Our People in Numbers

Our People Policies

We have over 100 people policies and in 2022 we launched a £4£ matching and volunteer day policy, allowing our people to give back to our local community by supporting a charity of their own choice. 2022 also saw the launch of a JT menopause policy to help support women in our workplace.

Sickness and Absence Data

JT saw an average of 3.4 days lost per employee in 2022, which is 26% lower than the UK national average.

Well-being

Supporting the well-being of our employees has always been a big focus of ours and we continue to introduce and invest in new initiatives and awareness tools to assist and support our people through mental, physical, financial and social well-being. The below chart provides some examples of how we do this.

Mental – mental health first aider training, bi-weekly mental health coffee mornings, free AXA mental health coach sessions, employee assistance support line.

Physical – Provide our people with free health checks, free flu jabs, cycle to work scheme, plus information and support around areas such as sleep, nutrition, physical activity, smoking, alcohol and drinking enough water.

Financial – Provide advice and guidance around budgeting, saving and pensions and provide financial support through times of hardship.

Social – encourage an environment of positive reinforcement and peer recognition as well as social events.

Diversity, Inclusion and Belonging (DI&B)

DI&B has been a growing area of focus for JT and one in which we made significant progress in 2022.

We increased our Tide (Talent Inclusion and Diversity Evaluation) score from 37% to 61% against a target of 44%, resulting in winning a bronze award from the Employers Network for Equality and Inclusion (ENEI).

We also increased our internal score measured through our employee engagement survey from 52 (December 2021) to 67 (December 2022) and continuously seek feedback to ensure JT is a diverse and inclusive great place to work.

Attracting and Retaining Talent

The recruitment and retention of our people is paramount to the success of our strategy and 5-year plan, but also presents us with some of the biggest challenges (see Risk Management section on page 16).

Our hybrid working approach has helped with our talent attraction and retention. We continue to face challenges in recruiting technology talent due to limited local resources, and skills shortage. A key focus for us in 2023 will be our talent attraction messaging and attractiveness to this population.

Future Talent

We know our industry has historically been a male-dominated environment and whilst our overall gender split has room for improvement, we are working hard to ‘break the bias’ as we continue promoting STEM (Science, Technology, Engineering, Maths) roles, working with every school locally.

Promoting career opportunities at JT to all demographics of society remains a key focus for us throughout 2023 and beyond.