

Chevron provide health and medical services for all staff, including voluntary medical examinations every 5 years. They also provide Private Medical Insurance and an Employee Assistance Programme.
Chevron provide health and medical services for all staff, including voluntary medical examinations every 5 years. They also provide Private Medical Insurance and an Employee Assistance Programme.
Chevron provide health and medical services for all staff, including voluntary medical examinations every 5 years. They also provide Private Medical Insurance and an Employee Assistance Programme.

In response to an employee survey, Cephalon have improved their reward package through implementing a Total Reward Statement and introducing additional employee benefits such as french lessons and a high street discount scheme.
In order to enhance and develop strong teams, Cephalon organise a variety of team building events and joint sales conferences give employees the opportunity to interact with each other.
Managers are empowered to carry out their roles with autonomy and are supported to do so through a combination of development in a small group situation and one to one coaching.

They recognise that it's the people in the business that make the difference so there is a culture driven from the top down that recognises the importance of each employee and ensures that they remain close and communicate on a daily basis.
Carey has abolished the ‘long hours' culture that has been inherent within the service industry in the UK. In every area, their employees work structured shift patterns that ensure they are able to have control over their working life.
Carey England recognises that their day-to-day operations inevitably impact on the environment. In partnership with The CarbonNeutral Company, they invest in two projects around the world to offset the effect of their fleet on the environment.

The annual Ely Award is designed to recognise employees who made extraordinary accomplishments that improved business operations. Specifically, this award honours accomplishments in cooperation and teamwork, cost reduction, customer service, process improvement, productivity, quality improvement, and technological innovation. Anyone may nominate a fellow employee or team of employees for the Ely Award.
The annual Ely Award is designed to recognise employees who made extraordinary accomplishments that improved business operations. Specifically, this award honours accomplishments in cooperation and teamwork, cost reduction, customer service, process improvement, productivity, quality improvement, and technological innovation. Anyone may nominate a fellow employee or team of employees for the Ely Award.
Significant support tools have been created to enable managers to fully support employees' personal growth and the annual review process is a Performance and Training review where the two are fully integrated.

They offer focussed and measurable goals for all managers, and portray a clear and honest communication policy. They also provide a coaching and training scheme to develop internal skills.
They offer inspiring leadership. Give full accountability for their actions at all levels and encourage the attitude that whilst there is a hierarchy, each individual has a key role to play in each project. They hold regular team/company events including regular social/sporting activities.
They offer employee mentoring, coaching and continuous Professional Development.

Employees are rewarded with excellent social events and activities. Past Christmas parties have taken place in Barcelona, Monte Carlo and Rome, and not only boost morale but also enable the board to express a more personal level of gratitude to all staff.
A bonus is given to employees who put forward successful land acquisition suggestions for new land on which Bardsley can build and develop.
A bonus is given to employees who put forward successful land acquisition suggestions for new land on which Bardsley can build and develop.

Company founder, W.T. Burden, gifted a substantial shareholding to create Burdens Charitable Foundation (BCF), thus enshrining Burdens commitment to CSR in its ownership, visions, and values. The majority of Burdens profits are distributed to community projects in Africa and the UK. The company also encourage full scale employee share ownership and charitable giving and action.
Company founder, W.T. Burden, gifted a substantial shareholding to create Burdens Charitable Foundation (BCF), thus enshrining Burdens commitment to CSR in its ownership, visions, and values. The majority of Burdens profits are distributed to community projects in Africa and the UK. The company also encourage full scale employee share ownership and charitable giving and action.
Company founder, W.T. Burden, gifted a substantial shareholding to create Burdens Charitable Foundation (BCF), thus enshrining Burdens commitment to CSR in its ownership, visions, and values. The majority of Burdens profits are distributed to community projects in Africa and the UK. The company also encourage full scale employee share ownership and charitable giving and action.

All staff have a programme of mandatory training which is fully resourced and funded. They are encouraged not only to seek formal qualifications but also opportunities for personal growth.
With a caring ethos, everyone is encouraged to look after each other. Generally, staff support and help each other with work, even when they don't need to. Brunelcare also provide sickness pay and conduct back to work interviews.
They provide opportunities to progress where possible - delegating responsibility and authority, giving project work, internal promotion rather than external recruitment. Also when conducting pay reviews for salaried staff they reward outputs, recognising achievements at monthly supervision meetings not just at annual appraisal.
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