Good Work for All

KPMG in the UK is part of KPMG Europe LLP - the largest integrated accounting firm in Europe, and a leading provider of professional services. KPMG in the UK has over 11,000 partners and staff working in 23 offices and is part of a strong global network of member firms. Its vision is to turn knowledge into value for the benefit of its clients, people and capital markets. KPMG is a principal partner of the Living Wage Foundation and was one of the first organisations to become an Accredited Living Wage Employer; pushing the strategic facilities management message into the heart of its own organisation and the wider business community.
Aviva plc is a British multinational insurance company headquartered in London. It is the largest general insurer, and a leading life and pensions provider, in the UK and has a significant regional presence with c.17,000 employees in the UK and Ireland.
Coffee retailer Starbucks stores primarily operate in large cities where they found their employees were struggling with high living costs. To help address this Starbucks launched its Home Sweet Loan. The benefits for Starbucks talent is beginning to emerge with an increased retention rate for those who have taken up the loan.
After a company survey revealed a lack of confidence amongst female employees preventing them from seeking new responsibilities, Royal Mail decided to try and help frontline female workers to identify and overcome barriers to progression.
The company put in place The Springboard Women’s Development programme and 1,600 employees have now taken part. Royal Mail has seen a 10 per cent increase in women going into junior and middle management roles and also taking on further responsibilities within their workplace, A further 15 per cent have taken on roles as women union representations, workplace coaches and deputy managerial roles within the operation
Greggs found that staff were reluctant to apply for promotion because of the formal interview process. To address this the bakery chain created trial promotions so staff could experience the new job without pressure. Two hundred employees have now been through this process with almost three quarters being successful and appointed into previously hard to fill roles.
Greggs identified issues with working hours as a key motivator for employees leaving the business, so the bakery chain introduced employee ‘health checks’, to gain a better understanding of employee needs. The company believes this could have a big impact on employee satisfaction and retention leading to better customer service.
When looking to reduce levels of staff turnover and its subsequent impacts, women's clothes retailer Hobbs identified underemployment and pay as key issues. As a result the company introduced a range of measures to tackle underemployment, reduce staff turnover and improve customer service, productivity and operational efficiency.
65% of Pets at Home's workforce are women, but the company was experiencing high attrition rates among these employees. After identifying that a lack of flexibility in managment roles was a key factor the pets retailer introduced two new job designs.
In 2015 brewer, hotelier and wine merchant Adnams took the decision to get rid of zero-hour contracts and move its employees onto fixed contracts with a minimum number of guaranteed hours. The company believes it is easier to attract new employees now it can guarantee hours, while still offering the flexibility valued by both the business and employees.
High street retailer Oliver Bonas introduced the Living Wage in September 2015. In the following six months staff retention increased, there was a small decline in sickness and absence rates and it has been easier to attract good quality employees. The move has also improved the company brand among customers leading to increased sales.