OUR STRATEGIC OBJECTIVE
Virtuosity makes the difference and will drive market-beating value creation.
OUR STRATEGIC ADVANTAGE
We believe we retain customers, people and investors for longer than our competitors because we’re trusted to do what we say we are going to do. We work collaboratively across our diverse portfolio with a shared vision, mission, style and language we call ‘The Virtuoso Way’. This enables us to deliver differentiated, integrated solutions and services to our customers, and to find good work for our people.
OUR STRATEGIC SCOPE
We work with customers who value engaged, fulfilled and purposeful people, and who allow us to take our share of the economic value we create as we help them build a better business.
We are a leading Global Talent Acquisition and Managed Workforce Solutions provider enabled by talent-focused Specialist Staffing brands with deep heritages, vertical sector expertise and loyal candidate networks.
We offer multiple brands and services across North America, UK, Australasia, Europe and the Middle East. To further support our mission, and to find exciting opportunities for our people, we also invest in, and operate with, specific clients in other regions.
We have a unique, differentiated and collaborative model. This integrates Managed Services and Specialist Staffing into a full workforce solutions management platform for our customers’ permanent, contingent and Statement of Work (‘SOW’) spend. Our work is important and we get it done.
1 Statement of Work (SOW) solutions are spend in complex categories of service
OUR PRIORITIES AND WHAT THEY MEAN
WHAT IT MEANS
Enable our Virtuosos
Our Virtuosos do what they do best enabled by reliable technology. We’ll get out of their way and make sure they are leading more of the Group, futureproofing the portfolio and delivering new, incremental revenue streams.
Transform our portfolio
We’ll accelerate our Managed Services growth by selectively integrating our Managed Services brands across our major geographies. This will make it easier for our high-road customers to access our talented and engaged people. We’ll refine our Specialist Staffing portfolio and will build scale in growing global verticals. At the same time, we’ll respond to macro trends and develop new business lines in new verticals opened by the gig economy.
We’ll improve our resilience by investing in technology to drive efficiencies and productivity. We’ll enter new growth markets and economies organically to defend our key high-road client relationships.
Our business model
Our Virtuoso culture is our key differentiator enabling us to see possibilities and collaborate to leverage Group fill and cross-sell opportunities to improve the quality of our earnings. We constantly innovate to deliver the right service at the right time and at the right price to the customers we choose to work with and by working together, our businesses share thinking, resources and execution which reduces duplication, re-work and waste.
Our Global Talent Acquisition and Managed Workforce Solutions businesses, Regional Specialist Staffing, Global Specialist Staffing and Healthcare businesses provide market-leading services to high road customers across our core markets and we rigorously manage the portfolio and invest according to market potential.
OUR CULTURE OF VIRTUOSITY
At the heart of our integrated, collaborative business model is a virtuous circle of making and keeping promises, engendering trust and loyalty. By keeping our promises we retain clients, candidates, employees and investors for longer, and reap the benefits of that longevity.
We make sure that ‘the beautiful basics’ as a Virtuoso way of working are in place and deeply embedded in all of our businesses, all of the time and we make investment promises to sustain, enhance and innovate our combined portfolio.
We focus on partnering with organisations that value engaged, fulfilled people and we call this the ‘high road’ which serves to drive clear market segmentation and a compelling price point.
All our businesses work in the ‘The Virtuoso Way’ which embeds a consistent, collaborative Group-wide culture, based on trusted behaviours, delivered by entrepreneurial Virtuoso leaders who can drive our competitive advantage and deliver on our promises to all our stakeholders.
We tune in to our customers and work closely with them to find people for good work to help them build better businesses. We retain them, continuing to listen and partner with them to extend the scope and tenure of our services, and in doing so, open up more opportunities for organic growth.
From the outset, we listen to our candidates and find them good work that fulfils them and matches their aptitudes, skills and aspirations. We reward our candidates fairly, retain them by treating them well, and by finding them work that interests and develops them. In turn, this encourages them to refer more people and good work to us.
We employ people who care about what we do and we develop them, so they have the right skills and experience to do their job by being Virtuosos in their field. We free up our Virtuosos and give them greater spans of control so they in turn develop a culture of Virtuosity across the Company. Ultimately, we trust them to make the right decisions, collaborate and deliver on their promises.
We take care to create relationships with investors and we build on the trust we create by delivering sustainable earnings.
We build strong partnerships of mutual trust with our suppliers, many of whom are also our clients. Our long-term relationships with our suppliers enable us to fill more jobs for our clients and by building an engaged recruitment supply chain which is passionate about finding the right candidates with the right skills, we can reduce the cost of recruitment; reduce the time to hire; provide timely market insight and drive innovation.
Our commitment to sustainability underlines our responsibility to build long-term value for all our stakeholders, supported by sound policies, good governance and positive actions.
All 2,500 Impellam people across the world are connected by Workplace, an internal social network. Workplace combines the structure of a traditional intranet with the capabilities of Enterprise-wide Social Networking software: a place to organise and disseminate information securely, and also a place for our people to connect, communicate and collaborate. The Group CEO holds quarterly strategy cascades with leaders across the Group and connects with all 2,500 people on a regular basis through Workplace, using video and written updates, wellbeing check-ins, a monthly newsletter, live Q&A sessions, and other multimedia to provide strategic information and financial updates. Covid-19 has changed the way we work, and as a consequence we have increased the frequency and media we use to communicate with colleagues. Our managers hold regular 1:1 meetings with their people, team meetings, and wider business-area conferences and townhalls to facilitate sharing of information, consultation, and two-way communication, supported by tools like OpenBlend.
The Virtuoso Alliance (our shadow board) operates alongside the Leadership Team to provide opinions, ideas, insight and observations on the world in which we operate. Its purpose is to make sure the Group CEO and the Leadership Team remain connected to our colleagues and in turn our customers and candidates.
The Impellam communications model and associated technology means we can connect with our colleagues quickly, wherever they are. The platform and communication strategy facilitates faster knowledge sharing, communication and collaboration. This dynamic approach to communications is key to our strategy and culture of enabling our Virtuosos to achieve our vision of becoming the world’s most trusted staffing company.
We actively encourage diversity in the workplace and have a wide and varied colleague base with a variety of social and ethnic groups represented at all levels of the business. We believe that breaking down the barriers that have traditionally restricted access to the labour market will encourage job opportunities for all. Our global Impellam Group ED&I team includes representation from our key regions: North America, Australia and New Zealand, and the UK and Europe. Under the direction and leadership of the Group CEO and People Directors it brings together leadership and governance balanced with Group-wide, regional and brand-specific actions. Our strategy is based on data, qualitative intelligence from a global survey, participation from regional committees and aims to make Impellam a more diverse and inclusive business wherever we operate. In 2020, our progress has received several accolades. For the second year running, Everest Peak Matrix recognised Guidant Global and Lorien for Diversity and Inclusion in the 2020 TALiNT International Awards. Equality, Diversity and Inclusion (‘ED&I’) is firmly on our agenda, Guidant’s award-winning INfluence programme is helping clients with their ED&I strategies and to drive positive change.
We provide our people with a multi-faceted and agile development pathway to enable high performance and increase retention of our people and customers alike. We focus on freeing our people from old habits, unlocking their potential and enabling them to thrive through change. In response to Covid-19 and fast-changing ways of working, we launched our ‘Leadership through Change’ live training programme with over 400 managers logging on across the world. We reinvigorated our Mental Health and Wellbeing network with mental health first aiders supporting our people globally along with campaigns running through Workplace every week to signpost advice, helplines and the contact details of trained colleagues who are well-placed to help and listen. Our people also had access to Gladis, our online training platform, where the most accessed courses were digital and IT, wellbeing and managing change.
At the heart of our integrated, collaborative business model is a virtuous circle of making and keeping promises, engendering trust and loyalty. By keeping our promises, we retain clients, candidates, colleagues and investors for longer, and reap the benefits of that longevity. Our culture of Virtuosity is created by passionate people who are committed and driven to find better ways to deliver the right solutions. We make sure that ‘the beautiful basics’ are in place and deeply embedded in all of our businesses, all of the time, and we make investment promises to sustain, enhance and innovate our combined portfolio.
As part of the Group’s mission to find people fulfilling work, we strongly oppose modern slavery in all its forms and will try to prevent it by any means that we can. We expect anyone who has any suspicions of modern slavery in our business or our supply chain to raise their concerns without delay. In line with the Modern Slavery Act 2015 we annually review internal and external measures to ensure we are doing what we can to prevent slavery and human trafficking in our businesses and in our supply chains. Our policy is available on our website at www.impellam.com.
We are committed to meeting all the requirements of relevant health and safety legislation. Formal policies are in place throughout the Group and they are regularly reviewed and updated to reflect changes in legislation and best practice. The Group requires all colleagues to comply with these.
We have a commitment to carrying out business fairly, honestly and openly. We also have zero tolerance towards bribery. Our Bribery Policy is in place to provide relevant guidance and information to all our people in compliance with the law relating to bribery and corruption, in particular the Bribery Act 2010 (‘the Act’). We are determined to maintain our reputation as a business that will not tolerate fraudulent or corrupt dealings – whether they are attempted against us from outside, from within our own workforce, or towards our clients or suppliers.
Impellam people work extensively with their local communities. This includes supporting national and local charities through volunteer work and raising funds. During the pandemic, Impellam people across the world undertook a wide range of initiatives including doorstep pick-ups and drop-offs of food, the crafting of masks and visors, reading to children and the elderly online and delivering medication to those in need as well as collecting and distributing food to schools and the vulnerable. In the UK, NHS frontline workers received donations of hand creams and balms as skin was badly affected by wearing PPE. Our consultants provided support to those who had lost their jobs due to Covid-19 via webinars and virtual briefings, helping them identify their transferable skills and move into roles in active industry sectors. Guidant Global also launched the Superstar Home-schooling Programme with colleagues volunteering to teach science, maths, PE and language lessons to support working parents when schools were closed.
Although we are a service-based organisation with no manufacturing facilities and limited transportation requirements, we are still committed to following environmental best practices in the day-to-day conduct of our business. This includes the use of sustainable and/or recyclable materials when available. A regular review of the potential impacts on the various businesses is undertaken and parts of the Group have achieved accreditation to ISO 14001 in relation to their environment management systems.
This year we have calculated our environmental impact across scope 1, 2 and 3 (selected categories) emission sources for the UK only. Our emissions are presented on a location basis (using the UK grid emissions intensity) and our emissions are 1,082,778 kgCO2e, which is an average impact of 715 kgCO2e per £m revenue. We have calculated the emission intensity metrics on both a revenue and colleague basis, which we will monitor to track performance in our subsequent environmental disclosures.
The methodology used to calculate the Greenhouse Gas (‘GHG’) emissions is in accordance with the UK Government GHG Conversion Factors for Company Reporting (2020).
We continued planned capital investment, for example replacing all lighting at our Head Office with efficient LEDs. This will save 159,500KwH and approximately 21 tCO 2e annually as identified in ESOS Stage 2 reporting. We have also completed the roll-out of smart printers across the estate.
All new and existing colleagues are required to undertake mandatory environmental awareness training in Q1 of 2021 and new communication channels are in place to provide regular information and feedback on the Group’s environmental objectives.
Whilst the Group’s objective is to reduce UK carbon emissions from 2019 levels by 10% by the end of the 2022 financial year, this is kept under regular review and we intend to increase that reduction target during 2021 as work location and travel protocols are reviewed and refined post pandemic restrictions. The Group will also begin environmental audits of key suppliers throughout 2021 and seek to positively engage and influence environmental behaviours.
We recognise that reliance on estimated readings provided by the energy brokerage or suppliers is not sufficient and have taken measures to roll out automated meters across the estate to provide accurate, easy-to-monitor data.