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.

Keytree work with PlanZ Heroes, a food-waste charity. Keytree funds the work on a pro-bono basis, with an investment of over £200,000. Each October, they join in the Wok for 1,000, cooking and distributing 1,000 meals to London's homeless.

There are quarterly all-company update meetings - where employees communicate the primary purpose and core values. Each meeting is run by six different projects, producing live demonstrations of current solutions, followed by an open Q&A session.

Ideaworks have negotiated offers with local firms including restaurants, gyms and Go Ape. A comprehensive welcome programme includes buddy schemes and an occupational health provider is on hand for counselling and immunisation.

Ideaworks spend time understanding client needs, so that the end result is simple and reliable. Ideaworks set the bar very high, striving for excellence, respecting clients and being innovative to the point that they don't stop until they win.

Client/brand values are: approachable, commercial, professional, responsive, excellent value. An engagement group prioritised three areas: leadership, my team and giving something back. A monthly drinks 'trolley' encourages people to talk to each other more.

Howard Kennedy support people on the job through stretching opportunities. Frameworks set out what people need to do to progress. Senior business leaders have a business book club to read and discuss the latest management thinking.

Hanson Wade have bought more working space to create a better working environment. This has led to a huge increase in collaborative meetings. People can work how they want – standing up, in their quiet reflection room, or on a sofa with their feet up.

Hanson Wade have bought more working space to create a better working environment. This has led to a huge increase in collaborative meetings. People can work how they want – standing up, in their quiet reflection room, or on a sofa with their feet up.

Gilo believes in making individuals leaders. Rather than micro-managing employees, the company asks staff what the problem is, what the ideal goal or solution is, and how to get there. They are then trusted to solve problems using their own initiative.

Gilo believes in making individuals leaders. Rather than micro-managing employees, the company asks staff what the problem is, what the ideal goal or solution is, and how to get there. They are then trusted to solve problems using their own initiative.

85% of head chefs started working as kitchen assistants, through the support and mentorship of Operations Chef, Peter. Food and Fuel have an extremely loyal team of chefs, which has been achieved by hands-on training and support.

All candidates that receive external training are mentored within the business. This access to the senior leadership team is extremely powerful and helps to build relationships and raise the profile of candidates.

Both junior and senior members of staff were involved in the creation of the organisation's values five years ago, which means their vision, mission and objectives are universally accepted by employees at all levels.

Senior management facilitate Management Team Development workshops for some business areas/venues to support the teams to identify where they are performing well, where they could do better and to create an action plan for their team development.

Each area of the business uses a combination of 360-degree feedback, appraisals, performance reviews and objective setting to measure and review the performance of its managers and leaders.

Over 2017, the company rolled out training to everyone in the organisation on the importance of sharing feedback and creating a culture of healthy, honest, timely dialogue. The training provided staff with tools and techniques to deliver effective feedback.