With over 16,000 colleagues working with us around the world, we are committed to ensuring that those who work for us are engaged and fulfilled in their work.
We aim to treat our colleagues fairly, which is why in 2016 we introduced the National Living Wage for all of our UK colleagues, not just those aged over 25 as required by the UK government. We also continue in our commitment not to use zero hour contracts.
We believe that engaged colleagues contribute meaningfully to the continued success of our business. That is why we engage our colleagues in the decisions that affect our business through our National and International Colleague forums.
We also actively seek to gauge colleague feedback on a regular basis, to identify engagement levels and also to identify actions we can take to improve. We have committed to implementing changes where possible to address legitimate colleague concerns. We did not conduct a survey in 2016 but are committed to undertake a survey in 2017.
Anyone joining William Hill today is encouraged to grow with the business.
Our approach to talent management and succession has become increasingly important as we have become a larger and more international organisation. Talent recognition and development run throughout William Hill. We have mentoring schemes, talent development for high potential people, executive coaching and study sponsorships to support people’s individual development needs, as well as organised programmes such as the Retail Academy.
At William Hill we pride ourselves on the development opportunities we provide for our colleagues to build their skills and start their careers, wherever they work for us. We have a range of development programmes in place including the Taking the Lead Programme.
In 2016, 27 colleagues took part in the programme, and 18 have since gone on to senior leadership and management roles in the business. We also run several initiatives that focus on getting people back into work from local communities where we are based.
In 2016 we worked with Female Ex-Offender charity Working Chance which provides support for women with past criminal convictions or who have recently left prison.
In 2016, 20 women join our betting shop teams as a result of this partnership.
We also have a partnership with Our Club, a social enterprise organisation that provides employability training for young people who have been out of work. The programmes build confidence and provide work experience and interview technique training.
Reward and recognition
Our colleagues are critical to our success and we want William Hill people to be engaged, excited and energised by our business.
Salary levels are dictated by market conditions so we personalise what we offer colleagues through our benefits, our bonus plans and the ways in which we reward and recognise people’s efforts. Our range of benefits is, we believe, the best in the industry. In many cases, people can choose the benefits that fit their lifestyle, reflecting the fact we have a very diverse colleague population.
Every colleague is eligible to earn a bonus and we encourage them to benefit from our business success by investing in our share save schemes, which are offered each year at a 20% discount to the share price. We also support travel, partnering with Transport for London to provide subsidised travelcards for London-based staff and with Halfords to support ‘cycle to work’ schemes.
We celebrate all manner of colleagues’ achievements during the year and, then, twice a year, we hold major events to celebrate the achievements of some of the most remarkable people in William Hill - those who have dedicated their careers to the Group and those whose attitude, behaviour and service makes them outstanding.
In September, colleagues who recorded 25 or 40 years’ service attended our annual Long Service Awards, celebrating with their partners with a weekend at the Ayr Gold Cup.
Health & safety
The health and safety of our colleagues and customers and those who come into contact with our business is of paramount importance to us.
In 2012, we entered into a Primary Authority relationship with Westminster City Council. This relationship means they are given full transparency on our health and safety management systems, including the health and safety objectives as overseen by the Board’s Corporate Responsibility Committee, and we benefit from their informed advice on related issues. The key changes we make are identified as priorities in conjunction with Westminster City Council. Our improvements are having a positive effect on the culture and standards within the LBOs, and we have seen the use of the health and safety manual, procedures and assessments improve measurably.
In April 2014, we changed our approach to lone working in the betting shops. Having previously required all shops to be dual-manned from lunchtime onwards, we allowed certain shops to operate single-manning as service levels demand. It brings us in line with not only other LBO operators but also other companies in the retail sector and allows us to remain competitive against a challenging economic backdrop.
Before making this decision, we undertook an extensive four-month trial involving 400 shops. This involved a risk assessment taking account of the Health & Safety Executive’s lone-working detailed guidance and implementation of security changes prior to the pilot, briefings on best practice guidance for LBO teams and a shop buddy system. Following successful implementation of the trial, evening lone work was extended to around two-thirds of the estate, again on a risk-assessed basis.
We have assessed the impact of our changed approach in a number of areas, including colleague welfare and security and are satisfied hat this revised staffing model has been successfully implemented without significantly impacting our colleagues, customer service or compliance obligations.
Tackling anti-social behaviour is a key priority and we treat such behaviour in our shops extremely seriously. In 2014, 40 anti-social behaviour workshops were held, bringing together our shop staff, the Security and Operations teams, and external agencies such as local police to address the issue. These allowed staff to share experiences and best practice, and to highlight problems to police, with a subsequent increase in police visibility in affected shops. This partnership approach helps to reduce anti-social behaviour and increase staff morale.