What are companies doing with regards to 'Leadership'

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.

Managers are all offered coaching and mentoring from an external HR professional, as well as regular one-to-ones, group meetings and support – all of which continued throughout the pandemic. Each is offered a tailored qualification pathway unique to their development, which can extend to CIPD or MBA qualifications.

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.

Capco has kept staff feeling connected with regular informal team catch-ups and a range of events and activities including quizzes, bingo and a performance from a magician. Employees participated in a team-based running challenge in November, which saw them clock up nearly 20,000km and raise £3,500 for charity.

Last year Capco raised £50,000 for a range of charities including Hackney Foodbank, and Veterans Aid and employees completed 400 hours of volunteering despite the ongoing pandemic. Staff continued to support education and youth empowerment through various initiatives including pro-bono consulting.

Camelot allows employees to claim up to £1,000 off gym memberships and this subsidy now includes online classes. Everyone can access virtual appointments with GPs, counsellors, physiotherapists – and get life, money and wellbeing support. To help working parents and their children, the firm made an additional 15 days' paid leave available.

Last Christmas, Watford Borough Council and local cycle-hire scheme Beryl Bikes encouraged residents to take part in a Laps To Lapland initiative to fundraise for the Watford Helps Covid-19 charities appeal. The aim was to collectively cycle the 6,307km distance from Watford to Lapland and back, and Camelot donated over £6,000 to the cause.

Bush & Co's first response to the pandemic was to emphasise how much the business cared for employees and their families. The firm set up an advice hub and sent “happy post” such as chocolate and sleep masks to people's homes. Managers joined in lunchtime yoga and mindfulness sessions.

Under a joint venture on case management services, in partnership with organisations such as the Child Brain Injury Trust and the Spinal Injuries Association, Bush & Co donates support funds for life to people who are referred as part of the litigation process, no matter how their injury was caused.

A “Walk the Mind” team social involved the whole team committing to take time away from their screens, outside if possible, and share photos. They all took their walk at the same time, making them feel connected even though the pandemic kept them apart.

Brilliant Noise participated in a local scheme called Tech-Takeback, donating all its unused or old laptops, printers and hardware to be distributed to families who needed them for homeschooling. Staff have taken part in clean-ups on the nearby beach.

The Bright Care Training Academy has continued to run throughout the pandemic to develop employees, who all have a personal development plan. An in-house performance coach is available to help and support the mental and physical wellbeing of all employees.

Bright Care believes strong teams are formed by people who play together as well as work together so it actively encourages employees to plan social events together knowing that other teams within the organisation will cover this time out for them.

Managers are tasked with building effective teams with clear objectives, focus and delivery and are provided with generous training budgets to allow team members to embrace new skills and ideas. Individual performances are managed, monitored and celebrated using KPIs and measurable goals.

The first creative agency in the UK to achieve ISO accreditation for sustainability at both in-person and digital events, Brandfuel has appointed a sustainability ambassador to ensure the issue remains central to company culture. The agency helped found ISLA, a not-for-profit alliance promoting environmental best practice in the events industry.