All training programmes have continued during the pandemic during which time 30% of Goodstuffers gained a qualification from the industry's governing body, the IPA. Development opportunities include Manager's Academy, a six-month programme for all managers and regular all-agency training talks which everyone is encouraged to attend.

In addition to mental health workshops, staff have free access to online fitness classes, and Goodstuff launched an agency 'Couch to 5k' group. It also ran a Feelgood Week, with activities including a crafty cuppa, one on one mindfulness sessions, a nutritionist talk and financial planning advice.

Motivated and dedicated teams work well together, supporting each other and encouraging each other. Empowerment and a strong team spirit are embedded in the culture.

Last year, Fresenius Kabi Germany gave €20,000 (£17,400) to the GoBanyo initiative which helps homeless people in Hamburg. The GoBanyo shower bus offers people the opportunity to shower free of charge and supply themselves with clean towels, clothes and hygiene products.

As well as carrying on with the normal work-based coaching and development during the pandemic, the firm boosted staff skills in Excel, project management and innovation and launched a management training programme. Freixenet Copestick also provides a weekly recruitment update to showcase opportunities across the company.

Managing directors encouraged staff to take lunch breaks and gave everyone an afternoon off to relax and do something fun instead of working. Each member of the leadership team also headed up a team in the 24 days of advent challenge completing 24 minutes of physical activity every day.

Fourth Floor Creative introduced an anonymous wellbeing support line and established a Wellbeing Warriors employee group who coordinates inclusive activities from book clubs, gaming nights and Friday night meets at the 'Online Arms' to daily #watercoolers online chats, a lunchtime scavenger hunt, pancakes and pumpkin carving

Chief executive, Rich Keith and chief operating officer, Catherine Cheetham, have weekly or bi-weekly 1-2-1s with all managers offering coaching and mentoring and making sure they are listened to and supported. They also operate an “open door” culture with no need for people to wait for meetings.

As an alternative to its annual ForaFest weekend away, the company sent staff food and drinks and organised a pizza cook-along, cocktail making class and interactive activities including musical Bingo. It also announced the winners of the Golden Palm awards for outstanding contribution.

Fora encourages biodiversity by building bat boxes, beehives and bird houses and ensures plants in its gardens are bee friendly. Fora only buys food or toiletries that are free from palm oil as well as local produce from ethically sourced suppliers and it uses renewable energy for its electricity.

The organisational development team has delivered a full learning and development programme over the course of the pandemic, opting to embrace online methods and rolling out Zoom and Skype training. Managers asked for feedback and found that many people preferred the virtual learning experience.

Staff can get discounts at hundreds of retailers and hospitality venues through a Reward Gateway account. Winners of the authority's popular quarterly recognition scheme, who are nominated by colleagues for their commitment to key values such as Customer First, also receive £25 vouchers.

Pre-pandemic, Flat Iron had selected Bread and Water for Africa, which helps to provide food, education and healthcare to some of the world's most deprived and vulnerable children, as its lead charity. Its second principal good cause was Cool Earth, which fights climate change – the company being conscious that beef production is part of the story.

When a director joins the company they spend time on the shopfloor getting to know the business and meeting people across all sites for a wider understanding of the business and to increase approachability. All senior managers post updates and interesting facts about their roles on the in-house platforms.

FHA has always invested significantly in training and development even in challenging periods and last year it introduced a Leading Change Programme, open to all while 30 staff took up the opportunity to increase their skills and qualifications through apprenticeship programmes.

Teams have had coffee mornings, quizzes and opportunities to just talk about how they are feeling with support from Time to Change Champions and they have been encouraged to take a walk during their breaks to appreciate nature with WhatsApp groups featuring different activities and beautiful views from across Wales.

During the pandemic Fair Ways set up internal and external Help Squads to support vulnerable members of staff and the local community. Fair Ways staff helped colleagues or their families with shopping and picking up prescriptions and organised the donation of over 1,000 items to local food banks.

Fair Ways believes the key to successful, motivated and engaged teams is having an inspiring and supportive leader. In addition to the management development training programme, which includes external training and coaching sessions, there are regular drop in masterclasses on topics from culture and supporting organisational change to coaching for managers.

Mental and physical wellbeing have been at the centre of everything Everflow has done for its employees since the pandemic began. Mental health courses, informal virtual get-togethers and quizzes were supplemented by a cycle-to-work scheme and encouraging exercise during daylight hours for those working from home.

The company calculates that by being exclusively paperless, it avoids using 2 million pieces of paper a year on traditional billing and envelopes. It also helps the environment by providing smart meters and giving advice to customers on saving water and preventing blockages.