About Robert Woodhead Ltd

Robert Woodhead Ltd value their employees and their supply chain immensely and the ‘Good to Gold’ programme is a pathway through which they offer them the support they need. In whatever area support is required, from health and safety, project and work management, recruitment and human resources, business compliance to best practice, the ‘Good to Gold’ programme is designed to help them learn, improve and grow. They are putting their core values, their knowledge and expertise into helping them go from 'good' to 'gold' standard. The program consisted of workshops aimed at increasing the employees’ knowledge and understanding and so growing their business and their supply chain.

Robert Woodhead Ltd allowed their local Scout Group to stay in their building overnight, using the facilities available, to enable them to complete several badges. The Scout Troop held an award presentation evening where Robert Woodhead Ltd provided them with the funds to cater for all Scouts, their families and members from the Scout movement. Robert Woodhead Ltd have also engaged with communities around their construction sites, this included the BIG Initiative Programme (Building to Inspire a Generation) which has been set up with the purpose of addressing the skills gap of both on site and office based roles across the construction industry. The purpose of the BIG Initiative was clear and focused on two areas: They wanted a robust strategy, method and brand to inspire people of all ages to join the construction industry. Secondly they wanted a vehicle to drive training and development for people who were already in the industry. The B.I.G Initiative is a companywide commitment to training and development.

Robert Woodhead Ltd value their employees and offer competitive packages and pensions and generally promote a reward and recognition culture through long service and industry awards. Their staff are key stakeholders in service delivery and they see their staff efforts as a critical success factor. As workload across the business is increasing, their staff numbers have consistently grown from 86 in 2014 to a team of 129 today. As the company grows, it has faced several challenges to reward and engage employees for their efforts. All employees are treated as valued members of the business. This means they attend two annual “vision days” where the whole company gathers to recognise exceptional achievements. All employees receive a personal copy of the Group business plan outlining the efforts and achievements of the previous year.