Culture and Commitment
Connected, supported and empowered to make an impact
Our people are the heart of our business. This principle sits at the core of Destination 2030, with High-Performing Teams and One Scott as two people-centric enablers of our strategy. Their purpose is clear, to maximise talent, strengthen performance, accelerate innovation and deepen customer impact by harnessing the full energy and talent of our teams to support the drive towards sustainable, profitable growth.
Our global workforce of more than 600 people across 10 countries and four generations brings together experience, fresh ideas and creativity. From graduates to long-tenured specialists (with the current longest tenure being 46 years), this diversity is what enables us to innovate, collaborate and deliver as One Scott.
To get the best from our talent, we must understand their experience, which is why listening, measuring and acting on feedback is critical. This February, we launched a new global culture platform to enable industry-wide benchmarking. Eighty-five percent of our people took part in our first global engagement survey, sharing nearly 2,000 comments.
The results showed real cultural strengths. Ninety-one percent said they can take time out when needed, reflecting strong trust and flexibility. Eighty-eight percent said they understand how their work contributes to Scott’s broader goals. Eighty-seven percent said they know what they need to do to succeed in their role.
These are not easy outcomes. They show that across Scott our people feel connected to purpose and supported in their day-to-day work.
Under Mike’s leadership we also saw progress in leadership growth under our new domain-focused structure, with five senior leaders promoted internally this year, a strong signal that we are building talent from within.
Across Scott our people feel connected to our purpose and supported in their day-to-day work.
Our culture survey also showed areas where we must improve, and our people told us clearly where we can do better. Acting on what we hear is how we will strengthen engagement, improve retention and make Scott a place where people want to stay, grow and contribute. We now have more than 40 culture actions under way across the Group.
Our Destination 2030 – People Strategy sets ambitious targets – from reduction of voluntary turnover below global benchmark, to exceeding industry benchmarks on engagement and employee net promoter score by 2030. Scott is building the kind of culture that attracts the best, develops leaders and delivers sustainable performance.
By investing in our people today, we are strengthening Scott’s long-term resilience, innovation and growth.
Building Pathways for Women in Engineering
We know that diverse teams deliver better solutions. That’s why we’re taking practical steps to support more women into engineering, especially in technical and leadership roles where representation remains limited.
Now in its third year, our partnership with the University of Canterbury gives women the chance to combine academic study with real-world experience through the Scott Women in Engineering Scholarship and Internship Programme.
The initiative provides financial support, mentoring and paid work experience, these are small steps but meaningful ones in broadening the pathways into engineering careers.
This year, the quality of applications was so strong that we expanded the programme beyond its original scope. While it traditionally offers one person a scholarship and one internship, we awarded the scholarship and internship to Heidi van der Peet who will join our Christchurch team and offered an additional internship to India O’Neill, who will join our Rocklabs team in Auckland.
We know this won’t change industry-wide gender diversity overnight, but it reflects our commitment to act where we can, to keep learning and to provide opportunities that will grow year by year.
