Growth Fuels Engagement

Savvy offers a very intensive and inclusive induction programme. Before any new recruit starts at Savvy they send them out an electronic Savvy Welcome Pack - complete with their role description and details of their induction programme including what to expect on their first day.

Savvy offers a very intensive and inclusive induction programme. Before any new recruit starts at Savvy they send them out an electronic Savvy Welcome Pack - complete with their role description and details of their induction programme including what to expect on their first day.

Resourcing group actively promotes flexible working, enabling employees to have an appropriate work-life balance.

The CEO endeavours to create and maintain excitement among employees by remaining open about the journey the company is taking. Twice a year they participate in north to south Roadshows, visiting every Resourcing Group office to connect with regional staff and recognise as many individual achievements from across the group as possible.

Every employee has a bespoke induction programme based on the job role, their experience and whether the role is office or field based. Field based starters have an extensive programme of training and job shadowing of between 2-8 weeks, depending on the role.

PSL have greatly increased the use of Skype/Microsoft Teams meetings where possible and they have also encouraged clustering meetings both in terms of timing and region. Staff are encouraged to use public transport where possible.

In 2019 Portico launched monthly wellbeing initiatives, and have engaged with three expert trainers to support body and mind.

Employees continue to drive their L&D agenda with breakfast sessions each quarter to understand from their Managers what is important to them and areas of focus. Their training calendar is created quarterly to ensure they are creating programmes that are adding value to their people.

Employees can choose one course per quarter from the Personal Development scheme. These courses can range from Mental Health First Aid, learning a language, courses to Build your Resilience, be a More Productive You, Yoga, Mindfulness and Meditation.

Opus have a monthly newsletter within which they have a section named 'Lets talk Opus'. This gives employees the opportunity to anonymously put forward any questions, challenge anything or discuss topics they deem important.

O'Neill & Brennan give new employees a welcome box which is delivered to their desk in time for their first day. The welcome box contains a branded notebook, coffee cup, water bottle, USB, pen, company handbook and welcome postcard.

On a day to day basis, the owners who are based at their head office make an effort to walk around the office and say hello to people, often stopping to have conversations to find out how things are at work and in their personal lives.

All permanent employees are granted share options which gives them a sense of ownership of the business that they are working for.

As part of Nutmeg's benefits package, employees have access to an Employee Assistance programme through Vitality. Their online coaching platform, Thrive, also has trained coaches in dealing with anxiety.

Mount Anvil are transparent in communications to their teams, giving the relevant context to business decisions. Their leaders share notes of their meetings on the company's intranet to provide transparency of business decisions.

Rather than structured Learning and Development pathways, Mount Anvil focus on truly allowing people to lead the way in terms of their own development. Teams proactively organise activities to support knowledge share, and cross-functional training is regularly organised.

As well as other events and away days, there is a Celebrating Success budget which allows teams to arrange their own events locally, such as boat trips and escape rooms.

MLM recognise employees who go the extra mile to demonstrate MLM's Values and are outstanding role models through their Reward Scheme. One award is given alongside a celebration lunch and employees are gifted a voucher worth £1000 and a trophy.

A comprehensive technical and core skills programme is in place through their Academy. The Academy enables them to capture and share knowledge, fostering a culture of learning and creating an intellectually stimulating environment in which they all thrive.

Each new joiner will have their own bespoke induction programme which is designed to ensure they have everything required for their new roles. Induction is structured to give a high level overview of the firm, its future goals and objectives while instilling the core values and history of the firm and why this culture is important.

Every employee receives monthly 1-to-1 reviews with their line manager and formal 6-monthly appraisals, where training and development opportunities are discussed. They actively encourage promotion from within and give all employees visibility of development opportunities within the company.

Mediaworks have worked with marketing students at local universities, collaborating on projects as part of their studies and offering internships to allow them to learn more about real-life applications of digital marketing.

McGoff Construction offer support in non-work related training to develop their personal skills such as stress and resilience courses.

McGoff Construction offer support in non-work related training to develop their personal skills such as stress and resilience courses.

At M&C Saatchi Sport & Entertainment they have a Brilliance Fund, where every staff member is offered £200 per year to spend on any extra-curricular training course of their choosing that allows them to develop a new skill.

At M&C Saatchi Sport & Entertainment they have a Brilliance Fund, where every staff member is offered £200 per year to spend on any extra-curricular training course of their choosing that allows them to develop a new skill.

Littlefish's in-house personalised training scheme, the Littlefish Academy, is led by a dedicated Head of Talent and offers a range of career-specific learning tracks, motivating our employees to upskill.

Regular team building and social activities help build relationships between employees and give them the opportunity to raise issues in a less formal environment, and monthly one to one meetings give all employees the opportunity to raise issues and concerns with their manager.

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 firm work in an open plan office and the leaders, partners, senior management and staff all share the same space and services. The Chairman is as accessible as the Junior Operations team.

The firm work in an open plan office and the leaders, partners, senior management and staff all share the same space and services. The Chairman is as accessible as the Junior Operations team.

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

IT Work's commission scheme for all Recruitment Managers and Consultants is very effective in helping employees to focus on their performance. Regardless of background or education, it is possible for anyone with the right attitude and work ethic to do very well at IT Works.

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 have launched two initiatives to support employee development recently: iManage is a full management training programme to support managers old and new; iMentor is an internal mentor programme available to all.

Directors are encouraged to make decisions that are not only fair and in line with the needs of their people, but also by assessing which clients they choose to work with.

Directors are encouraged to make decisions that are not only fair and in line with the needs of their people, but also by assessing which clients they choose to work with.

Hilti recently launched an IDP toolkit for all employees on how to build an effective individual development plan.

Teams at Hilti are using lean principles to drive implementation of paperless systems and streamline work processes to reduce waste - both in terms of physical waste and wasted time resources.

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 provide employees with benefits such as car allowance, free private healthcare and performance related pay.

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.

Senior managers are very approachable to every single employee and like to know a little bit more about the individual. They are very present and have an open door policy. Every 6 months they give an update to everyone on the company performance, goals, ambitions and people initiatives.

Dovetail Games want all employees to live to work, not work to live. They operate core business hours of 10am to 4pm which allows their people to fit work into their lives with hours that suit them and their family commitments/sleep patterns/commute. They also allow an extra level of flexibility with regards to working around personal commitments, such as the school run or a boiler service, in which employees can adjust their hours even further, as long as they still complete their contracted hours.

Dovetail Games want all employees to live to work, not work to live. They operate core business hours of 10am to 4pm which allows their people to fit work into their lives with hours that suit them and their family commitments/sleep patterns/commute. They also allow an extra level of flexibility with regards to working around personal commitments, such as the school run or a boiler service, in which employees can adjust their hours even further, as long as they still complete their contracted hours.

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.

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 have annual appraisals where a manager will sit with each member of their team on an individual basis and run through what they have achieved over the past 12 months and areas for development for the next 12.

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

The Chief Executive emails all employees on a weekly basis with a "blog". This keeps all employees up to date with the environment within which they work, new developments in the organisation, keeping employees up to date with what the CEO is doing, recognising achievements of the teams through compliments received both internal and external.

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.

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.

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.

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.

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.

BLH have a talent drop-in every week and an open door policy. They have feedback channels and open conversation is core to their culture. They also conduct employee surveys and schedule development meetings.

All senior managers are approachable, not in separate office space, and their two founders work on an open door policy. Their top company value is people first and using this they make sure that all voices are heard and all opinions, no matter what level, are welcomed.

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.

All employees are given 15 paid sick days a year. They advocate for them to use this for mental not just physical health. This means they offer the chance for people to take "mental health days" so that people can be transparent and it also means as a people team, the organisation can support people better as they really know their reasons for absence.

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.

The Sustainability Group at Assael Architecture helps to maintain the ISO14001 certification achieved in 2016, and push forward greener initiatives, including organising the annual Green Week that engages employees, clients and consultants in tackling environmental issues.

The Sustainability Group at Assael Architecture helps to maintain the ISO14001 certification achieved in 2016, and push forward greener initiatives, including organising the annual Green Week that engages employees, clients and consultants in tackling environmental issues.

Amido offer free fresh fruit and drinks. They also have lockers in the office, to encourage employees to leave their laptops in them overnight so that they can really take a break from work.

Amido offer free fresh fruit and drinks. They also have lockers in the office, to encourage employees to leave their laptops in them overnight so that they can really take a break from work.

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!

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 an internal Leadership Academy. They believe that there is a fundamental difference between leadership and management; someone can be a leader in their area of expertise without managing a team. With this in mind, employees apply for and are interviewed and then selected to attend the 6 month internal programme hosted by both internal and external facilitators, in addition to internal mentors.

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.

TU are creating a Total Reward offer for employees, backed by a working group. Areas of development include annual leave, pensions, employee benefits, recognition, flexible working, office environment and career development. All staff have a say, through events like the whole-team engagement workshop.

TU are creating a Total Reward offer for employees, backed by a working group. Areas of development include annual leave, pensions, employee benefits, recognition, flexible working, office environment and career development. All staff have a say, through events like the whole-team engagement workshop.

Tessian's senior management frequently go above and beyond to challenge actions inconsistent with their values, including on key issues such as diversity. Efforts are also made to keep staff in the loop about key issues and priorities through regular daily updates.

Information security and data protection training is provided annually for all staff, as well as additional training as and when required. The company also offers role-specific training, which is dependent on the type of data accessed for the proper performance of the role.

Staffing 360 Solutions invest heavily in training for their management team, with mentorship schemes for less experienced managers and a dedicated performance coach working across levels of the business to help employees to manage their workloads and deliver the very best results.

Success stories, new hires and rising stars are all featured on the company's blog, while a shared HR platform allows all staff to openly express kudos to individual co-workers. Material perks and benefits range from lunch clubs to trips aboard, as well as attractive salaries and bonus schemes.

Sponge operate a learning-focused culture in which staff are encouraged to share their successes, tips and ideas. Their monthly Inspire Workshops are a key part of this, as well as their quarterly updates and Weekly Stand Ups. The firm also has a packed social calendar, capped off by a summer barbecue.

Sponge's leadership team strive to maintain a family ethos, with Managing Director Louise Pasterfield advocating an open-door policy and encouraging spontaneous, informal conversation between staff of all levels. This helps to engage staff and ensures that everyone feels like they can speak and be heard.

A group lunch is provided every Tuesday for staff to mingle outside their normal teams, while weekend trips away are organised annually. Additionally, new starters are trained by people other than those they directly work with, helping them get to know other people around the business.

SearchStar are introducing a two-hour training slot every Friday morning for every member to expand their knowledge. Staff can choose their own learning methods, and will be given the opportunity to submit requests if they need additional financial support.

RedEye have an ILM-approved manager and development programme and recently launched a pilot leadership programme, Leadership+, to develop personal leadership skills using strengths-based development. Other offerings include a mentorship scheme and a careers week held once a year.

RedEye have an ILM-approved manager and development programme and recently launched a pilot leadership programme, Leadership+, to develop personal leadership skills using strengths-based development. Other offerings include a mentorship scheme and a careers week held once a year.

Employees can self-manage any training courses or conferences they are interested in, receiving a training budget of £2,000 per year to spend on conference attendance, seminars, classroom training or channels. Staff then share their learning with colleagues through blogs, brown-bag sessions or presentations at the monthly company meeting.

Employees can self-manage any training courses or conferences they are interested in, receiving a training budget of £2,000 per year to spend on conference attendance, seminars, classroom training or channels. Staff then share their learning with colleagues through blogs, brown-bag sessions or presentations at the monthly company meeting.

Managers have access to a ‘fun fund' for team-building activities, lunches or social events, while quarterly company updates are held to share news on business performance. A variety of knowledge-sharing sessions are also held on subjects such as emerging technologies, internal processes, project management methodology and company culture.

Pythagoras have two wellness challenges per year, with a recent example being a company-wide walking challenge. They also offer weekly yoga and meditation sessions to help colleagues manage stress, and manage working hours carefully to stop individuals from getting overworked

PSE are partnered with pupils at several London schools and staff regularly volunteer their time to tutor GCSE and A-Level pupils in STEM subjects for one hour per week during term times, while also offering coaching for university interviews.

PSE are partnered with pupils at several London schools and staff regularly volunteer their time to tutor GCSE and A-Level pupils in STEM subjects for one hour per week during term times, while also offering coaching for university interviews.

CEO Erik Fairbairn pends the majority of his time in the office and is present in various meetings, ensuring he knows what is going on with each department. He also attends quarterly parties to ensure he gets chance to talk to people from around the business.

Employees often volunteer for charities or take part in events to help out in the community. The organisation is also supportive of staff taking extended time off, including sabbaticals, to travel the world and do sponsored events for charity.

The company's Emerging Talent programmes for school, college and university leavers enables young recruits to pursue qualifications while also becoming well-rounded individuals through personal coaching. CPD sessions are held on a regular basis, focusing on the development of specific disciplinary knowledge, while a sponsorship programme helps staff pursue higher education qualifications.

The company rewards staff in a variety of different ways, including extra leave, a dinner with their partner or a simple bunch of flowers. An employee recognition scheme is also offered, which allows everyone the opportunity to recognise colleagues doing a great job, while a ‘thank you' box has been set up for a monthly draw.

Paddle have a learning and development budget, which does not require approval from management. The company also provides paid-for coaching, regular lunchtime learning sessions, external talks and events to boost personal development.

If a member of staff refers a candidate that is subsequently hired and passes their probation period, employees are given £3,000 personally, as well as £1,000 to a charity of their choice and £1,000 towards a team social pot.

All new employees are given a copy of a document "A Warm Welcome to Pact", written by the Chief Executive, which sets out the mission, vision and values of the company. They also participate in a two-day foundation training course led by senior managers.

The senior leadership team visits projects across the country to see first hand the organisation's values in operation. Staff are encouraged to get involved in the running of the organisation through participation in working groups, quality groups and consultations.

There are no office or door barriers, Next Ventures' co-founders and management sit and work within the open plan sales floor. Both co-founders constantly re-iterate their ‘open for a chat' ethos, and encourage this to be practiced across the company. This means everyone is supported to engage directly with one another.

There are no office or door barriers, Next Ventures' co-founders and management sit and work within the open plan sales floor. Both co-founders constantly re-iterate their ‘open for a chat' ethos, and encourage this to be practiced across the company. This means everyone is supported to engage directly with one another.

Their core values are integrated into how they do business, how they partner externally and internally, and these values are what enable the business to be commercially excellent in every interaction.

The leadership team have regular talent reviews where opportunities for development are discussed and plans operationalised to develop, managers and leaders of the future, which can include formal learning opportunities, stretch assignments, internal mentoring and coaching.

Mploy part-funded a senior manager's Master's Degree, which enabled her to further her education while adding value to the business. In turn, these additional skills allowed her to secure a promotion from Regional Director to Commercial Director.

Mploy part-funded a senior manager's Master's Degree, which enabled her to further her education while adding value to the business. In turn, these additional skills allowed her to secure a promotion from Regional Director to Commercial Director.

The brand is dedicated to sustainable working and has joined the New Plastics Economy Global Commitment, which places the business among the front runners in the shift towards a circular economy for plastics.

The brand is dedicated to sustainable working and has joined the New Plastics Economy Global Commitment, which places the business among the front runners in the shift towards a circular economy for plastics.

All members of staff were taken to Edinburgh for the company conference, which ran over two days. During this event, the team took part in a tour of the city and an evening meal at a historic location with a murder mystery.

All members of staff were taken to Edinburgh for the company conference, which ran over two days. During this event, the team took part in a tour of the city and an evening meal at a historic location with a murder mystery.

Managers complete Microsoft Accreditation's and have on going support available to them through regular 121's. Managed 24/7 also use DILO's (taken from the sixth sigma process) for all managers alongside on going training and on-boarding.

Managed 24/7 have internal screens where they announce hardworking colleagues whether it being weekly or monthly. This allows the company to see who has completed great work, which then creates conversation and motivation.

Development training and support comes through workshops, roadshows, conferences and area meetings. An annual support day camping trip helps informally reiterate brand characteristics in a fun way through group activities. People get 'add-on roles' to give them extra responsibilities.

Development training and support comes through workshops, roadshows, conferences and area meetings. An annual support day camping trip helps informally reiterate brand characteristics in a fun way through group activities. People get 'add-on roles' to give them extra responsibilities.

Inspired Outsourcing have raised more than £35,000 for various charity partners through a number of self-organised events and initiatives including collecting money at local shopping centres, sponsored walks, zip wire challenges and baking competitions.

Inspired Outsourcing have raised more than £35,000 for various charity partners through a number of self-organised events and initiatives including collecting money at local shopping centres, sponsored walks, zip wire challenges and baking competitions.

Employees at Incremental Group are rewarded with vouchers throughout the year based on their performances and success within the company.

Employees are actively encouraged to pursue a number of community/fundraising projects. As such, recommendations are welcome for charitable causes, with support given to Alzheimer's Research UK and Comic Relief as well as smaller, more personal charities.

In May 2018, Hydrogen selected top performing members of staff to attend an all-expenses paid trip to Hvar, Croatia. On top of this, they run quarterly lunches for those who are found to have gone the extra mile in the previous period.

Hydrogen have created a learning culture where all levels of staff receive tailored training. This includes internal training delivery, as well as utilising external facilitators for specific niche areas. A mentoring programme is also offered throughout the business.

The firm's offices are surrounded by farmland and woodland, and there are many walking and running routes to be explored at lunchtimes or before and after work. Bicycles are available to hire on site and a calisthenics gym has recently been built in the grounds.

The organisation has a very open culture and staff are encouraged to ask questions if they don't understand a business decision. They have an update call that all staff are invited to dial into each month, which gives an update on where the current state of the business.

Steve Varley likes to engage directly with employees. Neither he nor his team sit in offices; their desks are in an open-plan space with everyone else. They rotate their meetings between sites across the UK to meet with different offices.

EY Badges, introduced in November 2017, are the first digital badges to be offered globally. They provide on-demand access to learning content that will help employees to develop future-focused skills and provide experiences that can shape their careers.

Bill splits his time between the head office and visiting centres. He is very active in the office, taking the time to speak to individual members of staff about how things are going inside and outside of work.

On their learning and development intranet homepage, they have sections for tutors, assistant directors, centre directors and regional managers. Each section has a host of content aimed at supporting their development. They are looking to turn this into a social learning platform to share, vote and comment on the most useful content.

All new analysts are flown out to Chicago for two weeks to be trained on the company's methodology and network, as well as to be introduced to their leadership team. Also, anyone promoted over the year is taken on a three-day training programme in New York.

Their One Million Futures strategy aims to help a million people get to where they want to be by 2021, whether it's the classroom, workplace or boardroom. So far, they have contributed more than £10 million and have supported more than 480,000 futures.

Deloitte University, a global network of seven world-class regional campuses, delivers cutting-edge learning to develop the current and next generation of Deloitte business leaders. The curriculum ensures that learning is an integral part of their workplace.

Conversant promote sports, fitness and wellbeing by subsidising a football and tag rugby team, as well as offering yoga onsite. With a gym next door, the company contributes towards employees' membership so staff can use the facilities.

Conversant promote sports, fitness and wellbeing by subsidising a football and tag rugby team, as well as offering yoga onsite. With a gym next door, the company contributes towards employees' membership so staff can use the facilities.

Codeweavers have an annual “away day”, booking a local hotel for the day to host various team-building activities. The day includes a company update, which is entirely transparent in relation to financial performance and reiterates the mission and values of the company.

Codeweavers have an annual “away day”, booking a local hotel for the day to host various team-building activities. The day includes a company update, which is entirely transparent in relation to financial performance and reiterates the mission and values of the company.

Cloud.IQ want to hit their targets in the right way. That means going the extra mile for customers and creating an open, collaborative and progressive culture. The company asks employees, partners and customers to judge them against these values.

Employees get their birthday off and also benefit from unlimited drinks and fruit, Thursday night drinks and a bar area with a pool table. There's a nap room, stand-up desks and a healthy cafe. Managers ask about the wellbeing of their team and workload is monitored.

The company plans quarterly company-wide social events and their most popular is the Christmas party, held at a country hotel. Last year 100 team members headed to Tylney Hall Hotel and Spa, with childcare provided for the evening and goodie bags handed out on the train journey there.

They offer generous five and ten-year length of service bonuses, for all levels within the business. Since its introduction in 2013, and working alongside the annual bonus scheme, the initiative has proved a hugely attractive aspect of the rewards and benefits package.

Buckingham Group consider employee development an integral part of the business's success, offering many initiatives, including apprenticeship and trainee programmes, personal progress reviews (PPRs), NVQ support, e-learning, and leadership, operations and future forums.

Buckingham Group have a genuine flat management structure, with the senior management team taking an active, hands-on role in the day-to-day management of the business. They engage openly with staff at every level of the organisation on a daily basis.

Last year BPS introduced sit/stand desks, while one Wednesday each month a qualified massage therapist visits the office and offers 20 minute sessions available to everyone at a reduced rate. A recent wellbeing month was also organised, which included sessions on how to meditate.

The Shining Stars level of the Stars programme is the start of the organisation's management development programme. At this stage, members must participate in the following courses: brand awareness, presentation skills and advance level persuading and influencing.

The new 'Academy of Awesome' training programme takes a strengths-based approach to encourage individuals, teams and managers to focus on positive reinforcement rather than negative gaps in skill-sets and development.

The new 'Academy of Awesome' initiative meant the introduction of a number of new training programmes that use a fun but educational training style, focusing on individuals' strengths rather than development needs.

Arsenal Football Club have a natural connection with their communities. It is through this unique platform that the community arm of the club, Arsenal in the Community (AITC), has been able to meaningfully engage with over six million participants during the past three decades.

Arsenal Football Club have a natural connection with their communities. It is through this unique platform that the community arm of the club, Arsenal in the Community (AITC), has been able to meaningfully engage with over six million participants during the past three decades.

The firm has an ambitious 2020 G.I.F.T (Grow, Invest, Fulfil, Triple) vision and their underpinning business plan reflects the company's substantial expansion objectives across key business areas.

The Amoria Bond Charitable Trust (ABCT) is a registered charity embodying the company's cultural ethos of 'giving back'. Recent initiatives undertaken by the charity include building 100 homes in Peru and a donation and fundraising effort to stock and furnish a library for a local primary school.

Accenture's Truly Human movement aims to help employees feel they can be their best selves, both personally and professionally, taking into account the pressures of daily life. Truly Human workshops consist of a wide range of activities focusing on the body, mind, heart and soul.

With their Skills to Succeed programme, Accenture are committed to helping 3 million people in the world build the skills they need to get a job or start a business by 2020. Since 2010, local initiatives have provided training and support to more than 137,000 young people in the UK.

One employee, who came to the company as a student and qualified as an accountant, saw a gap in the market to target the creative industry. They pitched the idea to the board and now they successfully run Ward Williams Creative.

Flexible working and time off is granted to employees on a case-by-case basis. The company also hosts annual summer and Christmas parties.

The company operates a pay banding practice that links financial reward to demonstrated competence over time. As the skill set required by their manual workers is very specific, they bring employees in on a starting salary with the opportunity for pay progression up to 10% as they develop their skills.

The company operates a pay banding practice that links financial reward to demonstrated competence over time. As the skill set required by their manual workers is very specific, they bring employees in on a starting salary with the opportunity for pay progression up to 10% as they develop their skills.

They have a presidents club for overachievers. In the past they have been to New York and Costa Rica. And they have quarterly winners day for overachievers - they are taken to fine dining restaurants and given weekend getaways to locations such as Rome and Paris.

Their senior leadership team communicate with all staff, irrespective of job function or seniority, to set an example of openness and transparency. They have numerous methods of inclusion, including their company bonus structure that is based on open reviews, trust, revenue and growth.

Their online performance system gives employees the opportunity to tell the company how they think they are performing and how they feel at work. Scores have increased this year in relation to freedom to make decisions, meeting individual needs and how happy staff are at work.

Their online performance system gives employees the opportunity to tell the company how they think they are performing and how they feel at work. Scores have increased this year in relation to freedom to make decisions, meeting individual needs and how happy staff are at work.

A new e-brochure has been created to highlight all their employee benefits to remind staff of the range of benefits they are entitled to. Previously many were unaware of the benefits and so this promotion has been successful in improving employee engagement.

The Gym Group does not believe in targets that are unobtainable or ‘moving the goal posts'. With this clear understanding set out from day one it allows managers to productively manage their working week, without the need to encroach on their own personal time.

Each team at SweetTree has a manager on call 24/7 and the office is open seven days a week. In addition, the company has established an employee assistance programme, as well as regular team events to ensure staff can relax and socialise.

Each team at SweetTree has a manager on call 24/7 and the office is open seven days a week. In addition, the company has established an employee assistance programme, as well as regular team events to ensure staff can relax and socialise.

SHI are dedicated to empowering their employees. From the very start, all employees are encouraged to make their own decisions about their work, without needing to refer to senior management, speeding up decisions and easing customer pain.

SHI rewards employees with an annual performance-related salary increase, where staff are given a raise based on their contribution throughout the year. Employees are also given performance-related bonuses based on meeting specific goals.

One lucky sales-i employee, who is a keen runner, was allowed to work in the company's Chicago office so that he could take part in the Chicago Marathon. The trip was fully funded, with no annual leave required, and sales-i even contributed to his fundraising efforts.

sales-i ensures employees have time to relax and socialise by providing a table tennis table and equipment for use when taking a break from their desks. What's more, the company prides itself on its flexibility for parental requirements - including changing working hours to meet childcare needs.

Teamwork is promoted through various activities, including Thursday evening film club, lunchtime eat and meet exploring different topics, free breakfasts in their cafe and 'Random Coffee Trials' whereby staff can sign up to be randomly matched with a colleague every fortnight, and they go for a coffee together.

The last engagement survey led directly to the organisation developing a people values framework and initiating leadership and management development training with the aim of bringing alive its vision and passion and strengthening the psychological contract between the organisation and staff.

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.

‘Advance Right' is a career carving tool. Employees have an honest conversation around what their role looks like today and then talk about tomorrow. - their future role might not even exist yet. The final part of the conversation locks down a reasonable timeline.

‘Advance Right' is a career carving tool. Employees have an honest conversation around what their role looks like today and then talk about tomorrow. - their future role might not even exist yet. The final part of the conversation locks down a reasonable timeline.

Staff are supported with coaching and mentoring both before and after they've attended management development programmes. Feedback is positive, with most staff agreeing to be part of an internal ‘coaching bank'.

Staff are supported with coaching and mentoring both before and after they've attended management development programmes. Feedback is positive, with most staff agreeing to be part of an internal ‘coaching bank'.

The three founders personify the company values. They're hands-on, working closely with staff at all levels. They sit in the open-plan office and foster an open, honest, collegiate, entrepreneurial, ambitious and fun working environment through their approach.

One of the core principles is ‘we are all lucky generals' - this means no discipline outranks another. There's no hierarchy or politics, no one is above plumping cushions or making tea. They don't encourage greedy competitiveness and are always a team.