Fortunately, risual did not have to make any Covid-related redundancies, and staff on furlough – whose pay was topped up to 100% – remained actively engaged with the business via team meetings, company update calls and daily catch-ups, along with investment in their personal development. All colleagues took part in virtual social events too, such as quizzes and competitions.

With the 2020 Olympics postponed the virtual risual Olympics was born, formed of cross-divisional teams that sparked communication. The company encouraged all employees to be mentally and physically active during the pandemic, hosting varied activities from running, walking and cycling to reading books, watching films and a guess the baby challenge.

Recycling Technologies has a lot of staff from overseas with no family in the UK, so the company provided support such as food deliveries and information about local activities they could enjoy during lockdown. Staff on furlough had a buddy to stay in contact with.

An apprenticeship scheme was launched during the pandemic, with seven recruits in the first cohort. The company ran virtual internships over the summer for 12 students and took on seven one-year placement students. Each staff member has a training budget that can be spent on professional courses or academic qualifications.

In December Randstad launched a weekly lockdown wellbeing programme which includes managers forums on wellbeing topics and expert speaker sessions on issues such as resilience, stress, bereavement, and financial wellbeing. It also runs peer forums on topics such as working parents and lone workers.

Randstad offers attractive salaries and a competitive commission structure for recruitment consultants. For shared service/head office employees, it offers a bonus scheme ranging between 2.5% - 7.5% of total annual salary. Other perks include a medical cash plan, income protection, gym membership discounts, discounted cinema tickets and your birthday off.

Pure Planet provided full IT kit for those who needed it during lockdown, and even paid for desks in some cases. Once the initial lockdown lifted 10% of employees could come into the office, under safe social distancing guidelines, if they wanted a change of scenery or peace away from flatmates or family. Everyone gets the same parental leave and pay – regardless of gender, identity or sexual orientation, or whichever way they become a parent.

Along with an employee assistance programme and trained mental health first aiders Pure Planet has a Slack channel focused purely on mental, physical and financial wellbeing. Resilience-building videos by an external trainer and free remote yoga sessions have been offered company-wide. 80% of staff took part in a virtual walk from London to Lapland, adding their steps daily to a calculating app.

A management development programme, which was delivered in person helped leaders evaluate their own performance and strengthen their skills. Our online platform offers modules to support managers lead hybrid teams and support all employees with their wellbeing. All managers are provided with annual employment law training from our solicitor at JEL.

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In the last staff survey in December 2020, 95% of staff agreed senior leaders provide a clear vision of the direction of Premier and 97% agreed they understood the company values of integrity, efficiency, and trust. CEO Alastair Aird says he has “never worked with a leadership group that trusts each other so implicitly”.

The company is passionate about creating digital products that are truly purposeful and effective, and the contribution of individual Spuds is regularly acknowledged. Potato also says: “As our head of the business, MD Phil Wright has been a rock, and he and our leadership team have received much positive feedback.”

Benefits include an enhanced pension scheme; Bupa; an employee assistance programme; and access to NABS, the support organisation for the advertising and media industry. Parental leave is above statutory; there is life assurance and group protection insurance; and corporate accounts cover wellbeing and mindfulness coaching by the likes of Headspace and Fidlleaf.

An instant values-led recognition scheme has been introduced to recognise staff going above and beyond. Nominations can be made by peers or line managers with the recipient receiving a personalised “thank you” card and shopping vouchers plus a shout out each quarter on the intranet.

In addition to a Wellbeing Week and personal resilience and mindset webinars, Porterbrook has promoted free workouts that staff might enjoy doing at home with their and run virtual social events including quizzes. It also arranged regular welfare checks on staff living alone.

During the first quarter of 2021 plan.com has focussed on its core values: trust, passion and excellence, harnessing the help of motivational speakers Jason Fox, Ranulph Fiennes and Dame Kelly Holmes to communicate the messages. The quarter's top two ‘weekly heroes' win a luxury trip, which they can jet off on when restrictions allow.

The work-hard-play-hard ethic is ingrained at plan.com and the social calendar has remained packed with virtual events that have included cook-a-longs, family fun nights and an awards evening. Surprise gifts from the company, such as care hampers and Easter eggs, have also helped keep team spirit high.

Managing director Sam Mudd led from the front as soon as the government advised people to work from home, sending regular videos recorded on her phone to keep people up to speed on issues such as getting hold of home office equipment. She also sent business updates and recommended Ted talks to keep people motivated.

A Friday quiz at 4.30pm has kept colleagues interacting over the past year, the £50 prize up for grabs donated to the winner's chosen charity. Staff have also united for virtual fitness classes, bingo sessions and ‘tea and toast' chats, while funny hats have lightened the mood of some team meetings.

Managers helped people set up home offices during the pandemic and organised regular team meetings and online updates. Employees were given options to work flexibly to support home schooling or looking after dependants. New technology was brought in to facilitate e-learning and training management.

More regular company meetings and one-to-ones have been introduced, at which everyone is encouraged to use their camera. There are plans to divide the business into teams across functions and countries, to help build relationships and ease communication between staff who would otherwise have no opportunity to interact.