Why loyalty is so important to Flomatik values champion Fiona Boland-Box

We’ve grown considerably since Flomatik’s inception in 2007, delivering at every stage of the network lifecycle. What remains the same, is our commitment to our clients, their projects, and their success — bolstered by the unique values we share as a collective.

And, because they’re truly part of our corporate fabric — underpinning everything we do both internally and externally — we’re keen to shine a brighter light on them in our new series. Each month, we’ll be letting you into the hearts and minds of our champions, who each maintain a sharp focus on driving positivity, loyalty, customer focus, and respect and honesty forward.

Up next, it’s Fiona Boland-Box, Flomatik’s QHSE administrator, exploring why loyalty is key to company culture and business success. Take it away, Fiona…

Tell us a little bit about your role as a values champion:

My role as Flomatik’s guardian of ‘loyalty’ is to help the rest of the values team promote the culture and identity that we hold dearly to us, as well as our belief in Flomatik as a company and a family. This is not only to new employees that are welcomed onboard, but to existing staff members and clients on an ongoing basis too.

And how did it feel for your colleague to nominate you for this position?

I felt honoured to have been nominated. I wasn’t expecting it in all honesty, and was flattered that my peers had thought of me to represent them for this role.

What does loyalty mean to you, at Flomatik?

Loyalty to me is not merely a reflection of how many years of service you have completed with a company, but a representation of what you do whilst you are there. It is showing a sense of commitment, determination, reliability, and dedication.

Loyalty in the workplace is a priceless attribute that brings numerous benefits to both employees and employers. When people exhibit loyalty, they foster an atmosphere of trust, commitment, and cooperation. This creates a strong bond between the individuals and the organisation, promoting a sense of unity and shared goals. This, in turn, enhances teamwork and collaboration, as employees feel a deep sense of belonging and are more willing to go the extra mile to support their colleagues and the company as a whole.

Moreover, loyalty in the workplace cultivates stability and longevity. Employees who are loyal are more likely to stay with an organisation for an extended period of time, reducing turnover rates and the associated costs of recruitment and training. This continuity allows organisations to build a knowledgeable and experienced workforce, resulting in improved productivity and efficiency across the board. Loyal employees often become brand ambassadors too — speaking positively about their workplace, attracting potential talent, and enhancing the organisation’s reputation both internally and externally.

Furthermore, loyalty fosters a positive work environment where individuals feel valued and appreciated. Employers who prioritise and reward loyalty create a culture of recognition and respect, boosting employee morale and job satisfaction. When employees perceive that their loyalty is reciprocated, they are motivated to perform at their best, leading to increased productivity and a higher quality of work output. In such an environment, employees are also more likely to voice their ideas and concerns, fostering innovation and continuous improvement.

Overall, loyalty in the workplace is a valuable asset that contributes to the overall success of an organisation. It promotes trust, collaboration, and stability while creating a positive work environment where individuals can thrive and contribute their best efforts.

What’s one of the biggest challenges that may be hindering progress for many organisations in this area?

There’s lots of narrative in the telecoms industry about talent shortages and recruitment challenges. But at Flomatik, we talk a lot about the need for employers to shift the focus. The reality is, skills can be nurtured, but enduring traits of loyalty and commitment can’t.

And how can this be turned on its head, to be overcome?

Rather than searching for the most talented people in industry, organisations need to opt for a more attitude-based approach and understand that there is lots of opportunity to nurture skills internally. This, in turn would lead to the forging of stronger relationships, better trust and rapport, and therefore more loyal employees who are keen to ‘give back’. This approach not only ensures long-term employee engagement but also enables organisations to adapt and thrive in a rapidly changing business landscape.

How do you see loyalty evolving across the company, over the next 12 months?

Alongside my roles as a QHSE administrator and values champion, I also work a lot on Flomatik’s environmental forum — supporting initiatives such as tree planting, litter picking, regular sustainability-focused articles, and more. With environmental, social, and governance (ESG) now a prerequisite, rather than a nice-to-have, these activities will continue to play a key role in fostering loyalty to the company. This is because employees are genuinely proud to be involved!

In July, we’re also set to host a ‘picnic in the park’ style get-together for the team — encouraging employees far and wide to join in. Feeling like part of the team, and being truly connected, is really important from a cultural perspective, so we’ll be working on more events like that to help bring people together too.

Which colleague is nailing this value the most right now, and why?

Daniel Hull, Martin Spacey, Connor Jones, and Steve Slater. I recently supported the team with the completion of our ISO audits, through which Flomatik has passed for our integrated system rather than as separate elements. It’s been a time-consuming and resource-intensive task for the auditing team, but their efforts are testament to their commitment to the company, and it’s been brilliant to see the level of fulfilment that has been achieved with the result.

Finish the sentence. The best part about being a values champion is: 

The free lunches! Only joking. It is knowing that you have earned the respect from the peers who nominated you into a role of honour on their behalf. As well as helping to communicate the beliefs of the collective and make people feel valued within the workplace, it’s a privilege to be able to congratulate those who have been nominated for a bonus or a shout out, for going above and beyond to show their loyalty and dedication to the company. 

Finally, any overarching words of wisdom for your colleagues on the topic of loyalty?

Keep striving to do the best you can, and if things do ever get on top of you, it’s important to reach out to someone you trust — whether that’s a line manager, a member of the wellbeing team, myself, or another colleague. Never bottle things up or suffer in silence.

I’d also like to encourage the wider team to recognise good traits and attitudes in their peers. It can be so easy to get bogged down in day-to-day activity and accept genuinely extraordinary behaviour as the ‘norm’. But it shouldn’t just be up to senior representatives of the company or the values team to be the ‘eyes and ears’. Often, it will mean far more to employees to be recognised by someone they work with every single day, than someone with more of an overarching view. 

Want more content like this? Catch up on our previous employee spotlight, with ‘positivity’ values champion and IT manager Dave Jones.