A Growing Expectation for Social Leadership
Research by the Confederation of British Industry (CBI) shows that 92% of people expect businesses to take a stance on critical social issues, ranging from climate change to gender equality. This shift in public expectation means businesses must engage meaningfully in the issues that matter most to society – not just for reputation, but to drive innovation and long-term growth. So why do we still find clients and contractors that accept token financial gestures or worse still ignore social value all together.
How We Nurture a Culture of Social Responsibility Across Our Business
For Bell, nurturing this culture isn’t about grand gestures – it’s woven into our everyday practices and leadership. We engage employees at every level, ensuring they have a voice and a stake in our mission: ‘We improve people’s lives through enhancing the built environment.’
The first question we ask ourselves is how our daily activities can make a positive impact!
That creates the objectives, the focus and outcomes that we want to achieve as a team. So how do we deliver it:
- Employee Engagement: Through quarterly town halls, leadership conferences, and dedicated groups like our Armed Forces Employee Representation Group and International Women’s Day Steering Group, we create platforms for open dialogue and action. This ensures all members of our team understand their part and what we are trying to achieve.
- Community and Environmental Impact: We are deeply committed to regeneration and charitable projects. From community engagement programs to environmental sustainability efforts, Bell is always looking for ways to make a tangible difference where it matters most. These organisations often form the conduit between us and the communities we want to impact.
- Outcomes: By ensuring we have clear goals we can celebrate our wins. This forms a sense of achievement and helps everyone to see why we do what we do and what it means to the people we work with.
Growth and Development: Our commitment to continuous learning and employee growth is central to our culture. Through platforms like iHasco’s online learning tools, chartered management programmes, and cross-department collaborations, we ensure our employees are always evolving. We also provide opportunities for work shadowing, mentoring, and apprenticeships, giving our people the tools they need to succeed and progress in their careers. Delivering positive social outcomes is a huge part of our teams personal journey and understanding the human factor in everything we do.
Benches beautifully crafted by Lanark’s Men’s Shed, a community organisation based at the New Lanark World Heritage Site, that supports connection and skill-sharing, especially among older men.
Commissioned by Bell for our client Glasgow West Housing Association, these benches are a practical collaboration delivering lasting community value.
The Ripple Effect of Social Responsibility
Our leadership team – from our Board of Directors to regional and branch managers – plays a critical role in shaping our social responsibility culture. Their active involvement in social responsibility creates a ripple effect throughout the organisation. When leaders lead by example, it inspires all employees to engage with and contribute to our mission. It’s not just a top-down directive – it becomes a shared value, driving innovation and a deeper sense of purpose throughout the company.
By embedding social responsibility into the very fabric of our company, we’re not only creating a culture of care and community – we’re shaping the future of commercial property services. And, by doing so, we continue to push the boundaries of what’s possible, for our clients, our employees, and the world we live in.
