Fair & ethical conduct
We recognise the importance of always conducting ourselves in a professional manner, acting with honesty and integrity, complying with applicable laws, regulations and appropriate standards in all countries in which we operate.
We work with our clients, suppliers and other third parties to ensure our high ethical standards are maintained.
Focus Areas
Maintain high standards of professional conduct, legal and regulatory compliance
Set high ethical standards for ourselves and across our stakeholder relationships
Prioritising high standards & transparency
Our dedicated Legal & Co Sec and Group Compliance teams are focused on ensuring that we deliver our business within all the legal and regulatory parameters relevant to us, as well as contractual and industry requirements. We expect to always achieve high standards, in line with our Mission to deliver a service that is trusted by our customers, colleagues and suppliers.
Furthermore, one of our values outlines that we ‘do the right thing, even when no-one is watching’. To achieve this, we engage experts in their field who are trained and qualified in areas necessary for our business. We are resourced to provide an excellent service to our colleagues. We offer opportunities for development and manage performance productively through our performance management programme. We work closely with the business so we understand what is needed, and support our business, managers and leaders to do it in the right way.
We also drive these high standards across the third parties we work with and this is a critical focus area for us over FY24. We recognise that, as an organisation, we need to communicate clear expectations to our supply chain and ensure we have a strong level of trust from them required for successful execution. Alongside this comes a considerable focus on ensuring we remain effective in our operations and are able to drive process efficiencies that benefit us all. As a critical element of this, we welcome feedback from all parties that we work with and offer clear and transparent lines of communication.
A new performance management approach to drive the right behaviours and improve overall performance
In FY22, performance conversations were not happening at the level they needed to; in terms of frequency, objectivity, quality of career conversations, SMART objectives and behaviours. Our ambition was to change perceptions of and our approach to performance management at Gattaca. We wanted to ensure an objective approach to performance management, with our new approach focused on driving a high-performing culture and to set our expectations on behaviour, aligned to our culture and ‘DNA’ (our values and principles).
Through developing the cadence of a quarterly performance management process, we have created a format that is objective and empowering to individuals, ensuring our people have more regular performance discussions and more control over their careers. We introduced a new performance scorecard in FY23, to accompany our regular reviews, which measures both performance in role and against a set of ‘champion’ and ‘challenge’ behaviours, which all align to our values. From this, we are able to identify our high performers and reward and recognise their contribution.
Through our performance management cadence, we have been able to identify just over 10% of our workforce as high performers. As a result, we have promoted these people within a fair and consistent progression structure, ensuring that we’re not only rewarding financial contribution, but also how our high performers behave and live and breathe our values. We’ve also been able to identify those who require L&D interventions, coaching and further development to improve their overall performance. We’ve also proactively improved performance through the Performance Improvement Plan (PIP) process, with over 50% of those put on PIPs, improving their performance. We continue to evolve our processes, including implementing changes to the metrics within the scorecard, to ensure we’re measuring the right areas of 'in-role' and behavioural performance in the right way, as well as maintaining the momentum of embedding our ‘DNA’ throughout everything we do.
Accountability for our service through data monitoring
We take our responsibility towards our our customers very seriously. To measure our performance, we maintain a running insight into their experiences of the service we deliver. We're proud that our Net Promotor Score (NPS) amongst both our candidate and client communities are "great" and that they place us significantly higher than the recruitment industry benchmark. Our score is represented in green below, with the industry average in pink.
Candidate NPS, compared to staffing industry benchmark of 19
Client NPS, compared to staffing industry benchmark of 31
FY23 Highlights
- Invested in a system driven tool to better manage the robustness of third party screening
- Introduced and embedded a Balanced Scorecard into our performance management processes, incorporating the management of values and behaviours as well as achievements and skills
- Enhanced leadership accountability through incorporating relevant scores for their areas from our employee engagement platform (Peakon) into their bonus
- Senior Leadership team now have a proportion of their bonus based on Group engagement score
- FY23 LTIP share scheme includes retention as a measurement hurdle to drive accountability at a Leadership level to support, develop, and retain our talent
FY24 Next steps
- Focus on how we engage with our suppliers on an onboarding level, as well as periodic review
- Create a Supplier Code of Conduct to share our sustainability standards and expectations with all suppliers
- Improve experience and efficiency when executing the contractor onboarding process that still maintains legislative compliance