State of Engagement 2026 Report |
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Vacherin support and encourage their staff in their work in local communities and charities – allowing 2 days per year off for volunteering activities. They organise volunteering days with the Fareshare charity for their staff to help distribute food to the homeless and in need. Vacherin present to hospitality students to promote the catering industry and build students' understanding of their sector. They encourage fundraising yearly for their chosen charity Debra, and offer the option of fundraising for their own chosen charity. Vacherin regularly present to colleges and universities to promote understanding of their industry, and take placement students from one day up to one year. They have a partnership with Lewisham College whereby they have dozens of staff taking NVQ qualifications, they are setting up apprenticeship schemes and they take students on work placement as well as into their first permanent employment, and hospitality management placement students from Portsmouth & Bournemouth University, giving them invaluable experience in all aspects of the contract catering industry.
Following on from Vacherin's success of the Health Matters their Health and Wellbeing Initiatives, they have now set up similar training sessions for all employees. These include the following to achieve a feeling of optimised health and wellbeing. Planned days - Balancing Blood Sugar Stress Management, Well Balanced meals, Summer Body & Fitness, Food & Mood Optimum Nutrition, Healthy up your Heart, Boost your Immunity, Beat Fatigue.
Following on from Vacherin's success of the Health Matters their Health and Wellbeing Initiatives, they have now set up similar training sessions for all employees. These include the following to achieve a feeling of optimised health and wellbeing. Planned days - Balancing Blood Sugar Stress Management, Well Balanced meals, Summer Body & Fitness, Food & Mood Optimum Nutrition, Healthy up your Heart, Boost your Immunity, Beat Fatigue.
The manner in which UKRD operates and are required to do so by the company's core values necessitate operating in a way that aligns their management style and how they manage with company's values.
Every year UKRD hold full day training events for every team across the company which focuses upon their core values and ambitions and in addition, at each location, business teams are also taken out of their environments for team building days whether it be survival training, sailing or a day at the races.
Every year UKRD hold full day training events for every team across the company which focuses upon their core values and ambitions and in addition, at each location, business teams are also taken out of their environments for team building days whether it be survival training, sailing or a day at the races.
All areas of senior management have spent the last 18 months collaborating on the company's proprietary workflow platform, STREAM, in which they manage the lifecycle of their client and translator relationships. TranslateMedia was extremely keen to develop a service and platform that served the company's needs both in the present and future, by facilitating internal communication and ensuring every employee has a perfect understanding of each client relationship. TranslateMedia's senior management team encourages every area of the business to participate and bring their own unique blend of experience and expertise to drive a system that will not only continue to improve productivity, but will provide each team member the historical prospective and communications that have previously taken place by team members in other areas of the company.
All areas of senior management have spent the last 18 months collaborating on the company's proprietary workflow platform, STREAM, in which they manage the lifecycle of their client and translator relationships. TranslateMedia was extremely keen to develop a service and platform that served the company's needs both in the present and future, by facilitating internal communication and ensuring every employee has a perfect understanding of each client relationship. TranslateMedia's senior management team encourages every area of the business to participate and bring their own unique blend of experience and expertise to drive a system that will not only continue to improve productivity, but will provide each team member the historical prospective and communications that have previously taken place by team members in other areas of the company.
All areas of senior management have spent the last 18 months collaborating on the company's proprietary workflow platform, STREAM, in which they manage the lifecycle of their client and translator relationships. TranslateMedia was extremely keen to develop a service and platform that served the company's needs both in the present and future, by facilitating internal communication and ensuring every employee has a perfect understanding of each client relationship. TranslateMedia's senior management team encourages every area of the business to participate and bring their own unique blend of experience and expertise to drive a system that will not only continue to improve productivity, but will provide each team member the historical prospective and communications that have previously taken place by team members in other areas of the company.
THT has embraced and seen the benefits of coaching over the last 12 months, through a management coaching programme, supported by group training sessions to reinforce common developmental themes. In a survey conducted with approx. 50 THT managers early last year, it has in some cases transformed the way people view their role, with managers reporting increased levels of confidence and self-belief (88%), improved performance management capability (95%) ability to look at problems and issues in new ways (93%) motivation/inspiration to make improvements or try new things (88%). These successes are in part due to the fact that the remit was clear, it was about specifically improving management skills but at an individual level – so people received the direct support that they needed to improve as opposed to a ‘one size fits all' training approach. The message also coming back from managers, is that whilst they wish to continue coaching, they are keen to embed this within the organisation through the development of a cross section of staff to provide internal coaching that can support teams as well as individuals creating a coaching culture for THT and a key objective of the company's Management Development next year is to develop this.
Employees at Trafford Housing Trust are rewarded in a number of ways through the Star system, with the primary intention of being something which the employee is individually pleased to receive. For some employees, this may be a shopping voucher for others a trip to a football match or a bottle of wine. There is also group rewards. For example, Managers take their team for breakfast or lunch or just buy pizzas for the whole team to enjoy. Managing Directors hand write cards when somebody has been nominated for a reward. These are hand written and posted to the individuals address to be received on a Saturday, so they can read them at home.
Employees at Trafford Housing Trust are rewarded in a number of ways through the Star system, with the primary intention of being something which the employee is individually pleased to receive. For some employees, this may be a shopping voucher for others a trip to a football match or a bottle of wine. There is also group rewards. For example, Managers take their team for breakfast or lunch or just buy pizzas for the whole team to enjoy. Managing Directors hand write cards when somebody has been nominated for a reward. These are hand written and posted to the individuals address to be received on a Saturday, so they can read them at home.
THCH has a number of initiatives in place aiming to deliver health, wellbeing, educational attainment and community cohesion. Some of these include: Employment and Training - through their partnership work with local providers and support to groups such as The Rooted Forum and Employment First, a number of training and capacity building programmes have been delivered to residents throughout 2013/14. Those who attended the sessions received detailed help and assistance. Debt and Welfare Advice - THCH continued to work with agencies, such as St Peter's Community & Advice Centre in Bethnal Green, providing debt, welfare and financial advice. Health & Wellbeing - a number of groups using the company's centres provide regular weekly health and welling activities, such as Zumba, martial arts and football – through to equally as enjoyable, but less energetic activities such as bingo and coffee mornings where residents can meet and gain help, support and friendship from each other. THCH have also maintained a number of health and wellbeing outreach sessions providing advise ranging from the cancer awareness workshops through to hosting events by the Tower Hamlets Food Growing Network, a local network of community food growers in the London Borough of Tower Hamlets providing advice on not just growing your own, but eating a balance and healthy diet. THCH were also delighted to receive £50,000 Sport England funding for an Outdoor Gym at the Cameron Best Park in Bethnal Green, which was opened by Olympic Gold Medallist, James DeGale in November 2013.
The staff's pay at THCH is negotiated through National Joint Terms and Conditions, therefore any pay rises are agreed through Unions and Central Government. The last couple of years, there had been no pay rises for three years. The CEO sought Board Approval to have a one off bonus payment for staff to reward appreciation of the continual hard work and that the staff had constantly had an excellent resident satisfaction rates. This was a huge success and staff very much appreciated that their efforts had been rewarded.
THCH's Leader (CEO) engages with all staff, he takes the time to get to know each and every one one of the staff. He meets new starters and personally takes them on an induction tour and then off to an informal lunch so that he can get to know the person. He has an open door policy and has been operating an “Afternoon Tea with the CEO” which is an opportunity for each and everyone of the staff to sit informally and speak to him. He has a presence and is always available to everyone to talk too. He delivers the customer care training so that all staff know what he and the organisation expects, in relation to the service that is provided to their residents. The CEO delivers Quarterly Briefings which updates staff on current legislation, gives praise and information on service delivery. He is passionate about Housing and the Community which filters through to staff making him an inspirational leader. He leads by example and encourages staff development. He see the organisation as a family and invited each and every one of his staff and their partners to celebrate his 50th birthday – the venue was packed which shows that staff want to engage with him. The staff away day team building activity is his personal idea and staff are encouraged to compete for prizes. Even members of staff that have passed away in service, have been remembered by having a plaque and rosebush in their memory. Some have had a park and a block of flats named after them.
Supporting school breakfasts with donations, sponsoring local sports activities, apprenticeship schemes and Toureen ensure local people in all regions their sites are based in, have the chance to work on Toureen Projects. They also supported a community outreach activity for a local school they were working on. They built a 'skip garden' for the students so they were able to grow, nurture and harvest organic produce on the school grounds. They sank the skip into the ground and built a walkway around it using recycled materials.
Supporting school breakfasts with donations, sponsoring local sports activities, apprenticeship schemes and Toureen ensure local people in all regions their sites are based in, have the chance to work on Toureen Projects. They also supported a community outreach activity for a local school they were working on. They built a 'skip garden' for the students so they were able to grow, nurture and harvest organic produce on the school grounds. They sank the skip into the ground and built a walkway around it using recycled materials.
Denis Nolan is an exceptional leader with an entrepreneurial vision. He is widely recognised as a pioneer of solving complex construction challenges. Denis has ensured that the Toureen culture is led by integrity and family principles. As well as being a ‘hands on' Managing Director, he often closely supports several projects and the team. Denis is a demanding perfectionist for health and safety and this has led not only to his team's well-being but several industry awards. A true philanthropist himself, he supports many UK Charities both within and outside the industry. He is very generous in spirit and giving and ensures there is an open door policy. He is always available, listens and genuinely cares. He knows the name of everyone of his employees and remembers and takes genuine interest in them as people. He sees his team's talents and skills and supports them to achieve their successes.
TMW's founding partner and Group CEO, Richard Marshall, has an unusually honest and open style which makes people feel empowered and truly part of the business. There's a TV series called Back to the Shop Floor but in truth, Richard spends as much time on the shop floor as he does in Executive Board meetings! If, for example, a pitch opportunity comes in and it's all hands to the deck, Richard throws himself at it without any questions. This inspires respect from those around him and a desire to go the extra mile for him. He genuinely cares about people in the business and has a knack of knowing most of the detail of what's going on. He's also very intuitive, quickly spotting when things aren't quite right, either at the level of an individual or more broadly, in business matters. He's been described in an article in the trade press as 'one of the nicest people in the business' and most of TMW would agree with this.
TMW have an on-going programme of leadership development for the Management Board, comprising of up to 5 full off-site away day sessions over a period of 12 months, devised specifically to help create a more cohesive, empowered leadership team. Content typically covers everything from interactive sessions in the work environment, through to external team-building activities from treasure hunts to fact-finding exercises. Their Summer party last year was also heavily weighted on team building, as they had different groups working together creatively to produce the best photos during their ‘Instagram hunt'. The company also hosted a Pumpkin carving competition on Halloween, where each department had to work on carving a pumpkin together – and the quality of what was presented was outstanding!
TMW have an on-going programme of leadership development for the Management Board, comprising of up to 5 full off-site away day sessions over a period of 12 months, devised specifically to help create a more cohesive, empowered leadership team. Content typically covers everything from interactive sessions in the work environment, through to external team-building activities from treasure hunts to fact-finding exercises. Their Summer party last year was also heavily weighted on team building, as they had different groups working together creatively to produce the best photos during their ‘Instagram hunt'. The company also hosted a Pumpkin carving competition on Halloween, where each department had to work on carving a pumpkin together – and the quality of what was presented was outstanding!
The fortnightly Head Office Huddle run by the company's CEO and exec team allows the company to share news from product launches to sales figures in an open forum and casual setting. Similarly, quarterly cross-functional Listening Groups occur where colleagues share thoughts on topics and voice concerns. The CEO meets with each head office team/department every 6 weeks to discuss key topics and listen to any concerns. The company use a variety of methods to communicate with their 242 stores including, ChocSource , postal packs and the Retail Managing Director uses a voicemail system to all stores for key messages. Head of Operations runs quarterly factory briefs to all employees across the 24/7 operation and also sends out a fortnightly newsletter containing news,blogs and competitions. Educational displays are set up in the canteen and reception to enhance learning and encourage employee discussion. For example, “From cracking the cocoa pods to chomping the choc” run by 7 cocoa experts from Cargill to educate employees on the cocoa trail from bean to boxed chocolates. The mock shop displays new products and promotions so colleagues in head office are aware of what the shoppers are experiencing in store. The Factory Tours programme has been running for 4 years where employees who are trained as Tour Guides take great pride in voluntarily sharing the factory experience with fellow colleagues. They also benefit from the cross functional teamwork that is an integral part of the factory tours programme.
The company recently hosted a stress awareness training course for the Store Managers. Hilary Horton delivered the presentation and activities based on her extensive experience in coaching stress awareness through the NHS, H.M Prison Service and while serving as a Squadron leader with the RAF. Other innovative examples of classes and services they company have organised for their employees to enhance their welling include laughter yoga, massage, mock-tail sampling, healthy picnic lunch at the launch of our new financial year and a wellbeing fair.
The company recently hosted a stress awareness training course for the Store Managers. Hilary Horton delivered the presentation and activities based on her extensive experience in coaching stress awareness through the NHS, H.M Prison Service and while serving as a Squadron leader with the RAF. Other innovative examples of classes and services they company have organised for their employees to enhance their welling include laughter yoga, massage, mock-tail sampling, healthy picnic lunch at the launch of our new financial year and a wellbeing fair.
The university hold the Pink Party in the Piazza event and round the World in 80 days walking initiative. The university mile walking initiative. Paper light admissions process. Revised timetabling systems.
2014 recycling awareness campaigns on and off campus with Worcester City Council major building projects have been subject to the university's commitment to sustainable and environmental building practices and many have won awards. They have improved the landscape of Worcester with the regeneration of inner city sites and retro-fit refurbishment of commercial buildings.
2014 recycling awareness campaigns on and off campus with Worcester City Council major building projects have been subject to the university's commitment to sustainable and environmental building practices and many have won awards. They have improved the landscape of Worcester with the regeneration of inner city sites and retro-fit refurbishment of commercial buildings.
All of the Directors, in both offices, sit in the open plan space with the wider team at The Test People. This allows for collaboration and communication and a closer relationship with employees. The Senior Management Team are prominent sources of expertise in the TTP Community and also the wider testing community. The SMT commitment to the values has also recently been illustrated by the agreement to include the company values in the new Talent Management framework, which will soon be launched. This will ensure that the values are prominent and reinforced by all of the company's managers to their teams during performance chats. The main way in which the SMT promote their values is to lead by example. At Director level, there is a strong commitment to creativity and ensuring TTP are at the forefront of new initiatives within Testing. Senior Management also empower their teams to work autonomously and find new solutions to complex technical and testing challenges.
All of the Directors, in both offices, sit in the open plan space with the wider team at The Test People. This allows for collaboration and communication and a closer relationship with employees. The Senior Management Team are prominent sources of expertise in the TTP Community and also the wider testing community. The SMT commitment to the values has also recently been illustrated by the agreement to include the company values in the new Talent Management framework, which will soon be launched. This will ensure that the values are prominent and reinforced by all of the company's managers to their teams during performance chats. The main way in which the SMT promote their values is to lead by example. At Director level, there is a strong commitment to creativity and ensuring TTP are at the forefront of new initiatives within Testing. Senior Management also empower their teams to work autonomously and find new solutions to complex technical and testing challenges.
All of the Directors, in both offices, sit in the open plan space with the wider team at The Test People. This allows for collaboration and communication and a closer relationship with employees. The Senior Management Team are prominent sources of expertise in the TTP Community and also the wider testing community. The SMT commitment to the values has also recently been illustrated by the agreement to include the company values in the new Talent Management framework, which will soon be launched. This will ensure that the values are prominent and reinforced by all of the company's managers to their teams during performance chats. The main way in which the SMT promote their values is to lead by example. At Director level, there is a strong commitment to creativity and ensuring TTP are at the forefront of new initiatives within Testing. Senior Management also empower their teams to work autonomously and find new solutions to complex technical and testing challenges.
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