State of Engagement 2026 Report |
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Juniper Training Ltd doesn't have a long-working hour's culture. Centres close no later than 4.30pm, and never open on weekends or bank holidays. The company have up to 30 holidays per year, plus bank holidays and attempt to grant as many flexible working requests as possible, with the option to buy an additional 5 days. Juniper send birthday cards to all members of staff, which each member of the management board sign/write a personal message. The centres have been refurbished to give staff a better working environment, and 3 of the centres moved to better premises. Juniper introduced free flu jabs, NHS health checks and cycle to work scheme. The company also hold birthday meetings where staff come together for an informal feedback meeting with SMT, have birthday cake & games and a half day finish. Several staff have late starts as they go to gym classes before work once a week. The company have held wellness sessions in centres, with one centre doing Zumba.
Juniper Training Ltd doesn't have a long-working hour's culture. Centres close no later than 4.30pm, and never open on weekends or bank holidays. The company have up to 30 holidays per year, plus bank holidays and attempt to grant as many flexible working requests as possible, with the option to buy an additional 5 days. Juniper send birthday cards to all members of staff, which each member of the management board sign/write a personal message. The centres have been refurbished to give staff a better working environment, and 3 of the centres moved to better premises. Juniper introduced free flu jabs, NHS health checks and cycle to work scheme. The company also hold birthday meetings where staff come together for an informal feedback meeting with SMT, have birthday cake & games and a half day finish. Several staff have late starts as they go to gym classes before work once a week. The company have held wellness sessions in centres, with one centre doing Zumba.
Juniper Training Ltd doesn't have a long-working hour's culture. Centres close no later than 4.30pm, and never open on weekends or bank holidays. The company have up to 30 holidays per year, plus bank holidays and attempt to grant as many flexible working requests as possible, with the option to buy an additional 5 days. Juniper send birthday cards to all members of staff, which each member of the management board sign/write a personal message. The centres have been refurbished to give staff a better working environment, and 3 of the centres moved to better premises. Juniper introduced free flu jabs, NHS health checks and cycle to work scheme. The company also hold birthday meetings where staff come together for an informal feedback meeting with SMT, have birthday cake & games and a half day finish. Several staff have late starts as they go to gym classes before work once a week. The company have held wellness sessions in centres, with one centre doing Zumba.
Interdean has an annual end of summer party to thank all the staff for the hard work done throughout the peak season. This year's event saw the Best of British on show with costumes, food and drinks, music, and an appearance by the Pearly Kings and Queens. Interdean also rewards individuals using performance related rewards. This is measured through Customer Satisfaction Survey scores whereby individuals will receive incentive payments on a monthly basis if they deliver exceptional service to their customers.
In 2011 Interdean introduced the Great Ideas Forum. They invited employees to submit their ideas to improve the way they work and incentivised participation by rewarding employees whose ideas were chosen to be implemented. When the results are published, Interdean plan to widely publicise the detailed information to all of their staff. They also plan to run a series of workshops to discuss the results of the survey, which will focus on sharing what they are doing well and acknowledging and coming up with action plans on how they can improve employee engagement. They plan on proactively asking for input from all departments and job levels on how they can make positive changes in the company.
Interdean is a socially responsible employer, strongly encouraging its employees to engage in philanthropic activities. One of the charitable organisations that Interdean has supported for a number of years is Marie Curie Cancer Care. They hold an annual Rugby 7s Tournament in aid of this fantastic cause and this year's event was held in August at the London Wasps Training Ground. The day was a very enjoyable event, with many of Interdean's employees turning up to lend a hand with the day's activities. Family entertainment was provided alongside the day's great sporting efforts, including a bouncy castle and sweets and cake stall. Fuel for the athletes was provided in the form of a traditionally-themed Australian barbeque, sponsored by our sister company, Wridgways. Interdean has raised over £70,000 for Marie Curie in the last five years and contributed over 1000 hours of employee time in the last year to raise donations, participate in sporting events, and run bake offs.
Interconnector award spot bonuses for one off pieces of work or displays of behaviour outside day to day expectations. In addition, the company funds social events throughout the year as a way of rewarding employees for their efforts.
Interconnector award spot bonuses for one off pieces of work or displays of behaviour outside day to day expectations. In addition, the company funds social events throughout the year as a way of rewarding employees for their efforts.
Interconnector award spot bonuses for one off pieces of work or displays of behaviour outside day to day expectations. In addition, the company funds social events throughout the year as a way of rewarding employees for their efforts.
OlyINKpics - To celebrate the 2012 London Olympics, in early July the entire sales and commercial departments dedicated their mornings to worthwhile community organisations and charities of their choice. In the afternoon, everyone met in Regents Park and were divided into cross-departmental teams, where they competed in different athletic events -volleyball, relay, long jump, etc. The event was well-received and was an excellent opportunity for those who don't normally work together, to get to know one another better.
HappINKness - At the end of 2011, 121 of Ink's employees wrote about what made them happy in the “HappINKness” book. The book showed what a fun and creative business Ink had become. Dreams - Dreams has proven a successful way of finding out what inspires and motivates Ink's employees. Typagora12 - Typagora provided an open forum for the management team to speak openly about where Ink is and share their visions for where it is going in the next three years. From the breakout sessions, brainstorming and presenting, attendees were able to come up with ideas and solutions for challenges that the businesses faces and may face in the future.
HappINKness - At the end of 2011, 121 of Ink's employees wrote about what made them happy in the “HappINKness” book. The book showed what a fun and creative business Ink had become. Dreams - Dreams has proven a successful way of finding out what inspires and motivates Ink's employees. Typagora12 - Typagora provided an open forum for the management team to speak openly about where Ink is and share their visions for where it is going in the next three years. From the breakout sessions, brainstorming and presenting, attendees were able to come up with ideas and solutions for challenges that the businesses faces and may face in the future.
A central feature of their CSR programme is designed to help their residents get off benefits and into work. To achieve this they introduced a Business Start-up training programme for residents who were keen to start their own business. The Course was designed to give residents the skills, confidence and the support to start their own business. The programme was run in partnership with the Aspire Foundation, a charity that works to unlock the potential of people who've often been written-off by society. It was funded as a Big Society Initiative by the Royal Borough of Windsor and Maidenhead (RBWM), as it was seen locally as something that would deliver lasting social impact for people who are currently relying on benefits. In June 2012, Fifteen unemployed residents graduated from the 12 week course with business plans in place to start their own business. At a Dragons Den style presentation, at their graduation ceremony, in partnership with the RBWM, the graduates were awarded grants and possible contracts totalling nearly £8,500 to help them get their businesses going. The money will be used to help buy essential equipment and pay for insurance and training. The range of businesses that will be created by the graduates includes a craft shop, dog walking business, ironing businesses, maths tutoring and photography. Plans are in place to run a second course in 2013. Residents have said that the Business Start-Up training has changed their lives.
A central feature of their CSR programme is designed to help their residents get off benefits and into work. To achieve this they introduced a Business Start-up training programme for residents who were keen to start their own business. The Course was designed to give residents the skills, confidence and the support to start their own business. The programme was run in partnership with the Aspire Foundation, a charity that works to unlock the potential of people who've often been written-off by society. It was funded as a Big Society Initiative by the Royal Borough of Windsor and Maidenhead (RBWM), as it was seen locally as something that would deliver lasting social impact for people who are currently relying on benefits. In June 2012, Fifteen unemployed residents graduated from the 12 week course with business plans in place to start their own business. At a Dragons Den style presentation, at their graduation ceremony, in partnership with the RBWM, the graduates were awarded grants and possible contracts totalling nearly £8,500 to help them get their businesses going. The money will be used to help buy essential equipment and pay for insurance and training. The range of businesses that will be created by the graduates includes a craft shop, dog walking business, ironing businesses, maths tutoring and photography. Plans are in place to run a second course in 2013. Residents have said that the Business Start-Up training has changed their lives.
In addition to the annual pay review in 2011 they replaced their Corporate Bonus with an individual recognition scheme. This is a scheme whereby individual excellent performance or excellent demonstration of company values is recognised by the line manager. Line Managers have access to a budget to reward staff members who have gone the extra mile, for example those who may have helped out another team, provided outstanding customer service or delivered above and beyond the expectations of their role. To say “thank you” the manager may give them a bottle of wine, bunch of flowers or something more specific.
The most memorable event was Hostelbookers' 8th Anniversary Party held in May this year. Each year they celebrate their anniversary with a big party and this year the company took their staff to a private 10 Pin Bowling suite which they hired for the afternoon. Hostelbookers organised teams for bowling and held mini competitions e.g. giant games, karaoke, travel quiz and a fancy dress photo booth. They then took everyone to a restaurant which they hired out for the evening. There was a champagne reception, 4 course meal, prize and speech ceremony and then dancing until early hours of the morning. The whole day including food and drinks was completely free to their staff.
The most memorable event was Hostelbookers' 8th Anniversary Party held in May this year. Each year they celebrate their anniversary with a big party and this year the company took their staff to a private 10 Pin Bowling suite which they hired for the afternoon. Hostelbookers organised teams for bowling and held mini competitions e.g. giant games, karaoke, travel quiz and a fancy dress photo booth. They then took everyone to a restaurant which they hired out for the evening. There was a champagne reception, 4 course meal, prize and speech ceremony and then dancing until early hours of the morning. The whole day including food and drinks was completely free to their staff.
Twice a month Hostelbookers offer half price chair massages and every other month, half priced reflexology massages. Every January they hold a "Wellbeing" month where they organise health checks, free gym trials, stop smoking sessions, lose weight sessions, pamper slots, discounted gym memberships, weekly well being tips, lunch time runs and exercise, weekly fruit bowls and extra massage sessions.
By leveraging the best thinking and learning programmes from across their organisation, Hilton seek to share knowledge with their Team Members to improve delivery efficiency, cost effectiveness, personal development and promote best practices. Hilton Worldwide University (HWU) allows them to bring together all of their learning and effectively share it across their enterprise. HWU has been identified by a separate and distinct icon, signifying learning across the company. Hilton deliver curriculum through five colleges, which have all been assigned an executive sponsor and work with a learning council to help develop the curriculum for their section. The five colleges collectively offer more than 2,500 courses that are delivered in a variety of ways including classroom training, e-learning, webinars, e-books, live and taped programmes such as “Leaders Teaching Leaders” and “Lunch and Learns,” articles, recommendations for on-the-job development experiences, social learning and apps.
By leveraging the best thinking and learning programmes from across their organisation, Hilton seek to share knowledge with their Team Members to improve delivery efficiency, cost effectiveness, personal development and promote best practices. Hilton Worldwide University (HWU) allows them to bring together all of their learning and effectively share it across their enterprise. HWU has been identified by a separate and distinct icon, signifying learning across the company. Hilton deliver curriculum through five colleges, which have all been assigned an executive sponsor and work with a learning council to help develop the curriculum for their section. The five colleges collectively offer more than 2,500 courses that are delivered in a variety of ways including classroom training, e-learning, webinars, e-books, live and taped programmes such as “Leaders Teaching Leaders” and “Lunch and Learns,” articles, recommendations for on-the-job development experiences, social learning and apps.
Hilton Worldwide sees the Wellbeing of all employees as important and encourages Healthy lifestyle. This is promoted through highlighting healthy options for physical activities as well as the healthy options both in nutritional and general health. Hilton's Living Well Gymnasiums and Spas are available to all employees and they have the opportunity to attain advice on personal training and nutritional guidelines and can be safely monitored. The company, also through all their community and charitable work, promote external activities and challenges that enhance individuals physical well being, for example their ‘Around the World in a day' annual charity event challenges employees to cover as much mileage as possible by walking, running, cycling, swimming, rowing etc. With the community and charity involvement this creates an incredibly fun and rewarding day for so many in their achievements whilst also raising money for charities worldwide.
The company provides initial and ongoing in-house training, specialised training from external providers and access to formal qualifications.
Hansel Group of Charities provides an independent and confidential employee counselling service, available to all staff. Flexibility in working arrangement is available in response to individual factors.
Hansel Group of Charities provides an independent and confidential employee counselling service, available to all staff. Flexibility in working arrangement is available in response to individual factors.
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