Each new joiner will have their own bespoke induction programme which is designed to ensure they have everything required for their new roles. Induction is structured to give a high level overview of the firm, its future goals and objectives while instilling the core values and history of the firm and why this culture is important.

Everyone is given a day a year to volunteer for a local charity. Recent projects have included decorating a community centre, painting a school, beach cleans and serving Christmas Lunch on Christmas Day for Estuary League of Friends.

The Theatre offer all new joiners a work Buddy to help them navigate the way they do things and give them general support as they adjust to working at Mayflower Theatre. The new joiner and their buddy are allocated time in work to meet for a coffee and in addition they are allocated two tickets to a show.

Employees receive 25 days annual leave and 15 days public holiday every year. Flexi time and time off in lieu are also available to employees, as well as a generous package of special leave which covers paid time off for study, attending medical appointment and even time to move home.

Every hotel is encouraged to engage in local community activities as they believe that when they support communities outside of their own hotel doors, they make them stronger.

The President and Managing Director is a true believer that the cornerstone of the company is its people and retains a laser-like focus on building a strong culture that fosters innovation and embraces wellbeing.

The CEO regularly holds a book group for those aspiring employees at Macs. This is an opportunity for the CEO to impart their knowledge of the industry and work experience and help mentor and knowledge share fresh ideas/ways of thinking with those members of the team at Macs who are keen to grow professionally and personally.

In 2016, Lyreco introduced a Charity Steering Group with the purpose to expand support provided to local communities. Staff submit initiatives they are involved in and Lyreco will donate funds, volunteers or products.

Bionic Group have five clear ways that they measure the effectiveness of their managers.

1) Driving Business Results. They have a balanced score card approach which is central to how they focus their efforts & measure their success. It enables them to pull together as one team and align to common goals. They hold operational dashboards to review performance against these KPIs.

2) Employee Engagement Surveys to measure team player motivation and engagement. Those leaders with engagement results lower than the company average have a high support from their people and culture team to support them on improving their results through focused action plans.

3) Turnover rates are measured on an annual and monthly basis and shared with their Exec Team and Investors. Working groups are created with a number of leaders if they see spikes in churn. Glassdoor reviews of job candidates and leavers is also monitored and reported monthly and assessed against turnover rates and exit interview data.

4) 360 Feedback is used for their talent programme. This enables their leaders to get feed-back from their manager, peers, team members and stakeholders. Each leader has a detailed feedback session from an experienced external coach to enable them to devise a Personal Development Plan.

5) Performance Management system. Their managers performance is measured by performance and potential. Every 4 months, every Exec leader presents the talent ratings for their overall teams which is calibrated across Bionic Group. This allows each Exec member to provide performance feedback of individuals to support their development.

The Chairman makes weekly visits to construction sites to talk to site operatives about the progress and the challenges being faced.

Lakeland provide free bus services for colleagues at their HO sites, reducing the use of private vehicles and offer colleagues the opportunity to utilise the cycle to work scheme, encouraging green commuting and exercise.