What are companies doing with regards to 'My Company'

What affect will focus on the 'My Company' factor have?

My Company - The level of engagement employees feel with their job and organisation

My Company is what we call an ‘output’ factor, it focuses on people’s ‘love’ and ‘pride’ in working for your organisation.

Now unfortunately you can’t directly make people feel these emotions, but when all of the other seven factors are doing well, people will be far more likely to experience that love and pride ultimately improving the My Company factor as a result.

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Space Architects (Europe)

With a set target to be a Zero Carbon business by 2023, Space Architects is committed to what it says is a challenging - but realistic - target. Alongside specific reductions in use in certain business areas, it will also incorporate tree planting and the use of photovoltaics on its building to achieve its goal.

Communication takes place throughout the week at the firm – from a Monday morning call with the CEO through to ‘Pizza Friday’ – where an hour-long overview of everything that has happened in the business during the week takes place. There is also ‘Thinking Thursday’, where a topic is discussed along with a learning activity.

The leadership team demonstrates the company’s valued in what they do every day – through their behaviours and the decisions they make. Leaders invite a culture of open communication where any issues are discussed and addressed, and they try to ensure all colleagues feel valued.

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Siddall and Hilton Products

A weekly newsletter update was established and circulated to all employees that were either furloughed or remained active in their roles to ensure key messages and information was delivered. The company encouraged open communication in line with company values, particularly in support of any mental health or wellbeing issues.

The company’s Employee Assistance Programme (EAP) was extended to support not only to staff members, but also their families. Personal, empathetic support was offered on a one-to-one basis with their line manager for any employees who were struggling, ill, or otherwise impacted by the pandemic.

The Senior Leadership Team (SLT) show a commitment to the company’s values by challenging when behaviours are not demonstrated, and by holding each other – and members of the workforce – to account. The SLT also ensures values are integrated into recruitment and development programmes, as well as performance reviews.

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Ecclesiastical Group

With an established Climate Strategy Group, Ecclesiastical is recognising and responding to the climate emergency. Employees are very much part of the movement, by not only being represented in the Group but by being asked to participate in surveys to understand sustainable habits and invited to initiatives to reduce food waste.

A ‘Shout-Out’ scheme to encourage words of thanks and kindness has been established in addition to more classic recognition such as performance-related pay. Alongside an email or handwritten card, managers can also expense a small gift for the most deserving employees. Special recognition is also given where there is particularly good demonstration of values and behaviours.

The company’s ‘4 Ways to Wellbeing’ communications are focussed on improving on existing mental health support. Alongside this, access to professional support has been enhanced, thanks to the design and implementation of a mental health pathway, which joins up Ecclesiastical’s employee assistance and private medical provision with a specialist third party to provide single-source support.

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Gateway Housing Association

A staff forum network, known as ‘Gateway Together’, exists to raise awareness of diversity and inclusion in the workplace. Designed to promote a constantly evolving positive and inclusive culture, it has led to a number of events initiatives including Eid celebrations, Pride, Men’s Health, Black History Month, and International Women’s Week.

Gateway’s office refurbishment included a new recycling system, as well as other initiatives that focused on a commitment to mitigating its impact on the environment. These include LED lighting, the use of hybrid vehicles and electric charging points, as well as a ‘Cycle to Work’ scheme and a bike loan initiative.

Collaboration and inclusion activities consist of weekly team briefings internally, as well as a number of external team bonding activities. These include taking part in virtual ‘escape rooms’, as well as the establishment of a ‘Birthday Month Club’ to encourage celebration across different teams.

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Connect Childcare

During an employee engagement day, staff had the opportunity to join ‘Spin the Wheel’ competitions, which saw winners given the opportunity to donate to their chosen charities. Part of the company’s current HR strategy is a focus on supporting charities which align with its values and support the Early Years Sector.

Employee-led development is encouraged at all levels, with opportunities for staff to get involved with external partners, such as colleges and universities, to deliver talks as part of their own self growth. Staff can undertake a range of training courses externally, as well as receiving support from a dedicated internal trainer.

An internal survey is sent to all staff to nominate one of their peers who they believe has gone above and beyond in demonstrating the company’s values in their work. The winning ‘Connector’ of the Quarter (as employees are fondly known) is congratulated and presented with a gift during a stand-up.

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IP Integration

To help young people, mostly from disadvantaged and marginalised communities, get excited about careers in the tech industry, IPI held an afterschool club in partnership with The Mentoring Lab, a black-led youth organisation based in and around Hackney, London. The 10-week programme saw IPI employees lead mentoring sessions on subjects such as building a website, digital marketing and more.

People, purpose, and values are engrained in the company culture at IPI. Performance reviews are based on the newly launched values of ‘We Succeed Together’, ‘We Aim Higher’, ‘We Are Always Evolving’ and ‘We Own It’, to ensure that they are front and centre of everyone’s focus. Leaders praise individuals for demonstrating values during a weekly call, and quarterly focus groups are held with employees to address where the company could improve.

To enable managers to have the resources they need to deal with increased times of uncertainty, IPI carried out a resilience ‘Skill Pill’. The Skill Pill comprised monthly educational sessions on a variety of topics, which provided guidance on what managers needed to do to support their teams. These included how to increase communication and hold informal check-ins.

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Alzheimer's Research UK


The first virtual All-Employee Away Day was held in November. Colleagues were each sent a pack that included the agenda, a notebook, teabag and chocolate bar. The day included hearing supporters tell their stories and a Q&A session with senior leaders. A virtual drinks reception completed the event.

An online health and wellbeing hub was launched last summer, offering advice on financial as well as mental and physical wellbeing. To reduce the stigma associated with mental health problems, a Personal Stories section was created where the senior leadership team and employees share details of their own experiences.

The charity collaborates with community groups to raise awareness of dementia and develop resources to meet their specific needs. For example, it works with the Sahil Project in Coventry to develop films and resources to increase awareness of dementia within South Asian communities.

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Responding to the Black Lives Matter campaign Bravissimo create digital listening groups to hear personal accounts of discrimination experienced by employees and has launched a Diversity & Inclusion committee to ensure it is more representative in all it does from its marketing and models, product range, recruitment and team diversity.

Christmas hampers were to every employee to thank them for support and efforts over the past year and retail and customer service teams held a range of events from quiz nights to dress-up & exercise classes to keep teams motivated and positive.

Over the last year Bravissimo's warehouse has recycled 72 tonnes of bailed cardboard, 17.3 tonnes of polythene, and 16.4 tonnes of tissue paper. The Product team have donated leftover textiles in an initiative that has meant local schools have been able to use the materials for Art lessons.

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At the beginning of the pandemic, senior managers hosted company-wide calls twice daily to make sure everyone had as much clarity and support as possible. These calls are now twice weekly. During monthly town halls, staff could ask bosses anything around company performance, financial position and job security.

The most recent survey of February 2021 sees the firm looking to swap to a payroll provider who will offer benefits including employee assistance helplines covering physical and mental health; a discount scheme; and an app where people can see their payslips and pensions. It also plans a new handbook and contracts.

deverellsmith supported the NHS with space for accommodation, parking, storage of goods, as well as with donations of PPE, supplies and food. In October, Tony Miller, Director of the Whitechapel Mission, came in to give a socially distanced briefing on homelessness. The company then matched the amount staff raised for the cause.

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Dougie Mac


A weekly Covid meeting was set up with clinical managers and the executive team discussing any particular issues across the organisation with staff. This continues bi-weekly. A health cash plan has provided telephone counselling to employees and managers who have struggled over the past year.

Senior managers delivered step-by-step training over Zoom and areas were allocated for people to meet in a socially distanced manner. Everyone got appropriate PPE and a video message from CEO David Webster thanked the whole team for their contribution.

Shop bubbles have been set up across the Dougie Mac shops network so there is one strategy for all and to ensure that people return in roles they feel safe in. Videos were made to inform employees of changes made such as the one-way system and screens by the till.

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