Business priorities and objectives have been set and clarified through the organisation’s HRA Business Plan and Performance Framework programme priorities. The Executive team filter messages down into the business via meetings with Heads of Service who then communicate these to their Managers, who then communicate to their teams.

The ‘We are CBH’, 'Time to Talk' and 'Toolbox Talk' sessions provide opportunity for teams to communicate and allow colleagues to be heard. In addition to this, the People Manager group held 3 times a year provides a forum for colleagues to receive updates, understand priorities and work through any challenges collectively and collaboratively.

The leadership team and other key staff use an all-staff cinema event to communicate the company’s overarching strategic goals. These goals are utilised throughout ARAG’s performance management system to ensure all staff can clearly see what their efforts mean to those goals. Clarity of message is reinforced through fortnightly updates led by the Managing Director.

ARAG’s Wellbeing Champions meet regularly to discuss what they can do to help staff both proactively and reactively. Recent discussions have included the benefits of music and the reasons to hold meetings whilst walking. The company puts wellbeing at the heart of its manager check-in process, so colleagues know there are spaces for tough conversations.

Employees are empowered to own their development. They're free to suggest courses or training relevant to their role or personal growth, and internal courses cover various behavioural, people and management skills. There's also coaching supported by personality profiling and opportunities for secondments, additional responsibilities and internal moves.

Employees are supported by a team of Mental Health First Aiders and a 24/7 Employee Assistance Programme for information, advice and counselling. The company has links to Sheffield Credit Union, meaning staff are helped to consolidate and manage any debt, including making payments direct from payroll. Vivedia also offers interest-free emergency loans to its employees.

As it's a challenging process to become chartered and can take years to achieve, Tenos offers its employees expertise and project diversity to ensure they have the experience they need before they put in their Chartered Engineer applications. The company also has a formal mentor scheme.

Everyone benefits from generous annual leave and flexible working with no set days in the office. Staff also get free healthcare – which includes 'staying well' initiatives, as well as an Employee Assistance Programme and a Cycle to Work scheme. In addition, all employees received £1000 to ease cost-of-living pressures.

Node4’s Trans4mation Leadership Development Framework is an internal five-level training programme for all tiers of management and leadership across the business, from helping new managers navigate policies and processes to boosting senior leadership experience, including the option of an ILM Level 5 qualification. The principles of ‘Exceptional Service as Standard’ (ESaaS) are embedded throughout.

Mental Health First Aiders are on hand across the organisation for any employees who may need a listening ear. National awareness days are used as a focus for wellbeing activities, such as stress management webinars, and positive wellbeing is encouraged through charitable giving, volunteering, team socials and exercise challenges.

With the cost-of-living crisis affecting workers throughout the UK, Barnsley Hospice has ensured that its staff, whatever their role or position within the organisation, are receiving a fair salary that is above the real living wage. In 2022, 100% of the organisation’s staff received a pay rise.

Barnsley Hospice takes the wellbeing of its staff very seriously, offering a number of programmes to support them, including a 24/7 helpline, up to 6 counselling sessions covered by the hospice, psychological debriefs to help colleagues come to terms with their experiences, and a number of health and wellbeing initiatives such as a walking group.

Stanton House has a dedicated Learning & Development team and five development programmes specifically designed for different stages of its employees’ careers, and as 1:1 coaching sessions. It also provides companywide situational support workshops which supports its diversity agenda. Stanton House additionally supports employees by funding external qualifications and providing additional time off to study.

In 2022, Stanton House raised over £20,000 through bake-offs, auctions, and physical challenges for Harry’s Hat. And it has raised over £67,500 for medical supplies and to help refugees escape the war in Ukraine, directly contributing to the evacuation of over 400 women and children.

In 2022, the organisation raised over £15,000 for charity, supported local code clubs, and provided pro bono development work for charities. It launched The Ghyston Foundation which offers STEM outreach, supports employees’ charitable endeavours, and is committed to donating 10% of its annual profits to charity – with a target of £1million donated by 2032.

In 2022, Ghyston implemented two pay rises to counteract the cost-of-living crisis, and reviewed its employees salaries against the market place to ensure that they were being paid fairly. An additional inflation pay increase was implemented in January 2023. All of the organisation’s employees are paid above the living wage.

Community and charity are fundamental to the agency's work. It offers free recruitment for charities such as Ormiston Families, which works with families affected by offending or poor mental health and has donated more than £10,000 from events and challenges. It's also provided mentoring for primary school pupils and funded renovations and learning materials.

Daily 'Energisers' of fun and fast-paced games get employees geared up for the day ahead. There are virtual quizzes and competitions, and teams enjoy monthly social events, including all-expenses-paid meals and nights out. And every Friday, there are free lunches from popular high street eateries encouraging colleagues to sit together and reflect on the week.

Every team member gets a day off a year to volunteer for a charity of their choice, and the company rents its rooms for a charitable donation. And Gleeson Recruitment Group is proudly more than two years ‘climate positive’ – on target to have helped plant 25,000 trees by the end of 2023.

The company takes a holistic approach to wellbeing from early finish Fridays and weekly meditation and yoga sessions to private healthcare and an enhanced Employee Assistance Programme. This offers colleagues the reassurance of paid leave in various circumstances, such as undergoing fertility treatment or when needing support through menopause.