This site is under development and will be the new home of Wolseley plc, the world’s leading specialist distributor of plumbing and heating products, when we change our name to Ferguson plc on 31 July 2017. Please come back then and visit us then. In the mean time, please visit our current live site below for further information Thank you.www.wolseley.com
We value our people and appreciate the role they play in our success.
At Ferguson, we aim to be the best at what we do. So we believe it’s important that we provide all our people, whatever their role, with the training and support they need to do an outstanding job.
We invest in our future leaders. If we believe you have the potential, we’ll support you every step of the way.
Ferguson is an unusual kind of business; we don’t have true global peers. This is one of the reasons why we are particularly committed to developing our own people and providing opportunities for them to build their career with us.
One of our priorities is carrying out robust talent review and succession plans across the Group. High-potential employees now go through an assessment as part of our longer-term succession planning process. At least twice a year, the Executive Committee and the Board review the succession plans both for their own positions and, in the case of the Executive Committee, for the senior managers who report to them.
We run leadership development programmes to help our mid-to-senior level managers acquire the broader skills they need to operate at higher levels of the business.
Regular appraisals are one way in which we provide our people with the support they need to develop and fulfil their potential.
All our people have a detailed performance appraisal at the end of each financial year. This is an opportunity to discuss progress, review their personal development plan and set objectives for the following year. We provide training for both managers and employees to make sure that they get the most out of the appraisal process.
Employees are expected to discuss progress against objectives and their development plans with their managers at least every six months.
We recognise and appreciate the dedication of our people. But it isn’t something we take for granted. We recognise and appreciate the dedication of our people. But it isn’t something we take for granted. All businesses in the Group measure associate engagement and take action to identify improvements locally, regionally and nationally. It is essential for our continued success that associates are able to express their opinions and views which are listened to by our leaders. Our associate engagement scores over the past six years have consistently exceeded 75 per cent (well above industry averages).