Pride Powers Performance

Furloughed workers have been encouraged to complete product and technical training to enhance their skills and a number of people have achieved qualifications in the past year. Talent mapping across the business helps all employees to see where their role fits in and work towards new goals.

Everyone has access to a personal trainer to get fit – as well as free weekly Zumba and Pilates classes. For those who need extra support, Olive provides a professional counselling service. The business has offered flexibility to working parents and carers with extra responsibilities.

The Macmillan World's Biggest Coffee Morning – the cancer charity's biggest fundraising event – took place virtually this year with employees encouraged to grab themselves a cuppa and a slice of cake and join the online chat to have a natter with colleagues.

Global CEO Werner Lieberherr set up a monthly online meeting to update all employees on company-wide activities, including the impact of Covid-19 on the business. This takes place live, virtually, and people are free to ask him questions directly on any topic.

Staff were surveyed to check productivity, mental health and any support desired and the results suggested that 87% of employees felt KG was communicating enough and 90% believed they were receiving the right manager support. While company updates during lockdown were typically business-focused, any direct workforce concerns were addressed.

Starting from January 2021, key performance indicator objectives for all managers include supporting the delivery of the group's Leadership Academy programme. Objectives are agreed at the beginning of every year; individual performance is assessed throughout; and 1:1s take place at the manager's discretion, according to need and regulatory requirements.

KPUK aims to be a valued partner in the communities it serves. The group supports charity partners to build futures for people of all backgrounds and circumstances. Employees are empowered to support local good causes through paid volunteering days and fundraising activities.

Kaplan significantly increased its two-way communication with the top 50 managers to ensure they had all the information they needed to cascade to their teams. In the early weeks of lockdown, a team status tracker quickly identified those under the most pressure. Once everyone settled into a new rhythm this was stood down.

Continuous training at all levels is part of its success. An Effective Manager programme has been delivered virtually to 500 managers in the past year. A new Emerging Leaders programme moves participants beyond management fundamentals to four modules dealing with commerciality, connecting people, high performing teams and influencing.

In September, CEO Brendan Mooney, who joined the company as a software engineer in 1989, was given the Chairman's Award for Excellence by the IOD for his personal impact on the culture and success of his organisation through outstanding professionalism and implementation of best practice in governance and leadership.

Staff received Just Eat vouchers and there were gardening competitions, fun-run challenges and other company-wide events to keep team spirits high. Mental health support channels were set up and senior leaders were visible and on hand as people adjusted to remote working.

All managers take part in monthly 1:1s for feedback and to give them the tools they need to perform in their roles. They are also invited to undergo two further annual appraisal and review processes. Minimum expectations around communicating with their teams are in place.

All managers at Zen are enrolled onto a Living Leader programme. The programme is very different to other programmes, it looks at the individual as a whole, rather than the person in work. It explores empowerment, responsibility, appreciation and communication – all qualities for helping people to build powerful relationships with everyone they meet and speak to, both inside and outside work. Due to the huge success and feedback, this is now being rolled out company wide.

All managers at Zen are enrolled onto a Living Leader programme. The programme is very different to other programmes, it looks at the individual as a whole, rather than the person in work. It explores empowerment, responsibility, appreciation and communication – all qualities for helping people to build powerful relationships with everyone they meet and speak to, both inside and outside work. Due to the huge success and feedback, this is now being rolled out company wide.

XLN prides itself on “promoting within” and as an organisation that can only be achieved by constant employee development. If any employee requests any training, whether specific to their role or not, they will always say yes. They believe if an employee wants to better themselves, then they should do everything possible to retain that ambition within the business and offering unlimited training resource is key to that.

XLN have found that Shadowing is the most effective form of support. Their team always feedback that learning by directly following someone with experience in a higher grade role gives them the confidence to step up. It offers the knowledge and clarity of what is expected. It's the simplest way to find out what good looks like and also identify potential areas where they can make improvements to the way the roles are managed.

They have recently introduced a choir session directed by the Choir Leader that led the group that won last year's BBC Pitch Battle competition. According to research from the CIPD, singing together can be one of the most positive activities they can engage in to boost wellbeing, increase confidence, improve communication and gain a sense of overall achievement.

Their Environmental Group meets regularly to assess the ways in which they can make a positive contribution to their surroundings. Some of the projects initiated by the group have included installation of solar roof panels, sourcing of electric company cars to reduce carbon emission, replacing lightbulbs with LEDs (many on motion sensors) and sourcing their additional electricity from a green energy supplier.

The Trainee Recruitment Programme is aimed at those with no or little recruitment experience and consists of 6 different workshops which cover the whole of the recruitment lifecycle. They recently had their ‘Festival of Training', the biggest single training event in the history of the company. The programme was covered in a three day event, with delivery from 10 of their managers and Senior Consultants sharing best practice.

The Trainee Recruitment Programme is aimed at those with no or little recruitment experience and consists of 6 different workshops which cover the whole of the recruitment lifecycle. They recently had their ‘Festival of Training', the biggest single training event in the history of the company. The programme was covered in a three day event, with delivery from 10 of their managers and Senior Consultants sharing best practice.

They use a variety of tools to help employee development. One of which is their WW Inspire events where they invite guest speakers to share their experiences of development, including the Olympic Champion Alex Gregory and Celebrity Ambassadors Curtis Pritchard and Alison Hammond.

More recently they have encouraged WW employees to bring the inside out, sharing externally what it feels like to work for their brand. They have achieved this through more effective use of social media - sharing their internal events and development opportunities across LinkedIn and holding Facebook Live Q&A recruitment sessions that give candidates an opportunity to meet the team and ask about their opportunities.

Their senior team live and breathe their company values, the employee of the month is based around their values as is the yearly awards. They hold a weekly Senior Management meeting incorporating core areas of trading and the directors invite their platinum employees (those employees that have been with the business for 9 years or more) to a lunch meeting each month to provide an insight into future initiatives for the business and to welcome their suggestions.

They have recently invested in their managers of the future as a number of employees are undertaking a chartered manager degree apprenticeship through a local university, which is a 4 year program and on completion candidates will gain a BA (Hons) in Business Management and will obtain chartered management status.

For the past few years, amongst a number of other initiatives, they have a Winch team that cycles all the way from London to Monaco - a gruelling 900 km, 8 days, 4 countries all in aid of raising valuable funds to save the oceans. They managed to raise an amazing £80,731.46 for Blue Marine!

For the past few years, amongst a number of other initiatives, they have a Winch team that cycles all the way from London to Monaco - a gruelling 900 km, 8 days, 4 countries all in aid of raising valuable funds to save the oceans. They managed to raise an amazing £80,731.46 for Blue Marine!

They keep in touch with parents and enable them to understand what is happening in the workplace during their leave should they wish. They have flexible working to allow parents to start and finish at different times removing the stress of 'clocking in and out'. They invite to work and social events to keep them in touch.

They keep in touch with parents and enable them to understand what is happening in the workplace during their leave should they wish. They have flexible working to allow parents to start and finish at different times removing the stress of 'clocking in and out'. They invite to work and social events to keep them in touch.

The Club fully funds all apprenticeship qualifications at all levels for anyone who wishes to do one right up to MBA level. They provide modern language (currently Spanish and Italian lessons) for staff– giving the opportunity to learn a new language is advantageous for both personal and professional development.

Mentoring is actively encouraged within the Club at all levels. All staff receive the opportunity to be mentored by someone more senior in the organisation. The best example of this is that the Vice Chairman has employees that she personally mentors. In a recently launched initiative every employee has the opportunity to shadow other key staff members across departments.

They are committed to further developing their people and it is a requirement for all their property management team to complete IOSH Managing Safely. They have also introduced the ‘Leading with Safety' update, a weekly circular aimed at educating their team about important health and safety updates and the Safety Management System.

They held their annual Summer event for all of their staff at Stubbers, which 110 members of their team attended. Stubbers is an adventure facility which provides individuals with the opportunity to have fun and interact with others. Throughout the day, everyone participated in group activities, which gave their staff the chance to build relationships with each other outside of the office.

Their Community Investment programme 'Families Matter' focuses on supporting disadvantaged families. In 2018/19, they worked with over 2,900 organisations and supported over 600,000 beneficiaries.

Every year, the business allocates 9% of its profits to share between all employees and is in recognition of the collective success and performance of the business. This profit share payment, which is awarded each year to every employee, was put in place by the Warburton family many years ago.

In the months leading up to the value awards, team members are encouraged to nominate their peers and provide reasons as to why they think these people qualify for the award. Their 'Values committee', a team within the business charged with ensuring values are upheld and accurately reflect the needs of the business, culture that they strive to create, review the submissions and narrow down contenders.

Walnut invest in training in several ways, including MRS (Market Research Society) paid courses, external training courses (Discovery Insights, Line Management, Presentation Skills, Mental Health First aiders, Wellbeing at Work etc), coaching, conferences and webinars amongst other things.

Career Conversations are lead by the Learning and Development Manager with all Solicitors to ensure continuous growth.

The Managing Partner presents to all employees on the Firm's mission and core values. They run a series of presentations so that all members of the team can attend.

VioVet reward Warehouse Operatives based on an efficiency measurement. They measure this based on multiple different factors in their role, and the overall score is marked 0-10. For anyone who scores 8 or more over the month, they receive 10% of their basic monthly salary as a bonus.

VioVet reward Warehouse Operatives based on an efficiency measurement. They measure this based on multiple different factors in their role, and the overall score is marked 0-10. For anyone who scores 8 or more over the month, they receive 10% of their basic monthly salary as a bonus.

Employees are rewarded for their efforts in a number of ways at Autorama. These rewards include performance related pay and profit related pay.

Employees are rewarded for their efforts in a number of ways at Autorama. These rewards include performance related pay and profit related pay.

To further motivate teams, Utility Point Limited offer employees with performance related pay, profit related pay, a share option scheme and more.

To further motivate teams, Utility Point Limited offer employees with performance related pay, profit related pay, a share option scheme and more.

Any managers who are seen to be under-performing are given help and support from within the business to help them hit target. This works throughout the business, with the ethos setting individuals targets in order to help the company deliver.

Any managers who are seen to be under-performing are given help and support from within the business to help them hit target. This works throughout the business, with the ethos setting individuals targets in order to help the company deliver.

Apprenticeships in the past have been viewed as for school leavers but with changes in eligibility, more staff are taking up the opportunity in accessing schemes.

Apprenticeships in the past have been viewed as for school leavers but with changes in eligibility, more staff are taking up the opportunity in accessing schemes.

Through their exclusive induction academy, all new colleagues start their time at TrustFord with a residential stay at a hotel in the heart of the Northamptonshire countryside, where they learn all about the business and their purpose, principles and ambition.

Through their exclusive induction academy, all new colleagues start their time at TrustFord with a residential stay at a hotel in the heart of the Northamptonshire countryside, where they learn all about the business and their purpose, principles and ambition.

The company-wide bonus scheme sees staff rewarded for their efforts. Potential pay-out is £1000 per employee/per year. They have the option to receive quarterly or a lump sum at the end of the year, against metrics of profit, on-time delivery, and quality.

Twice weekly, Trolex hold yoga sessions early in the morning. The relaxation techniques incorporated in yoga can lessen chronic pain, such as lower back pain, arthritis, headaches and carpal tunnel syndrome. Yoga can also lower blood pressure and reduce insomnia.

Each year, the company pays for colleagues to relax and unwind at a Christmas party and summer festival. They pay for these events in full so that colleagues can enjoy themselves. They build an award ceremony into the Christmas celebrations, ensuring colleagues are recognised for the hard work they've done over the last 12 months.

Each year, the company pays for colleagues to relax and unwind at a Christmas party and summer festival. They pay for these events in full so that colleagues can enjoy themselves. They build an award ceremony into the Christmas celebrations, ensuring colleagues are recognised for the hard work they've done over the last 12 months.

The organisation reward employees for their efforts in a number of different ways, including free breakfast, where they provide each of their teams with fresh fruit, cereal and toast to set them up for the day.

The organisation reward employees for their efforts in a number of different ways, including free breakfast, where they provide each of their teams with fresh fruit, cereal and toast to set them up for the day.

Top Banana take internal communication really seriously and try to practice what they preach. They use multiple channels, processes and communication channels to keep maintain and improve team interaction and communication.

Top Banana take internal communication really seriously and try to practice what they preach. They use multiple channels, processes and communication channels to keep maintain and improve team interaction and communication.

The CEO visits each office location regularly, and makes time to spend chatting amongst the teams. They also make it a personal mission to send birthday wishes to every employee on their birthdays.

The CEO visits each office location regularly, and makes time to spend chatting amongst the teams. They also make it a personal mission to send birthday wishes to every employee on their birthdays.

The Groups highest performers have recently enjoyed an all expenses paid luxury break in Ibiza as a way of saying thank you for their continued efforts.

The leader regularly visits all UK site locations, sits alongside staff and operates an open door policy when in head office.

The Specialist Works hold two strategy days a year in the UK, one at the beginning of the year in January and one mid-way, in the summer. Everyone in the business is invited to attend and all internationals are flown across the globe to be a part of the day.

The Specialist Works hold two strategy days a year in the UK, one at the beginning of the year in January and one mid-way, in the summer. Everyone in the business is invited to attend and all internationals are flown across the globe to be a part of the day.

Four times a year The Trust run full induction sessions which include an introduction to The Trust, H&S and fire awareness training, an opportunity to meet members of the Leadership Team, view a video from the Chairman and see The Trust videos.

The Trust run daily team meetings in their properties, two weekly meetings across other departments, weekly leadership team meetings, quarterly full management meetings and twice yearly full staff and volunteer briefing sessions.

For new parents, The Rum Kitchen ensure to keep them up to date with the latest goings on within the business.

For new parents, The Rum Kitchen ensure to keep them up to date with the latest goings on within the business.

The Royal Air Force Club endeavour to get their team out and about and provide relevant hospitality related experiences, whether it be visiting a local gin distillery for the bar team, a local street food festival or an industry focused social media conference. They feel this is the sort of learning that will make an impact and one the team will remember.

During a new hire's first month, The Royal Air Force Club have created an executive team 'meet and greet' where all new hires meet the leadership team to help them settle in and get to know those they may not otherwise see.

The Rossendale Trust work hard to create the right culture where employees feel valued and important and confident enough to speak up if anything is troubling them.

The Rossendale Trust have a structured induction process for new staff, and a comprehensive annual training calendar of statutory, regulatory and 'best practice' programmes.

The Partnership aims to have a beneficial influence on the local community and wider society in which they operate. Last year they finalised their charitable framework which centres around the goal to raise £1m over the next decade through a mixture of Partner volunteering, fundraising and charitable giving.

Partners are rewarded for the success of the organisation over the course of the year through the Partnership profit share. The profit share is done as a percentage of salary paid out in November, to all Partners who have been working for the Partnership for at least 1 year.

Sabbaticals are offered to those who have completed 5 year's service and holidays are unlimited for their consultants.

All employees receive extensive on the job training: they have buddies in the wider team, day to day support, an assigned mentor from week 2 and they also hold events to integrate them into their way of working.

Every person who is recruited into the business meets with at least one of the directors to ensure that there is an emotional fit as well as a business fit. Senior management will include junior members of staff in the recruitment process as their perspective is important.

Every person who is recruited into the business meets with at least one of the directors to ensure that there is an emotional fit as well as a business fit. Senior management will include junior members of staff in the recruitment process as their perspective is important.

In addition to regular monthly events, The FISER Group has an annual incentive trip which most recently was a long weekend in Portugal for the entire company on an all expense paid basis.

In addition to regular monthly events, The FISER Group has an annual incentive trip which most recently was a long weekend in Portugal for the entire company on an all expense paid basis.

Managers receive regular 1-2-1's to ensure they are on track with tasks and actions.

Managers receive regular 1-2-1's to ensure they are on track with tasks and actions.

Each client team get together every Monday to discuss what they have been up to, sharing coverage and what is coming up. They also encourage and facilitate each level across the company to meet up every few months to get to know each other and chat with their peers.

All members of the business participate in summer and winter appraisals. Managers are evaluated on their team's performance, wellbeing, and happiness, new business wins, adherence to budgets, and successful client relationships alongside their overall personal performance and contribution to the company culture.

Environmental practices including: a cycle to work scheme; encouraging greater use of video-conferencing; carbon offsetting; and encouraging working from home are in place at CIPS.

Each year departments nominate one individual from their team who has worked particularly hard, rewarding them with a place at the annual CIPS SM awards ceremony in September, providing an opportunity to get to know each other.

In the last year, The Brilliant Club have revised their approach to their Talent and Management Development Programmes. Rather than providing a formal programme designed for a small group of employees, they have developed a range of sessions to cater for the varied level of skill and experience within the management population.

The Brilliant Club have introduced themed team lunches where people are invited to bring a dish to share. Themes recently have included vegan dishes during Veganuary, national dishes from different countries and a rainbow-themed lunch during LGBTQ+ Pride Month.

The Alchemist has a clear policy of taking steps to 'belong' and contribute to its local area, with a programme of outreach to local groups ranging from good causes to the business community.

The Alchemist Provide employees with e-learning, external coaching, financial support for work related qualifications, job shadowing and paid time off for study.

Directors work in close proximity with their teams and monitor workloads via a weekly resource schedule and pinpoint immediately any staff who might be experiencing heavy workloads.

Terence O'Rourke run a structured induction with specific tasks to be completed by the new starter, their 'buddy' and other staff in the office.

The People & Culture Forum is held once per quarter with a number of employee representatives from across the business in attendance. The forum acts as a two-way communication group, ensuring that there is a communication link between the Board and the rest of the business. Updates are fed in either direction as necessary, whether it's concerns, suggestions or improvements.

The People & Culture Forum is held once per quarter with a number of employee representatives from across the business in attendance. The forum acts as a two-way communication group, ensuring that there is a communication link between the Board and the rest of the business. Updates are fed in either direction as necessary, whether it's concerns, suggestions or improvements.

Flexible working initiatives are available for employees at Techmodal, which include: compressed hours; home, remote or teleworking; career breaks and sabbaticals.

Throughout the year, Techmodal arrange regular visits to other organisation's for their staff. Recently this included an event with the Royal Logistics Corps and a visit to one of Amazon's fulfilment centres.

Directors regularly attend the monthly staff forum to hear feedback from a grassroots level and support the team in making changes.

Directors regularly attend the monthly staff forum to hear feedback from a grassroots level and support the team in making changes.

Swim England have an annual team awards ceremony. Employees nominate their colleagues across 7 categories of awards and then each category has a bronze, silver and gold winner. The awards evening includes a 3 course dinner and entertainment, and is promoted as a celebration of the organisations hard work.

To reduce the use of single use plastic cups for hot drinks, Swim England gave all team members a reusable keepcup. They encourage team members to take a picture with their cup whilst they are out and about and share via internal comms.

Swan is continually reviewing alternative technologies which can be used on new build sites which conform with policy and ensure an efficient and sustainable agenda.

Swan is continually reviewing alternative technologies which can be used on new build sites which conform with policy and ensure an efficient and sustainable agenda.

Each year the Club create's a strategic summary document which highlights their priorities and focus across departments for the year.

The leader knows everyone in the Club, walks around the ground all the time, and recently has held a 1-2-1's with everyone.

StepChange offer specific training for progressing in other areas within the business, for example becoming a Team Leader. The 6 week course is available to anyone within the organisation. Every single one of their Team Leaders have progressed internally, making this course even more appealing.

StepChange offer specific training for progressing in other areas within the business, for example becoming a Team Leader. The 6 week course is available to anyone within the organisation. Every single one of their Team Leaders have progressed internally, making this course even more appealing.

Stay Original Co have introduced a Stress Policy with training for all managers to ensure that if they do come across any individual showing signs of stress then they are equipped to help them.

Stay Original Co run an Employee of the Month scheme. Managers from each site can nominate an employee for great service and going above and beyond what is expected. The successful individual is awarded £100.

SSQ believe that every business should take responsibility for the development of its employees, both work and non-work related.

In July 2019, SSQ held a companywide reward trip to Marbella, Spain. The trip was a celebration for reaching their financial target, and was unique because it allowed everyone across the business (including their overseas offices in Europe, Asia and the Middle East) to attend.

Managers performance is measured during 1-2-1 meetings and more formally within annual Personal Development Reviews.

Spring have a detailed induction folder which is given to new starters when they join the organisation to ensure consistency and so that everyone has the same experience. New starters are invited to a 'coffee and chat' with the CEO during their first few weeks, to ensure that they get an informal introduction to the business prior to their formal induction training.

Specialist Motor Finance engage with an external company who specialise in team building and management development. Consultations have led to the creation of the current performance management regime and through that all staff have developed a thorough set of objectives.

Specialist Motor Finance have made working from home available to most staff, this has assisted with mental wellbeing for those who have long commutes to work and gives fairer work- life balance.

SPE are heavily invested in the local schools project to provide opportunities for young people in a deprived area to experience the workplace. They have recently put in excess of 40 students through Work Based Learning days (WBL days) to help create "meaningful experiences" for young people locally.

Every person in the company, from a part time labourer to the MD has access to, and is part of, a formal development training plan called "Be the Best You Can Be".

One to one coaching support is available when coaching is required on a specific area of practice or just to provide additional guidance if and when needed. Many managers are inexperienced coaches and this can help build confidence and competence.

The Leadership Team attends the manager coaching programme as participants are in mixed-level groups. Being prepared to share their experiences has helped managers of all experience levels develop their skills and further supports the principle of helping people realise their potential.

Environmental practices such as a cycle to work scheme, discouraging business travel, energy efficient IT and green energy purchasing are in place at SMT.

SMT offer generous overtime rates which pay 1.5 times or 2 times of the employees basic rate, dependent on time worked.

The firm has introduced the Medicash scheme which is available to all employees from their date of joining the firm. This scheme gives access to counselling services which can be used for any issue that is affecting an employee whether work related or not.

The firm has introduced the Medicash scheme which is available to all employees from their date of joining the firm. This scheme gives access to counselling services which can be used for any issue that is affecting an employee whether work related or not.

The organisation hold quarterly Lunch Clubs for up to 12 employees from across the business who go the extra mile in some respect or win an incentive. They generally get to have a say in what their outing entails; they always finish at lunch time on a nominated Friday.

Before officially starting, new employees are invited in for 30 minutes to meet the team, speak with their manager and set expectations before their first day.

Leaders actively participate, connect and communicate with team members on their digital communications platform, 'Yammer'. The executive team regularly share updates, comment on and like team member posts, bringing the business closer together.

Everyone who joins Selfridges attends The Big Yellow Welcome, an inspiring induction experience. This immerses new team members in the brand, family, values, service expectations and the Selfridges spirit, and inspires them to create an extraordinary experience for customers.

Scottish Ballet continue to work hard with their People and Wellbeing Committee (PAWC) which is represented by a member of each team including the Artistic teams.

Dancers are allocated a buddy when they arrive, someone who has gone through the same process and therefore can support them.

Savvy champion communication. Every summer they have an away day where they provide a strategic company update and a team building activity.

Savvy offers a very intensive and inclusive induction programme. Before any new recruit starts at Savvy they send them out an electronic Savvy Welcome Pack - complete with their role description and details of their induction programme including what to expect on their first day.

Savers have a flat structure to ensure that the senior leadership team are close to all aspects of the business. The stores are the primary focus and senior leaders are in stores every week, listening and talking to the teams.

Savers have introduced a new development programme called The Futures Leaders Programme. The Future Leaders Programme is aimed at fast-tracking a small group of high potential store managers and area managers to their next level of management.

Managers receive ongoing support through coaching and mentoring and paid subscriptions to the membership body.

SAHA provide access to online support, they constantly review employee workload and make reasonable adjustments if needed.

S&G Response have bespoke manager training on basic skills, conducted externally by a training provider Lamont Jones. This includes all people management policies and procedures and soft skills development for bringing out brilliance in their teams.

S&G Response believe in giving back to local charities and focus on children, the elderly and families in living in poverty. Employees are encouraged to collect non-perishable foods which are then donated to a local food bank.

RRG offer state of the art training facilities at a dedicated Learning & Development Academy at one of the RRG Centres in Stockport which is available to all employees.

The leader ensures they make regular site visits, and is visible and open to suggestions from all employees.

Their Objective Manager platform visibly aligns everyone's individual business and personal development objectives to the firm wide strategy and department business plans.

Every team is given £100 per team member each year for a team/department wide team building event that they can organise of their choice.

Royal Society of Chemistry run a 'wellness week' every two years, the aim being to engage employees in looking after their physical, mental, emotional and financial wellbeing.

Branded 'Thank You' cards are available in breakout areas so any colleague can say thank you for a job well done, hard work or exceptional effort by sending these to their colleague. Managers can recommend any individual in their team for an award up to £500 to recognise one-off work or achievement.

On their first day, new team member's will have breakfast with their Senior Manager and other new starters to ensure a personalised welcome before they go on their first 'Welcome Day'.

The hotel is deeply committed to training young and disadvantaged people in the hospitality industry, and so partnered with The Clink Charity, a prisoner and young-offender rehabilitation initiative.

RCP hold a dedicated wellbeing week at the beginning of every year. They draw on staff member's experiences and skills to run wellbeing sessions as well as hiring external specialists to run sessions.

RCP have a 12 month, modular leadership and management programme called 'World Class Manager' which is run by Global Growth Institute. Its aim is to develop core leadership skills through short, quick and bite size modules, which managers can undertake flexibly.

RBH joined a consortium of other Registered Providers and organisations in the retail, media & education sectors to give their employees access to one days training in Carbon Literacy.

RBH joined a consortium of other Registered Providers and organisations in the retail, media & education sectors to give their employees access to one days training in Carbon Literacy.

Employees can usually slide their shift and/or work from home, they find that sometimes these options can alleviate stress.

Environmental practices including: a cycle to work scheme; discouraging business travel; encouraging use of public transport; and green energy purchasing are in place at Robin Hood Energy.

The senior management team meets once a month with the sole purpose of discussing how they are performing against values and towards KPIs.

The senior management team meets once a month with the sole purpose of discussing how they are performing against values and towards KPIs.

Board meeting introductions give all employees the opportunity to join senior management and understand all areas of the business.

Resourcing group actively promotes flexible working, enabling employees to have an appropriate work-life balance.

Every week the CEO runs office hours to get unfiltered feedback from everyone in the company, and outside of this they will regularly check in with the different teams.

Every week the CEO runs office hours to get unfiltered feedback from everyone in the company, and outside of this they will regularly check in with the different teams.

Offices have motion sensitive lighting so that they can save energy and lower their carbon footprint. Solar panels are fitted to the roof of the building and have removed desk bins to implement recycling bins across the office.

Benefits for employees at Red Kite include: an Employee Assistance Programme; Flexible benefits; Staff discounts; and Free life insurance.

Randstad firmly believe that they offer best in class learning and development to all employees at all levels and roles, and emphasise the importance of a learning culture.

Randstad do not operate formal annual appraisals, having replaced these with "Great Conversations" in 2018. This ensures all conversations are Meaningful, Aspirational and Progress-focused (MAP goals), which runs through not only review meetings, but all other meetings and career conversations, including kick-off meetings, team time, wrap ups and one to ones.

'Pukka Friends', who are trained Mental Health First Aiders, are available to all Pukka people for a chat or to share concerns and worries. Pukka Friends are able to listen compassionately, help guide to support and often run initiatives to raise awareness of mental health issues.

Pukka is a certified carbon neutral company. They annually measure their operational carbon footprint and data is audited by Carbonfootprint.com.

PSL have greatly increased the use of Skype/Microsoft Teams meetings where possible and they have also encouraged clustering meetings both in terms of timing and region. Staff are encouraged to use public transport where possible.

Every employee has a bespoke induction programme based on the job role, their experience and whether the role is office or field based. Field based starters have an extensive programme of training and job shadowing of between 2-8 weeks, depending on the role.

Employees continue to drive their L&D agenda with breakfast sessions each quarter to understand from their Managers what is important to them and areas of focus. Their training calendar is created quarterly to ensure they are creating programmes that are adding value to their people.

An array of benefits are available to employees at Portico, including: Performance related pay, Profit related pay, Free life insurance, Free private healthcare and an Employee Assistance Programme.

Plastic Surgeon match funds raised by employees for charity. They have recently matched donations to Dartmoor Rescue, Christmas Jumper Day and Comic Relief.

Managers at Plastic Surgeon have an annual appraisal during which their performance is assessed.

PHMG places a high value on team interaction, and provides a number of working and social initiatives to encourage this. Departmentally, meetings are held on a regular basis, and teams regularly socialise with team incentive outings, top-performers events and a host of other ad-hoc social events.

There are a number of ad-hoc bonus and incentives in place across all departments, including a £50 a month bonus for consistently arriving at work on time.

Leaders operate an open-door policy. They also hot desk around the office each day and sit with all departments. They are always involved in company socials and make appearances at departmental conferences.

During appraisals, managers will always refer to Pentagon Play's mission and values, and remind each member of their team exactly what they are working towards.

As well as weekly coaching and monthly 1-2-1's, Pelican hold weekly team huddles. This is an opportunity for the team to get together to hear essential updates, share best practice, and celebrate success with the Wow award.

As well as weekly coaching and monthly 1-2-1's, Pelican hold weekly team huddles. This is an opportunity for the team to get together to hear essential updates, share best practice, and celebrate success with the Wow award.

Peldon Rose communicate the business purpose and mission through the annual Kick Off event. Kick Off serves as a way to unite the entire business at the beginning of the financial year. This is where the Leadership Team can signpost for the year ahead and celebrate achievements from the year gone.

Peldon Rose communicate the business purpose and mission through the annual Kick Off event. Kick Off serves as a way to unite the entire business at the beginning of the financial year. This is where the Leadership Team can signpost for the year ahead and celebrate achievements from the year gone.

Before anyone starts, Paymentsense ensure they are sent all required information, managers reach out with extra information and they also pop a goody bag in the post for them with the organisations brand book.

Before anyone starts, Paymentsense ensure they are sent all required information, managers reach out with extra information and they also pop a goody bag in the post for them with the organisations brand book.

The senior management team meet once a week in the run up to and during peak season (April to September), and once every 2 weeks rest of the year, to discuss and review all areas of the business.

The senior management team meet once a week in the run up to and during peak season (April to September), and once every 2 weeks rest of the year, to discuss and review all areas of the business.

The Stars in Orbit scheme is an online portal accessible via intranet pages and mobile devices that enables people to send e-cards recognising outstanding work, positive actions, exceptional behaviours and going above and beyond in line with their values.

The Stars in Orbit scheme is an online portal accessible via intranet pages and mobile devices that enables people to send e-cards recognising outstanding work, positive actions, exceptional behaviours and going above and beyond in line with their values.

Employees can choose one course per quarter from the Personal Development scheme. These courses can range from Mental Health First Aid, learning a language, courses to Build your Resilience, be a More Productive You, Yoga, Mindfulness and Meditation.

Employees can choose one course per quarter from the Personal Development scheme. These courses can range from Mental Health First Aid, learning a language, courses to Build your Resilience, be a More Productive You, Yoga, Mindfulness and Meditation.

On a day to day basis, the owners who are based at their head office make an effort to walk around the office and say hello to people, often stopping to have conversations to find out how things are at work and in their personal lives.

On a day to day basis, the owners who are based at their head office make an effort to walk around the office and say hello to people, often stopping to have conversations to find out how things are at work and in their personal lives.

Performance is formally reviewed within the performance management process, which involves regular 121 meetings and quarterly performance reviews.

Teams often use the opportunity of the volunteering day to improve teamwork interaction. They also run a number of secondments across the business to encourage employees to experience different areas of the business based on their skills.

The CEO sends a weekly all company email updating on the different areas of the business. They use this platform to discuss successes and challenges faced.

The CEO sends a weekly all company email updating on the different areas of the business. They use this platform to discuss successes and challenges faced.

The organisation has developed a flexible approach to how they reward individuals across Oakleaf. Each fee earner in the business has a tailored made bonus and commission scheme which is built around the individual's desk and the market they recruit in.

The organisation has developed a flexible approach to how they reward individuals across Oakleaf. Each fee earner in the business has a tailored made bonus and commission scheme which is built around the individual's desk and the market they recruit in.

As part of Nutmeg's benefits package, employees have access to an Employee Assistance programme through Vitality. Their online coaching platform, Thrive, also has trained coaches in dealing with anxiety.

As part of Nutmeg's benefits package, employees have access to an Employee Assistance programme through Vitality. Their online coaching platform, Thrive, also has trained coaches in dealing with anxiety.

Future staff are given access to the HR system to complete all their paperwork before they join. They can also see who is working in their team and updates are put on their regularly as to things that are happening within the firm.

Future staff are given access to the HR system to complete all their paperwork before they join. They can also see who is working in their team and updates are put on their regularly as to things that are happening within the firm.

Nexus' Senior Management Team have all been enrolled in a dedicated, team leadership development programme. Delivered by an external specialist, the Managers will attend four module workshops and four action learning sets over the course of 9 months.

Nexus has introduced a Wellness Week initiative. Held over 5 days, they have offered a number of different events to enhance the wellbeing of employees. Events have included; massage service, spa / aromatherapy session, mental health guidance and support, and financial guidance sessions.