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Giving Something Back - The extent to which employees feel their organisation has a positive impact on society
Giving Something Back focuses on the organisation’s social responsibilities. If key factors such as ‘Leadership’ and ‘My Manager’ are performing well, it can influence the improvement of all the other factors, boosting your overall engagement.
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GPS's Learning and Development Programme offers one to one coaching and mentorship for all managers. Breakfast Brainstorms and Lunch and Learns are available to all and bimonthly virtual presentations keep everyone in the loop. Through its emerging leaders programme participants receive the Star Manager level 4 certificate.
Company healthcare, assistance plans and financial wellbeing sessions help its workforce keep well. Nobody was obliged to return to the office full time once its doors opened and flexible working is supported. Home office equipment was offered to all staff during the pandemic to ensure their physical wellbeing.
A signatory of the Women in Finance Charter, GPS is dedicated to promoting female talent in the sector. Men are also supported and last November staff raised money for mental health charities by taking part in Movember. Virtual breakfasts and blog posts also helped spread awareness of men's health issues.
It was paramount for the company to maintain a regular training rhythm during the pandemic and digital learning made sessions more flexible. The company ran an onboarding session with the education team to allow new starters to understand better the history, culture and products.
The firm also increased the frequency of 1-1 catch ups, introduced a virtual Covid hub with key information on mental health and wellbeing including managing yourself and others and it also launched a Facebook page to share additional social activity.
For 16 years ghd has supported Breast Cancer Charities globally and has helped raise $20 million through annual limited-edition collections and awareness campaigns. It no longer uses silica gel within its supply chain, replacing it with a non-toxic, chemical free and is fully biodegradable.
Development opportunities include the Leading the Way and Momentum management programmes and apprenticeships to develop new talent. Recent training has included how to effectively manage and support remote teams, a mental fitness training workshop, safety training and courses in competition law and anti-bribery.
During the pandemic the Fulcrum family swung into action with daily wellbeing calls to every employee, helping colleagues stay in contact by encouraging virtual cuppas and lunch dates, TikTok challenges and online competitions. Line mangers also had weekly 1-2-1s with everyone in their team.
During the pandemic Fulcrum prioritised and provided enhanced services to those helping combat Covid-19. This included speeding up utility connections for new homes for NHS workers, helping a hand sanitiser manufacturer scale up production quickly and helping a new NHS laundry open faster.
Fresenius Kabi encourages an open-minded creative can-do culture that offers employees of diverse cultures and backgrounds a wide range of fulfilling and challenging career and personal growth opportunities, domestically and internationally.
Motivated and dedicated teams work well together, supporting each other and encouraging each other. Empowerment and a strong team spirit are embedded in the culture.
Last year, Fresenius Kabi Germany gave €20,000 (£17,400) to the GoBanyo initiative which helps homeless people in Hamburg. The GoBanyo shower bus offers people the opportunity to shower free of charge and supply themselves with clean towels, clothes and hygiene products.
Every month two staff exemplifying the company values are presented with champagne and shopping voucher by chief executive, Enrico Sanna, at the all-company update and Fora has a “Team Takeover” every fortnight where different departments create some entertainment for the company on that day
As an alternative to its annual ForaFest weekend away, the company sent staff food and drinks and organised a pizza cook-along, cocktail making class and interactive activities including musical Bingo. It also announced the winners of the Golden Palm awards for outstanding contribution.
Fora encourages biodiversity by building bat boxes, beehives and bird houses and ensures plants in its gardens are bee friendly. Fora only buys food or toiletries that are free from palm oil as well as local produce from ethically sourced suppliers and it uses renewable energy for its electricity.
When a director joins the company they spend time on the shopfloor getting to know the business and meeting people across all sites for a wider understanding of the business and to increase approachability. All senior managers post updates and interesting facts about their roles on the in-house platforms.
Zoom, Microsoft Teams and Yapster, its in-house comms platform, were useful tools in helping drive engagement while the bulk of the Flat Iron workforce was on furlough. Weekly quizzes, Zoom Friday beer meetings and cooking competitions with everyone voting for their favourite dish became a weekly event.
Pre-pandemic, Flat Iron had selected Bread and Water for Africa, which helps to provide food, education and healthcare to some of the world's most deprived and vulnerable children, as its lead charity. Its second principal good cause was Cool Earth, which fights climate change – the company being conscious that beef production is part of the story.
Fair Ways believes the key to successful, motivated and engaged teams is having an inspiring and supportive leader. In addition to the management development training programme, which includes external training and coaching sessions, there are regular drop in masterclasses on topics from culture and supporting organisational change to coaching for managers.
During lockdown in place of the usual monthly staff lottery which has a £100 prize, Fair Ways introduced a quarterly lottery where employees can win a £1,000 for a holiday of their choice. Staff can also now choose how they would best like to work in the future.
During the pandemic Fair Ways set up internal and external Help Squads to support vulnerable members of staff and the local community. Fair Ways staff helped colleagues or their families with shopping and picking up prescriptions and organised the donation of over 1,000 items to local food banks.
After carrying out a project on collaboration within the business, in which every employee had their say, it launched multiple communication channels. It found some people preferred to listen at work and others to discuss, some to read and others to watch, and adapted its approach accordingly.
Mental and physical wellbeing have been at the centre of everything Everflow has done for its employees since the pandemic began. Mental health courses, informal virtual get-togethers and quizzes were supplemented by a cycle-to-work scheme and encouraging exercise during daylight hours for those working from home.
The company calculates that by being exclusively paperless, it avoids using 2 million pieces of paper a year on traditional billing and envelopes. It also helps the environment by providing smart meters and giving advice to customers on saving water and preventing blockages.
For the first time, Equinix has been named as one of Fortune Magazine's Most Admired Companies – those with the strongest corporate reputations based on a poll of top executives, directors and analysts. Its EBX (Employee Business Exchange) forum enables nominated representatives to discuss strategies and ensure transparent, effective communication with employees.
Staff interest groups quickly sprang up on Yammer with people sharing personal moments, fun photos, and, of course, communicating about the business. Zoom quizzes and virtual drinks continued hallway conversations. The MD hosts two coffee catch-ups a week with his team and encourages others to do the same.
This year Equinix donated a total of £54,339 to 205 good causes. Food was gifted to The Chapel in Surrey, which went to 150 families; staff backed a joint project between St Mary's Church in Ash Vale and a local coronavirus support group; and raised nearly £1,500 in October's Race Against Hunger.
The Women at EngageTech group was launched to reflect the growing number of females in the business. As well as a chat channel for regular socials and catch-up calls the group meets once a month to discuss relevant issues and more women are consequently now involved in late stage interviews.
The new Mental Health & Wellbeing Committee organise activities including cooking, book clubs, yoga and strength classes and Strava running and cycling clubs with prizes as incentives. Employees are also encouraged to use their flexi-time to get away from their desks and go on walks and runs.
During the pandemic EngageTech staff were given time off to support the NHS volunteer scheme, delivering medicines and acting as a social point of contact for people shielding. For Mental Health Month employees picked a daily fitness challenge and secured sponsorship, raising more than £5,000 for various mental health charities.
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