About The Right Fuelcard Company

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.

 Staff is entitled to a generous holiday allowance of 26 days a year plus bank holidays. Each employee is encouraged to use their holidays within one financial year, however these can also be accrued and carried on within 3 months of the commencement of the new holiday year. After one year of service, employees are automatically given their birthday off, or next working day to celebrate their special day in style, without impacting on their annual holiday. Staff is especially fond of Friday’s early finish at 3pm all year around, assuming all work is completed. They are not required to make up for their weekly contracted hours during the rest of the week. The initiative is often described by the team as one of the best perks available, being able to enjoy longer weekends and beat the Friday evening heavy traffic.

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.