Undercover Boss Season 3

Chief Operating Officer Kevin McCullough goes undercover at npower, one of the UK's top utility companies. Npower is capable of generating up to 15% of the UK's power at any one time. But earlier this year, Which? magazine reported that just 27% of the company's customers said they were satisfied with the service. Kevin McCullough is responsible for over 8000 npower employees. A local lad done good, 45-year-old Kevin grew up in Yorkshire and started his career in 1984, shovelling coal at the plant. After all the bad press, Kevin admits that because `the company made me everything that I am today, when people criticise the hard work our employees put in - it hurts.' Undercover Kevin sees for himself what his employees have to put up with, working a spell on the busy customer service team. There's a mountain to climb to gain back the respect of customers and staff; will Kevin's spell undercover go any way to turning the business around?

The Blue Cross, one of the UK's leading animal welfare charities, undergoes the Undercover Boss treatment as Kim Hamilton takes a turn cleaning dog kennels and helping cats give birth. Having previously spent over 20 years climbing the ranks in banking Kim Hamilton now uses her business skills in the charitable sector. But ditching her suits for scrubs requires a different skill set, and hiding her identity from the staff and volunteers, who are the backbone of the charity, is even tougher. Can she pose as a volunteer without being unmasked, and what lessons will she learn that could shape the future of the charity?

Andrew Withers, boss of Southern Fried Chicken, goes undercover in his fast food franchise, and is shocked by what he discovers about the standards, staff, food and customers. Southern Fried Chicken was started by Andrew's father back in the 1960s and now has outlets across the UK. Andrew feels passionately that the SFC brand in the UK is in need of an overhaul, and feels himself at odds with the carefully constructed image he has spent years developing for the brand in 70 countries overseas. In the UK, SFC is associated with post-pub late night binge eats rather than seen as a family restaurant. Andrew spends time behind the counter to find out why the company's 200 UK franchises aren't living up to his expectations. Can he get his business back on track? Strong language