Supporting our people and communities, the smarter way
Our people are our key asset, and we have a clear focus on ensuring our business is a great place to work. We have invested in equipping them with the right tools and training, providing a safe and secure working environment, and promoting their wellbeing.
We know that an engaged and highly skilled workforce enables the delivery of consistent and excellent customer service. We also seek to support the communities in which we live and work, as this supports the wellbeing of our people and reflects the importance of the local communities to us.
Providing positive social impact by nurturing talent from diverse backgrounds, investing in automotive skill development, and supporting local communities.
Commitment
Health and Safety is our top priority. We continually work towards the goal of no harm or injuries, supporting positive behaviours across our business.
FY2024: The progress we made this year
- We continue to operate the occupational health and safety management systems ISO45001 across large parts of our UK operations.
- Our continual development of Group health and safety initiatives to promote an ongoing safe working environment has resulted in a 7% reduction in our accident frequency rate, dropping from 1.8 in FY2023 to 1.7
- We updated our Health and Safety Principles, which are in place to create an environment of openness and awareness, to include employee wellbeing and mental health.
FY2025: What we plan to do
- Increase the coverage of ISO 45001 to include Charged EV, FridgeXpress and Blakedale
Commitment
The mental, social and financial wellbeing of our people is important to us. We are committed to fostering a mutually supportive workplace where our people feel engaged, rewarded and recognised for their efforts.
FY2024: The progress we made this year
- We actively promoted our Employee Assistance Programme, which offers 24/7 access to health services, an online GP, counselling, and support services.
- We provided more significant pay increases to colleagues at lower salary levels (between 3% and 9%) and a capped 3% rise at mid- to senior-level levels.
- Under the Free Share scheme, we have granted £500 worth of shares to all eligible employees.
- We introduced Wagestream, a platform to improve workers’ financial well-being by giving them access to fair financial services based on flexible pay. In the first month of being rolled out, 28% of UK employees enrolled, with 53% of our colleagues who enrolled having already set up a savings pot.
FY2025: What we plan to do
- We will build benefits signposting within all our processes so that our colleagues understand what is available to them.
- We plan to evolve our colleagues’ forums and introduce new ones for topics that are important to them, such as cancer.
Case study: Colleague financial services
We have introduced a range of services and support to enable greater financial inclusion, ranging from free shares, financial education sessions and ways to plan and budget better.
Financial inclusion and wellbeing
We introduced a new Save As You Earn Scheme in 2023 alongside the Free Shares program, which we have continued in 2024. This program ensures that all our colleagues receive £500 worth of free shares, providing a tangible benefit to their financial security and future.
In partnership with HSBC, we have delivered face-to-face and online sessions educating colleagues on ‘Making the Most of Your Money’, covering understanding credit reports, budget planning, savings, protection, debt management, and fraud. We launched a new partnership with Charles Cameron, which provides independent, free mortgage advice to all colleagues, family, and friends.
Financial inclusion means that individuals can access useful and affordable financial products and services that meet their needs. In March 2024 we launched Wagestream, a platform to improve workers’ financial well-being by giving them access to fair financial services based on flexible pay.
This platform lets people track their earnings in real-time to understand how much they will get paid, helping them plan and budget better. They can access up to 40% of their earned wages to pay themselves flexibly. The platform also makes it easy for our people to put money into a Build savings pot, earning a 5% monthly boost on their balance.
The Wagestream toolkit includes Financial Coaching, Discounts, and access to debt advice.
Since being rolled out in March 2024, 1,777 people have enrolled on Wagestream, 32% of UK colleagues. 52% of the enrolled people have already set up a savings pot.
“This year, providing our colleagues with financial tools, support, and education has been at the heart of our wellbeing strategy. As the rise of basic living costs has continued, inevitably, this has the potential to create financial distress and, in turn, can greatly impact an individual’s mental health. By providing tools such as Wagestream, we aim to help colleagues improve their financial resilience by encouraging them to save more and educating them on how to be savvier with their money.“
Joanne Foster
Head of Rewards and Wellbeing
Commitment
We recruit and nurture talent from diverse communities, offering progression routes that provide opportunities for all our people to realise their potential.
FY2024: The progress we made this year
- We’ve created a wealth of learning opportunities with comprehensive learning pathways and a resource library boasting over 144 courses for self-directed learning.
- In the UK, 34 short courses were developed and run by internal training facilitators, attended by approximately 2,220 people.
- 87,000 hours of training provided to our people across the Group
- We continued to advance our in-house leadership programme, creating 5 development pathways.
- The annual employee satisfaction survey shows that 74% of our employees believe their managers support their personal development a 4% increase from FY2022.
- We have evaluated our recruitment and development processes to promote inclusivity, including reviewing job ads, redesigning interviews, and expanding training programs.
FY2025: What we plan to do
- Using the principles set out in a new Equity, Diversity and Inclusion policy, we intend to develop targeted recruitment strategies aimed at reaching more diverse talent pools
Case study: A commitment to talent development
We are dedicated to recruiting and nurturing talent from diverse communities, investing in a learning and development program for our people that balance technical and behavioural training to foster business growth, enhance customer service and bolster our competitive edge.
We recruit and nurture talent from diverse communities, offering progression routes that allow all our people to realise their potential. This commitment to diversity and inclusion is not just a statement; it’s a core value we live by.
Our commitment to talent development is not just a short-term investment; it’s a testament to our dedication to long-term success. Over the past three years, we have invested substantially in a Group-wide learning and development program to work towards closing the automotive sector skills gap.
This program provides a balanced mix of technical and behavioural training, fosters business growth, enhances customer service, and bolsters our competitive edge.
We engage with our people to develop a personalised learning and skill development approach. This gives dedicated attention to their personal growth and builds the right skills at the right time to meet organisational objectives.
In-house training
Most of our training is conducted in-house by our trainers. This is more cost-effective and offers many benefits, including customising training according to our needs. We believe that training in-house brings our people together, fostering an environment of collaboration and innovation.
144 courses to support self-directed learning
34 short courses facilitated by internal trainers
87,000 hours of training provided in FY2024
We run an annual employee engagement survey to evaluate our approach’s success and identify improvement opportunities. In this annual engagement survey, our people recognised our investment in a company-wide learning and development program. 74% of our people now believe their manager encourages and supports their personal development and career aspirations, an increase of 4ppt from 2022.
If you want to join an organisation that invests in your success, please visit our career website to see the job roles we are currently recruiting for.
Our commitment to development and continuous learning empowers our diverse workforce to thrive. Investing in in-house training and leadership pathways creates an environment where everyone can grow and contribute to our long-term success.
Jo Lyth
ZIGUP Head of Learning and Development
Commitment
Encourage and support our people to generate positive social impact in the communities, through volunteering and working in partnership with local charities.
FY2024: The progress we made this year
- We’ve written a Community Impact and Social Value Policy to guide the projects we support for the best outcomes for people, communities, and the environment.
- As part of Darlington Cares, a local initiative dedicated to improving the community, we delivered over 300 volunteering hours to help transform Stanhope Park. We were honoured for this work with a Contribution to the Environment award.
- Northgate Spain collaborated with AÚNA Distribución in the “Kilometers for a Good Cause” initiative, using one of its KBC vans to support the event and raise c£16,000 for the Phelan-Mcdermid Children’s Foundation.
FY2025: What we plan to do
- Communicate the Employee Volunteering and the Community Impact policies across the Group, offering our people guidance on the projects they should support to achieve the best outcomes for people, our communities, and the environment.
Case study: Darlington CARES
Coordinating resources and support to address Darlington’s community needs and improve the local environment.
We encourage and support our people to generate positive social impact in their communities through volunteering and working in partnership with local charities. We are proud to be board members of Darlington Cares, a regional initiative dedicated to improving the community where we are headquartered. We delivered over 300 volunteering hours to help transform Stanhope Park, and we were honoured for this work with a Contribution to the Environment award.
We participate in the Darlington Employers Environment Partnership (DEEP). The steering committee for DEEP, chaired by our Head of ESG, champions the Darlington business community in achieving a just transition to net zero and reducing environmental impact.
We hosted an EV open day at our Darlington head office in collaboration with DEEP and Darlington Council, including a visit from the Mayor of Darlington. The event was a resounding success, with our experts providing valuable guidance on the latest electric vehicle options. Attendees left with a deeper understanding of the essential steps required to transition to electric vehicles in their fleets.
Commitment
Continually invest in developing and promoting an early careers programme that attracts young people to our industry and provides them with an inspiring and rewarding career.
FY2024: The progress we made this year
- Our apprentice and trainee numbers in the UK, Ireland, and Spain have increased to 403, up 49% from last year.
- Our apprentice retention rate was 90%, significantly higher than the national average. This is a testament to the effectiveness of our training and support programs.
- The expertise of our UK Learning and Development team has enabled us to maximise our drawdown from the Apprentice Levy. We obtained £811,000 from the Levy in FY24, a 66% increase from last year.
- We developed a UK Chartered Management Institute mentor training programme and trained 300 mentors.
- We won two apprentice awards: the North Yorkshire Large Apprentice Employer of the Year and the North East HR & D Excellence in Apprenticeships Award.
FY2025: What we plan to do
- Strengthen the strategic promotion of ZIGUP’s early careers programme to encourage the next generation of vehicle technicians into the industry.
- Implement an early careers recognition programme to celebrate achievements, showcase growth, and highlight positive contributions.
Case study: Apprentices
Plugging the skills gap by investing in the next generation of vehicle technicians in the automotive repair and maintenance sector.
Investing in the next generation of vehicle technicians
There is a shortage of skilled vehicle technicians in the automotive repair and maintenance sector. Therefore, we must continue to invest in developing and promoting an early careers programme that attracts young people to our industry and secures a talent pipeline to support our ambitious business growth plans.
Our commitment to this is reflected in the growing number of apprentices and trainees we have taken on in the UK, Ireland, and Spain this year, which has increased to 403, up 49% from last year. During the last two years, the average age of our technicians has fallen from 54 to 46, reflecting our commitment to creating a sustainable workforce.
The key to retaining apprentices and trainees is to create an environment where they can develop and thrive. To enable this, we designed mentor training in the UK, which the Chartered Management Institute formally recognised.
We developed an Apprentice Hub, a virtual space accessible to all employees, hosting FAQs, myth-busting information about apprenticeships, and ways to register an interest to discuss apprenticeship options. We also partner with industry-recognised providers and, where possible, work directly with manufacturers, such as Ford, Stellantis, and Mercedes, to support our technician apprenticeships.
In FY24, our total apprentice attrition was 10%, meaning we retained approximately 90% of apprentices, significantly higher than the national average.
“Futureproofing our business means developing our own technicians through award-winning programmes, addressing skill shortages in automotive repair and maintenance, and securing a strong talent pipeline for our growth. Our commitment is evident in a 49% increase in apprentices and trainees this year across the UK, Ireland, and Spain, supported by mentor training and partnerships with industry leaders.”
Chris MacHardy
ZIGUP Group Learning & Development Manager
We were recognised for our Excellence in Apprenticeship in the 2024 North East HR&D Awards
Commitment
Stay at the forefront of automotive advancements by continually enhancing the expertise of our technicians and investing in vehicle repair technology and facilities.
FY2024: The progress we made this year
- Our IMI-approved training centres and the Spanish training team have undertaken and coordinated over 2,000 days of technical training.
- We continue to invest in UK technical training facilities, having installed Advanced Driver Assistance Systems (ADAS) calibration equipment in Goole to train vehicle repair technicians and created a dedicated EV training room.
- 2,900 people completed EV Awareness e-Learning training.
- This year, 175 technicians were trained to level 3 in IMI EV and hybrid vehicles across the UK, covering 95% of technicians in the UK rental business.
- In FMG RS 151 technicians completed BS10125 kitemark reaccreditation courses.
FY2025: What we plan to do
- We will increase the deployment level 4 training across the organisation, enabling our technicians to work on high-voltage live electric/hybrid vehicle systems and components.
- We will continue to advance our organisational-wide technical capabilities, undertaking structural aluminium vehicle repair training and educating our technical teams on hydrogen fuel technologies.
Case study: Technical skills
The increasing skills gaps in the vehicle mobility ecosystem, particularly in repair and maintenance, have shaped our organisational training programmes and support.
There are increasing skills gaps in the electric vehicle mobility ecosystem, particularly in repair and maintenance. The need to remain at the forefront of advancing automotive technology has shaped our organisational training programmes, with vocational training and instruction programmes becoming increasingly essential to service and repair complex vehicles.
In the UK, we have 2 technical training centres located in Milton Keynes and Goole. Both centres have Institute of the Motor Industry (IMI) approved training status and can design, develop, and deliver accredited IMI technical training to our operational teams. We continue to invest in these facilities, having installed Advanced Driver Assistance Systems (ADAS) calibration equipment in Goole to train vehicle repair technicians and created a dedicated EV training room.
In FY24, these training centres conducted 1,754 days of technical training to help our technicians develop their skills and knowledge. 2,923 people completed EV Awareness eLearning training.
This year, 175 technicians were trained to level 3 in IMI Electric/Hybrid vehicles across the UK, bringing Northgate’s total number of technicians to 95%.
As the percentage of EVs on the road continues to grow, we will increase the deployment level 4 training across the organisation, enabling our technicians to work on live electric/hybrid vehicle high-voltage systems and components.
We continue to advance our organisational-wide technical capabilities, undertaking structural aluminium vehicle repair training and educating our technical teams on hydrogen fuel technologies.
The development of our technicians has been the driving factor in attaining IMI accredited status and having our training centre; we have continued to add further in-house courses over the last 12 months, such as Tail lift, which a 3rd party previously provided, we can now deliver this more efficiently with training bespoke to the ZIGUP group, We have also undertaken the training of our colleagues within the CSC, and they are receiving EV Level 1 training on-site, we are further expanding our offering to our customers, with a focus on EV1 for those taking electric vehicles.
Steve Coble
Northgate UK Head of Workshop Operations
Case study: Training centres
Investing in our automotive repair and maintenance technical training facilities ensures we remain at the forefront of advancing automotive technology.
We have 2 Institute of the Motor Industry (IMI) approved training centres in Milton Keynes and Goole, allowing them to design, develop and deliver accredited IMI technical training. Together they have undertaken and coordinated c2,000 days of technical training in FY2024. This has helped our technicians develop their skills and knowledge, ensuring we continue providing our customers the best possible service.
We have made further investments to enhance our technical capabilities. Two additional trainers are now working from our Goole facility, where we have installed Advanced Driver Assistance Systems (ADAS) calibration equipment to train vehicle repair technicians.
In FY2025, we will utilise these facilities to increase deployment level 4 training across the organisation, enabling technicians to work on live electric/hybrid vehicle high-voltage systems and components.
In addition, we will continue to advance our organisational-wide technical capabilities, undertaking structural aluminium vehicle repair training and educating our technical teams on hydrogen fuel technologies.
