What are companies doing with regards to 'My Team'

Staff were allowed to carry over holidays during the pandemic to enable them to save their time off until restrictions were withdrawn. They were also encouraged to take regular breaks to prevent burnout.

Funding support to gain professional qualifications is offered to managers — the company is helping its finance manager to gain professional accountancy accreditations. New line managers are coached in people-management skills.

Staff take part in the cycle-to-work day and the firm funded every person entering the End to End challenge, for which they had to walk or run the distance between Land's End and John O'Groats in a year.

All big company decisions require the approval of every member of the firm. For example, no new member of staff is taken on without everyone approving it. This allows less commercially experienced staff to be part of the commercial decision-making process.

Staff can move around the business. This has led to someone who started in customer service as a graduate going on to lead the launch of the customer service in Texas, a smart-meter specialist consulting as an ecologist for tree-planting schemes and a billing specialist heading its green marketing strategy.

If team members want to raise an issue they can approach any one of the senior management team directly, including the chief executive. An important aspect of the company's culture is that it is open, transparent and accessible, so that anyone can speak up if they have problems or ideas they would like to discuss.

Chief executive Gareth Evans and the board have daily leadership meetings to ensure there is clarity between them. From these daily meetings, there are regular video updates from Gareth that are posted on our company’s Workplace platform so staff can watch these video updates at a time that works best for them.

The X Fund is run by a committee of six employees, who manage a budget for non-essential training needs. Throughout the year, staff can submit applications to the X Fund to request funding. Paid study leave is given to attend the course.

Hickory's continue to talk openly about mental health and mental wellbeing on The HUB, providing resources and support to any team members who need it. It also has an Employee Assistance Helpline available to all team members, and any team member facing financial hardship can apply for financial support through its Adversity Fund.

Hickory's uses reclaimed and recycled materials when building new restaurants, including heater batteries on the roof. Its napkins, blue roll and straws are made from recyclable materials and, in the kitchens, energy-saving technology captures waste heat and converts it into free hot water.

Orbis maintains an open-door policy, where all staff from senior leadership to new starters have the right to know and understand any decisions made for the business, as well as having a voice at the table and the opportunity to contribute to the company-wide debate.

The company uses offices run by property firm, WeWork, which means it adopts their meat-free menu, which encourages lower meat consumption. The coffee is always Fairtrade, the lighting in buildings is automatic, and single-use plastics are banned.

To minimise the toll the pandemic was taking on staff, they were given an extra three days' leave at Christmas. Q5 has also increasingly allowed staff to take unpaid leave and sabbaticals, plus the chance to buy an extra week off.

A critical illness policy pays 80% of a Q5-er's base salary if they are not be able to work. The policy comes with other benefits such as sessions with a therapist or physiotherapist. The company also offers a top-of-the-range private medical insurance scheme.

Recognised as a Mental Health Confident Employer by the Workplace Mental Health Charter CIC, colleagues are given access to the Mental Health Hub app featuring mindfulness sessions, CBT, Audio meditation, and emergency contact numbers. Mental Health Mondays were also introduced, led by Mental Health First Aiders who communicate educational and supportive information.

GLH's development programme is given to all colleagues, featuring monthly mandatory training on topics such as GDPR, dispute resolution, and managing stress, to be completed in their weekly development time slot. Every 6 weeks check-ins are held with colleagues and their line managers, covering their development needs and any specialist training that may be required.

A programme of activities focuses on what employees say they want. Some of the most successful have included an annual company-wide team step challenge to get people moving and interactive sessions on topics such as menopause, personal safety, sleep, financial wellbeing and the effect of digital technology on mental health.

BeingCharitable, the firm's charity committee runs events, from virtual balloon races, wear red for the day, raffles and sweep stakes. Clarion has been corporate sponsor of the Jane Tomlinson 10k, in Leeds, for more than a decade. A team from the firm takes part.

A flexible working scheme, Breathe-flex, allows people to manage work and personal demands better. It has a positive impact on people being able to work in ways that suit them and it helps to reduce stress.

New initiatives at Breathe include a challenge-yourself scheme that supports people in doing something that stretches their comfort zone. A day per month has been allowed for personal development and no-meeting Fridays are a wellbeing initiative to help people manage work pressures and create some headspace time.