Quick facts

About Coventry Building Society

In 1884 a small group of Coventry citizens banded together to help fund housing in a rapidly-growing city while giving people of all classes a safe and secure home for their savings. The Coventry Permanent Economic Building Society was a success, the largest in the area by the beginning of the First World War.

Coventry Building Society has remained at heart a traditional business. What they do is simple, accepting deposits from savers and using this money to provide mortgages to homeowners. However it's their approach that makes them different and a really rewarding place to build a career. It starts with their members, ordinary savers and borrowers. As a mutual business, it is owned and run on their members behalf and their focus is solely on their needs. The relationship with their members is different from that between a company and its customers. They don't believe in sales targets so they don't use them. Instead they employ people who want to do the right things for their members and colleagues. They want people who'll show consideration, respect and understanding in their treatment of others and in turn, that's reflected in how they treat employees too.


What is it like to work for Coventry Building Society

Leadership
Leadership
The Chief Executive of the Society is someone who believes passionately that their people define who they are. They prioritise time with members of staff across the Society, talking about what they’re trying to achieve, and listening to their views and ideas. Examples include: - 
• Writing a weekly blog that talks to employees about what’s happening around the Society and across their industry, often using personal experiences to bring it to life 
• Holding monthly breakfast meetings with a cross section of managers to chat about how they are seeking to deliver on their goals and values 
• Making regular branch and department visits to talk with individuals about their roles and experiences at the Society 
• Getting involved in community activity such as taking calls in the Children in Need call centre 
• Attending the majority of induction programmes for new starters
• Undertaking job swaps

Their passion for engaging staff has led to much greater openness around the vision and strategy. One of the first initiatives was a “strategy on a page” making their vision and priorities easily accessible to all employees. 

Wellbeing
Wellbeing
Coventry Building Society's wellbeing strategy is based on what their people value and this includes looking after their health and welfare. They have a documented Commitment to Wellbeing which encourages open dialogue about how people feel and highlights that they positively encourage people to engage in conversations about mental health. 

They have also taken a pro-active approach to looking at ways to prevent unhealthy stress before it happens by holding a number of workshops on building resilience and protecting themselves from stress. They encourage people to complete Wellness Action Plans to identify what they need to keep them mentally healthy in work and position their Employee Assistance Programme as a source of early support when people feel stressed, rather than a last resort. 

They support the Time To Change Pledge, pledging to take action to end the stigma associated with mental health conditions. They hold regular ‘tea and talk’ events to coincide with national campaigns such as Mental Health Awareness Week. They have rolled out mental health training for managers, combining education about workplace stress and mental health conditions with practical hints and tips about how to support someone experiencing stress or poor mental health, and trained Mental Health First Aiders.
Giving Something Back
Giving Something Back
The ESWG (Environment and Sustainability Working Group) was established – consisting of 9 staff who have responsibility for their environmental management. The ESWG devise action plans to reduce their key impacts (Carbon and Resource Use) and engage staff. They are supported by a network of passionate Environmental Advocates who encourage environmentally conscious behaviours amongst colleagues.

On carbon, they have committed to becoming net zero carbon in their own operations, by 2021, and including indirect impacts into the net zero ambitions for 2030. They are well on the way to the first part of this having signed up to 100% renewable energy, and have commissioned an energy company to support them to achieve ISO14001 accreditation. 

On responsible resource use, they maintain their commitment to zero waste to landfill, however are now working with their advocates to reduce the consumables they purchase wherever possible, and improve their recycling rates. They are also working towards removing all single use plastics from their buildings. So far they have replaced all plastic cutlery with bamboo, and plastic food tubs with cardboard.  By the end of 2019, their drinks machines will be replaced by drinks stations which will remove the requirement for disposable cups. 

Learn more about the 8 factors of workplace engagement here

Benefits:

  • Charity Activities
    Charity Activities

    At least 40% of staff are known to undertake charitable activities during business hours without incurring financial loss

  • Gym
    Gym

    Companies offering either free gym/ sports facilities or subsidised gym membership for all employees

  • Pensions
    Pensions

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

  • Long Service
    Long Service

    40% of employees have more than 5 years' service

  • Maternity
    Maternity

    At least 10 weeks’ full pay or generous alternative

  • Development
    Development

    Companies that provide support for non-work related training to all staff

  • Family Friendly
    Family Friendly

    School hours contracts offered to all staff

Company Statistics

  • Staff Turnover:

    11%

  • Staff:

    2643

  • Earning £35,000+:

    33%

  • Average Age:

    38

  • Male : Female:

    39% / 61%

  • UK sites:

    79

Regional Engagement

In the press

Accreditation

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