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Business Strategy and Engagement

You have a clear business strategy to support your vision in developing the Company. To underpin this you have identified clear areas for improvement and have identified strategic objectives to support these. I like how each Service Centre has its own Operational Plan that is aligned to support the overall strategy. I also applaud how you have presented these plans at all your service centres and are providing your people with regular updates against progress.

People certainly feel engaged in the planning process and are able to contribute their own ideas. Your Service Centre Improvement plans have a good range of objectives and it is clear that you track progress effectively.

“There are a range of medium term and short term objectives. We are all kept up to date.”

“The Directors tend to deal with the plans but we are all engaged in them.”

“Our purpose is clear and we get regular updates.”

“We have monthly staff meetings to discuss successes and failures.”

You have a well-developed social conscience where you are running 30 charity events across all your centres to celebrate your 30 years in business. This is a fantastic idea to help build teams, promote your success and support local charities. Well done.

Business Strategy and Involvement

Vision and business plan, involvement, core values, KPI’s Ownership/responsibility, engagement in decision-making, communications.

Learning and Development Strategy/Effectiveness

It is clear that your training strategy is adding value to the business. People confirmed that their development needs are indeed being met and mentioned a wealth of training, including Asbestos Awareness, E – Vision software, IPad, Tri-Flex, Icor, I path, working at Height to name just a few. It is also apparent that you are building the capability of individuals and the organisation. You review your service centre training matrixes regularly and individual training is reviewed during appraisals. I like how regular toolbox talks take place covering a wide range of topics. I applaud the huge investment in NVQ/SVQ’s for all operatives/supervisors and managers who are all currently working through these qualifications.

“I cannot fault the training you get at Weatherproofing.”

“The refresher training on the E-Vision software was very useful.”

“They have supported me to an NVQ Level 3 in Roof Construction.”


You have a clear set of 7 guiding principles underpinned by a further set of Service Absolutes that promote your culture of quality, health and safety and customer service. Everyone I talked to commented on the importance placed on these areas and I particularly like how they are reinforced through appraisal discussions and First Tuesday articles. I found that your Values are an integral part of your culture.

People are encouraged to contribute ideas through the regular operational meetings, First Tuesdays, other groups and meetings. Everyone I spoke with felt that they could put ideas forward and believed that they would be listened to and taken forward where possible. I like how you have created a social committee with a membership spilt between office staff and operatives. An excellent practice.

Key areas of Good Practice

  • The senior management community are highly respected and are seen as role models.
  • Each service centre has their own Business and Improvement Plans with budgeting responsibility.
  • The effort and investment in training and development, using cost effective and innovative approaches to ensure that people’s skills are enhanced. Learning is seen as a priority clearly linked to not only driving the business objectives forward but also building capability within the organisation.
  • Your 30 year celebration event supporting 30 different local charities is excellent.
  • Your investment in Apprentices and Young People.
  • Significant investment in ensuring the highest attention paid to Health and Safety.
  • The Healthy Working Lives achievement at Gold Level.
  • The Employee Awards in the London Centre.
  • People are encouraged to achieve their full potential across all areas.
  • Joint staff and operative social committee.
  • The 1st Tuesday meetings and additional Newsletter.
  • Excellent ‘perception’ of equality and the encouragement of new ideas.
  • Excellent formal and informal communications with good evidence of effective knowledge share.
  • The general freedom people have to influence decision-making at a local level and come up with ideas to make improvements or implement best practice.
  • The way you promote generally from within, where possible, is excellent.
  • Your appraisal process improves clarity around performance and adds value.