What are companies doing with regards to 'Leadership'

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.

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.

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.

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.

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.

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.

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.

Team culture is very important at Star. Whenever they recognise that there are peaks in stress, for example, when a deadline approaches - the company always make sure that they go out as a team to make sure people leave their desks and have some fun.

Star's senior management team are expected to lead by example at all times. Whether it's in a review, a team event, or just day-to-day communication, they will always refer back to the Star core values and act accordingly.

The company supplies free fruit to staff on weekly basis, operates a cycle-to-work scheme and considers all flexible working requests. In addition, a series of ‘Keep in Touch' days are available to staff who are on maternity leave.

The company supplies free fruit to staff on weekly basis, operates a cycle-to-work scheme and considers all flexible working requests. In addition, a series of ‘Keep in Touch' days are available to staff who are on maternity leave.