Pride Powers Performance

Senior management believe it is important that staff feel empowered and trusted. They are given the autonomy to make decisions. The leadership team has a "door always open" policy, meaning they are on hand for advice and support whenever it is required. That gives staff the confidence to challenge themselves while feeling supported.

At the monthly breakfast club, staff get together and chat about non work-related subjects. They are asked to talk to someone new and offer topics of conversation as ice-breakers. It means people socialise outside of their circles and it's a great way to introduce new starters.

The Group promotes internally whenever it can, supporting its people with training to gain the skills and confidence to go for the next level up. There are apprenticeship schemes and a graduate scheme giving individuals experience in the departments they want to work in. And the organisation will fund professional and degree-level qualifications.

Jigsaw Homes Group aims to be carbon neutral by 2050 through its ‘Be Zero’ sustainability plan. It has a sustainability coordinator who will deliver training to all employees during 2023 on how to be more environmentally responsible, such as through carbon literacy training, so they can channel this into their roles.

There is a learning-management system containing training resources to support staff development. Learning hours, which offer bite-sized training sessions, are delivered by internal and external trainers. A dedicated group discusses how learning can be promoted within the organisation and it was responsible for creating learning champions. The foundation also has a leadership development programme.

Benefits include 30 days' annual holiday, plus compassionate leave, generous maternity and paternity leave and sick pay, as well as time off for moving home or study. It offers a life assurance scheme, season ticket loans and a cycle-to-work scheme. Staff are also given three paid days off a year for voluntary work.

Each department has a training budget for staff to build skills, attend courses and achieve qualifications. For employees keen to gain experience and skills in certain areas, there's the opportunity to get involved with wider business projects. For instance, staff wanting to build confidence in public speaking can present to the company.

AppLearn always ensures the team has something to look forward to, from free on-site yoga and HIIT sessions to breakfast and healthy snacks. There's also a lunchtime walking club, regular competitions like monthly step count challenges, and a Tuesday night football team.

In July, Medaille gave all staff who were earning less than £30,000 a year, a 10% pay rise to reflect the rate of inflation at the time. The charity has also reviewed its job descriptions and pay structure to ensure they are fair and transparent.

At the Mersey service, an area of wasteland has been turned into an allotment, where residents plant and grow vegetables. Gardening is known to be good for mental and physical wellbeing, so it benefits residents but, on top of that, excess produce is donated to the local food bank.

The trust launched its first management development programme last year. It also piloted a line-manager induction and development scheme. The training introduces key processes line managers are accountable for, as well as developing capabilities in the areas of coaching, feedback and development.

To further its aim of reaching net zero by 2030, the trust carried out energy audits of venues and provided energy-management training sessions to help staff build the skills and knowledge to implement energy reduction. It also undertook a biodiversity study to identify opportunities to manage sites with green space in a nature-positive way.

New and existing managers are supported through the new Manager Skills Toolkit. It involves monthly sessions with an HR professional, and covers a variety of content in bite-sized chunks, including handling difficult conversations, situational leadership, managing performance and personal effectiveness. The company also runs a Future Leaders Programme focused on building successful teams.

A dedicated Charity Board organises fundraising events for the team, including those for its community charity Kids Inspire, which awarded EMJ' Corporate Supporter of the Year' for raising more than £20,000 in 2021. Fundraising activities have included the 100k Thames Path Challenge and a fancy dress Halloween event.

Online channels and apps keep everyone part of the social goings-on and activities, even if they're not in the office. They're also forums for people to comment and share ideas. At Christmas, small local businesses were invited to sell their products – an event encouraging staff into the office.

Employee wellbeing underpins day-to-day life at Staysure Group. There's a dedicated quarterly newsletter, trained mental health first aiders, wellbeing champions, a wellbeing room for staff in need of quiet time and walking route maps for those who could do with stepping away from their desks and getting some fresh air and exercise.

A performance management framework guides learning and development needs. A dedicated skills centre with an extensive training catalogue provides a range of learning activities to uphold the values and gives front-line staff and managers chance to grow and develop through job-specific training. There's also accredited management and leadership training on offer.

The Charity is giving by its nature. The St Giles Pantry food hubs offer more than a meal to those struggling to feed themselves. Hundreds of households are supported every year with face-to-face support to overcome barriers. As part of its Christmas Appeal, St Giles Trust pledged to provide 50,000 meals to families.

Chief executive Anthony Pearlgood stages regular town hall meetings with staff to update them on company business and he encourages senior leaders to do the same. Pearlgood and the HR and talent manager also meet staff in groups, to determine what the organisation can do to improve terms and conditions.

As well as in-house recycling and a cycle-to-work scheme, the company's efforts to combat climate change include a drive-to-work scheme. It encourages staff to car-share and allows them to claim £1 per person for each journey.

There are many opportunities to progress, with a vast library of online learning and prizes for completing 'courses of the month'. There are horticulture and arborist apprenticeships, a GC Leadership Academy and technical training. And the induction programme for new starters sets them up with training to hit the ground running.

Employees can access free external mental health and wellbeing support services, including counselling, an online GP and a sleep and meditation app. There's also subsidised gym membership and free activities such as badminton and football at head office. Many staff are also trained Mental Health First Aiders, always on hand to offer support.

Staff are given an extra day's leave that can be used to support their wellbeing. Fisher Jones Greenwood has also developed a wellbeing programme that focuses on mental, physical and financial wellness, lifestyle and work behaviour.

As well as promoting regular team meetings, the firm hosts events that are designed to get staff communicating and energised, such as summer and Christmas parties, quizzes, pizza lunches and coffee mornings. The events help to promote a friendly culture and environment.

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'.

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.

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.

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.