Safestore and Our People

Our colleagues play a pivotal role in providing the best solution for our customers and we are passionate in providing a CSR programme that ensures they are truly placed at the heart of our business. This helps our colleagues in achieving their goals and is underpinned by our commitment to attract and retain the very best talent to shape our future success.

Training and Development

As an “Investors in People” organisation since 2003 our aim is to be an employer of choice and we passionately believe that our continual success is dependent on our highly motivated and well trained colleagues.

We are delighted that for the year FY2017 our people have participated in over 22,500 hours of formal training time.

This training consisted of:
  • refreshing our recruitment and induction tools to identify high calibre people and enable their performance as early as possible;
  • developing our colleagues’ sales and customer service skills continually regardless of length of service through onboarding and refresher programmes;
  • fulfilling health and safety requirements;
  • creating a coaching and performance culture determined by explicit standards, consistency and sustainability in order to support individual needs at all job levels whilst driving performance forward as a collective; and
  • leadership development for our management and senior management population including the use of psychometrics.
In keeping with our approach of continuous improvement, we have delivered several key initiatives to support our people’s performance:
  • QUEST – this year we have continued to develop all new team members using the two-day selling skills programme QUEST. This workshop provides every team member at Safestore with skills and tools to enable them to focus on the customer’s needs at every stage of the buying cycle;
  • The Learning Space – our innovative e-learning platform is designed to aid effective adult learning and development in the workplace and completes our blended learning approach. There are currently 18 modules available to our people in an engaging, bitesize and efficient format;
  • Our Values and Behaviours – our framework for articulating the attributes of high performing team members, along with commercial results, informs our performance related pay principles;
  • Pay for Skills – supporting internal talent creates clearly defined career pathways linked to reward and recognition which enable us to attract higher calibre individuals at entry level and develop our future store management population in a consistent way; and
  • The Safestore Store Management Development Programme prepares the next generation of internally developed managers. The twelve-month programme focuses on developing competent, business-focused managers who have a talent in building highly performing teams. We currently have 30 colleagues participating in the Store Management Development Programme.

Equality and Diversity

  • Committing to equality of opportunity in all our employment practices, policies and procedures. No team member or potential team member will receive less favourable treatment due to any of the following protected characteristics: age, disability, gender reassignment, race, religion or belief, sex, sexual orientation, marriage or civil partnership, pregnancy or maternity;
  • being an equal opportunities employer that maintains a workforce that reflects the uniqueness of the communities in which we operate;
  • continuing to nurture the talents of our people and the benefit they bring to our varying business functions through a clearly defined and transparent performance framework;
  • taking all reasonable steps to employ, train and promote employees on the basis of their experience, abilities and qualifications;
  • maintaining an active succession planning strategy that considers the ability of internal colleagues before recruiting externally and ensuring that the criteria for selecting team members for training opportunities is non-discriminatory. These are based upon the individual’s merits, abilities and needs, business needs, and the availability of appropriate training and development opportunities. All team members participate in the appraisal process and there is positive encouragement to discuss development and training needs and opportunities; and
  • Equality Essentials, our bespoke e-learning workshop, has been delivered to every employee at Safestore, covering the following key areas:
    • introduction to equality, diversity and protected characteristics;
    • handling harassment;
    • providing an inclusive service; and
    • equality in action.

Gender split at 31 October 2017:

                                 Male Female
Board Directors 5 2
Senior managers (excluding Directors)         7 1
All employees                    395 199

Work–Life Balance

  • Providing a range of initiatives that celebrate the cultural diversity of our colleagues including a tax-free cycle to work scheme and Childcare Voucher scheme;
  • engaging in programmes that encourage our people to take responsibility for their own development with funding for professional qualifications;
  • welcoming and considering all requests from colleagues for flexible working on a case-by-case basis;
  • recognising that there may be circumstances when it is more beneficial or flexible for individuals to work at home, either on a permanent basis, or in order to complete a particular task, for example a special project. Providing guidance and support to both occasional one off working from home as well as flexible working requests which incorporate a request to work from home;
  • encouraging colleagues to take regular rest breaks; and
  • offer of provision of private healthcare to 195 colleagues.

Health and Safety

As a Board we play an active role in ensuring a healthy and safe environment for our people, customers, suppliers and contractors. Safestore endeavours to continuously strive to meet, and where possible, exceed best practice by:
  • conducting regular health and safety reviews across our portfolio including the review of risk assessments and accident reports to identify, prevent and mitigate against potential risks;
  • ensuring our Health and Safety Committee meets regularly to review issues, processes, policy and actions harnessing a culture where health and safety always sits high on our agenda;
  • delivering accredited health and safety training relevant to job role as standard to all colleagues; and
  • increasing awareness and compliance through a blended learning approach.


25 colleagues were successfully promoted to a more senior position. This compares to 15 last year (excluding the 37 promotions related to structure changes).
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