Our customers are at the centre of how we work
Spend time talking to people across VIVID and one thing becomes clear very quickly: culture matters. It’s something that’s been valued for a long time and continues to be shaped, refined and strengthened as the organisation grows.
Ensuring customers are at the centre of all we do isn’t new, it’s always been how we work. Over the past year, though, that focus has become more intentional and more visible across teams, services and decision‑making. By strengthening our customer experience approach, listening closely to customers, and building this into our learning programme around our customer promises, customer insight now plays a clearer and more consistent role in shaping how we all work together to deliver great services.
This helps put a shared shape around how colleagues already work with customers. It isn’t about changing how people think, it just helps everyone stay on the same page when it comes to how things are done. Built around real examples from everyday work, it reflects the customer‑first approach that’s already there and supports a more joined‑up way of working across the organisation. That renewed focus has been felt across teams.
Of course, delivering great customer outcomes starts with the people behind them. That’s why so much attention has gone into creating an environment where colleagues feel supported, trusted and able to do their best work.
"We always work hard for our customers, and this year has been about attending to that focus more deliberately. Supported by our customer experience strategy and customer influence work, there’s now a clearer and more consistent ‘customer-first’ approach across teams, helping us turn what we’ve always done into even better outcomes for customers."
- Duncan Short, Group Resources Director
Growing, learning and progressing
Over the past year, learning and development has been about creating space for people to grow through the work they’re already doing. It’s less about ticking off courses and more about real opportunities, learning on the job, getting involved in new projects, and taking on something different when the chance comes along. 33,000 learning opportunities were delivered for new starters, upskilling and training.
That approach shows up in how people have progressed internally. When people have the space to try something new and take the next step, progression tends to follow naturally.
1 in 10
colleagues moved into new roles, showing a strong focus on growing talent from within
Development takes many forms, from apprenticeships and leadership programmes to picking up skills through experience and working across teams. Together, this creates a way of working where people are clear about what’s expected, comfortable making decisions, and able to work through issues together.
Over time, that helps services run smoothly and consistently, which customers notice in the experience they receive.
Listening to colleagues
Actively listening continues to play an important role in shaping how we work. The annual employee engagement survey continues to be delivered in‑house, helping keep the focus on what matters most and allowing questions to be shaped around real experiences.
This year’s results were encouraging. 73% of colleagues took part, with an overall engagement score of 81%. Scores were particularly strong around having a respectful workplace (84%) and understanding performance (78%).
Just as importantly, the results help start conversations. They give teams a clearer picture of what’s working well and where attention is needed, helping shape priorities and strengthen the way people are supported across the organisation.
Routes in, ways forward and careers built locally
There are many ways people come into roles or build their careers here. Some join through apprenticeships, others move across teams or progress internally over time. What matters is that there are clear ways in, and real opportunities to grow once you’re here.
Apprenticeships are one part of that wider picture, alongside internal moves, learning on the job and development opportunities. They span a range of roles, including technical and professional pathways and programmes like the Women in Management apprenticeship, which supports colleagues as they step into leadership roles. Close links with local colleges and training providers help keep these routes accessible and grounded locally.
One example of how this works is Harry, who joined through a Financial Inclusion apprenticeship delivered with Mighty Oak Training. For Harry, the balance of learning and hands‑on experience made a real difference:
“My apprenticeship with VIVID and Mighty Oak Training has been instrumental in my professional development. It gave me both the practical experience and the deeper understanding I needed. Being able to shadow people and apply what I was learning straight away really helped my progression into a fully competent Financial Inclusion Officer.”
Stories like Harry’s show how different routes — whether apprenticeships, internal progression or learning on the job — can come together to support long‑term careers. When people can join locally, develop their skills and progress over time, it strengthens the workforce and helps keep experience, knowledge and opportunity rooted in our communities.
Fair pay and transparency
Paying people fairly matters and being open about how pay works is an important part of the VIVID way.
The median gender pay gap stands at 0%, meaning women and men are paid equally overall. And our ethnicity pay gap is also 0% which means that people are paid equally regardless of their ethnicity.
It’s reassuring to be in this position, and one we’re keen to maintain and improve where we can.
Our median gender pay gap is
Our ethnicity pay gap is
