State of Engagement 2026 Report |
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Key Stats:
Today Best Companies 3 Star Accredited, since 2021 Roadchef have achieved…
With 4,000 colleagues working across more than 31 motorway service locations, Roadchef operates in one of the most complex and fast‑moving environments in the Leisure & Hospitality sector. Multiple partner brands, seasonal peaks and highly variable shift patterns mean that consistency, communication and organisational clarity aren’t just ‘nice‑to‑haves’, they’re what keep the business running smoothly.
When Chief People Officer, Laura Bunn joined in 2013 (originally in the role of HR Director), staff turnover was extremely high (“In some of our individual sites, it was over 100%”) and Roadchef had limited visibility into how colleagues felt about working there. There was no HR system, basic processes like rota communication and payroll accuracy weren’t always reliable, and there was no consistent way of listening at scale. Laura’s vision from day one was simple but ambitious:
“I can't keep watching people churn. I've got to understand why they're leaving. Our energy should be focused on retaining the people, not replacing the people.”
Roadchef began its Employee Engagement journey using a small survey provider but quickly moved to the Best Companies methodology in 2021 to gain deeper, consistent and, site‑level insight. This introduced a level of clarity the organisation had never had before.
Because each Roadchef location includes multiple branded units - like Costa, McDonald’s and WHSmith - the ability to drill down into Employee Engagement by unit rather than site alone proved transformative. Leaders could instantly see where communication gaps existed, where management capability differed and where positive practices could be shared.
“The arrival of site‑level star ratings created healthy internal pride and friendly competition. Engagement became something every site director understood, owned and actively worked to improve.”
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The biggest acceleration in Roadchef’s cultural transformation came during the pandemic. With much of the workforce furloughed, the business committed to communicating more openly and frequently than ever before.
"We introduced a dedicated intranet for colleagues at home, mailed physical updates and wellbeing booklets, and held regular calls to ensure no one felt left behind. This period sparked a lasting shift: communication became the heartbeat of the organisation”.
At the same time, Roadchef refreshed its vision, mission and values, bringing them to life in practical ways. Values are now embedded throughout the people journey - from recruitment to reward and recognition. The longstanding Everyday Heroes scheme was reinvented around these values with winners being nominated throughout the year for amazing actions based on the company’s values. This created consistent language and expectations across all 31 sites.
Fair Deal and Wellbeing have traditionally been challenging areas in the Leisure & Hospitality sector. For Roadchef, improvements in these areas did not come from grand gestures, they came from practical, everyday support that makes colleagues’ lives easier.
These measures have helped Roadchef achieve significant gains in both Fair Deal and Wellbeing, outperforming Leisure & Hospitality sector averages by 15% and 12% respectively, and demonstrating the power of practical care.
Roadchef believes everyone should have the opportunity to grow, whether that means progressing into leadership or becoming the very best in their current role.
Roadchef is reinvigorating its approach to identifying and supporting the growth of early talent. A replacement of the historic Fast Lane programme gives aspiring managers access to a toolkit of skills and training long before they step into leadership. Meanwhile, colleagues who prefer to grow in role have access to learning that strengthens confidence, capability and pride in the work they do.
Today, more than 65% of management vacancies are filled internally - a milestone Laura attributes to consistent investment, clear pathways and a culture that celebrates potential.
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“Unless you know what it is that is affecting people, you can't make reasonable change.”
Roadchef uses Best Companies insights as a living management tool. Leaders analyse Employee Engagement results by site, brand units and factor to uncover specific challenges and opportunities. Action plans are grounded in real data, enabling Roadchef to replicate what works and address what doesn’t with precision.
Cross‑site collaboration is now common: stronger sites regularly support others and teams share communication methods, wellbeing initiatives and recognition ideas to help uplift engagement across the board.
Employee Engagement is now a core metric on site dashboards. It sits alongside performance and operational measures, reinforcing that colleague experience is not separate from business performance, but central to it.
Reflecting on her 13 years at Roadchef, Laura describes culture as “something you never finish”. Small, consistent actions matter as much as big programmes. Clear rotas. Accurate pay. A warm team room. Access to food. Leaders who listen. Recognition that feels genuine.
“The care Roadchef shows its people is practical, visible and grounded in real life. It’s why engagement scores continue to rise. It’s why colleagues feel connected to the company’s values. And it’s why Roadchef has become one of the Best Big Companies to Work For”.
Roadchef’s priorities for the future include:
Roadchef’s journey proves that when an organisation listens deeply, acts on insight and supports its people in meaningful ways, Employee Engagement becomes a powerful engine for performance, retention and culture.
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With over 25 years of HR experience across sectors including healthcare, energy and logistics, Laura has built her career with well‑known organisations such as Bupa, E.ON and Molson Coors.
For the past 12 years, Laura has been part of Roadchef and now serves as its Chief People Officer. She leads the people strategy across 31 sites nationwide, championing development, wellbeing and engagement in a fast-paced, highly operational environment. Laura is also the first woman - and the first HR professional - to sit on Roadchef’s board, a responsibility she views as an opportunity to shape a culture where people feel seen, heard and supported.
Passionate about internal progression, wellbeing and sustainable people practices, Laura has played a key role in helping Roadchef become recognised as a UK Best Big Companies to Work For.
