Robin Hood Academy have created an internal leadership programme delivered by our Executive Head Teacher. This is a programme delivered after work to middle leaders or those aspiring for leadership roles.

A strong moral compass and commitment to Robin Academy's core values of respect, innovation and equality are demonstrated by the senior management team. Every senior manager places the child at the forefront of their decision-making process and above all other factors.

ROAST encourage employees to stay fit and subsidise gym memberships to one of London's top gyms, with access to all Nuffield's gym facilities, swimming pools, multiple sites, regular health MOT tests and a free personal trainer session. There's a softball league in summer.

ROAST wanted to build a people-focused business. To help with this, they created ROAST Houses. Each member of the founding team is a House Captain, with people placed in Gravy, Stuffing, Horseradish, Mash or Cauliflower Cheese. This offers a deeper level of support.

An initiative called Bigger Picture Training invited a selection of employees to discuss the security industry. A question was displayed and everyone had to find someone new to interact with. The discussion continued until the background jazz stopped.

The team works shifts, but they do this at home so they help their work/life balance and don't lose travel time. Reliance are a family-friendly firm and try to offer as much flexible working as possible.

A training group includes members from all disciplines. They update a schedule that Quod employees have access to for any training requirements, reviewed monthly. This has improved the amount of training the company can provide as it's easier to book courses.

Quarterly bonuses are awarded to all employees based on team performance and company profit. Though these bonuses are not guaranteed and are at Directors' discretion, they are an effective reward for hard work.

When new values were introduced, the company asked for 'culture champions' from each business area to bring them to life. Competitions, games and fun followed, with great examples of the right behaviours being rewarded.

Managers' performance is measured against appraisals bi-yearly, with a one-to-one held weekly and bi-monthly, and KPIs on a monthly basis. The Kaizen League is also a measurement tool monitored on a quarterly basis.

Interactive training throughout careers involves theory, role plays, teamwork, one-to-one coaching and real-time run-throughs. Consultants present to others regularly and there's a compulsory knowledge exam on the pharmaceutical industry. Software called ‘Refract' allows people to set live challenges for overseas consultants.

Each new starter has the mission, values and vision described. At each quarterly kick-off, the values are referred to along with the ProClinical Ethos, which includes every principle by which they expect employees to behave and reminds staff of what they offer them as an employer.

A range of benefits include a wellbeing programme connected to the medical insurance offering incentives and rewards for healthy behaviours such as medical screening and physical activity. There's also an Employee Assistance Programme and flexible working.

A range of benefits include a wellbeing programme connected to the medical insurance offering incentives and rewards for healthy behaviours such as medical screening and physical activity. There's also an Employee Assistance Programme and flexible working.

There's mentoring from people who already have the relevant qualifications. The HR Manager has an A1 Assessor qualification so they can guide the apprentices through their apprenticeship in conjunction with a training provider.

Leaders lead by example with floor walks, communication and involvement with all projects and initiatives. The leadership team also take an interest in family matters and send personalised birthday and Christmas cards. There's a direct communication channel and staff get good work/life balance initiatives.

MeetUp is an annual conference where MuleSoft fly every employee into San Diego for a week of strategy alignment, learning, working out issues and relationship building. Around 1,300 employees will take part in the ninth MeetUp in 2018, comprising more than 160 sessions.

In the last engagement survey, people reported wanting more mentorship opportunities. They created a mentorship program pairing executives with individuals, giving them a framework work through together. They've also created a volunteer programme called Muleys Give Back.