Social Performance
Fostering an Inclusive Culture
Creating a culture of inclusion where everyone feels empowered to thrive, regardless of gender or background, remains a priority for EcoOnline.
Our gender diversity metrics remain consistent with 2024, which is expected as our headcount stabilised through restructuring efforts aimed at driving efficiencies and laying the foundation for future growth
Through our global engagement survey, we delved into DEI priorities, gathering insights directly from our people. The establishment of our Employee Resource Groups (ERGs), Lean In and Pride Network provided safe spaces for employees to connect and discuss what matters most to them. These insights helped shape our H2 priorities, resulting in enhanced learning initiatives, increased awareness, and updates to global policies as we continue to unite as OneEco.
In 2025, our focus will be on embedding the progress we've created and deepening our investment in learning. Leveraging our internal expertise, sharing experiences, and inspiring others will remain central to our approach. A recent example of this was our celebration of International Women’s Day, where CEO, Tom Goodmanson hosted a panel discussion featuring some of our talented senior leaders. They shared insights into the challenges they’ve faced throughout their careers and lessons learned along the way.
OneEco: Crafting & Launching Our Culture Code
At the beginning of 2024, we embraced the opportunity to revisit our values and define what they truly mean to our people as we united OneEco. To kickstart this journey, we launched our Culture Ambassador Programme (CAP)—bringing together a diverse group of employees from various functions, levels, locations, and acquisitions to embark on our first mission.
Our focus was to evolve our values and explore the day-to-day behaviours we demonstrate. Through ELT working sessions, feedback loops, and collaboration with our inaugural cohort of Culture Ambassadors, we developed what would become our Culture Code.
The response from leaders and teams was overwhelmingly positive. Through global training sessions, we ensured everyone understood and embraced our Culture Code. By the end of the year, we were embedding these principles into our daily operations—from onboarding to performance reviews and beyond.
By fostering a culture grounded in these principles, we are strengthening collaboration, innovation, and accountability—all essential to achieving our strategy of being relentlessly customer-centric and delivering first-class products and experiences. The creation of our Culture Code is a powerful testament to the voices of our people!
Celebrate the good
"We stay focused on what's important - sending people home to their families safely and reducing impact on the environment. We let the hopes, fears and needs of our customers drive our decision making."
Push challenges into the sunlight
"We talk openly and honestly, especially when we're in difficult situations. We admit when things are going wrong and when we don't have all the answers. We bring this to attention before it's too late and have constructive conversations to help each other through."
What is the Culture Code?
Our Culture Code is an ecosystem—a dynamic framework of five core values that guide how we work and succeed together. Each value is brought to life through key behaviours that connect and reinforce one another, creating a cohesive and thriving workplace culture. This culture drives how we work internally and directly impacts the value we deliver to our customers.
Celebrating Excellence in Living our Culture Code
Through our journey of defining and embedding our Culture Code, we gathered valuable feedback, including insights from our employee survey which highlighted the opportunity for a recognition programme that celebrates those who exemplify our Culture Code. This emerged as a top priority.
In 2025, we will launch the EcoIMPACT Awards—a peer recognition programme designed to recognise individuals who go above and beyond to live our Culture Code and deliver meaningful impact.
The EcoIMPACT Awards are more than just recognition—they’re about fostering a culture of accountability, collaboration, and pride. By celebrating those who embody our values, we’re reinforcing what it means to be part of EcoOnline.
Building a Culture of Learning & Feedback
Investing in Our People Through Learning and Development
With the arrival of Rachel Halliday, SVP of Learning & People Experience, in 2024, we began laying the foundation to create a world-class learning culture at EcoOnline. Focused on fostering an environment where our people can thrive, here are some key highlights:
Leadership Development
We partnered with Elevayte to design and deliver our Senior Leadership Programme, equipping leaders to navigate and lead through change. Additionally, we developed an in-house management programme aimed at empowering managers to inspire, manage performance, and develop their teams effectively.
Leadership Summit
We brought together our global leaders for an in-person summit centred around connection, collaboration, and commitment to driving results. Over two days, participants engaged in learning workshops, customer interactions, panel discussions, and collaborative brainstorming sessions.
Sales Training
Partnering with SBI, we conducted a thorough assessment of our sales teams to identify knowledge gaps. This was followed by delivering a robust consultative selling programme designed to elevate our approach and ensure we consistently deliver positive, customer-centric solutions.
Learning Labs Series
The launch of our Learning Lab Series created opportunities for internal knowledge sharing, drawing on the expertise of our own people. From ESG and AI to Mental Health, we covered a diverse range of topics aimed at broadening knowledge and enhancing skills across the organisation.
Listening to Our People and Driving Positive Change
2024 marked a more focused approach to gathering feedback from our people and turning insights into meaningful actions.
Health and Wellbeing
The health, safety, and wellbeing of our people remained top of mind throughout the year. A mid-year survey deep dive dedicated to this topic provided valuable insights into areas for improvement, helping us prioritise our efforts. Key initiatives included:
Mental Health First Aid Training
Investing in training programmes to create a safe and supportive network of Mental Health First Aiders our people can turn to when needed.
EcoFit Challenge
Launching our first global EcoFit Challenge, designed to encourage everyone to get moving and enjoy the benefits of physical exercise—with some healthy competition along the way!
Enhanced Benefits Communication
Updating policies and improving the communication of local benefits to ensure everyone is aware of the support available to them.
Raising Funds, Awareness and Giving Back
We ended the year by celebrating our efforts to raise awareness and funds to support causes that matter most to our people. From local efforts like UK charity events raising awareness for breast cancer, to our global team coming together for Movember, our people have shown incredible passion for giving back.
We also introduced our Leadership Recognition Awards, ‘Celebrating the Good,’ which allowed each team to select a charity of their choice—one that held deep personal meaning. The care, kindness and commitment to making a difference were truly remarkable!
Looking Ahead to 2025
Feedback from our people made it clear: we need to offer more ways to support them and their communities. To that end, we are launching a Global Volunteering Day, giving everyone the opportunity to choose how and where they spend their time making a difference, whether individually or as a team.
This initiative not only supports our vision of protecting people and the planet but also empowers our employees to create meaningful change in ways that matter most to them.
“When I reflect on 2024, I feel immensely proud of what we have achieved as a combined OneEco team. We set off at the beginning of the year focussed on strengthening our culture, investing in our people and building the foundations to accelerate our long-term growth. There are many highlights for me personally. Firstly, our in-person leadership summit, bringing together our leaders to connect, collaborate and commit to driving action – the energy was electric! Secondly, creating structures, clarity of roles and driving success through clear goal setting and regular feedback is also a major achievement, setting us up for a successful 2025”.
– Saqi Sheikh, Chief Human Resource Officer