It is fitting that the Glasgow offices of Mott MacDonald are based in an area of regeneration just north of the river Clyde. One of the founding firms of this global management, development and engineering consultancy has a long tradition of water-related projects and among its many areas of expertise is the renaissance of urban environments.

With a UK turnover of more than £378m and more than 5,000 staff, this organisation has big ideas but small-firm values and the unassuming air of George Rennie, divisional manager for Scotland and Northern Ireland, says a lot about employee-owned Mott MacDonald. He may be responsible for more than 200 staff, six offices and £12m of business, but it is Rennie who greets visitors in the front office, not a secretary.

“I would say there is a particular team spirit and that shows in the success of the business,” he says. “We are absolutely dependent on people. We have to treat them well, make them feel supported and stretched in what they are doing.” Staff agree. Employees say that working here is good for their own growth (a 76% positive score). They also feel their job is secure (77%), putting the firm in the top three on this measure — and the firm gets the highest rating for people not using intimidation to get what they want (74%).

With work in more than 100 countries developing some of the world’s most challenging engineering projects — including the design of the Channel tunnel, the Lantau Link and new airport in Hong Kong, and the redevelopment of Wembley stadium, Mott MacDonald offers huge scope for staff to develop skills and experience different working environments.

A sense of equality pervades the Glasgow office. Emily White, who joined the renewable energy team in 2005, highlights the fact that as a relatively young member of staff she is trusted to meet clients. “Some companies only send people with grey hair,” says the 26-year-old, who has been struck by the friendliness of her colleagues. “People are really good,” she adds. “They often have tight deadlines but always make time for you.” The firm gets a 76% score for staff caring a lot about each other and 77% for them having confidence in the abilities of others in their team.

Team spirit is boosted through activities run by the company-sponsored sports and social clubs.

Staff are offered flexible working patterns, there is a childcare voucher scheme, sabbaticals and the opportunity to take 10 days’ unpaid leave a year. Employees do not believe their health suffers because of work (75%), a top five score.

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