What are companies doing with regards to 'My Company'

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Not For Profit Body's

Swale Borough Council

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The council operates hybrid working and promotes the benefits of this new style when advertising job vacancies. It hopes the new strategy will aid the retention of staff who have expressed support for a more flexible way of working.
The Developing Everyone Framework, provides a tool for managers and their team to discuss performance and career aspirations, and discover the appropriate training and development for all. It has helped to identify the top talent and rising stars, as well as those who need additional support.
Chief executive Larissa Read says: "Our commitment to staff engagement is that every member of Swale Borough Council and our Mid Kent colleagues will be supported to make their voice heard, be it positive or negative."
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Property

Empiric Student Property

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Additional training, in-house or with external trainers, is offered on key aspects of managers' roles, such as health and safety, and budget and people management. All people managers must complete the Mental Health Champion course to increase their knowledge of wellbeing support for their teams and themselves.
Managers in city locations are given funding to organise social events. These may involve the community, such as a beach clean in Falmouth. During the summer turnaround, when students leave, unwanted items are given as donations to the British Heart Foundation, food banks and animal charities.
Results of the last survey were presented to the senior leadership team and then all staff. Managers use a presentation of the results at team meetings to promote discussion and give feedback on proposed improvements. The colleague forum refines actions further and discusses the next steps.
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Manufacturing

MBDA UK

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Dynamic working allows employees to work flexible hours to fit around their needs. The company also pays overtime for anything beyond its standard 37-hour contracted week. Employees can choose to have the monetary value of their overtime paid as part of their next month’s pay, or the hours can be converted to "flexi-leave" days.
Staff can claim £150 per year to support external learning, such as language lessons, software courses, football coaching and Open University modules. The Momentum and Connect programmes focus on personal development, backed up by Careerbuilder, which incorporates videos, e-learning modules and enables staff to build a CV and receive feedback.
All news starters have two inductions. The first is led by the individual’s manager and focusses predominantly on their role. The second induction is delivered at a later date and acts as an introduction to the wider business, with sessions led by leaders of each department across the business to encourage inter-departmental collaboration.
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Not For Profit Body's

Broads Authority

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Both new and developing managers are provided with specific management training and all are given access to an annual development programme to help them develop the key skills needed in their roles.
After the pandemic forced different ways of working, the organisation is now trialling agile working practices in those teams where the nature of the work undertaken allows it. All newly appointed employees will be invited to participate in the trials.
As well as having an Employee Assistance Programme in place for employees' wellbeing needs, the organisation gifted each member of the team an extra day's annual leave between Christmas and New Year in recognition of their hard work during the Covid-19 pandemic.
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Not For Profit Body's

Seafish

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Seafish's results-only working environment is a key attraction for staff. Having worked this way since before the pandemic, the company is committed to creating an environment where its people are trusted to take responsibility for their own success in a way that works for them.
"New squids on the block" is the name give to those joining the company. Staff comment on how friendly and welcoming the organisation is. It believes its people are its best asset and it showcases that belief throughout the recruitment and onboarding journey.
Keeping a sea theme, the company organises beach cleans and hosts fish and chip lunches, for which Seafish matches the cost of the lunch and donates it to the Fishermen's Mission.
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Retail

Joules Group

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Every six months, staff receive a “thank-you” payment to reward them for their efforts throughout the year. It comes either in monetary form in their pay or as a voucher for a wide range of retailers that they can use on the company’s rewards platform.
The company is introducing a new induction and development programme and apprenticeship courses that all employees are eligible for. Training programmes are available that not only enable staff to progress within their career, but also to develop within their own roles. Managers have access to courses on the Fuse learning portal.
Joules has been investigating ways in which it can source materials sustainably and be transparent with its supply chain. An enhanced ethical-trading policy means it has graduated to full Ethical Trading Initiative membership.
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Retail

DFS

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Last year, the company's group support centre was refurbished to make it disability friendly. As part of the project, a member of the Inclusion Council advised on changes that would help those who are neurodivergent.
A hybrid working policy has been introduced for staff at the group support centre. It covers health and safety, employee wellbeing and responsibilities and expectations, along with support for staff and line managers. Showrooms' opening hours have been changed, as have the working patterns of delivery and warehouse teams, to aid a better work-life balance.
Staff have access to an internal learning hub which hosts a wide range of self-led digital courses and allows them to book workshops. The hub also hosts "how-to" videos and 1,000 modules that support personal growth and development.
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MSC Industrial Supply

A dedicated Health and Wellbeing Manager ensures people are kept up to date with the latest resources in MSC’s employee portal, with information on health and wellbeing to keep individuals and their families well, along with access to private medical healthcare and personal counselling support.

All managers at MSC have the option to receive executive leadership coaching from an external development partner. There’s also a partnership with a Diversity and Inclusion organisation which sees all managers undergo an extensive training programme in this area. An internal intranet site houses extensive developmental reading material and tools to support managers.

MSC’s approach is about recognising team collaborative in an inclusive way. This means success is celebrated as a whole, with everyone’s contributions acknowledged. It regularly holds celebrations for a diverse range of events, including National Employee Appreciation Day, where all employees received a personalised chocolate gift to their home, thanking them for their contribution.

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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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Manufacturing

Lionel Hitchen

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Each department runs a monthly "world-class manufacturing" meeting that other staff can attend with the aim of improving cross-departmental relationships and understanding, and to share ideas. There is usually a fun team-building activity, too.
A training programme was rolled out to leaders, who reviewed the company's values and came up with a memorable way of summarising them, called the Hitchen Way. The programme also resulted in the formulation of three transformational business goals, which have brought considerable improvements to business processes and have involved large cross-functional teams.
The company set up a Green Team to work on reducing its carbon footprint and staff engaged enthusiastically in coming up with more than 100 ideas and projects for energy saving, which will include the purchase of a new electric van in 2022.
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