Standard Life has doubled the size of its business since it changed its management style to encourage its staff to become more involved.
Derek Thomson, Standard Life's personnel operations manager, told the Anuman 2001 conference that the company had realised there was a need for a change of management style in the late 1980s.
Thomson said the change was needed because Standard Life's customers were unhappy and its staff under-utilised.
In response the financial services company implemented a total customer satisfaction policy that concentrated on its customers needs by training and developing its staff to realise their full potential.
In 1999 the change of style was formalised with the formation of Link, the staff representative body and last year a partnership agreement was established.
There are now four full-time employee representatives and 196 part-time national and local representatives.
Thomson said, "Link has helped our staff make a greater contribution to the organisation and made their contribution more professional.
"It has helped develop mutual respect and created an appetite for people to want to get involved in the business."