Corporate Sustainability Report - Flipbook - Page 37
Sustainability Report
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More precisely target training to speci昀椀c roles
and levels
•
Develop speci昀椀c recruitment competencies and
assessment criteria by level
•
Analyse and compare organisational structures,
and optimise organisational design
In FY25 we designed and tested the framework
and then matched all job roles into it. FY26 will
see us use it to enhance almost every service
the Employee Success team o昀昀ers to the
organisation, including all those mentioned
above.
Talent acquisition
Our Talent Acquisition team plays a pivotal
role in building a high-performing, diverse, and
values-driven workforce. In FY25 we continued
to invest in improving the quality, e昀케ciency, and
inclusivity of our hiring practices, ensuring that
our recruitment approach supports our longterm business sustainability.
We strive to attract top talent primarily through
our internal recruitment team, which manages
the majority of our hiring. By reducing reliance
on external agencies, we maintain a deeper
connection to our employer brand, ensure
consistency in candidate experience, and
promote greater alignment with our company
values. In FY25, 94% of our hires were direct
and in FY26 we expect to increase this further
through the greater use of AI technologies and
increased executive search capability within the
team.
In FY25, 42% of our new hires were women – a
昀椀gure that stands well above industry norms
for technology companies. This progress
re昀氀ects targeted e昀昀orts to improve gender
representation across all functions, especially
in traditionally male-dominated professions like
software engineering.
Internal referrals continue to be a vital part of
our talent strategy. In FY25, 38% of new hires
came through employee referrals, up from
35% in FY24. This increase demonstrates the
strong engagement and advocacy of our existing
workforce, who play a leading role in identifying
candidates who align with our culture and values.
We have made several enhancements to
streamline our hiring processes and reduce
time-to-hire. In particular were also pleased
to introduce assessment centre hiring in key
locations, particularly within our Go Centres
(regional shared service centres). These centres
facilitate structured, high-volume hiring
that is both scalable and inclusive, ensuring
a consistent and high-quality candidate
evaluation process.
M&A in our DNA
With 10 acquisitions completed in FY25
alone, M&A remains a core growth driver
for Access. Today, 42% of our employees
have joined through an acquisition, and
ensuring their successful integration is a key
focus of our Employee Success team. Our
“M&A in our DNA” programme is designed
to create a consistent, inclusive, and personcentric experience for acquired employees –
transforming change into opportunity.
We have implemented a systematic
Announcement and Welcome Events
programme, designed to provide acquired
employees clarity and connection from day
one. This includes tailored communications
to introduce Access’ culture and purpose,
followed by localised welcome sessions that
bring acquired teams into the fold quickly.
These events are hosted in collaboration
with senior leaders, ensuring newly acquired
joiners feel seen, heard, and supported from
the start of their experience here.
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