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news 29 Jul 2025

Engaging People and Culture: The Finnebrogue Case Story

At the recent FSI Conference, Declan Ferguson, Commercial Director at Finnebrogue, delivered a compelling presentation that focused not on food safety or production processes, but on something far more fundamental - people and culture. His message was simple yet powerful: People are the most important asset in any food business, and cultivating the right culture is essential for growth and long-term success.

Declan-Finnebrogue

From Farm to Factory

In 2014, Declan joined Finnebrogue, drawn by founder Denis’s bold vision: to grow the business to £100 million within five years.
 
What Denis needed wasn’t just a commercial team – he needed people who believed in doing things differently. And that’s exactly what they set out to build.

Finnebrogue’s origins are entrepreneurial at heart. Denis began with 600 acres, dabbling first in beef cattle before shifting to deer farming and venison. By 2002, he was supplying premium cuts to Marks & Spencer, and by 2005, he expanded into sausage manufacturing. Premium sausage contracts followed, including top-tier products for Asda, which coincided with Declan’s arrival.
 
The company’s first major move under this new leadership was the opening of a state-of-the-art sausage factory in 2016. This wasn’t just about increasing output; it was a conscious investment in workplace environment – complete with modern canteens and changing rooms, designed to signal respect and ambition to its workforce.
 
What followed was rapid expansion: a nitrite-free bacon factory in 2018, an added-value site for festive and plant-based products in 2019, and a dedicated vegetarian facility in 2021. In just a few years, the company grew from £3 million to £230 million in turnover.

The People Challenge

But that kind of growth comes with challenges. By 2021, Finnebrogue employed around 1,000 people – but the business was grappling with 83% staff turnover and high absence rates. The culture had become strained, with some employees clinging to old ways and resisting new hires. Trust was low, and whistleblower complaints revealed a deeper issue: the company wasn’t yet a place where people felt they could thrive.

It was clear something had to change.

A New Culture, Grounded in Values

In response, Finnebrogue began a full transformation of its people strategy. Inspired by Simon Sinek’s Start With Why, the leadership team focused on defining what made the company different, and why it existed beyond profit.
 
This led to the development of a clear set of values:
• Innovation – Challenge the norm.
• Transparency – Tell the truth, always.
• Resilience – Bounce back stronger.
• Integrity – Deliver the best and do the right thing.
• Energy – Show up and give your all.
• Respect – Treat others how you’d want to be treated.
 
These weren’t just corporate slogans. They were embedded into daily operations, hiring decisions, leadership behaviours, and recognition programs.

Engagement, Retention, and Recognition

Finnebrogue also established the Finnebrogue Forum, where elected staff representatives meet monthly with senior leaders to share concerns, ideas, and feedback. But participation comes with responsibility, employees must first raise issues with their line manager and be prepared to offer solutions.

The company also introduced Value Champions – monthly awards for employees who truly live Finnebrogue’s values, alongside long-service celebrations, wellbeing calendars, and people-focused initiatives.

employee-wellbeing

Wellbeing at the Core

Declan emphasised the importance of supporting employees beyond the production line. Finnebrogue offers basic health cover through Health Shield, enabling access to dental, optical, and even GP services – critical for foreign workers facing language or system barriers.

The company also partners with Insula Wellbeing to provide onsite counselling, now extended to both day and night shifts due to demand. “Many of the problems people face aren’t work-related,” Declan noted, “but they affect their ability to work. Supporting people holistically is just the right thing to do.”

Finnebrogue Fields Academy

Learning, Growth, and Inclusion

From the Fields Academy to apprenticeships in engineering, executive development programs, and partnerships with Queen’s University, Finnebrogue is deeply invested in learning and development. This approach not only builds internal capability but sends a clear message: people can grow here.

On inclusion, the company has made strides in addressing gender imbalance and supporting underrepresented communities. Whether it’s flexible working for mothers returning to the workforce or interview coaching for ethnic minorities, Finnebrogue is striving to be a workplace for all.

Purpose Beyond Profit

One of the most striking aspects of Finnebrogue’s culture is its commitment to ethical engagement. With a reputation to rebuild in its local community, the company now actively sponsors schools, sports teams, and events – reinvesting 3% of its profits into social initiatives.
Its reach extends globally too, supporting education, food, and healthcare initiatives in Malawi.

Results – And What Comes Next

Today, staff turnover is down to 35% – a 50% improvement – and absence is down to 3%. These numbers reflect real progress, but Declan was clear: there’s still work to do.

Each year, Finnebrogue runs a wellbeing survey, asking employees how they feel about their work, their managers, and their value in the company. It’s a tool not just for measurement, but for continued improvement.

declan-ferguson

Final Thoughts

Declan’s presentation was more than a case study; it was a call to action for food industry leaders to prioritise culture as a business strategy.

“If you give people the right tools in the right environment,” he said, “they will take you on the journey.”

Finnebrogue’s transformation is proof that with the right values, consistent leadership, and a deep respect for people, even the most complex operational challenges can be overcome.

last update 29 July 2025

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