Background 

Argent Energy, a rapidly growing renewable energy company, faced challenges as it scaled globally. Teams across its Cheshire and Amsterdam sites worked in silos, leading to inefficiencies, fragmented expertise and unresolved problems that impacted profitability. For example, one plant excelled in processing a particular kind of raw material while another struggled with this same feedstock. Tensions between functions, as well as data errors in the analysis, further hindered performance. To meet its ambitious goal of decarbonising global transport using waste materials the company needed to foster collaboration across teams and locations.

Approach 

Argent Energy launched a cultural transformation programme co-created with Anne Chatroux Executive Partnering. The course followed a unique ‘pizza slice’ model, selecting 24 participants from across different locations, functions and leadership levels. This cross-sectional approach ensured a diverse mix of operational and office-based colleagues, fostering peer-learning and collaboration. Despite the challenge of working across multiple sites, the cohort represented a balanced mix of culture, expertise, leadership experience and gender, creating an ideal environment for growth.

The course comprised three modules spread over three months emphasising trust-building, vulnerability and collaboration. Participants also received individual coaching, which helped them develop essential leadership skills such as vulnerability, active listening and collaboration.

“Argent Energy’s innovative ‘pizza slice’ approach broke down silos and delivered real process improvements and substantial cost savings while fostering a culture of collaboration and shared leadership”

As part of the programme participants were grouped into project teams to address real business issues, such as improving production rates and managing feedstock quality. These projects aimed to deliver tangible improvements within a 12-week timeframe. The final outcomes were presented to the Executive Committee, showcasing the practical impact of the programme.

Outcomes

The programme successfully addressed key operational issues and fostered a culture of collaboration. Eight business improvement projects were completed, yielding both qualitative and quantitative benefits. These included an improved induction programme, improving the experience for the 60 new employees joining annually, which contributed to a reduction in turnover from 16% to 14%.

Improved processes for managing feedstock quality positively impacted the company’s substantial annual feedstock costs. A new IT system that allows the sharing of best practices between operational teams will help with knowledge transfer and reduce production shortfalls. Meanwhile, significant cost savings were achieved from better management of feedstock deliveries by container.

The programme also enhanced employee leadership skills, with participants reporting improvements in listening, collaboration and their ability to set clear expectations. The cultural shift initiated by this programme has driven greater connectivity between Argent’s sites and functions, with the company now preparing to launch a third cohort of the course, aiming for long-term cultural transformation. Argent’s leadership has praised the programme’s impact, stating that the return on investment far outweighed the costs.