Working as ONE Kingfisher

Castorama staff member
B&Q staff member
Brico Dépôt staff member with a customer
Castorama staff member with a customer
B&Q staff member holding a spirit level

We want to create good homes by making home improvement accessible for everyone. Our ambition is to become the leading home improvement company.

To deliver our ambition, we need to become ONE company, which we will do by building on the already strong local identities, teams and communities across all our retail brands and functions. We are investing in working better together, to make the most of our scale and to better serve our customers. We know from our strong and improving engagement scores (a GrandMean score of 4.2 out of 5, with 61% of our people fully engaged) that those local identities provide a brilliant sense of being part of a team that is highly valued by colleagues.

Our transformation plan is being delivered by people across Kingfisher. Everyone within Kingfisher – from store colleagues, to logistics managers, to buyers, to our CEO – has a vital role to play in helping us to achieve our ambition. We recognise that change is hard and that the pace at which we are changing is fast. So the aim of our People strategy is to ensure our colleagues are inspired and engaged, skilled and supported to deliver great performance and an outstanding customer experience. We want to engage and enable colleagues to work towards creating ONE Kingfisher, develop as individuals, deliver the brand promise and grow. To achieve this, our Chief People Officer, Alastair Robertson, is working with the Human Resources leaders from across the company to review and develop our People philosophy and plan. We are focusing on what engagement means and how we leverage it during periods of transformation. We are also developing our reward mechanisms and improving our learning and development abilities for both our colleagues and our customers. We are building an environment where the value of working in Kingfisher is recognised as greater than the value of going to work. We want our people to get more out of working for us than they put in.


Training and Development

  • Castorama and Brico Dépôt France work in partnership with universities and business schools to recruit apprentices for undergraduate and master’s degree placements. The programme offers a wide range of in-store placement opportunities. In 2016/17, a total of 713 apprentices were recruited across Castorama and Brico Dépôt France.
  • Screwfix runs a number of programmes that develop people in their careers, all the way from the shop floor into management and leadership roles. Their store management ‘1st Steps’ and ‘Fast Track’ programmes are fully accredited with City & Guilds and the Institute of Leadership and Management Level 2, 3 & 4 qualifications, with approximately 820 colleagues on the programmes in 2016/17.
  • We are developing a new learning strategy for our colleagues to enhance their knowledge of home improvement and our new unified product ranges and to improve the service that we provide to customers.


During the year, Kingfisher received a number of awards for engagement, which recognised the company as a being a good employer:

  • Screwfix was named one of the Best Places to Work in the UK by Glassdoor’s Employees’ Choice Awards.
  • Castorama Poland was awarded the “Investor in Human Capital” award by the Management Observatory Institute in Poland.
  • Brico Dépôt Spain came top of the ‘Best Workplaces Spain 2016’ list, in the category for companies employing over 1,000 people. It is the first time that a retailer has topped the ranking in Spain. It is the fifth consecutive time that Brico Dépôt Spain has appeared in this list.

Case study: Aspire Talent Programme

B&Q’s Aspire Talent Programme offers fast-paced and challenging structured learning, designed to get colleagues to where they want to go, but quicker than if they did it by themselves. It’s a framework of development for those identified as having talent, drive and the potential to grow their B&Q career. It’s completed within a six-month period alongside their current role, with a further four months to consolidate and apply their learning before the final Spotlight event. This marks the completion of the programme for the Aspirees, giving them the opportunity to share their progress with guests from around the business. This year, 258 colleagues have completed the programme, with 167 from our stores and 91 from our Store Support Office.

Case study: Offer & Supply Chain

One of the major People initiatives of the past year has been the creation of Kingfisher’s new Offer & Supply Chain (OSC) function, with dedicated teams in Range, Sourcing, Commercial and the support functions.