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Case Study: Occupational Segregation - Centrica PLC
Centrica introduced its flexible working programme for a variety of reasons:
- Family oriented: caring for children, friends or family with disabilities, or for elderly friends or family
- Individual oriented: juggling out of work learning, interests, volunteering; less travel time, stress and cost
- Diversity oriented: religious commitments, eg, breaking of fast for Ramadan
- Business oriented: suits shift patterns for engineers and call centres, and leads to lower sickness absence and attrition levels
During implementation, the company took a series of measures to overcome teething challenges:
- Training and support
- Communication through road-shows, team-building workshops and manager coaching sessions
- Provision of new equipment and technological training
Teams and individuals to tailor flexibility and mobility to suit their own needs
Achievements/Lessons learned
Approximately 3000 employees now benefit from work:wise, in addition to the 8500 British Gas engineers who all work remotely. 38% of employees thought their work/life balance had improved as a result of the programme and employee engagement has improved by 3.9%.
Approximately 3000 employees now benefit from work:wise, in addition to the 8500 British Gas engineers who all work remotely. 38% of employees thought their work/life balance had improved as a result of the programme and employee engagement has improved by 3.9%.The policy enables Centrica people to seek different working arrangements during their career. Employee requests are supported wherever possible, whilst considering the needs of the business. The aim of the policy is to think creatively about new ways of working to help improve employee retention, productivity, motivation and morale, and to broaden the recruitment pool and increase diversity across the business.
Flexible working has benefited the company significantly. Centrica estimates that it is saving £8million each year in office costs alone.
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