Background
AtkinsRéalis’ Nuclear EMEA division, a team of 1,800 professionals across Europe, the Middle East and Africa, operates in one of the world’s most complex and safety-critical industries. As the business expanded internationally, leaders recognised that recruiting and retaining the right individuals would require a culture where people felt valued, confident and connected across geographies.
Under the guidance of Caroline Brown, Behaviour and Culture Director, and Emily Hutchinson, Chartered Occupational Psychologist, the organisation created a long-term strategy to embed a positive, strengths-based culture that could scale with the business. To meet rising demand for strengths-based coaching and culture programmes, and to extend ownership beyond the leadership team, Caroline launched the Behaviour and Culture Facilitators (BCF) network in 2022.
Approach
The BCF team began as a pilot group of 12 diverse and committed employees, selected via applications from different regions, functions and grades. Each was trained and accredited as a practitioner in Strengths Profile by Cappfinity, enabling them to work with individuals and teams, bringing a positive psychology approach. The BCFs also facilitate workshops and act as culture ambassadors right across the business both internally and for clients.
“Leading Our Culture isn’t a programme at AtkinsRéalis Nuclear EMEA, but a movement powered by 1,800 people’s curiosity, care, courage, and community”
By 2024, the programme had expanded to a 30-strong network. Together the BCFs championed initiatives that have reshaped how the Nuclear sector of AtkinsRéalis works, including strengths-based coaching where more than 480 individual debriefs and 70 workshops have helped colleagues and clients understand and apply their strengths, improving motivation, collaboration and self-awareness. A 10-month ‘Leading Our Culture’ blended learning journey combining six virtual and one in-person event, introduced psychological safety, positive leadership and the commercial value of culture.
Appreciative Inquiry workshops help teams define shared purpose, identify best practices and strengthen cross-boundary collaboration while BCFs partner with staff networks such as EMBRACE (Ethnic Minority Group), the Neurodiversity group, and Women in Nuclear to ensure intersectional inclusion and belonging.
Outcome
The BCF network has delivered measurable impact at every level. Retention increased to over 90% in 2024, employee engagement rose three points to 83% and collaboration, knowledge-sharing and development scores all improved. Leading Our Culture participants reported 90% intent to change behaviour, while 100% of strengths coaching participants felt able to be open and honest, with 95% gaining new insights and 91% applying their strengths more effectively.
The network’s success has extended beyond the business: The BCFs are now helping even more clients address behavioural and cultural challenges, while formalising their work through a new Evolving Our Culture programme, Culture Onboarding and a Culture Book capturing best practice and legacy.
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