Officially a Very Good
Company to Work For

Officially a Very Good
Company to Work For

Officially an Outstanding
Company to Work For

Officially an Outstanding
Company to Work For

Officially a World Class
Company to Work For

Officially a World Class
Company to Work For

Officially a Good
Company to Work For

Officially a Good
Company to Work For

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Best Company to work for in the UK
th
Best Company
to work for

Featured Workplace Factors

My Company

67% of staff agreed

This organisation is run on strong values / principles

BrightHouse hold an Annual Management Conference each summer, bringing together representatives from every store and engineering and distribution centre from around the country as well as managers and the leadership team to build relationships and learn from each other and to understand the vision and priorities for the year ahead. This is not a single event but the start of a series of regional and local meetings at which all colleagues become involved. Each year within this event a significant amount of time is given over to team building activity. For example in 2013 Brighthouse built 50 children's bikes from scratch and these were donated through the NSPCC to deserving children around the country. As a geographically diverse organisation they fund a range of local team building events. For example, this summer in their Supply Chain Division, the Customer Service Centre based in Manchester put on a BBQ and charity raffle for all colleagues and their families.

My Team

72% of staff agreed

This job is good for my own personal growth

At BrightHouse, they recognise that the talent and diversity of their people is the foundation of their success, so they are committed to helping all colleagues develop their personal and professional skills in order to bring out their strengths. With their vision to be an employer of choice, it goes without saying that their people are the masters of their own destiny. Supported by us, they can drive their own learning, their own development and their own career. From day one, BrightHouse treat all colleagues as individuals. They ensure that their induction programme offers a comprehensive introduction to their role and how they fit within their business as a whole. To equip colleagues with the right learning and development at the right time, BrightHouse offer a range of learning opportunities.

My Manager

76% of staff agreed

I feel that my manager talks openly and honestly with me

There is a tangible commitment by Leo McKee, the Chief Executive to be visible across the organisation. He has visited every Brighthouse store. He spends at least one day every week visiting stores, service centres and distribution centres, thereby ensuring he has a chance to regularly meet colleagues and customers and find out more about them and their families. The entire senior management team follow similar principles to ensure they are visible to the teams and functions they head up. All managers are encouraged to operate the principle, ‘don't say something to someone over email if it can be done over the phone, or over the phone if it can be done in person'. Senior Managers lead by example, keep the Green Sheet with them at all times and seek to treat others as they would like to be treated. On the Green Sheet there is a section ‘Four words or phrases Senior Managers should learn'. They are: please, thank you, I'm sorry – it's my mistake and I don't know.

Benefits

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