About CGL

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.

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.

CGL have had an accredited professional training scheme for Chartered Engineers with the Institution of Civil Engineers since 2000. Since 2013 this has been expanded to see Chartered Geologist and Chartered Environmentalist accredited training schemes to match the qualification aspirations of the Geological Society and Society of the Environment, something the company believe is unique in the industry in an SME. It maps to the skill sets of the technical staff and their aspirations. This year over 10% of staff successfully completed this important step, joining the 25% or so already at this level. Responding to the “what next” question post the MD developed in 2014/15 the Chartered Management Institute training scheme for post professional qualified staff. This is again unique in the industry and sector. Staff are encouraged to take on line tests and qualifications to enhance their management skills to both contribute to the business and understand our clients better. All of this is incorporated in a commitment to a Training Contract for each member of staff to achieve qualifications at the appropriate level, whether NVQ 2 or MBA. CGL regularly fund exam fees, training costs and allow staff time off during working hours. Put simply it is the CGL career profile that maps out a member of staffs progression and self-development throughout their career with CGL.