Energy services company uses employee engagement hub to unite employees under single brand after multiple mergers and acquisitions
Formerly known as Cofely, ENGIE employ 15,000 employees across 1,700 locations. The company is one of the U.K.’s leading energy and services groups, covering the three main areas of services, solutions and infrastructure.
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Employee discounts, Childcare Vouchers, Cycle to Work
ENGIE – formerly known as Cofely – saw their employee number rocket from 3,000 to 15,000 after numerous mergers and acquisitions, leading to multiple new business units each having their own benefits offering in place. ENGIE’s HR team responded to the expansion by partnering with Reward Gateway to provide an employee engagement hub which would cement the ENGIE brand and become the cultural heart of the entire business.
When the hub launched in 2015, ENGIE was still known as Cofely and the team chose the name “myCofely” for the platform. There was a rush of interest in the first month with 3,000 employees signing up and then sign-ups began to slow down. The team ran a subsequent engagement survey which highlighted that a lot of employees were unaware of the offering and communications needed to be improved.
In 2016, the whole business was brought under the ENGIE brand, giving the team the opportunity to re-name their hub “myENGIE.” Of course, a name change only goes so far and the team wanted to use the rebrand to increase awareness of their benefits offering. A particular challenge when 8,000 of their workforce are offline, with no access to the company intranet or work emails, many employees also work shifts and unsociable hours with little contact from managers and employee turnover was at a high of 26%.
ENGIE’s team use the “myENGIE” hub to integrate their entire workforce under one identity, showing them what it means to be an ENGIE employee. The first part of this saw the team using an annual benefits window to increase engagement with their employee engagement hub and focus attention on the ENGIE brand. Working in partnership with Reward Gateway, the team created a communication campaign designed to promote the window as well as create a buzz around the hub and encourage a conversation about “myENGIE” between employees.
Key parts of the campaign which ENGIE’s team used include:
The second part of the team’s strategy was to use the hub to integrate their benefits offering with other areas of the business, encouraging cross-promotion and helping to create a more cohesive organisation. To do this, the HR team collaborated with their colleagues in the Corporate Responsibility team to feature company-wide initiatives – such as a step challenge and Cycle to Work scheme – directly from the “myENGIE” hub.
The success of the team’s strategy is reflected in the increased take-up of their employee benefits offering – most notably, a 40% increase in Holiday Trading, a 102% increase in Cycle to Work applications, a 38% increase in employee discounts spend, and a 38% increase in the amount saved by employees. With ENGIE having a lot of Living Wage employees, the discounts offering from Reward Gateway has helped to stretch their salary significantly – the total spend to date is £1,800,000, saving employees £180,000.
ENGIE’s team has also seen an increase in the amount of registered users on “myENGIE”, with 44% of their workforce actively using the hub – 28% of which are hard-to-reach, offline employees. And a further employee survey showed an 8% increase employees saying they’re satisfied with their benefits. This shows the HR team’s efforts have helped to make ENGIE a more desirable place to work, improving recruitment, retention and productivity as employees feel more rewarded and part of the bigger picture.
On top of all of this, the amount of employer NI savings by ENGIE has covered the running of their employee engagement hub.
increase in engagement with employee discounts
employees actively using the engagement hub