CGL

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
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Best Company
to work for

Featured Workplace Factors

My Manager

94% of staff agreed

This job is good for my own personal growth

CGL implements a number of initiatives to support managers, and to provide development opportunities in the context of the CGL Career Paths. At project junior management level, implementation of formal team structures and clarity of roles and expectations have been set out, and allow the managers to operate within a common framework. They are supported by guidance from senior managers and through the company's quality management procedures. For newly chartered staff, CGL has developed a Management Training Programme, in conjunction with the Chartered Management Institute, which gives these aspiring middle managers an in-depth insight into the practice of management in a live environment. This is a cross office initiative, which has benefits in enhancing communications at this mid-level. The outcome of the programme is a Certificate in Management and Leadership. Line managers from each of the offices gather on a quarterly basis for formal competence training interventions from an external trainer. This is also a forum for peer discussion and mutual support. Senior staff similarly undergoes competence training, and are encouraged to gain accreditation of their management experience through application for Chartered Manager status. Board members participate in formal IoD training programmes for their roles. The Board has a programme of inviting senior managers to participate in meetings. All of this development is set within an environment of twice yearly appraisals, regular updates, mentoring and coaching relationships and feedback surveys which allow a culture of continuous improvement.

My Team

94% of staff agreed

This job is good for my own personal growth

CGL implements a number of initiatives to support managers, and to provide development opportunities in the context of the CGL Career Paths. At project junior management level, implementation of formal team structures and clarity of roles and expectations have been set out, and allow the managers to operate within a common framework. They are supported by guidance from senior managers and through the company's quality management procedures. For newly chartered staff, CGL has developed a Management Training Programme, in conjunction with the Chartered Management Institute, which gives these aspiring middle managers an in-depth insight into the practice of management in a live environment. This is a cross office initiative, which has benefits in enhancing communications at this mid-level. The outcome of the programme is a Certificate in Management and Leadership. Line managers from each of the offices gather on a quarterly basis for formal competence training interventions from an external trainer. This is also a forum for peer discussion and mutual support. Senior staff similarly undergoes competence training, and are encouraged to gain accreditation of their management experience through application for Chartered Manager status. Board members participate in formal IoD training programmes for their roles. The Board has a programme of inviting senior managers to participate in meetings. All of this development is set within an environment of twice yearly appraisals, regular updates, mentoring and coaching relationships and feedback surveys which allow a culture of continuous improvement.

Personal Growth

94% of staff agreed

I believe I can make a valuable contribution to the success of this organisation

From staff surveys there is a clear belief by staff that the SMT are committed to CGL values. The repeated checking each year is a strong message reinforcement. The commitment to openness, honesty and integrity is perhaps best illustrated by the CGL Pulse poster placed each month in public areas in each office which allows every member of staff to see trading performance, recruitment, training key knowledge indicators. Health and Safety is clearly of paramount importance in the work and near miss/incident reporting in a weekly engineers meeting together with new joiner tool box talks and the buddy system all led by the SMT are also a clear messages. CGL invests in technology and people to give them the edge. CGL are committed to listening to one another, whether face to face in regular appraisals, at road shows and team days or via annual questionnaires where we test the feedback from all. Staff is involved with both sustainability and environmental issues and CGL SMT lead from the front in this as final arbiters of the technical consulting output and within the operation of individual offices. Finally, CGL is very aware that to bring in and retain staff it has to provide a fulfilling experience. In this SMT both lead by example and mentor colleagues to progress on the CGL Career Pathway. The 2015 successes in professional exams, the promotions that resulted, and the development of team structures that give aspiring staff a taste of business responsibility have all been crucial.

Benefits

Pensions

Companies offering a final salary scheme to all employees, or one in which the employer's contribution is at least 5%.

Profit Related Pay

Companies where Profit Related Pay is available to all employees.

Women in Senior Management

At least 40% of senior managers are women.

List Positions

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