All employees are entitled to a free pass to use the Clubs site network to stay in their Caravan or Motorhome at any of their sites across the UK. This pass is available during their employment and also for a period of time after their employment that reflects the number of years they worked for the Club. There are also a number of Caravans and Motorhomes available for employees to use if they do not own one themselves. Big discounts are also available on the Clubs glamping products and range of cottages across the UK.

All employees are entitled to a free pass to use the Clubs site network to stay in their Caravan or Motorhome at any of their sites across the UK. This pass is available during their employment and also for a period of time after their employment that reflects the number of years they worked for the Club. There are also a number of Caravans and Motorhomes available for employees to use if they do not own one themselves. Big discounts are also available on the Clubs glamping products and range of cottages across the UK.

Non job-related training continues to be incredibly popular. Recent examples include a number of our directors having one-to-one life coaching, a member of the sales team learning to decorate cakes and a number of younger members of the team have signed up to driving lessons as their non job-related development.

Non job-related training continues to be incredibly popular. Recent examples include a number of our directors having one-to-one life coaching, a member of the sales team learning to decorate cakes and a number of younger members of the team have signed up to driving lessons as their non job-related development.

Cairn are committed to ensuring that colleagues achieve a healthy work life balance. To help people achieve this, they recognise that they need to be more flexible as an employer. They have, for some time, had a flexi system where people can build up flexi time to take a day off every flexi period (each flexi period last 4 weeks). However, they have removed core hours allowing people to start and finish each day at a time of their choosing (provided they still work 34.5 hours each week). This means people can work around their other commitments such as doctor appointments and dropping off/picking up their kids from school.

Cairn are committed to ensuring that colleagues achieve a healthy work life balance. To help people achieve this, they recognise that they need to be more flexible as an employer. They have, for some time, had a flexi system where people can build up flexi time to take a day off every flexi period (each flexi period last 4 weeks). However, they have removed core hours allowing people to start and finish each day at a time of their choosing (provided they still work 34.5 hours each week). This means people can work around their other commitments such as doctor appointments and dropping off/picking up their kids from school.

Bytes invested in a small onsite gym which provides for running, rowing, cycling and incorporates a few weights. The company often run a "challenge" which is open to anyone in the business to join and can be a motivator for those who want to improve their fitness but don't have the funds or opportunity to join a gym.

Bytes invested in a small onsite gym which provides for running, rowing, cycling and incorporates a few weights. The company often run a "challenge" which is open to anyone in the business to join and can be a motivator for those who want to improve their fitness but don't have the funds or opportunity to join a gym.

The Centre have strategic forum meetings held every 3 months where all the project managers and the senior management meet to discuss and come with new ideas and develop the overall strategy and objectives. Workshops from external trainers on areas focusing organisational change and wellbeing were also introduced.

The annual performance appraisal process identifies staff's training and development needs. Trainers from corporate partners of the Centre deliver intensive management and generic skill set training to Programme and Project Managers. The Centre introduced a 'One to Watch' award for emerging and upcoming Project Leaders. The winners of this award undertake comprehensive and structured management training, focusing on all Project Management elements.

Wellbeing is covered at Bristan Group's quarterly employee forum, allowing employees to raise wellbeing issues at a group level. On top of this, they encourage their managers to hold regular 121s, allowing employees to be open and honest with how they are feeling. Their managers are equipped with the tools they need to do this, which includes a free 24/7 confidential employee assistance helpline.

This year, they made a conscious effort to reduce the amount of plastic waste they create. They bought every employee a branded water bottle, and have glasses readily available for visitors (instead of plastic cups). They also have changed their hot drinks machines so that a mug has to be used rather than a paper/plastic cup. They no longer purchase plastic cups at all within the business.100% of their waste is recycled. This means that nothing they produce goes to landfill. They have replaced their air conditioning as well to save energy and maintain a comfortable temperature for everyone who works in the office.... creating a better working environment and running a more efficient air con system which will save costs. They are an accredited member of the carbon trust - with the aim to reduce CO2 emissions year on year.

The senior management team at Brightstar Financial live and breathe the mission, vision and values of the company in all that they do. They love what they do, they work tirelessly to secure and enhance partnership, they actively encourage, lead and place huge value on people development, they work ethically, always safeguarding standards and practices to ensure this and implement and encourage practices to make it easy to work with Brightstar.

The senior management team at Brightstar Financial live and breathe the mission, vision and values of the company in all that they do. They love what they do, they work tirelessly to secure and enhance partnership, they actively encourage, lead and place huge value on people development, they work ethically, always safeguarding standards and practices to ensure this and implement and encourage practices to make it easy to work with Brightstar.

Bow & Arrow aims to be the most transformative growth experience of an employees career, meaning holistic personal growth underpins everything they do. This is approached on two fronts; the skillsets people need to grow in day-to-day work, and the mindset they need to become business leaders.

The company paid for the entire business to travel to Croatia for three days of celebration, appreciation and reflection. Months in planning, this was filled with many unforgettable moments, from being taxied from the airport via speedboats to a 3-hour lunch on a private island.

Within the business they offer an Employee Assistance Programme (EAP), supported by their Occupational Health provider, this has been a key tool to provide support for their team and also their team leaders. The EAP provides free 24/7 confidential advice to their teams delivered by trained therapists and advisors. They have also launched their new app ‘Health e-hub', provided by their EAP provider which their teams can access for advice on a wide ranges of issues including financial, legal and medical information, relationship advice, housing concerns, alcohol or drug issues, childcare support, stress and anxiety, gambling, bereavement etc.

At Bourne they have a wide range of virtual learning solutions to help engage and blend their learning for all their team members. C-Live is a scenario based virtual classroom that connects the team from all over the country to enable peer to peer learning in a safe environment. Bespoke scenarios such as; performance reviews, challenging conversations and guest service help support the communication development of their future leaders. C-Live is a platform that sits on their Learning Management System which enables groups to ‘connect', share their progress and learning as well as providing the opportunity for the facilitator to moderate each group, sharing additional learning and resources to enhance the learning further. All of their brands offer the opportunity for team members to become brand ambassadors and then to progress to lead brand ambassadors. This provides them with exposure to additional development such as delivering training sessions, attending listening groups and conferences and passing on their passion for the brand to others.

Along with each employee receiving a £1000 development budget, BLH praise employees for their own personal development achievements in the weekly Monday morning company meeting.

All senior managers are approachable, not in separate office space, and their two founders work on an open door policy. Their top company value is people first and using this they make sure that all voices are heard and all opinions, no matter what level, are welcomed.