What are companies doing with regards to 'Personal Growth'

Roche runs a bi-weekly pulse survey in one division. As a result, teams are having better discussions and are able to change their approaches and processes quickly and easily. A diversity and inclusion audit has enabled the company to understand better the lived experiences of staff and ensure its strategy is appropriate.

Senior managers role-model the organisation's principles of "integrity, courage and passion" and encourage a collaborative environment to empower and inspire colleagues. They have demonstrated these principles by moving away from a traditional hierarchy to stimulate organic organisational innovation and change, by adopting the philosophy that everyone can be a leader, regardless of role.

An "e-goodie bag" filled with wellbeing activities for staff and their families, is given to everyone. It is designed for staff to take control of their mental and physical health. Included in it is expert advice and practical tips, using resources such as the NHS Choice Moodzone and Every Mind Matters websites.

Informal video conference meetings take place and "silent" video meetings allow teams to log on at the same time and work individually, but interact informally with other team members as if they were in the office.

Working with the Golden Tree community interest company, a "Managers’ Guide to Supporting Wellness" was produced. It gives advice on how to spot someone displaying signs of poor wellbeing, along with how to start what may be a difficult conversation and how to show understanding and provide support.

When it realised some staff were struggling financially, the company introduced an innovative savings scheme. New joiners are automatically enrolled, making payroll saving the default option. They can opt out, but the company expects at least 22% to become regular savers, rather than the 3% before the scheme started.

Being outdoors is proving a great way to get everyone together, encouraging staff to try something new and learn more about each other. This has included rounders matches, BBQs and even meditation in bell tents, getting everyone relaxed and focused ahead of employee engagement sessions.

A leadership development programme is being trialled by the leadership team and senior managers before it's rolled out across the business. It's bite-sized and focused on learning through reflection, implementing best practice and discussing key leadership and management topics.

With the introduction of "easy coffees", managing partner briefings and monthly "lunch and chats", there has been increased and improved communication between senior management and staff, who are continually encouraged to discuss concerns and suggest improvements. Quarterly check-ins with line managers and staff allow for less formal communication.

Rix & Kay is supporting Conservation Without Borders' next climate change expedition, Flight of the Osprey. It aims to address the effects of climate change by following the migration route of osprey from Scotland to West Africa. This year the firm won the LawNet sustainability excellence award for its commitment to sustainability.

This year, £5,600 was donated to the Chilterns MS Centre, which supports those living with multiple sclerosis or who care for someone who is. National Account Manager, Andy Rudol, chose the charity after spending a company volunteering day there helping to run the oxygen therapy tanks.

The company's management team leads by example. RH Amar's values of integrity, passion, accountability, creativity and teamwork are referred to regularly at meetings, and staff who demonstrate that they are living them are recognised. The values are discussed in performance reviews and objectives linked to them are set.

The company has built a culture in which it is acceptable to talk about mental health. It recognises the importance of early intervention and managers are trained to spot when someone is becoming more frustrated, irritable or withdrawn, or is working long hours, and will offer help.

Rated People encourages teams to get together and share experiences. After it launched a shadowing day, teams met and listened in on each other's calls. The result was an increased awareness of what each department deals with and the creation of new systems and processes. Drinks and presentations at the end helped to promote bonding.

Quarterly socials, team lunches and company-wide holidays are all ways of bringing colleagues closer together and building meaningful working relationships, along with digital communications software such as Microsoft Teams and Zoom. The firm also holds a 'Global Vision Conference' where employees are given updates on business performance and a 12-month outlook.

Supporting the local community is at the core of Oscar, with monthly donations from employees' pay packets given to the organisation's chosen charity partner, Forever Manchester. Staff also take part in challenges and fundraising activities including charity football matches, comedy nights and auctions to raise money for the cause.

This year the organisation partnered with Cybersmile – a digital charity protecting vulnerable people online – to build and maintain its website on a pro bono basis, worth over £750,000. A proportion of working hours is devoted to the project every month and some staff give more of their own time.

The Organic Agency's ethos – Digital for Good – guides its operations and the company is proud to have signed up to B Corps, joining a growing global network pledging to build a more sustainable and inclusive economy, and making the world a better place with a healthier environment and stronger communities.

Staff get together for monthly "walk and talk" sessions in different parts of the North West, based around the company's services. It also hosted a "party in the car park", which it plans to tour around its services. Staff were encouraged to host a stall or a game and colleagues and service-users attended.

Senior leaders role-model the company's values which are: "We believe everyone matters", "We inspire one another", "We are resilient", "We work as a team" and "We strive for excellence and quality". All senior leaders work on the "shop floor" and operate an open-door policy.