• Search

    OUR PEOPLE

    Our people are core to delivering our purpose to excite and to entertain. 

     

    We are committed to looking after our colleagues and enabling them to fulfil their potential. We aim to provide a fair, equal, respectful and safe workplace, rewarding and recognising success, irrespective of gender, ethnicity, religion, age, sexual orientation or disabilities. We strive to be an employer of choice where our people feel proud to work.

    Culture

    Exciting and entertaining our customers is at the heart of what we do every day. Through our STARS values (Service, Teamwork, Ambition, Responsibility and Solutions) we continue to build a culture that supports our colleagues to be the very best that they can be and deliver for our customers time after time.

    From the point of recruitment, all colleagues are made aware of our values and these are incorporated within the initial induction programme to ensure they have a great start to their Rank career. The induction also covers information about our history, purpose and ambition, as well as tailored skills training relevant to their particular role. All colleagues are also required to complete mandatory training on a regular basis, which includes essential e-learning modules on our policies relating to safer gambling, anti-bribery, anti-money laundering and health and safety. Company policies and the respective training modules are reviewed periodically to ensure their effectiveness. Our STARS values are also incorporated within the employee appraisal process. 

    Over the last 12 months, by means of a specific transformation workstream, we have continued to ensure that our colleagues can work and contribute to a high-performing culture. The workstream concentrated on ten key attributes, which included the need to ensure Rank is diverse and inclusive and focused on strengths such as customer centricity. As part of the inclusion and diversity strategy, we implemented inclusion champions and introduced a culture club, encouraging colleagues to become more engaged.

    Furthermore, we continue to discuss our approach to safer gambling with our colleagues with a view to further embedding it as part of our culture, thus ensuring that we create safe environments in which all customers can enjoy a level of gaming in line with their means. Through training and engagement, we ensure that our colleagues are skilled and motivated to positively interact with customers on what is a sensitive, yet essential conversation.

    During 2020/21, we will be focussing on boosting engagement and further developing a high-performance culture across the organisation that continues to have safer gambling at its core.

     

    Inclusion and diversity

    Over the course of the year we have continued to progress positively with our inclusion and diversity agenda. Underpinned by the launch of a new strategy and an annual calendar of events, we continue to build a working environment that is accessible to everyone.

    Inclusion and diversity strategy – 4 key aims
    1. Create an inclusive environment which facilitates our colleagues to develop, be creative and deliver exceptional service
    2. Ensure there is a diverse workforce across all grades
    3. Make inclusion and diversity integral to how we do business
    4. Demonstrate leadership on inclusion and diversity, internally and externally, positioning Rank as an “employer of choice”

    In terms of specific activities, we launched our own internal brand in #Be Yourself, with the aim of increasing internal awareness of our inclusion and diversity activities across the Group and were proud to support National Inclusion Week, encouraging colleagues across the business to consider further how we can create an environment that values and thrives on difference.

    We continued our partnership with WiHTL (Women in Hospitality, Travel and Leisure) and colleagues took part in their mentoring programme and masterclass series. We have also continued to evolve our recruitment and development programmes seeking to ensure balanced shortlists and interview panels, encourage diverse candidates to apply for roles and ensure appropriate support is provided in-role.

    BAME roundtables, attended by representatives from around the business, were held during the year with four topics identified as key areas of focus. These were (1) top-down support, (2) development pathways, (3) recruitment and (4) role-models and mentoring, with each such area allocated ownership by a roundtable attendee.

    There was also a focus on mental health in the year. A number of our planned workstream activities were put on hold due to the COVID-19 pandemic with our work in this area shifting during lockdown to ensuring all colleagues were provided with mental health awareness information, articles and support by way of newsletters and our intranet.

    We recognise that there is more work to be done to achieve an organisational culture which truly demonstrates inclusion and diversity in all areas of the business. This is a particular focus for senior management and the Board for the forthcoming year.

    We do not have a specific human rights policy at this time. The Board is comfortable that our policies respect the human rights of our employees and other stakeholders in the business in compliance with applicable laws.

     

     

    Employee engagement

    We value the views of our people and are always looking for different ways to ensure that they can provide feedback on what works well and what could be improved. We also seek to ensure that our internal communication is timely, clear and supportive.

    Town Halls:

    The executive directors and senior management are actively involved in the engagement of colleagues through Town Halls, which are accessible by all our offices to watch and participate. Our Town Halls are also the forum in which STARS awards are presented, offering recognition of individuals and/or teams, having been nominated by their colleagues, for demonstrating Rank’s values in their work.

    Colleagues are actively encouraged to contribute to transformation initiatives via a dedicated email address, with contributions recognised at Town Halls.

    Employee Voice:

    Employee voice meetings are held biannually and enable elected representatives from different areas of the business to meet with members of the executive committee and senior management to discuss issues of concern raised from within the business and potential resolutions.

    Talking STARS and Leading STARS:

    Talking STARS and Leading STARS sessions are also held biannually and provide a forum for key individuals from across the business to debate issues impacting the Group. These forums supplement employee voice meetings, with participants selected from across our business, some of whom have been nominated further to the STARS awards process. They provide a further opportunity to discuss outputs from employee voice meetings, with Talking STARS generally focusing on matters including culture and communication and Leading STARS focusing more on operational efficiencies and transformational change.

    In addition, the business asked key influencers within the Company to participate in a culture and ways of working workstream during the year specific to support office. This group will re-convene over the next year as we start to look at new ways of working, particularly in light of the impact of COVID-19.

    Employee Opinion Survey (EOS):

    During the year, the Group continued with the use of two employee opinion surveys. An in-depth survey was carried out in July 2019, followed by a high level “pulse” survey in January 2020 to act as a “temperature check” of engagement and progress across the Group. Outputs from both forums were shared with the Rank executive committee and the Rank Board. Importantly, the results of the January 2020 “pulse” survey showed that Rank’s overall employee engagement score improved from 66% to 73%.

    Communication:

    We aim to ensure good communication with colleagues via the intranet and newsletter-style updates. This was particularly effective following the acquisition of Stride Gaming plc, as we adapted to colleagues in six additional office locations around the world. Such means of communication became even more important during the recent period of lockdown, whilst our colleagues were working from home.

    We also aim to ensure that all communication and engagement works on a “top-down” and “bottom-up” basis, with a designated non-executive director attending the Talking STARS, Leading STARS and BAME forums mentioned above. His role is to ensure that the views and concerns of the workforce are taken into account by the directors, particularly when they are making decisions that could affect the workforce. He also provides feedback to colleagues on such matters from the Board. This approach has encouraged a broader exchange of information and views on the business itself, and also the wider industry, in these meetings. The designated non-executive director, together with the group human resources director, reports formally to the Board on matters discussed in such meetings on a biannual basis.

    Health and safety

    We are committed to providing our customers and colleagues in the UK and overseas with a safe and healthy working environment. The key objectives within the 2019/20 health and safety (“H&S”) plan were to:

    ? Continue to improve H&S awareness and mitigate H&S risk.

    ? Continue to reduce paperwork and obtain greater efficiencies by reviewing our systems.

    ? Aim to reduce the number of employee and customer accidents in the UK by 5% compared to the previous year.

    Until lockdown was introduced in March 2020, we were on course to achieve these objectives with good progress being made in all areas which included a rollout of a new poster campaign to raise awareness of key safety issues, launch of a new near miss reporting system for the venues business and a full review of ways of working between the H&S team, maintenance and the venues operations. As at March 2020, the number of accidents in the UK venues had decreased by 5%.

    The focus inevitably then shifted, due to COVID-19, to ensuring venues and offices were closed in accordance with appropriate guidance from the H&S team, responding to pest infestations, security and fire alarm issues arising whilst such venues were closed and providing advice and assistance in relation to the preparation and execution of detailed reopening plans and individual office and club risk assessments.

    Such assistance has spanned the full breadth of our operations, involving liaising with operations, procurement, marketing, gaming, IT, maintenance and food and beverage, to ensure that we complied with government guidance and were positioned to reopen our offices and venues safely as soon as we were able to do so.

    The risk assessments for Grosvenor Casinos, Mecca and support offices can be found here.

    Actions taken further to colleague engagement

    Areas identified through engagement  Actions taken

    Communication:

    • Venues colleagues felt a disconnect between them and the wider Group
    • There was a desire for the support office to be seen more as a “facilitator” rather than a “controller”
     
    • Venue-specific transformation plans developed to increase link to wider Group objectives
    • Increased exposure of executive teams to venues colleagues through more regular site visits

    Transformation:

    • The benefits of the transformation programme should be continually communicated more widely
    • Transformation needs to continue to permeate the business
    • Increased communication about transformation updates across the business, with teams encouraged to pro-actively engage and discuss

    Culture:

    • Transformational change creating uncertainty for some colleagues
    • Colleagues felt that STARS behaviours not fully embedded across the business

     

    • Provided support to leaders and managers in leading their teams and people through change
    • Group wide values video created and further supporting material under development

    Wellbeing:

    • Transformation has brought significant change across the business. The increase in pace and accountability has prompted the need for additional wellbeing support in some areas
     
    • Provided support to leaders and managers regarding mental health issues alongside a mental health workstream within the Group’s newly launched inclusion and diversity programme
    Our people KPIs
      Year ended 30 June 2020 Year ended 30 June 2019 Change
    Full-time staff voluntary turnover rates 20% 29% 9ppt
    Percentage of employees that are contractors or temporary staff 2% 2% -
    Employee engagement rates 73% 66% 7ppt
    Gender Pay Gap data (mean/median) 14.8/4.7 13.5/5.8 10%/(19)%
    Percentage of employees who are White British 68% 68% -
    Hours spent on employee development training to enhance knowledge or individual skills 39k 38k 3%
    偷偷要偷偷鲁影院