State of Engagement 2026 Report |
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Learning and Development was their biggest cost outlay but they realise they could achieve the greatest impact on their performance as an organisation. They have recently reclaimed one of their recently vacated property's and refurbished it into a bespoke training centre, equipped to meet their organisational needs whilst remaining flexible enough to be multi-functional. The training centre is equipped with an IT training suite, a boardroom style training room, a number of break-out rooms as well as additional office space. This not only provides a future revenue source but removes the cost of renting external facilities. Their next biggest cost was the training itself. To make full use of the facilities, they recruited a HR/L&D professional. This investment not only strengthened the HR team but also allowed them to design and launch a bespoke suite of training initiatives aligned to the needs of the business. They introduce programmes that develop skills for the future. This initiative has been so successful that they have achieved accredited centre status through the Institute of Leadership and Management (ILM) allowing them to deliver a range of Level 3 and Level 5 qualifications to our staff and preferred business partners.
It has been Trident's belief for some time that Housing Associations have a wider responsibility to support and shape the communities which it serves. Trident's stock is predominantly in an area that is geographically isolated, has a high rate of benefit dependency, a high level of financial exclusion, unemployment, social isolation and lack of community engagement. They house some of the most disadvantaged, excluded and underrepresented communities in the region with issues such as mental health, drug and alcohol dependency, cultural diversity, refugees and those that have experienced homelessness. Trident has initiated a number of initiatives that have seen an increase in community cohesion, life skills, personal confidence and social interaction empowering the community to work together to address issues that matter to local people through initiatives such as coffee mornings, breakfast clubs, training sessions, martial arts classes, money advice surgeries, an Iranian Support Group and more recently a number of Trident Torch Events (to build on this Summer's Olympic theme). The money advice surgeries worked with over 360 customers last year maximising £87,369 worth of income and advising on £331,075 of debt. They engaged a local loan shark agency to deliver training and advice sessions to over 120 customers and staff raising awareness on a key issue in the area, signposting affected customers. The breakfast club and Iranian support group provides social interaction, personal confidence and a free breakfast for many customers who struggle financially.
Learning and Development was their biggest cost outlay but they realise they could achieve the greatest impact on their performance as an organisation. They have recently reclaimed one of their recently vacated property's and refurbished it into a bespoke training centre, equipped to meet their organisational needs whilst remaining flexible enough to be multi-functional. The training centre is equipped with an IT training suite, a boardroom style training room, a number of break-out rooms as well as additional office space. This not only provides a future revenue source but removes the cost of renting external facilities. Their next biggest cost was the training itself. To make full use of the facilities, they recruited a HR/L&D professional. This investment not only strengthened the HR team but also allowed them to design and launch a bespoke suite of training initiatives aligned to the needs of the business. They introduce programmes that develop skills for the future. This initiative has been so successful that they have achieved accredited centre status through the Institute of Leadership and Management (ILM) allowing them to deliver a range of Level 3 and Level 5 qualifications to our staff and preferred business partners.
The company employ two permanent fitness instructors who work in the Bracknell office gym. They also pay gym membership for employees in all other offices. Their on-line health and well being portal gives access to a comprehensive wellness information centre, which addresses a wide range of medical and well being issues, and their interactive online lifestyle programme. Towry entered 112 employees in 16 teams in last year's Global Corporate Challenge, and between them they clocked up nearly 56,000 measuring their daily step, swim and cycle count. The daily step average of 12,926 per person (5.15 miles) was an 11% improvement on last year.
The company employ two permanent fitness instructors who work in the Bracknell office gym. They also pay gym membership for employees in all other offices. Their on-line health and well being portal gives access to a comprehensive wellness information centre, which addresses a wide range of medical and well being issues, and their interactive online lifestyle programme. Towry entered 112 employees in 16 teams in last year's Global Corporate Challenge, and between them they clocked up nearly 56,000 measuring their daily step, swim and cycle count. The daily step average of 12,926 per person (5.15 miles) was an 11% improvement on last year.
The company employ two permanent fitness instructors who work in the Bracknell office gym. They also pay gym membership for employees in all other offices. Their on-line health and well being portal gives access to a comprehensive wellness information centre, which addresses a wide range of medical and well being issues, and their interactive online lifestyle programme. Towry entered 112 employees in 16 teams in last year's Global Corporate Challenge, and between them they clocked up nearly 56,000 measuring their daily step, swim and cycle count. The daily step average of 12,926 per person (5.15 miles) was an 11% improvement on last year.
As a hotel The Savoy are committed to being green. They focus on Reduce, Reuse and Recycle. All of the unused and unwanted food gets placed into an uncontaminated bin when it gets taken away to be recycled and used as energy. They also do bi-annual Thames Foreshore cleanup to keep the environment clean and for the community to be able to enjoy a clean landscape of the Thames. The Savoy also continue to heat hotel water with the heat obtained from the refrigerators in the hotel.
The Savoy hire on talent and attitude, ensuring they have high quality, dynamic and motivated team. They pride themselves in providing a friendly environment. The Savoy invest in their people and encourage personal growth and development. The Savoy hold colleague reviews, the training programme includes orientation, train the trainer, online learning, coaching for success, MS office, etc. They have colleague recognition and are continuing to promote and tranfser over 100 colleagues each year.
The Savoy hire on talent and attitude, ensuring they have high quality, dynamic and motivated team. They pride themselves in providing a friendly environment. The Savoy invest in their people and encourage personal growth and development. The Savoy hold colleague reviews, the training programme includes orientation, train the trainer, online learning, coaching for success, MS office, etc. They have colleague recognition and are continuing to promote and tranfser over 100 colleagues each year.
TLG Senior management team has long supported social events throughout its history and continue to actively encourage staff to engage in social events including fund raising activities within the community, many of which have proved not only to be sucessful but extremely memorable. TLG is happy to boast an average tenure for employees of over seven years, which for a company of over 250 staff is exceptional. The company hosts and finances an annual themed Christmas function for all employees to attend.
TLG Senior management team has long supported social events throughout its history and continue to actively encourage staff to engage in social events including fund raising activities within the community, many of which have proved not only to be sucessful but extremely memorable. TLG is happy to boast an average tenure for employees of over seven years, which for a company of over 250 staff is exceptional. The company hosts and finances an annual themed Christmas function for all employees to attend.
TLG Senior management team has long supported social events throughout its history and continue to actively encourage staff to engage in social events including fund raising activities within the community, many of which have proved not only to be sucessful but extremely memorable. TLG is happy to boast an average tenure for employees of over seven years, which for a company of over 250 staff is exceptional. The company hosts and finances an annual themed Christmas function for all employees to attend.
For the past 10 years, The Clyde group has awarded an annual bonus to staff based on the profitable performance of the individual companies and Group as a whole. A personalised letter in advance of the bonus explains why this bonus has been awarded and how each team member has played a role in the success of the Group. To further foster the team spirit within The Group and to reward staff for continued hard work, Dress down/Charity days are held each month with staff encouraged to come to work in casual clothing but also to participate in charity days. Staff volunteer to promote and run charity events within working hours. Staff are also encouraged to submit new ideas for improvements within the organisation either to service provided or working conditions, with the successful ideas communicated via the weekly staff email bulletin.
Given the diverse nature of the Clyde Group and its distinct companies, different managers will have different approaches, but each manager/director ensures they have weekly/monthly meetings with line managers. Through the Intranet and Bi-yearly newsletter they also look to highlight individual and company achievements.
All employees upon successful completion of Probation are offered the chance to enter the BUPA healthcare scheme with the Group paying the majority of membership costs. Staff also have the option to include members of their immediate family at a discounted cost, providing them with peace of mind and in many instances, allowing them to recognise and successfully treat serious illnesses, found due to regular health checks. The Group has also authorised members of staff to form a Slimming Club using company premises and communications platforms to promote and encourage healthy eating and exercise.
Telecom Plus Plc does not have formal pay grades, individuals can be rewarded with above standard pay increases or where work has been exceptional, with Company Share Options. Whilst every employee upon starting is issued with Company Share Options, exercisable after three years, those who have performed above expectations can receive bonus Share Options. These Share Options are known to be a highly valuable benefit and is a meaningful way of rewarding and incentivising members of staff. The Company also has an Employee Recognition Awards scheme, whereby peers or line managers can put forward someone for going above and beyond the call of duty, for approval by the Management Team. Winners are celebrated on the Wall of Fame and in the Company Newsletter 'OINK!' and receive shopping vouchers. In addition, at the Christmas Party there is an ERA Grand Raffle, and last year, the First Prize was a three day trip to New York, staying in the Waldorf Astoria, with $500 of spending money!
The company's Management Team is accessible and approachable, which they believe accounts for their levels of staff engagement. A fun example of this was their Valentine's Cup Cake Day, all for Make-A-Wish. Members of staff could pay to put forward a Director of their choice to deliver a cup cake and personalised message to their Valentine. All day long the Directors, and particularly the company's CEO, could be seen running up and down the stairs, with cupcakes in hand, flourishing messages!
The company's Management Team is accessible and approachable, which they believe accounts for their levels of staff engagement. A fun example of this was their Valentine's Cup Cake Day, all for Make-A-Wish. Members of staff could pay to put forward a Director of their choice to deliver a cup cake and personalised message to their Valentine. All day long the Directors, and particularly the company's CEO, could be seen running up and down the stairs, with cupcakes in hand, flourishing messages!
Each month, all employees at STEAK are encouraged to nominate their 'most valued player' (MVP). This is somebody that they consider to have contributed most significantly to the STEAK team. The winner is announced at the monthly company meeting, and receives a certificate and £100.
At STEAK, training is incredibly important. All staff are encouraged to communicate where they want to develop and a suitable course is sourced and paid for. Staff are able to seek training at every level of the organisation.
The senior management at STEAK are extremely approachable. New starters are taken for lunch by the CEO and COO so they can introduce themselves properly and to ensure all staff members feel comfortable approaching them. STEAK has a process that seeks to engage all employees in the development of the business plan and overall goals for the company. The management, with the help of an external consultant, spent several sessions defining the overall goal for the business, setting them out in a ‘roadmap', which was then shared with the rest of the company through an all-company meeting. Since then, each team has works together to agree their own ‘roadmaps', including team goals and objectives, and the things they want to achieve to help support the overall business vision. Involving all employees in the process has meant a much greater levels of engagement and ‘buy ins' to the business plan. The team goals and objectives have now also been cascaded down into individual objectives for the coming year through the appraisal process, so everyone is working to achieve a common goal that is understood by everyone.
The St Jude Medical Employee Forum has been established for 18 months as a vehicle for staff and management to have an open discussion on any topic that has an effect on the business and personnel. The Forum membership is represented by every area of the business and the members actively seek topics to raise at bi-monthly meetings. The company also have informal surveys which are issued to solicit anonymous feedback on specific matters or events for consideration and implementation of initiatives, which have been beneficial to SJM. In addition, all staff are encouraged to raise issues and discuss with managers as well as colleagues, the employee forum rep or mentor. By relocating everyone to completely unfamiliar and unusual surroundings, the SJM office staff were invited on a boating experience day to discuss the way the office is branded and perceived, how individually and collectively they work and how things could improve. Fresh, open and honest discussions were had, an alternative mission for the office staff was agreed upon.
The cornerstone of employee engagement is ensuring outstanding contribution and performance are recognised by the Company. The annual Staff Awards are one formal way in which St Jude Medical rewards superb achievements. There are 8 award categories nominated by employees, including the coveted Managing Director's Award, ultimately decided by the Country Manager. This award in particular recognises an individual who has made an exceptional impact on the business. A letter, cheque and trophy are presented to all winners – and a winner's plaque erected in Capulet House. Following a day's team-building activity, last year's awards ceremony was held at the Celtic Manor hotel in Newport and was attended by the winners, runners-up and the management team.
St Jude Medical UK Ltd supports employee development by their Performance Development Review (PDR) process. They have two PDRs each year – one mid-year and one at year-end. The aim of these are for the employee and their line manager to discuss the achievement of objectives, establish new goals moving forward and openly address career aspirations. As part of the company's effort to continuously improve processes, they recently tasked a working party with the responsibility of revamping the PDR documentation. They maintain the company's five key performance factors (Customer Focus, Delivers Results with Integrity, Teamwork, Initiative, Personal Involvement) but use a role profile matrix to standardise performance expectations for each role. The company rolled out a training programme equipping individuals with the procedural knowledge and preparation requirements required to maximize the output of the PDR. Following the year end PDR, they produced a development database where they detail each employee's short term and long term goals and objectives.
SRLV have a number of different ways of listening to employees. They find that the combination of different methods works well, these include: a virtual suggestion scheme, an anonymous suggestions box, an intranet where information and news are posted on a daily basis and a Staff Forum which meets on a monthly basis.
SRLV have a private health scheme that all employees are eligible to join. They offer free flu jabs to all staff every year.
The company employs an individual part time who has severe learning difficulties. Her time at SRLV enables her to have an income and a certain amount of independence that she would not have otherwise.
In a staff attitude survey in 2008, employees informed South Tyneside Homes that they wanted to see the company improve health within the workplace and provide more support around health promotion. In 2009 they undertook a comprehensive 'Staff Health Needs Assessment' with all staff which highlighted that, amongst other things, they wanted the opportunity to have personal health checks, provide support for smoking, the use of an on-site gym, and to make the workplace safer and reduce the number of accidents. The survey allowed staff to have a voice in well-being initiatives and provided the basis for the companies strategy and direction over the following three years. As a result, they have built a free staff gym, which now has over 25% of our staff holding membership. Smoking cessation sessions are held weekly in the workplace with specialist advisors to support staff in quitting. In addition, every member of staff is encouraged to undergo a full NHS Health Check every year within work time and this has led to several staff becoming aware of an unrecognised health condition.
Every year the company holds a week of staff conferences to which all staff are invited for a half day session. With a staff of 657, this works out at conferences of approximately 80 people. The senior Management Team attend every conference and with such a diverse workforce, the conferences are designed to be entertaining, engaging and inclusive. The format ensures all staff have an opportunity to work directly alongside members of SMT and the occasion is used to reinforce the vision and values of the Company. This gives staff an opportunity to express their views directly to the SMT and come up with ideas for improvement.
South Tyneside Homes are not only a social housing provider but are actively involved with the local and wider community they serve. The company is a leader and ambassador for engaging with young people from the borough. By engaging with young people they can gain a better understanding of their needs and requirements whilst passing on information about the services we provide and what the opportunities of employment are within the company. One such initiative is the "Eco Challenge" which is now in its fourth year. The inititave has been very successful as it encourages young people to get involved and its also links in with the school learning curriculum at key stage 3. This years challenge was to plan a development in an open space. Each team was given the challenge of planning, designing and developing improvements for an estate somewhere within the North East of England.
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