What are companies doing with regards to 'My Company'

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London & Partners

London and Partners holds quarterly Senior Leadership away days in order to review, evaluate, and map organisational priorities through the year. The individual SLT members are then equipped to communicate key messages to their teams. The organisation also holds monthly All Staff meetings as another channel to communicate with employees directly.

The organisations Living Well, Working Well ethos actively promotes home and remote working. Communicating well with colleagues is key to its success. There are 13 different channels of communication, from face to face through Yammer as well as traditional phone/e-mail channels.

London & Partners state their vision, mission and strategy in all of their core documents and reinforce them regularly.

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Housing Associations


Quarterly "Ask the Executive Leadership Team" sessions take place online so that staff can take part where ever they work — including sitting in a van between jobs. They give employees the chance to ask questions, share ideas or raise concerns. Pulse surveys via text and email ask staff how the organisation might improve.

Ongo have environmental practices in place such as a cycle to work scheme, encouraging the use of public transport, encouraging working from home, energy efficient IT and also making employees aware of the organisations energy consumption.

Supporting local communities is a key part of what the organisation is about. It is a regular aspect of Ongo's work, from "we care" days, when colleagues get out into the community, cleaning, painting or tidying an area, to the £1million invested in projects to improve communities in the past 12 months.
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Business Services



There's a growing group of Wellbeing and Environment Champions with reps from each team. They write and share content to support mental and physical wellness and to promote diversity and the environment. There're also regular events, seminars and programmes to promote wellness, including lunch and learns on topics like menopause, prostate cancer and autism.

Good communication and the opportunity to feedback are core to company culture. There are regular one-to-ones, and all teams get together in person at least once a week. 'Pulse Check' surveys occur throughout the year alongside staff surveys and exit interviews. Feedback has led to improvements in things like career planning and office space.

ramsac supports its local secondary school by giving careers advice and running a mock interview day for 150 students. And, using its team's volunteer days, it's renovated the library of a special needs school. It also has a corporate charity, Disability Challengers, which it supports through events, donations and running its business club.

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Yorkshire Agricultural Society

All employees have access to an employee assistance programme and dedicated GP helpline, which includes access to a second medical opinion on any diagnosis. The Society also has several Mental Health First Aiders on staff and it dedicates a section of its colleague newsletter to its wellbeing services each month.
The Society brings its teams together through several events. Last year, during its annual barbecue, employees were split into different teams and competed across a number of task with the winners being awarded a ‘goldfish’. The Society also hosts a bonfire each year to which all employees and their families are invited to attend.
When reviewing its values, the Society put on a series of sessions to encourage employees’ input on what mattered to them and what these values should be. Employees also had the chance to meet colleagues and learn about how they contribute to the Society’s success. Over 90% of people said they found the sessions useful.
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Housing Associations

Thames Reach

Thames Reach champions a wellbeing programme. It is continued at the annual staff conference, when there are sessions on self-care, tai chi, aromatherapy and emotional resilience. Last year's conference was particularly welcome, as it was the first time staff had got together since the beginning of the pandemic.
While many within the homelessness sector have left the National Joint Council pay scheme because of its comparatively higher pay rates for front-line staff, Thames Reach remains on the scheme. It conducted a pay review to make sure its rates were competitive, leading to some staff being given a pay rise.
The charity has an equality, diversity and inclusion group, which has representatives from every project. The group reviews incidents and reports about staff and clients. it has an open and informal feel that engenders discussions about issues affecting staff on the front line, such as racist and homophobic abuse from clients.
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Business Services

Airtime Rewards


The company has a social committee tasked with arranging all events, from summer and winter parties to dinners, bowling, competitions, karaoke and escape rooms. And staff don't need to worry about being out of pocket as there's a £250 social budget set aside for everyone.

New recruits are made to feel welcome before they start with a special pack and regular updates. On day one, they get all the equipment they need to hit the ground running and gifted merchandise. As an ice-breaker, a Q&A with them is shared on internal channels, and their manager treats them to lunch.

Employees get an annual Airtime Rewards-sponsored day to volunteer or fundraise for charity. The company donates a minimum of £500 when colleagues complete charity events. And when an employee's completed their probation, the company contributes to the charity they mentioned in their new starter Q&A.

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Financial Services

Teachers Building Society

The society works with Wimborne Foodbank and pre-pandemic this meant dating tins and stacking shelves, among other tasks. During the pandemic it has donated food and cash to help with increased demands. It has also planted a bee-friendly garden at the front of the building as part of Wimborne War on Waste.
Colour profiling was introduced as a means to improve internal communication, a key area for action following the organisation's last large survey. Initially approached with scepticism by some, the profiling has been transformative - so much so that it is now part of the company's DNA and used from the first day of employment.
The society promotes and develops staff and regularly has internal movers from its business-support areas into technical and professional roles. It has recently committed to sponsoring the head of sales and marketing through a master's degree in strategic leadership at Loughborough University.
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Archus's ethos is to be inclusive, respectful and supportive, enabling every person to be a unique individual and thrive. It's proud of its diverse culture, and takes steps to ensure it is part of the company’s DNA.
Archus has introduced a mentor programme, allowing staff to be linked to someone who is not necessarily in their local team. The aim is to help them set and achieve personal and professional development objectives and progress through learning from their peers in management positions.
Archus staff took part in a sponsored walk, donating more than £3,000 to the Tafika Fund, in Africa, in support of a healthcare facility. They also volunteered at Newlife, the charity for disabled children, in Birmingham, and completed the Three Peaks Challenge in aid of a heli pad for Manchester Children's Hospital.
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Family and friends fun days bring everyone together to live one of the charity's values: "Challenge, have fun and smile." Regular newsletters, along with all-staff meetings and communications, keep the culture alive. News and staff feedback is shared through the HR department's People Hub.

Employees are encouraged to do apprenticeships. The charity has introduced a leadership academy that offers a blended learning programme and it has seen positive change, growth and development in those who have taken part. The HR department supports aspiring leaders to develop in their role.

The comprehensive rewards and recognition benefits package on offer includes giving out monthly golden tickets to those who have lived the charity's values or gone above and beyond. The golden ticket can be exchanged for a prize in the "goodie cupboard".

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Energy Saving Trust


Four social committees have their own events fund to organise get-togethers in and around the Trust's offices in London, Belfast, Edinburgh and Cardiff, from festive and Halloween parties to bake sales and other fundraising activities. There are also virtual events, from wellbeing activities to one celebrating the Trust's 30th birthday.

'Getting to know our leaders' sessions have been introduced, with colleagues interviewing them about their career journey. The idea is to inspire those keen to progress at the Trust. The organisation has also invested in a new Learning and Development Manager to help staff map their career paths and identify training needs.

There are plans for listening groups across the Trust to dig deeper into engagement survey results. The leadership team wants to understand better why people feel the way they do, so they can address the issues and make plans to resolve them in a meaningful and impactful way.

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