Team Cohesion = Performance

All individuals are required to attend 'Task Based Management' meetings with their Manager on a regular basis (no less than on a three weekly basis). This is seen as an integral process in the continued development and success of the individual as well as the organisation.

John Rowan and Partners provide fully funded counselling (up to a maximum of 8 sessions) with a clinical psychologist for employees that request it.

The Jellyfish Senior Management Team demonstrate their commitment to the values and principles of the organisation by living their Core Values and challenging any behaviours that go against these.

Jellyfish introduced a matrix of 'Personal Value Elements' to employees. These elements outlined the skills, behaviours and cultural characteristics employees could and should look to develop as they grow within their role and their career as a whole.

The induction process is robust and thorough. The aim is to give their newest consultants a full overview of what the role actually encompasses.

The induction process is robust and thorough. The aim is to give their newest consultants a full overview of what the role actually encompasses.

3% of the company's profits are pledged to charitable causes, doing so through Intouch Global Foundation (IGF), a registered charity whose remit is to provide tailored guidance and financial support to selected organisations and projects.

Offices are designed to be open plan and incorporates several comfortable break out spaces to encourage face-to-face communication.

Inside Marketing promote wellbeing through their Culture Club. The Culture Club promote time out, healthy eating, exercise, and activities that reduce stress, such as fun bake offs, sports day, meditation or a buddy system to chat to somebody.

Managers are constantly engaged with content and training guides to help support their teams, and it forms an integral part of their culture.

Infectious Media provide multiple in-office offerings to employees every week, from a run club, to yoga, meditation, and even mental health training.

Infectious Media host quarterly full team company meetings and socials, and subsidies social events for every team to attend.

ID Medical have invested continually in their Learning & Organisational Development programmes to ensure employees can build a career to triumph their personal goals and by having a designated learning and development team, they can teach employees both practical and technical skills.

ID Medical encourage team interaction and ask employees to give feedback to the directors and management. Every director and senior manager works in and with their teams to actively embed new ideas and offers employees the chance to deliver their strategy.

Leaders are accessible and interact with colleagues on a day to day basis. The Iceland Directors all take part in monthly 'Our Business' meetings held in each Head Office department.

Leaders are accessible and interact with colleagues on a day to day basis. The Iceland Directors all take part in monthly 'Our Business' meetings held in each Head Office department.

Hurst provide employees with e-learning tools, external coaching and mentoring, job shadowing and paid time off for study.

Hurst pay performance related bonuses on a quarterly basis, which has proved more effective than an annual one.

All employees, irrespective of role have the ability to generate new business and earn commission accordingly.

HS Direct encourage and arrange for departments to have their staff spend time with other departments to see first hand the work that goes on.

Home Marketing have a Facebook, Instagram, Twitter and LinkedIn account. Everyone is actively encouraged to share photos and footage of their work as they find that this is really helpful for people to get a feel for the place whether they're a client, supplier or potential new starter.

Home Marketing do regular 360's with their teams, and other people around the agency are asked for feedback during 121s to measure the performance of managers.

Heat Recruitment support the local community in choosing charities that can have an impact in Bristol and the surrounding areas. Throughout the year, Heat Recruitment have lots of different events to raise money including sports challenges, bake sales, games and quizzes, raffles, fancy dress days and gaming tournaments.

Heat Recruitment support the local community in choosing charities that can have an impact in Bristol and the surrounding areas. Throughout the year, Heat Recruitment have lots of different events to raise money including sports challenges, bake sales, games and quizzes, raffles, fancy dress days and gaming tournaments.

A manager has the support of their line manager who will ensure that they have regular updates to measure performance and identify any support required.

Each year Hays Travel take on over 100 apprentices who are employed from day one and their training is specifically tailored to their needs. Once qualified, there are opportunities to develop further such as being a mentor or gaining promotion.

A cross Group career path has been introduced recently that allows everyone to understand the opportunities available within the business, allowing colleagues to move between different departments, continually developing, whilst exploring roles and exploring career opportunities.

Every Sunday a group of Store and Area Managers hold a Trading feedback call, this content is then discussed by the senior team at the Support Centre on the Monday morning to address any point in an efficient way to support their shops and customers.

Guidant Global use 'Open Blend Method' for the monthly 1:1 process. Open Blend is a tool that measures wellbeing and happiness as well as performance in the workplace.

Guidant Global currently offer both Management Levels 3 and 5 Apprenticeships which are also in partnership with the Chartered Management Institute.

Giggling Squid support employees with paid time off to take part in external programmes such as educational trips to learn more about the provenance of their food, such as vineyards in France, fish markets in San Sebastian and food markets in Thailand and China.

Giggling Squid support employees with paid time off to take part in external programmes such as educational trips to learn more about the provenance of their food, such as vineyards in France, fish markets in San Sebastian and food markets in Thailand and China.

As part of Gamma's continuing growth, the organisation continue to bring new talent into the organisation through a combination of experienced hires, graduates and apprenticeships.

As part of Gamma's continuing growth, the organisation continue to bring new talent into the organisation through a combination of experienced hires, graduates and apprenticeships.

Frugi have a dedicated 'green committee' of employees who meet regularly to discuss all things eco at HQ. The aims and objectives of the committee are to lead the way in environmental initiatives to strengthen and reinforce Frugi's business values.

Frugi offer employees benefits such as performance related pay, profit related pay and staff discounts.

FGH have a dedicated social and charities committee who continuously come up with exciting activities to help the company raise money for charities.

FGH have a dedicated social and charities committee who continuously come up with exciting activities to help the company raise money for charities.

Foxtons run a three-day training programme for newly promoted Managers, hosted by two senior Learning & Development consultants.

The CEO sits on the sales floor so that they can remain in tune with all members of the headquarters workforce and be approachable at all times.

Each month, every member of the team have the opportunity to nominate their star of the month based on going above and beyond or really embracing the organisations core principles.

Each month, every member of the team have the opportunity to nominate their star of the month based on going above and beyond or really embracing the organisations core principles.

The full ForrestBrown team meets on a quarterly basis. This meeting is led by Simon Brown, ForrestBrown's managing director and founder. Targets are reviewed as a group, good news celebrated, and the vision for future growth communicated.

Not only does the organisation offer a range of benefits including free private healthcare, staff discounts and free travel insurance, last year their annual Christmas party involved a magical trip to Disneyland Paris!

Forpeople provide employees with an Employee Assistance Programme, free private healthcare, profit related pay and free life insurance.

Forpeople have created a portfolio of Learning and Development opportunities that's open to everyone within the organisation.

FLM run a weekly Plastic Free Friday initiative whereby everyone is challenged to try and not buy single-use plastic for the day.

FLM run a weekly Plastic Free Friday initiative whereby everyone is challenged to try and not buy single-use plastic for the day.

A 14 day Leadership Development Programme supports leaders with the tools they need. During their journey they develop knowledge and understanding of themselves as a leader, the business, leading the present, developing the team and creating the future.

Flagship Housing provide employees with an Employee Assistance Programme, flexible benefits, performance related pay and staff discounts.

Five Guys believe that everyone is part of the family and that nobody is more important, regardless of the role they hold in the business. Senior managers spend time working with teams in the kitchen with teams during busy shifts. The senior management team will also on occasion join the teams to do a closing shift.

Five Guys believe that everyone is part of the family and that nobody is more important, regardless of the role they hold in the business. Senior managers spend time working with teams in the kitchen with teams during busy shifts. The senior management team will also on occasion join the teams to do a closing shift.

The development of team members at Farncombe Estate is of high importance and support employees with non work related studies where possible.

The development of team members at Farncombe Estate is of high importance and support employees with non work related studies where possible.

The organisation provides bi-monthly appraisals and monthly one-to-one reviews to build the employees relationship with their manager.

The organisation offers flexible and home-based working for staff to enable a better work-life balance. Their healthy initiatives programme of mindfulness and keep-fit also enhances the life of employees to enable employees to include exercise and relaxation with their working day.

A comprehensive plan is put into place to take new managers through a journey to help develop their skills and knowledge alongside confidence in taking on their new role, this is in the form of a Personal Development Plan. The plan is reviewed by the Senior HR Business Partner, the relevant Line Manager and T&D. It involves job shadowing more senior experienced Managers in post as well as shadowing support functions.

A comprehensive plan is put into place to take new managers through a journey to help develop their skills and knowledge alongside confidence in taking on their new role, this is in the form of a Personal Development Plan. The plan is reviewed by the Senior HR Business Partner, the relevant Line Manager and T&D. It involves job shadowing more senior experienced Managers in post as well as shadowing support functions.

One of the prime objectives of their Lead Engineers is to train & develop their Second Engineers. It is included in Lead Engineers' performance reviews and also is a key component of salary progression.

Their Service Engineers' Remuneration Package is industry leading with built-in transparency so that all Service Engineers know they are being treated equitably. Apart from comfortable basic salaries and generous overtime rates, they believe they are the only company in the the industry - and perhaps one of very few in the UK - to offer paid lunch breaks.

The pillars of the ETL brand are: Each other; Trust; and Learning. They ensure all employees have the professional skills to do their job to highest standards. ETL encourage employees to think about their personal development and what they might need to improve.

ETL provide employees with an Employee Assistance Programme, flexible benefits, performance related pay and free life insurance.

etc.venues have created a recommend a friend scheme to bring in like-minded people to the organisation. They encourage current employees to recommend a friend and if the friend stays with them for more than 6 months they get a £500 reward.

etc.venues provide e-learning, external coaching and financial support for work related qualifications to all employees to aid their personal development.

EWT implemented management training a recently, and they have ongoing resources and learning to support people with this including refreshers and short skills courses.

EWT provide e-learning, external coaching and support for non-work related training to help employees develop new skills.

The Green Team are a collective of employees across the Group that are responsible for driving their environmental pledge 'We care for the environment'. The team organised a group-wide celebration of Earth Day with a focus on reducing plastic.

The CEO provides open communication and is transparent with financial and operational information. Regular 'Town Hall' meetings provide transparency and clarity to every employee on operational and financial progress.

All employees have had mental health awareness workshops recently to promote their own and others mental health.

Since 2018, Ellison's have had a 'Turning Strategy into Action' plan which focuses on four areas: Internal innovation team; New product development team; Engagement team; and Customer team. This involves all departments, and each team has members who are from different departments. This is driving results up through the business.

Elliott Wood provide an array of benefits to employees, including: an Employee Assistance Programme; Free private healthcare; Performance related pay; Profit related pay; and Free life insurance.

Elliott Wood invest heavily in their in-house Academy, their vehicle for learning and self-development. The Academy is widely praised throughout the organisation as a vehicle that not only teaches but inspires to look at things differently. The Academy is committed to developing rounded professionals for the industry, focusing on five skills areas: Engineering; Designing; Writing; Talking and sharing.

Edenhouse have developed their own, bespoke, Edenhouse mini-MBA programme for managers. This highly engaging and interactive course is delivered over 6 monthly modules. Managers cover a diverse range of topics, from the latest research into management behaviours that have been show to drive team engagement, to effective storytelling and presenting skills, and the psychology of personality traits and motivation to equality, inclusion and diversity.

Edenhouse developed their own Mental Health Buddy scheme. They put 16 volunteers through an intensive training course so they could provide an effective listening and signposting service for colleagues. Information about Mental Health Buddies is displayed around their sites in a way similar to the information relating to physical first aiders, and is regularly communicated to colleagues via a number of other online channels.

Mental health and wellbeing is high on their agenda. They have partnered with MIND to deliver a variety of mental health training and support sessions, such as awareness workshops, manager skills sessions and mental health first aid at work training. They regularly engage with local NHS partnerships to support a variety of health related matters such as smoking cessation and weight management. Through learning and development programmes they promote their relationship with nature and encourage team members to spend more time in nature, which is proven to have a positive impact on wellbeing. They run sporting events on their site, such as the Eden Marathon and Sportive and actively encourage their staff to participate in these events. Many of their staff take advantage of the cycle to work scheme and cycle to work to improve their health and fitness.

Each January they close the site for two days, to bring all of their staff together for an organisation-wide event called the 'Eden Gathering'. During this event the Executive Directors give updates on various aspects of the business, business performance and plans for the future. Participants are encouraged to take part in experiential activities that help them understand Eden's purpose and encourage them to get to know people in other teams. Sometimes these activities may be solely focused on cultivating the 'Eden spirit' (motivation and engagement) e.g. exploring the Rainforest Biome or drumming in the Mediterranean Biome; or at other times for knowledge transfer, or getting employee input on projects through facilitated discussions.

EDAM Group have installed a 3000 litre interceptor to deal with the run off from washing their fleet vehicles. This unit collects 3000 litres of petrol, silt and run off that would otherwise make it's way into the sewer system and pollute the water.

Engagement is a key aspect of day to day life at the EDAM Group. They hold numerous engagement activities throughout the year, from summer BBQ'S to wellbeing days, their 3 social events and many more. They have also recently introduced the employee Exchange Committee which allows employee reps from all business areas to come together once per month to meet with the CEO.

The CEO holds regular 'Breakfast Briefings' open to all colleagues and is a way for staff to feedback on anything they wish the SMT to know, or wish to ask the CEO.

The CEO holds regular 'Breakfast Briefings' open to all colleagues and is a way for staff to feedback on anything they wish the SMT to know, or wish to ask the CEO.

All senior managers at each site attend a monthly management meeting to review actions being taken to meet organisations goals.

Employee Forum commenced in 2019 which has representatives from each site and each department. Forum members represent all other employees from the same department and council colleagues for ideas on how to improve business and employee engagement.

The CEO leading Dove House has an open door policy reflected by all members of the Executive Management Team. The leader is highly visible, and regularly visits every department to spend time with staff and volunteers.

The hospice has an Environmental Policy which is reviewed annually and is the responsibility of the Health & Safety Officer, approved by the Director of Finance & Support Services. Details of this are available to staff on the hospice intranet. The building utilises solar panels, the benefits of which are twofold, both reducing the environmental impact of the site, and reducing operating costs of the organisation.

All employees that work for DJS (UK) Limited work from the same office in central Bournemouth. The office is open plan, which means that every team can interact with ease. Even the CEO does not have a secluded office, and he welcomes anyone approaching him with questions.

Table tennis and pool tables, dart boards and a projector with a screen for gaming have been added to the break room for employees to use as a way to get away from the desk and combat stress.

Every quarter the company holds an Executive Lunch. This lunch will consist of all members of the executive team, including the owners, and eight employees who have been nominated, by employees, and voted for, by the Senior Management Team. These lunches enable employees to enjoy lunch and afternoon with the Executive Team helping building relationships.

Day Webster have recently introduced a wellbeing service which is provided through a qualified mental health nurse. Employees are given the opportunity to use this service confidentially. If the registered nurse feels that the issue the employee is facing is work-related, they will try and encourage the employee to speak to the HR department or ask if they are happy for the nurse to liaise with them directly.

David Lloyd currently run two development programmes. One for team members to become ready for middle management roles called 'Step up to HoD'; and one for HoDs to become ready for a General Manager role called 'Step up to GM'. Both programmes have been designed and run by Operations and HR collaboratively and both have gained considerable credibility within the business with delegates feeling a sense of recognition in being selected.

David Lloyd have an employee engagement application called 'KITBag' which can be accessed via a computer, tablet or mobile phone. It is an informal tool which enables all team members to get involved, chat and share best practice, as well as the company being able to provide company updates, latest news and also promote benefits and key initiatives such as mental health week.

Every member of staff has access to a free, confidential helpline that is available 24/7 where there is a range of advice and support available, including a counselling service.

Thwaites trained a number of staff as facilitators and trainers which has been hugely successful in helping encourage collaboration, knowledge sharing, ideas generation and feedback in many more areas than before.

Currencycloud offer an Employee Assistance Programme for all employees. They also offer a Values, Vision and Goals workshop each quarter to allow employees an afternoon away from the business to consider their career and plan goals.

Currencycloud host meetings via Hangouts to allow the global teams to interact with ease. This also allows them to operate their flexible working policy and allows colleagues to attend meetings whilst working from home.

The Senior Management Team are first and foremost available to every member of staff, regardless of seniority. They actively engage in communication and discussions with every member of the organisation and this presence / availability demonstrates their commitment to ensuring everyone has a voice and can be heard.

The Senior Management Team are first and foremost available to every member of staff, regardless of seniority. They actively engage in communication and discussions with every member of the organisation and this presence / availability demonstrates their commitment to ensuring everyone has a voice and can be heard.

Onsite managers encourage their teams to train and gain external qualification. Helping with applications, course research and time to complete practical assessments onsite.

Connect subscribe every employee to Hospitality Action membership. This is free to every employee. All new employees receive membership from day one. They help and support those who work or have worked in the industry when they are in need.

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.

Coffin Mew provide all employees with personal insurance, an employee assistance programme, flexible benefits, free private healthcare and performance related pay.

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.

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.

Car allowance, flexible benefits, performance related pay and staff discounts are available to all employees.

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.

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.

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.

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.

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'.

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.

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.

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.

Senior Managers mirror the organisations values as leaders. They ensure that these values and expected behaviours are ingrained throughout the organisation, with a section dedicated to this in everyone's Performance Development Review.

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 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.

Free mindfulness sessions are on offer to all members of the team. They also offer free fresh fruit every day and physiotherapy/ massages at a local private clinic if requested by employees.

Cairn currently have on-going 121 coaching for all Senior Managers along with individual psychometric and personality testing. 360 feedback is used on a regular basis to inform development. The Senior Management Team have also committed to shadowing teams with their directorate to understand the main challenges across the business, as well as how their strategic direction impacts teams.

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.

To ensure like-minded people join Bytes, any employee can refer someone to join the business as long as they are not a Manager or member of the Senior Management Team. Referral fees are paid 3 months after the person joins providing there is no likelihood of probation failure. Fees are £750 for an Intake Day Placement, £1500 for Admin Placements and £2000 for Technical and Sales.

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 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.

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.

Brainlabs believe that one of the biggest steps for addressing the issue of workplace stress involves tackling the stigma surrounding the effects of stress. They have worked very hard to create an open culture and have had members of the senior team host company-wide talks on how stress has affected their mental health. They have a policy, "Brain Days", whereby employees can take a sick day off work when they feel they're being affected by stress without having to give any more explanation other than telling their manager they need a brain day.

Brainlabs believe that one of the biggest steps for addressing the issue of workplace stress involves tackling the stigma surrounding the effects of stress. They have worked very hard to create an open culture and have had members of the senior team host company-wide talks on how stress has affected their mental health. They have a policy, "Brain Days", whereby employees can take a sick day off work when they feel they're being affected by stress without having to give any more explanation other than telling their manager they need a brain day.

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.

Each year every employee has £120 to spend towards their development which they call the Personal Development Fund. This can be work related or non work related e.g. gym, driving lessons.

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.

Beyond created Future Planet, an Action on Google (AOG) designed to reconnect humans to the challenges the natural world faces. Their aim was to encourage environmentally friendly behaviour by stating the problem and posing challenges that people can complete in their day-to-day lives. Through emotive facts, an engaging tone of voice and easy to implement challenges, Future Planet helps people to take small actions that can have a big impact on the planet's future.

Beyond offer a comprehensive L&D programme, which is compiled of an internal leadership & management programme, external career coaching for those stepping in to senior roles and bespoke learning programmes for top talent. They also offer everyone the chance to switch roles or move through different skills in the business.

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.

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.

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.

An annual staff awards programme is held where colleagues can nominate each other to receive non-financial rewards for their work.

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 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.

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.

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.

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.

A monthly recognition programme of awards celebrates a holiday hero of the month at each location, and there is an overall monthly winner. The award recognises not only the big things but importantly, the little things that make all the difference and align to their values. Each monthly overall winner is then considered for the sought-after Holiday Hero of the Year award. They also have their Awesome Awards, these are rewarded to individuals who have gone above and beyond, and live and breath their Values or have shown an exceptional level of service to their customers.

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.

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.

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.

Their EAP is operated by Hospitality Action and supplies their teams with free of charge, 24/7 assistance should they require it. This could be for financial assistance, grief counselling, depression and anxiety, addiction of any kind or just to talk to someone. This provides the opportunity to chat online Monday to Friday, tons of information and fact sheets on a wellness portal loaded with relevant information, free 24/7/365 phone line available to speak to a qualified clinician - this can also be escalated to 5-6 free face to face counselling sessions if required. Management referrals - to assist someone in making that first phone call and management advice line for dealing with difficult situations.

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.

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.

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.

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.

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.

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.

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.

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

Office lighting is managed by PIR sensors, air conditioning is set on timers to automatically switch off out of business hours. They are also currently in the process of renewing their energy purchasing and have requested green energy options.

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.

In September 2018, they hosted a two-day group conference in Stuttgart where nearly 1,000 employees got together to run sessions, talks and workshops. The two evenings were filled with social events that celebrated the cultures of all the Zuhlke Group countries.

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.

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.

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.

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.

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.

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.

Employees are encouraged to recognise colleagues who go above and beyond. Thank You recognition cards are in all communal areas for employees to use. Individuals are also nominated for an award aligned to each corporate value and presented at the annual staff conference.

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.

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.

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 agency collaborated with Thames21 on checking the health of the Thames. Other green initiatives include removing paper-towel dispensers, replacing disposable coffee cups with china, and using biodegradable cutlery. WM save paper with digital screens instead of posters. Employees choose charities they care about.

Their Workplace Group provides a platform for peer interaction and for managers to share learning and experiences on an ongoing basis. Managers are also supported with Action Learning Groups and continuing support from their own line managers.

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.

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.

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.

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

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.

A range of benefits allows everyone to maximise their own 'package' of reward. That could be discounts in retail outlets, or buying and selling holidays to help with their care commitments.

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

As part of their development programme, they have 360 degree feedback for all managers in the company, and they also have bi-annual reviews for all staff. During these reviews staff are encouraged to give constructive feedback to their managers face-to-face.

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.

Every Monday the whole team meets in their custom-built, 500-seat auditorium, where their Enterprise Managing Director runs through the week before and the week ahead, sharing updates on events, client feedback, business updates, new babies, weddings/engagements, personal successes and shout-outs for superstars.