State of Engagement 2026 Report |
Download report
Each month, the company hosts ‘make time for wine' sessions where a wine expert visits the office. It is a good chance for people from different teams to interact and learn more about wine while doing something enjoyable during the work day.
The Chief Executive Officer Jay does not have an office, opting to sit on a desk with the rest of the team. This way he is easily accessible to everyone, can join in conversations and get to know everyone in the team well.
The Chief Executive Officer Jay does not have an office, opting to sit on a desk with the rest of the team. This way he is easily accessible to everyone, can join in conversations and get to know everyone in the team well.
In 2017, UK Power Reserve achieved full ISO14001 Environmental Management System certification to UKAS standards. This included replacing fluorescent lighting with energy efficient LED lighting, ensuring vehicles were only washed at eco-friendly car washes and creating a green office with reduced use of paper stationery.
Through a passion for energy, UK Power Reserve plans to become a major energy player by consistently winning and effectively executing contracts, innovating to find new customers and exceeding their expectations. They have recently instituted an internal customer service feedback mechanism.
The company conducts management training and bespoke personal development plans for each potential manager. There is also a succession plan in with subject specific management training for identified successors.
Senior managers are encouraged to demonstrate the Two Circles' Vibrant Spirit - a set of company values and commitments. This is completed through in-person company updates, one-to-one catch ups, a scoring system, participation in the company's forums and sports clubs, and people-first resourcing.
Senior managers are encouraged to demonstrate the Two Circles' Vibrant Spirit - a set of company values and commitments. This is completed through in-person company updates, one-to-one catch ups, a scoring system, participation in the company's forums and sports clubs, and people-first resourcing.
Two Circles have been able to create strong relationships and communication within their team through away days, hot desking, learning forums, sports clubs, and building an informal office space with areas for interaction and activities, including table tennis, pool and darts.
They have a presidents club for overachievers. In the past they have been to New York and Costa Rica. And they have quarterly winners day for overachievers - they are taken to fine dining restaurants and given weekend getaways to locations such as Rome and Paris.
Their senior leadership team communicate with all staff, irrespective of job function or seniority, to set an example of openness and transparency. They have numerous methods of inclusion, including their company bonus structure that is based on open reviews, trust, revenue and growth.
Their senior leadership team communicate with all staff, irrespective of job function or seniority, to set an example of openness and transparency. They have numerous methods of inclusion, including their company bonus structure that is based on open reviews, trust, revenue and growth.
They believe that every person is different but equal and that everyone's unique needs should be recognised and supported. One of the guiding principles for their staff and volunteers is to make the best use of all their resources, enabling them to deliver high quality care.
Since 2016, they have introduced strategies to improve communications between Operational Managers on key issues such as health and safety, HR matters, information security, IT and feedback from SMT meetings. This has enabled improved communication with their teams.
Since 2016, they have introduced strategies to improve communications between Operational Managers on key issues such as health and safety, HR matters, information security, IT and feedback from SMT meetings. This has enabled improved communication with their teams.
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.
In Tobermore's mission statement, they recognise that their staff are their most important asset and, as a result, the management team meet monthly to discuss succession planning, talent planning and further training and development of staff.
In Tobermore's mission statement, they recognise that their staff are their most important asset and, as a result, the management team meet monthly to discuss succession planning, talent planning and further training and development of staff.
Due to large external sales teams, they introduced regular regional team meetings and encouraged three types of sales executives - commercial, merchant and specification - to communicate more regularly and so support one another. This has helped motivate and encourage team work.
Teams are encouraged to head out of the office on retreat days, spending time with their colleagues outside of the workplace, to do something different. Previous venues range from art galleries to a remote location with no phone or internet access.
Coaching is provided for managers to receive practical help on day-to-day issues, while mentoring offers support and direction when they are dealing with broader concerns, as well as personal issues that managers and team members might need support with.
Coaching is provided for managers to receive practical help on day-to-day issues, while mentoring offers support and direction when they are dealing with broader concerns, as well as personal issues that managers and team members might need support with.
During their interactive group induction day, the Duke of Richmond, Chairman or COO Chris Woodgate attend every session, meeting new recruits and verbally bringing to life the mission, vision and values of the company.
Goodwood are owned and run by The Duke of Richmond who highlights the company's responsibility to the local and regional community to hold the estate together, not only as a beautiful place, but also as a generator of vital economic value.
Goodwood are owned and run by The Duke of Richmond who highlights the company's responsibility to the local and regional community to hold the estate together, not only as a beautiful place, but also as a generator of vital economic value.
Employees benefit from wellbeing schemes such as early finishes on a Friday, lunchtime yoga sessions and head massages. Workers also receive 15-minute health checks to cover core health conditions and each employee is issued with their own lifestyle report.
The organisation run 230 Breathe Easy support groups for those living with a lung condition in the UK, which are staffed by volunteers. Employees attend at least one of these groups per year to gain a better understanding of the people they support, as well as informing the attendees about their work.
Employees benefit from wellbeing schemes such as early finishes on a Friday, lunchtime yoga sessions and head massages. Workers also receive 15-minute health checks to cover core health conditions and each employee is issued with their own lifestyle report.
You’ve explored the Factors - now discover how your organisation can gain deeper insight into what truly drives engagement and workplace culture.
Our approach measures organisational health across eight core areas: My Team, Leadership, My Manager, Personal Growth, My Company, Wellbeing, Fair Deal, and Giving Something Back. Together, they give you a complete view of how your people think, feel, and experience work.
Complete the form and take the first step toward a stronger, more engaged organisation.