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Originating from NCP Ltd the leading car park provider in Britain for decades, with its nationwide town, city and aiport car park operations NCP Services now works successfully in the broader transport sector, providing a range of services including transport network design, bus and coach operations, bailiff and on street enforcement operations.

NCP Services is a unique business with 4000 plus employees and is growing at the rate of 1500/2000 employees per year. The company boasts an annual turnover of over £140 million and a nationwide network of diverse business operations, many working in partnership with local authorities and other public and private sector transport focused organisations.

NCP Services operates a wide range of different businesses across the whole of the UK, from teams of staff on street, to back office customer service agents and bus drivers, with expansion planned across a wider geographical area. They have doubled their staff numbers in the last 2 years. NCP Services saw these differences as being a critical reason for adopting IIP principles. Ambitious growth, diversification and business sale plans required a move away from a property–led autocratic style to become a customer focused organisation.

With a new CEO and challenging business plans following a change in ownership, it was recognised that the "old" way of doing things wouldn't work. Through its people, the organisation needed to develop new skills and behaviours to remain competitive in a changing business environment.

Needing a catalyst to change the organisational perception of the importance and value of people, IIP provided an ideal benchmarking tool to introduce and embed the required positive people practices.

To provide an objective perspective, CQL’s IIP specialists undertook an on–line survey and diagnostic activity to help identify the company’s current position against the Standard and help direct resources efficiently and effectively. Top–down enthusiasm helped the organisation drive what needed to be done. The CEO communicated regularly with all employees and visited areas of the business to gain feedback and provide updates.

A new performance management approach allows managers to monitor employee performance against a range of criteria– role, development objectives, feedback etc. This system helps identify annual team, individual and company development needs. A new NCP Academy provides structure for these needs to inform training activities.

To improve internal communication, a company newsletter was launched, and an employee consultation committee established. The organisations intranet system helped enable and co–ordinate these actions, and increase employee interaction. Staff incentive schemes, support programmes, and new internal and external recruitment methods were designed to compliment the sense of community and shared responsibility being fostered.

Managerial capability was targetted for improvement. A ‘Managers Action Plan’ was compiled. This involved the Learning & Development Team working closely with all directors and managers to agree a Managers Manifesto of behaviours based on IIP principles. Managers receive coaching on team training planning, using feedback constructively, and analysis of team results (using IIP–linked surveys).   Managers are evaluated on their performance relating to the manifesto and subject to twice–yearly Learning & Development Reviews. They are charged with target score improvements on survey results each year.

“NCP has changed from a 60 year old command and control style business to that of a value–driven, people and customer focused organisation within a three year time line.”

The company has managed to embed learning and development as a key business strategy. The improved people support practices have been highly valued by staff. This has translated into a reduction in conflict problems with members of the public, and more positive media coverage in general.  The ability to recruit, retain and develop people has contributed to company growth of 2500 employees and £100 million growth in turnover in 3 years within the wider NCP business prior to the sale of car parks early in 2007. In the same period employee turnover has been reduced by 18%. Growth has been aided greatly by IIP practices. The provision of accredited learning schemes and IIP accreditation has led to increase in new business streams such as bus and coaching services and increased on street enforcement contracts won, and contract retention rate of 92% against the industry average of 40%.

The IIP commitment throughout the company has created a passionate team of people who feel they belong to NCP Services and are keen for its continued success. Both new and existing employees report that they see NCP Services as having a positive culture – inclusive and nurturing, with an involved leadership and management style.