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.

EAAA organised daily activities ensuring everyone had at least one opportunity a day to socialise with colleagues and workmates. These included a film club, a weekly quiz, an art club and Desert Island Discs where a different person was in the hot seat every week being interviewed.

EAAA ran weekly wellbeing seminars on subjects including mindfulness, yoga and stress awareness and gave staff time off to get haircuts after the first lockdown ended. It also organised a challenge with staff and supporters competing in teams to run or walk the most miles during a week in September.

DRS hosts regular events including team lunches and sent employees thank you hampers in recognition of their hard work. Regular thanks and recognition is given in weekly 1-2-1s, quarterly reviews and annual appraisals. Perks include free massages, a discount app and corporate gym memberships.

DRS funds additional qualification and training which has recently included German lessons to help an employee with negotiations in Germany and a diploma in resourcing and talent planning for another member of the team. Soft skill courses also contribute to personal and professional development.

Dishoom introduced Flow, a new training app, to provide training for café teams following the extended period away from work. Additionally the company created comprehensive corona safety standards, everyone has taken part in Covid safety training, and people will be made aware of all the required measures going forward.

After communications went online the company wanted to give its people something tangible to hold so the Dishoom Samachar – its own newspaper – was launched. It was delivered to every team members' home. There was also a Zoom kids' party for Chote Dishoom Wallas (the team's children), with a personalised invite sent to their homes.

The Society's bonus scheme is based on its performance across measures including member service, people and community engagement and risk management. The scheme recognises that all employees contribute to and should share in the Society's success and they all receive the same percentage of their salary, 10% last year.

A Society dog show which got hundreds of entries and a Whodunnit competition were among the many innovative events that kept employees' spirits high last year. Staff also took part in fancy dress team meetings, quizzes, photo and baking competitions, virtual breakfasts and a book group.

Inspirational speakers from totally different fields are invited to share their stories with staff as part of Citypress's wellbeing strategy. In 2020, these included Lord (John) Bird of The Big Issue and Simon Binns of LadBible. Board games and book clubs encourage staff to take a proper break at lunchtime.

The agency makes 40% of its operating profit available for performance-related bonus rewards, and last year the whole team received a bonus for outstanding contribution. Everyone receives a £500 cash bonus at Christmas, and there are one-off bonuses of up to £1,000 for exceptional performance.

The company topped up the pay of anyone on furlough to 100% and all job advertisements highlight full partnership in the business to promote its employee-owned structure and the annual tax-free dividend payments made. The same maximum amount, based on hours worked, is awarded to all from apprentices through to Michael Thompson, the Chairman.

Colleagues elected Cancer Research UK as their charity of the year for 2020 – and raised more than £76,000 for the cause. The pandemic did impact fundraising, however – employees achieved a sum of £167,653.27 the year before.

Prior to the pandemic, CCS Media had already implemented virtual employee group “huddles” every morning that took in direct team members – and with senior leaders periodically joining the calls on a rolling basis. This is replicated throughout the business for management.

The company organises multiple weekly social and wellness initiatives – mindfulness, fitness and social – for employees and their children, who get treats like colouring books sent out. Hampers with a choice of contents are distributed to people's homes for individuals and families to enjoy.

All employees have access to a one-to-one support service delivered by either a professional counsellor or a cognitive therapist, coupled with a weekly wellbeing call to maintain connections with each team member. Regular ‘thank you' communications are sent to acknowledge achievement and efforts.

With student support a career choice, managers attend compulsory training courses such as IOSH Managing Safely and First Aid at Work. They are also encouraged to attend courses that would be beneficial to their role and support their professional and personal development.

With a premium put on keeping staff healthy and happy, all-staff Q&As and virtual Tea & Talk sessions have been introduced. A staff newsletter provides information on mental health and wellbeing support and issues are signposted and communicated on a regular basis.