Rejuvo JPCS has been on an extraordinary journey since earning its first Investors in People accreditation in 1996. Over 25 years, the highway maintenance company has built a Platinum-accredited, people-first culture, proving that business growth and genuine care for employees can go hand in hand.
Turning a school leaver into a fully qualified lawyer takes years of investment. Find out how Burges Salmon achieves 89% trainee retention, and why over a third of its partners trained at the firm, through structured onboarding, continuous feedback and a 29-year partnership with Investors in People.
Explore how consultancy Happy built a thriving, people-first culture over 30 years and transitioned to an Employee Ownership Trust, with ongoing support from Investors in People.
Miller Homes has spent over 25 years working with Investors in People to build a strong people-first culture. From early talent programmes to leadership development, this case study explores how the UK homebuilder continues to nurture careers while creating thriving communities.
Find out how Investors in People has supported Warrington & Vale Royal College for over 25 years, making sure employees have always had the tools and support to prepare so many students, from so many walks of life for what’s next.
For over 150 years, Aberlour Children’s Charity has supported vulnerable children and families across Scotland. By working with Investors in People, the charity has strengthened training, leadership and development, creating a culture that empowers its people to grow, take ownership and deliver meaningful change for the communities they serve
Sunnyside Rural Trust’s journey with Investors in People is a powerful example of how a strong commitment to people can fuel sustainable growth, deepen impact, and build a thriving workplace culture. By embedding the IIP framework into everything including recruitment, training, wellbeing and strategic planning, Sunnyside’s story is a testament to the difference that investing in people can make – not only for individuals, but for the communities and causes they serve.
Faced with high turnover after the pandemic, The Richmond Fellowship Scotland turned to the best source of ideas — its people. By involving frontline staff in designing change, they boosted retention, balance and trust across 3,700 employees.
When NIE Networks faced major challenges, they didn’t just change systems – they changed culture. Through open dialogue, empathy, and a focus on the ‘why’, they built a safer, stronger organisation.
When New Technology Group faced declining performance and disengaged employees, new CEO Adam Turton knew change was essential — but only if people believed in it.
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Ready to make work better? Complete the form below and one of our team will be in touch to discuss your accreditation enquiry.
