Best places to work 2018


between the operational support team and the people development department. No doubt, it’s this sense of being treated like an individual that makes 89% of Buzzworks respondents to the Best Places to Work survey, against a benchmark of 78%, agree that they work in a great environment.


Ziferblat Ivan Meetin – who founded Ziferblat in


Moscow – urges employees to experience the hip product first-hand so they can authenti- cally share it with guests. All staff can attend for free any event being held at Ziferblat – from yoga and tai chi classes to secret live acous- tic gigs, book groups, knitting clubs, indus- try meet-ups and thought-provoking talks. Not only are staff encouraged to attend these events, they are also expected to mix with Ziferblat’s growing community of customers. “With such an eclectic mix of events, this employee initiative is unique to Ziferblat and our company culture,” says its head of market- ing Ben Davies. Clearly, it’s a bit of a perk. Certainly, the team appreciate it, with an impressive 94% saying they work in a great environment. There’s a “great team spirit – it’s hard work sometimes but we all pull together” is one comment that stands out.


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BUZZWORKS HOLDINGS In a nutshell A family-run portfolio of bars and restaurants


Locations 11 venues in the west of Scotland Employees 409 Average staff turnover 239 leavers (58.4%) in the year to date Annual sales turnover £16.5m (forecast running to April 2018)


Launched by the Blair family in 2003, Buzz- works’ bars and restaurants have steadily infiltrated Ayrshire towns such as Prestwick, Troon, Largs and Kilmarnock, and show no sign of stopping. Along the way, Buzzworks has picked up several awards, notably scoop- ing The Sunday Times 100 Best Companies to Work For in the UK in 2016 and 2017. As one of the biggest hospitality employers in Scotland, Buzzworks puts staff recruitment and retention high on its list. Understanding that a good work-life balance is important to many people today, the company supports flexible working practices, including flexible shift arrangements as well as reduced contrac- tual hours and working days per week. The company has also introduced a “live


life” option. Staff simply fill in a form request- ing a specific time off on a weekly basis to dedicate to family – or even themselves. What’s more, Buzzworks managers tend to be aware of their employees’ individual cir- cumstances and support them accordingly, thanks to a policy of open communication


44 | The Caterer | 27 April 2018 21


THE IDLE ROCKS AND ST MAWES HOTELS In a nutshell Boutique family-friendly


hotels with seven and 19 bedrooms respectively, owned by the Richards family Location St Mawes, Cornwall Employees 50 during the winter, rising to 80 in the summer Average staff turnover Last year the figure was 50%, inflated by short-term contracts and student interns who complete their contract period but leave within 12 months Annual sales turnover £3m


The Idle Rocks


to show them how best to spend their leisure time, including forays on the hotel yacht. “Being in Cornwall makes recruitment very challenging. I am impressed our managers never employ out of desperation – our new team members are always like-minded,” says one employee. Nearly 81% of Idle Rocks and St Mawes survey respondents feel they are part of a team that respects each other. Arguably, the business’s hardest-hitting programme is training. There are weekly language lessons for overseas staff and cross- training so that employees can work across both hotels, safeguarding full-time employ- ment in what is a seasonal part of the world. Links with Truro College ensure those with ambition have a clear career progression plan. Recent successes include placing a restau- rant supervisor on a finance apprenticeship – two days a week in the finance office, a day at college and two days in the restaurant. This has helped inspire ambition in others and encouraged investment in online train- ing programme Lobster Ink. This allows staff to develop managerial skills by learning at their own pace or following a fast-track course. Staff are also encouraged to follow modules in other departments to gain an understanding of how to make the whole business a success.


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The location of the Idle Rocks and St Mawes hotels on the beautiful but remote Roseland Peninsula makes recruitment challenging, but a policy of investment and flexibility has brought success to this employer. Niftily tap- ping into nearby Falmouth’s labour force and student population, the business offers work around the ferry timetable. Likewise, as live- in accommodation is crucial, it has invested in six properties. And to ensure staff integrate with the community, day-trips are organised


BLISS HOTELS In a nutshell A hotel venture from Bliss Investment Partners


Location Southport Waterfront Employees 110 Average staff turnover Undisclosed Annual sales turnover £4.5m (2017)


Following its takeover in December 2016 of the 133-bed Ramada Plaza hotel at the Waterfront in Southport, Bliss Hotels went on last year to acquire the head lease for the entire Water- front development. Top of the list after this mammoth couple of years is to rebrand the hotel to create Bliss


Buzzworks www.thecaterer.com


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