Awareness sessions on subjects such as social wellbeing, mortgages, financial wellness, menopause, women’s health, infertility, pregnancy and baby loss, stress management, resilience, hybrid working, nutrition, children’s wellbeing, mental health in the LGBTQ+ community, anxiety, meditation and mindfulness are part of the firm's wellbeing offering.
A range of training methods are used, including formal courses, mentoring, coaching, e-learning, action-learning sets and videos. As well as structured training programmes for all areas of the business, the learning and development team provides informal training and support on demand, such as a five-minute chat before an important client meeting.
The firm offers a generous pension that provides the option to salary sacrifice. Staff are given five weeks' annual leave and can buy or sell a week each year. An extra day is given for weddings/civil partnerships, religious holidays and house moving. Enhanced maternity, paternity and adoption pay is also available.
Staff were given a £500 bonus at Christmas, and in June, they were given an extra week's pay. To help with the rising cost of living, staff are offered interest-free loans for transport and supermarket vouchers. The firm pays at least the living wage, rather than the minimum wage.
Senior managers have been designing a line manager training course that incorporates its values and expectations. It provides tips and real-life experience to underpin the learning. All managers are offered a mentor from a different area of the business, level of seniority and length of experience.
JMW's training team delivers task and knowledge-based training. Staff also have unlimited access to webinars, via a training portal, and the chance to attend external courses. During the past 18 months, the firm has signed up eight staff on apprenticeship programmes and developed an in-house trainee development pathway.
The commuter-assistance programme gives staff a discount on travelcards and/or parking. They are given £100 per month (£1,200 per year) to help cover commuting costs. The company also offers interest-free season ticket loans.
Under intuit's "we care and give back" initiative, everyone is given five paid days off a year for charitable work. Some staff work individually with charities close to them, others join forces to make a bigger impact. The company runs an annual Week of Service, when teams spend their time volunteering and raising funds.
Staff have a personal development plan which is reviewed with their manager. They also have access to Degreed, an online platform containing skills training, and more than 200,000 courses on Udemy. The company is developing a platform that will allow staff to input their goals for the year, paired with regular catch-ups with their manager.
Staff receive a 15% discount at Card Factory, as well as reduced prices on a range of goods and services, from holidays and mobile phone contracts, to shopping, through Mycardfactory. Annual leave is at least 28 days.
Colleague connection days where colleagues were encouraged to come into the office and reconnect with those they may not have seen for a while were launched. They were a great success. Food vans provided meals, there were skips so staff could clear out the office space and various activities they could join.
Through its charitable arm, Card Factory Foundation, the company has raised more than £7 million for Macmillan Cancer Support since 2006. It is the lead sponsor of the Wakefield 10k and has been supporting Wakefield Hospice for the past four years. Staff help to sort stock in the warehouse or undertake gardening work.
Training takes on a real-world feel, with the top floor of the Beloved office filled with equipment frequently found within a client's house. This provides an immersive experience to help staff understand the challenges they are likely to face when working independently. The setup allows staff to develop their confidence, situational awareness, and decision-making.
Managing Director, Mark, along with supporting staff, have been getting stuck into a garden project at their local hospital. The project, started by one of their clients who had previously received treatment there, aims to improve the communal gardens through the planting of trees and flowers in the grounds.
A company car scheme allowance is offered to staff that have been with the company for 12 months. Enabling employees to purchase a new vehicle they may not have been able to other wise afford, the deal also provides a reliable means of transport meaning disruption to work is less likely.
The charity has a good mix of senior leaders who have been in the organisation for up to 20 years and those for fewer than five. This keeps some of the history and narrative of Young Devon in balance with the constant need to develop to meet young people's needs.
Employees get 30 days' annual leave – in effect 38, including bank holidays and the like. This amounts to 10 days more than statutory and five days more than UK average. The charity believes this is crucial recovery and rest time for staff who undertake demanding work with young people.
Young Devon has developed a set of annual workforce commitments and in the past year these have included improving public awareness of its work – achieved through changes to its marketing and partnerships with the BBC and local companies – and reviewing pay and benefits, including implementing the national living wage.
During the pandemic, managers were given the opportunity to extend their skills. The trust's Over the Rainbow Recovery Curriculum prompted staff to consider their own wellbeing as well as developing their professional practice. All leaders obtained a mental health first aid qualification during the first wave of the coronavirus.
The schools consistently support their local areas through charitable and community initiatives. One pupil led a fundraising campaign that collected £60,000 for the funerals of Covid-19 victims. Other pupils supported local residents during the pandemic with gifts and letters and helped churches to supply food parcels.
The trust introduced a new Vantage Plus benefits package after seeking staff feedback at the start of the pandemic. It includes a range of free wellbeing tools, such as counselling, menopause support and health checks, plus additional benefits such as dental plans for longer-serving staff.
Staff receive an appraisal twice a year, in spring and autumn, to monitor and identify areas of improvement. Managers are asked to appraise their colleagues based on the SMART objective, which requires constructive comments to be Specific, Measurable, Achievable, Realistic or Relevant and Timely.
Employees are rewarded for innovation and good citizenship. When Stewarts introduced mental health first-aiders, it invested part of its training budget and supported employees' time to allow them to attend training that gave them a recognised qualification. The group reported additional job satisfaction in being able to provide the service.
Staff working from home during the pandemic received advice on health, travel, stress and managing family life, while their professional training continued online. The social side of the office was maintained, too – yoga poses were held, team drinks were drunk and the choir sang.
Square One's round-the-world fitness challenge proved a brilliant way to improve wellbeing and develop a “we're all in this together” attitude after lockdown began. Staff could run, walk or cycle to contribute their portion of the mileage. A virtual running club and weekly fitness challenges also boosted mind and body.
Square One's charity initiatives remained as creative as ever despite the pandemic. Under the dress down code, employees donate £2 a month to be able to dress casually for work. One staff member raised £1,500 in 48 hours by having his head shaved live.
Square One offers a unique company car scheme; once employees have achieved certain criteria they are entitled to a company car or a cash alternative. At the top end of the scheme, they can drive a car worth up to £35,000.
Managers undergo a five-day leadership development programme. Personal goals are set and measured each year or more frequently as appropriate. Discussion between leaders and their managers were the keystone of support offered through the pandemic. The frequency of conversations increased while working from home and ideas were gathered and implemented.
Solid Solutions offers an end-of-year company bonus to maximise achievement in the final months of the year. Benefits for staff include free dental and life insurance and staff discounts.
The pandemic was a catalyst for a significant increase in communication, particularly to deliver fast information direct to every employee. It initiated “All Hands” calls to explain the company approach to working from home, coping with home schooling, furlough and temporary reductions in working hours.
A group was set up for parents during the pandemic so they could share ideas on home-schooling and keeping their youngsters entertained. Letters and sweets were sent to the children, thanking them for supporting their parents while they worked from home.
Shepherds is working on making the business kinder to the environment. Initiatives include ordering fruit from a company that promises to plant a tree for every basket purchased. The number of letters sent out last year was 14,000 fewer than in 2019, thanks to digitised communications.
The mutual's employee rewards include performance-related bonuses and pay rises, extra holiday on birthdays and instant recognition awards. Sometimes staff do something that deserves an immediate response, so managers are able to offer on-the-spot rewards such as chocolates and gift vouchers.
In December Randstad launched a weekly lockdown wellbeing programme which includes managers forums on wellbeing topics and expert speaker sessions on issues such as resilience, stress, bereavement, and financial wellbeing. It also runs peer forums on topics such as working parents and lone workers.
Randstad has banned plastic cups at its head office and has provided all employees with a reusable travel cup to cut down waste. Its printing suppliers are committed to balancing out its environmental impact by planting trees and have planted 1,000 “Randstad” trees last year, reducing the firm's carbon footprint.
Randstad offers attractive salaries and a competitive commission structure for recruitment consultants. For shared service/head office employees, it offers a bonus scheme ranging between 2.5% - 7.5% of total annual salary. Other perks include a medical cash plan, income protection, gym membership discounts, discounted cinema tickets and your birthday off.
The company is passionate about creating digital products that are truly purposeful and effective, and the contribution of individual Spuds is regularly acknowledged. Potato also says: “As our head of the business, MD Phil Wright has been a rock, and he and our leadership team have received much positive feedback.”
Potato donated food to NHS Heroes at University College London and matched staff donations to several funds in the wake of the death of George Floyd. It continues to support and promote black-owned organisations and initiatives through the agency's online presence
Benefits include an enhanced pension scheme; Bupa; an employee assistance programme; and access to NABS, the support organisation for the advertising and media industry. Parental leave is above statutory; there is life assurance and group protection insurance; and corporate accounts cover wellbeing and mindfulness coaching by the likes of Headspace and Fidlleaf.
Orwell embraced technology in bringing together disparate colleagues during the pandemic. Facebook Workplace was a big hit, providing a hub for information, motivation, celebration and social activities, such as Christmas charades and a best onesie wearer competition. The association invested in 144 laptops to help staff stay in touch.
Alongside a generous suite of benefits, there are personalised rewards. To thank a colleague for solving an issue outside his normal hours, the CEO arranged a meal for him and his wife at their favourite restaurant. Wellbeing tokens, given to reward and thank colleagues, can be used at local businesses.
A therapist was brought in for four months to help staff traumatised by a Covid-19 outbreak in their workplace. Additional wellbeing resources were introduced for all staff during the pandemic, including free NHS health checks, weight management and stop smoking support.
Engineering recruits who were not fully trained at the start of the pandemic were able to continue their development through virtual training sessions. The company invested in new camera equipment to help trainers using Microsoft Teams. Staff can also access learning material via the Workplace platform.
Colleagues who excel are recognised for their performance: managers can nominate individuals for a £50 reward and teams can share up to £500. When the annual awards ceremony was switched to a virtual event, the firm sent hampers to winners' houses so their families could enjoy the celebrations.
Openreach introduced #ThankYou days, where people tagged others who had supported them through the pandemic. Microsoft Teams, Workplace and emails were used to provide information and advice to staff, many of whom were working from home, and there was a “let's beat loneliness” campaign.
There is a simple ethos for training and development. LPF supports 100% any training that is required for people to do the work; any training that helps a colleague do their job even better; and any training that helps a colleague develop into a future role.
LPF increased the frequency of its recognition scheme from annual to quarterly. Staff can nominate someone who has gone the extra mile by helping a member or colleague or by thinking outside the box. Winners receive a Social Stories Club hamper, a branded pen and a certificate.
Technologies such as Zoom and Teams have been embraced by staff, who use them for collaboration, interaction and socialising. An informal chat lounge is very popular for sharing photos and memes, while team quizzes ensure people can stay in contact. The Christmas market was a virtual treat.
The firm created a new job title for its 30 secretaries who were feeling undervalued. In collaboration with them, it came up with a title that worked better for them and a pathway that formalised progression.
Last year, the firm partnered with The Access Project, which helps disadvantaged young people gain access to university. Staff volunteer as tutors. The project found the programme boosted GCSE results by more than half a grade in the tutored subject and increased the chances of getting a place at a top university four-fold.
Kilburn & Strode is working on a transparent pay grid for its team of IP administrators. Last Easter all staff received a £25 gift card to buy something that would enhance their wellbeing.
KGA implements the relevant actions that it gathers from each company survey. The last survey that was run was a feedback questionnaire on the KGA Community, where employees were able to share their thoughts on current communication strategies and on what they would like to see. This resulted in newsletters providing more uplifting content.
The Kenneth and Susan Green Charitable Foundation was formed about 10 years ago and KGA is a long-term partner of Look Good Feel Better, an international charity that provides free workshops and services for individuals struggling with the visual effects of cancer treatment. Kenneth has served on the Board of Trustees for over 25 years.
All employees receive a bonus based on personal and company achievements. In addition to this, all sales employees have an incentive scheme and earn commission payments based on their sales. To keep KGA people safe everyone completed a home-working risk assessment and there were appropriate Covid-19 evaluations for the office.
Throughout the pandemic the bank has continued to support its newest people managers with coaching and guidance, albeit virtually, to help them deal with the complexity caused by lockdown and remote-working. Ikano also arranged support webinars on a number of topics including resilience and leading in a crisis.
Traditionally Ikano Bank has rewarded staff with vouchers worth between £75 - £175 to share with their friends and family and has given digital gifts such as Echo Dots, Virgin Experience Days, additional holidays and even trips to Sweden to fully embrace the Ikano culture.
In addition to organising webinars on topics such as Leading in Times of Change, Addictive Behaviours, and Resilience, Ikano Bank collectively challenged staff to walk, run or cycle the distance from Nottingham to its offices in Sweden over the period of a week.
Staff get an annual £200 grant to put towards hobbies, activities or training to support their wellbeing and happiness. Golding has also launched a wellbeing programme and a range of activities have also been kept morale high including quizzes, water cooler chat moments, huddles, virtual coffees and lunches.
In response to the pandemic Golding launched a hardship fund giving £100 to residents struggling financially for essentials such as food, gas, and electricity. It also donated to homelessness charity, Porchlight and Maidstone Winter Churches Shelter, providing 55 hot meals over Christmas and sent hampers to local charities.
The remuneration package includes 28 days annual leave in addition to bank holidays, company pension contribution and life assurance plus flexible benefits, including a health cash plan, the opportunity to buy additional holiday, a cycle to work scheme, an onsite gym, and retail discounts
The council offers internships, work experience placements and apprenticeships, which can lead to a full-time job. It recently initiated a scheme with the University of Kent to develop a talent pipeline for the planning department and successfully recruited newcomers into graduate planning roles.
Staff can get discounts at hundreds of retailers and hospitality venues through a Reward Gateway account. Winners of the authority's popular quarterly recognition scheme, who are nominated by colleagues for their commitment to key values such as Customer First, also receive £25 vouchers.
The organisational development team has delivered a full learning and development programme over the course of the pandemic, opting to embrace online methods and rolling out Zoom and Skype training. Managers asked for feedback and found that many people preferred the virtual learning experience.
The senior leadership team are focused on remaining active practitioners – more than 60% of their time is spent doing client work. They work directly alongside the team, integrating themselves by hot-desking. This helps them to retain credibility and lead by example.
The agency makes 40% of its operating profit available for performance-related bonus rewards, and last year the whole team received a bonus for outstanding contribution. Everyone receives a £500 cash bonus at Christmas, and there are one-off bonuses of up to £1,000 for exceptional performance.
Inspirational speakers from totally different fields are invited to share their stories with staff as part of Citypress's wellbeing strategy. In 2020, these included Lord (John) Bird of The Big Issue and Simon Binns of LadBible. Board games and book clubs encourage staff to take a proper break at lunchtime.
At the start of the first lockdown the company's You Make us Proud video applauded nursery teams even before the weekly clap for the NHS launched. At a time when income was severely impacted and restrictions limited occupancy, investment in core service provision and employee support initiatives was maintained and increased.
Colleagues elected Cancer Research UK as their charity of the year for 2020 – and raised more than £76,000 for the cause. The pandemic did impact fundraising, however – employees achieved a sum of £167,653.27 the year before.
The company topped up the pay of anyone on furlough to 100% and all job advertisements highlight full partnership in the business to promote its employee-owned structure and the annual tax-free dividend payments made. The same maximum amount, based on hours worked, is awarded to all from apprentices through to Michael Thompson, the Chairman.
All managers had mental health training and regular morning catch-ups with their teams to ensure they could spot early signs of stress and help those that needed it.
Capital on Tap's values-based anniversary rewards ranges from £250 to try something new in their personal life after one year in the job to £500 to treat a loved one after two, £1,000 to spend on a holiday after three years' service and a four week paid sabbatical after four.
As part of its benefits package CoT offers private health coverage with an external healthcare provider which includes perks such as discounted Covid tests and free subscriptions to services such as the Headspace meditation app and Jessica Ennis's Jennis Fitness app.
The in-house development programme, MINDS, gives employees from all pay grades the opportunity to progress through the business into senior roles. There is no recognised qualification but two previous candidates have gone on to become general managers within the company.
There is a 25% discount on holidays at any of the company's parks for staff, family and friends. Employees also get 25% off food and 15% off drinks in park venues which can be used in and out of working hours.
In 2020 launched its "Souls" programme focussing on the mental health and wellbeing of team members. Employees have also been encouraged to take part in activities such as Couch to 5k and online exercise challenges with one person cycling the equivalent distance from Land's End to John O'Groats.
An employee forum, Your Say, with representatives from all offices meets regularly to discuss and feed back questions to senior management. Through Yammer, staff are invited to post positive updates, ideas, activities and the way they are handling lockdowns to ensure they keep connected to colleagues.
Bishop Fleming continues to support national charity Young Enterprise, which reduces youth unemployment by giving young people work-related skills, by providing financial, volunteer and board level support across all its regions. Each office chooses a local charity to support through fund-raising and expertise.
Wellbeing food and drink boxes were given to staff during the pandemic to raise morale. They also received a luxury Christmas food hamper, delivered to their homes, as well as a £250 bonus for working hard throughout a difficult year.
Nine homes are ranked “outstanding” by the Care Quality Commission and Barchester has been placed in the Top 20 Large Care Home Groups on carehome.co.uk for four consecutive years. In-house Barchester Care Awards recognise excellenct performance in teams across the company's 236 homes and six mental health hospitals.
Employees share in the commercial success of their care home/hospital through an annual profit share scheme. A Rewarding Excellence scheme financially recognises the contribution of every employee in receiving a good or excellent regulatory rating. More than 1,000 key nursing staff had their NMC membership fee paid.
With training crucial to safe operations, training specialists were instructed on Zoom and Kahoot to use whiteboards, breakout rooms and polls to keep their courses intact online. An Advanced Carer programme was adopted with 400 people accessing training, including giving medication, in case of a qualified nurse shortage.
Amplyfi has introduced CEO & President Check-ins, where groups of five team members from across the business meet one of the two top executives. The senior leadership team are visible daily in the Slack channels. All staff have one-to-ones with their line managers at least once a month.
To reduce its impact on the environment, Amplyfi has become a fully paperless company. Also, it sources offices close to cycle paths. After the pandemic started, the company adopted a remote-first approach to all activities. This strategy will be continued to cut business travel to a minimum.
Amplyfi offers company-wide cash bonus and options schemes and a sector-leading leave allowance. A survey gave staff the opportunity to list, in order of preference, what they would like added to the company's benefits package. Healthcare is being introduced for the entire workforce.
ARC's new health and wellbeing group, the brainchild of one of the staff, sends out mental health tips. The group organised a Race to Kochi, with UK and Australian staff challenged to walk the number of steps to Kochi, the city that lies halfway between them.
Under a new initiative, every staff member is entitled to an additional day off to give practical support to their favourite environmental cause. Covid-19 limited the options in the scheme's first year, but some staff joined local litter-picking activities. There are plans for beach clean-ups or tree planting initiatives.
All staff are granted shares in ARC through a tax-efficient scheme, which offers a company loan so they can buy into the scheme without using their own funds upfront. Every employee receives 1,500 shares, with significantly more available to those who win work for themselves or others.
Having a mechanism for employees to anonymously ask questions and for every question to be answered during its townhall meeting reflects Hamlyn Williams' principle of transparency. Employees are also regularly encouraged to share their feedback and concerns through their managers and speaking to the human resources team.
Hamlyn Williams rewards staff with benefits including medical, dental and vision insurance, free vacation between Christmas & New Year, a 40 hour working week which finishes at 3:30pm on Fridays as well as an in-house training programme and clear promotion targets.
The pandemic has brought the UK team closer together with employees reaching out to colleagues who they wouldn't usually spend time with, exchanging messages and best practice. Video calls have also helped building global relationships and camaraderie through sharing good news stories and introducing new starters.
Ticketer offer employees a £500 bonus when they refer a candidate for a role at Ticketer. This is paid to the employee once the referred employee passes their 3 month probationary period.
The CEO visits each office location regularly, and makes time to spend chatting amongst the teams. They also make it a personal mission to send birthday wishes to every employee on their birthdays.
The CEO visits each office location regularly, and makes time to spend chatting amongst the teams. They also make it a personal mission to send birthday wishes to every employee on their birthdays.
This year for Vertex's annual day of service, they supported a number of local causes. These included SmartWorks who provide business attire for those interviewing to return to work, the Hammersmith Garden project to maintain a local school nature garden, and the Selby Trust community hub, helping them to repaint areas of the centre and maintain their fencing. This year they supported SmartWorks, who provide appropriate business clothing to people in need so that they can look smart for interview to help them gain employment. Support involved donating, sorting and ironing clothes ready for when they are required.
Communication of the company's mission and values starts on day one at Vertex's new employee induction and is something that the company feel very strongly about. They also have a recognition programme which focuses on the everyday implementation of the company values and rewards employees for the ways in which they do this.
This year for Vertex's annual day of service, they supported a number of local causes. These included SmartWorks who provide business attire for those interviewing to return to work, the Hammersmith Garden project to maintain a local school nature garden, and the Selby Trust community hub, helping them to repaint areas of the centre and maintain their fencing. This year they supported SmartWorks, who provide appropriate business clothing to people in need so that they can look smart for interview to help them gain employment. Support involved donating, sorting and ironing clothes ready for when they are required.
As part of their on-going commitment to developing their staff, and ensuring they have the right people to take the business forward, Cestria have created the Stepping into Management Programme for staff who have high performance in their current role along with the ambition and commitment to work towards their first managerial role. The objectives are: To improve internal succession by developing a pool of high potential individuals, to provide a structured, challenging and rewarding development opportunity that will help to develop some of the core skills, knowledge and experience required to be an effective manager. To further enrich the current performance of high performing members of staff a number of their staff are involved in the HDN Mentoring Programme. The Mentoring Programme offers the opportunity for staff members to access an external Mentor for one-to-one professional development support and to attend Mentoring Workshops focused on a variety of career development topics. . As well as the HDN mentoring programme they have also launched an Internal Mentoring Program for staff who would like to mentor or be mentored by existing Cestria staff members. All staff have been given the opportunity to work alongside and gain experience of the role of another individual, and gain an insight into a particular work area through job shadowing. Cestria are keen to support staff to develop skills and/or gain qualifications which contribute to the achievement of agreed personal and career goals. Recently, with the help of funding, 10 people gained a nationally recognised qualification.
As part of their on-going commitment to developing their staff, and ensuring they have the right people to take the business forward, Cestria have created the Stepping into Management Programme for staff who have high performance in their current role along with the ambition and commitment to work towards their first managerial role. The objectives are: To improve internal succession by developing a pool of high potential individuals, to provide a structured, challenging and rewarding development opportunity that will help to develop some of the core skills, knowledge and experience required to be an effective manager. To further enrich the current performance of high performing members of staff a number of their staff are involved in the HDN Mentoring Programme. The Mentoring Programme offers the opportunity for staff members to access an external Mentor for one-to-one professional development support and to attend Mentoring Workshops focused on a variety of career development topics. . As well as the HDN mentoring programme they have also launched an Internal Mentoring Program for staff who would like to mentor or be mentored by existing Cestria staff members. All staff have been given the opportunity to work alongside and gain experience of the role of another individual, and gain an insight into a particular work area through job shadowing. Cestria are keen to support staff to develop skills and/or gain qualifications which contribute to the achievement of agreed personal and career goals. Recently, with the help of funding, 10 people gained a nationally recognised qualification.
Cestria are currently working towards the Better Health at Work Bronze level Award and staff have completed a health assessment questionnaire to indicate the areas that the company should focus on. This has highlighted that diet, alcohol use and fitness are the three main areas to concentrate on, and a programme of activities is being arranged to improve wellbeing in these areas, along with campaigns such as Stoptober, Dry January and Mental Health month.
At Cunninghame Housing Association staff are rewarded for their efforts in a variety of ways. One good example of this is the staff Christmas shopping days where all staff are given paid time off during December to do their Christmas shopping.
At Cunninghame Housing Association staff are rewarded for their efforts in a variety of ways. One good example of this is the staff Christmas shopping days where all staff are given paid time off during December to do their Christmas shopping.
Their Staff SVQ programme at their Homeless Person's Project, Victoria House is an excellent example of how the Association supports employee development. They have an annual programme in place for staff going through the SVQ Level 3 in Health & Social Care and to date they have over 75% of staff through the programme which is well ahead of the completion target set by the Scottish Social Services Council. To maximise the support for staff going through this training, the Association invested in training two members of staff as SVQ Assessors this has made a tremendous improvement to the training experience for the staff taking part and it has meant that their training is more focused and minimises travel requirements and disruption to work patterns in this shift working environment.
Learning surgeries have been held across Agency offices, providing people the opportunity to come together and discuss learning needs, training opportunities and to give feedback on various topics. They also have an in house essential management programme which aims to help all managers to harness potential, develop performance, manage projects and lead change.
Learning surgeries have been held across Agency offices, providing people the opportunity to come together and discuss learning needs, training opportunities and to give feedback on various topics. They also have an in house essential management programme which aims to help all managers to harness potential, develop performance, manage projects and lead change.
Each office across the entire organisation has its own environmental champion who is in charge of maintaining and building the commitment to sustainable working policies. They monitor closely and record all electricity, gas and water usage across each site as well as any business mileage and the amount of waste they generate. They have also introduced a cycle to work scheme in an effort to increase the amount of ‘green travel' that the business undertakes.
The company's values are central to its way of working and culture. The company has established a charitable trust which administers the company's donations of £100,000 per year to registered charities in the UK and overseas. Employees also visit various universities throughout the year to give lectures and presentations on planning and urban design topics.
Clear career progression is supported by policies and procedures for professional development. They have active training, appraisal and mentoring programmes in place to ensure employees have the opportunity to progress. Training needs are established by carrying out both performance and development reviews.
Clear career progression is supported by policies and procedures for professional development. They have active training, appraisal and mentoring programmes in place to ensure employees have the opportunity to progress. Training needs are established by carrying out both performance and development reviews.
Progress Housing Group provides paid subscriptions for health shield, this enables staff to reclaim the cost of fees incurred for optical or dental treatment. Staff are also given access to an advice line and counselling services. On site men's and women's MOTs are conducted to encourage staff to follow healthy lifestyles. Subsidised gym memberships are available.
Progress Housing Group provides paid subscriptions for health shield, this enables staff to reclaim the cost of fees incurred for optical or dental treatment. Staff are also given access to an advice line and counselling services. On site men's and women's MOTs are conducted to encourage staff to follow healthy lifestyles. Subsidised gym memberships are available.
They are a social business, making a real difference to people's lives by providing a high standard of accommodation and healthy living conditions. They provide support to vulnerable clients i.e. the elderly, homeless or clients with learning difficulties. Staff help to raise money via the Race for Life & Moonlight walks.
The Morrison & Foerster Foundation was established in 1986 as a non profit organisation to help the partners make the best use of their charitable resources in each of the communities the firm serves. The Foundation encourages private giving by matching qualifying charitable contributions made by employees. These include annual matching gift allowances for personal donations to non-discriminatory organisations.
Counselling and assistance is provided for all employees with work related or personal problems that affect job performance. A wide range of leave options are also offered including adoption, family care, wedding leave and maternity returners are encouraged to take a return to work coaching programme.
Counselling and assistance is provided for all employees with work related or personal problems that affect job performance. A wide range of leave options are also offered including adoption, family care, wedding leave and maternity returners are encouraged to take a return to work coaching programme.
The benefit package offers over 20 benefits to all employees. Key benefits include: free gym membership, right to buy additional holidays, life assurance policy, healthcare insurance, contributory pensions and as much free fruit as you like.
They are the primary ambassadors for a local charity. It is a charity designed to help identify, care and protect children who have suffered sexual abuse. Employees donate an amount of their salary on a monthly basis and Graeme matches this. Since sponsoring New Beginnings, the waiting list has gone down from 71 children to 7 but there goal is to get that wait down to 0.
The benefit package offers over 20 benefits to all employees. Key benefits include: free gym membership, right to buy additional holidays, life assurance policy, healthcare insurance, contributory pensions and as much free fruit as you like.
Exceptional performance is always recognised at PPS. They have introduced a flexible benefits system which allows staff to buy pension, private health insurance or extra holiday.
Managers who are just about to make the step up to managing teams are sent on a structured training programme, Future Account Director training, to equip them with the skills they will need.
All PPS employees are able to take a month long, fully paid sabbatical when they have been working for the company for more than 3 years.
Kimberly Clark is one of nine leading companies that will make up a new wave of partners to use the draft product carbon foot printing standard, currently being developed in partnership with DEFRA and BSI British Standards to establish the carbon footprint of Andrex® and Huggies®.
Kimberly Clark is one of nine leading companies that will make up a new wave of partners to use the draft product carbon foot printing standard, currently being developed in partnership with DEFRA and BSI British Standards to establish the carbon footprint of Andrex® and Huggies®.
Well being practices include Diversity Council, flexible working policies, including home working, enhanced maternity/paternity options, on-site occupational health advisors (Live Well programmes), (ACAS facilitated) Employee Assistance programme and healthy eating programmes across UK sites, e.g. free fruit initiative
Directors are approachable, understanding and have a level of integrity that staff aspire to. At their Annual Practice Meeting they have a part of the meeting dedicated to "Ask the Directors". Questions are taken from the floor (with no prior coaching or prompting) and the Directors have to answer these questions truthfully and accurately. The questions range from business-related and strategic topics to humourous matters!
Staff are rewarded with a comprehensive benefits package and remuneration so the individual feels he/she is financially rewarded and empowered. Staff are provided with stimuating, varied and challenging work so motivation levels are always maintained
There is a dedicated team in place for managing the Training and Development aspect of the business. Staff workload is managed efficiently and accurately to ensure staff get the balance and variety of projects such that their technical skills and soft skills are developed to their full potential
Senior leaders engaged with employees through group communications, wellbeing surveys, and people-led engagement initiatives. Over Black Friday, THG ran a four-day remote programme including a virtual DJ set, karaoke and games challenges, and sent out care packages to everyone's homes.
All employees are eligible for a biannual bonus scheme, with the ability to be awarded with a bonus of up to 20% of their salary. THG has also recently awarded a number of people who have gone above and beyond in their role with shares in the company.
THG shared the results of the Best Companies survey with a You Said, We Did article on the intranet. In response to employee feedback internal and external training provision was enhanced and there is now an uncapped benefits package; agile and flexible working policies, and the ability to buy additional annual leave days
You’ve explored the Factors - now discover how your organisation can gain deeper insight into what truly drives engagement and workplace culture.
Our approach measures organisational health across eight core areas: My Team, Leadership, My Manager, Personal Growth, My Company, Wellbeing, Fair Deal, and Giving Something Back. Together, they give you a complete view of how your people think, feel, and experience work.
Complete the form and take the first step toward a stronger, more engaged organisation.
