Pride Powers Performance

Employees are rewarded for their efforts in a range of ways, including the Employee of the Year and People Manager of the Year awards, announced at the end of year party. Customer Care recognise the employee of the month, with employees nominating their peers. Winners receive an additional day of holiday, and a caricature drawing of the winner is displayed in the office.

Throughout the business Coloplast operate an "open door" policy where individuals are encouraged to speak to their managers on a regular basis, rather than only when there is an issue. They also pride themselves on being close to their customers and regularly listen into consumer calls to ensure they are aware of what the day to day issues are and will all regularly undertake visits to customers with their field based teams.

Recently, the Commercial Property Team took part in day volunteering at a special needs school in their local area, and re-painted parts of the school's interior during the school holidays.

Coffin Mew pay for all employees to have private medical cover with Vitality Health, and through that they receive additional health related perks which are extremely popular. For example, heavily discounted watches to track steps and activity, and if a certain number is achieved each month then there is no monthly payment required for the watch; heavily subsidised spa days, and discounted gym memberships.

CloserStill have annual appraisals where a manager will sit with each member of their team on an individual basis and run through what they have achieved over the past 12 months and areas for development for the next 12.

CloserStill run a full management training programme which is given by an external trainer. They also encourage management to meet together on a regular basis to discuss issues and offer solutions to each other or to then highlight these to the senior management to provide training.

The Chief Executive emails all employees on a weekly basis with a "blog". This keeps all employees up to date with the environment within which they work, new developments in the organisation, keeping employees up to date with what the CEO is doing, recognising achievements of the teams through compliments received both internal and external.

City Health Care Partnership provide all employees with 360-degree feedback, e-learning, external coaching, financial support for work related qualifications and paid time off for study.

90% of Citations managers have been through an Internal Leadership one day course which includes training on effective communication, situational leadership, coaching, employee engagement and difficult conversations. They have also run specific management training sessions such as absence management and mental health awareness for managers.

Benefits such as car allowance, free dental insurance, performance related pay and staff discounts are available to all employees at Citation.

Circadian Trust provide free advice and help for employees and their families ranging from health, work, financial, family, personal and even moving house.

Circadian Trust support employees to take time away from the business to travel and experience new ways of working such as Camp America. They encourage people to share their personal achievements within the workplace and regularly showcase triathlons, marathons, extreme bike rides to name a few.

Management development programmes are delivered through a 12-month modular training programme, utilising a coaching approach as the foundation. The programme is a continuous development journey combining instructor led modules and conference call check-ins. Delegates who complete the course are accredited a 'CIPHR Leader'.

CIPHR issue employee of the quarter awards to those that have demonstrated their commitment to the company values. CIPHR also uses an internal social media tool called Totem which enables all employees, including the senior management, to award kudos and praise employees for exemplary behaviour aligned to the company values.

Churchill Operate a referral scheme known as Buddy Bank. Employees can refer a friend or family member for a vacancy. Should they be successful, the Colleague can receive up to £2,000.

Churchill encourage communication between team members and managers, meaning employees can freely discuss anything that is troubling them, and it is easy to find a private space for a catch up in meeting pods and breakout rooms. Their 1:1 document is designed to encourage open dialogue to address issues before they escalate.

Chugai values are consistently communicated in all meetings and most communications within the company. One example of how they keep the values alive is in their yearly values award, which is voted for by employees in Chugai. The Managing Director invites everyone in the company to vote for the individual that they think should be recognised for outstanding values, individuals provide a short paragraph explaining why they have selected that person with evidence/examples. The individual who receives the most amount of votes is recognised at a corporate meeting and a monetary reward is given.

For all company meetings, Chugai encourage employees to travel by public transport, where car travel is necessary they encourage car sharing, and for office staff they arrange a mini bus to limit the amount of people driving individually.

Childrensalon have many initiatives to protect the environment, and they are proud that their head office is carbon neutral and runs completely on solar powered energy. They are passionate about recycling and have no desk bins - they only use group recycling bins across the company for paper, plastic and they compost food waste.

Childrensalon have many initiatives to protect the environment, and they are proud that their head office is carbon neutral and runs completely on solar powered energy. They are passionate about recycling and have no desk bins - they only use group recycling bins across the company for paper, plastic and they compost food waste.

Chester Zoo provides a sealed box for anonymous questions. The questions are collated and answers are then provided to all staff via the weekly comms email bulletin, and posted on SharePoint.

Chester Zoo provides a sealed box for anonymous questions. The questions are collated and answers are then provided to all staff via the weekly comms email bulletin, and posted on SharePoint.

Catalyst offer a number of formal and informal opportunities for learning, including eLearning and face to face training. They have embarked on a series of innovation workshops to support creativity in the workplace in support of their desire to be more innovative, including a recent placement with the National Housing Federation's Greenhouse programme which focused on building innovative solutions to existing housing problems.

Catalyst offer a number of formal and informal opportunities for learning, including eLearning and face to face training. They have embarked on a series of innovation workshops to support creativity in the workplace in support of their desire to be more innovative, including a recent placement with the National Housing Federation's Greenhouse programme which focused on building innovative solutions to existing housing problems.

All employees are offered annual personal development grants. Employees can apply for a grant for personal development activities that are outside of the normal scope of their day to day roles, but help develop valuable skills that can be transferred back to the workplace. They can make an individual application to apply for something they want to do on their own or they can make a mixed-group application if the activity involves several people.

Cartrefi Conwy's subsidiary company, Creating Enterprise, has recently opened a Passive House factory which enables them to build their own Passive House standard homes. These homes are 90% cheaper to heat than a standard 'bricks and mortar' home. Their first Passive standard build has commenced in Anglesey, and they aim to use this technology in all new builds going forward. Employees have been trained in these new build techniques and are now licensed to build these homes from start to finish.

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.

Management Development programme rolled out to all people Managers in 2018, this is being followed up in 2019 with additional modules focusing on Performance Conversations, Coaching skills and giving feedback. They've placed a special emphasis on getting more comfortable with feedback in 2019, it's a topic that comes up in their SLT meetings as well as feedback from their reviews so they've been really keen to help everyone be more confident with feedback conversations. Managers have already completed one day training on Performance Conversations and will be following up with workshops covering Everyday Feedback and Coaching Skills.The People Team are already thinking about what the next phase of learning is for the Management Team in 2020, they want their Managers to be ready to grow into amazing Leaders.

Management Development programme rolled out to all people Managers in 2018, this is being followed up in 2019 with additional modules focusing on Performance Conversations, Coaching skills and giving feedback. They've placed a special emphasis on getting more comfortable with feedback in 2019, it's a topic that comes up in their SLT meetings as well as feedback from their reviews so they've been really keen to help everyone be more confident with feedback conversations. Managers have already completed one day training on Performance Conversations and will be following up with workshops covering Everyday Feedback and Coaching Skills.The People Team are already thinking about what the next phase of learning is for the Management Team in 2020, they want their Managers to be ready to grow into amazing Leaders.

Birmingham Hippodrome is committed to forging relationships with schools and colleges in the West Midlands and surrounding areas and developing the next generation of artists and audiences. They bring creativity into the curriculum, connect learning outcomes to exciting opportunities at the Hippodrome, and provide young people with the chance to experience and connect with theatre. Their schools network – Hippodrome Education Network (HEN) – is designed to allow schools and colleges to have as much flexibility as possible and to find the model that works best for them.

Birmingham Hippodrome is committed to forging relationships with schools and colleges in the West Midlands and surrounding areas and developing the next generation of artists and audiences. They bring creativity into the curriculum, connect learning outcomes to exciting opportunities at the Hippodrome, and provide young people with the chance to experience and connect with theatre. Their schools network – Hippodrome Education Network (HEN) – is designed to allow schools and colleges to have as much flexibility as possible and to find the model that works best for them.

There is a lot of emphasis at Berry on giving back to the local community. Employees have recently took part in the local Salisbury Bubble Rush event with their families in order to raise money for the Salisbury Hospice Charity. The business also sponsors the local football team with a 3-year deal in place to be their main sponsor, the funds from which has helped the Club to stay afloat.

Recently, Berry marked Mental Health Awareness Week by holding a lunch for all employees. At this lunch they utilised prompt cards to stimulate conversations about mental health and general day-to-day life of colleagues. Employees felt that this was a great chance to get away from their desks and get talking to people that they usually wouldn't see.

BCW is committed to developing managers through the BCW Brilliance Academy. The Academy is designed to support the commercial strategy and is in line with the ongoing Learning and Development analysis and Personal Development Plan.

BCW is committed to developing managers through the BCW Brilliance Academy. The Academy is designed to support the commercial strategy and is in line with the ongoing Learning and Development analysis and Personal Development Plan.

They want to attract, recruit and retain the best people and one of the ways they do this is by investing in their staff's health and wellbeing to create a positive, professional place to work. Their Wellbeing Group promote numerous health and wellbeing initiatives including:

• Hosting tea and talk and wellbeing walk events for World Mental Health day, to share experiences over a cuppa and a cake;

• Providing a quiet and relaxing area where staff can take time out of the working day to relax and unwind. They encourage staff to log off from their electronic devices, listen to relaxing music, read or do a puzzle.

• Creative charity fundraising in support of national campaigns such as Jeans for Genes, Wear it Pink and Movember

• They also encourage staff to step away from their desks and walk in the fresh air when they have their team catch ups instead of sitting in a meeting room.

• They hold monthly, on-site massage clinics.

They want to attract, recruit and retain the best people and one of the ways they do this is by investing in their staff's health and wellbeing to create a positive, professional place to work. Their Wellbeing Group promote numerous health and wellbeing initiatives including:

• Hosting tea and talk and wellbeing walk events for World Mental Health day, to share experiences over a cuppa and a cake;

• Providing a quiet and relaxing area where staff can take time out of the working day to relax and unwind. They encourage staff to log off from their electronic devices, listen to relaxing music, read or do a puzzle.

• Creative charity fundraising in support of national campaigns such as Jeans for Genes, Wear it Pink and Movember

• They also encourage staff to step away from their desks and walk in the fresh air when they have their team catch ups instead of sitting in a meeting room.

• They hold monthly, on-site massage clinics.

The organisation run interactive workshops in each of their offices, allowing all employees the chance to share ideas in relation to the Investing in People initiatives.

The Leadership Programme at Barton Willmore is designed to support Directors and Associates in their career and personal development. It consists of two courses of away days and action sets. The course involves high quality, high energy, bespoke workshops and an evening meal with Partners to support internal networking, plus a confidential external coaching session based on 360 degree feedback and psychometric profiling.

At Barker Ross they work towards achieving 'Acts of Kindness' and have done many things including handing out sleeping bags to the homeless, to handing out Easter eggs at the local children's hospital and raising money to help with an operation for an ex-employee, their aim is to achieve 30 Acts of Kindness throughout the year.

Barker Ross is built around its people and is perceived both internally and externally as a recruiter that cares about its employees, clients and candidates.

Their company values are abbreviated as CARE.

Communication

They encourage an environment of openness and transparency with straight forward direct communication between employees and clients.

Autonomy

They strongly believe that through increased autonomy employees at Barker Ross are healthier and motivated to take on new responsibilities and approach their roles in a way that suits their personality and skill set.

Reliability

Their Professional and reliable staff provide a high-quality service to meet customer needs to ensure the group's success. They consistently demonstrate faithful behaviour and fulfil expectations showing trust and loyalty through their reliability.

Enjoyment

It is important to them to enjoy working at Barker Ross, embrace their culture and have fun whilst excelling in your chosen career.

Personal Learning Networks with social learning becoming more popular, several of their employees naturally use PLN's to support their development at work, effectively using associates and peers on Twitter, LinkedIn and Facebook. Instant Messaging during the period under review, they have adopted a new company wide communication method to promote learning and development opportunities, internal vacancies and support with new system integration and learning. This platform also facilitates a new method of sharing information about beneficial training and development undertaken, sharing success stories etc. Information Sharing within their organisations intranet, they have developed a learning & development hub to share useful training and development material, documentation and content. As a number of these techniques are new, along with launch of the learning & development team, the true impact of the department and strategies are still to be evaluated, but as the above demonstrates positive pioneering steps at Babington are being taken to improve the opportunities for their people's growth and career aspirations.

Roadshow Events – They have continued their annual roadshow events this year in which members of the Senior Executive Board travel the country to meet with their employees to deliver key updates, messages and networking opportunities. This year the focus of the Roadshows has been to feedback to their employees on the results of an internal Transformational Diagnostic conducted to gain an in-depth understanding of their business from their employee's perspective, so that they can work towards change and transformation of their business. Everyone was invited to these events which occurred in various locations across the country, and for those that couldn't attend physically, they offered a virtual solution.

When new team members join, as part of their settling in process they all take part in a Welcome Fest which is designed to give them the background of the company, they talk about their purpose, their values and their behaviours so that they can live by these, as part of the Away Resorts family, and provide the best customer service possible to their guests. They also learn about the history the business, who is who and what they expect from each other. The sessions are very interactive, based around festival theme and are delivered by their Park Marvels who are in house trainers who have a day job which may range from accommodation cleaning through to F&B assistants and People Development champions.

When new team members join, as part of their settling in process they all take part in a Welcome Fest which is designed to give them the background of the company, they talk about their purpose, their values and their behaviours so that they can live by these, as part of the Away Resorts family, and provide the best customer service possible to their guests. They also learn about the history the business, who is who and what they expect from each other. The sessions are very interactive, based around festival theme and are delivered by their Park Marvels who are in house trainers who have a day job which may range from accommodation cleaning through to F&B assistants and People Development champions.

Their reward and recognition platform, The Globe allows employees to celebrate and share in each other's successes. Through The Globe their people can send e-cards to one another within and across offices. The Globe also tracks employees birthdays and displays company-wide events.

They have also introduced award vouchers through The Globe. At their monthly Company Meetings/Town Halls they have "Angel" award winners for upholding their Audley values. These Angel awards can be redeemed in The Globe for use at various hotels, shopping websites, etc.

Globally and locally, many teams use chat platforms to stay in touch and connected. They have a strong company presence through Instagram, Facebook and LinkedIn and encourage all employees to share their travels and stories about life at Audley socially.

Audley has invested heavily in management development and launched a global programme for all managers called ‘Navigators'. The programme lasts for 12 months and will operate over the next few years. Two external suppliers are co-facilitating the programme with the People Development team at Audley. Costing c£4k pp, the programme is very comprehensive and consists of a welcome webinar, 4 x 2 day facilitator led sessions and a half day close event.

The structure of the programme is based on ‘Managing myself; Managing my team; Managing Audley'. At the start of the programme all managers complete a 360 degree survey so they receive feedback at the start of the programme knowing the areas they wish to develop. The feedback has been extremely positive and people like how the programme has been tailored to Audley focusing on practicality.

Audley has a mentoring programme, where all successors and top talent receive mentoring. They have also focused on matching managers/leaders with projects that are happening outside of their immediate areas, thus developing their knowledge and skills giving them a broader outlook and understanding of the business.

They are an employee owned business which means their team members are eligible for a tax free financial reward after 1 years service. Their profits from the business continue to be reinvested but by being employee owned all team members have the opportunity to directly impact the "bottom line"

They are also an accredited Real Living Wage employer, meaning that all of their team members aged 18 years old or over are paid to the appropriate level, moving them away from the long hours, rubbish pay scenario of previous hospitality reputations.

They have 4 values within in their team and Community is one of them. As the largest employer on the Isle of Arran they have a large social responsibility to the community and their team are actively encouraged to be part of this. They have taken part in local beach cleans as well as promoting local events such as the Highland Games, Fireworks and Bonfire nights, Arran Show and much more.

Isle of Arran Food Bank has received a large amount of produce from their team during a food bank drive in early 2018 by the entire team

Arran Trust - all guests that stay on the resort are asked to donate £1 on check out and over the last year this has been over £30,000.

Assura have an array of environmental practices in place, such as: Encouraging working from home, a cycle to work scheme, Carbon offsetting and discouraging business travel.

Assura have an array of environmental practices in place, such as: Encouraging working from home, a cycle to work scheme, Carbon offsetting and discouraging business travel.

Amido offer free fresh fruit and drinks. They also have lockers in the office, to encourage employees to leave their laptops in them overnight so that they can really take a break from work.

Amido offer free fresh fruit and drinks. They also have lockers in the office, to encourage employees to leave their laptops in them overnight so that they can really take a break from work.

The leader holds team briefings twice a year, where all employees are invited. They are given business performance updates, as well as being able to ask questions, both openly and anonymously.

Employees can purchase up to 5 additional holiday days per year as part of flexible benefits. Other initiatives include holiday entitlement increasing by 1 day, every other year for length of service.

Alfa's Employee Assistance Programme helps employees to run their life a little more smoothly. It can help them in every area of their lives when and where they need it, 24 hours a day, 7 days a week, 365 days a year. It is also something that is available to immediate family members.

Alfa's Employee Assistance Programme helps employees to run their life a little more smoothly. It can help them in every area of their lives when and where they need it, 24 hours a day, 7 days a week, 365 days a year. It is also something that is available to immediate family members.

AFG LAW are dedicated to the development of its employees. They provide e-learning, paid time off for study and support for non-work related training/ qualifications to any member of their team.

The firm hold regular departmental meetings, fee earner meetings and director meetings. Their 2019 Summer BBQ was borne from the directors wanting to give something back to their staff so they hired a venue and put on entertainment and food for staff and their partners.

The Senior Management Team are fully transparent and record all activity on their central vision file of all tasks being undertaken in the business at any one time.

Advantage have a buddy system whereby each individual has an induction process created to suit their specific roles/requirements. Each team has a buddy and they are charged with creating the induction for the new starter to their team.

In the past 12 months they have held a number of team events aimed at building individual teams and whole company relations. Recently they held a charities day including a 'Bake Off' event and Christmas jumper/mufty day and raffle, with the Company matching all funds raised by employees for Mind Somerset. This was a fantastic event with participants from all departments showing off their baking skills, judged by the Directors.

In addition, there have been a number of events aimed at integrating individuals and teams at ADM Protexin with teams and colleagues in the wider ADM group of companies across the world. One unique example was the ADM HR Manager attending a team building event in Valencia with HR colleagues from across Europe, Middle East and Africa divisions, involving a seminar, idea generation activities, networking, a walking tour of Valencia city and a Paella cooking lesson!

In the past 12 months they have held a number of team events aimed at building individual teams and whole company relations. Recently they held a charities day including a 'Bake Off' event and Christmas jumper/mufty day and raffle, with the Company matching all funds raised by employees for Mind Somerset. This was a fantastic event with participants from all departments showing off their baking skills, judged by the Directors.

In addition, there have been a number of events aimed at integrating individuals and teams at ADM Protexin with teams and colleagues in the wider ADM group of companies across the world. One unique example was the ADM HR Manager attending a team building event in Valencia with HR colleagues from across Europe, Middle East and Africa divisions, involving a seminar, idea generation activities, networking, a walking tour of Valencia city and a Paella cooking lesson!

To aid employees personal development, Adaptavist provide e-learning, external coaching, financial support for work related qualifications, job shadowing and paid time off for study to all employees.

The business supports flexible working and working from home, this allows employees with children to work from home should the need to be at home to supplement childcare arrangements. When an employee has a baby, the company sends them a "new baby hamper" full of gifts.

Academia have an internal Leadership Academy. They believe that there is a fundamental difference between leadership and management; someone can be a leader in their area of expertise without managing a team. With this in mind, employees apply for and are interviewed and then selected to attend the 6 month internal programme hosted by both internal and external facilitators, in addition to internal mentors.

Academia have four core values: Teamwork, Integrity, Innovation and Ambition. The Senior Management team drive these values weekly in the Monday Morning Meeting, and often get feedback from the team on examples of each from the previous week.

First time managers receive training to help them to develop a leadership mindset, by managing the business, leading teams and developing people. All first time managers receive an email from the global team congratulating them and guiding them to the resources that are available for first time managers, focusing on the foundation manager skills needed in the first 6 months. They believe a great start makes all the difference.

All employees are entitled to spend 24 hours annually, volunteering at a charity of their choice.

4C provides e-learning, external coaching and mentoring, financial support for work related qualifications, job shadowing and also paid time off for study to all employees who wish to progress with the business.

4C provides e-learning, external coaching and mentoring, financial support for work related qualifications, job shadowing and also paid time off for study to all employees who wish to progress with the business.

15below have two Mental Health First Aiders within the business to ensure that trained colleagues are on hand when needed. They also provide massages in-house to employees on a bi-weekly basis, which are very popular.

15below provide financial benefits to all employees that work for them. These include staff discounts, free life insurance and free private health care.

Infor Global Solutions have a dedicated platform called Rave. This is were employees can send a rave to other employee's who they believe has excelled in an area of their job. The employee's with the top raves are rewarded at the annual away day.

All employee's and their families are offered Bupa private medical and a dental plan from the start of their employment. There is also an employee assistance program, where employees can reach out to a councillor 24/7 for help and advice. The company have trained 22 employee's to be wellbeing first aiders and encourage employee's to reach out to the wellbeing first aiders if they are dealing with work place stress.

The management team has regular meetings and also an annual off-site event where retrospectives are carried out and strategy on areas of improvement is defined. They use the company's values to manage and assess performance, ensuring team members strive to develop and live up to them.

The management team has regular meetings and also an annual off-site event where retrospectives are carried out and strategy on areas of improvement is defined. They use the company's values to manage and assess performance, ensuring team members strive to develop and live up to them.

Core principles include ‘embracing failure', ‘move me, dude', ‘independence is everything', ‘fail harder' and ‘don't say it, be it'. The agency aims to be the world's most creatively admired business. The values and principles are everywhere. Some employees even have a Wieden and Kennedy tattoo.

Each year, the agency choose an inspiring topic. Last year, it was risk taking. Expert speakers bring the theme to life in their own inimitable way. They've included Andrew Diprose from Wired Magazine, Dev Karaca from Kyra TV and Vicky Featherstone from the Royal Court Theatre.

As part of their environmental initiatives, they encourage staff to give back by having in place recycling facilities and energy efficiency initiatives. They also work with local school to raise awareness of engineering, which lead to a new path being built.

As part of their environmental initiatives, they encourage staff to give back by having in place recycling facilities and energy efficiency initiatives. They also work with local school to raise awareness of engineering, which lead to a new path being built.

Success is celebrated at least twice a year and there's a zero-tolerance approach to poor performance. The Principal appoints every single member of staff and has introduced a PRP system. Staff who have left for more money often return, citing his leadership.

A bespoke management development programme has developed commercial acumen and knowledge of specific topical areas. This has led to promotional opportunities and excellent retention rates. A staff mentoring programme provides mentoring and support services to staff in their first year of employment.

In 2018, the authority launched Lunch and Learn sessions, floor walks with the senior leadership team, and new values. At the managers' forums and staff conferences, Slido was introduced to make them more engaging. The tool gathered feedback in real time to produce a ‘word cloud'.

Managers can get coaching and mentoring as well as the opportunity to shadow. They can get additional advice and guidance through the HR Business Partners. A library service houses a range of management books, and managers meet regularly through their board groups.

Printing is discouraged and a new initiative requires staff to power-down their PCs. The firm have volunteered to pick litter locally and have supported the local Park Run as marshals and timekeepers. They have also collected for the local food bank.

A newsletter updates everyone and includes health and safety updates, new starters and leavers, business success and charity events. Teambuilding takes the shape of paintballing and an escape-room event for graduates and the HR team who recently joined the company.

The Flourish programme gives everyone top learning and development, such as WM Brilliant Managers, an industry-leading management-development programme, and WM Coaching, a new coaching scheme. WM Globetrotters is a flagship career mobility scheme for eight Wavemakers to spend three weeks in another office.

The Flourish programme gives everyone top learning and development, such as WM Brilliant Managers, an industry-leading management-development programme, and WM Coaching, a new coaching scheme. WM Globetrotters is a flagship career mobility scheme for eight Wavemakers to spend three weeks in another office.

Every fortnight they broadcast ListenLive - Vodafone UK's live radio show - where the Chief Executive Officer Nick Jeffery engages directly with all employees through a live Q&A. It's become renowned as the channel for raising ideas and sharing feedback.

The Vodafone Keep Cup initiative was launched last year, with 13,000 cups gifted to UK employees, driving an immediate increase in reuse to 20%. Annualised, this equates to the prevention of 150,000 single use cups being disposed of.

Virgin report progress annually in their sustainability report to the Carbon Disclose Project. Sister company Virgin Atlantic are moving to more-sustainable fuel. A supplier policy sets out requirements on human and labour rights, impact on the environment and natural resources, and animal welfare.

The company's Purpose has resulted in a better service offering. For example, single parents won't be charged a second adult price when alone with children. Virgin live their values by holding epiphany meetings when consultants from retail stores meet other parts of the business at HQ.

Viking aim to be the world's leading cruise line. Their core values are quality and service; passion and innovation; collaboration and support; integrity and openness; and fun and inspiration. These values are integrated into the appraisal process.

Viking aim to be the world's leading cruise line. Their core values are quality and service; passion and innovation; collaboration and support; integrity and openness; and fun and inspiration. These values are integrated into the appraisal process.

They operate an honorarium scheme which allows colleagues to nominate people who they feel have gone above and beyond. The amount awarded is proposed by the employee and agreed by the Leadership Team.

Each team has regular meetings and every month a breakfast briefing is held by a member of the Leadership

Team. A yearly staff away day also gives the opportunity for company wide updates

Their new people strategy identifies a range of different approaches to personal development.

Their new people strategy identifies a range of different approaches to personal development.

All employees have access to free Employee Assistance Programmes through Perkbox, Medicash and Metlife, which also enables access and discounts to health and wellbeing initiatives. They also have a games table, and staff participate in playing sport with each other during lunchtimes.

All employees have access to free Employee Assistance Programmes through Perkbox, Medicash and Metlife, which also enables access and discounts to health and wellbeing initiatives. They also have a games table, and staff participate in playing sport with each other during lunchtimes.

In 2018 they launched the UKFast House Cup, a competition comprising of a range of competitions and activities to suit all interests. Winners are awarded points for their house, which are then totalled up and the overall winners are announced at the Christmas party.

In 2018 they launched the UKFast House Cup, a competition comprising of a range of competitions and activities to suit all interests. Winners are awarded points for their house, which are then totalled up and the overall winners are announced at the Christmas party.

In addition to training programmes, they also offer a mentoring approach for their managers and staff. In 2018, they encouraged trainees to buddy up with a more senior employee, who acts as their "mentor", helping with all aspects of the job.

They have monthly and annual employee awards, rewarding these individuals with perks such as afternoon tea at the Shard or Red Letter days. Four separate groups of employees also enjoyed an European holiday destination of their choice as reward for their hard work.

Quarterly appraisals formalise regular one-to-one catch-ups throughout the agency and are very much employee-led: some prefer a formal written appraisal, while others prefer an informal approach. Adapting to these preferences makes for a much more productive appraisal.

Morning meetings, called ‘Boards', give everyone a clear view on the day ahead. Being fully integrated on Microsoft Teams allows for quick communication between teams. There are also frequent company-wide events, such as a table football tournament or Marlowopoly, a team event based in Marlow with a Monopoly theme.

Each employee has a paid day off per year in order to do charitable work for a company-nominated charity or a charity of their choice. Examples include sorting charitable donations of clothes, repairing donated bikes, donating Christmas gifts and clearing parkland.

Each employee has a paid day off per year in order to do charitable work for a company-nominated charity or a charity of their choice. Examples include sorting charitable donations of clothes, repairing donated bikes, donating Christmas gifts and clearing parkland.

A very generous training and development budget enables Trinity House to explore the best ways for individuals to learn and enhance their skills for current roles and succession planning.

The organisation puts on social events during summer, in addition to Christmas team-building events.

All staff complete an annual ‘Contribution Framework' with their line manager, involving setting goals at the start of the financial year, which are reviewed twice yearly. Colleagues complete 360-degree feedback and managers are assessed on their management style and capability.

TU are creating a Total Reward offer for employees, backed by a working group. Areas of development include annual leave, pensions, employee benefits, recognition, flexible working, office environment and career development. All staff have a say, through events like the whole-team engagement workshop.

Wellbeing Week includes workshops on nutrition, minimalism, resilience and coping with stress. They also offer manicures, pedicures, massages, sauna, acess to a gym, and yoga - all free. After four years, staff can take six weeks' paid leave plus £1,000 spending money.

WiserPulse is an internally developed people engagement tool, used by all teams to strengthen how they work together and assess how they are feeling. It was created because they wanted to ensure that their values and what makes them unique are upheld every day.

They hold a bi-annual conference attended by over 450 colleagues and a roll-out presentation is shared to those colleagues not able to attend. They also host company-funded BBQ's, inter-company football matches, Area Business Manager strategy meetings and team building events.

Many of their teams raise money for Macmillan through events including cake sales, sports endurance activities and quiz nights. They also support the Leicestershire Cares Scheme whereby several teams participate in projects such as painting community venues and clearing out the local river.

To ensure they're communicating effectively, Together's executive team attend monthly Colleague Communication Forums, present at ‘town halls', host Long Service Awards and lunch with new starters. They also host weekly executive lunches to engage with colleagues from across the business.

To ensure they're communicating effectively, Together's executive team attend monthly Colleague Communication Forums, present at ‘town halls', host Long Service Awards and lunch with new starters. They also host weekly executive lunches to engage with colleagues from across the business.

Staff have two formal performance and development review meetings in their Performance Management process. Objectives are set in April (by their manager and line manager), and progress is discussed monthly. Objectives are reviewed at the mid year.

Employees are encouraged to drive their own development by researching, sourcing and proposing suitable external learning interventions and all proposals are considered on an individual basis. Within the JS Law and DC Law business there is a Conveyancing University in place.

There's an immersive 12-month development programme to help managers realise their leadership potential. It starts with a 360-degree feedback exercise and teaches three intensive modules: Self (Insight), Team (Inspire) and Change (Adapt). Participants also complete a 1,500-word personal self-reflection after each module.

Continuing Conversations measures performance through ongoing one-to-one conversations throughout the year with line managers, ending in a 4QReview, measuring performance against four key questions. Meanwhile, the Global Challenge initiative is particularly popular. In summer 2018, 175 people pledged to walk 10,000 steps every day for 100 days.

The ONE Group partner with Vivacity, a provider of local fitness and sports facilities, who visits their offices to undertake health and fitness assessments of employees. Other perks include free golf lessons, massage sessions and an annual rounders tournament.

The ONE Group partner with Vivacity, a provider of local fitness and sports facilities, who visits their offices to undertake health and fitness assessments of employees. Other perks include free golf lessons, massage sessions and an annual rounders tournament.

After five years of service, employees receive a gift - in recent years, this was an iPad. Pay and related benefits are impressive compared to market rates, and events such as the Christmas party, department parties, and team-building days are similarly generous.

The company introduced a Medicash scheme to allow employees to pay for wellbeing-related costs such as massages and physio appointments, while a number of games give people an outlet to take a break and socialise together. Staff can also receive mental health advice and guidance when needed.

Managers receive regular training and appraisals to help them continually improve their leadership standards and work with their team members in a way that's collaborative and open. This includes sending leaders on a week-long residential course focused on change management, self-awareness and giving feedback.

All staff are encouraged to run and attend workshops on their activities to provide the entire team with visibility into what they do, while also helping to determine an overall strategy for the company. Company-wide socials and gatherings are also used to share feedback and foster a strong team spirit.

Thanks to links with BEN, the automotive charity, staff get access to regular health checks. Staff can also take advantage of allowances for inoculations, optical and dental benefits, physiotherapy and alternative therapies. Procedures are in place to tackle stress early.

In 2018, for the first time, three people completed an ILM Level 5 in Leadership and Management. Managers are also assessed against specific criteria, such as building morale, being inclusive, and ensuring a healthy, safe and regulatory/legally compliant environment.

fresh operate with a small business mentality, offering individually tailored support to all employees to ensure their mental and physical wellbeing. Staff are actively encouraged to make use of the agency's medical expense programme and uncapped holiday allowance, all of which helps to keep stress levels low.

Through their recently implemented 'Campus Mentality', fresh have a very open business in an open-plan office to encourage the sharing of ideas and information. Staff can draw on the walls of meeting spaces and share their ideas visually, with all new recruits encouraged to embrace this creative freedom.

The company holds a Summer Sports Day for all staff, during which all sites are closed to allow every team member to attend. An annual 'Los Cincos' trip is offered for all employees who have been with the business for five or more years, as well as a yearly trip away for the managers.

The company holds a Summer Sports Day for all staff, during which all sites are closed to allow every team member to attend. An annual 'Los Cincos' trip is offered for all employees who have been with the business for five or more years, as well as a yearly trip away for the managers.

Regular meetings and continuous listening ensure that Body Shop managers are always empowered to have conversations with their teams. Celebratory events are held to mark major milestones, such as the recent handover of their animal testing petition to the UN, or the anniversary of their acquisition by Natura.

The company seeks to become the world's most ethical and sustainable business, making efforts to enrich biodiversity where they grow their ingredients through regeneration projects. Additionally, the retailer is investing in sustainable packaging and energy efficiency, while staff regularly take part in volunteering events.

Text100 give their staff full autonomy to choose whatever career path suits them and set their own goals, which their managers will help them to achieve. As a result, employees are always working for clients they want to work on and developing skills that matter to them, resulting in strong results and retention rates.

Every employee gets given a flexible benefit allowance each year to spend on improving their physical and mental wellbeing. The agency also offers a flexible working policy, unlimited holiday time and a city-swap scheme for all offices in their global network.

Information security and data protection training is provided annually for all staff, as well as additional training as and when required. The company also offers role-specific training, which is dependent on the type of data accessed for the proper performance of the role.

Information security and data protection training is provided annually for all staff, as well as additional training as and when required. The company also offers role-specific training, which is dependent on the type of data accessed for the proper performance of the role.

Management training is discussed and agreed on an individual basis during appraisals and monthly lunches. Training can take many forms, from attending courses to self-study, with regular meetings organised to measure the performance of the leadership team throughout the year.

In addition to a substantial cash training budget, Tessella allocate 150 hours per year to training for each member of staff. This applies to staff at all levels, with training covering sales, management and personal development topics as well as IT.

The Senior Management Team is made up of a small team of four, recruited from various sectors with a wide-ranging skill set. Each of the team work as specialists within their respective area and are highly visible across the organisation and at each of their sites.

They produce a monthly communication that changed in 2018 from a PDF email to a YouTube clip, as they recognised this was more engaging for staff across the business to relate to. The link is emailed to every member of staff for them to view.

They hosted a month-long wellbeing initiative in October to coincide with National Work-Life Week, Back Care Awareness Week and Bone and Joint Action Week. The following sessions for employees; Desk Snack Hacks, Meal Prepping 101, Ergonomics, Alexander Technique, Chair Massage and Osteopathic.

In July they took part in the JP Morgan Corporate Challenge in London. They had 20 runners and walkers and raised £759. Later on in the year six STR bakers baked cakes to fundraise for Diabetes UK, and they raised £168.

The company's values are shared in a variety of ways, including during inductions, in artwork around the offices and in a video of the Chief Executive Officer talking about how their live our values. There is also a yearly award ceremony to celebrate living their values.

STEM Healthcare offer an open environment - both in the physical sense of open-plan offices as well as in their communication and culture. To that end they offer the use of pool table, games console, books to read, board games, yoga and mindfulness sessions.

Success stories, new hires and rising stars are all featured on the company's blog, while a shared HR platform allows all staff to openly express kudos to individual co-workers. Material perks and benefits range from lunch clubs to trips aboard, as well as attractive salaries and bonus schemes.

Staffing 360 Solutions invest heavily in training for their management team, with mentorship schemes for less experienced managers and a dedicated performance coach working across levels of the business to help employees to manage their workloads and deliver the very best results.

Stackhouse Poland are management-owned, meaning the leadership team are very personally invested in the team's success. Managers make themselves highly accessible, operating an open-door policy and using a variety of communication methods to keep employees informed of everything they need to know.

All of the company's offices encourage recycling and uses motion-sensing lights to help minimise energy usage. They also strive to partner with suppliers who can demonstrate strong green credentials, and hold regular fundraising activities in each office to support charitable organisations.

Managers are offered a two-year leadership training programme developed under the guidance of business strategist and author, Michael Walsh, who hosts monthly workshops. The firm also works with Performance Consultant Nigel Harrison to deliver training, and offers mentorship schemes and regular feedback.

Sponge operate a learning-focused culture in which staff are encouraged to share their successes, tips and ideas. Their monthly Inspire Workshops are a key part of this, as well as their quarterly updates and Weekly Stand Ups. The firm also has a packed social calendar, capped off by a summer barbecue.

The company promotes a Cycle to Work scheme and encourages employees to recycle, helping to reduce their carbon footprint. They also support the charity group WE with various initiatives, including a ‘Walk for Water' scheme to benefit children in deprived areas.

Sigma Systems train all new starters in their company culture and values within their first two weeks of employment. A recognition programme built around the company values celebrates outstanding employees by highlighting their work throughout the global organisation.

A suite of management training schemes include topics such as management skills, performance management, and dealing with bullying and harassment. Managers can gain QCF levels 4 or 5. There's also coaching, mentoring, and peer job shadowing opportunities.

A suite of management training schemes include topics such as management skills, performance management, and dealing with bullying and harassment. Managers can gain QCF levels 4 or 5. There's also coaching, mentoring, and peer job shadowing opportunities.

SearchStar are introducing a two-hour training slot every Friday morning for every member to expand their knowledge. Staff can choose their own learning methods, and will be given the opportunity to submit requests if they need additional financial support.

A group lunch is provided every Tuesday for staff to mingle outside their normal teams, while weekend trips away are organised annually. Additionally, new starters are trained by people other than those they directly work with, helping them get to know other people around the business.

As an Investors in People Platinum company, Search offers a broad range of training and coaching schemes to help staff grow their skills and confidence. The company also runs a volunteering scheme called One Day to allow workers to broaden their horizons and give back to the community.

Search are led by a team of highly driven individuals, all of whom are specialists in their own vertical markets. They maintain a company culture that values honesty, transparency, supportiveness and respect, all of which are vital in helping Search deliver innovative marketing solutions and strategies.

The firm organises a Senior Management Team Roadshow, consisting of workshops where business plans are outlined and questions can be asked. Moreover, the open-plan nature of the SACO office and approachable qualities of the business leaders is designed to encourage open communication.

The company offers staff the chance to get involved in varied projects, with a Grow at SACO document summarising the career paths available to colleagues with tips for success. They have also introduced Training Champions across the teams, who input on how the training is provided and offer hands-on support to their co-workers.

All Sackers employees are eligible for an annual profit-share bonus scheme that rewards staff for the firm's success, without any qualifying criteria. An Instant Award programme is also in place, offering gift vouchers to employees who go above and beyond what is expected of them.

All Sackers employees are eligible for an annual profit-share bonus scheme that rewards staff for the firm's success, without any qualifying criteria. An Instant Award programme is also in place, offering gift vouchers to employees who go above and beyond what is expected of them.

The firm encourages staff to pursue business development opportunities in areas of personal interest to them, with one senior associate who is experienced in dealing with children with special educational needs receiving assistance in developing a new practice area in education law.

The firm encourages staff to pursue business development opportunities in areas of personal interest to them, with one senior associate who is experienced in dealing with children with special educational needs receiving assistance in developing a new practice area in education law.

Staff, interns, apprentices and volunteers have access to over 90 courses for learning and development purposes. There is significant emphasis on learning and development, and flexibility is afforded given to staff to allow them to work flexibly so they can attend courses, programmes and so on.

Staff, interns, apprentices and volunteers have access to over 90 courses for learning and development purposes. There is significant emphasis on learning and development, and flexibility is afforded given to staff to allow them to work flexibly so they can attend courses, programmes and so on.

Their core values are: we work together; we make things better; and we do the right thing. GCE Boris Worrall slept out at Worcester Rugby Club to raise awareness of homelessness, while senior management take part in resident events and get involved in colleague celebrations.

Their core values are: we work together; we make things better; and we do the right thing. GCE Boris Worrall slept out at Worcester Rugby Club to raise awareness of homelessness, while senior management take part in resident events and get involved in colleague celebrations.

Staff regularly meet as a team and also cross functionally in order to aid communication, collaboration and the harnessing of the collective effort. In addition, employees attend updates, learning and community events together to share learning and, more importantly, have fun together.

Staff are supported to raise money for charity, which has included fundraising for St Catherine's Hospice, hosting a Macmillan coffee morning, and other national events. They are also committed to enhancing the environment and minimising the impact of their operations on the environment.