It’s not just good for business – it’s also good for our people. Cross-pollination is healthy for us, our clients and individual members of our team who will be gaining valuable experience and knowledge.
Our team is packed with curious, intelligent people who want to try different things and they want challenges from different clients, different sectors and different technologies.
Opencast is known as a great company to work for – our levels of staff ‘churn’ remain remarkably low – and one way we retain our people is to give them interesting work.
While our growth is important, I re-iterate the point I made this time last year: that our growth will never be at the expense of our people or our culture.
We are seeing the results of this approach in the positive impact it has, including the net promotor scores and the some of the other external recognition we've had through awards. This year our people team won a CIPD accolade and our talent team won best in-house recruitment team at the IHR awards. We also won a Dynamites Growth Explosion award, and our co-founder Mike O’Brien was recognised as entrepreneur of the year.
Among the accolades closest to our hearts here was the recognition by Newsweek as one of the UK’s Top 100 Most Loved Workplaces. To be placed at 19th on that list is a source of genuine pride for all across the business.
But what we won’t do is rest on our laurels – we know we can, and will, do more, to be better. This is what drives us, and our culture is what brought people to us.
Our people experience partners – aka PEEPs – are continuing to help make Opencast an even better place to work – somewhere everyone is treated as an individual, where your feel appreciated, your talents recognised and somewhere where you can build a career with the right level of training and support.
So what does 2023 hold for us as a business?
We’re working to refresh our strategy and will be sharing a refreshed purpose, vision and mission with our team in the first quarter of next year alongside a refreshed top-level strategy for the next four years to evolve our business and operating models. The further diversification of our clients, increasing our range of service offerings and offering the best possible people experience, remain key.
We’ve got ambitious goals for 2023 around how we will continue to evolve each of our business functions and are also organising and mobilising around key cross-functional programmes of work, including social impact.
We will also be sharing more details about releasing the first stages of value for all our team through our share options scheme, along with continuing to add all permanent members of our team into the scheme.
If we get all that right we’re hoping to add another 200 people to our Opencast team in 2023 taking us past 600, open three further hub locations around the UK and in the process grow our revenue to £60m.
But our growth must never be for its own sake. It is a direct result of the increasing demands from our clients - the majority of which make a positive social impact. A bigger Opencast means we can make a bigger impact, and I'm looking forward to continuing to embrace that challenge in 2023 and beyond.