State of Engagement 2026 Report |
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For a larger organisation, they have a surprisingly non-hierarchical atmosphere and senior managers freely invite staff to contact them directly with questions or feedback, to which they always reply. They are also regularly to be found in the kitchen making tea rounds! The senior managers are the first to applaud a colleague's good work and there are good news stories circulating daily, showcasing the excellent work of local teams and individuals. Importantly, their managers always relate their communications to the benefit their work brings to clients. Respect for each of their colleagues is paramount, as is being professional, ethical and above all, friendly.
The first themed week to be held as part of Shine, was Giving Back Week – a topic specifically identified as an area of importance to employees. Giving Back Week in July was launched by an introductory email to all staff from the CEO, Dean James. It encouraged everyone to get involved and prompted many staff to make full use of both their personal and team community giving days. The contact centre in Oban maintained the gardens at a local parrot sanctuary, the compliance team transformed a community space in Leeds, planting flower beds and litter picking, Derby colleagues spent the day in a local school, passing on CV and interview advice and the Midlands management team cleared pathways, chopped wood and fed the animals at a city farm.
The first themed week to be held as part of Shine, was Giving Back Week – a topic specifically identified as an area of importance to employees. Giving Back Week in July was launched by an introductory email to all staff from the CEO, Dean James. It encouraged everyone to get involved and prompted many staff to make full use of both their personal and team community giving days. The contact centre in Oban maintained the gardens at a local parrot sanctuary, the compliance team transformed a community space in Leeds, planting flower beds and litter picking, Derby colleagues spent the day in a local school, passing on CV and interview advice and the Midlands management team cleared pathways, chopped wood and fed the animals at a city farm.
In 2013, Informa became more focused on the issue of mental health in the workplace and all their UK HR directors have now received Mental Health in the Workplace Training. As one in four British adults experience at least one diagnosable mental health problem in any one year, Informa believe this is a valuable focus for them and also becomes a business issue. Flexible working is also supported around the Group and they have had a flexible working policy in place since 2006. Between 2012 and 2013, the proportion of Informa employees working part time increased from 7.5% to 8.6%. In a 2012 survey on flexible working, out of 141 respondents, 112 gave Informa a top rating of creating work/life balance and 84% said they couldn't continue working without the flexible working policy.
In 2013, Informa became more focused on the issue of mental health in the workplace and all their UK HR directors have now received Mental Health in the Workplace Training. As one in four British adults experience at least one diagnosable mental health problem in any one year, Informa believe this is a valuable focus for them and also becomes a business issue. Flexible working is also supported around the Group and they have had a flexible working policy in place since 2006. Between 2012 and 2013, the proportion of Informa employees working part time increased from 7.5% to 8.6%. In a 2012 survey on flexible working, out of 141 respondents, 112 gave Informa a top rating of creating work/life balance and 84% said they couldn't continue working without the flexible working policy.
The Informa Awards recognises the achievements of individuals and teams across the entire Informa Group worldwide. In previous years, this has been held at Claridges, where they stream the award event live to all employees globally via the intranet. This year's awards will be held at the Shard, London's iconic 87-story skyscraper. Key categories are Employee of the Year, Leading Innovation, On Brand, Intercom, Show me the Money, Unsung Hero, Acting with Responsibility, Leading Innovation Excellence, Customer Satisfaction, Leading the Way and Teamwork.
Through customer feedback imago realised the customer journey could be enhanced by improving the effectiveness of the processes and relations between their sales and operations functions. In order to address this, they invited the lead from each customer ‘touch point', 14 in total, to a meeting, dinner and overnight stay at Burleigh Court, their four star hotel. One of the main topics for discussion focused on identifying areas for improvement, especially in terms of communication and understanding, between the various teams involved in the customer journey. This company wide team building exercise served to bring all the appropriate people together in a positive, non-confrontational environment and gave them the opportunity to consider issues with their colleagues in the wider team, to air concerns and to discuss imaginative solutions. The event was a huge success. People began to view issues from a different angle and to understand the impact of their role on other teams. In particular, they gained a better understanding of how customers experienced the journey through their organisation. They began to think more as a whole team working together to improve the customer experience, rather than working in isolated units where they didn't always have the opportunity to engage with other teams or understand the impact of their roles on others. Using the outcomes of this team building exercise, this work has been used to remodel the processes and teams to improve the customer experience which will also increase staff engagement and motivation and ultimately company success.
imago are involved with 'Business in the Community' - Princes Trust and use a 'Business Connector' to help develop and direct their local community activities/plan. They are active in an award winning 'Bridge to Work' Scheme through Loughborough College which works to improve the employment prospects of local students by bringing together schools, colleges and employers. imago are involved with both the steering group and employers forum. They have introduced their own 'Apprenticeship Programme' this year and currently provide employment to eight young adults. Each employee is doing an NVQ qualification through Loughborough College. They are currently working with three charity groups two of which are based in the local community. Along with fundraising and cash donations they offer skills volunteering, donate lost property/equipment and provide facilities for off-site meetings/activities. They have sponsored the Leicestershire and Rutland Oldest Athlete Awards for two years and recently hosted their annual celebration event/awards ceremony.
Through customer feedback imago realised the customer journey could be enhanced by improving the effectiveness of the processes and relations between their sales and operations functions. In order to address this, they invited the lead from each customer ‘touch point', 14 in total, to a meeting, dinner and overnight stay at Burleigh Court, their four star hotel. One of the main topics for discussion focused on identifying areas for improvement, especially in terms of communication and understanding, between the various teams involved in the customer journey. This company wide team building exercise served to bring all the appropriate people together in a positive, non-confrontational environment and gave them the opportunity to consider issues with their colleagues in the wider team, to air concerns and to discuss imaginative solutions. The event was a huge success. People began to view issues from a different angle and to understand the impact of their role on other teams. In particular, they gained a better understanding of how customers experienced the journey through their organisation. They began to think more as a whole team working together to improve the customer experience, rather than working in isolated units where they didn't always have the opportunity to engage with other teams or understand the impact of their roles on others. Using the outcomes of this team building exercise, this work has been used to remodel the processes and teams to improve the customer experience which will also increase staff engagement and motivation and ultimately company success.
One of the initiatives they introduced in 2012 to give something back to their staff and thank them for their ongoing hard work was their sports and social club. The club aims to provide a happy and healthy working environment, with plenty of opportunities for people to relax, enjoy something new or favoured past time in the company of colleagues, friends and family. As a company they acknowledge their duty of care as an employer to provide their staff with different ways to improve their health and well-being but, with the sports and social club, took this one step further to empower staff with ownership and an increased range of activities that staff truly enjoy. Employees are regularly asked which activities they would like to be offered by the company, which are then all employee organised. iCrossing contributes between 50% - 100% of the cost. These complimentary and subsidised activities, open to all, aim to promote a healthy and balanced working life. We've been sailing to the Isle of Wight, gone go-karting, regularly take part in football, basketball and volleyball leagues, visited the opera, comedy, plays, then music festivals, beer festivals, poker nights, gone Back to the Future at the Secret Cinema and chilled out with yoga and massages.
As one of our core values is to be human, they ensure that the way in which they live the values is done so in a human way too. All new team members attend induction sessions from departments across the agency, allowing them to meet the wider team and get a better understanding as to how the agency runs day-to-day. They run a new starters lunch that also includes a long serving team member, with their CEO and CFO so that new team members can meet the senior team members in a relaxed, yet exciting venue. They get together as a whole agency every quarter to spend time together and hold quarterly company meetings as well as regular team meetings with their direct team. One such event was their Momentum roadshow lead by their global president where teams worked on various client problems alongside team members they never usually work together day to day.
One of the initiatives they introduced in 2012 to give something back to their staff and thank them for their ongoing hard work was their sports and social club. The club aims to provide a happy and healthy working environment, with plenty of opportunities for people to relax, enjoy something new or favoured past time in the company of colleagues, friends and family. As a company they acknowledge their duty of care as an employer to provide their staff with different ways to improve their health and well-being but, with the sports and social club, took this one step further to empower staff with ownership and an increased range of activities that staff truly enjoy. Employees are regularly asked which activities they would like to be offered by the company, which are then all employee organised. iCrossing contributes between 50% - 100% of the cost. These complimentary and subsidised activities, open to all, aim to promote a healthy and balanced working life. We've been sailing to the Isle of Wight, gone go-karting, regularly take part in football, basketball and volleyball leagues, visited the opera, comedy, plays, then music festivals, beer festivals, poker nights, gone Back to the Future at the Secret Cinema and chilled out with yoga and massages.
The Health and Wellbeing group are a sub group of ICAS' main staff committee which aim to support staff to maintain a healthy lifestyle and will therefore focus on issues of concern to their employees. Following on from the success of the Global Corporate Challenge they again sponsored as many of their staff who wished to participate in the 16 week, GCC event. This year they had 28 people in four teams, one more than last year. The aim of the challenge is to improve staff health, wellbeing and performance at work. The teams covered either walking, swimming or cycling, an overall distance of 33,213km over the 16 week period. In the feedback received 91.4% now exceed the 10,000 steps recommended. They promote healthy eating and supply fruit to their offices for all their staff to enjoy on a fortnightly basis. While they provided tea, coffee and water to all staff, following requests, ICAS have now added herbal and other decaffinated teas to this selection.
The Health and Wellbeing group are a sub group of ICAS' main staff committee which aim to support staff to maintain a healthy lifestyle and will therefore focus on issues of concern to their employees. Following on from the success of the Global Corporate Challenge they again sponsored as many of their staff who wished to participate in the 16 week, GCC event. This year they had 28 people in four teams, one more than last year. The aim of the challenge is to improve staff health, wellbeing and performance at work. The teams covered either walking, swimming or cycling, an overall distance of 33,213km over the 16 week period. In the feedback received 91.4% now exceed the 10,000 steps recommended. They promote healthy eating and supply fruit to their offices for all their staff to enjoy on a fortnightly basis. While they provided tea, coffee and water to all staff, following requests, ICAS have now added herbal and other decaffinated teas to this selection.
The Health and Wellbeing group are a sub group of ICAS' main staff committee which aim to support staff to maintain a healthy lifestyle and will therefore focus on issues of concern to their employees. Following on from the success of the Global Corporate Challenge they again sponsored as many of their staff who wished to participate in the 16 week, GCC event. This year they had 28 people in four teams, one more than last year. The aim of the challenge is to improve staff health, wellbeing and performance at work. The teams covered either walking, swimming or cycling, an overall distance of 33,213km over the 16 week period. In the feedback received 91.4% now exceed the 10,000 steps recommended. They promote healthy eating and supply fruit to their offices for all their staff to enjoy on a fortnightly basis. While they provided tea, coffee and water to all staff, following requests, ICAS have now added herbal and other decaffinated teas to this selection.
By creating an environment that is informal and friendly, and where people genuinely love coming to work because they get on with the people and like doing the work.
By creating an environment that is informal and friendly, and where people genuinely love coming to work because they get on with the people and like doing the work.
Hugo & Cat are a straightforward company where great people really count. For the right people there's a real opportunity to make a difference and to be given real responsibility. Their structure is non-hierarchical, and they listen to their staff to create an environment and culture that everyone has helped shape.
Hitachi have recently implemented visual performance boards. These help teams plan their workload, share their vision/mission, cross train and celebrate success. They have enabled workload to be levelled across team reducing pressures and enabling them to deliver a better customer experience. Other new working practices include Qbuster, refreshed Star awards, incentives, call evaluations, career progression structure and functional plan sharing.
Hitachi have recently implemented visual performance boards. These help teams plan their workload, share their vision/mission, cross train and celebrate success. They have enabled workload to be levelled across team reducing pressures and enabling them to deliver a better customer experience. Other new working practices include Qbuster, refreshed Star awards, incentives, call evaluations, career progression structure and functional plan sharing.
There are company wide and local suggestion box initiatives. Continous improvement teams within HCVS have created the culture and empowered everyone to deliver small changes through the Kaizen methodology. These mall changes equated to 805 improvements delivering a benefit of 879k in 2013/14. The employee forum held on a monthly basis is one of the most effective tools they have for feedback however. Hosted by an SMT member this forum allows the opportunity to provide direct feedback with updates from the feedback provided the following month. Out & About -Directors and SMT members walking the floor.
All teams within the organisation take it in turn to hold events called 'Thirsty Thursdays,' which occur every 6 weeks. This event is usually themed and hosted by a different team on each occasion. The hosting team will welcome new starters and introduce them to existing staff members across the organisation. The event is paid for by the company and a wide selection of food and drink is available to all. The event is always a big success and most importantly allows the growing company to interact.
All teams within the organisation take it in turn to hold events called 'Thirsty Thursdays,' which occur every 6 weeks. This event is usually themed and hosted by a different team on each occasion. The hosting team will welcome new starters and introduce them to existing staff members across the organisation. The event is paid for by the company and a wide selection of food and drink is available to all. The event is always a big success and most importantly allows the growing company to interact.
All teams within the organisation take it in turn to hold events called 'Thirsty Thursdays,' which occur every 6 weeks. This event is usually themed and hosted by a different team on each occasion. The hosting team will welcome new starters and introduce them to existing staff members across the organisation. The event is paid for by the company and a wide selection of food and drink is available to all. The event is always a big success and most importantly allows the growing company to interact.
Directors of each area of Havens Hospice gave feedback and put in place action plans to improve on issues that needed addressing.
Directors of each area of Havens Hospice gave feedback and put in place action plans to improve on issues that needed addressing.
Directors of each area of Havens Hospice gave feedback and put in place action plans to improve on issues that needed addressing.
Griffiths & Armour have always taken a view to not only fund raise for local and national charities but help in the form of volunteering. Their local charity KIND has a Christmas campaign each year to raise funds for Christmas hampers and toys for families in the local community and a number of staff volunteer to help pack those hampers and deliver them to the families in need. Staff members have also taken part in bag packing events in local supermarkets.
Griffiths & Armour have always taken a view to not only fund raise for local and national charities but help in the form of volunteering. Their local charity KIND has a Christmas campaign each year to raise funds for Christmas hampers and toys for families in the local community and a number of staff volunteer to help pack those hampers and deliver them to the families in need. Staff members have also taken part in bag packing events in local supermarkets.
Griffiths & Armour have always taken a view to not only fund raise for local and national charities but help in the form of volunteering. Their local charity KIND has a Christmas campaign each year to raise funds for Christmas hampers and toys for families in the local community and a number of staff volunteer to help pack those hampers and deliver them to the families in need. Staff members have also taken part in bag packing events in local supermarkets.
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