My Company

Accountancy

Carter Backer Winter, part of Gravita

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There's an extensive social calendar! An awards ceremony celebrates colleagues who've gone the extra mile. There are Christmas parties and summer BBQs paid for by the firm, and each team has an 'away day,' anything from pasta making to go-karting. The wine club enjoyed a trip to Champagne, and there are regular fundraising events.

There's an 'open door' policy led from the top by Managing Partner Peter Winter. He leads bi-monthly all-employee meetings, personally welcomes new recruits, introducing the firm's vision and strategy, and attends all departmental away days. And partners sit amongst employees, so they're readily available and to strengthen the company's 'family feel'.

The firm is doing its bit to help young people become more financially literate by creating content for all school leavers that come through its doors. This includes articles and podcasts on topics including what payslips are, why National Insurance numbers are so important, and student loans, savings and pensions.

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Retail

cardfactory

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Staff receive a 15% discount at Card Factory, as well as reduced prices on a range of goods and services, from holidays and mobile phone contracts, to shopping, through Mycardfactory. Annual leave is at least 28 days.

Through its charitable arm, Card Factory Foundation, the company has raised more than £7 million for Macmillan Cancer Support since 2006. It is the lead sponsor of the Wakefield 10k and has been supporting Wakefield Hospice for the past four years. Staff help to sort stock in the warehouse or undertake gardening work.

Colleague connection days where colleagues were encouraged to come into the office and reconnect with those they may not have seen for a while were launched. They were a great success. Food vans provided meals, there were skips so staff could clear out the office space and various activities they could join.

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Utilities

Nexus Infrastructure

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The company has introduced an employee assistance programme to add to its mental health and wellbeing resources. It provides professional, independent support to staff on a wide variety of issues such as anxiety, stress and debt. Nexus offers discounted gym membership, wellbeing walks and has menopause awareness champions.

The company's new offices at Nexus Park include several attractive working areas to chose from, modern audio-visual communications and a subsidised cafeteria. Staff were involved in many aspects of the design, from furniture selection to taking part in a competition to take photographs that would be displayed around the building.

Leaders and managers are encouraged to demonstrate active listening, making sure they fully understand, respond and reflect on what is being said, without judgment. Nexus is aiming for a culture in which people feel empowered to raise concerns, through challenging assumptions and finding a better way. A whistle-blowing policy allows serious issues to be reported.

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Marketing & Media Agencies

MOI Global

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MOI's Culture Club aims to create a culture of wellbeing. Its projects include Time to Talk, which is a safe space to talk openly, resources on the intranet to allow staff to be heard and gain support, training in mental health support and awareness, and social events, including team-building and wellness activities.

MOI’s philosophy is to support, encourage, train, guide, inspire and reward an individual’s journey and success in the agency. Staff are enrolled in a "discovery insights" programme to identify their strengths, weaknesses and what makes them tick. Inspirational training programmes and the sharing of insights help staff to increase their knowledge within their role.

The culture revolves around creating change and celebrating the fact that everyone’s different. That’s why MOI created its employee recognition scheme, Making Heroes. It’s a platform where employees can nominate their peers to receive kudos and rewards for their work ethic, enthusiasm and collaboration.

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Construction & Engineering

Whitby Wood

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The company has introduced a flexible working policy of three days in the office and two at home per week, and adjusted its core hours to allow people to start later or finish earlier than the typical nine-to-five working day. It has also organised more non-work activities such as yoga and a football team.

Professional-development reviews are undertaken twice a year between staff and their line managers. The first, at the start of the year, provides an opportunity to discuss personal progress and goals. It also acts as a forum to discuss working satisfaction. The company runs an Institution of Civil Engineers accredited training plan.

Central to Whitby Wood is a grass-roots engagement with young prospective engineers. The company nurtures them and they become ambassadors for the business at university, often helping to recruit a further cohort. They are offered work experience during their holidays and sponsorship of their fees.

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Technology

eduMe

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New employees are part of the eduMe family before they even start. They get a welcome gift in the post, frequent check-ins, and introductory courses. Every new joiner gets a 30, 60 and 90-day joining plan and two buddies – one from their team and one from the wider company.

Every employee gets £500 a year to spend on learning and development. They are free to spend it on courses, conferences or books – anything to boost their skills and flourish personally or professionally. Developing a collective skillset is seen as a way to grow the business.

The company responded positively to feedback that it could be doing more to boost its social responsibility credentials. Everyone in the company now has access to OnHand – a volunteering and climate impact platform. It also offers staff ten paid volunteering hours which they can use via the platform or for other charitable causes.

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Recruitment

Gazelle Global Consulting

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Restructuring at Gazelle has lead it to conduct surveys among staff with the aim of improving ways of working. Employees were also asked to take part in shaping the company values. Monthly updates help to create transparency and clarity.

Opportunities for staff to grow and develop new skills provide the foundation for better employee experiences, the company believes. It supports this ethos by creating a management culture that fosters communication and training. Managers are encouraged to ask staff if they need help.

Regular training meetings with the learning and development department keep managers up to speed with what is expected of them. One-to-one sessions and performance reviews also help to boost their skills.

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Retail

Ooni Pizza Ovens

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As a member of 1% for the Planet, the company gives to environmental partners. It donates another 1% of annual turnover to the Ooni Impact Fund, which supports environmental, social and humanitarian causes. Partnerships reflect its values and focus on zero hunger, responsible consumption and production, climate action and life below water and on land.

Staff nominate colleagues who have lived by one of the five company values. The nominations are announced by the executive team in company-wide meetings and/or sent to the individual’s line manager for discussion during one-to-one meetings and reviews. Annual awards are voted for by staff. Winners receive an extra £500 from the company's 'passion fund'.

Every department has had more flexibility about where they work over the past 18 months. Applications to work fully remotely/overseas have been considered on a case-by-case basis. All team members have been able to decide how much time they want to spend in office. The only exception is the product development team.

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Technology

Huler

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Huler wants to ensure staff feel as through they have a voice and the company fosters a friendly and open work environment. It offers different avenues for employees to share their opinions and feedback in a safe environment. Staff are encouraged to give "in the moment" feedback to their managers, peers and the people team.

Staff have access to a learning and development budget, which can be used to improve soft skills or role-specific skills, and to gain formal qualifications. Employees are given protected time to learn, grow and develop and e-learning modules are tailored to meet their needs.

In the past 12 months, Huler has raised more than £3,500 and supported charitable and community initiatives. Team members climbed three of the UK's tallest mountains for the Dougie Mac and Katharine House hospices. The company is also donating 500 square meters of woodland to the National Trust as part of its environmental strategy.

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Marketing & Media Agencies

Wolff Olins

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Quarterly company meetings have become a global forum, where strategy is shared, work showcased, staff successes recognised and progress in terms of the organisation's principles demonstrated. A pass-the-mic section allows staff to share personal inspirations. Regular informal open-mic sessions with food and drink give staff the chance to ask questions or seek clarification.

The company salary-benchmarks roles annually to keep employees' pay in line with the industry. It means staff who have been with Wolff Olins for a long while do not need to jump ship to get better pay. It doesn't negotiate on salaries to avoid promoting a "those who shout loudest win" culture.

Wolff Olins makes a financial contribution to the Brixton Finishing School, in London, which aims to increase diversity in the marketing, advertising and communications industries. It runs training programmes for underrepresented communities. The company's staff give their time to create content for courses and to mentor students.

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What are companies doing with regards to 'My Company'

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

Carter Backer Winter, part of Gravita

cardfactory

Nexus Infrastructure

MOI Global

Whitby Wood

eduMe

Gazelle Global Consulting

Ooni Pizza Ovens

Huler

Wolff Olins

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