State of Engagement 2026 Report |
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The senior management team live, breathe and assess company values regularly, they show their commitment to this through promoting the values daily at team meetings where the values are brought to life. The senior management are also measured on behaviours which encompass all of the Company values, as are all of their colleagues. The senior management team are also very visible on site, once again displaying values such as team work and recognition.
The senior management team live, breathe and assess company values regularly, they show their commitment to this through promoting the values daily at team meetings where the values are brought to life. The senior management are also measured on behaviours which encompass all of the Company values, as are all of their colleagues. The senior management team are also very visible on site, once again displaying values such as team work and recognition.
On day 2 of the Company's Induction all new colleagues attend a Giving Back day at the Salvation Army, here they volunteer with community action tasks such as gardening, litter picking, painting/decorating houses, working in schools and help to arrange other community based activities to improve the environmental area and transform lives. Every year the company support's Children in Need and all dealerships have fun in raising up to £40,000! All new colleagues are also given £100 to donate to a charity of their choice when the join the Company. This year the company also donated 600 school bags filled with all the essentials such as pens, pencils, paper, rubbers, calculator and rulers for both primary and secondary children. This has a huge impact on some of the most vulnerable children who are often teased and bullied, therefore often go truant or at the very best don't have the basics needed to do their homework or school stuff, meaning they fall further behind. Each dealership works closely with a Charity Partner of their choice, throughout the year colleagues fundraise, volunteer and raise awareness to help these charities to continue doing the wonderful work they are.
Pension Protection Fund have a Sports, Social and Charity Committee (SSCC) which is responsible for organising PPF-wide money-raising events. Staff voted for Cancer Research UK as their national charity for 2015, and the SSCC has organised a cake sale, quiz night, football tournament and raffles to raise money. There are also stations for staff to leave donations to Cancer Research UK shops. In the first five months Pension Protection Fund have donated 91 bags. The company's local charity initiative with Croydon Commitment enables them to take part in a number of 'Community Days' throughout the year. In December 2014, the company prepared and served Christmas dinner at Parchmore Community Centre for local pensioners, and they also packed Christmas hampers at Croydon Neighbourhood Care Association. In December 2014, PPF volunteers decorated apartments at a local residential complex for older people. More recently, PPF volunteers helped turn an outdoor play space into an external classroom at St Giles' School, a school for pupils with physical disabilities and complex medical needs. This involved plenty of painting and preparing surfaces. Pension Protection Fund have installed a food bank donation station in their office to support the Croydon based Save Humanity Organisation's Community Food Bank.
Pension Protection Fund have completed a series of health and wellbeing workshops for the last year to positively engage with employees and help enhance their health and wellbeing. The topics have been varied to encourage employees to attend. The company have run workshops of mindfulness, sleep deprivation, nutrition, fitness, impact on the immune system, dealing with difficult people, resilience, work/life balance, people skills, how to deal with lack of energy, how to take control and sharpen your focus. The sessions are normally led by external provider: ‘Feelgood'. The company have had nutritionists, clinical psychologists, mindfulness practitioners and sports consultants in to lead and engage with their employees. The sessions tend to be held in a boardroom with the speakers guiding the attendees through slides, enabling discussion and on occasion group work. Sometimes the session can be interactive such as the fitness session. The slides and handouts are then posted to the intranet for download. The handouts that accompany the slides have soundbites and top tips around health and wellbeing, and all have been positively welcomed. Pension Protection Fund also run monthly free fruit drops for employees, they provide enough fruit for an am and pm drop in both market squares and signpost reminders each month that the fruit drop is available.
In 2014, all teams across the PPF took part in creating a highly visual ‘rich art' journey picture to engage everyone in the company's desire to be a high-performing Customer Focused Financial Institution (CFFI) to deliver their vision and mission through their values. Launched at an all-staff event in July 2014, the final picture is a tool to prompt ongoing conversations, in teams and between colleagues, driving a shared sense of purpose. The picture is used in different ways to effectively communicate the company's CFFI messages on an ongoing basis including: ‘Welcome to the PPF' session for new joiners – teams explain their part in enabling the PPF to achieve objectives by sharing their ‘story' within the framework of the picture, large 3D ‘cut-outs' from the picture were created as visual aids to support messages at our the company staff event in June 2015 (eg putting the customer at the heart of they we do and the importance of embracing a commercial mind-set), giant posters have been placed around the company's building in breakout areas to promote peer to peer discussions and images from the picture illustrate relevant messages/case studies in the company's recently launched employee magazine ‘Connect'.
The company have a huge amount of initiatives aimed at supporting development, from lunchtime CPD sessions, the annual £250 budget per person for spending on (if desired non-work related) training, regular training courses and a full programme for supporting trainee architects through their Part 3 qualification. Support for the Part 3 qualification includes a £1,000 contribution towards course fees, placing them on projects which are suitable case studies for their Part 3, running an internal lecture series, formal study groups, and mentoring and examination preparation run by those Partners who are also external examiners.
The company have recently been through a rebranding exercise and brought all employees into the process. The team was invited to contribute ideas towards the vision of the practice, some of which are being implemented. The company communicate through monthly breakfast presentations, design presentations and charettes and the company intranet.
The company have recently been through a rebranding exercise and brought all employees into the process. The team was invited to contribute ideas towards the vision of the practice, some of which are being implemented. The company communicate through monthly breakfast presentations, design presentations and charettes and the company intranet.
The Firm makes a Christmas gift to secretaries and support staff, of John Lewis vouchers, a fully paid for Christmas Party is thrown for all staff each year. Those who have worked tremendously hard are also rewarded with an extra bonus.
The company send HR staff to schools to prepare them for interviews. Trainee Solicitors are sent to Testwood College to speak to students who may wish to pursue a career in law. The company run a work experience scheme each year for students. The Paris Smith Choir help raise money at Christmas for charity by singing at shopping Malls. The company take part in donating Christmas presents for disadvantaged children each year.
The company send HR staff to schools to prepare them for interviews. Trainee Solicitors are sent to Testwood College to speak to students who may wish to pursue a career in law. The company run a work experience scheme each year for students. The Paris Smith Choir help raise money at Christmas for charity by singing at shopping Malls. The company take part in donating Christmas presents for disadvantaged children each year.
Last year the company took the decision to provide all our employees, regardless of service length or job seniority with private medical insurance. After a full market review, the company selected Vitality because of its heavy focus on wellness, not just on looking after employees when they're not well. As part of our PMI cover, the employees can take advantage of heavily-discounted spa days and breaks, and gym memberships which promote relaxation and lower levels of stress. They are also rewarded for having a healthier, more active lifestyle, with free cinema tickets, iTunes credits and Starbucks drink incentives, as well as receiving discounts with a variety of retailers. Employees can also select heavily discounted private medical insurance for their families as part of the flexible benefits package, subsidised by their flexible benefits allowance. The company also has an employee wellbeing programme called “Opus Energise” through which they promote physical activity, healthy eating, good mental health and stress management, all of which contribute to general wellbeing and therefore lower levels of stress.
The company has a comprehensive performance management scheme which is designed to encourage, recognise and reward high performance throughout the business. The scheme also encourages employees to put the company values into practice in their day-to-day roles. Every employee is given a copy of "A useful guide to Opus Energy's Performance Management Scheme" during their induction when they attend a training session about the scheme. Each employee is responsible for their own performance and progress with guidance and support from their manager. The performance management scheme works on a six-monthly cycle and at the end of each six-month period each employee's performance is scored out of 10, which is applied as a percentage of the salary paid to the employee during the six-month period. This is then paid as a performance-related bonus. The three areas that are measured as part of the bonus calculation are "individual objectives", "team targets" and "competencies".
Every month a group of our employees go to Rainbows Hospice for Children and Young People to volunteer as a team. This can involve speaking to supporters on the phones, doing fundraising admin or even packing orders from Rainbows' Christmas catalogue! As part of the local community recruitment initiative, the company work with Northampton College to source and develop apprentices for their apprenticeship scheme, they take on between 5 and 10 apprentices per year on permanent contracts. The company's HR and Resourcing teams were recently involved in a pilot run by the Northamptonshire Enterprise Partnership aimed at improving career guidance, employability and aspiration within the county. The teams spent time in local schools with students and teachers helping them to improve their skills and business understanding. The pilot has now been signed off and is in the process of being introduced across the country. The company have also supported nationwide initiatives such as Women in Engineering week, where employees visited a local Oxford school, and Small Business Advice week, where some of our internal business area experts contributed articles to our website that offers free advice for small and medium enterprises.
The company use the Salesforce Chatter to encourage employees to communicate; there are separate groups for different teams. The company circulate a staff update each month which has an area for each department to provide information on their own area and what it has been up to over the course of the month. The Company also cover costs of one team event per quarter for all teams, on top of group-wide events that take place twice a year. They also hold management meetings every month after each directors meeting and each team then has follow on meetings thereafter to encourage regular communication between directors and the wider team.
The company use the Salesforce Chatter to encourage employees to communicate; there are separate groups for different teams. The company circulate a staff update each month which has an area for each department to provide information on their own area and what it has been up to over the course of the month. The Company also cover costs of one team event per quarter for all teams, on top of group-wide events that take place twice a year. They also hold management meetings every month after each directors meeting and each team then has follow on meetings thereafter to encourage regular communication between directors and the wider team.
The company offer support for all staff in all roles to undertake qualifications relevant to their role. They also provide soft skills training for all staff, needs identified by way of reviews three times a year with all staff. The company like to encourage people to take on as much responsibility as possible as they believe people learn from experience. One E Group give people autonomy in exchange for accountability and find this is the best way for people to develop. They are not afraid of people making mistakes as this is how they learn.
Octink strives to work in close partnership with the local community and directors and employees alike are actively involved in our community activities. Our CEO, Will Tyler is Chairman of Spark, a charity that creates links between local schools and businesses to improve the employability of young people. While our MD, Mike Freely is a Director of Cultivate London, an innovative urban farm and social enterprise based across multiple derelict sites in West London. These partnerships with Spark and Cultivate London reflect our wider community commitment. To helping improve the employability of young people in the community by giving them opportunities to gain work experience and develop new skills. In the last 12 months the company has invested a combination of employee volunteering time, cash donations and work in kind donations to the value of over £15,000.
Octink strives to work in close partnership with the local community and directors and employees alike are actively involved in our community activities. Our CEO, Will Tyler is Chairman of Spark, a charity that creates links between local schools and businesses to improve the employability of young people. While our MD, Mike Freely is a Director of Cultivate London, an innovative urban farm and social enterprise based across multiple derelict sites in West London. These partnerships with Spark and Cultivate London reflect our wider community commitment. To helping improve the employability of young people in the community by giving them opportunities to gain work experience and develop new skills. In the last 12 months the company has invested a combination of employee volunteering time, cash donations and work in kind donations to the value of over £15,000.
Octink strives to work in close partnership with the local community and directors and employees alike are actively involved in our community activities. Our CEO, Will Tyler is Chairman of Spark, a charity that creates links between local schools and businesses to improve the employability of young people. While our MD, Mike Freely is a Director of Cultivate London, an innovative urban farm and social enterprise based across multiple derelict sites in West London. These partnerships with Spark and Cultivate London reflect our wider community commitment. To helping improve the employability of young people in the community by giving them opportunities to gain work experience and develop new skills. In the last 12 months the company has invested a combination of employee volunteering time, cash donations and work in kind donations to the value of over £15,000.
Their homes represent one in every 10 households in North Devon, a picturesque holiday destination masking the real levels of significant deprivation in the area. As a community landlord much of their social responsibility is delivered through their community development activities. This work focuses around young people with estate-based youth clubs acting as a platform for interventions aimed at increasing educational aspirations, building resilience and assisting in the transition from school to work. The company can proudly state that 100% of the young people within the project have found paid employment and/or college places when leaving school. Their work is well documented within the independent evaluation undertaken by St Mark & St John University (December 2014). Dr Cooper remarked “The developing young communities approach is clearly influenced at leadership level by NDH's commitment to ‘create communities where people want to live'.” Within the evaluation links are also made with their family work in the wider community where they tackle debt, fuel and food poverty and social exclusion. Partners recognise their commitment to their social responsibility, acknowledging they deliver evidenced impact and value for money.
North Devon Homes believe that “culture” and “business objectives” require equal investment to enable them to deliver their vision. They invest a great deal of their leadership time on getting the culture right and have developed “Team ndh” as their culture. Team ndh drives the values, leadership, training and is “the way they do things ”. The company overlay this with their business objectives. They use Great Game of Business principles to help them embed this approach, Principles are based on the belief that to achieve success every employee should: understand the numbers enough to know what business success looks like, be expected and enabled to act on their knowledge to improve performance and have a direct stake in the company's success and risk of failure.
North Devon Homes believe that “culture” and “business objectives” require equal investment to enable them to deliver their vision. They invest a great deal of their leadership time on getting the culture right and have developed “Team ndh” as their culture. Team ndh drives the values, leadership, training and is “the way they do things ”. The company overlay this with their business objectives. They use Great Game of Business principles to help them embed this approach, Principles are based on the belief that to achieve success every employee should: understand the numbers enough to know what business success looks like, be expected and enabled to act on their knowledge to improve performance and have a direct stake in the company's success and risk of failure.
Networks First believe strongly in giving back, and they currently have a number of initiatives in place to help raise money for their local chosen charity, Birmingham's Children's Hospital. These include: Tuck Shop - a variety of items are on sale to employees via Networks First's own 'tuck shop' including items such as; chocolate, sweets, crisps, popcorn, cans of pop, flavored water etc. Suggested donations are provided, and there is an honesty box for people to make their donation for an item. All profits go to the company's chosen charity BCH. Bake-Off - Throughout the the Entertainments Committee set dates for a bake off between employees in the office. Employees then donate a cake(s) on the day, which get entered into a competition for the chance to win vouchers for the Tuck Shop and a certificate that Mary Berry would be proud of! Employees then make a donation for a slice of cake. Employees can chose to bring in shop cakes, but these are not entered in the competition.
Networks First believe strongly in giving back, and they currently have a number of initiatives in place to help raise money for their local chosen charity, Birmingham's Children's Hospital. These include: Tuck Shop - a variety of items are on sale to employees via Networks First's own 'tuck shop' including items such as; chocolate, sweets, crisps, popcorn, cans of pop, flavored water etc. Suggested donations are provided, and there is an honesty box for people to make their donation for an item. All profits go to the company's chosen charity BCH. Bake-Off - Throughout the the Entertainments Committee set dates for a bake off between employees in the office. Employees then donate a cake(s) on the day, which get entered into a competition for the chance to win vouchers for the Tuck Shop and a certificate that Mary Berry would be proud of! Employees then make a donation for a slice of cake. Employees can chose to bring in shop cakes, but these are not entered in the competition.
Networks First believe strongly in giving back, and they currently have a number of initiatives in place to help raise money for their local chosen charity, Birmingham's Children's Hospital. These include: Tuck Shop - a variety of items are on sale to employees via Networks First's own 'tuck shop' including items such as; chocolate, sweets, crisps, popcorn, cans of pop, flavored water etc. Suggested donations are provided, and there is an honesty box for people to make their donation for an item. All profits go to the company's chosen charity BCH. Bake-Off - Throughout the the Entertainments Committee set dates for a bake off between employees in the office. Employees then donate a cake(s) on the day, which get entered into a competition for the chance to win vouchers for the Tuck Shop and a certificate that Mary Berry would be proud of! Employees then make a donation for a slice of cake. Employees can chose to bring in shop cakes, but these are not entered in the competition.
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