Cambscuisine have recently partnered with Greener Growth, who have re-designed the restaurant gardens to enable the growing of produce on site. Ingredients such as rhubarb, redcurrants, herbs, spring onions, spinach, peas and fennel are now hand-picked every day.

The company has been trialling aluminium straws at their restaurants and look to roll this out so they can be 100% plastic free across all sites. Most recently, one site has started producing its own herbs and vegetables, helping to reduce carbon emissions.

In 2017, they introduced Special Thanks and Recognition (STAR) Awards across the group. The awards are designed to recognise and reward individuals who demonstrate one-off, above-and-beyond performance while modelling Cambridge Assessment values. Award winners receive a £50 voucher.

Their ‘Inspiring Leaders' development programme uses scenario-based simulation activity to give participants the opportunity to undertake a lifelike business challenge. As part of this, they spend half a day giving and receiving feedback.

In 2017, the company introduced 'Chris100', a 100-second vlog for staff created by Chief Commercial Officer Chris Green. The vlog communicates everything the staff need to know that month, including team updates and company news.

In 2017, the company introduced 'Chris100', a 100-second vlog for staff created by Chief Commercial Officer Chris Green. The vlog communicates everything the staff need to know that month, including team updates and company news.

Broomfield & Alexander have a helpline for staff should they require any counselling support. They also have an income protection plan should people be off sick long term.

Employee development is key and the company support all employees with training throughout their employment from graduate training to continued professional training (CPD). Each year, they support a number of graduates to achieve either the ACCA or ICAEW qualification.

The Brooks Macdonald Foundation was established in 2011 as a charitable trust. Funds are generated from corporate donations, an employee Give as You Earn Scheme, fundraising events and donations from friends, family and clients.

The company have also introduced 'Thirsty Thursday', which occurs monthly to improve interaction between teams in the ever expanding London office and general socialising in the regions.

To support their vision to enable remarkable places to perform, Broadgate believe in giving something back to their community. Their chosen charities for 2017/18 are Coram and LandAid and they will financially support individual's endeavours to raise money for charities.

Broadgate Estates recognise the importance of health and happiness at work, and the Wellbeing Committee has come together with the purpose of providing an internal network to promote a workplace that encourages health, happiness and fulfilment.

They have made a commitment to supporting as many groups as possible and have a ‘Community Development Fund' of £12,000 per annum that community groups and charitable organisations with a local link can apply to for funding.

The organisation seeks to reward individuals going above and beyond their role. To encourage this, they have introduced performance-based remuneration to motivate and reward consistent high performance.

Nick is very down to earth, humble and an authentic leader. He knows practically everybody's name in the business and is knowledgeable on their roles and what they bring to the organisation.

The BHA organises staff roadshows to encourage their London staff to attend regional roadshows to meet and socialise with colleagues. Their goal in 2018 is to have all employees attend one of three regional events.

All management undergo a rigorous supervision and appraisal process. Performance reviews are overseen by line managers, but in some service areas - for example, retail - performance is measured by results.

They offer staff a comprehensive training plan with a range of mandatory and developmental programmes available. Break Charity has its own vocational accreditation centre so they can deliver work-based qualifications at levels 3 and 5.