (346) Technology

6 4ow Germany Management 31 Abbott Laboratories Denmark, Ireland, Health Care

4ow.de (87) Consulting abbott.com Norway (328)

7 Frs Herreds Sparekasse Denmark Financial Services 32 Borgerservice Haderslev Denmark Government
froes.dk (138) Kommune haderslev.dk (55) Agencies

8 Consol* Software Germany Information 33 Mars Finland, Ireland, Manufacturing &

consol.de (187) Technology mars.com Italy (396) Production

9 Creativ Company Denmark Retail 34 Kantega Norway IT Consulting

cchobby.dk (95) kantega.no (66)

10 Autisme Center Vestsjlland Denmark Health Care 35 LEGO Germany Manufacturing &
a-c-v.dk (361) lego.com (167) Production

11 Baringa Partners UK Professional 36 Fondia Oy Finland Professional

baringa.com (119) Services fondia. (55) Services

12 Bofllesskaberne Edelsvej Denmark Social Services & 37 ConVista Consulting Germany IT Consulting
(51) Govt Agencies convista.com (146)

13 Softonic.com Spain Information 38 Bristol Myers-Squibb Greece, Poland Biotechnology &

softonic.com (164) Technology bms.com (334) Pharmaceuticals

14 Bain & Company Ibrica Spain Professional 39 Psimitis Greece Health Care
bain.com (73) Services psimitis.gr (75)

15 Procter & Gamble Austria Austria Manufacturing & 40 Grupo Visual MS Spain Information
pg.com (98) Production visualms.com (51) Technology

16 SCA Hygiene Products Denmark Manufacturing & 41 TANDBERG Norway Information

sca.dk (85) Production tandberg.no (473) Technology

17 Management Events Finland Professional 42 Centiro Solutions Sweden Information

managementevents. (70) Services centiro.se (59) Technology

18 GlaxoSmithKline Pharma Denmark Health Care 43 ORMIT The Netherlands Management

glaxosmithkline.dk (130) ormit.nl (152) Consulting

19 Mjlner Informatics Denmark IT Consulting 44 Novia Finland Oy Finland Professional

mjolner.dk (68) novianland. (90) Services

20 SimCorp Germany Software 45 Webstep Norway IT Consulting

simcorp.de (172) webstep.no (180)

21 Sparkasse Neuhofen Bank Austria Financial Services 46 House of Performance The Netherlands Management
sparkasse.neuhofen.at (62) hofp.nl (54) Consulting

22 atrias personalmanagement Germany Stafng and 47 Worthington Cylinders Austria Manufacturing &
atrias.de (55) Recruitment worthingtoncylinders.com (368) Production

23 Liberty Seguros Portugal Insurance 48 Impact International UK Professional

libertyseguros.pt (447) impact-dtg.com (103) Services

24 OMICRON electronics Austria Electronics 49 Jones Lang LaSalle Ireland Construction &
omicron.at (282) joneslanglasalle.ie (74) Real Estate

25 Pipelife Finland Oy Finland Manufacturing & 50 Accuracy France Consulting

pipelife. (95) Production accuracy.fr (77)

SME-sized companies: 50-500 employees www.greatplacetowork.co.uk 19

018-019 european chart FT.indd 19 29/4/10 15:47:42


BEST WORKPLACES 2010
SMALL AND
PERFECTLY
FORMED
Centor Insurance
and Risk Management
Head Ofce: London
Website: www.centor.co.uk
With rock solid retention
rates, long service awards
and staff encouraged
to contribute business
suggestions at any time,
its not surprising that
Centor Insurance and Risk
Management has won the
Best Small Workplaces Award
2010, writes Widget Finn
I get great pleasure from making
my staff happy and it de initely
rubs off on our clients, says Neil
Walton, CEO of Centor Insurance
and Risk Management, winner of
the 2010 Best Small Workplaces
Award. With a staff of 38, the annual
retention rate of the business is
94%. Mr Walton comments: So
we must be doing something right
though we are losing a senior
manager. She came over from Ire-
land for six months and stayed with
us for 23 years but shes decided its
time to go home.
Centor has celebrated several
long-service awards in the past 12
months, including those to three
staff who have been there for more
than 20 years. Were proud that
their loyalty re lects our investment
in our staff, says Mr Walton.
One of these awards went
to Roger Wiseman, the compli-
ance and training of icer, who
Transforming society by creating better workplaces
020-021 best small workplaces FT.indd Sec1:20
has worked for Centor since
1989 a remarkable record in a
sector where people tend to move
on after three or four years. He
explains why he stayed so long:
I was able to progress within
the company, so I didnt have to
leave to get a promotion. I joined
as a broker, then became a team
leader, and now provide technical
support, mentoring and coaching,
and compliance auditing.
Mr Wiseman will spend his
long-service award 5,000
towards the holiday of his choice
on travelling to France, America
and Italy.
What makes Centor a work-
place that people ind it dif icult to
leave? Richard Widdowson, senior
consultant at the Great Place to
Work Institute UK, argues that
trust is the essential ingredient
in holding onto staff. In a great
workplace, trust shows in every
Asda & ?What if!
THE ONLY TWO COMPANIES TO ACHIEVE NUMBER
1 FOR TWO CONSECUTIVE YEARS IN THE UK
relationship between manag-
ers, employees and customers. In
a trusting environment, people
co-operate, leading to greater pro-
ductivity and higher pro its.
Mr Walton agrees that trust is
of key importance to a successful
business. If you lose that trust,
you might as well give up. We have
an open relationship with our
staff. The whole company meets
monthly to discuss inancial results
and operational activity. We have
a large whiteboard on the wall of
our trading loor which displays Centor prides itself
our income against budget, so eve- on its commitment
to continuous people
ryone can see at a glance exactly development
how were doing. We celebrate
good news but also tell them the
bad news otherwise people go and celebrating successes are an
away worrying, and put two and important part of the company
two together to make 24. culture. When Centor won Silver
Not that theres much bad in the Investors in People awards
news at Centor the business everyone enjoyed a glass of cham-
has achieved an impressive 62% pagne, while all those involved
growth rate in the past ive years, in the 2009 UK Broker Awards
attended the prize-giving cere-
mony. Individual achievements are
regularly recognised, with practices
In a trusting such as inancial awards for those
who achieve passes in professional
environment, exams.
people As Mr Wisemans long-service
award shows, the opportunity for
co-operate career development is an impor-
tant incentive for people to stay in
a company. Centor prides itself on
29/4/10 15:48:17
 Microsoft
HAS HAD MORE THAN 70 OPERATIONS
RECOGNISED IN THE EUROPEAN LIST
its commitment to continuously
developing its people, and the
Investors in People (IIP) Outstand-
ing Individual Achievement award
was recently won by one of its staff,
Carly Nunn, who is responsible for
managing internal people policies.
After joining Centor as a secretary in
1997, Ms Nunn progressed to of ice
manager and is now responsible for
HR, IT and business projects, work-
ing with the Board to provide staff
with a range of opportunities for
personal growth.
Another member of staff, Alison
Field, has made good use of these
opportunities. Three years ago,
aged 17, she did work experience at
020-021 best small workplaces FT.indd Sec1:21
Finland
THE FIRST COUNTRY TO INTRODUCE A
RANKING FOR SMALL WORKPLACES BEST SMALL WINNER
LARGEST
NUMBER OF WOMEN
(full- and part-time)
Rank Company
1 The Co-operative Group
2 McDonalds Restaurants UK
3 British Gas
4 KFC UK and Ireland
5 Bright Horizons Family Solutions 2,267
Centor, and after inishing her col-
lege course returned as a full-time
administrator. Since then, she has
passed the C11 exams; her enthu-
siasm and dedication have earned
her promotion to junior account
handler; and she will follow a struc-
tured training plan to enable her to
meet the responsibilities of manag-
ing a client account.
A great workplace has people
who take pride in their job, and
understand the importance of
their role and the contribution
they can make to the team effort. At
Centor, the Suggestion Box encour-
ages staff to come up with ideas to
improve systems which will ulti-
mately bene it the business. Any
ideas that are adopted earn the
individual 25. In the past three
years, 31 suggestions have been
taken up. Often theyre simple
things, says Mr Walton. A shoe-
cleaning machine, pooled mobile
KEY LESSONS: phones and company briefcases
have all been staff ideas that help
A nancial incentive people look and work smarter.
scheme rewards The company also encourages
employees long-term people to complete a War Sto-
commitment ries form when they have done
War stories require something well, or overcome a
employees to promote particular problem. This is cir-
each others achievements culated to the entire company so
Senior staff coach more other employees are made aware
junior employees who are of what that person did, and can
preparing for professional learn something in the future.
exams Mary Burns, the of ice manager,
is responsible for ensuring visit-
ing clients get the message that
Centor is a great place to work her
unof icial title is director of irst
impressions. We want our visitors
44,888
16,751
7,671
4,065
to feel welcome. They appreciate
the attention to detail such as comfy
sofas and serving coffee in attrac-
tive china.
What makes Centor special?
Ms Burns believes its the people.
Theres a real camaraderie, and
people care not just about your
work but your personal life too.
This culture re lected in lexible
working practices, including the
introduction of a part-time role to
suit the skills of a working mother,
and provision of technical sup-
port for a home-based employee
who is the main carer for his two
children.
Ms Nunn agrees that the people
make Centors workplace great.
Everyone works as a team, and
our charity volunteering projects
are a fantastic bonding opportunity
away from the of ice. The company
raises money for Children in Need.
Staff can spend two paid days a year
working in small local charities.
Its great for morale-building and
developing new skills.
Trust, pride and team spirit are
all essential ingredients for a great
place to work, but a successful
business is judged by whether its
customers are satis ied. Centors
client retention was 98% in 2009.
To be a Centor person means
to care about our clients, but also
about our colleagues, says Mr
Walton. This is instilled through-
PHOTO: AKIN FALOPE
out the organisation from the top
down. Our ethos is to love our
clients to bits, and we can do this
only by making Centor a compelling
place to work.
www.greatplacetowork.co.uk 21
29/4/10 15:48:23

BEST WORKPLACES 2010
TRUST: THE
SMALLEST WORD
THAT MAKES THE
BIGGEST DIFFERENCE
It drives loyalty and growth
and can help organisations
survive in tough times. Liz
Hollis looks at why a culture
of trust is essential for a great
workplace
Sham political expenses, respected
brands vanishing from the high
street and once lofty inancial
institutions crumbling. This reces-
sion has been characterised by an
erosion of trust in society and its
institutions and similarly its now
in critically short supply in many
workplaces.
The importance of trust in
the workplace, and the damaging
effects when it is lacking, have been
magni ied by this recession. Yet it
still remains the vital requirement
for a great workplace culture and a
thriving successful organisation,
says Williams Johnson, managing
director of the Great Place to Work
Institute UK.
It underpins and affects the
quality of every relationship, com-
THE MOST FUN AND
FRIENDLY WORKPLACES
Based on percentage of employees who believe their workplace
is fun and friendly
Rank Company
1 UKFast
2 Baringa Partners
3 Tandberg
4 National Instruments
5 Impact International
Transforming society by creating better workplaces
022-023 trust FT.indd 22
munication, project and effort.
Organisations that maintain and
improve levels of trust experience
improved business performance.
Trust has a fundamental effect
on a companys bottom line,
according to author Stephen M.R.
Covey. The speed at which trust
is established between organi-
sations, clients, employees and
other stakeholders is essential
for organisations to achieve high
performance levels.
Despite this zeitgeist of distrust
and a backdrop of inancial reces-
sion, the organisations recognised
in the UKs Best Workplaces rank-
ing have still managed to maintain
a high trust culture. Indeed it has
become an important catalyst for
their revival. So how have they
62%
THE DROP OF TRUST IN BUSINESS
DURING THE RECESSION
achieved and maintained work-
place trust in such challenging
conditions?
Firstly, by acknowledging the
lynchpin role of trust in the work-
place rather than assuming it is
merely an extra that can be sacri-
iced in tough times, points out Cary
Cooper, professor of organisational
psychology and health at Lancaster
University Management School.
If there is trust employees
feel valued and have autonomy
and control, which are the most
motivating factors. So they feel
engaged and will perform at their
optimum vital for surviving the
recession, he says.
Under pressure, some organi-
sations resort to micromanaging,
explains Professor Cooper, keep-
ing a tight watch on employees Organisations
every move and taking away
autonomy and control. This
that maintain
results in low morale and reduced and improve
performance.
Dr Martin Clarke, senior lecturer levels of trust
at Cran ield School of Management,
says trust in the workplace is essen-
experience
tial especially during a downturn. improved
He leads a business course called
Employee engagement in dif icult business
times.
My experience from the recent
performance
downturn is that the best strategy
is to treat employees as adults
informing and trusting them. They person?) and competence-based
will show they are just as capable as trust (Do I trust you to do the job?)
their bosses at reading whats going We are hardwired to trust the
on in the world and will use their motives of less than 10 people,
initiative to reduce costs and ind Dr Clarke says. All organisations
new business. are full of politics and competing
He suggests a more nuanced interests and this must be fac-
approach to the concept of trust tored in.
distinguishing between motives- Employees may be competing
based trust (Do I trust you as a for the same resources or promo-
29/4/10 16:28:04
 3%
THE INCREASE IN THE CREDIBILITY
OF BEST WORKPLACES LEADERS IN
THE RECESSION
tion, so trust must leave room for
employees to challenge strategy
and goals.
Trust is a positive set of atti-
tudes and behaviours enabling high
job performance which is in tune
with the organisations mission, Dr
Clarke adds.
At Admiral Group employees
meet managers face to face and
are encouraged to question and
challenge.
Justin Beddows, Admirals
communications director, says:
We hold regular friendly forums
where employees chat to senior
management over coffee. No topic
is off limits.
Rather than send newslet-
ters, managers personally inform
employees about whats going on
in the company. We have never
shied away from telling our staff
the truth and they appreciate that.
Thankfully, weve had no bad news
to give them in the recession!
Such ability to be interested
022-023 trust FT.indd 23
TRUST IS LIKE THE AIR WE BREATHE. WHEN
ITS PRESENT NOBODY REALLY NOTICES.
BUT WHEN ITS ABSENT, EVERYBODY NOTICES.
WARREN BUFFETT
Trust: a vital requirement for
a great workplace culture
in what others have to say, listen
to their ideas and build strategy
around these ideas is a practice
common to high-trust workplaces.
Leaders encourage debate,
listen rather than impose and
value differences of opinion, says
Dr Clarke. They demonstrate a
sincere belief in employees well-
being. They leave space for per-
sonal choice, development plans,
KEY LESSONS:
Trust underpins and
affects the quality of
every relationship,
communication and
project
Autonomy and
control are the biggest
motivators
Leaders in workplaces
with a high level of
trust value differences
of opinion
lexible bene its, local innovation
and feedback for policies and
ideas. High-trust leaders also
encourage knowledge exchange
at the lower end of the busi-
ness.
At McDonalds, trust and
employee engagement drive
loyalty and business growth.
Employee website www.our-
lounge.co.uk allows staff to
communicate across all levels.
Head of talent and education Jez
Langhorn says: This increases
engagement, as do the employee
quali ications we offer. The
fast food giant is an accredited
educational body which awards
quali ications.
Meanwhile, at Microsoft,
employees take part in focus
groups and the MSPoll a survey
that asks staff what they think
and is followed up with real
change.
Trust is also central to future
success in an increasingly dig-
ital, lexible workplace. The
1990s command and control
management style is no longer
effective. Now employees need to
be trusted to work anywhere at
any time but still deliver results.
So leaders need to learn how to
extend trust as well as building
trust in them.
If theres trust it means work-
ers can be relied on to get the job
done to a high standard wherever
they are working whether its
at home, in the of ice, or at the
airport, says Professor Cooper. A
workforce that can be trusted to
perform at all times is crucial to
a thriving organisation.
Mr Johnson says that the
downturn has meant many
employers forgot that trust was
an important element in a suc-
cessful organisation.
When employees lose trust,
and for example, dont view infor-
mation that comes from the CEO
as credible, that organisation will
pay a huge cost. It will take time
to restore trust again, he says.
However, in great workplaces
trust has lourished despite the chal-
lenges and leaders have improved
their credibility evidence that
engaging employees pays off.
TRUST
HOW
BEAVERBROOKS
THE JEWELLERS
CREATES A
CULTURE OF
TRUST
This family-owned jewellery
retailer has a mission
statement about enriching
lives that is called The
Beaverbrooks Way. Every
employee has a copy.
It sets out the purpose and
value of the business and
behaviours we all agree to
work to, says Phil Jepson, head
of HR.
This includes tell the total
truth faster a system where
employees are straight and
honest as quickly as possible
rather than allowing questions
to fester.
The main thing that makes
us stand out from other
companies is that a lot of our
communication is face to face.
We have 66 stores, and the
managing director and senior
team spend a lot of time going
out to talk to people holding
focus groups.
People know if they bring
an issue up, something will
happen as a consequence.
We also have an internal
suggestion scheme. But ours is
different because everybody
gets a response from the
executive team. Its then
passed to the best person to
deal with it and we decide if its
something we can use.
All employees are kept up
to date with the inancial
performance of the business
either face to face or via a DVD
announcement rather than
written notes. You feel trusted
and part of the business
because you are given all the
information about how the
business is doing, Mr Jepson
says.
www.greatplacetowork.co.uk 23
29/4/10 16:28:17
 BEST WORKPLACES 2010
Corporate
Responsibility
Excellence Award
Winner Ketchum Pleon
Supported by
Finalists
Baringa Partners
Impact International
Lansons Communications
Novo Nordisk
Award description
This award is concerned with how
companies actively integrate CR into
their organisations culture. Companies
recognised are those that maintain a
high standard of managing and reporting
their environmental, social and economic
impact, and use innovative ways of
ensuring changes actually happen, such
as linking performance management
in corporate responsibility to staff
remuneration packages.
The winning company
Ketchum Pleon stands out as a irm
making a major contribution to society;
it has moved from commissioning pilot
social and environmental projects to
aligning corporate responsibility to
its core business strategy. Crucially,
each employee is assessed in their
performance appraisal on how they
consider the companys values.
There are great
pro bono work
opportunities
here Employees comment
Transforming society by creating better workplaces
024-025 experts FT.indd Sec1:24
Learning &
Leadership for
Sustainability
Excellence Award
Winner Novo Nordisk
Supported by
Finalists
Baringa Partners
Impact International
Ketchum Pleon
Lansons Communications
Award description
Organisations helping their employees
and senior leadership to understand
and respond to socio-environmental
challenges are suitable candidates
for the Learning & Leadership for
Sustainability Excellence Award. In
particular, this award assesses how
organisations are attempting to
understand and provide their people
with the skills required to effectively
address broader socio-environmental
issues, such as climate change.
The winning company
Novo Nordisk receives this award for its
efforts to bring employee engagement
in sustainability issues to life. Its
TakeAction! employee volunteering
programme has given staff the space
to de ine the goals and approach of
their volunteering, and reinforce their
learning in the process.
The company
interacts with
its stakeholders
in an ethical
manner
Employees comment
Health & Wellbeing
Excellence Award
Winner Lansons Communications
Supported by
Finalists
Baringa Partners
Impact International
Ketchum Pleon
Novo Nordisk
Award description
This award recognises how
organisations demonstrate a genuine
sense of caring for their employees
health and wellbeing. In particular, the
Health & Wellbeing Excellence Award
assesses the support and bene its
companies provide for their staff and the
efforts they make to promote a healthy
lifestyle, while providing and actively
encouraging a good work-life balance.
The winning company
Lansons Communications takes an
active and strategic approach to
wellbeing. Health and wellbeing are
embedded within the companys
culture, and there is a champion
dedicated to the issue in the
boardroom. The PR and public
affairs consultancy emphasises
physical, emotional and social health,
recognising the link between wellbeing
and engagement to productivity.
Once a month
we leave early
on Friday, and
cereal and fruit
are provided for
breakfast
Employees comment
29/4/10 15:48:50

Disability
Excellence Award
Winner Wragge & Co
Supported by
Finalists
ApaTech
Almac Group
Beaverbrooks the Jewellers
The Totaljobs Group
Award description
Organisations actively promoting
disability equality are recognised by
the Disability Excellence Award. The
aim is to highlight organisations that
incorporate a number of best practices
which go beyond legal compliance,
and are also able to demonstrate that
a positive attitude towards disability is
embedded in their workplace culture,
rather than being a simple add on.
The winning company
Wragge & Co has provided some real
evidence of how it has gone beyond legal
compliance to strive for best practice on
disability. It sees action on disability as
an opportunity to widen its talent pool
and support its employees, rather than
focusing on issues such as health & safety.
The irm is very
good at making
adjustments
for disabled
employees
Employees comment
024-025 experts FT.indd Sec1:25
Learning &
Development
Excellence Award
Winner NetApp
Supported by
Finalists
Baringa Partners
Danone Waters
London & Quadrant Housing
McDonalds Restaurants UK
Award description
This new award rates organisations on
learning and development. Learning,
not training, initiatives should not
only be the remit of HR and learning
and development departments, but be
sponsored at the highest levels of the
organisation. A great variety of learning
methods must be offered.
The winning company
NetApp focuses on learning and
development rather than on training
alone. It uses a number of learning
pathways, emphasising a blended
approach to learning. This strategy
maximises the transfer of knowledge,
facilitates the development of individuals
in remote locations, and makes modules
available to all employees. NetApp also
ensures the aims of the programmes are
linked to the organisations goals.
Working here
has given me an
extra boost to
stretch myself
that bit further
Employees comment
THE EXPERTS
Most Trusted
Leadership
Excellence Award
Winner Baringa Partners
Supported by
Finalists
Danone Ltd
Impact International
McDonalds Restaurants UK
NetApp
Award description
This award, introduced last year, is
designed to commend an organisation
for its leadership efforts to create a
high-trust culture. Building trust is a
critical success factor for management,
yet there are few examples of it
consciously doing this. Management
should bring integrity to the business
and develop a culture where words are
reliably followed by action.
The winning company
The leadership of Baringa Partners
received the highest scores on the
level-of-credibility dimension of the
award. Over 95% of the staff believe
that management delivers on its
promises. Almost 100% of staff believe
that management is open and honest.
These results demonstrate a solid
commitment and effort made by the
management team to create a high-
trust culture.
Senior
management
expects you to
challenge their
opinions
Employees comment
www.greatplacetowork.co.uk 25
29/4/10 15:48:56

BEST WORKPLACES 2010
GENERATIONAL
DIVIDE
With generational diversity
being such a hot topic in
todays workplace, how do
Best Workplaces manage
different age groups in the
workplace? Andy Allen
nds out
From the way todays youth is
often portrayed in the media, one
might expect that the presence
of 2,000 employees aged 55 or
over in a workplace dominated
by 50,000 under-21s would be
the recipe for a hotbed of genera-
tional con lict.
In fact, this was far from the
picture seen by researchers from
the University of Lancaster when
they studied 400 McDonalds res-
taurants.
Instead of feckless young
people slinging jibes at their
elders over trays of Big Macs and
fries, researchers discovered that
sales in restaurants with two or
more people aged over 60 in the
workforce improved by 20%.
Jez Langhorn, head of talent
and education at McDonalds
Restaurants UK, believes the
research proves that, far from
age warfare going on, different
generations actually complement
each other.
Theres an almost grand-
parental role going on in those
stores, says Langhorn. Younger
people are less likely to be lip-
pant or disrespectful, and older
people pick up something from
the vigour of having younger
people around them.
Generational diversity is a
hot topic in todays workplace.
Transforming society by creating better workplaces
026-027 generational diversity FT.indd 26
According to the Of ice for
National Statistics, by 2020 the
UK workforce will be made up of
signi icantly larger numbers of
50- to 69-year olds than present
and signi icantly fewer in the
35-50 bracket.
At the same time, the tech-
nological savvy of the latest
generation to enter the workforce
has become highly desirable to
companies. Generation Y (Gen
Y), born between 1979 and 1991
and accounting for 27% of the
UK workforce, had the luxury of
growing up in prosperous times
and entering a booming econ-
omy.
Members of this age group,
which has been much discussed,
have gained a reputation as high
maintenance, notoriously ready
The
technological
savvy of
Generation
Y is highly
desirable to
companies
88%
OF GEN Y EMPLOYEES ARE
PROUD OF THEIR BRAND
to switch jobs and likely to ask of the power of the employers
what an organisation can do for consumer brand.
them rather than vice versa. At McDonalds, Jez Langhorn
At the other end of the spec- believes Gen Y is often unfairly
trum are the Baby Boomers, born stereotyped. I think its fair to
after 1946 (or 1948, depending say they are what could be called
on which de inition you use), needy because theyre used to
accounting for around 30% of getting answers very quickly.
employees. The boomers as Having grown up in an inter-
they known, are associated with net culture where information
loyalty to their employer. is instantly and freely available,
The meat in the sandwich, Gen Y can become frustrated by
effectively, is Generation X (Gen the slower processes to which
X), born between 1964 and 1978,
which accounts for around 32% of
employees. Generation X entered Strength in diversity at
the workplace during the worst PepsiCo: a mix of ages in
the workplace can be of
job market since the Depression benet to the business
and are used to uncertainty. A
recent study portrayed mem-
bers of this generation as more
likely to take a JR from Dallas
results-orientated approach to
business.
So how do the stereotypes
stack up as far as HR managers
are concerned? At PepsiCo UK,
Rick Kershaw, head of resourcing,
believes one important difference
when it comes to motivating Gen
Y compared with previous gen-
erations is that an employers
corporate social responsibility
(CSR) offering needs to be real
and substantial. Paying lip serv-
ice to CSR, as was often the case
in the past, will not work with this
generation.
PepsiCo has embarked on a
series of initiatives ranging from
turning a patch of waste ground
into a vegetable patch to donating
food to ensure healthy breakfasts
for children. Kershaw says anec-
dotal evidence is showing this is
becoming much more important
to employees than the perception
29/4/10 15:49:31
 96%
OF GEN Y EMPLOYEES DESIRE
AN ENVIRONMENTALLY-FRIENDLY
WORKPLACE
older generations have become
accustomed, in Mr Langhorns
opinion. To get the best out of this
generation, an organisation needs
to ensure there is rapid two-way
communication, access to infor-
mation, and a culture of fairness
and lexibility.
Technology company Cisco
needs to pay especially close
attention to Gen Y as it is an age
group that is likely to use tech-
nology in different ways from
previous generations. But Charlie
Johnston, human resources direc-
tor for Cisco UK and Ireland, says
it is important not to treat one
group in isolation.
Mr Johnston believes there
are certain qualities associated
with different age groups. He
characterises Gen Y as socially
active, with strong views on
values, tolerant of diversity, and
freedom and lexibility. Gen X,
in his view, has the strength to
challenge things. Baby boomers,
026-027 generational diversity FT.indd 27
89%
OF GEN Y EMPLOYEES VALUE
CELEBRATING SPECIAL EVENTS,
5% MORE THAN THE AVERAGE
meanwhile, enjoying relative
inancial security, have been
open to helping employers in the
recent downturn by working on
a consultancy basis. But in Mr
Johnstons view, these qualities
are neither exclusive to members
of that generation nor universal
among them.
As a result, Cisco focuses on
managers, creating a leadership
style that suits all generations,
though it fosters an attitude that
would perhaps be most closely
identi ied with Gen Y.
Key to doing so is training the
managers. Individual leaders per-
formances are measured through
surveys which ask, for example, if
their employees feel theyre being
fairly recognised, if they receive
coaching from their manager, and
if they are having regular develop-
ment discussions with them.
This process identi ies any
managers who are falling short,
and also allows the company to
THE GENERATIONS
THE BEST WORKPLACES
FOR GENERATION Y
Responses from under-25-year-olds when asked: Taking
everything into account, I would say this is a great place to
work.
Rank Company
1 Baringa Partners
2 NetApp UK Ltd
3 Rackspace Hosting
4 Danone Waters (UK & Ireland) Ltd
5 National Instruments
measure employees attitudes
towards its employer.
Were asking them, do they
believe in our strategy and vision?
Are we having fun? Are we pro-
viding an environment where
they can be themselves? says Mr
Johnston.
To demonstrate the impact
of this two-way communication,
the most recent survey achieved
an 80% response rate.
When re lecting on the compa-
nys past approach to generational
diversity, Mr Johnston says: I
think in the past when weve
talked about Gen Y we might
have alienated other parts of the
workforce, because they believe
were talking about creating the
right workplace for that speci ic
group.
Many organisations are prob-
ably still making that mistake. If
one considers the extent to which
todays employers focus on the
need to attract and motivate Gen
Y rather than other generations, it
is unsurprising if there is resent-
ment going on.
Yet if this means the best
employers raise their game, it is
something that all generations
will bene it from.
KEY LESSONS:
Organisations need a
real and substantial
responsible business
strategy to motivate
Gen Y employees
Companies must
ensure that there
is rapid two-way
communication and
access to information
between different
generations
To manage
different generations,
organisations need
to create a leadership
style that suits all
generations, by
training the managers
www.greatplacetowork.co.uk 27
29/4/10 15:49:41

BEST WORKPLACES 2010
A COMMON GOOD
Responsible business practices
Organisations can no longer
afford to ignore corporate
responsibility issues,
especially the environment.
But it is in the truly great
workplaces that responsible
business practices are part
of the DNA, writes Hannah
Prevett
Ask the CEO of any FTSE-100
company about their strategy
for responsible business prac-
tices and theyll probably point
you towards a dedicated depart-
ment and an entire chapter on
sustainability in their annual
report. But this practice hasnt
always been so trendy. Back in
1981, when David Williams,
founder and CEO of Impact
International, persuaded one of
his irst clients to get their hands
dirty helping the National Trust
CSR is a key
element in
ensuring
people want to
work here
in the Lake District as part of a
leadership development pro-
gramme, few people knew what
responsible business practices
and corporate social responsi-
bility (CSR) even meant.
Now, however, with the green
agenda increasing in importance
as highlighted by high-pro ile
events such as the Copenhagen
Transforming society by creating better workplaces
028-029 environment FT.indd 28
58%
OF BEST WORKPLACES
INCLUDE SUSTAINABILITY IN
PERFORMANCE MANAGEMENT
the current economic climate. traditional way, says Peter
A project started by food OReilly, General Mills head of
manufacturer General Mills to customer inance and credit
help disenchanted teenagers risk and a ierce proponent of
in Hillingdon couldnt have responsible business practices
come cheap, as it involved for the past decade. We threw
buying two mobile youth a lot into the programmes in
centres fitted with DVD and terms of inance, in terms of
sound-recording equipment. people, because we recognised
And neither could Impacts how much good it does in the
Climate Conference or recent 25th anniversary project to community. Its good for us too,
campaigns against companies teach HIV charities in Zambia in particular helping us to attract
questioning the ethics behind better leadership skills. and retain talent, he says.
business practices organisa- But sustainability pays divi- Neil Davidson, public affairs
tions can no longer ignore CSR. dends just not always in the manager at Aquamarine
At Impact, a leadership devel-
opment company, management
and employees take responsible
business practices or our
way of making a difference, as
Mr Williams calls it seriously.
Several long-running initia-
tives are in place from giving
employees three days a year to
volunteer in the community to
coaching secondary school chil-
dren with behavioural problems
and taking deprived children on
holiday once a year. We dont
see it as a bolt-on strategy; we
see it as part of our DNA, says
Mr Williams.
Organisations are certainly
placing more importance on
demonstrating leadership in Xxxxx xxx xxx xxx xxx
responsible business practices. xxxxx xxx xxxxx xx
However, while an increasing Happier staff: many xxxxxx xxxxxxx xxx
number of companies see the Best Workplaces,
including Pepsi-Co,
benefit of taking a more sus- believe CSR
tainable approach to business, activities boost
employee motivation
historically there has been one
stumbling block: cost. For many
companies, the costs associated
with drafting and implement-
ing a strategy to act more
responsibly can be a bitter pill
to swallow especially given
29/4/10 15:50:14
 74%
OF BEST WORKPLACES DISCUSS
SUSTAINABILITY AT BOARD LEVEL
Power, a marine energy com-
pany, agrees that responsible
business practices encourage
employee engagement and can
help with attracting top talent
especially from Generation
Y. Our workforce is relatively
young, and more than half of
our staff either have a PhD or
a Masters degree so these are
bright young people who have
come in to our business looking
for something more than simply
monetary rewards, he says.
CSR is not an added extra; its
an intrinsic way of how we do
business and a key element in
ensuring people want to work
here.
This anecdotal evidence
is supported by empirical
research. According to the Great
Place to Work Institute, 86% of
Best Workplaces believe that the
corporate responsibility activi-
ties of their organisation affect
employee motivation, engage-
ment, satisfaction and loyalty.
The responsible business
practices that such companies
are engaging in have clear ben-
e its for them: research from
Business in the Community
has found that the FTSE-350
companies on its Corporate
Responsibility Index had more
stable prices than those that
were not, and increased share-
holder value between 3.3%
and 7.7% a year more than those
not on the index.
For companies such as Impact
and Aquamarine, responsible
business practices are part of
their core business it pays to be
seen to be green. Does that mean
allowances should be made for
companies in other sectors or
industries where responsible
business practices are lower on
the agenda? Mr Davidson thinks
not. Whatever business youre
028-029 environment FT.indd 29
60%
OF BEST WORKPLACES HAVE
AN HOLISTIC APPROACH TO
CORPORATE RESPONSIBILITY
in, you can make CSR part of
your business, he argues. We
consider it to be part of the DNA
of what we do, but its not just
because the output of our busi-
ness is a green energy device
its also about how we deal
with people.
Mr Davidson makes an
important point. Often respon-
sible business practices are
closely associated with the
increasing prevalence of the
environmental agenda and cli-
mate change. But this is only one
piece of the puzzle, he says. Its
not corporate environmental
responsibility. Its social respon-
sibility, which encompasses how
you deal with a wide variety of
stakeholders not just your own
people, but suppliers, contrac-
tors, and the communities you
work in.
One of the ways in which
companies can demonstrate
their responsible business prac-
tice credentials is by ensuring
that sustainability permeates
through every level of the organi-
sation. This means getting board
buy-in, but also making sure that
employees on the ground are au
fait with responsible business
practices too, says Mike Peirce,
KEY LESSONS:
Responsible
business practices
must run through the
organisations culture
86% of Best
Workplaces believe
responsible business
practices affect
employee engagement
Tangiblebusiness
benets derive from
responsible business
practices
CORPORATE
RESPONSIBILITY
THE BEST WORKPLACES
FOR WOMEN
Based on responses from female employees when asked:
Taking everything into account, I would say this is a great
place to work
Rank Company
1 Fishburn Hedges Group
2 The Totaljobs Group
3 Cisco Systems
4 Danone Ltd
5 Lansons
deputy director of the Univer-
sity of Cambridges Programme
for Sustainability Leadership. I
think that initiative displayed by
employees can go to waste or not
really be capitalised upon, unless
there are people at management
level supporting and incentivis-
ing this behaviour, he says. I
would distinguish this from a
top-down approach, although
you do need to have the board
understand why these things
matter. Without it, theres a real
limit to what you can do.
General Mills Mr OReilly
agrees that joined-up manage-
ment and leadership is crucial
to the success of any responsi-
ble business practice strategy.
At General Mills, there is no CSR
team or department; instead,
everyone can contribute, he
says. We have a cross-functional
team representing every depart-
ment within the business; its
very much a part of the business
rather than senior management
or the executive team making
those decisions.
The importance of highlight-
ing sustainability role models
through schemes such as the
University of Cambridge and
Great Place to Work Institutes environment.
Learning and Leadership for
Sustainability Award makes it
easier to spot companies that
are truly committed to the cause
and, by contrast, those using
CSR as a public relations after-
thought. It has to be in the blood
of the organisation, argues
Mr OReilly. Impacts Williams
agrees: People are not stupid.
Employees can tell whether a
CSR strategy is in place because
its the right thing to be seen to
be doing or whether its actually
part of the values of the organi-
sation.
The future for CSR is unsure
the efforts of the minority
may not be enough to persuade
government that a tighter legis-
lative framework is needed. But
the one thing that is for certain
is that those who ignore respon-
sible business practices do so at
their peril. If and when more
legislation does appear, those
who are ahead of the curve and
are demonstrating leadership in
responsible business practices
will be at a distinct advantage.
As Mr Williams says: The ones
who wait for legislation to come
along are the ones who will ind
it dif icult to adapt to that new
www.greatplacetowork.co.uk 29
29/4/10 15:50:21

BEST WORKPLACES 2010
HALL OF FAME
Wragge & Co
Wragge & Co gets the basics
right in good times and bad.
And it has innovative extras. So
its not surprising the law irm,
which turns 175 this year, has
achieved the Best Workplaces
ranking for the 10th year.
Hundreds of companies have
attempted to achieve this dif-
icult feat, but just Wragge & Co
and one other (Admiral Group)
have managed it. The reason
for this? Perhaps it has been
the law irms ability to sustain
a strong business performance
despite the recession.
The last 18 months have
not been an easy time. The
Admiral Group
If people like what they do,
theyll do it better, so we go out
of our way to make Admiral a
good place to work, states the
car insurance irm, which is
honest about the fact that call
centre work can be stressful
and demanding. This simple
philosophy underpins every-
thing the company does and
is one of many reasons it has
made the Best Workplaces
ranking for the tenth consecu-
tive year.
Leading by example is a
key management style. CEO
Transforming society by creating better workplaces
030-031 hall of fame FT.indd 30
For the rst time in the history of the Best Workplaces Programme
in Europe, two organisations have received the Great Place to
Work Masters trophy for achieving a place in our ranking for 10
consecutive years
irm hasnt been immune to the
recession and has had to make
two rounds of compulsory
redundancies. This has inevi-
tably put some strain on our
people, culture and values, the
irm states. What we have tried
to do is be open and honest
about our situation, and to work
with our people to ind con-
structive and creative solutions
to the almost unique pressures
we found ourselves under.
The solutions have included
transforming the recruitment
team into an in-house outplace-
ment team, which has found
roles for several people outside
the business, and consulting
on lexible working options to
Henry Engelhardt, when writ-
ing the initial business plan
for Admiral Group 17 years
ago, stated the importance of a
happy family life. Consequently
he does not believe in working
long hours and ensures that he
takes a lunch break every day.
He emphasises that employees
must do this too.
Senior management joining
Admiral are expected to work
in the call centre for the irst
month, to give them a good
understanding of the work the
majority of staff do every day.
There does not seem to be an
us-and-them attitude between
minimise compulsory redun-
dancies. The partnership has a
genuinely collegiate approach
to life which is rare in large law
irms. says one employee.
A strong and visible organi-
sational culture helps. The
company has ive values run-
ning through its culture, which
it uses to recruit and assess
employees against. One of
those values a single team
which works together in the
best interests of clients and the
irm has been identi ied as the
irms new vision: to become
a top 20 UK-based law irm by
April 2014. Its other four values,
a caring meritocracy, openness
and honesty, responsibility and
managers and staff, or between
different departments, says
one employee.
The company has a detailed
staff suggestion scheme, Bright
Sparks, which allows any
employee to post a sugges-
tion and possible solution to a
problem online. The solution
is then sent to a manager who
decides if it can be imple-
mented. All employees can see
all suggestions, assessments of
suggestions, and the outcome.
Admiral Group has also
started a choir which has sung
at the Royal Albert Hall and
other events. Inspire Choir
54%
OF THE TOP 50 BEST WORK-
PLACES SUBSIDISE NON-
WORK RELATED COURSES
energy, support this vision. The
single-team culture has really
helped us stick together and get
through the past year, which has
been very hard for us all, says
one employee.
The measures Wragge &
Cos management put in place
have helped employees and
the business to cope in tough
recessionary times, having the
by-product of increasing lead-
ers credibility and maintaining
the high-trust culture. One
employee concludes: I would
not have stayed here through-
out my working career if the
irm was not special or did not
have a working environment
that I enjoyed.
currently has 50 members who
are surveyed regularly 95%
say their con idence in work
has improved, while 82% say
their motivation has improved.
The success of Admi-
rals culture is borne out by
employees responses to the
Great Place to Work Institute
Survey. According to the latest
one, 90% of staff say manage-
ment is approachable and easy
to talk to, and 91% say people
care about each other at the
organisation. Admiral takes
care of staff as much as cus-
tomers, says one employee. I
am proud to work here.
29/4/10 17:42:24
 8days
AVERAGE NUMBER OF DAYS PER
76%
OF BEST WORKPLACES
YEAR FOR FORMAL JOB TRAINING IN EMPLOYEES ARE OFFERED
BEST WORKPLACES TRAINING OR DEVELOPMENT HALL OF FAME

In 2010, four organisations have achieved the status of

laureate, meaning they have achieved a place in the ranking
for 5 consecutive years Historical laureates
16 organisations have achieved
the status of Laureate in the Best
Workplaces programme

Bright Horizons Family Solutions

The childcare and education provider considers its culture to be the main competitive
advantage by continually investing on learning and development for all organisational Admiral
levels. As example, the company has introduced a 12-month management development
programme to grow Bright Horizons future leaders.
Asda
Happy Ltd
The training and education company has recently involved all its employees in the American Express
decision to buy a building when the rent on its current premises comes up for renewal,
with all staff visiting two buildings. Employees can also contribute suggestions on how
the company spends 25,000 improving the premises. A vote will be taken on how this Bain and Company
money is spent.
Beaverbrooks the
Jewellers
Impact International
The people management consultancy has reassessed where employees physically work
British Gas
within the organisation and moved all staff into its main ofice, freeing up another
(Business)
ofice for occasional use and reducing energy usage. This has also allowed people
managers to sit in the heart of the ofice nearer their individual teams and made them
more accessible. Capital One Bank
Europe

National Instruments
Following its inclusion in the Best Workplaces programme, this engineering Fishburn Hedges
technology provider decided it wanted to become an even greater place to work
and set about inviting employees to participate in focus groups in different areas.
These groups have presented proposals to senior management about how to make the Huxley Associates
workplace even better.
Irwell Valley Housing
Association

Lansons
Communications

London & Quadrant

Housing Trust

Rackspace
Management Hosting

Morgan Stanley

Timpson Ltd
Happy people:
PHOTO: AKIN FALOPE

employees have
direct input into how
the company spends Wragge & Co
money improving its
premises

www.greatplacetowork.co.uk 31

030-031 hall of fame FT.indd 31 5/5/10 09:02:22

 UKS BEST WORKPLACES PROGRAMME

BE PART OF IT
Registrations are now open for the 2011 Best Workplaces Programme and 2011 Best Small Workplaces
Programme. To nd out how you can get involved and begin the journey to becoming a Great Place to Work,
please contact us on 0870 608 8780 or info@greatplacetowork.co.uk
Transforming society by creating better workplaces

GPTW.2010.002.indd 32 29/4/10 15:34:36