State of Engagement 2026 Report |
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The Financial Ombudsman really values the importance of team building. You can see managers doing this in a variety of ways from using their reward and recognition budget to arrange an event for the team, to team meetings to allow everyone in the team to get to know one another. It's something they encourage at all levels. Across the organisation they have put a lot of energy and thought into planning events they arrange for their people. As a not-for-profit organisation it's really important there is a purpose and value. They regularly hold events for their management team including their “the big questions” where managers have the opportunity to meet and network and ask their executive questions about the work of the organisation. This is their way of getting their managers together to talk about what's happening in their area. Following great success last year, they took all their managers off site again this year for an event that included various workshops to share knowledge and develop their skills, to focus on their purpose as an organisation and working together on what this means they expect from people working here. This involves a range of different interactive workshops and talks led by senior leaders and inspirational speakers.
The Financial Ombudsman participated in National Fitness day, focusing on simple ways to inspire their people to be more active. They ran free power half hour sessions in their on-site gym every hour from 7.00 am and made these available to non-members. They had a high take up and more people have taken up membership of the gym as a result of this. They also ran a series of lunchtime walks for people; they had a number of walk leaders who took their groups on a tour of the local area of between 30 and 60 minutes. These were very popular and also a networking event as people met other people from the organisation. A number of people that took part in the lunchtime walks now meet regularly to go for a walk. They have impacted people at the ombudsman by taking part in this initiative as people are taking exercise that they were not before. They ran a Back Care and Posture Awareness Event in partnership with Nuffield Health and their health and safety department. They put in place a demo desk set up so that their health and safety advisor could show people how to make adjustments to their own work stations for better posture. They were also made aware that they could have a desk assessment. Nuffield did back check with a spinal mouse and there was a physiotherapist to give advice and demonstrate strengthening and relaxing exercises.
The Financial Ombudsman really values the importance of team building. You can see managers doing this in a variety of ways from using their reward and recognition budget to arrange an event for the team, to team meetings to allow everyone in the team to get to know one another. It's something they encourage at all levels. Across the organisation they have put a lot of energy and thought into planning events they arrange for their people. As a not-for-profit organisation it's really important there is a purpose and value. They regularly hold events for their management team including their “the big questions” where managers have the opportunity to meet and network and ask their executive questions about the work of the organisation. This is their way of getting their managers together to talk about what's happening in their area. Following great success last year, they took all their managers off site again this year for an event that included various workshops to share knowledge and develop their skills, to focus on their purpose as an organisation and working together on what this means they expect from people working here. This involves a range of different interactive workshops and talks led by senior leaders and inspirational speakers.
Team building takes place at both company and departmental level and includes their annual Christmas party, their 20th Anniversary Staff Reunion, staff quiz and talent nights and team away days. They have provided time management training, work life balance talks, and nutrition talks. This initiative was designed to encourage staff to work more efficiently, to take breaks and to eat healthily - all of which should help productivity.
This year they have offered work-life balance and healthy-eating workshops. They offer a weekly yoga class and monthly massage sessions during working hours.
For the first time in the Trust's history, every member of staff shared in the success of the financial year 2013/2014 with a 2% bonus. The record breaking year was a triumph of dedication and hard-work from the whole team which was recognised by the board of directors.
Fairpoint have set up a charity committee containing 16 self nominated charity champions. The purpose of Fairpoint's charity committee is to make a difference in the local and wider community through fund raising, volunteering and taking part in activities that help their community. The role of the charity champions that make up the charity committee is to organise fund raising events across the business They will lead and promote fund raising activities across the business, contribute to the monthly charity newsletter, attend monthly charity meetings, promote the Making A Difference framework across the business, produce promotional material to promote various charity events, encourage ideas across the business to help make a difference in the local community and promote and organise any social events across the company. A charity calendar is produced at the start of the year created by the charity committee based on feedback from employees on what charities should be supported this year. This meant that the company has a set charity or charities to support each month. Fairpoint set a target to reach £15,000 through fund raising activities, sponsorship and workplace giving in 2014. They were on target to reach this as they raised over £13,000 to September 2014 with more events planned during the last quarter of the year. The fund raising events and sponsorship that takes place in the company encourages employees to work together as a team and also makes employees feel proud to work for a company that helps the local and wider community.
Fairpoint have set up a charity committee containing 16 self nominated charity champions. The purpose of Fairpoint's charity committee is to make a difference in the local and wider community through fund raising, volunteering and taking part in activities that help their community. The role of the charity champions that make up the charity committee is to organise fund raising events across the business They will lead and promote fund raising activities across the business, contribute to the monthly charity newsletter, attend monthly charity meetings, promote the Making A Difference framework across the business, produce promotional material to promote various charity events, encourage ideas across the business to help make a difference in the local community and promote and organise any social events across the company. A charity calendar is produced at the start of the year created by the charity committee based on feedback from employees on what charities should be supported this year. This meant that the company has a set charity or charities to support each month. Fairpoint set a target to reach £15,000 through fund raising activities, sponsorship and workplace giving in 2014. They were on target to reach this as they raised over £13,000 to September 2014 with more events planned during the last quarter of the year. The fund raising events and sponsorship that takes place in the company encourages employees to work together as a team and also makes employees feel proud to work for a company that helps the local and wider community.
Fairpoint have set up a charity committee containing 16 self nominated charity champions. The purpose of Fairpoint's charity committee is to make a difference in the local and wider community through fund raising, volunteering and taking part in activities that help their community. The role of the charity champions that make up the charity committee is to organise fund raising events across the business They will lead and promote fund raising activities across the business, contribute to the monthly charity newsletter, attend monthly charity meetings, promote the Making A Difference framework across the business, produce promotional material to promote various charity events, encourage ideas across the business to help make a difference in the local community and promote and organise any social events across the company. A charity calendar is produced at the start of the year created by the charity committee based on feedback from employees on what charities should be supported this year. This meant that the company has a set charity or charities to support each month. Fairpoint set a target to reach £15,000 through fund raising activities, sponsorship and workplace giving in 2014. They were on target to reach this as they raised over £13,000 to September 2014 with more events planned during the last quarter of the year. The fund raising events and sponsorship that takes place in the company encourages employees to work together as a team and also makes employees feel proud to work for a company that helps the local and wider community.
Excelian understand that in the current economic climate getting the most out of their people is more important than ever. Due to the nature of their business, almost half of their employees are not from the UK. This means that many of them are not registered with a GP, therefore Excelian provide there employees with unlimited access to a top private GP practice with offices across the city. They also offer healthy breakfast at their London HQ, providing a selection of healthy cereals and wholemeal bread for toast, to set them up for the day.
The nature of Excelian's business means that they have a variety of career paths open to staff. This may be as a technical subject matter expert, project manager or future leader of a division/practice. For this reason, they have introduced ‘Excelian Academies'. These are a series of long term L&D programmes designed to support their staff in whichever career path they choose. The Excelian Leadership Academy is a two year programme for those wishing to follow a management career path, the Excelian Project Management Academy is a 12 month programme for those who wish to develop their project management skills and possibly become project managers in the future and the Excelian Capital Markets & Commodities SME Academy has a selection of courses available for staff to choose from to allow them to develop the skills required to continue to develop as an SME in their chosen field. This is open ended, with courses being repeated throughout the year to allow for attendance between client assignments. The Technology Leadership Academy is a three year programme open to all consultants working within the Technical Consulting Practice. Those enrolled within the Leadership, Project Management or Technology Leadership academies are assigned a mentor from their ranks of senior staff to provide additional support. For ad hoc courses, relating to business objectives or client requirement, Excelian offer both classroom and online options, allowing the flexibility required in a consultancy business.
Excelian's two year partnership with Inspire has allowed all staff to volunteer throughout the academic year helping primary school students gain knowledge in presentations and marketing. They also offer work experience to secondary schools. These schools are all within their working community the students are vulnerable learners with multi-agency involvement, many of whom are statemented or on school action plus. These include learners who have been excluded from mainstream school or other Pupil Referral Unit provision or who are school refusers. Excelian also have a partnership with Careers Academies where staff volunteer to mentor a student over an 18 month programme assisting them on coursework, reinforcing classroom learning with real life examples, expanding their understanding of business culture and workplace etiquette. They practise employability skills such as time management, problem solving, CV writing or interview techniques and widen their network of business contacts for the future.
Every Christmas, Energy & Utility Skills ask their staff to donate an unwanted gift or buy a little something extra when doing their Christmas shopping so that they can donate them to Solihull Women's Refuge. The Refuge provides a range of services for women and children from six months of age to early teens who have been affected by domestic violence, rape and sexual abuse, who have to leave their homes, often with very little. Thanks to the generosity of staff over the past few years giving back to the local community, their donations have meant that many local families could have a happier Christmas. Energy & Utility Skills is a relatively small organisation with limited resources to focus on fundraising activities, but in fact, they do an incredible amount of fundraising work. As well as raising funds every year for a broad range of worthy causes, they also recycle their old IT equipment by donating it to local charities, schools and groups who need it. They're immensely proud that with the help of their staff, they've raised so much money and most importantly, made such a difference to so many good causes.
Energy & Utility Skills' staff play a vital role in contributing to the overall success of the EU Skills Group, delivering objectives as an organisation, as a team and as individuals. Their Performance and Development Review process places importance on ensuring that everyone who works at the EU Skills Group understands how the work they do contributes to the overall delivery of their Vision, their Business Plan and their business success. They want their staff to share the success of the organisation. Alongside the Annual Review Process, their Performance-related Bonus Scheme recognises and regards employees' collective contribution to the delivery of the EU Skills Group's financial and business objectives by providing the opportunity for them to earn a personal bonus.
Energy & Utility Skills' staff play a vital role in contributing to the overall success of the EU Skills Group, delivering objectives as an organisation, as a team and as individuals. Their Performance and Development Review process places importance on ensuring that everyone who works at the EU Skills Group understands how the work they do contributes to the overall delivery of their Vision, their Business Plan and their business success. They want their staff to share the success of the organisation. Alongside the Annual Review Process, their Performance-related Bonus Scheme recognises and regards employees' collective contribution to the delivery of the EU Skills Group's financial and business objectives by providing the opportunity for them to earn a personal bonus.
East Thames invests heavily in the training and development of its employees in order to maintain and improve the quality of service delivery. Through their achievement of the Investors in People Bronze award, and their ongoing commitment to its principles they have acknowledged the importance of developing staff skills to meet the long-term organisational objectives of the Group in ways that are consistent with their core values. The strategic priorities of the Group include a commitment to improve their capacity to manage their business and sustain growth. This can only be realised with a competent, motivated, and committed workforce. This is achieved by ensuring that staff have the materials, tools, personal development plans and training to do their job.
East Thames Group's performance briefings are organised by the senior management team to ensure all staff have the information they need on East Thames' performance. The quarterly presentations are delivered by the Chief Executive, alongside other senior members of staff who present on the important issues affecting East Thames. As well as providing important information they are often interactive and aim to educate staff about various areas of the business. During the briefings there are frequent opportunities for staff to ask the senior management team questions and ensure two-way communication is taking place.
East Thames Group's performance briefings are organised by the senior management team to ensure all staff have the information they need on East Thames' performance. The quarterly presentations are delivered by the Chief Executive, alongside other senior members of staff who present on the important issues affecting East Thames. As well as providing important information they are often interactive and aim to educate staff about various areas of the business. During the briefings there are frequent opportunities for staff to ask the senior management team questions and ensure two-way communication is taking place.
The H&S Forum meets every 6 weeks and includes wellbeing as part of its agenda. Actions that have arisen are improving the environment so that employees can make the most of their break times, sharing information on mental health and well-being as well as promoting seasonal flu jabs which are funded by the organisation.
The H&S Forum meets every 6 weeks and includes wellbeing as part of its agenda. Actions that have arisen are improving the environment so that employees can make the most of their break times, sharing information on mental health and well-being as well as promoting seasonal flu jabs which are funded by the organisation.
The Annual employee conference recognises employees for their exceptional contribution either to Cross Keys customers or colleagues. This year's conference celebrated their achievements over the past ten years (in celebration of their tenth birthday), and included special 'ten year awards' and a celebration in the afternoon. The conference was also be followed by the staff Christmas Party.
Colchester Borough Homes continues to support employee development and employ a Training Co-ordinator. A wide suite of training is available to Staff and the most highly praised and valued is that of the annual ILM L3 First Line Management programme for new and aspiring managers. Managers carry out annual appraisals identifying objectives and L & D required to meet objectives and regular 1-2-1s to measure performance and identify ongoing training or support required and to listen to employees aspirations. CBH have a strong commitment to Health and Safety training and the multiskilling of their trades workforce where practical and possible. Professional qualifications supported by Colchester Borough Homes include University degree courses, AAT, CIPD, CIH, IOSH, NEBOSH, M.A, ILM3, ILM 5 and ILM7.
Colchester Borough Homes continues to support employee development and employ a Training Co-ordinator. A wide suite of training is available to Staff and the most highly praised and valued is that of the annual ILM L3 First Line Management programme for new and aspiring managers. Managers carry out annual appraisals identifying objectives and L & D required to meet objectives and regular 1-2-1s to measure performance and identify ongoing training or support required and to listen to employees aspirations. CBH have a strong commitment to Health and Safety training and the multiskilling of their trades workforce where practical and possible. Professional qualifications supported by Colchester Borough Homes include University degree courses, AAT, CIPD, CIH, IOSH, NEBOSH, M.A, ILM3, ILM 5 and ILM7.
Colchester Borough Homes continues to support employee development and employ a Training Co-ordinator. A wide suite of training is available to Staff and the most highly praised and valued is that of the annual ILM L3 First Line Management programme for new and aspiring managers. Managers carry out annual appraisals identifying objectives and L & D required to meet objectives and regular 1-2-1s to measure performance and identify ongoing training or support required and to listen to employees aspirations. CBH have a strong commitment to Health and Safety training and the multiskilling of their trades workforce where practical and possible. Professional qualifications supported by Colchester Borough Homes include University degree courses, AAT, CIPD, CIH, IOSH, NEBOSH, M.A, ILM3, ILM 5 and ILM7.
The senior management team, as part of a workshop to decide how best to lead in a systems thinking organisation, have agreed a set of principles which guide their daily practices and which they share with staff , for example they are put up on the wall and used to inform behaviours in meetings and in the work. These principles show how the values inform their work in practice and that senior managers, are clear about organisational purpose and communicate it, understand the work and remove obstacles so that they can deliver the right service at the right time, make decisions based on knowledge and learning, trust that people doing the work are the best placed to understand it, ask the right questions, are comfortable with challenge, manage the external environment pro actively, act based on measures and data, will not judge or blame and when things go wrong see this as an opportunity to learn, will not assume what matters to people, facilitate change by giving people direct experience, and opportunities to try things out and innovate Senior managers appreciate that frontline staff understand our customers best and therefore managers are there to help, support, mentor or deal with external issues. Managers trust and empower staff to get on with the job. Because they are still learning and growing the principles are also open to discussion, challenge and re-working if they think this helps us live our values better.
Coastal Housing's decision making process is bottom up which means on most occasions employees don't need to feedback ideas or suggestions as they are empowered to make decisions themselves / try new things, without the need to consult with managers first. However, there are a number ways thier employees can feedback ideas and suggestions to the wider organisation if they so wish. These are both formal and informal. Many ideas come from discussions between colleagues within the office. Employees are encouraged to get away from their desks and discuss ideas over a cup of tea in the kitchen. We have a number of social business platforms staff can use to present ideas and gain feedback from members of the whole organisation. Staff can share ideas and suggestions on the intranet and Yammer as well as comment on posts from others. Employees can setup cross-department working groups for specific initiatives/projects. This is extremely important as opinions are sought from each department and means ideas are not just confined to one area. Each department holds regular team meetings. Furthermore, individual staff members have a chance to feedback ideas and suggestions to their managers at their monthly one-to-one meetings. They also have a cross organisational communications group, made up of representatives from each department, which meet once a month to discuss ideas relating to communications within the organisation. This is a chance for all departments to feedback ideas and suggestions. Staff can also present ideas to the heads of service which are then presented to the management team.
Coastal Housing Group believe the key to wellbeing is to ensure employees enjoy their jobs, playing to their strengths, ensuring they are in the right job, provided with the resources and training to undertake their work, involved in projects across the organisation. Lean/systems thinking means that employees are empowered to make decisions, providing a rapid customer response without bureaucracy. When problems are encountered or employees need additional support, they have an absolute right to delegate upwards. Coastal Housing Group demonstrate that people come first by ensuring everyone feels valued and recognises that their efforts are appreciated by offering a positive, upbeat and comfortable working environment where the sound of lively chatter and laughter is welcomed, as they believe that informality induces creative, innovative behaviours. They offer competitive terms, including flexible working for all employees, encourage a healthy work life balance through discouragement of long-hours and actively promote a lively social life to help build good relationships. They provide a range of support: funding of various practitioners offering differing ways to combat stress; free annual health checks, BP, cholesterol and weight clinics; free yoga classes, rugby and football; a range of workplace fitness classes and complementary therapies; corporate gym membership, cycle-to-work scheme; car club, parking facilities; salary sacrifice initiatives and staff retail discounts. They enable staff to ‘give something back' through work – there's no better feeling than knowing you have just changed a life by giving them the home they want - as well as a whole range of fund raising events chosen by staff.
Coast and Country's biggest community initiative this year has been the development of a Furniture Reuse Scheme, Refurnish Emporium. The scheme, at the site of former sale rooms, was opened in September 2014 by Wayne Hemingway. Offering low cost household goods that were otherwise destined for the tip, it reduces the amount of furniture going to landfill but also offers training and volunteering opportunities. Over the few weeks of being open, 15 volunteers have joined, taking up a range of training courses including first aid, manual handling, paint effects and furniture restoration. The volunteers get involved in the repair, cleaning and sometimes the up cycling of the goods to get them ready for resale as well as the helping in the shop. Their community hub, Westfield Farm, continues to support people in the community. People come along to get involved in their local community and volunteer in the garden for example, growing food for the local food bank. Some come along to get themselves on-line with help from Coast and Country's digital champions and their free IT suite. Most come along to get help with finding training and employment opportunities through their work hubs, a range of free training courses and their employment initiative, Forging Futures. Forging Futures, part of the Journey into Work Project, offers up to 70 guided learning hours in self-enterprise skills and then offers a number of paid work placements to the participants to help them gain valuable experience that they can use on their CV.
Coast and Country Housing know that their people are their most important asset. They have a Health and Wellbeing focus group that meets regularly. The group have set up bike maintenance workshops so employees can have their bikes maintained and fixed. Also, the wellbeing group also suggested the Laughter yoga and Hypnosis sessions. These have been a great success with high take up. They support employees who take part in races, sporting activities. It is also acknowledged that focus on health and wellbeing and excellent customer service go hand in hand. People who are engaged in work are able to offer better quality service. As such Coast and Country Housing offer excellent opportunities for flexible working as they realise they are a huge help to people with children and those responsible for caring for others. They recently paved the way with their partnership with Carers Together. They are a local charity who seek to support Carers. Since this partnership was formed they have been able to support two Carers to remain in employment with Coast and Country Housing. This includes a year long sabbatical so the employee can take time to care for their disabled child. By supporting employees with a holistic approach Coast and Country Housing find the overall wellbeing of their workforce is vastly improved.
Coast and Country Housing know that their people are their most important asset. They have a Health and Wellbeing focus group that meets regularly. The group have set up bike maintenance workshops so employees can have their bikes maintained and fixed. Also, the wellbeing group also suggested the Laughter yoga and Hypnosis sessions. These have been a great success with high take up. They support employees who take part in races, sporting activities. It is also acknowledged that focus on health and wellbeing and excellent customer service go hand in hand. People who are engaged in work are able to offer better quality service. As such Coast and Country Housing offer excellent opportunities for flexible working as they realise they are a huge help to people with children and those responsible for caring for others. They recently paved the way with their partnership with Carers Together. They are a local charity who seek to support Carers. Since this partnership was formed they have been able to support two Carers to remain in employment with Coast and Country Housing. This includes a year long sabbatical so the employee can take time to care for their disabled child. By supporting employees with a holistic approach Coast and Country Housing find the overall wellbeing of their workforce is vastly improved.
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