We are the Food Standards Agency. Our work touches everyone in the country. We all eat. We cannot live without food. It’s our job to use our expertise and influence so that people can trust that the food they buy and eat is safe and what it says it is.
We want people to understand the truth about where our food comes from and what’s in it, and to have access to an affordable healthy diet, now and in the future.
In short, our goal is food we can trust and the way we will do it is by putting consumers first in everything we do.
70 Petty France, London, SW1H 9EX
70 Petty France
FSA's 'Our Ways of Working' programme began in 2016 to find a way of working that meets its teams' requirements such as looking at what times of day and environments work best for different staff. FSA aims to get the best out of their employees by creating a successful work-life balance which has positive impacts on their well-being and work.
What we love about FSA:
💡 FSA provides equipment and an allowance to purchase office furniture to productively and efficiently work remotely.
💡 FSA undertook a digital transformation and invested in applications for colleagues to collaborate when working remotely.
💡 They offer a flexible working hours scheme and consider a range of flexible working options for their teams and their different requirements.
What's worth checking about FSA:
💡 Field Operations colleagues are restricted in the flexibility that can be provided due to their working patterns and locations
Articles about FSA:
We began the Our Ways of Working (OWOW) programme back in 2016 as a new way of looking at how we would attract, engage and retain our staff.
Our field operations-based staff operate across hundreds of sites in England and Wales. Our office-based staff were based in locations including London, York, Belfast and Cardiff. Our environmental footprint was a key concern, as well as the size of the office space we were occupying in London.
Our Chief Executive at the time was keen to champion organisational development in a more holistic way and to take a proactive approach to address staff engagement scores. A project team was formed, but we very quickly realised that we needed to think more broadly about what staff wanted in terms of when and where they worked.
Engagement and in-depth consultation with our staff showed that, in many cases, there was no need for people to be in the office every day. We also looked at what times of day worked best for different members of staff.
Our aim was to get the best out of everyone and to provide the best service for consumers and partners through smarter working. For instance, some colleagues work best when starting very early in the morning, while others prefer to work late into the evening. The standard system of working core hours didn’t allow for that. We knew we could do something better for our staff.
We did our research, looking at what other government departments and private sector organisations were doing in this space. After extensive consultation with our people, we developed OWOW.