Pride Powers Performance

Newhall have competitions for employees that allows for their Call Centre Agents to win points for sales on a monthly basis, with winners receiving surprise presents.

Newhall have their own holistic room complete with a therapist's treatment table. A beauty/health therapist who offers a wide range of treatments from manicures, facials and haircuts to massages, visits on a regular basis - employees just contact her when they want her to visit.

With many development programs in place, one of the more unique offerings is the Educational Subsidies benefit. Through this benefit, they will pay for employees to do courses such as MBSR (Mindfulness-based stress reduction) and have even paid for a horticultural course.

NWTC champion an innovative employee engagement project called TRIBES. The TRIBES initiative is in place to unify team members across different departments and venues around the country, allowing for a strong sense of community to evolve across the estate.

NCFE have launched a High Potential Development programme in partnership with an external provider. Candidates have been identified through the end of year succession planning process. The programme includes workshops, 1:1 coaching, small group coaching and completion of a strategic organisation wide project.

NCFE provide employees with free qualifications with Learning Curve Group up to Level 2, which is also available to friends and families of NCFE employees.

National Friendly utilise Perkbox, which offers all staff the opportunity to enhance their wellbeing including occupational health/wellness programme and subsidised sports facilities. They are also about to introduce free workshops on meditation and mindfulness.

National Friendly utilise Perkbox, which offers all staff the opportunity to enhance their wellbeing including occupational health/wellness programme and subsidised sports facilities. They are also about to introduce free workshops on meditation and mindfulness.

The Management Development Academy is run in cohorts which are chosen so that participants have similar levels of seniority and share challenges but come from different teams across the business. This is done so that the participants develop a network across the business that operates after the course is completed.

Everything MVF do is underpinned by their 6 core values. These values are not owned by the People Team but by the Senior Leadership who live and breath these values everyday.

MSL have ISO 14001 accreditation and are committed to minimising the impact of their business activities on the environment. This includes the responsible disposal and recycling of waste from customer's sites arising from maintenance works carried out.

On a daily basis the leader walks the office floor, engaging with all staff to take a genuine interest in their work and wellbeing. They have an open door policy and employees are free to meet with them to discuss any issues or suggestions.

Rather than structured Learning and Development pathways, Mount Anvil focus on truly allowing people to lead the way in terms of their own development. Teams proactively organise activities to support knowledge share, and cross-functional training is regularly organised.

Rather than structured Learning and Development pathways, Mount Anvil focus on truly allowing people to lead the way in terms of their own development. Teams proactively organise activities to support knowledge share, and cross-functional training is regularly organised.

The organisation pay for two annual professional subscriptions for all employees which allows them to access journals, materials, training courses and CPD events for free.

MLM recognise employees who go the extra mile to demonstrate MLM's Values and are outstanding role models through their Reward Scheme. One award is given alongside a celebration lunch and employees are gifted a voucher worth £1000 and a trophy.

All managers are trained in understanding where their team is at, and how to lead teams through all stages of development. They support team builds across the company and also have cross company teams, who work on particular areas such as wellbeing, charity and social activities.

Colt Car Company have a charity action group. This group enables all employees to choose a local charity for the company to support for a 12 month period. All monies raised is matched by the company.

A comprehensive technical and core skills programme is in place through their Academy. The Academy enables them to capture and share knowledge, fostering a culture of learning and creating an intellectually stimulating environment in which they all thrive.

A comprehensive technical and core skills programme is in place through their Academy. The Academy enables them to capture and share knowledge, fostering a culture of learning and creating an intellectually stimulating environment in which they all thrive.

Michelmores run a range of 'Inspireme' talks with people from outside of the profession to learn new ideas and get a different perspective on the challenges they face.

Michelmores run a range of 'Inspireme' talks with people from outside of the profession to learn new ideas and get a different perspective on the challenges they face.

Mediaworks have worked with marketing students at local universities, collaborating on projects as part of their studies and offering internships to allow them to learn more about real-life applications of digital marketing.

Mediaworks have held numerous monthly staff events such as staff appreciation breakfasts, rock climbing, wine tasting, go karting, office spa sessions, golf days, bake sales, just to name a few.

McGoff Construction offer support in non-work related training to develop their personal skills such as stress and resilience courses.

McGoff Construction offer support in non-work related training to develop their personal skills such as stress and resilience courses.

The Leadership Team are expected to be role models and the approach is more 'do as I do' as opposed to 'do as I say, not as I do'.

The Theatre offer all new joiners a work Buddy to help them navigate the way they do things and give them general support as they adjust to working at Mayflower Theatre. The new joiner and their buddy are allocated time in work to meet for a coffee and in addition they are allocated two tickets to a show.

Maryhill Housing launched a new management development programme in 2018. All managers of the organisation attended this Behavioural Science in Leadership programme. This was held over 5 different days and got managers thinking about all various areas of management/leadership from motivation, engagement, empowerment, performance management and a number of other areas.

Maryhill Housing launched a new management development programme in 2018. All managers of the organisation attended this Behavioural Science in Leadership programme. This was held over 5 different days and got managers thinking about all various areas of management/leadership from motivation, engagement, empowerment, performance management and a number of other areas.

Marwell provide on-site yoga and pilates, support a workplace choir, subsidise fresh food provision on site and give discounts at the adjoining hotel's wellness suite.

Marwell provide on-site yoga and pilates, support a workplace choir, subsidise fresh food provision on site and give discounts at the adjoining hotel's wellness suite.

The President and Managing Director is a true believer that the cornerstone of the company is its people and retains a laser-like focus on building a strong culture that fosters innovation and embraces wellbeing.

The President and Managing Director is a true believer that the cornerstone of the company is its people and retains a laser-like focus on building a strong culture that fosters innovation and embraces wellbeing.

Manchester City Council has partnered with the Manchester College and Pure Innovations for 10 years in the provision of Supported Internships for young people with learning and physical disabilities and those with Mental ill health.

A coaching and mentoring approach has been piloted within the Council, which is aimed at enabling their people to develop their strengths and gain the support and feedback they need to achieve their career aspirations and positively contribute to their strategic vision for organisational change.

The Leadership team are key to ensuring that they uphold Values at every opportunity and ensure that these are embedded at every phase of their employee life cycle.

The Leadership team are key to ensuring that they uphold Values at every opportunity and ensure that these are embedded at every phase of their employee life cycle.

Their leadership team do not have a separate office, they sit on the floor with everyone else so they are able to engage on a day-to-day basis. Their CEO has a monthly meeting with team members from different levels of the business where they are encouraged to share live work and current challenges.

At M&C Saatchi Sport & Entertainment they have a Brilliance Fund, where every staff member is offered £200 per year to spend on any extra-curricular training course of their choosing that allows them to develop a new skill.

In 2016, Lyreco introduced a Charity Steering Group with the purpose to expand support provided to local communities. Staff submit initiatives they are involved in and Lyreco will donate funds, volunteers or products.

Lyreco advertise all vacancies internally, so the workforce has access to the opportunities available.

Loreburn utilises Protected Learning time which is dedicated paid time that they operate every 3rd week where staff can down tools and catch up on their learning and development.

Loreburn utilises various engagement tools amongst its workforce to promote collaboration, interactions and communications.

Lookers believe onboarding begins before new starters arrive for their first day and continues over several months into their new career. Engagement with new starters begins as they congratulate them on their new role and invite them to complete their essential e-learning before they arrive.

Lookers believe onboarding begins before new starters arrive for their first day and continues over several months into their new career. Engagement with new starters begins as they congratulate them on their new role and invite them to complete their essential e-learning before they arrive.

Bionic Group have five clear ways that they measure the effectiveness of their managers.

1) Driving Business Results. They have a balanced score card approach which is central to how they focus their efforts & measure their success. It enables them to pull together as one team and align to common goals. They hold operational dashboards to review performance against these KPIs.

2) Employee Engagement Surveys to measure team player motivation and engagement. Those leaders with engagement results lower than the company average have a high support from their people and culture team to support them on improving their results through focused action plans.

3) Turnover rates are measured on an annual and monthly basis and shared with their Exec Team and Investors. Working groups are created with a number of leaders if they see spikes in churn. Glassdoor reviews of job candidates and leavers is also monitored and reported monthly and assessed against turnover rates and exit interview data.

4) 360 Feedback is used for their talent programme. This enables their leaders to get feed-back from their manager, peers, team members and stakeholders. Each leader has a detailed feedback session from an experienced external coach to enable them to devise a Personal Development Plan.

5) Performance Management system. Their managers performance is measured by performance and potential. Every 4 months, every Exec leader presents the talent ratings for their overall teams which is calibrated across Bionic Group. This allows each Exec member to provide performance feedback of individuals to support their development.

Bionic Group have five clear ways that they measure the effectiveness of their managers.

1) Driving Business Results. They have a balanced score card approach which is central to how they focus their efforts & measure their success. It enables them to pull together as one team and align to common goals. They hold operational dashboards to review performance against these KPIs.

2) Employee Engagement Surveys to measure team player motivation and engagement. Those leaders with engagement results lower than the company average have a high support from their people and culture team to support them on improving their results through focused action plans.

3) Turnover rates are measured on an annual and monthly basis and shared with their Exec Team and Investors. Working groups are created with a number of leaders if they see spikes in churn. Glassdoor reviews of job candidates and leavers is also monitored and reported monthly and assessed against turnover rates and exit interview data.

4) 360 Feedback is used for their talent programme. This enables their leaders to get feed-back from their manager, peers, team members and stakeholders. Each leader has a detailed feedback session from an experienced external coach to enable them to devise a Personal Development Plan.

5) Performance Management system. Their managers performance is measured by performance and potential. Every 4 months, every Exec leader presents the talent ratings for their overall teams which is calibrated across Bionic Group. This allows each Exec member to provide performance feedback of individuals to support their development.

Littlefish's in-house personalised training scheme, the Littlefish Academy, is led by a dedicated Head of Talent and offers a range of career-specific learning tracks, motivating our employees to upskill.

Regular team building and social activities help build relationships between employees and give them the opportunity to raise issues in a less formal environment, and monthly one to one meetings give all employees the opportunity to raise issues and concerns with their manager.

The Chairman makes weekly visits to construction sites to talk to site operatives about the progress and the challenges being faced.

Lindum actively support community projects, many of which are introduced to them by their employees, and their families.

Lifetime have a comprehensive internal communications strategy over a wide selection of platforms to ensure that their largely remote team feel connected with the business and one another as much as possible.

Lifetime have a comprehensive internal communications strategy over a wide selection of platforms to ensure that their largely remote team feel connected with the business and one another as much as possible.

Life Leisure work with local trusts to encourage those with learning difficulties, mental health issues or have come from deprived backgrounds to work for them, starting as a volunteer and then trying to find them paid work following this period.

Life Leisure hold bi-monthly meetings and workshops with external facilitators which help staff to develop their skills and learnings, helping them to develop both for their roles and most importantly for their own personal lives.

Lakeland offer an employee assistance programme where employees can do wellbeing assessments and gain advice on physical health, mental heath as well as counselling if necessary and occupational health which is well used.

Lakeland provide free bus services for colleagues at their HO sites, reducing the use of private vehicles and offer colleagues the opportunity to utilise the cycle to work scheme, encouraging green commuting and exercise.

Each department has an employee rep who sits on the 'your voice' panel. This representative brings suggestions and feedback raised by the employees to the monthly your voice meeting. These ideas are then discussed with senior managers so changes can be made.

Kuoni conferences continue to provide managers with strategic updates, team building exercises and training sessions on a range of subjects.

Bimonthly meetings bring together colleagues across the organisation to examine and discuss the company's products. They then look at how to deliver them more effectively from a broad range of perspectives.

Bimonthly meetings bring together colleagues across the organisation to examine and discuss the company's products. They then look at how to deliver them more effectively from a broad range of perspectives.

The John West offices promote recycling both at work and at home. Their House committee lead on these initiatives and have sent out communications in the past and clearly label all bins to ensure appropriate recycling is done.

The John West offices promote recycling both at work and at home. Their House committee lead on these initiatives and have sent out communications in the past and clearly label all bins to ensure appropriate recycling is done.

John Rowan and Partners provide fully funded counselling (up to a maximum of 8 sessions) with a clinical psychologist for employees that request it.

John Rowan and Partners have a flat management structure and encourage meaningful discussions and conversations about all aspects of life and work at all levels.

The firm work in an open plan office and the leaders, partners, senior management and staff all share the same space and services. The Chairman is as accessible as the Junior Operations team.

The firm work in an open plan office and the leaders, partners, senior management and staff all share the same space and services. The Chairman is as accessible as the Junior Operations team.

IT Work's commission scheme for all Recruitment Managers and Consultants is very effective in helping employees to focus on their performance. Regardless of background or education, it is possible for anyone with the right attitude and work ethic to do very well at IT Works.

The induction process is robust and thorough. The aim is to give their newest consultants a full overview of what the role actually encompasses.

There are a number of clear processes available to help managers make informed decisions about particular areas. These processes and guidance documents are all available on the intranet and in the staff handbook.

Invest Northern Ireland's Recognition Scheme has been in place for 6 years and is driven by a range of staff from across the organisation who make up the Employee Recognition Steering Committee. The Committee review all applications for recognition to identify members of staff who have been an exemplar of the corporate values with either customers or their colleagues.

Directors are encouraged to make decisions that are not only fair and in line with the needs of their people, but also by assessing which clients they choose to work with.

Directors are encouraged to make decisions that are not only fair and in line with the needs of their people, but also by assessing which clients they choose to work with.

iHASCO's 12 week induction for new starters includes the completion of an organisation map to ensure they get to meet everyone else. It also includes spending time working alongside those in other teams.

iHASCO have trained Mental Health First Aiders available to all staff. They are available to talk to during working hours and offer somebody to listen to.

The Executive Board meet monthly for structured meetings around the strategy of the business. They demonstrate their commitment to the business values by working on the sales floor to truly stay close to the day to day of the business.

ID Medical encourage team interaction and ask employees to give feedback to the directors and management. Every director and senior manager works in and with their teams to actively embed new ideas and offers employees the chance to deliver their strategy.

In January 2018, Iceland became the first supermarket in the world to pledge to remove plastic from all own label packaging by the end of 2023.

Leaders are accessible and interact with colleagues on a day to day basis. The Iceland Directors all take part in monthly 'Our Business' meetings held in each Head Office department.

To bring everyone together, Hurst organise an annual Summer BBQ and an annual Christmas party.

Hurst pay performance related bonuses on a quarterly basis, which has proved more effective than an annual one.

Huntress have a wide range of working practices that aim to improve team interactions and communication. One of which is Jostle which promotes collaboration and communication across offices and teams in real time. Jostle is an intranet system that has a feed where people can write updates, share news, give 'shout outs' to people who have received good feedback from customers/candidates or have lived their values.

Huntress have a wide range of working practices that aim to improve team interactions and communication. One of which is Jostle which promotes collaboration and communication across offices and teams in real time. Jostle is an intranet system that has a feed where people can write updates, share news, give 'shout outs' to people who have received good feedback from customers/candidates or have lived their values.

HS Direct encourage and arrange for departments to have their staff spend time with other departments to see first hand the work that goes on.

HS Direct encourage and arrange for departments to have their staff spend time with other departments to see first hand the work that goes on.

Carbon offsetting is an area Honeycomb Group are currently making improvements on. Their new build developments and any retrofitting of existing properties help support their carbon offsetting.

Carbon offsetting is an area Honeycomb Group are currently making improvements on. Their new build developments and any retrofitting of existing properties help support their carbon offsetting.

Home Marketing have a Facebook, Instagram, Twitter and LinkedIn account. Everyone is actively encouraged to share photos and footage of their work as they find that this is really helpful for people to get a feel for the place whether they're a client, supplier or potential new starter.

Home Marketing have a Facebook, Instagram, Twitter and LinkedIn account. Everyone is actively encouraged to share photos and footage of their work as they find that this is really helpful for people to get a feel for the place whether they're a client, supplier or potential new starter.

HIT offer a variety of career options that give their team members the opportunity to build upon their existing roles, increasing their skill set via additional responsibilities.

HIT offer a variety of career options that give their team members the opportunity to build upon their existing roles, increasing their skill set via additional responsibilities.

Teams at Hilti are using lean principles to drive implementation of paperless systems and streamline work processes to reduce waste - both in terms of physical waste and wasted time resources.

Hilti recently launched an IDP toolkit for all employees on how to build an effective individual development plan.

Heathrow BSC actively encourage every member of staff to take a day each year to support one of their identified charities, enabling them to give over 800 hours of support each year to a range of charities and community groups with each individual choosing what is important to them.

Along with his Senior Leadership Team, the CEO actively hot desks between teams and functions on a daily basis to encourage involvement, participation and increase engagement.

Heat Recruitment support the local community in choosing charities that can have an impact in Bristol and the surrounding areas. Throughout the year, Heat Recruitment have lots of different events to raise money including sports challenges, bake sales, games and quizzes, raffles, fancy dress days and gaming tournaments.

Heat Recruitment recently implemented a new management development programme alongside an external training provider which is CPD Certified.

A manager has the support of their line manager who will ensure that they have regular updates to measure performance and identify any support required.

A manager has the support of their line manager who will ensure that they have regular updates to measure performance and identify any support required.

A cross Group career path has been introduced recently that allows everyone to understand the opportunities available within the business, allowing colleagues to move between different departments, continually developing, whilst exploring roles and exploring career opportunities.

Every Sunday a group of Store and Area Managers hold a Trading feedback call, this content is then discussed by the senior team at the Support Centre on the Monday morning to address any point in an efficient way to support their shops and customers.

Guidant Global currently offer both Management Levels 3 and 5 Apprenticeships which are also in partnership with the Chartered Management Institute.

Guidant Global currently offer both Management Levels 3 and 5 Apprenticeships which are also in partnership with the Chartered Management Institute.

Giggling Squid provide employees with benefits such as car allowance, free private healthcare and performance related pay.

Giggling Squid support employees with paid time off to take part in external programmes such as educational trips to learn more about the provenance of their food, such as vineyards in France, fish markets in San Sebastian and food markets in Thailand and China.

As part of Gamma's continuing growth, the organisation continue to bring new talent into the organisation through a combination of experienced hires, graduates and apprenticeships.

Gamma is undergoing a period of refurbishment to ensure that the hardworking teams are housed in an environment that enables creativity and comfort with facilities that accommodate team working.

Frugi offer employees benefits such as performance related pay, profit related pay and staff discounts.

Frugi have a dedicated 'green committee' of employees who meet regularly to discuss all things eco at HQ. The aims and objectives of the committee are to lead the way in environmental initiatives to strengthen and reinforce Frugi's business values.

French Duncan have bi-monthly showcase events where each department takes a turn to present to the rest of the firm to explain what their department does, share best practices and advise on how staff members from other departments can help with cross-selling.

French Duncan has a healthy living committee which meets monthly and organises events for the whole organisation to get involved with.

FGH operate financial incentive plans to ensure employees are rewarded for providing good service where the customer benefits.

FGH have a dedicated social and charities committee who continuously come up with exciting activities to help the company raise money for charities.

Foxtons provide ongoing training workshops which cover a wide range of content, from sales techniques, to mental health first aid, to unconscious bias, to customer experience.

The CEO sits on the sales floor so that they can remain in tune with all members of the headquarters workforce and be approachable at all times.

Each month, every member of the team have the opportunity to nominate their star of the month based on going above and beyond or really embracing the organisations core principles.

Each month, every member of the team have the opportunity to nominate their star of the month based on going above and beyond or really embracing the organisations core principles.

The full ForrestBrown team meets on a quarterly basis. This meeting is led by Simon Brown, ForrestBrown's managing director and founder. Targets are reviewed as a group, good news celebrated, and the vision for future growth communicated.

The full ForrestBrown team meets on a quarterly basis. This meeting is led by Simon Brown, ForrestBrown's managing director and founder. Targets are reviewed as a group, good news celebrated, and the vision for future growth communicated.

Forpeople have created a portfolio of Learning and Development opportunities that's open to everyone within the organisation.

Forpeople have created a portfolio of Learning and Development opportunities that's open to everyone within the organisation.

Fordway provide employees with flexible benefits, free private healthcare, profit related pay and staff discounts.

Any employee who introduces a candidate who is successfully employed receives a payment of £500 upon appointment and a further £500 once their probation has been passed.

Each new employee at Focusrite Audio Engineering is given an induction by reception, HR and then they walk around to meet everyone, plus a company wide email introduction.

Focusrite operate in segment/ brand teams which allows like minded groups of people with a common goal to collaborate on a much simpler basis.

The management development programme, 'Learn Engage Apply Perform' (LEAP) allows colleagues to select relevant skills-based modules from a full suite of topics and soft skill workshops, according to their individual development needs.

The management development programme, 'Learn Engage Apply Perform' (LEAP) allows colleagues to select relevant skills-based modules from a full suite of topics and soft skill workshops, according to their individual development needs.

FLM have a large number of people doing work experience with them throughout any year, and they stay in contact with some of them, many of which will go on to applying for permanent positions with them.

FLM run a weekly Plastic Free Friday initiative whereby everyone is challenged to try and not buy single-use plastic for the day.

Flagship Housing provide employees with an Employee Assistance Programme, flexible benefits, performance related pay and staff discounts.

Flaship offer regular events to employees in the building itself to encourage regular breaks, such as laughing yoga, regular yoga and boxercise for free in order to destress employees.

Five Guys believe that everyone is part of the family and that nobody is more important, regardless of the role they hold in the business. Senior managers spend time working with teams in the kitchen with teams during busy shifts. The senior management team will also on occasion join the teams to do a closing shift.

Five Guys believe that everyone is part of the family and that nobody is more important, regardless of the role they hold in the business. Senior managers spend time working with teams in the kitchen with teams during busy shifts. The senior management team will also on occasion join the teams to do a closing shift.

Employees at Fife Housing Association are provided with an Employee Assistance Programme, flexible benefits and staff discounts.

Fife Housing Group reduce energy usage through solar panels installed at their office and have improved recycling with the removal of individual waste-paper bins in favour of larger recycling-segregated bins.

The organisation gives a funding match donation to any funds raised by employees for the company's chosen charity. There are no limits applied.

FGH provide employees with e-learning tools, external coaching, financial support for work related qualifications and job shadowing.

For every demonstration of service excellence, employees are awarded a wow card, for every 10 wow cards they are awarded £1000 to spend on a holiday of their choice. They also pay bonuses to every member of the team that works over the Christmas and new year bank holidays.

The development of team members at Farncombe Estate is of high importance and support employees with non work related studies where possible.

Fairhome focus on environmental initiatives, and currently achieve 100% diversion from landfill.

The organisation offers flexible and home-based working for staff to enable a better work-life balance. Their healthy initiatives programme of mindfulness and keep-fit also enhances the life of employees to enable employees to include exercise and relaxation with their working day.

Everyday Loans offer employees an Employee Assistance Programme, flexible benefits, performance related pay, staff discounts and free life insurance.

A comprehensive plan is put into place to take new managers through a journey to help develop their skills and knowledge alongside confidence in taking on their new role, this is in the form of a Personal Development Plan. The plan is reviewed by the Senior HR Business Partner, the relevant Line Manager and T&D. It involves job shadowing more senior experienced Managers in post as well as shadowing support functions.

Everard actively use Social Media channels as a recruitment tool to attract new talent - not just by posting traditional adverts, but using posts of their offices and current employees and events to spark interest and intrigue with potential new employees.

Their Service Engineers' Remuneration Package is industry leading with built-in transparency so that all Service Engineers know they are being treated equitably. Apart from comfortable basic salaries and generous overtime rates, they believe they are the only company in the the industry - and perhaps one of very few in the UK - to offer paid lunch breaks.

ETL provide employees with an Employee Assistance Programme, flexible benefits, performance related pay and free life insurance.

ETL provide employees with an Employee Assistance Programme, flexible benefits, performance related pay and free life insurance.

etc.venues provide e-learning, external coaching and financial support for work related qualifications to all employees to aid their personal development.

Senior managers are very approachable to every single employee and like to know a little bit more about the individual. They are very present and have an open door policy. Every 6 months they give an update to everyone on the company performance, goals, ambitions and people initiatives.

EWT provide e-learning, external coaching and support for non-work related training to help employees develop new skills.

EWT provide e-learning, external coaching and support for non-work related training to help employees develop new skills.

The Green Team are a collective of employees across the Group that are responsible for driving their environmental pledge 'We care for the environment'. The team organised a group-wide celebration of Earth Day with a focus on reducing plastic.

The Green Team are a collective of employees across the Group that are responsible for driving their environmental pledge 'We care for the environment'. The team organised a group-wide celebration of Earth Day with a focus on reducing plastic.

Since 2018, Ellison's have had a 'Turning Strategy into Action' plan which focuses on four areas: Internal innovation team; New product development team; Engagement team; and Customer team. This involves all departments, and each team has members who are from different departments. This is driving results up through the business.

All employees have had mental health awareness workshops recently to promote their own and others mental health.

Elliott Wood invest heavily in their in-house Academy, their vehicle for learning and self-development. The Academy is widely praised throughout the organisation as a vehicle that not only teaches but inspires to look at things differently. The Academy is committed to developing rounded professionals for the industry, focusing on five skills areas: Engineering; Designing; Writing; Talking and sharing.

Elliott Wood invest heavily in their in-house Academy, their vehicle for learning and self-development. The Academy is widely praised throughout the organisation as a vehicle that not only teaches but inspires to look at things differently. The Academy is committed to developing rounded professionals for the industry, focusing on five skills areas: Engineering; Designing; Writing; Talking and sharing.

Ella's Kitchen have trained 5 employees to be qualified mental health first aiders. Their job is to support open and honest conversations in the workplace and offer help to anyone that needs it in times of stress.

Ella's Kitchen have trained 5 employees to be qualified mental health first aiders. Their job is to support open and honest conversations in the workplace and offer help to anyone that needs it in times of stress.

Edmond Shipway's interaction strategy is delivered at a number of interconnecting levels. At a formal level they have monthly staff meetings and quarterly 1-1 sessions with Directors. On a practice wide basis they have recently launched a new Intranet "Connect" which allows them to communicate practice news, celebrate exceptional performances and outcomes and recognise long service, birthdays, marriages and births.

The CEO is involved in the day to day management of the office, delivers projects personally, mentors others on technical delivery and invests significant time in the well being of the staff.

Edenhouse developed their own Mental Health Buddy scheme. They put 16 volunteers through an intensive training course so they could provide an effective listening and signposting service for colleagues. Information about Mental Health Buddies is displayed around their sites in a way similar to the information relating to physical first aiders, and is regularly communicated to colleagues via a number of other online channels.

Edenhouse developed their own Mental Health Buddy scheme. They put 16 volunteers through an intensive training course so they could provide an effective listening and signposting service for colleagues. Information about Mental Health Buddies is displayed around their sites in a way similar to the information relating to physical first aiders, and is regularly communicated to colleagues via a number of other online channels.

Each January they close the site for two days, to bring all of their staff together for an organisation-wide event called the 'Eden Gathering'. During this event the Executive Directors give updates on various aspects of the business, business performance and plans for the future. Participants are encouraged to take part in experiential activities that help them understand Eden's purpose and encourage them to get to know people in other teams. Sometimes these activities may be solely focused on cultivating the 'Eden spirit' (motivation and engagement) e.g. exploring the Rainforest Biome or drumming in the Mediterranean Biome; or at other times for knowledge transfer, or getting employee input on projects through facilitated discussions.

Mental health and wellbeing is high on their agenda. They have partnered with MIND to deliver a variety of mental health training and support sessions, such as awareness workshops, manager skills sessions and mental health first aid at work training. They regularly engage with local NHS partnerships to support a variety of health related matters such as smoking cessation and weight management. Through learning and development programmes they promote their relationship with nature and encourage team members to spend more time in nature, which is proven to have a positive impact on wellbeing. They run sporting events on their site, such as the Eden Marathon and Sportive and actively encourage their staff to participate in these events. Many of their staff take advantage of the cycle to work scheme and cycle to work to improve their health and fitness.

Engagement is a key aspect of day to day life at the EDAM Group. They hold numerous engagement activities throughout the year, from summer BBQ'S to wellbeing days, their 3 social events and many more. They have also recently introduced the employee Exchange Committee which allows employee reps from all business areas to come together once per month to meet with the CEO.

EDAM Group have installed a 3000 litre interceptor to deal with the run off from washing their fleet vehicles. This unit collects 3000 litres of petrol, silt and run off that would otherwise make it's way into the sewer system and pollute the water.

The CEO holds regular 'Breakfast Briefings' open to all colleagues and is a way for staff to feedback on anything they wish the SMT to know, or wish to ask the CEO.

The 'Future Stars Programme' is a talent management programme that recognises potential, enables the organisation to 'grow their own' and contributes to succession planning; open to any grade of staff who is either aspiring to a managerial role or wishing to lead on projects/initiatives.

Employee Forum commenced in 2019 which has representatives from each site and each department. Forum members represent all other employees from the same department and council colleagues for ideas on how to improve business and employee engagement.

Employee Forum commenced in 2019 which has representatives from each site and each department. Forum members represent all other employees from the same department and council colleagues for ideas on how to improve business and employee engagement.

Dovetail Games want all employees to live to work, not work to live. They operate core business hours of 10am to 4pm which allows their people to fit work into their lives with hours that suit them and their family commitments/sleep patterns/commute. They also allow an extra level of flexibility with regards to working around personal commitments, such as the school run or a boiler service, in which employees can adjust their hours even further, as long as they still complete their contracted hours.

Dovetail Games want all employees to live to work, not work to live. They operate core business hours of 10am to 4pm which allows their people to fit work into their lives with hours that suit them and their family commitments/sleep patterns/commute. They also allow an extra level of flexibility with regards to working around personal commitments, such as the school run or a boiler service, in which employees can adjust their hours even further, as long as they still complete their contracted hours.

The hospice has an Environmental Policy which is reviewed annually and is the responsibility of the Health & Safety Officer, approved by the Director of Finance & Support Services. Details of this are available to staff on the hospice intranet. The building utilises solar panels, the benefits of which are twofold, both reducing the environmental impact of the site, and reducing operating costs of the organisation.

The CEO leading Dove House has an open door policy reflected by all members of the Executive Management Team. The leader is highly visible, and regularly visits every department to spend time with staff and volunteers.

All employees that work for DJS (UK) Limited work from the same office in central Bournemouth. The office is open plan, which means that every team can interact with ease. Even the CEO does not have a secluded office, and he welcomes anyone approaching him with questions.

All employees that work for DJS (UK) Limited work from the same office in central Bournemouth. The office is open plan, which means that every team can interact with ease. Even the CEO does not have a secluded office, and he welcomes anyone approaching him with questions.

Every quarter the company holds an Executive Lunch. This lunch will consist of all members of the executive team, including the owners, and eight employees who have been nominated, by employees, and voted for, by the Senior Management Team. These lunches enable employees to enjoy lunch and afternoon with the Executive Team helping building relationships.

Every quarter the company holds an Executive Lunch. This lunch will consist of all members of the executive team, including the owners, and eight employees who have been nominated, by employees, and voted for, by the Senior Management Team. These lunches enable employees to enjoy lunch and afternoon with the Executive Team helping building relationships.

David Lloyd have an employee engagement application called 'KITBag' which can be accessed via a computer, tablet or mobile phone. It is an informal tool which enables all team members to get involved, chat and share best practice, as well as the company being able to provide company updates, latest news and also promote benefits and key initiatives such as mental health week.

David Lloyd have an employee engagement application called 'KITBag' which can be accessed via a computer, tablet or mobile phone. It is an informal tool which enables all team members to get involved, chat and share best practice, as well as the company being able to provide company updates, latest news and also promote benefits and key initiatives such as mental health week.

Thwaites trained a number of staff as facilitators and trainers which has been hugely successful in helping encourage collaboration, knowledge sharing, ideas generation and feedback in many more areas than before.

Thwaites trained a number of staff as facilitators and trainers which has been hugely successful in helping encourage collaboration, knowledge sharing, ideas generation and feedback in many more areas than before.

Currencycloud host meetings via Hangouts to allow the global teams to interact with ease. This also allows them to operate their flexible working policy and allows colleagues to attend meetings whilst working from home.

Currencycloud offer an Employee Assistance Programme for all employees. They also offer a Values, Vision and Goals workshop each quarter to allow employees an afternoon away from the business to consider their career and plan goals.

The Senior Management Team are first and foremost available to every member of staff, regardless of seniority. They actively engage in communication and discussions with every member of the organisation and this presence / availability demonstrates their commitment to ensuring everyone has a voice and can be heard.

The Senior Management Team are first and foremost available to every member of staff, regardless of seniority. They actively engage in communication and discussions with every member of the organisation and this presence / availability demonstrates their commitment to ensuring everyone has a voice and can be heard.

Onsite managers encourage their teams to train and gain external qualification. Helping with applications, course research and time to complete practical assessments onsite.

Area Team Meetings are held every quarter off site. Each Operations Manager brings together their teams from each site to one meeting point to discuss new developments in the catering industry, share ideas and issues and partake in demonstrations from each other and from suppliers.