United House’s ability to rise to the challenges of the Egan agenda earned it top prize in this category, sponsored by RDL Distribution

Winner: United House

Egan set contractor United House on a course for change that has altered its business dramatically. All staff are trained in Rethinking Construction principles and partnering, and a staff survey monitors their understanding of partnering and their training needs. The company has recruited champions in such areas as innovation and customer focus to spearhead change and has introduced key performance indicators on all projects. As a result the company’s staff turnover is down, levels of customer satisfaction have increased, it is partnering most of its supply chain, health and safety records are good and profits are up.

Second: Bowey Homes

Gateshead-based Bowey Homes won this category two years ago for its culture-changing strategy, and the company has by no means rested on its laurels since then. It has asked staff what business issues were “keeping them awake at night” and the 400 items identified have been debated and proposals given the company’s support. Bowey Homes has also overhauled its training and development plan processes to focus on core competencies and attitudes.

Third: Circle 33 Housing Group

A customer contact centre, new key performance indicators, a staff rewards scheme and integration of computer systems are the most tangible features of change at Circle 33. The housing association has completely restructured and modernised the services it delivers using the Business Excellence Model.

Fourth: Southdale Homes

Southdale formed its staff into client-focused teams, internally redesigning its office in the process, in order to deliver four business plan objectives. Its objectives were customer satisfaction, on-time project delivery, health and safety and profitability, and all have improved as a result of the initiative.

Fifth: Willmott Dixon

Empowerment has become a key word at Willmott Dixon, where empowerment seminars have helped to spread the message of culture change. As a result, staff empowerment scores have risen to 85% and staff turnover has fallen.

Sixth: Haslam Homes

“Win the hearts and minds of the staff” was the motivational challenge adopted by Doncaster-based Haslam. Newsletters, roadshows, staff training plans and an academy for career development have helped increase job satisfaction and the company’s bottom line.