Wellbeing Matters

All managers at MSC have the option to receive executive leadership coaching from an external development partner. There’s also a partnership with a Diversity and Inclusion organisation which sees all managers undergo an extensive training programme in this area. An internal intranet site houses extensive developmental reading material and tools to support managers.

MSC’s approach is about recognising team collaborative in an inclusive way. This means success is celebrated as a whole, with everyone’s contributions acknowledged. It regularly holds celebrations for a diverse range of events, including National Employee Appreciation Day, where all employees received a personalised chocolate gift to their home, thanking them for their contribution.

Initiatives such as the Cycle to Work scheme and a city-centre based office to support commuting by public transport are just two of the initiatives Simitive has in place to lessen its environmental impact. Combined with this, it runs a paperless office and employs fully cloud-based IT systems.

In order to keep a culture of collaboration and interest during the pandemic, the company held regular meetings on a company and team level, as well as coffee mornings and fun events such as Taskmaster. These were all held in addition to weekly 1-2-1s for all staff members, as well as six monthly development reviews.

Yobota's engagement survey picked up that new starters felt isolated because they couldn't see their new workmates in virtual meetings. Employees are now encouraged to switch on their cameras to create a sense of cohesion, boost social interaction and, of course, meet new joiners.

Junior members of the team will receive career development support and advice from senior management in a new mentoring programme. A virtual workshop provided each member of staff with a wellbeing plan for remote working tailored to their individual needs.

William Blair's Global Inclusion Council, created in 2017, is an advisory group of colleagues responsible for defining the firm's inclusion strategy and priorities to create a workplace where people are encouraged to bring their individual perspectives and experiences to work to drive greater creativity.

During the pandemic, it was important to keep employees up-to-date and to promote team bonding. William Blair launched a microsite dedicated to Covid-19 updates and a special edition of the firm's global electronic newsletter, Inside William Blair@Home.

A pot of money is given to the directors to award to employees they feel have gone above and over expectations. This could be because they have shown integrity, worked collaboratively, taken an innovative approach to their work or exhibited exceptional customer service

Career and apprenticeship journeys published on the intranet, website and LinkedIn highlight how Watford Community Housing attracts, retains and nurtures talent. The two-year-long business graduate scheme provides the chance to learn about different areas of the organisation, while gaining extensive work experience in the housing sector.

Training Tuesdays introduce new skills and competencies from effective pitching and storytelling to cybersecurity, improving presentation and how to focus in a world of distraction. In the past year, WAA Chosen has brought in an external coach to run a two-day workshop with the senior team to develop a new one-to-one process.

The team set a fundraising target of walking, running, cycling or rowing 2,000 miles – about 43 miles each – to raise £2,000 for laptops and digital equipment for children to use while homeschooling. The amount was match-funded by the company's charity foundation. Colleagues also donated unneeded devices to local schools.

Volume values the voice of its people. Regular polls are carried out to check what team members think of new developments and managers make sure they get back to people through team posts and group emails as well as individual communication.

Volume shared its expertise with its local authority, Wokingham Borough Council, to produce an augmented reality app which educates users about the history of the local area. The company has a strong commitment to the environment, recycling equipment and donating laptops to charities and families who needed them for homeschooling.

Employees are able to upskill on apprenticeship schemes at any grade, with professional memberships linked to internal development schemes and through the Duke of Edinburgh Business Gold Award programme. Individual development plans cover diversifications of career pathways within the company.

In April 2020, VINCI made £10m of funds available worldwide to fight Covid-19, of which £400,000 was allocated to the VINCI UK Foundation. Beneficiaries included a primary school; Awyr Las, the charitable arm for the Betsi Cadwaladr University Health Board; and the Co Durham & Darlington NHS Foundation Trust charity.

All apprentices are given support to carry out their duties while the office, as well as time to study. Two of the finance team are being supported through their Association of Accounting Technicians (AAT) and Association of Chartered Certified Accountants (ACCA) qualifications. A skills matrix identifies engineers' training needs

VCG has donated six new laptops to a BBC campaign to provide computer equipment for schoolchildren to learn on at home during lockdown. Staff wore yellow and took their teddy to work to raise money for Children in Need. They also joined in Save the Children's virtual ‘Christmas Jumper Day'

Senior leaders have held have held regular and ad hoc Teams calls to individuals, regardless of their line management – and live recorded sofa sessions with the CEO and team members have discussed current projects, plus veered into light-hearted chat like your favourite takeaway, film, and more.

The last engagement survey showed results consistent with previous years – at more than 90% positive sentiment. The feedback was shared with everyone during business update sessions. The group also shares results of the UMi Pulse survey and makes people aware of any relevant changes it may undertake in response to feedback.

To mark Ultima's 30th anniversary in business in 2020, the company hosted a virtual get-together and sent every employee a bottle of Champagne celebrate. At Christmas everyone received a hamper and got together for an escape room challenge.

When its charity partner, Alexander Devine Children's Hospice, had to close to visitors, Ultima donated 30 tablet devices for its care team to use during home visits. The company also supports its local food bank, ReadiFood, with monthly donations and employees raised funds with a sponsored 100km challenge and a 5km Santa Dash.

UKCloud is committed to supporting employees' development, ensuring that it is tailored towards each staff member's specific ambitions and career path. A buddy system for new recruits provides a career mentor for people as they embark on a five-week programme of on-the-job training.

Colleagues found new and interesting virtual ways to use their social budget – £75 per head every quarter – while operating remotely. UKCloud believes this initiative has been pivotal in helping to maintain strong team interaction during a challenging year.

UK Flooring incorporates its values – customer, family, professional and driven – into all stages of its recruitment and training process. The company values were reviewed and re-established in 2019 and staff members who best demonstrate the values are recognised with annual awards.

UK Flooring sponsors Burbage Rugby Club and Barwell FC, based nearby on the outskirts of Leicester. The company donated £6,000 to local food banks in the run-up to Christmas 2020 after hearing that more people were turning to them for help. Branches used the funds to give out festive hampers.

Employees at all levels are passionate about what they do. They are committed to helping people reach their goals and expanding career opportunities through learning, and nurture the company's ethos – achieving excellence, inspiring, developing talent and collaborating for success – through every project.

With access to The Skills Network's portfolio of more than 100 distance learning courses, employees have plenty of opportunities to learn and grow. All staff are encouraged to work towards a qualification relevant to their post and some take further courses for professional and personal development.

The Howard de Walden Estate promotes training and development within the wide-ranging roles in the property company, including tiers of management. Support is also available for further education where applicable to the role and the individual employee.

Daily and weekly meetings kept teams bonded in the past year using cloud technology that the company already had in place. Team members also got together online to boost morale with virtual cocktail evenings and a book club.

To encourage teamwork and create an understanding of what TDS does, new employees are introduced to the executives and key members of staff. Employees are trained to do other jobs in their department and encouraged to help out in other departments.

The TDS Charitable Foundation promotes education in the rights and responsibilities of tenants and landlords. It has awarded grants of £54,725 to five organisations since January 2020 and £808,1000 in total since 2014. The most recent round of funding took into account the effect of the pandemic on the sector.

Star performers are nominated by the partners for quarterly care packages. This could be a foodie treat, a trip to the theatre or a night in a hotel with their spouse and is always accompanied by a personalised thank you from the manager who put them forward for recognition.

Even before Covid, Berkeley promoted the use of video and tele-conferencing – reducing face-to-face meetings with clients and the subsequent carbon footprint. Other green credentials include a local suppliers first policy and the provision of ‘real' crockery and cutlery in the office, to discourage the use of plastic items.

A monthly recognition and reward scheme, Appreci8, allows employees to highlight good work by a team member, who is rewarded with a £25 gift voucher. During the pandemic, when morale was low, boxes of chocolates were delivered to hard-working employees.

Tai Calon's Green Earth team helped council staff and volunteers to create a butterfly garden at the Blaina Community hub, with native plants and shrubs to attract and sustain a wide array of pollinators.

During the pandemic, leaders have used constant communications with employees. They have contributed to morale through the company's increasing corporate and social responsibility initiatives. The company's leadership has led by example and remained accessible to employees throughout.

During lockdown, a pets' hour gave staff the chance to introduce their pets on video calls to your colleagues. A virtual MasterChef allowed people to share cooking skills and a social club formed at the digi pub.

Staff receive an appraisal twice a year, in spring and autumn, to monitor and identify areas of improvement. Managers are asked to appraise their colleagues based on the SMART objective, which requires constructive comments to be Specific, Measurable, Achievable, Realistic or Relevant and Timely.

Employees are rewarded for innovation and good citizenship. When Stewarts introduced mental health first-aiders, it invested part of its training budget and supported employees' time to allow them to attend training that gave them a recognised qualification. The group reported additional job satisfaction in being able to provide the service.

Square One offers a unique company car scheme; once employees have achieved certain criteria they are entitled to a company car or a cash alternative. At the top end of the scheme, they can drive a car worth up to £35,000.

Square One's charity initiatives remained as creative as ever despite the pandemic. Under the dress down code, employees donate £2 a month to be able to dress casually for work. One staff member raised £1,500 in 48 hours by having his head shaved live.

The company has introduced an official development scheme, called #TrainToGain, which is founded on a philosophy of self-development and empowers staff to take ownership of their progression. It will support employees working towards industry qualifications as well as continuous professional development activities.

At Christmas, the elves from the Source Community Team asked all staff what was top of their Christmas wish lists, then wrapped the presents – valued at up to £100 each – and delivered them by courier. Staff posted videos and photos of themselves opening and enjoying the gifts.

During the pandemic, the executive board supported staff working at home by backing three key initiatives: staying informed about the business, keeping in touch with each other and being recognised for personal achievements.

Silva Homes manages a six-acre community garden. It provides an environment to grow produce and engage in activities to support biodiversity and the natural environment. The garden features an orchard, vineyard, polytunnel and three acres of cultivated ground. There are plans for a sensory garden.

The mutual's employee rewards include performance-related bonuses and pay rises, extra holiday on birthdays and instant recognition awards. Sometimes staff do something that deserves an immediate response, so managers are able to offer on-the-spot rewards such as chocolates and gift vouchers.

Shepherds is working on making the business kinder to the environment. Initiatives include ordering fruit from a company that promises to plant a tree for every basket purchased. The number of letters sent out last year was 14,000 fewer than in 2019, thanks to digitised communications.

SafetyCulture gave staff two recharge days (paid days off) and introduced “Summer Fridays” where employees finished at 2pm. Staff were sent restaurant DIY kits for the virtual Christmas party and team leads have a quarterly budget to organise team birthday and anniversary gifts and drinks and dinners, currently virtually.

SafetyCulture usually holds an annual event called ShipIt, flying all employees off to an international location for a week of collaboration, innovation and learning. It was in New Zealand in 2018. Last year, the Manchester team created its own mini ShipIt hackathon with workshops, speakers, barbecues and activities.

Randstad offers attractive salaries and a competitive commission structure for recruitment consultants. For shared service/head office employees, it offers a bonus scheme ranging between 2.5% - 7.5% of total annual salary. Other perks include a medical cash plan, income protection, gym membership discounts, discounted cinema tickets and your birthday off.

Randstad has banned plastic cups at its head office and has provided all employees with a reusable travel cup to cut down waste. Its printing suppliers are committed to balancing out its environmental impact by planting trees and have planted 1,000 “Randstad” trees last year, reducing the firm's carbon footprint.

Pure Planet provided full IT kit for those who needed it during lockdown, and even paid for desks in some cases. Once the initial lockdown lifted 10% of employees could come into the office, under safe social distancing guidelines, if they wanted a change of scenery or peace away from flatmates or family. Everyone gets the same parental leave and pay – regardless of gender, identity or sexual orientation, or whichever way they become a parent.

Pure Planet pays to carbon offset the commute of all employees – a policy that has remained in spite of the transition to remote working since March 2020. Company benefits are environmentally friendly, such a cycle-to-work scheme that includes e-bikes, a green car leasing scheme that supplies only electric vehicles and hybrids and an ethical pension fund.

An instant values-led recognition scheme has been introduced to recognise staff going above and beyond. Nominations can be made by peers or line managers with the recipient receiving a personalised “thank you” card and shopping vouchers plus a shout out each quarter on the intranet.

In response to Covid-19 Porterbrook increased the limit on its Cycle to Work scheme from £1,000 to £5,000 to encourage staff to bike in. It also installed electric car charging points at its Derby office and is reviewing the company car fleet with a view to being carbon neutral.

A quarterly employee recognition scheme recognises those going the extra mile with online vouchers. Rewards for employees going above and beyond on projects or tasks include restaurant vouchers or bottles of spirits. There are also long service awards for those putting in five or 10 years' service.

Staff donated their time pro bono to help to client Devon County Council identify Covid cases in schools and care homes and helping it streamline practices to avoid duplication across the county. Staff also planted trees as part of an Annual Team Day event (pre pandemic).

The Employee of the Month, who is nominated by colleagues is awarded £500 and there is Dinner with Phil, the chief executive, for all winners at the end of each quarter. The top three prizes for Employee of the Year range from £500 to £2,000 for the winner.

A company-wide bingo night and virtual fundraising events including quiz nights, a charity auction and best and worst Christmas Jumper competitions raised £2,606 for Great Ormond Street Hospital and Alzheimer's Society. Two company-wide competitions - bike riding in June and running in July - brought in £577 for the NHS.

Orwell embraced technology in bringing together disparate colleagues during the pandemic. Facebook Workplace was a big hit, providing a hub for information, motivation, celebration and social activities, such as Christmas charades and a best onesie wearer competition. The association invested in 144 laptops to help staff stay in touch.

Alongside a generous suite of benefits, there are personalised rewards. To thank a colleague for solving an issue outside his normal hours, the CEO arranged a meal for him and his wife at their favourite restaurant. Wellbeing tokens, given to reward and thank colleagues, can be used at local businesses.

All salaries and benefits have been reviewed and a fair pay policy and job evaluation process introduced. This has resulted in most staff receiving a pay rise, benefits being streamlined and the gender pay gap being removed. A full-time learning and development specialist has been appointed.

Open Doors gives all staff the chance to go on a ministry trip to give them an insight into the experience of Christians oppressed for their faith. Trips are held in work time and are paid for by the charity, although fewer have gone ahead during Covid.

Induction Week for new recruits is now an entirely virtual experience. IT equipment is sent to their home and setup is assisted remotely. Microsoft Teams chats allow newcomers to ask questions and meet their colleagues, and there is time for an occasional Kahoot! session.

Furloughed staff were provided with industry-specific and regulatory training, with workshops on productivity, communication and wellbeing. Line managers and team leaders were offered training on managing remote teams and across the business there was a learning package that featured LinkedIn courses, TED Talks and documentaries.

The company's monthly staff award has been renamed the Lorraine Berry award, in memory of its Learning and Development Manager, a dear colleague who passed away last year. CEO Susanna sends gift tokens as a thank you to employees who have gone above and beyond during the pandemic.

OneFile provides career advice and work experience to BAME females, a group under-represented in the technology sector. Clothes are donated to a charity that helps people in poverty dress smartly for job interviews and extra tea and coffee is given to a homeless shelter.

Continuous learning and development are an integral part of the culture at OAG where managers act as mentors helping staff to gain professional skills or relevant experience and everyone is encouraged to dedicate one paid day per month for self-development.

Throughout the pandemic OAG has continued to support charities by taking part in virtual fundraising events including a week long Christmas Jumper Day for Save the Children where staff were encouraged to get creative and jazz up an old jumper to help the environment and children at the same time.

Managers had regular monthly reviews during the pandemic and continued with scheduled one-to-one sessions. The senior management team held meetings via Zoom and kept their colleagues informed about coronavirus-related developments. The charity operated its training and development, independent mentoring and coaching schemes.

Wellbeing Wednesday prompted discussions on the potential of using the communication tool Workplace. Employees engaged with this and the charity was able to share images of activities in the work setting, which could be accessed by those who were on furlough or working from home.

In the Know' sessions take place weekly with a different presenter, either internal or external, doing a 30-minute presentation on a specific area. This is used for knowledge transfer and product overviews, and allows employees to get some insight into areas of the business they may be less familiar with.

In line with the firm's environmental policy, staff are encouraged to keep printing to a minimum, turn off electrical items when not in use and use the air conditioning responsibly. Energy saving lightbulbs are fitted throughout the offices and waste is sorted for recycling.

After a long period of mergers and acquisitions, the company is revising its values, but sustainability and care of the planet remain at the forefront. Areas that have been focused on for improvement are consistent company communication, learning and development opportunities and providing fun activities.

The company works closely with and supports #2minutebeachclean, a campaign to clear rubbish from our beaches, which has been featured on BBC news. It also works with its partner Protect Our Winters UK, which aims to speed up the transition to being carbon neutral.

Throughout the pandemic the bank has continued to support its newest people managers with coaching and guidance, albeit virtually, to help them deal with the complexity caused by lockdown and remote-working. Ikano also arranged support webinars on a number of topics including resilience and leading in a crisis.

Traditionally Ikano Bank has rewarded staff with vouchers worth between £75 - £175 to share with their friends and family and has given digital gifts such as Echo Dots, Virgin Experience Days, additional holidays and even trips to Sweden to fully embrace the Ikano culture.

The annual appraisal process allows individuals to set objectives with their manager and these are reviewed throughout the year to ensure goals are reached. This provides the basis for two promotion waves within the year where individuals are put forward for progression.

For Christmas, instead of giving gifts to clients, IFF donated to two charities on their behalf. By supporting homeless charity Centrepoint and The Trussell Trust which support foodbanks, IFF was able to help others at need last Christmas. Staff also get two paid volunteering days a year.

HWCC has continued to support professional development including degree apprenticeships. Managers have access to the training courses and webinars the Chamber has organised for external businesses which range from building resilience to managing mental health during the Coronavirus crisis and leading through change and uncertainty.

During the pandemic, HWCC has provided a day's paid leave for employees to take part in charity work. Fundraising events included a virtual Macmillan Coffee Morning and a short comedy festive video it made for a virtual carol service to raise money for the local food bank.

Healios is launching its first management development programme. The People Manager learning pathway is based on an analysis of the day-to-day challenges and opportunities managers face. The scheme aims to enable managers to act as stewards for the company's culture and engender an atmosphere in which all employees thrive.

Last year, Healios launched the Healios Academy, a career-development initiative for experienced clinicians to develop autism assessment skills. The academy was set up to address Helios's need to expand its neurodevelopmental team, as a result of unprecedented demand for its assessment services.

Hallam has a social channel dedicated towards recognising achievements where employees can nominate one another for going the extra mile or being a great colleague. At the weekly get together the person with the most nominations receives a prize, usually a gift card or a day trip.

Hallam has three training tracks: leadership, specialist, and consultant. During the pandemic Hallam delivered comprehensive training including a reading programme and online courses in assertiveness, machine learning and design. It also launched a programme called Unity to promote integrated working and communication.

To thank its team members in the north east for their efforts, commitment and resilience during an unusual year Haines Watts stopped work on a Wednesday afternoon and encouraged everyone to do something they enjoyed and had afternoon tea delivered to their homes.

Haines Watts promotes employee development by showcasing stories of those who have completed its award-winning talent programmes which earned it Silver for Employee Training and Development at the UK Employee Experience Awards in 2020. The Leadership Development Programme has transformed learning and development at the firm.

In 2020, as part of its commitment to diversity and inclusion Goodstuff launched its D&I network: the Do the Right Thing Council. The Council is made up of eight working groups covering different areas of diversity each spearheaded by a Partner in a leadership role.

All training programmes have continued during the pandemic during which time 30% of Goodstuffers gained a qualification from the industry's governing body, the IPA. Development opportunities include Manager's Academy, a six-month programme for all managers and regular all-agency training talks which everyone is encouraged to attend.

The remuneration package includes 28 days annual leave in addition to bank holidays, company pension contribution and life assurance plus flexible benefits, including a health cash plan, the opportunity to buy additional holiday, a cycle to work scheme, an onsite gym, and retail discounts

In response to the pandemic Golding launched a hardship fund giving £100 to residents struggling financially for essentials such as food, gas, and electricity. It also donated to homelessness charity, Porchlight and Maidstone Winter Churches Shelter, providing 55 hot meals over Christmas and sent hampers to local charities.

GPS's Learning and Development Programme offers one to one coaching and mentorship for all managers. Breakfast Brainstorms and Lunch and Learns are available to all and bimonthly virtual presentations keep everyone in the loop. Through its emerging leaders programme participants receive the Star Manager level 4 certificate.

A signatory of the Women in Finance Charter, GPS is dedicated to promoting female talent in the sector. Men are also supported and last November staff raised money for mental health charities by taking part in Movember. Virtual breakfasts and blog posts also helped spread awareness of men's health issues.

It was paramount for the company to maintain a regular training rhythm during the pandemic and digital learning made sessions more flexible. The company ran an onboarding session with the education team to allow new starters to understand better the history, culture and products.

For 16 years ghd has supported Breast Cancer Charities globally and has helped raise $20 million through annual limited-edition collections and awareness campaigns. It no longer uses silica gel within its supply chain, replacing it with a non-toxic, chemical free and is fully biodegradable.

Development opportunities include the Leading the Way and Momentum management programmes and apprenticeships to develop new talent. Recent training has included how to effectively manage and support remote teams, a mental fitness training workshop, safety training and courses in competition law and anti-bribery.

During the pandemic Fulcrum prioritised and provided enhanced services to those helping combat Covid-19. This included speeding up utility connections for new homes for NHS workers, helping a hand sanitiser manufacturer scale up production quickly and helping a new NHS laundry open faster.

Chief executive, Rich Keith and chief operating officer, Catherine Cheetham, have weekly or bi-weekly 1-2-1s with all managers offering coaching and mentoring and making sure they are listened to and supported. They also operate an “open door” culture with no need for people to wait for meetings.

Last year Fourth Floor Creative conducted a pay review and gave a pay increase to employees who had been with the company for longer than a year and passed their probation and it is planning to hold a company summer party whenever it can get the whole team together.

Staff get three working days a year to spend on learning and development and last year this was expanded to include volunteering. Farewill also runs remote Friday 5s where people sign up to talk for five minutes about something they have learned that week.

Farewill has sent staff care packages with goodies including desk plants and exotic teas to make working from home a little more fun. A number of non-work social channels have also been introduced on topics from photography and video-games to food and meditation along with film and book clubs.

The organisation showed its work family it cared during the pandemic with paid days off to recognise the contribution they had made, thank you days focussed on fun and wellbeing plus treat bags accompanied by a note of appreciation from Chief Executive, Marcia Sinfield.

FHA has always invested significantly in training and development even in challenging periods and last year it introduced a Leading Change Programme, open to all while 30 staff took up the opportunity to increase their skills and qualifications through apprenticeship programmes.

After carrying out a project on collaboration within the business, in which every employee had their say, it launched multiple communication channels. It found some people preferred to listen at work and others to discuss, some to read and others to watch, and adapted its approach accordingly.

The company calculates that by being exclusively paperless, it avoids using 2 million pieces of paper a year on traditional billing and envelopes. It also helps the environment by providing smart meters and giving advice to customers on saving water and preventing blockages.

The Women at EngageTech group was launched to reflect the growing number of females in the business. As well as a chat channel for regular socials and catch-up calls the group meets once a month to discuss relevant issues and more women are consequently now involved in late stage interviews.

During the pandemic EngageTech staff were given time off to support the NHS volunteer scheme, delivering medicines and acting as a social point of contact for people shielding. For Mental Health Month employees picked a daily fitness challenge and secured sponsorship, raising more than £5,000 for various mental health charities.

Training has been ongoing throughout the pandemic and has included virtual continuing professional development sessions, seminars, Lessons Learnt and best practice workshops. EDGE has focussed on sharing short lessons delivered by different disciplines, sectors and individual team members and all employees have been actively encouraged to identify topics for training.

In addition to fundraising, staff are involved in a range of community and volunteering activities. During the pandemic, one member of staff volunteered for night shifts as part of the team constructing The NHS Nightingale Hospital in Birmingham and another served as a sergeant in The Special Constabulary.

The Society held its annual awards night in May via Zoom and sent everyone a box of treats to enjoy during the evening and even roped in the partners of Employee of the Year and Manager of the Year to surprise them with champagne and flowers.

Employees responded to the local NHS Heroes campaign by putting together care packages for their local hospital and each branch supported one care home locally sending a box of goodies to entertain and treat the residents. Employees have also been supporting the vulnerable in the community.

Staff can nominate colleagues who have been particularly helpful with a project or gone out of their way to provide a service for a Thank you Award with the recipient receiving a £25 voucher that can be redeemed against a wide range of retailers and leisure activities.

The Knowing Diabetes programme ensures staff continue to learn more about diabetes with a range of external speakers giving a talk every two months. New learning opportunities have included half-hour Five Things I Learnt About sessions and staff-led French and German speaking circles which ran over the summer.

Curtins promotes collaboration, encouraging virtual teams and engagement in central initiatives driven by staff working groups or forums, using social and digital platforms to create dynamic learning practices and knowledge transfer. Reverse mentoring is a pioneering initiative where junior staff partner with senior management.

The Strive Towards Excellence Programme (STEP Ahead) provides personal and behavioural development opportunities through collaborative learning in line with evolving managerial pathways. The programme is founded on the values, stories and people-focused culture of Curtins and how this is demonstrated through leadership.

Managers have been supported throughout the pandemic with weekly teams meetings and by pairing up with colleagues for peer mentoring and support. In offices where support bubbles have been set up managers know they have colleagues to work alongside and to call upon for help and advice.

Monthly “Outstanding Awards” recognise staff going above and beyond. Employees can be nominated by their peers or by managers for demonstrating outstanding work in line with the charity's values. The winner receives a gift voucher and are celebrated in the staff monthly newsletter along with all nominees.

The company encourages employees to gain chartership or industry-recognised qualifications. Staff are offered support and 1:1 sessions, with defined goals and objectives set. Those who wish to develop to leadership level can apply for bespoke training to achieve this. Formal appraisals include cloudThing's own CRM performance metrics evaluation.

All the in-date food, coffee and tea that was left behind when people started home-working was donated to a Black Country foodbank. cloudThing aims to achieve ISO:14001 certification by the end of 2022 and to be carbon neutral, both in itself and in the services it supplies, in five year's time.

Senior leaders communicate with all staff on a weekly and monthly basis to share business and market updates in person, if virtually. This includes open and live Q&A and feedback sessions, with full employee participation. An open-door policy has been extended to virtually directly access MD James Hardy and his team.

Prior to the pandemic, CCS Media had already implemented virtual employee group “huddles” every morning that took in direct team members – and with senior leaders periodically joining the calls on a rolling basis. This is replicated throughout the business for management.

Managers are all offered coaching and mentoring from an external HR professional, as well as regular one-to-ones, group meetings and support – all of which continued throughout the pandemic. Each is offered a tailored qualification pathway unique to their development, which can extend to CIPD or MBA qualifications.

CEO, Paul, leads from the front and treats his colleagues like family. During the pandemic, he initially responded by increasing the frequency and level of communication to all staff, including guidance on how to work safely during such difficult circumstances.

The CEO has led a development group to review Diversity, Inclusion and Equality policies, which is open to all within the organisation and an example of how the senior management team (SMT) promotes core values. The SMT holds weekly one-to-ones with Sabbatical Officers to help tackle any challenges.

With student support a career choice, managers attend compulsory training courses such as IOSH Managing Safely and First Aid at Work. They are also encouraged to attend courses that would be beneficial to their role and support their professional and personal development.

All managers had mental health training and regular morning catch-ups with their teams to ensure they could spot early signs of stress and help those that needed it.

Capital on Tap's values-based anniversary rewards ranges from £250 to try something new in their personal life after one year in the job to £500 to treat a loved one after two, £1,000 to spend on a holiday after three years' service and a four week paid sabbatical after four.

December survey results showed that 92% of Camelot employees believe the business operates with integrity and 96% of them feel well led. The executive team sent out care packages to everyone to thank them during this uncertain year, and the chairman personally called anyone who tested positive for Covid-19 to offer support.

Last Christmas, Watford Borough Council and local cycle-hire scheme Beryl Bikes encouraged residents to take part in a Laps To Lapland initiative to fundraise for the Watford Helps Covid-19 charities appeal. The aim was to collectively cycle the 6,307km distance from Watford to Lapland and back, and Camelot donated over £6,000 to the cause.

Departments arrange virtual team meetings on a regular basis and staff have taken part in a range of online social activities. These included coffee mornings, photo competitions and the annual Christmas party which featured various breakout rooms including a quiz, craft workshops, a film and a virtual escape room.

The organisation has used thermal imaging equipment on its buildings to pinpoint areas of heat lost to maximise the efficiency of any improvement works. Eco-friendly initiatives range from a beehives project to using only fair-trade or rainforest alliance certified coffee and it has switched to reusable glass milk bottles.

Managing director Helen Jackson, who took over in 2016, has expanded Bush & Co's services to meet clients' needs.  In a weekly vlog, she joins colleagues listing what they are grateful for, and explains the thinking behind business decisions in a monthly Biscuit Briefing to all staff.

Under a joint venture on case management services, in partnership with organisations such as the Child Brain Injury Trust and the Spinal Injuries Association, Bush & Co donates support funds for life to people who are referred as part of the litigation process, no matter how their injury was caused.

At the end of 2020, each member of the team received a personal letter, a bag of goodies and an award from the chief executive, Antony Mayfield, to recognise their hard work and say thank you for getting through a hard year.

Brilliant Noise participated in a local scheme called Tech-Takeback, donating all its unused or old laptops, printers and hardware to be distributed to families who needed them for homeschooling. Staff have taken part in clean-ups on the nearby beach.

The in-house development programme, MINDS, gives employees from all pay grades the opportunity to progress through the business into senior roles. There is no recognised qualification but two previous candidates have gone on to become general managers within the company.

There is a 25% discount on holidays at any of the company's parks for staff, family and friends. Employees also get 25% off food and 15% off drinks in park venues which can be used in and out of working hours.

BCHG launched its Learning Academy in 2020 and despite the pandemic has managed to deliver its training programmes albeit mostly virtually. The organisation has also continued to support staff who are undertaking profession qualifications and apprenticeship programmes, and to enrol employees on courses relevant to their role.

In 2019 BCHG launched its agile working policy, and encouraged colleagues to work more flexibly investing heavily in IT and equipment and in doing has reduced its carbon footprint by reducing travel and office overheads such as heat, light and printing, saving money too.

The joint managing partners held regular webinars during the pandemic to keep all members of the team updated on the business and other topics, such as Covid safety. Staff were able to raise questions, anonymously if they preferred, and the managing partners made sure every question was answered.

Communication pods were set up after the pandemic started to ensure staff kept in contact with their teams and allow managers to check, informally, how everyone was doing. This helped managers to identify people who were struggling to work from home and put in place measures to support them.

Baringa's female development programme supports women as they climb the career ladder – and helps male leaders understand how to be supportive. All senior managers, directors and partners have Baringa Adviser Training every two months so everyone knows what great looks like and all are committed to doing what it takes.

Everyone has one volunteering day a year to support the community. Staff helped to research the impact of Covid-19 on youth employment prospects under the Drive Forward programme for young people leaving the care system. They produced a youth opportunity index, identifying sectors with the greatest number of jobs.

Every year we take on young people from local schools and colleges and either fund their qualifications directly or place them on an apprenticeship levy-funded scheme. At any time, approximately 10% of the workforce is being assisted through a qualification by Baily Garner.

Everyone is allocated two paid days a year to volunteer or get involved in a community project and staff have been encouraged use these days for remote activities where possible during lockdown. The firm also donated the £15,000 it would have spent on the annual client Christmas party to charity.

The Leadership Team has been producing weekly vlogs to keep staff updated and maintain visibility. A number of executive team Q+A sessions have been held and all leaders have regularly attended virtual team meetings, not only in their own teams but with others too.

The group's charity, Realise, has a programme of support for a wide range of projects worth approximately £300,000 a year and the Homeworks team has provided services throughout the pandemic to ensure neighbourhoods remained safe, clean and tidy, including removing several tonnes of fly-tipping.

The UK leadership team lead programmes covering age, gender, LGBT+, disability and faith to provide role models for behaviour both internally and externally. They share best practice with peer organisations through media engagement and conferences to encourage others to follow suit.

Internally-designed management and leadership courses are offered at all levels. Arcadis is an approved centre for the Chartered Management Institute and supports staff through MBA programmes. All staff have access to online training and managers are invited to one-to-one training sessions.

All employees have access to the Learning Hive, adm's online learning portal, which offers a variety of development resources including LinkedIn Learning. Academy sessions are workshops run by subject-matter experts within the business. Financial support is available for professional exams, such as accounting and HR.

The agency's Americas office asked colleagues to nominate local charities that were in need of PPE. A range of deserving charities was put forward, making it hard to choose just one, so adm decided to divide 2 million PPE masks between all seven nominations.

All staff are granted shares in ARC through a tax-efficient scheme, which offers a company loan so they can buy into the scheme without using their own funds upfront. Every employee receives 1,500 shares, with significantly more available to those who win work for themselves or others.

Under a new initiative, every staff member is entitled to an additional day off to give practical support to their favourite environmental cause. Covid-19 limited the options in the scheme's first year, but some staff joined local litter-picking activities. There are plans for beach clean-ups or tree planting initiatives.

The chief executive holds virtual All Company Update meetings twice a month to stay in touch with team members across 1E's locations around the world. All managers have been encouraged to increase their interactions with colleagues and hold more frequent team meetings using video.

A new company event called Lightning Speed was accompanied by a gift box for each employee, including a 1E hoodie and socks and a chilli plant kit. The event included a motivational speaker, employee awards and presentations on company strategy. It was so successful it will now be held annually.

Utilita's My Dev scheme gives people control of their own personal development. Staff members who identify an opportunity to learn and develop can complete an online card which they talk through with their manager, who puts the development plan into action.

The company has donated £50,000 from its levy to support good causes. Utilita has signed up to The Prinice's Trust Million Makers fundraising competition with an online auction and sponsored TikTok dance challenge called Pay as You Go –Gos. Utilita recycles its IT equipment where possible and sends no waste to landfill.

Ahead of a gradual return to the office, Olive has sent out survival packs containing a branded drinks bottle, face mask, branded hand sanitiser, Vitamin C and Zinc tablets and two packs of jellybeans – inside an Olive-branded canvas bag saying “Thanks for being awesome”.

Furloughed workers have been encouraged to complete product and technical training to enhance their skills and a number of people have achieved qualifications in the past year. Talent mapping across the business helps all employees to see where their role fits in and work towards new goals.

Vision Critical encourage their employees to be active by providing bike racks, a free gym onsite and subsidised yoga sessions and massage - along with shower facilities. The company have changed to a Medical insurance plan that provides rewards and discounts for living a healthy and active lifestyle and actively encourages staff to take time out to rest and relax.

Vision Critical encourage their employees to be active by providing bike racks, a free gym onsite and subsidised yoga sessions and massage - along with shower facilities. The company have changed to a Medical insurance plan that provides rewards and discounts for living a healthy and active lifestyle and actively encourages staff to take time out to rest and relax.

The recent sales conference, involved almost all staff from ShP. A BBQ was backed up by a range of wine, PIMMS and beers and all enjoyed the evening to the early hours. Staff based at home, office based and warehouse all had a great time together and many chatted and conversed with people that they do not on a daily basis due to work requirements. All agreed it was great to find out things about people that you would not know outside of these events. This culminated in the presentation of iPads to staff for that sales period.

Staff within the sales room spend alot of their day on the telephone making and receiving calls. It was decided that as they have headsets it was encouraged for them to leave their desks and walk round the building. They were provided with pedometers to show just how far they had walked. Rewards were given for distance as the longer you walked should equate to time on the phone. This was received well by all.

At ACPO Criminal Records Office, when staff return after a long period of sickness, they refer them to Occupational Health. For any staff who disclose they have problems at home that may impact their work, the organisation offers them the assistance of the Employee Support Line. Where necessary, they also make reasonable adjustments to enable them to work effectively.

At ACPO Criminal Records Office, when staff return after a long period of sickness, they refer them to Occupational Health. For any staff who disclose they have problems at home that may impact their work, the organisation offers them the assistance of the Employee Support Line. Where necessary, they also make reasonable adjustments to enable them to work effectively.

The Book People award those who are nominated by any colleague for having made a difference or going above and beyond. The organisation give £50 in vouchers; this is usually presented to the individual at one of the company's events. The Book People have also introduced a certificate of achievement to support this award.

The Book People's HR Department facilitate a Wellbeing Week' where the company encourages people to get involved in site activities to raise awareness of wellbeing matters. Past events have included dancing, yoga, healthy food options, massage and facials, a 'walks and talks' challenge with pedometers to measure the walkers who achieved the most miles throughout the week. The company have also funded Weight Watchers type programmes in-house to encourage healthy eating.

Managers at Retirement Villages use action plans and discuss targets with their staff teams and feedback information to senior managers. Managers also recognise individuals at local level - this may be as simple as at the end of a shift just saying thank you. Regional Managers check to ensure that managers are completing appraisals and supervisions on a regular basis.

Managers at Retirement Villages use action plans and discuss targets with their staff teams and feedback information to senior managers. Managers also recognise individuals at local level - this may be as simple as at the end of a shift just saying thank you. Regional Managers check to ensure that managers are completing appraisals and supervisions on a regular basis.

An open and caring attitude of the company to staff health, welfare, safety and care. Avidity IP do the basic things very well (as an office based business), such as the office environment, facilities and ergonomics (seating, IT equipment, ergonomics). Also their policy of keeping capacity always reduces stress on employees. Some of the smaller things which are done every day include: Methodical office and kitchen cleaning, decontamination of door handles and work surfaces, thorough kitchen cleaning. Additionally the company provide annual Eye checks and care, and Flu Jabs.

Bonus based on profit performance of the firm.

Funds are matched up to £100 per employee per year and Nippon Gohsei attend Community liaison meetings.

Summary of employees benefits and salary info issued on an annual basis plus recognition bonus or gift, thank you letters, etc.

Once a month, they host a Friday get together, which is organised by a trainee or newly qualified solicitor which the firm pays for. In addition, they also hold a summer party. All employees along with their partners/spouses are invited and all food and drink is free. Each year the firm also organises a pantomime, where a venue and performing theatre company are hired to present a pantomime. Clients, employees and their families are all invited. Specific teams or departments frequently go out together to celebrate a specific event whether of a personal or professional nature.

Once a month, they host a Friday get together, which is organised by a trainee or newly qualified solicitor which the firm pays for. In addition, they also hold a summer party. All employees along with their partners/spouses are invited and all food and drink is free. Each year the firm also organises a pantomime, where a venue and performing theatre company are hired to present a pantomime. Clients, employees and their families are all invited. Specific teams or departments frequently go out together to celebrate a specific event whether of a personal or professional nature.

Assistance is offered via North Staffs Quit Smoking service to those who wish to stop. There are training courses for managers, self help CD available for employees to help manage stress and Cholesterol/glucose screening sessions organised for those staff who wish to have them. Additionally health information is available on the staff intranet, evoice. Health screening days are provided for osteoporosis, arterial stiffness assessment and healthy prostate is available. Lunchtime yoga classes are also offered to staff.

Progression through salary grades and additional leave linked to five years service are provided to reward staff for their efforts. In addition to this the Council also have the employee recognition scheme.

GAD do a number of things to ensure employees feel appreciated and that they are rewarded for their continued or outstanding efforts. For this reason the company offer employees performance related pay, a thank you from the Leader during the monthly update, an acknowledgement and thank you in team meetings, success stories are also published in the e-GAD news.

GAD offers all staff the opportunity to undergo a comprehensive medical health check which is operated by BUPA; the health check covers many things including losing weight, eating healthy and cholesterol. The company allow paid time off as part of their flexi time system to attend the appointment and repeat/follow up health checks are then offered on a regular basis dependant on the individual employee's age. GAD also operate a flexi time working policy, if an employee works more than their weekly contracted hours, this is a flexi time credit. The flexi time scheme provides for authorised time worked beyond the weekly contracted hours to be 'banked' as 'credit' and taken as time off at a later date, to suit both the employee and GAD.

They offer an employee health benefits package to the value of £300 which is available to all staff regardless of position in the organisation or the amount of hours they work. Employees can choose a health benefit that is suited to their needs such as smoking cessation, dental insurance and optical insurance. These benefits are reviewed annually and employee suggestions for future benefits are taken on board. To promote a healthier lifestyle employees have access to subsidised sports facilities / memberships. Servite Housing try to accommodate employee's needs and offer a wide range of flexible working conditions. Subject to service demands they offer flexi-time, staggered hours, shift swaps job shares and many more.

All of the senior management team embark upon an internal management development programme over an 18 month period. The programme covers performance management, managers role in context, one to one coaching and creativity and innovation. It is designed to build a cohesive management team and enhance the skills of their senior managers. The programme links into both the officers and assistants development programme to show the relationship between the different sets of employees and enhance day to day interaction between managers, officers and assistants. As a result of the programme all employees have the same expectations. A staff counselling scheme is available internally and externally to assist managers with their development.

Employees well being is approached in a variety of ways. They understand that the work/life balance is important and have a Family Friendly Policy and Procedure in place which sets out provisions for various types of leave. This includes enhanced maternity, paternity and adoption allowances and the statutory right to request flexible working. They also offer childcare vouchers to assist with the cost. Managers have guidelines as to responsibilities in managing the working hours of their employees and the decision regarding payment versus time off in lieu takes place between employee and line manager. They also have guidelines on giving time back to employees and recognising when individuals work additional hours or have to spend time away from home.

Molnycke have an International Environment, Health and Safety Manager who reports to a member of the board of directors. At each manufacturing location there is also a nominated ‘green' person with responsibility for environment. They have an Environmental Policy and Action plan in place and targets are established, continuously monitored and the results disseminated both internally and externally. They are committed to good recycling practice, both in their own production and in their recommendations to customers when disposing of used products for example, if not contaminated, packaging materials such as cardboard and corrugated board can and should be recycled. At a UK level charitable initiatives include Giving Something Back which enables employees at their office location to nominate local charities or good causes for a charitable donation from the Company. Sponsorship and involvement in Pride in Oldham is how the manufacturing site supports the local community.

The Leader and senior management team interact regularly with employees. All managers and directors regularly attend social events with staff by organising and attending social evenings, which involve quiz nights or bowling. All JoJo main offices are open plan and all sites are designed so that break facilities are integrated where all members of staff at different levels can interact during breaks and lunch. This encourages staff to socialise and discuss local or social events and further encourages the open door policy. The company Intranet has a section called 'Ask a director or manager a question'. This encourages employees to ask questions and make comments directly to the relevant head of department.

They take a very informal approach to looking after employee wellbeing. Although they have policies and procedures, they regularly work outside of these to ensure the wellbeing of the employees comes first. For example, they offer enhanced sickness pay, very flexible working hours and home visits as often as the employee would like. Some members of staff contact senior managers and directors outside of the normal working hours for chats of support or encouragement, a practice that is very unique to JoJo and encouraged at all times. They conduct annual audits across the company to measure any stress levels and ensure all employees are achieving a good work/life balance. Many employees have the ability to log in to their desks from home which permits them to be more flexible. Employees are encouraged to leave work on time and all holiday must be taken each year. In special circumstances employees are given additional time off for special occasions or sabbaticals. Parents are encouraged to return to work and take up part time roles and JoJo has a large proportion of part time roles which works well for parents. There are events organised throughout the year which always involve family members.

A Health Improvement Officer is on hand to help employees improve their wellbeing in numerous areas. The Officer occasionally arranges dedicated health weeks and is able to advise on how to stop smoking, eat healthily and lose weight. They recently had a 10% weight loss programme where members of staff attend a weekly weigh in and receive dietary advice to support them and help them achieve their goal.

A Health Improvement Officer is on hand to help employees improve their wellbeing in numerous areas. The Officer occasionally arranges dedicated health weeks and is able to advise on how to stop smoking, eat healthily and lose weight. They recently had a 10% weight loss programme where members of staff attend a weekly weigh in and receive dietary advice to support them and help them achieve their goal.

Controlled Therapeutics support their employees by providing an occupational health advisor who visits the site once a month. As an organisation, they understand that the work life balance is important so also offer flexible working where possible and employees can receive time off in for any extra hours worked.

Controlled Therapeutics support their employees by providing an occupational health advisor who visits the site once a month. As an organisation, they understand that the work life balance is important so also offer flexible working where possible and employees can receive time off in for any extra hours worked.

Coinadrink is a family business and wellbeing is very important. They provide a flexible working environment which helps employees balance home and work life and they accommodate changing hours and time off where possible. Families are also always welcome and invited to events and special occasions.

Coinadrink is a family business and wellbeing is very important. They provide a flexible working environment which helps employees balance home and work life and they accommodate changing hours and time off where possible. Families are also always welcome and invited to events and special occasions.