Our People

We aim to have and develop the best teams in the industry in every country we operate in. All our businesses are led by leaders who typically have at least 10 years’ experience in their local market. Our ambition is to maximise the potential of a talented and diverse workforce. We prefer to fill positions by internal promotion.

Carlisle Brass Team Mark Burke Linsey Holmes

We value the talents, skills and capabilities that our global workforce of around 1,000 people bring to our business. We expect that everyone in the Group has high integrity, “tells it as it is” and sets and expects high standards.

We recognise that we all work in a fast moving and ever changing world. We embrace challenges and opportunities. We look for our teams to have the determination and drive to see through on our commitments to customers.

We encourage our employees to develop new products and to create innovative ways of providing a better service to our customers.

We aim to be a great place to work, where employees are encouraged to perform and develop to their full potential. We are committed to providing a healthy, safe and energising workplace, in which diversity is valued and individual success depends solely on personal merit and performance.

We are delighted to support our employees’ work in the community through charities such as United Way in North America, the UK Prince’s Trust together with Hope House and Forget Me Not Children’s Hospices.

Leadership Development Group

The most critical part of Arran Isle’s business strategy is successfully linking the overall business plans to those on people development. One of our fundamental values is Expertise and that is created by teams that are well led, strong, competent and market focused. To turn these plans into action, the Group started its first Leadership Development Group programme at the beginning of 2015.

The overall objectives for this internally run programme were:

  • To build up the capabilities of functional managers so they can perform better in their current roles
  • Prepare these managers for larger roles in the future
  • Develop our own capability to develop our people, rather than relying solely on 3rd Party providers

We also realised that by growing our own talent we would also:

  • Create powerful agents of change
  • Instil ‘how we do things around here’ across the businesses
  • Promote our values and organisational principles
  • Potentially have an important 2-way communication channel to the businesses themselves

The programme is sponsored by Martin Wardhaugh, the Group Chief Executive.  The first two-year programme, comprising 8 managers, ended in December 2016. The programme consisted of a range of activities aimed at personal development and growth, networking, leadership skills and contemporary business thinking. Content was delivered partly by senior managers in the Group, together with specialist external providers who contributed in specific areas of personal development and contemporary thinking.

A second group of 10 managers is about to start their two-year journey next month and are looking forward to the experience. No doubt they have been buoyed by the feedback from the first cadre, who produced the attached video to summarise their time together:

Martin Wardhaugh
20th January 2017