State of Engagement 2026 Report |
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All employees are entitled to a free pass to use the Clubs site network to stay in their Caravan or Motorhome at any of their sites across the UK. This pass is available during their employment and also for a period of time after their employment that reflects the number of years they worked for the Club. There are also a number of Caravans and Motorhomes available for employees to use if they do not own one themselves. Big discounts are also available on the Clubs glamping products and range of cottages across the UK.
All employees are entitled to a free pass to use the Clubs site network to stay in their Caravan or Motorhome at any of their sites across the UK. This pass is available during their employment and also for a period of time after their employment that reflects the number of years they worked for the Club. There are also a number of Caravans and Motorhomes available for employees to use if they do not own one themselves. Big discounts are also available on the Clubs glamping products and range of cottages across the UK.
All employees are entitled to a free pass to use the Clubs site network to stay in their Caravan or Motorhome at any of their sites across the UK. This pass is available during their employment and also for a period of time after their employment that reflects the number of years they worked for the Club. There are also a number of Caravans and Motorhomes available for employees to use if they do not own one themselves. Big discounts are also available on the Clubs glamping products and range of cottages across the UK.
The annual performance appraisal process identifies staff's training and development needs. Trainers from corporate partners of the Centre deliver intensive management and generic skill set training to Programme and Project Managers. The Centre introduced a 'One to Watch' award for emerging and upcoming Project Leaders. The winners of this award undertake comprehensive and structured management training, focusing on all Project Management elements.
The Centre have strategic forum meetings held every 3 months where all the project managers and the senior management meet to discuss and come with new ideas and develop the overall strategy and objectives. Workshops from external trainers on areas focusing organisational change and wellbeing were also introduced.
The annual performance appraisal process identifies staff's training and development needs. Trainers from corporate partners of the Centre deliver intensive management and generic skill set training to Programme and Project Managers. The Centre introduced a 'One to Watch' award for emerging and upcoming Project Leaders. The winners of this award undertake comprehensive and structured management training, focusing on all Project Management elements.
This year, they made a conscious effort to reduce the amount of plastic waste they create. They bought every employee a branded water bottle, and have glasses readily available for visitors (instead of plastic cups). They also have changed their hot drinks machines so that a mug has to be used rather than a paper/plastic cup. They no longer purchase plastic cups at all within the business.100% of their waste is recycled. This means that nothing they produce goes to landfill. They have replaced their air conditioning as well to save energy and maintain a comfortable temperature for everyone who works in the office.... creating a better working environment and running a more efficient air con system which will save costs. They are an accredited member of the carbon trust - with the aim to reduce CO2 emissions year on year.
Before the leadership development programme starts, each manager receives coaching from someone else who has been through the programme. They also choose action learning groups as part of the programme - this is a group of peers getting together regularly to discuss issues/concerns and learn from each other. Their Leader Essentials programme focuses less on leadership behaviour and more on the basics of being a great people manager, such as policies and processes, case studies on how to deal with certain situations etc. This not only ensures everyone is on the same page, but also builds internal relationships so each of their managers have someone else they can go to for advice.The HR team also support, having regular 121's with all managers to coach and mentor them where appropriate, and attending team meetings.
Wellbeing is covered at Bristan Group's quarterly employee forum, allowing employees to raise wellbeing issues at a group level. On top of this, they encourage their managers to hold regular 121s, allowing employees to be open and honest with how they are feeling. Their managers are equipped with the tools they need to do this, which includes a free 24/7 confidential employee assistance helpline.
Brainlabs believe that one of the biggest steps for addressing the issue of workplace stress involves tackling the stigma surrounding the effects of stress. They have worked very hard to create an open culture and have had members of the senior team host company-wide talks on how stress has affected their mental health. They have a policy, "Brain Days", whereby employees can take a sick day off work when they feel they're being affected by stress without having to give any more explanation other than telling their manager they need a brain day.
Brainlabs believe that one of the biggest steps for addressing the issue of workplace stress involves tackling the stigma surrounding the effects of stress. They have worked very hard to create an open culture and have had members of the senior team host company-wide talks on how stress has affected their mental health. They have a policy, "Brain Days", whereby employees can take a sick day off work when they feel they're being affected by stress without having to give any more explanation other than telling their manager they need a brain day.
Brainlabs believe that one of the biggest steps for addressing the issue of workplace stress involves tackling the stigma surrounding the effects of stress. They have worked very hard to create an open culture and have had members of the senior team host company-wide talks on how stress has affected their mental health. They have a policy, "Brain Days", whereby employees can take a sick day off work when they feel they're being affected by stress without having to give any more explanation other than telling their manager they need a brain day.
Within the business they offer an Employee Assistance Programme (EAP), supported by their Occupational Health provider, this has been a key tool to provide support for their team and also their team leaders. The EAP provides free 24/7 confidential advice to their teams delivered by trained therapists and advisors. They have also launched their new app ‘Health e-hub', provided by their EAP provider which their teams can access for advice on a wide ranges of issues including financial, legal and medical information, relationship advice, housing concerns, alcohol or drug issues, childcare support, stress and anxiety, gambling, bereavement etc.
Within the business they offer an Employee Assistance Programme (EAP), supported by their Occupational Health provider, this has been a key tool to provide support for their team and also their team leaders. The EAP provides free 24/7 confidential advice to their teams delivered by trained therapists and advisors. They have also launched their new app ‘Health e-hub', provided by their EAP provider which their teams can access for advice on a wide ranges of issues including financial, legal and medical information, relationship advice, housing concerns, alcohol or drug issues, childcare support, stress and anxiety, gambling, bereavement etc.
At Bourne they have a wide range of virtual learning solutions to help engage and blend their learning for all their team members. C-Live is a scenario based virtual classroom that connects the team from all over the country to enable peer to peer learning in a safe environment. Bespoke scenarios such as; performance reviews, challenging conversations and guest service help support the communication development of their future leaders. C-Live is a platform that sits on their Learning Management System which enables groups to ‘connect', share their progress and learning as well as providing the opportunity for the facilitator to moderate each group, sharing additional learning and resources to enhance the learning further. All of their brands offer the opportunity for team members to become brand ambassadors and then to progress to lead brand ambassadors. This provides them with exposure to additional development such as delivering training sessions, attending listening groups and conferences and passing on their passion for the brand to others.
BLH have a talent drop-in every week and an open door policy. They have feedback channels and open conversation is core to their culture. They also conduct employee surveys and schedule development meetings.
Along with each employee receiving a £1000 development budget, BLH praise employees for their own personal development achievements in the weekly Monday morning company meeting.
All senior managers are approachable, not in separate office space, and their two founders work on an open door policy. Their top company value is people first and using this they make sure that all voices are heard and all opinions, no matter what level, are welcomed.
Their senior management team (SLT) prides itself in rolling up their sleeves and getting stuff done, they aim to work in a servant leadership style consistently across the business, putting their teams first and themselves second. Their commitment to the values is clear across the employee experience, they are all involved in the interviewing process regardless of the level of hire, and all of their SLT meet with each new starter to explain their area of the business and how it works. This is also a great way of their new starters getting to know the senior team quickly and breaking down any perception of hierarchy in the organisation.
Their office is open plan and all senior management sit within their Team, this means they have a super transparent way of working and all of their Teams feel close to their member of the SLT. Each one takes responsibility of hosting the Monthly Meeting as they all agree on the importance of regularly communicating with the entire Team. The SLT make a point of being involved in everything they do and throw themselves fully into their team events and socials i.e. everyone in the business was in a Hackday Team (no exceptions) and their COO was working alongside their Customer Delight Associates, Marketing Execs. Often the SLT themselves will take the lead in organising team socials and other ways to care for the whole Team i.e. their Director of Marketing created and hosted the entire Crystal Maze evening.
Management Development programme rolled out to all people Managers in 2018, this is being followed up in 2019 with additional modules focusing on Performance Conversations, Coaching skills and giving feedback. They've placed a special emphasis on getting more comfortable with feedback in 2019, it's a topic that comes up in their SLT meetings as well as feedback from their reviews so they've been really keen to help everyone be more confident with feedback conversations. Managers have already completed one day training on Performance Conversations and will be following up with workshops covering Everyday Feedback and Coaching Skills.The People Team are already thinking about what the next phase of learning is for the Management Team in 2020, they want their Managers to be ready to grow into amazing Leaders.
Management Development programme rolled out to all people Managers in 2018, this is being followed up in 2019 with additional modules focusing on Performance Conversations, Coaching skills and giving feedback. They've placed a special emphasis on getting more comfortable with feedback in 2019, it's a topic that comes up in their SLT meetings as well as feedback from their reviews so they've been really keen to help everyone be more confident with feedback conversations. Managers have already completed one day training on Performance Conversations and will be following up with workshops covering Everyday Feedback and Coaching Skills.The People Team are already thinking about what the next phase of learning is for the Management Team in 2020, they want their Managers to be ready to grow into amazing Leaders.
Each year every employee has £120 to spend towards their development which they call the Personal Development Fund. This can be work related or non work related e.g. gym, driving lessons.
Birmingham Hippodrome is committed to forging relationships with schools and colleges in the West Midlands and surrounding areas and developing the next generation of artists and audiences. They bring creativity into the curriculum, connect learning outcomes to exciting opportunities at the Hippodrome, and provide young people with the chance to experience and connect with theatre. Their schools network – Hippodrome Education Network (HEN) – is designed to allow schools and colleges to have as much flexibility as possible and to find the model that works best for them.
Birmingham Hippodrome is committed to forging relationships with schools and colleges in the West Midlands and surrounding areas and developing the next generation of artists and audiences. They bring creativity into the curriculum, connect learning outcomes to exciting opportunities at the Hippodrome, and provide young people with the chance to experience and connect with theatre. Their schools network – Hippodrome Education Network (HEN) – is designed to allow schools and colleges to have as much flexibility as possible and to find the model that works best for them.
Recently, Berry marked Mental Health Awareness Week by holding a lunch for all employees. At this lunch they utilised prompt cards to stimulate conversations about mental health and general day-to-day life of colleagues. Employees felt that this was a great chance to get away from their desks and get talking to people that they usually wouldn't see.
There is a lot of emphasis at Berry on giving back to the local community. Employees have recently took part in the local Salisbury Bubble Rush event with their families in order to raise money for the Salisbury Hospice Charity. The business also sponsors the local football team with a 3-year deal in place to be their main sponsor, the funds from which has helped the Club to stay afloat.
There is a lot of emphasis at Berry on giving back to the local community. Employees have recently took part in the local Salisbury Bubble Rush event with their families in order to raise money for the Salisbury Hospice Charity. The business also sponsors the local football team with a 3-year deal in place to be their main sponsor, the funds from which has helped the Club to stay afloat.
The Leadership Programme at Barton Willmore is designed to support Directors and Associates in their career and personal development. It consists of two courses of away days and action sets. The course involves high quality, high energy, bespoke workshops and an evening meal with Partners to support internal networking, plus a confidential external coaching session based on 360 degree feedback and psychometric profiling.
The Leadership Programme at Barton Willmore is designed to support Directors and Associates in their career and personal development. It consists of two courses of away days and action sets. The course involves high quality, high energy, bespoke workshops and an evening meal with Partners to support internal networking, plus a confidential external coaching session based on 360 degree feedback and psychometric profiling.
The organisation run interactive workshops in each of their offices, allowing all employees the chance to share ideas in relation to the Investing in People initiatives.
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