State of Engagement 2026 Report |
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Once a year, Worldpay organises a journey for high-potential employees throughout the business. Participants are told what to pack but do not know where they will be going. The journey in 2017 was to Sardinia.
Once a year, Worldpay organises a journey for high-potential employees throughout the business. Participants are told what to pack but do not know where they will be going. The journey in 2017 was to Sardinia.
Once a year, Worldpay organises a journey for high-potential employees throughout the business. Participants are told what to pack but do not know where they will be going. The journey in 2017 was to Sardinia.
They offer reduced working hours for 13 weeks when mums return to work, and managers are encouraged to work with their staff to see what arrangements work best for them. They also offer five days maternity support in the lead up to the birth.
They offer reduced working hours for 13 weeks when mums return to work, and managers are encouraged to work with their staff to see what arrangements work best for them. They also offer five days maternity support in the lead up to the birth.
One of their biggest successes in 2017 was their annual staff volunteering project. More than 100 members of staff – from the senior directors to bricklayers - took part, helping to transform a derelict piece of land into a community allotment.
There are a number of schemes intended to bring employees closer together. These include using Facebook's Workplace, quarterly meetings, informal workshops with an open Q&A session with James, and Show and Tell - an employee-led initiative giving staff the opportunity to showcase their upcoming projects.
Managers have monthly one-to-one meetings with their line manager to discuss their progress. 360-degree feedback is also used for managers on an informal basis.
There are a number of schemes intended to bring employees closer together. These include using Facebook's Workplace, quarterly meetings, informal workshops with an open Q&A session with James, and Show and Tell - an employee-led initiative giving staff the opportunity to showcase their upcoming projects.
The company operates a pay banding practice that links financial reward to demonstrated competence over time. As the skill set required by their manual workers is very specific, they bring employees in on a starting salary with the opportunity for pay progression up to 10% as they develop their skills.
The probation process for new employees includes a defined six-month objective and development plan to give new employees clarity of expectations at each review period. This also provides managers with a tool to measure performance.
The company operates a pay banding practice that links financial reward to demonstrated competence over time. As the skill set required by their manual workers is very specific, they bring employees in on a starting salary with the opportunity for pay progression up to 10% as they develop their skills.
The annual ‘Spark Life Wellness Week' provides tools to employees to promote wellbeing. This includes nutrition, exercise, mindfulness, financial wellbeing, massage and even the benefits of wild swimming.
‘Spark Labs', a cross-brand brainstorm initiative, encourages employees to support the business by offering ideas to solve a particular problem or amplify a launch. This is an opportunity for VIMN employees to interact and communicate outside of the day-to-day sphere.
The reward and recognition scheme ‘The Power of Thank You' is both a peer-to-peer and manager-led initiative. Managers are able to award two gifts of up to £50 or a day off per year, while colleagues can award personalised note cards and pass their nomination to David Lynn who awards a £50 gift card each to a chosen nominee and nominator.
The organisation has a flexible working policy that allows employees to apply for variations to their contract, for example, if they have children to care for, or sick relatives to look after; and need to adjust their working hours. They also offer a flexi-time scheme and agile working.
Helping Hands is a project set up as part of the Staff 2020 Group. The organisation allows every member of staff to invest one day per year into this initiative. Projects include: St Johns Playgroup, The Chill Out Zone, and Dene Magna School.
Helping Hands is a project set up as part of the Staff 2020 Group. The organisation allows every member of staff to invest one day per year into this initiative. Projects include: St Johns Playgroup, The Chill Out Zone, and Dene Magna School.
An annual conference is held communicating the organisation's vision, values and mission, and inspiring people to make banking better. Delegates from across the business are selected because they will benefit from the event and are best-placed to take the message back to their team.
Chief Executive Officer, Paul Pester, holds a fortnightly ‘stand up' speech to people live in the office, wherever he is. Employees are encouraged to submit questions, with Paul answering as many as he can during five minutes of the meeting.
TSB launched their Local Charity Partnership programme in 2015 to encourage branches, head office and telephony sites to engage in the local community. Working with nearly 500 charity partners, the bank has helped raise over £500,000 through fundraising.
The senior management team engage with the organisation in a number of different ways, including office walkabouts. They seek out a variety of employees and actively mentions the results that they or their teams are achieving.
Trivallis has a series of awards that employees can be nominated for. These include awards for Esteem, Solid as a Rock, Top Service, and The A Team. Anyone within the company can nominate a fellow employee.
Trivallis has a series of awards that employees can be nominated for. These include awards for Esteem, Solid as a Rock, Top Service, and The A Team. Anyone within the company can nominate a fellow employee.
In order to reward employees for their efforts, staff members are encouraged to nominate colleagues and/or teams each quarter as part of their formal recognition process. Nominations are judged against the company's values.
In 2017, the Trainline launched a quarterly pulse survey that asks all employees to provide feedback and rate their manager. By setting internal benchmarks, the company is able to identify which of their managers are on track and those who need support.
In 2017, the Trainline launched ‘Trainline Connect', an internal mentoring programme that will enable the company to develop mentors and mentees. In addition, Trainline Connect provides these mentors and mentees with a community to share best practice and understanding.
TMK is an active member of ClimateWise, the insurance industry initiative through which members aim to work together to respond to risks and opportunities of climate change. They practise sustainable claims where possible and have a representative on the ClimateWise Sustainable Claims Group.
Their aspiration is to be a ‘good company', which means being a great company to do business with and a great place to work. This is underpinned by their values of empowerment, excellence, fairness, innovation and teamwork.
TMK is an active member of ClimateWise, the insurance industry initiative through which members aim to work together to respond to risks and opportunities of climate change. They practise sustainable claims where possible and have a representative on the ClimateWise Sustainable Claims Group.
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