What are companies doing with regards to 'Giving Something Back'

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VocaLink

The ‘Pennies from Heaven' scheme allows employees to donate the pennies from their salary to charity. Monthly salaries are rounded down and the most anyone can give a month is £0.99. VocaLink also ask employees to vote for a new charity each year, with the current charity being Cancer Research UK. One Friday per month is allocated to charity fundraising. The company also allocate a number of colleague days per year for employees to book and fundraise for a charity of their choice. VocaLink is committed to helping to strengthen its surrounding communities and encourage their employees to get involved in their communities through volunteering. All permanent and fixed term contractors are entitled to one volunteering day per year. VocaLink have also formed a partnership with Pilotlight, a not for profit organisation who match directors from charities and social enterprises with teams of senior business people to plan for sustainability, development and growth. The company have nine members of their Executive and Senior Leadership Team who are working as mentors and coaches with charities across the UK, providing their business and personal experience to develop strategic and business plans.

In addition to their extensive pay and benefits package, performance related bonuses and intangible benefits such as flexible working and a great working environment, VocaLink also have an employee recognition scheme that seeks to reward employees for efforts that are over and above their usual role. The recognition award scheme is directly linked to the company behaviours of commercial, courageous, collaborative, transparent and respectful. Anyone across the business can nominate their colleagues against one or more of these behaviours through the recognition portal. As each nomination is made with supporting information, a post is made on the intranet which contains all the details of the nomination and is available to 'like' and comment on. All the nominations are then assessed by a panel made up of colleagues from across the business. Three nominations per month are crowned 'winners' and in addition to the immediate recognition from the nomination itself, these employees are awarded £100, which can be redeemed at a range of shops and restaurants. In addition, teams of people that are nominated could win a quarterly prize of up to £500 towards a team celebration. Each year three 'overall' winners are selected by a panel to receive £1,500. The scheme is regularly reviewed and refreshed to ensure that it is in line with our behaviours and the needs of all employees.

In addition to their extensive pay and benefits package, performance related bonuses and intangible benefits such as flexible working and a great working environment, VocaLink also have an employee recognition scheme that seeks to reward employees for efforts that are over and above their usual role. The recognition award scheme is directly linked to the company behaviours of commercial, courageous, collaborative, transparent and respectful. Anyone across the business can nominate their colleagues against one or more of these behaviours through the recognition portal. As each nomination is made with supporting information, a post is made on the intranet which contains all the details of the nomination and is available to 'like' and comment on. All the nominations are then assessed by a panel made up of colleagues from across the business. Three nominations per month are crowned 'winners' and in addition to the immediate recognition from the nomination itself, these employees are awarded £100, which can be redeemed at a range of shops and restaurants. In addition, teams of people that are nominated could win a quarterly prize of up to £500 towards a team celebration. Each year three 'overall' winners are selected by a panel to receive £1,500. The scheme is regularly reviewed and refreshed to ensure that it is in line with our behaviours and the needs of all employees.

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Unity Trust Bank

Unity Trust Bank communicate their commitment to their mission, vision and values through ensuring customers are businesses with a social purpose. They communicate through a variety of channels including social media, 'Feel Good Friday' newsletters and 'News Digest'. They became Living Wage accredited - a move that clearly illustrates Unity's dedication to being a socially responsible organisation. Their volunteering activities are reported on in newsletters and on Twitter - this has been successful in promoting a socially responsible approach amongst their employees (they have also received enquiries from customers wishing to set up their own similar schemes and seeking advice). All employees receive a copy of Unity Trust Bank's annual 'Social Impact' Report which describes what Unity is has done so far to achieve its primary purpose and outrageous ambition.

Unity's employees have volunteered at a donkey sanctuary, where therapy is provided for disabled children. They have also visited Acorns children's hospice to help with decorating and tidying up the garden. They've held a MacMillan Coffee Morning for which employees baked cakes and took part in a raffle. Raffle prizes were donated by suppliers, customers and other organisations in the company's building. Employees have also taken part in fun runs, mud runs and triathlons to raise money for charity. The next event planned is to scale three mountains in 24 hours. Unity even have a committee called 'Unity in the Community'. Their aim is to promote and organise volunteering and fundraising events that everyone can get involved in. Employees also have the opportunity to volunteer at any organisation they choose. Unity is an equal opportunities employer and will make reasonable adjustments to ensure that all employees are able to perform their duties to the best of their abilities. The company are keen for the money that they lend to their customers to have a positive impact on the community; therefore they measure and publish the positive social outcome of their lending.

Unity's employees have volunteered at a donkey sanctuary, where therapy is provided for disabled children. They have also visited Acorns children's hospice to help with decorating and tidying up the garden. They've held a MacMillan Coffee Morning for which employees baked cakes and took part in a raffle. Raffle prizes were donated by suppliers, customers and other organisations in the company's building. Employees have also taken part in fun runs, mud runs and triathlons to raise money for charity. The next event planned is to scale three mountains in 24 hours. Unity even have a committee called 'Unity in the Community'. Their aim is to promote and organise volunteering and fundraising events that everyone can get involved in. Employees also have the opportunity to volunteer at any organisation they choose. Unity is an equal opportunities employer and will make reasonable adjustments to ensure that all employees are able to perform their duties to the best of their abilities. The company are keen for the money that they lend to their customers to have a positive impact on the community; therefore they measure and publish the positive social outcome of their lending.

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Unicef UK

At Unicef, different teams adopt different practices according to their needs. These include weekly stand up meetings to share priorities for the week and to ask for assistance if they need it using a red /amber / green status flag, which indicates their workload to colleagues. There is also the use of instant messaging or communication apps such as WhatsApp to share information, updates and to ask questions, plus the use of Skype or FaceTime to dial colleagues into meetings. Each year, Unicef bring all employees together for an all staff away day. This is an engaging event which gives real meaning and purpose to everyone's jobs by connecting people to the impact their efforts and Unicef's work is having for children around the world. 2016's event was themed around Children on the Move. They had informative presentations from colleagues working in their Jordan and Lebanon country offices and heard from inspiring young people about the positive impact one of their UK Programmes 'Rights Respecting Schools' is having on their lives. Staff also had the opportunity to participate in a humanitarian emergency simulation and take a virtual reality tour of a refugee camp.

At Unicef, different teams adopt different practices according to their needs. These include weekly stand up meetings to share priorities for the week and to ask for assistance if they need it using a red /amber / green status flag, which indicates their workload to colleagues. There is also the use of instant messaging or communication apps such as WhatsApp to share information, updates and to ask questions, plus the use of Skype or FaceTime to dial colleagues into meetings. Each year, Unicef bring all employees together for an all staff away day. This is an engaging event which gives real meaning and purpose to everyone's jobs by connecting people to the impact their efforts and Unicef's work is having for children around the world. 2016's event was themed around Children on the Move. They had informative presentations from colleagues working in their Jordan and Lebanon country offices and heard from inspiring young people about the positive impact one of their UK Programmes 'Rights Respecting Schools' is having on their lives. Staff also had the opportunity to participate in a humanitarian emergency simulation and take a virtual reality tour of a refugee camp.

During a recent strategy process at Unicef, members of their Executive team ran face to face briefing sessions for employees in which they shared their refreshed primary purpose / mission statement and showed how their strategic plans and ways of working together will help achieve their vision of a world fit for every child. Their Executive Director also presented on this at their all staff away day in September. These are a couple of ways that Unicef help colleagues to see how the work they do contributes to the bigger picture. As part of Unicef UK's induction programme, all new colleagues take part in a half day interactive workshop that is focused on introducing their Common Approach values and explaining how they work together to achieve their ambitious goals for children. Their Common Approach values are first mentioned during the recruitment of new staff. They are an important part of the induction and on-boarding of new colleagues. They also conduct 360 feedback as part of the end of probation review to ensure that new recruits are able to model these values in their work with others.

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UCAS

As part of their total reward framework, UCAS operate employee-led recognition schemes known as Shining Stars and Shining Teams to both recognise and celebrate the hard work and achievements of their people on a regular basis. Often team members can see the day to day effort and hard work that individuals put in and this is their opportunity to acknowledge it. A large proportion of the success of this scheme can be attributed to what people can be rewarded for because the scheme nomination criteria is directly linked to their core values – Customer, Commitment, Agility, Team, Outcomes and Extraordinary. Colleagues are acknowledged for their outstanding work, achievements, ideas and teamwork on a quarterly basis and are made a fuss of at a celebratory drinks reception and by having their name and nomination displayed in the UCAS restaurant for all to see. Winners also receive retail vouchers for them to select a gift that is personal to them and that they will really value.

UCAS support a number of community and charitable initiatives as part of their Wellbeing Strategy. There is a wide range of activities that have been organised or sponsored, as well as hosting awareness days, event sponsorship (e.g. Cheltenham Science Festival, sporting events), sustainable travel activities and events to support the personal health and wellbeing of employees. UCAS employees also participate in a number of charitable events using three paid volunteering days each year, as well as some doing these in their own time. Activities include paired reading at local schools, young persons' mentoring, practice interviews for Year 10 & 11 students and participating in local education provider sporting tournaments. UCAS also opens its grounds to local schools for allotment development and pond-dipping, all to support local educational programmes and curriculums. Furthermore UCAS recently hosted the Cheltenham Qualifying Round of Debating Matters, which is a national debating competition for sixth form students. UCAS is also a proud sponsor of the competition and a number of employees commit their time to serve as judges at various levels of the competition.

UCAS support a number of community and charitable initiatives as part of their Wellbeing Strategy. There is a wide range of activities that have been organised or sponsored, as well as hosting awareness days, event sponsorship (e.g. Cheltenham Science Festival, sporting events), sustainable travel activities and events to support the personal health and wellbeing of employees. UCAS employees also participate in a number of charitable events using three paid volunteering days each year, as well as some doing these in their own time. Activities include paired reading at local schools, young persons' mentoring, practice interviews for Year 10 & 11 students and participating in local education provider sporting tournaments. UCAS also opens its grounds to local schools for allotment development and pond-dipping, all to support local educational programmes and curriculums. Furthermore UCAS recently hosted the Cheltenham Qualifying Round of Debating Matters, which is a national debating competition for sixth form students. UCAS is also a proud sponsor of the competition and a number of employees commit their time to serve as judges at various levels of the competition.

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Tusker

Consistent messaging is at the heart of everything that Tusker do. The Senior Management Team ensure that all information which is distributed throughout the organisation is in accordance with the company's goals and objectives, while remaining accessible and engaging for the teams. The CEO and Senior Leadership Team embody most of the values which have been incorporated within the vision and objectives of the organisation. Committed to a familial approach to the organisation, the Senior Leadership Team have an open door policy where employees are encouraged to share ideas to maximise the success of the company. The leadership team are unafraid of change and are willing to review ideas from all levels of the company at various opportunities. The CEO and CFO have both been recognised for their commitment to the business and its development with awards from a prestigious publication. David Hosking, CEO has in 2016 been awarded the "CEO of the Year" and David Brockwell, CFO has been awarded "CFO of the Year" by Finance Monthly. Tusker itself has been recognised as a whole for its ethical and sustainable development practices. Each Director personally meets new starters in order to welcome them into the company in order to foster good relationships from the outset, while also sharing key information about working practices and company policies. The Senior Management Team all attend the communications meeting on a quarterly basis in order to be available to answer queries and respond to questions which might arise from the information being shared. The CEO has just agreed to lead a team of 20 in a charity fundraising event, tough mudder, which is a muddy assault course over 12km.

Tusker have several "break-out" areas which are equipped with comfortable seating, food preparation equipment and drinks machines which enable employees to switch off from work during their breaks. Additionally, they have televisions available for employees to watch in these spaces, as well as activities including darts and table tennis available for staff to participate in. Tusker also run a bike hire scheme for employees to enhance fitness levels and a greener form of transport. Each team member has the ability to turn their phone to "do not disturb" in order to aid focus on their roles or to complete tasks without interruption. Tusker actively encourages this practice. Tusker carefully monitors the skill sets of individuals and ensures staff are in appropriate roles. Further training is provided for those who require support, as is a change of role for those who find their current skillset isn't matched to their existing role.

Tusker have several "break-out" areas which are equipped with comfortable seating, food preparation equipment and drinks machines which enable employees to switch off from work during their breaks. Additionally, they have televisions available for employees to watch in these spaces, as well as activities including darts and table tennis available for staff to participate in. Tusker also run a bike hire scheme for employees to enhance fitness levels and a greener form of transport. Each team member has the ability to turn their phone to "do not disturb" in order to aid focus on their roles or to complete tasks without interruption. Tusker actively encourages this practice. Tusker carefully monitors the skill sets of individuals and ensures staff are in appropriate roles. Further training is provided for those who require support, as is a change of role for those who find their current skillset isn't matched to their existing role.

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The Perfume Shop

A key goal for 2016 was to make the learning and development within The Perfume Shop accessible to everyone. By creating the Learning Ladder for stores the company have been able to map out a very clear four step development plan. The Ladder looks at store based employees, Sales Assistants, Supervisors, Deputy Managers and Store Managers. It identifies both required training and external qualifications. There are also programmes that promote talent within each role, such as The Perfume Masters and TMA. The company have also provided every Head Office and Operations team member a £200 GROW account. This is to spend on their own development and encourages the individual to take ownership of learning. Every store employee who joins the business receives a Perfume School box. The box contains ‘Foundation,' the first of their modular learning. Once completed the business provide a chance for the individual to increase their knowledge with the Diploma Level. For those who have demonstrated a real passion for product and expertise The Perfume Shop will then provide sponsorship to an external qualification, The Fragrance Foundation.

A key goal for 2016 was to make the learning and development within The Perfume Shop accessible to everyone. By creating the Learning Ladder for stores the company have been able to map out a very clear four step development plan. The Ladder looks at store based employees, Sales Assistants, Supervisors, Deputy Managers and Store Managers. It identifies both required training and external qualifications. There are also programmes that promote talent within each role, such as The Perfume Masters and TMA. The company have also provided every Head Office and Operations team member a £200 GROW account. This is to spend on their own development and encourages the individual to take ownership of learning. Every store employee who joins the business receives a Perfume School box. The box contains ‘Foundation,' the first of their modular learning. Once completed the business provide a chance for the individual to increase their knowledge with the Diploma Level. For those who have demonstrated a real passion for product and expertise The Perfume Shop will then provide sponsorship to an external qualification, The Fragrance Foundation.

In order to effectively develop both newly recruited and internally promoted Managers, The Perfume Shop offer a programme called The Management Academy. It starts with a period of job shadowing in an established store, followed by a week long face to face training session. The face to face session is a blended experience and includes assessments, presentations, interactive quizzes and a practical experience in the ‘Mock Shop'. Store Managers are measured on business KPIs, including but not limited to sales, average selling price and compliance. These are weekly measures. The Perfume Shop also measures development needs by "Me Plans" and plot results onto a skills wheel. This score is then averaged to provide a talent score and is used as part of talent development. The FISH philosophy is always used at daily team huddles to set standards for performance. Head Office Managers' performance is also measured twice a year through formal reviews and objectives, which are then captured on a system. All Managers are expected to have formal performance conversations with members of their team at least twice per year, as well as regular one to one's.

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The Girls' Day School Trust

At the Girls' Day School Trust, the Senior Management Team refer to their values when presenting or participating in workshops. They are also used as a framework when difficult decisions need to be taken. They have appointed subject champions to promote collaboration between their staff and have also increased the range of events for students to allow them more opportunities to collaborate and compete. The CEO's stated aim is that 10% of staff in every school will spend one day a year in one of their other schools or academies. Putting girls first guides their approach to key investments in their estate, as they want the teaching and learning environment to be first-rate for all the pupils in their care. The Girls' Day School Trust's Leader engages with employees on a day to day basis through regular email updates, vlogs, regular school visits, annual school reviews with Heads and their Senior Leadership Team. She will always attend results day and prize giving in the schools and regularly speaks at school events.

At the Girls' Day School Trust, the Senior Management Team refer to their values when presenting or participating in workshops. They are also used as a framework when difficult decisions need to be taken. They have appointed subject champions to promote collaboration between their staff and have also increased the range of events for students to allow them more opportunities to collaborate and compete. The CEO's stated aim is that 10% of staff in every school will spend one day a year in one of their other schools or academies. Putting girls first guides their approach to key investments in their estate, as they want the teaching and learning environment to be first-rate for all the pupils in their care. The Girls' Day School Trust's Leader engages with employees on a day to day basis through regular email updates, vlogs, regular school visits, annual school reviews with Heads and their Senior Leadership Team. She will always attend results day and prize giving in the schools and regularly speaks at school events.

At the Girls' Day School Trust, the Senior Management Team refer to their values when presenting or participating in workshops. They are also used as a framework when difficult decisions need to be taken. They have appointed subject champions to promote collaboration between their staff and have also increased the range of events for students to allow them more opportunities to collaborate and compete. The CEO's stated aim is that 10% of staff in every school will spend one day a year in one of their other schools or academies. Putting girls first guides their approach to key investments in their estate, as they want the teaching and learning environment to be first-rate for all the pupils in their care. The Girls' Day School Trust's Leader engages with employees on a day to day basis through regular email updates, vlogs, regular school visits, annual school reviews with Heads and their Senior Leadership Team. She will always attend results day and prize giving in the schools and regularly speaks at school events.

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The Consortium

The Consortium offers everyone a core health care provision, which includes dental and optical cover. As part of a wider group, the company also offer an employee assistance programme, a free phone advisory service offering 24 hour, 365-day support and guidance on a range of areas including bereavement, money trouble, addictions and relationship breakdown. There is an open minded approach to work flexibly, a cycle to work scheme, healthy food options in the canteen and an outdoor green space with garden furniture for colleagues to enjoy their breaks. The organisation believes that good management practices can help reduce work-related stress. Examples of practices The Consortium use include making sure employees understand what they have to do and how to do it by meeting training needs, involving employees in the way work is carried out and having clear procedures for handling misconduct and poor performance.

The Consortium recognise employees for their efforts by awarding 'a Value Champion' of the month. Each winner is then entered into a draw to win Employee of the Year. This is voted for by all staff and the winner is announced at the annual End of Year presentation. The company also offer an All Staff discretionary bonus scheme, with payment based on company performance.

The Consortium offers everyone a core health care provision, which includes dental and optical cover. As part of a wider group, the company also offer an employee assistance programme, a free phone advisory service offering 24 hour, 365-day support and guidance on a range of areas including bereavement, money trouble, addictions and relationship breakdown. There is an open minded approach to work flexibly, a cycle to work scheme, healthy food options in the canteen and an outdoor green space with garden furniture for colleagues to enjoy their breaks. The organisation believes that good management practices can help reduce work-related stress. Examples of practices The Consortium use include making sure employees understand what they have to do and how to do it by meeting training needs, involving employees in the way work is carried out and having clear procedures for handling misconduct and poor performance.

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The Access Group

Every year The Access Group runs Big Break, where all staff are given the choice of two days extra holiday or a long weekend in Spain with their colleagues as a reward for their efforts. The Spain trip is more popular than ever and this year over 200 staff members went on the company holiday, which offered an all-inclusive hotel and a range of activities and nights out. If you were to ask anyone in the company what is unique about this company their first answer would definitely be Spain.

Every year The Access Group runs Big Break, where all staff are given the choice of two days extra holiday or a long weekend in Spain with their colleagues as a reward for their efforts. The Spain trip is more popular than ever and this year over 200 staff members went on the company holiday, which offered an all-inclusive hotel and a range of activities and nights out. If you were to ask anyone in the company what is unique about this company their first answer would definitely be Spain.

Every year The Access Group runs Big Break, where all staff are given the choice of two days extra holiday or a long weekend in Spain with their colleagues as a reward for their efforts. The Spain trip is more popular than ever and this year over 200 staff members went on the company holiday, which offered an all-inclusive hotel and a range of activities and nights out. If you were to ask anyone in the company what is unique about this company their first answer would definitely be Spain.

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Temple Group LTD

Senior Managers demonstrate commitment to a professional and open environment though their day to day actions. They have a constant presence in the office, are approachable and actively engage with staff at all levels. In addition to leadership responsibilities, they are involved directly with technical delivery of project work and also have direct contact with junior staff frequently. They attend staff socials and take part in fund raising activities. They'll always help out with mundane tasks if there is a need for more resources, for example you will often find the MD making tea for junior colleagues. They also participate in a variety of other meetings, some of which are led by more junior team members. They invite staff at all levels to participate, both formally and informally, in staff briefings. The Managing Director Chris Fry regularly joins the staff on social events and is known to wear red socks for Red Nose day and silly jumpers for the Christmas Jumper competition.

Knowledge Hubs allow employees who have an interest in a particular area of the company. They are encouraged to get involved with specialist knowledge hubs and also draw upon information shared through Temple's document management system. Work shadowing is also used throughout the company to assist other colleagues with their work and to help them gain further knowledge of different areas. There are regular secondments to other positions, both internally and externally, in order to gain additional skills and experience. For example, Temple have recently opened two secondment positions in their business development team to give consultants experience in this aspect of consultancy. The company also pay for training costs and provide paid study leave for employees seeking to up skill or obtain additional qualification like a Master's Degree or Diploma. Junior employees are given the opportunity to line manage work experience students and interns as a means of giving them the experience in people management. On top of all this a structured 12-month programme of educational sessions on business and core technical services is provided by Temple, as well as Leadership masterclasses where Senior managers run a course of 1 to 2 hour discussion groups that focus on aspects of business leadership and behaviours, for example collaborative behaviours, risk and opportunity analysis. This is open to managers and other staff in management positions across the organisation.

Senior Managers demonstrate commitment to a professional and open environment though their day to day actions. They have a constant presence in the office, are approachable and actively engage with staff at all levels. In addition to leadership responsibilities, they are involved directly with technical delivery of project work and also have direct contact with junior staff frequently. They attend staff socials and take part in fund raising activities. They'll always help out with mundane tasks if there is a need for more resources, for example you will often find the MD making tea for junior colleagues. They also participate in a variety of other meetings, some of which are led by more junior team members. They invite staff at all levels to participate, both formally and informally, in staff briefings. The Managing Director Chris Fry regularly joins the staff on social events and is known to wear red socks for Red Nose day and silly jumpers for the Christmas Jumper competition.

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