Our People

“We will attract, develop and retain the very best people and promote diversity in a way that underpins our value. We will ensure equal opportunities, eradicate discrimination and create a happy and motivated workforce”.

Carillion aims to be an employer of choice, treating all our people consistently and fairly, helping them to achieve their personal and professional ambitions. We recognise the benefits of a sustainable, ethical and responsible approach in attracting staff and are therefore continuing to monitor this “differentiator” in recruitment.

The skills and commitment of our people provide the crucial link between our sustainability principles and delivering on the front line. We provide training, both formal and informal, for all our employees to raise their skills, awareness and competency on a variety of issues that affect the way they work.

2010 Objective – Our approach is a significant contributing factor to at least 50% of our new starters.

2005 Target 8 – Improve satisfaction of our people:
1. Deliver internal communications plan – Target Score 100%

In 2005, over 250 business managers and leaders undertook a training event on the “Power of Engagement”. The purpose of this training was for it to make a real difference to engage with our people, to maximise their contribution to ensuring the success of our success. The power of engagement was about how our managers can improve the way they communicate to their people on a variety of key issues, the four main areas discussed included:
• Attracting people to the group;
• Helping people develop their roles
• How to retain our people; and
• How they can engage with them.

The event has been the biggest single exercise ever undertaken by Carillion and it comes as a result of detailed consideration by Chief Executive John McDonough and the Chief Executive Team of senior directors following analysis of the results of the 2004 Great Debate.

2. Measure satisfaction of our people using quarterly surveys and Great Debate to demonstrate improvements – Target Score 100%

The Great Debate is an employee satisfaction survey, which is run on a quarterly basis to ask our employees specific questions and represents a pro-active management initiative where the whole workforce can be consulted on various issues. This internal review of our people’s views about Carillion showed that improvements were measured in 17 of the 22 areas covered by the Great Debate survey. Areas where improvements were measured compared to previous years include the following:
• Views of Carillion;
• Involvement in team decisions;
• Empowerment, Team work and line manager relationships;
• Values;
• Work environment; and
• Senior manager communication.

We are addressing those areas where improvements are still needed and hope that in 2006 these areas will show improvement.

3. Revitalise Carillion Values – Target Score 100%

In 2005 Carillion celebrated its first Values Week aimed at celebrating the group’s own unique values and raising awareness about them. There was a values team challenge, a nationwide values quiz and local values lunches, activity sessions and workshops. Thousands of employees got involved in one way or another. Carillion also introduced a values ‘Team Tool’ on its intranet, which allows a team to rate themselves on each of the values and agree actions to improve their behaviour.

In 2005, there were 518 employees presented with a Carillion Values Award that recognised their individual contribution to setting the standard and showing that our values do make a real, tangible difference to our business.

4. Produce an integrated strategy to reduce “churn” for recently hired monthly employees – Target Score 80%

Following the results of the 2004 Great Debate and Climate Survey results it was concluded that our people expect senior management to improve their communication and people management skills. Following this the Carillion Academy developed an interactive event called the ‘Power of Engagement’ which aimed to assist all Carillion managers achieve excellence in managing people.

2005 Standard – Sustainability will be a key “energising” part of Carillion’s Graduate recruitment process – “grasping hearts and minds”.

Sustainability has been incorporated into the corporate graduate recruitment process. Our aim is to introduce sustainability as a key differentiator of the company. By demonstrating our sustainability ambitions and achievements, we wish to encourage our new graduates to the Corporate Company with values and aspirations, which match our own.
Our surveys indicate high levels of interest in environmental and social interests and demonstrate to us that our sustainability programme is indeed helping us to attract the very best graduates.

This initiative is now being extended to all our recruitment.