Laing

People have always been an integral part of the John Laing culture. From the time of Sir John himself, staff have been recognised as key to the company's success. We have invested in staff training and welfare, recognising loyalty and commitment.

From the early days, Sir John Laing was concerned for the well-being of his employees. Although he expected much from his staff, he also worked consistently to see an improvement in their conditions. He established a Laing Benevolent Fund, introduced paid holidays and guaranteed a minimum working week of 24 hours for regular employees. These were all ground breaking measures in the 1930s.

Sir John's son, Maurice, inherited his father's sense of fairness and gave an indication of this in an early speech as the first chairman of the Confederation of British Industry (CBI) in the 1960s. He stated that: "Employees are human beings and not just resources," and must be treated "at all times with equity and fairness."

In the modern day John Laing, staff are treated with no less respect. We are committed to investing in our employees, both in maximising their business potential through training and development and in investing in their welfare to provide a healthy work/life balance. The company supports the skills development and lifelong learning of all employees through a range of means, including attending external courses and seminars, sponsorship for undertaking professional qualifications, secondments, development surveys, mentoring and coaching.