Our people principally come from the towns and cities they serve or from families that have been in the funeral profession for generations and are dedicated to delivering excellent client service.

Long service

30 per cent of Dignity staff have over 10 year's service.

Employee diversity

Total employees/ratio (% and number)


Employee service (% and number)

Building engagement

For a business that prides itself on communicating sensitively with clients, we have to ensure the same care and consideration is shown towards our own people too. That means regular dialogue which is accessible through a variety of channels, with the opportunity for colleagues to interact and easily share their feedback.

With a continued focus on the Transformation Plan, it is clear that employees will also want to know  how changes affect them and their particular roles.

Adopting a multi-channel approach has seen us develop digital communications solutions that sit alongside our established company newsletter. Good to Great is a dedicated website housing news,  blogs, FAQs, diary dates, occasional competitions and opinion polls.  Users can comment on site content and enter into related discussions with their colleagues.

We will soon be adding a secure section for managers to facilitate information sharing and promoting best practice through toolkits. 

Other initiatives include a fortnightly email bulletin charting the progress of the Transformation Plan, monthly managers' calls, Town Hall presentations for head office colleagues and regular engagement surveys.

Supporting each other

More frequent and accessible communication is complemented by an increase in the face-to-face support available to colleagues, particularly those in operational roles across funerals, crematoria and manufacturing.

Our HR department has expanded to include a team of nine regional Business Partners. The role is very much a consultative one, so rather than focus solely on reactive and administrative issues, the Partners provide guidance in areas such as recruitment, learning and development and improving business results.

Across the organisation, we have been looking carefully at people support and specifically the area of reward and recognition. We are exploring opportunities for additional benefits that enhance our position as a desirable and appealing place to work. 

We care deeply about the wellbeing of our people and continue to offer access to an Employee Assistance Programme. This free and confidential advice service is available 24/7 and enables colleagues to discuss any issues that may be causing them concern, be they related to work, home life, or their physical and mental health.

Giving our people a voice

During the last year, we successfully established a new Employee Forum to facilitate regular and constructive engagement between colleagues and senior management, including the Board.

Hundreds applied for the opportunity to represent their colleagues and business area through the Forum and the successful 17 candidates were chosen following a staff vote.

The purpose of the Employee Forum is to share information on a broad range of topics, everything from business performance and operational initiatives to future strategy and vision. It also creates a platform for relaying colleagues’ opinions, feelings and ideas, helping to ensure that the business decisions we make are fully-informed with insight from all major stakeholders.

Three meetings have been held to date and the outputs shared through communications tools such as our internal newsletter.

What we believe in

What we are here to do:

  • To help people at one of the most difficult times in their lives.

How we do this:

  • With compassion, respect, openness and care.

What we want to be:

  • The company that everyone knows they can trust in their time of need.
An image of our CSC training

Training and development initiative

An image of one of our fuuneral directors

Promoting diversity

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