Staff at contract caterers Holroyd Howe have no need to worry about where their next meal is coming from; not only do they receive free food at work but business is booming so they can feel secure that their wages will keep rolling in, too. The firm serves the top end of the catering industry and has sites at blue-chip firms and some independent schools across the UK. It is still a young company, founded just nine years ago by eponymous joint managing directors Rick Holroyd and Nick Howe, whose infectious energy permeates the business, which still has the oomph of a small-to-medium-sized enterprise, even though staff numbers are approaching 1,000. Holroyd and Howe (the men) are both in their mid-forties, both married with three children and both have identical twins. "I've still got a photocopy of the first cheque we paid in," reminisces Howe. The pair can be proud that even with such a decentralised business — covering 95 sites — staff give the leaders a 79% positive score for doing a great job (a top 30 score) and 76% for having a great deal of faith in them. From their first unit at a Covent Garden post-production company, the managing directors hope the company will have 175 contracts and will have broken the £50m sales barrier within three years, while retaining a strong company culture. "The biggest challenge is retaining the soul. And it's achievable," says Holroyd. Central to maintaining such a reliable workforce is training. Head chef Mike Taylor, who joined two years ago and has a 13-year track record in contract catering, coaches his team in knife skills, market values, local produce and running their own section. "If people want to learn, I want to teach," he says. "I do feel that I'm working for the best in the business," he adds. Taylor is not alone in feeling engaged; employees' belief that they can make a valuable contribution to the company's success scores 77% in our survey, feeling proud to work here and being fully involved at work both score 76%. Levels of wellbeing and team relationships are also good. These results are impressive, especially given that when the company wins a new contract it "inherits" staff, which requires a sensitive approach, as area manager Richard Thrower explains. "We reassure them that the client loves the team but maybe they haven't been trained enough. Nick calls it car wash — we polish up the good bits. Normally they see the benefits quite quickly."
