In 2017, UK Power Reserve achieved full ISO14001 Environmental Management System certification to UKAS standards. This included replacing fluorescent lighting with energy efficient LED lighting, ensuring vehicles were only washed at eco-friendly car washes and creating a green office with reduced use of paper stationery.

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.

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.

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 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.

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.

Chief Executive Officer, Paul Pester, holds a fortnightly ‘stand up' speech to people live in the office, wherever he is. Employees are encouraged to submit questions, with Paul answering as many as he can during five minutes of the meeting.

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.

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.

They believe that every person is different but equal and that everyone's unique needs should be recognised and supported. One of the guiding principles for their staff and volunteers is to make the best use of all their resources, enabling them to deliver high quality care.

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.

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'.

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.

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.

Their HR Director runs a selection of short management training sessions on topics such as managing performance, recruitment, reward and recognition and delegation. They also run external courses in delegation, management theory and practice.

‘We want to understand the world and make it better' is the university's mission and their motto is ‘to discover and understand'. The organisation was founded by individuals and groups who have profound belief in the public value of universities for the economy, health and community.

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.