Pride Powers Performance

Chief Executive Steve Wooler runs an 'Ask Steve' email inbox, which he uses to respond personally to employees' questions. He also records and shares videos that enable him to give short, fun, more personal messages to the business.

BWB are an industry leader in employee development, having received multiple awards for their learning programmes and overall approach to training. Over one-third of their people have now benefited from one of their Academy programmes - Bronze, Silver or Gold.

All associates are encouraged to become involved in planning fun events for their team, such as potluck dinners, birthday celebrations, or charitable activities, because the company believes that a fun and engaged environment with good work/life balance will contribute to their wellbeing.

Career Tracks is the company's in-house career progression programme, on which associates harness their key skills and competencies to become a successful leader. In addition to learning the technical and operational skills of their desired role, they also learn about their own development requirements.

They offer generous five and ten-year length of service bonuses, for all levels within the business. Since its introduction in 2013, and working alongside the annual bonus scheme, the initiative has proved a hugely attractive aspect of the rewards and benefits package.

The company plans quarterly company-wide social events and their most popular is the Christmas party, held at a country hotel. Last year 100 team members headed to Tylney Hall Hotel and Spa, with childcare provided for the evening and goodie bags handed out on the train journey there.

There has been over 1,500 hours of training completed at Buckles, which includes both technical and non-technical elements. Several staff are being supported on professional courses such as Prince 2, ITEL, and GDPR, as well as CILEX and professional skills courses for lawyers.

There has been over 1,500 hours of training completed at Buckles, which includes both technical and non-technical elements. Several staff are being supported on professional courses such as Prince 2, ITEL, and GDPR, as well as CILEX and professional skills courses for lawyers.

Buckingham Group have a genuine flat management structure, with the senior management team taking an active, hands-on role in the day-to-day management of the business. They engage openly with staff at every level of the organisation on a daily basis.

Alongside providing competitive market salaries and benefits, Buckingham Group operate a staff bonus scheme linked directly to company profit and to personal performance. When company profits exceed the profit used for the calculated bonus payments, top-up payments are made.

They have a ‘Salary Stretch' page on the intranet that brings together all benefits staff can take advantage of in one place. These benefits include salary sacrifice schemes, mobile phone discounts, physiotherapy, discounted gym membership, buying/selling annual leave and discounted childcare

They promoted World Mental Health day by arranging a lunchtime event for staff to walk or run one mile with colleagues. This time was used to break down the stigma of talking about mental health, which was spread on social media with the hashtag ‘runandtalk'.

They run workshops for all junior and middle managers. Modules include appraisal, recruitment, absence management, personal effectiveness, coaching, budgeting and forecasting. In addition, the workshops cover influencing skills, leading teams through change, business writing skills, managing the probationary period.

All staff have one day per month use for volunteer work, such as painting fences, clearing gardens, school reading projects, retirement party or working at the Re-Use centre. Staff also deliver Christmas hampers to tenants and donate toys to charities.

BMJ have a STAR award system where any employee can nominate another employee for going above and beyond. Awards are worth £150, £100 or £50 for individuals and £35 per team member for nominated teams.

BMJ have a STAR award system where any employee can nominate another employee for going above and beyond. Awards are worth £150, £100 or £50 for individuals and £35 per team member for nominated teams.

Blue Apple have an Employee Assistance Programme that offers a full range of support to staff, covering finances, family, bereavement and stress. They also carry out regular wellbeing checks and monitor stress informally in one to one meetings.

The company runs a popular annual award scheme, in which managers in the business nominate those they think deserve recognition and prizes in categories such as: Manager of the Year; Chef of the Year; Unit of the Year; Team of the Year; Rising Star; Unsung Hero and Operations Manager's Choice.

Community plays an integral part of the company's CSR strategy, and their Big Yellow Foundation works with charity partners supporting vulnerable people, such as ex-offenders, refugees, ex-service personnel and people living with disabilities to find employment and create a better future for themselves.

The company operates a Pleasure Point scheme as a way of rewarding and recognising employees for their efforts and commitment. Employees are awarded points that can be exchanged for experience days or vouchers. There is also a monthly prize draw where employees are selected at random and awarded Pleasure Points up to a maximum value of £100.

Wellbeing is an important focus of monthly one to-one conversations with line managers, in which staff can talk about management and personal issues, as well as working relationships and workload.

As the company is founded and run by three friends, people are at the heart of the business and one of their goals is to provide as much opportunity to progress within the company as possible, whatever the employee's background might be.

Their annual incentive trip sees the whole business, from CEO to apprentice, travel to a luxury destination for three days. The most recent trip saw 52 employees from all corners of the UK come together in Palma, Mallorca.

Over 50% of all staff benefit from non-standard work arrangements to improve their work/life balance. For those working in the office, there are Nutribullets to facilitate health-conscious diets, Nespresso machines, acupuncture and homoeopathy sessions, and much more.

Banyards offer employees the chance to take up to two working days of special paid leave each year for community volunteering. They also run an employees' charity, voted for by members of staff every year - this year they've supported the Christie Hospital in Manchester.

As an Investors in People Gold business, the company believes supporting its employees is of utmost importance. Banyards offer a formal senior management leadership training course, regular appraisals, role-specific training, HR training and more, to make sure staff are able to develop as much as possible.

They have recently introduced 'better with money' financial wellbeing sessions to help employees with their financial worries. These sessions cover a range of topics from preparing for retirement, to getting a foot on the property ladder and general money management.

A proportion of their profits is given to their Charitable Trust, which helps those within the construction industry who fall on hard times. The trust aims to provide financial help for people in times of need, this includes grants towards education, training and retraining.

Auto Trader have a dedicated team of colleagues from across the business who are driving the ‘Make a Difference' strategy, while the Auto Trader Community Fund donated over £60,000 in 2018 to community groups and grassroots projects.

Auto Trader have a dedicated team of colleagues from across the business who are driving the ‘Make a Difference' strategy, while the Auto Trader Community Fund donated over £60,000 in 2018 to community groups and grassroots projects.

The new 'Academy of Awesome' training programme takes a strengths-based approach to encourage individuals, teams and managers to focus on positive reinforcement rather than negative gaps in skill-sets and development.

The new 'Academy of Awesome' initiative meant the introduction of a number of new training programmes that use a fun but educational training style, focusing on individuals' strengths rather than development needs.

Arsenal Football Club have a natural connection with their communities. It is through this unique platform that the community arm of the club, Arsenal in the Community (AITC), has been able to meaningfully engage with over six million participants during the past three decades.

Employees receive two season tickets each, and additional tickets to cup finals to share the success of the club with the staff. They also run a range of different bonus schemes in different areas of the club, depending on the employee's role.

The Amoria Bond Charitable Trust (ABCT) is a registered charity embodying the company's cultural ethos of 'giving back'. Recent initiatives undertaken by the charity include building 100 homes in Peru and a donation and fundraising effort to stock and furnish a library for a local primary school.

The Amoria Bond Charitable Trust (ABCT) is a registered charity embodying the company's cultural ethos of 'giving back'. Recent initiatives undertaken by the charity include building 100 homes in Peru and a donation and fundraising effort to stock and furnish a library for a local primary school.

Employees receive free tickets to a number of summer festivals, including Bestival, Camp Bestival and Common People. The business provides tents for attendees, arranges VIP camping areas and constructs and puts down the tents on behalf of the employees.

Rewards for individuals are tailored to what that individual would like, for example, holiday or shopping vouchers, gig tickets, and so on. Team and individual rewards include fully paid weekends away to luxury properties owned by the business in Cornwall, France and Holland.

Of late, the bank have worked hard to increase engagement with employee benefits, particularly pensions and private medical insurance. For example, they have moved to a new platform which allows staff to manage their own pension pots, giving them better visibility of their retirement provision.

Of late, the bank have worked hard to increase engagement with employee benefits, particularly pensions and private medical insurance. For example, they have moved to a new platform which allows staff to manage their own pension pots, giving them better visibility of their retirement provision.

Age Partnership have developed an internal leadership and management development programme called Growing Performance, which is explores a number of different leadership topics including managing difficult conversations, time management and effective communication methods.

The Wellbeing Calendar is a big part of life at Age Partnership, with a range of activities organised each month. This includes Wellness Wednesdays, a series of workshops covering three key topics: back care and posture, resilience and managing stressful situations.

ATS support their managers in a number of ways, such as with the provision of one-to-one coaching, group discussions, and frequent training. In addition, the company runs an annual employee engagement survey, as well as a weekly employee ‘pulse' survey.

ATS have a recognition system in place to recognise the values demonstrated by their employees. The senior leadership team drives this initiative, ensuring that they go out of their way to find people doing good things within the business.

With their Skills to Succeed programme, Accenture are committed to helping 3 million people in the world build the skills they need to get a job or start a business by 2020. Since 2010, local initiatives have provided training and support to more than 137,000 young people in the UK.

With their Skills to Succeed programme, Accenture are committed to helping 3 million people in the world build the skills they need to get a job or start a business by 2020. Since 2010, local initiatives have provided training and support to more than 137,000 young people in the UK.

2simple have recently gone through a leadership change, which has required many open, honest and productive meetings with all employees both on a personal basis and company-wide. The organisation is confident everyone now has a strong understanding of the vision and objectives of the company.

2simple are committed to all social responsibility issues and have raised upwards of £100,000 for charity - £15,000 was raised in the past 12 months alone. One example of their work includes printing a book from which 100% of all money generated was donated to good causes.

Manager's performances are measured on a monthly basis in a formal meeting with the Managing Director. In addition, there are also senior management reports that are submitted to the group board on a monthly basis and scrutinised appropriately.

The company operates an Employee of the Month Scheme, where staff can nominate one another for 'Employee of the Month'. The winner receives £100 plus automatic entry into the Employee of the Year. The winner of this title is awarded £1,000.

At the 2017 summer conference, employees were invited to send in a photo with a team that they had worked with in the past year. The winning team, selected by Julie Hill (Chair of WRAP) and Marcus Gover (CEO), won a paid team lunch.

Last year, WRAP's summer staff conference took place at Oxford Town Hall. The theme was to celebrate team working and interdependence. Bonita Norris, the youngest female to summit Everest, spoke to the WRAP team about her experiences and the importance of teamwork.

Once a year, Worldpay organises a journey for high-potential employees throughout the business. Participants are told what to pack but do not know where they will be going. The journey in 2017 was to Sardinia.

Once a year, Worldpay organises a journey for high-potential employees throughout the business. Participants are told what to pack but do not know where they will be going. The journey in 2017 was to Sardinia.

They offer reduced working hours for 13 weeks when mums return to work, and managers are encouraged to work with their staff to see what arrangements work best for them. They also offer five days maternity support in the lead up to the birth.

One of their biggest successes in 2017 was their annual staff volunteering project. More than 100 members of staff – from the senior directors to bricklayers - took part, helping to transform a derelict piece of land into a community allotment.

Tim has a strong belief in the principles of White Cross Vets. He always listens to ideas and suggestions and welcomes every new member of the team on their first day. Each year, he organises a mystery day out to thank the support office team for their hard work.

Their induction programme is based around their principles and values and is delivered by an external training consultancy to all new team members. The practice's mission is on every poster, business card, job advertisement and other marketing materials.

Managers have monthly one-to-one meetings with their line manager to discuss their progress. 360-degree feedback is also used for managers on an informal basis.

There are a number of schemes intended to bring employees closer together. These include using Facebook's Workplace, quarterly meetings, informal workshops with an open Q&A session with James, and Show and Tell - an employee-led initiative giving staff the opportunity to showcase their upcoming projects.

Managers are regularly invited to attend workshops designed to show how to identify the symptoms of stress in their staff. The aim of these workshops is to raise awareness and help prevent long-term work-related stress issues.

Wardell Armstrong recognise that people learn well from each other, so have increased the number of internal learning events, which are connected with social functions and events.

A Christmas event is hosted for Ward William Associates entire team of employees and their partners. It usually involves informal sporting events during the day followed by a black-tie dinner and dance in the evening. Previous events have been held at the Eden Project and St Mellion Resort.

WWA ensures that it recognises success and incentivises its employees. Where staff have achieved excellence in their discipline, or have gone above and beyond their role, Partners and Office Leads reward employees accordingly.

Flexible working and time off is granted to employees on a case-by-case basis. The company also hosts annual summer and Christmas parties.

One employee, who came to the company as a student and qualified as an accountant, saw a gap in the market to target the creative industry. They pitched the idea to the board and now they successfully run Ward Williams Creative.

The probation process for new employees includes a defined six-month objective and development plan to give new employees clarity of expectations at each review period. This also provides managers with a tool to measure performance.

The company operates a pay banding practice that links financial reward to demonstrated competence over time. As the skill set required by their manual workers is very specific, they bring employees in on a starting salary with the opportunity for pay progression up to 10% as they develop their skills.

The Chief Executive Officer Jay does not have an office, opting to sit on a desk with the rest of the team. This way he is easily accessible to everyone, can join in conversations and get to know everyone in the team well.

The Chief Executive Officer Jay does not have an office, opting to sit on a desk with the rest of the team. This way he is easily accessible to everyone, can join in conversations and get to know everyone in the team well.

‘Spark Labs', a cross-brand brainstorm initiative, encourages employees to support the business by offering ideas to solve a particular problem or amplify a launch. This is an opportunity for VIMN employees to interact and communicate outside of the day-to-day sphere.

The reward and recognition scheme ‘The Power of Thank You' is both a peer-to-peer and manager-led initiative. Managers are able to award two gifts of up to £50 or a day off per year, while colleagues can award personalised note cards and pass their nomination to David Lynn who awards a £50 gift card each to a chosen nominee and nominator.

A range of flexible working options have been introduced to support working parents achieve balance between work and home. Options include compressed hours, flexible working and time off, which is determined on a case-by-case basis.

A range of flexible working options have been introduced to support working parents achieve balance between work and home. Options include compressed hours, flexible working and time off, which is determined on a case-by-case basis.

Through a passion for energy, UK Power Reserve plans to become a major energy player by consistently winning and effectively executing contracts, innovating to find new customers and exceeding their expectations. They have recently instituted an internal customer service feedback mechanism.

The company conducts management training and bespoke personal development plans for each potential manager. There is also a succession plan in with subject specific management training for identified successors.

Helping Hands is a project set up as part of the Staff 2020 Group. The organisation allows every member of staff to invest one day per year into this initiative. Projects include: St Johns Playgroup, The Chill Out Zone, and Dene Magna School.

The organisation has a flexible working policy that allows employees to apply for variations to their contract, for example, if they have children to care for, or sick relatives to look after; and need to adjust their working hours. They also offer a flexi-time scheme and agile working.

Senior managers are encouraged to demonstrate the Two Circles' Vibrant Spirit - a set of company values and commitments. This is completed through in-person company updates, one-to-one catch ups, a scoring system, participation in the company's forums and sports clubs, and people-first resourcing.

Senior managers are encouraged to demonstrate the Two Circles' Vibrant Spirit - a set of company values and commitments. This is completed through in-person company updates, one-to-one catch ups, a scoring system, participation in the company's forums and sports clubs, and people-first resourcing.

The company has an open and flexible culture, and recently won the Embedded Flexibility Award from Working Families. In the last financial year, nine flexible working applications were requested and granted.

Communication is key at turn IT on, with regular team meetings, annual company meetings and a SharePoint site to share important company information. They also have an open policy in terms of employees being able to approach managers directly.

TSB launched their Local Charity Partnership programme in 2015 to encourage branches, head office and telephony sites to engage in the local community. Working with nearly 500 charity partners, the bank has helped raise over £500,000 through fundraising.

An annual conference is held communicating the organisation's vision, values and mission, and inspiring people to make banking better. Delegates from across the business are selected because they will benefit from the event and are best-placed to take the message back to their team.

Their senior leadership team communicate with all staff, irrespective of job function or seniority, to set an example of openness and transparency. They have numerous methods of inclusion, including their company bonus structure that is based on open reviews, trust, revenue and growth.

Their senior leadership team communicate with all staff, irrespective of job function or seniority, to set an example of openness and transparency. They have numerous methods of inclusion, including their company bonus structure that is based on open reviews, trust, revenue and growth.

Trivallis has a series of awards that employees can be nominated for. These include awards for Esteem, Solid as a Rock, Top Service, and The A Team. Anyone within the company can nominate a fellow employee.

The senior management team engage with the organisation in a number of different ways, including office walkabouts. They seek out a variety of employees and actively mentions the results that they or their teams are achieving.

Since 2016, they have introduced strategies to improve communications between Operational Managers on key issues such as health and safety, HR matters, information security, IT and feedback from SMT meetings. This has enabled improved communication with their teams.

Since 2016, they have introduced strategies to improve communications between Operational Managers on key issues such as health and safety, HR matters, information security, IT and feedback from SMT meetings. This has enabled improved communication with their teams.

In 2017, the Trainline launched a quarterly pulse survey that asks all employees to provide feedback and rate their manager. By setting internal benchmarks, the company is able to identify which of their managers are on track and those who need support.

In 2017, the Trainline launched ‘Trainline Connect', an internal mentoring programme that will enable the company to develop mentors and mentees. In addition, Trainline Connect provides these mentors and mentees with a community to share best practice and understanding.

TMK is an active member of ClimateWise, the insurance industry initiative through which members aim to work together to respond to risks and opportunities of climate change. They practise sustainable claims where possible and have a representative on the ClimateWise Sustainable Claims Group.

TMK is an active member of ClimateWise, the insurance industry initiative through which members aim to work together to respond to risks and opportunities of climate change. They practise sustainable claims where possible and have a representative on the ClimateWise Sustainable Claims Group.

In Tobermore's mission statement, they recognise that their staff are their most important asset and, as a result, the management team meet monthly to discuss succession planning, talent planning and further training and development of staff.

Due to large external sales teams, they introduced regular regional team meetings and encouraged three types of sales executives - commercial, merchant and specification - to communicate more regularly and so support one another. This has helped motivate and encourage team work.

In 2016 they introduced Fika, a Swedish concept, when people take a break from work in order to get together informally over coffee. These cross-team sessions offer time for personal and professional chat. Fika is status free and very levelling.

Through JACK, (the company's new intranet, the name standing for Just Ask: Communication and Knowledge), they will launch a light-hearted recognition scheme that allows everyone to allocate points to their colleagues for ‘going the extra mile'.

CEO Daniel meets all new starters for a coffee. He feels this is very important part of the induction process and finds real value in finding out what particularly interests each new employee. He also attends staff events when he is in the office.

CEO Daniel meets all new starters for a coffee. He feels this is very important part of the induction process and finds real value in finding out what particularly interests each new employee. He also attends staff events when he is in the office.

Events are regularly held to include not just staff but the wider community, encouraging collaboration in the area as a whole. The university also hosts the Festival of the Mind, which attracts 50,000 visitors, including employees from across different teams and members of the public.

Events are regularly held to include not just staff but the wider community, encouraging collaboration in the area as a whole. The university also hosts the Festival of the Mind, which attracts 50,000 visitors, including employees from across different teams and members of the public.

Core values are to inspire, involve, inform and improve. These are regularly communicated to all employees, including in the weekly staff email update - Weeder's Digest - and by the leadership team at the quarterly business update roadshows that take place at each site.

All areas hold monthly team meetings to discuss projects and raise questions. There are also offsite team days that help them to build relationships, such as one held at RHS Garden Wisley, where attendees could learn more about what their colleagues do and identify any challenges.

Their online performance system gives employees the opportunity to tell the company how they think they are performing and how they feel at work. Scores have increased this year in relation to freedom to make decisions, meeting individual needs and how happy staff are at work.

Every employee receives on the job training and coaching. They get regular feedback through their annual appraisal and three coffee chats throughout the year. A number of their senior manager's are mentors to employees and students within the hospitality industry.

Coaching is provided for managers to receive practical help on day-to-day issues, while mentoring offers support and direction when they are dealing with broader concerns, as well as personal issues that managers and team members might need support with.

Coaching is provided for managers to receive practical help on day-to-day issues, while mentoring offers support and direction when they are dealing with broader concerns, as well as personal issues that managers and team members might need support with.

They host monthly ‘Speed Dating' events – inviting people from all over the agency to chat to each other over a glass of bubbly. It gives staff from different disciplines a forum to meet and connect, encouraging cross-collaboration, new ideas and togetherness.

As participating members of Better Bankside, their local community initiative, the company raises money and awareness for local charities. Two examples are the annual Borough Market Pancake Race, and a recent competition to reskin local public bins to discourage littering.

The Gym Group does not believe in targets that are unobtainable or ‘moving the goal posts'. With this clear understanding set out from day one it allows managers to productively manage their working week, without the need to encroach on their own personal time.

A new e-brochure has been created to highlight all their employee benefits to remind staff of the range of benefits they are entitled to. Previously many were unaware of the benefits and so this promotion has been successful in improving employee engagement.

Goodwood are owned and run by The Duke of Richmond who highlights the company's responsibility to the local and regional community to hold the estate together, not only as a beautiful place, but also as a generator of vital economic value.

Goodwood are owned and run by The Duke of Richmond who highlights the company's responsibility to the local and regional community to hold the estate together, not only as a beautiful place, but also as a generator of vital economic value.

Every month an employee who has gone the furthest to demonstrate the spirit of company ethos “We Will” wins the Babbington Award - a £400 voucher to be spent at Babbington House (or equivalent venue within the Soho House Group).

Since their second year, staff have 'warm desked'. An alternative to hot desking, people change where they sit around every 3 months. This gives people the chance to get to know new neighbours properly and re-energises life in the office.

Each department runs an Early Morning Training (EMT) session once a week to expand knowledge both in their teams and across the company. This ensures that all teams meet on a weekly basis and are kept up to date with other areas of the business.

In 2017, they ran a 'Mental Health month', writing an article discussing men's health and depression and where to get help and advice. They also ran an event promoting a mile walk at lunch to get people out of their chairs and active.

Employees benefit from wellbeing schemes such as early finishes on a Friday, lunchtime yoga sessions and head massages. Workers also receive 15-minute health checks to cover core health conditions and each employee is issued with their own lifestyle report.

Employees benefit from wellbeing schemes such as early finishes on a Friday, lunchtime yoga sessions and head massages. Workers also receive 15-minute health checks to cover core health conditions and each employee is issued with their own lifestyle report.

The company runs frequent family fun days in the Lake District where every UK employee can come for a day with their families for games, activities and competitions to interact with everyone from across all levels of the business.

The company runs a four-day charity weekend on a voluntary basis to raise money for charity. Many members of the business volunteer for a range of roles, from organising to treasury, and participating in the events themselves. Last year alone the company raised £20,000 for charity.

Sytner Group have just invested in a new e-learning platform, which is designed to provide all of the organisation's e-learning courses, empowering staff with an opportunity to complete training at a time that is convenient and flexible for them.

Darren shares the company culture and embraces this on a daily basis. Throughout a working week Darren will spend typically two days working out of a dealership rather than from Head Office, ensuring he is accessible and remains in touch with colleagues.

Each team at SweetTree has a manager on call 24/7 and the office is open seven days a week. In addition, the company has established an employee assistance programme, as well as regular team events to ensure staff can relax and socialise.

The SweetTree Care Training Academy is an accredited academy that offers CPD points and a progression model, giving team members lifetime value to work towards professional qualifications. Team members and managers are also encouraged to attend conferences and relevant external training sessions.

The firm's engagement champions drive engagement across all teams. Their recent video based on 'bringing our mission to life' shows how everything the company does affects a patient – from the stretcher to the theatre.

The firm's engagement champions drive engagement across all teams. Their recent video based on 'bringing our mission to life' shows how everything the company does affects a patient – from the stretcher to the theatre.

Stein IAS uses a management development programme called Iris, which gives managers a complete picture of their management competencies and areas of improvement, as well as documenting their interactions with their team.

The company is the sponsor of Tenfold Gaming Esports Team – the world's first Esports team for underprivileged children of colour, which aims to re-engage young people with education through the accessible route of competitive computer gaming.

Each new manager is paired with a director as a mentor to help them develop their leadership skills. In addition, they also have the opportunity to work in cross-functional management roles to get a wider view of the business and put their future leader training to use.

Star's senior management team are expected to lead by example at all times. Whether it's in a review, a team event, or just day-to-day communication, they will always refer back to the Star core values and act accordingly.

All managers receive awareness training so they can spot signs of stress in the workplace - and signpost those in need of assistance. Mindful activities take place across the organisation, including weekly pilates classes, reading and colouring. This forms part of the charity's commitment to enable staff to be the best they can be.

All managers receive awareness training so they can spot signs of stress in the workplace - and signpost those in need of assistance. Mindful activities take place across the organisation, including weekly pilates classes, reading and colouring. This forms part of the charity's commitment to enable staff to be the best they can be.

The most anticipated event on the SRG calendar each year is the company conference. Everyone in the business takes the day out of the office to come together to discuss business results and strategies for the upcoming year, followed by a glamorous annual awards dinner.

Managers are supported with workshops and regular coaching sessions provided by an external coach. Participants are also encouraged to regular engage with their cohorts to mentor and coach each other during the programme.

Bentley, the office dog, takes his role of morale ambassador very seriously and employees are encouraged to use their breaks effectively. A spacious, fully equipped and convenient rest zone and kitchen area is available to all employees.

SportPursuit offer a lunchtime run club, workout Wednesday and yoga class each and every week. Recently they organised the SportPursuit Sports Day, where mixed teams from all departments competed in seven different activities in their local park.

The company's working environment promotes an atmosphere of togetherness and collaboration, with astroturf, footballs, bikes for use while working, and table tennis. They also run a summer gathering in each office.

Spencer Ogden give employees the chance to go on an annual trip abroad to destinations such as Miami, Vegas and Ibiza. A target is set to attend the trip and employees are regularly updated on their figures, with lots of internal promotion about the destination.

In addition to a range of charitable events, the company spent £4,000 in 2017 to help promote safer nights out with Unite Students and sponsored St Luke's Hospice's Night Strider charity walk in Sheffield, which 1,200 people attended.

The company supplies free fruit to staff on weekly basis, operates a cycle-to-work scheme and considers all flexible working requests. In addition, a series of ‘Keep in Touch' days are available to staff who are on maternity leave.

Solar conducted their first ‘Learning at Work Week' in 2017, where staff pushed themselves out of their comfort zones and provided training sessions for colleagues on how to change a tyre, learn Cantonese, better understand personality types and more.

Solar takes responsibility for their environmental impact seriously. It has gained the accreditation ISO14001, which is underpinned by the following 5 core principles: reduce pollution, conserve resources, conserve energy, reduce consumption and waste and protect the Earth's ecological balance.

The company operates an open door policy where employees can talk in confidence to management about any issues they may have and vent constructively. Solutions to challenges often include flexible working arrangements, a change in workload or taking on different responsibilities.

SHI rewards employees with an annual performance-related salary increase, where staff are given a raise based on their contribution throughout the year. Employees are also given performance-related bonuses based on meeting specific goals.

SE's wellbeing policy demonstrates their commitment to encourage a supportive environment where employees are able to seek help and advice if experiencing stress, and steps are taken to ensure the health of employees is not placed at risk through excessive workplace pressure. The company's Employee Counselling scheme gives all UK based employees access to a free, confidential counselling service, 24 hours a day (as well as face to face sessions if required). SE's Healthshield programme also gives colleagues the chance to claim money back on therapies such as massage, known to promote relaxation and reduce stress. They have a number of colleagues who are trained harassment advisors and can be contacted confidentially by anyone who feels they may be subject to harassment or bullying (in addition to support offered by line managers, HR practitioners and formal grievance processes).

SE's strategy encourages a personal approach, they recognise working life,wellbeing, planning for the future and lifestyle. Staff are rewarded with a range of vouchers, gifts and instant recognition “Spot on” awards.

As a family owned and run business, co-founder and CEO Lewis Field takes pride in treating staff as family and showing interest in them, their personal lives and their families. Lewis very much has an open door policy and welcomes ideas, innovation and suggestions from all staff.

As a family owned and run business, co-founder and CEO Lewis Field takes pride in treating staff as family and showing interest in them, their personal lives and their families. Lewis very much has an open door policy and welcomes ideas, innovation and suggestions from all staff.

‘We are Santander fortnight‘ is an annual event for colleagues in Santander to celebrate what it means to work for the organisation. During the fortnight colleagues are encouraged to take part in a range of events, such as an ‘It's a Knockout' style competition.

Since 2013 all the energy Santander uses to power their offices in the mainland UK comes from renewable and carbon-neutral biomass sources. What's more, the company supports Age UK and Barnardo's, aiming to raise £3 million in total by the end of the partnership with the two charities.

sales-i ensures employees have time to relax and socialise by providing a table tennis table and equipment for use when taking a break from their desks. What's more, the company prides itself on its flexibility for parental requirements - including changing working hours to meet childcare needs.

One lucky sales-i employee, who is a keen runner, was allowed to work in the company's Chicago office so that he could take part in the Chicago Marathon. The trip was fully funded, with no annual leave required, and sales-i even contributed to his fundraising efforts.

Formal annual reviews happened twice yearly at the end of year and mid year. Outside of this the Managing Director has frequent one-to-ones with the management team and KPIs are monitored. Employees are encouraged to give feedback on their own managers as part of the annual review process.

Formal annual reviews happened twice yearly at the end of year and mid year. Outside of this the Managing Director has frequent one-to-ones with the management team and KPIs are monitored. Employees are encouraged to give feedback on their own managers as part of the annual review process.

Every year RTS Consultants arrange a company-wide event dedicated to sharing news about the company and its future, as well as having fun. In 2017, line dancing, hog roasts and bucking broncos were the order of the day, as part of their ‘Hog and Hoedown' event.

Every year RTS Consultants arrange a company-wide event dedicated to sharing news about the company and its future, as well as having fun. In 2017, line dancing, hog roasts and bucking broncos were the order of the day, as part of their ‘Hog and Hoedown' event.

The last engagement survey led directly to the organisation developing a people values framework and initiating leadership and management development training with the aim of bringing alive its vision and passion and strengthening the psychological contract between the organisation and staff.

Teamwork is promoted through various activities, including Thursday evening film club, lunchtime eat and meet exploring different topics, free breakfasts in their cafe and 'Random Coffee Trials' whereby staff can sign up to be randomly matched with a colleague every fortnight, and they go for a coffee together.

All employees get Fitbits and they run regular competitions to motivate everyone to be more active. Employees get personal-trainer sessions once a month after work. Collaborative working and strong relationships between colleagues are supported and there's a games room.

All employees get Fitbits and they run regular competitions to motivate everyone to be more active. Employees get personal-trainer sessions once a month after work. Collaborative working and strong relationships between colleagues are supported and there's a games room.

Roc have an employee share scheme, with everyone owning part of the business. The firm also has a quarterly review meeting where it awards gold disks for exceptional 'Roc Star' performance combined with a dinner voucher at a fancy restaurant and a parking space for a month.

At annual company updates, four employees are selected as Value Superheroes based on their behaviours and achievements over the year. They each get a cape with the relevant value on the back and wear them during company events.

A strong moral compass and commitment to Robin Academy's core values of respect, innovation and equality are demonstrated by the senior management team. Every senior manager places the child at the forefront of their decision-making process and above all other factors.

A strong moral compass and commitment to Robin Academy's core values of respect, innovation and equality are demonstrated by the senior management team. Every senior manager places the child at the forefront of their decision-making process and above all other factors.

ROAST wanted to build a people-focused business. To help with this, they created ROAST Houses. Each member of the founding team is a House Captain, with people placed in Gravy, Stuffing, Horseradish, Mash or Cauliflower Cheese. This offers a deeper level of support.

The company's values are Authenticity, Restless Minds, Purpose and Collaboration. These values are lived, not just laminated, and promoted across the business. Monthly meetings reinforce the values and highlight key examples where staff have demonstrated them.

CEO Nigel uses quarterly company meetings to update all staff on company developments, new initiatives and future plans. He also regularly contributes to the weekly 'Despatches' company newsletter. He makes it clear that anyone can contact him directly.

Recently, the entire Gaydon office took part in a day's volunteering at a local National Trust venue where they constructed play equipment from natural materials. All sites get involved with national fundraising activities including Children in Need, Macmillan coffee mornings and St Luke's Hospice.

The Ignite Performance framework focuses on an employee's job role, objective and behaviours. It's a colleague-run process with managers offering support through bi-yearly meetings and monthly one-to-ones, allowing the employee to measure and acknowledge their current performance and work with their managers to improve.

Colleagues are actively involved in shaping Remploy through the Employee Benefits Trust (EBT), the elected ownership council. They use Google Communities for employees to share best practice and have a magazine (Talkability) to keep everyone abreast of developments.

The team works shifts, but they do this at home so they help their work/life balance and don't lose travel time. Reliance are a family-friendly firm and try to offer as much flexible working as possible.

The team works shifts, but they do this at home so they help their work/life balance and don't lose travel time. Reliance are a family-friendly firm and try to offer as much flexible working as possible.

Mitesh fosters an atmosphere of open communication. The firm keeps employees involved in decision-making. There are New-Joiner Breakfasts, one-to-one catch ups and lunches. He does floor-walks in the open-plan office and is always available for discussion.

There's a cycle-to-work scheme and Redington use black-and-white, double-sided printing. They upgrade their PCs every three years and have introduced flexible working. RedSTART is the firm's own charity dedicated to financial education.

Rackspace continued their certification to ISO 14001 (Environmental Management) covering most of the UK operation and installed new, more energy-efficient chiller units. The London team are moving offices, repurposing old furniture and offering surplus equipment to Rackers in exchange for a charity donation.

Leaders get on-demand resources to support their management development. Content includes: Change Management, Leading Dispersed Teams and Gallup StrengthsFinder. They're delivered through online, virtual or classroom training or through articles, tools and job aids on an online portal.

Quarterly bonuses are awarded to all employees based on team performance and company profit. Though these bonuses are not guaranteed and are at Directors' discretion, they are an effective reward for hard work.

A training group includes members from all disciplines. They update a schedule that Quod employees have access to for any training requirements, reviewed monthly. This has improved the amount of training the company can provide as it's easier to book courses.

QA's portfolio of training is vast and staff receive at least 3 days of training per year on any of the courses available. Employees can opt to give one of the three days to a friend or family member if they do not use their allowance.

Each manager is given an induction guide prior to new starters joining with a list of introductory activites to help ease them into the department and organisation.

When new values were introduced, the company asked for 'culture champions' from each business area to bring them to life. Competitions, games and fun followed, with great examples of the right behaviours being rewarded.

Managers' performance is measured against appraisals bi-yearly, with a one-to-one held weekly and bi-monthly, and KPIs on a monthly basis. The Kaizen League is also a measurement tool monitored on a quarterly basis.

The Morale team focuses on team morale across the company. They organise company-wide day-to-day and annual events. There's a subsidised Summer Sizzler and a fully paid Christmas party. Mr Men awards included Little Miss Brainy for one employee for passing IFA exams.

Profile measures the performance of their managers through specific KPIs and technical and behavioural competencies reviewed quarterly, including observations of one-to-one, quality results, monthly discussions and 360-degree feedback.

The office has several collaborative working spaces, standing desks and communal eating spaces to encourage informal and shared communication. Monthly Lunch and Learns information sessions are open to anyone. The team bring their lunch and subject-matter experts talk on a wide range of topics.

Employees are entitled to a 'birthday lie-in' or leave early. Showers are provided in the office to encourage people to cycle to work and run at lunch times. The company supports and encourages internal team sports activities like football and netball. An EAP is available to all employees.

Each new starter has the mission, values and vision described. At each quarterly kick-off, the values are referred to along with the ProClinical Ethos, which includes every principle by which they expect employees to behave and reminds staff of what they offer them as an employer.

Each new starter has the mission, values and vision described. At each quarterly kick-off, the values are referred to along with the ProClinical Ethos, which includes every principle by which they expect employees to behave and reminds staff of what they offer them as an employer.