The Right Fuelcard Company

http://www.rightfuelcard.co.uk/

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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33
Best Company to work for in the UK
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Best Company
to work for

ROAD MAPS ARE a topic of much conversation at The Right Fuelcard Company (TRFC), but the Leeds-based fuel card distributor's staff aren't lost. Quite the opposite: this is the term used for career goals, and the 60 employees are on board. The business, founded in 2011, sells Shell, Esso, Keyfuels and UK Fuels payment cards to other firms, helping them manage their fleets' usage. It has two recently opened sales offices, in Harrogate and York. One challenge for the company was to retain telephone sales staff. So TRFC has focused on training. “My ‘road map' at The Right Fuelcard Company sees the company investing in me — which means I can grow with the business,” says Leanne Bennett, a sales executive. In response to a skills shortage in its sector, TRFC invested £150,000 to launch The Bayford Foundation, a pioneering training arm which forged strong partnerships with community organisations such as The Prince's Trust and the probation service. The foundation takes on recruits from all walks of life — including former inmates. Such initiatives see the firm win our new Discovering Potential Award this year. www.rightfuelcard.co.uk

Featured Workplace Factors

Giving Something Back

98% of staff agreed

My organisation encourages charitable activities

Location swapping between the Leeds, York and Harrogate offices is a very effective practice that the company undertake with their staff. Each month a selection of members from each sales team swap seats with a colleague in a different location for between a day and a week. This system of locations swapping has multiple benefits including; spreading best practice; increasing interaction between teams; challenging the ‘norms' that are created at each location by showing a different way to do something and creating meaningful relationships with colleagues that otherwise would only ever happen on email or at team gatherings. This practice also removes barriers of communication, because staff have worked alongside the people they are talking to, enabling a smoother flow of information. This practice also applies to managers, with members of the account management team working from each of the locations for at least one day per month. This allows the sales team to see/feel/hear what happens with the new customers that they bring on, as well as increasing the flow of feedback to and from the sales team and the account management team.

My Team

98% of staff agreed

People in my team go out of their way to help me

Location swapping between the Leeds, York and Harrogate offices is a very effective practice that the company undertake with their staff. Each month a selection of members from each sales team swap seats with a colleague in a different location for between a day and a week. This system of locations swapping has multiple benefits including; spreading best practice; increasing interaction between teams; challenging the ‘norms' that are created at each location by showing a different way to do something and creating meaningful relationships with colleagues that otherwise would only ever happen on email or at team gatherings. This practice also removes barriers of communication, because staff have worked alongside the people they are talking to, enabling a smoother flow of information. This practice also applies to managers, with members of the account management team working from each of the locations for at least one day per month. This allows the sales team to see/feel/hear what happens with the new customers that they bring on, as well as increasing the flow of feedback to and from the sales team and the account management team.

My Company

98% of staff agreed

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

Business director Adam Walsh is responsible for developing and coaching managers via their personal ‘road maps'. He makes sure that those managing non-commercial departments fully understand how their work impacts on the wider business performance and in the achievement of the main business goal of £5m profit target by 2018. Adam is mentoring Nicholle Anderson and Steven Kershaw, customer service and credit manager respectively, with the aim of further developing their commercial awareness. To this end, they are involved in budget and profitability discussions and they also contribute to the development of the general business plan. TRFC is committed to investing in external training for their team and they collaborate with leading institutions. Three managers have been accredited this year as members of the Institute of Leadership and Management. The programme focuses on how coaching can improve an individual's performance and confidence by harnessing their own knowledge.

Benefits

Holidays

Companies offering a minimum of 26 days annual leave to all employees.

Women in Senior Management

At least 40% of senior managers are women.

List Positions

National Ranking
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33
Best Small Companies to work for in the UK
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33
Best Mid-Sized Companies to work for in the UK
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33
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33
Best Big Companies to work for in the UK
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33
Best NFP Organisations to work for in the UK
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