What are companies doing with regards to 'Wellbeing'

The organisation’s Gr8 days provides the perfect environment for team building. Employees have the opportunity to relax and meet colleagues within their teams and across the Group. Over 200 staff attended the last Gr8 day, with a business update in the morning followed by a BBQ, garden lawn games, face painting and a live band.

The CEO and leadership team communicate objectives on a regular basis through a business plan that outlines the goals for the company located on a central system for all to access. All new employees are invited to enjoy coffee and croissants with the Directors, where they discuss the Culture, Values and ‘open door’ approach.

While many within the homelessness sector have left the National Joint Council pay scheme because of its comparatively higher pay rates for front-line staff, Thames Reach remains on the scheme. It conducted a pay review to make sure its rates were competitive, leading to some staff being given a pay rise.

The charity has an equality, diversity and inclusion group, which has representatives from every project. The group reviews incidents and reports about staff and clients. it has an open and informal feel that engenders discussions about issues affecting staff on the front line, such as racist and homophobic abuse from clients.

Transport for Greater Manchester offers continuous learning opportunities, such as eLearning modules and cross-team mentoring, ensuring employees feel challenged and their skills are utilised. The behavioural framework also supports career development.

Through the 'My Impact' performance review process, Transport for Greater Manchester ensures that managers support, trust, and care for their team members. This process fosters a shared understanding of expectations and development needs.

SAUL Trustee Company fosters a deep sense of pride in its team, with a strategic goal centred around employee engagement. Its efforts to create a family-like atmosphere where everyone is valued, contributes to a sense of belonging and the feeling of making a difference.

Managers at SAUL Trustee Company play an integral role in supporting employees. They actively participate in social initiatives, hold regular coaching conversations, and check-in with their teams regularly. This approach fosters a feeling of being cared for and trusted within the company.

Ogilvie Fleet is deeply invested in its communities, raising thousands of pounds for various charities each year. Employees appreciate the company's commitment to giving back, recognising it as more than just a profit-driven initiative.

The leadership team at Ogilvie Fleet leads by example, treating every team member as an equal. A genuine open-door policy and efforts to be approachable make them highly regarded among employees.

OFR Consultants has always been an agile team and flexible in delivery. The team all got together for a few days at Rookery Hall for an away day. The organisation believes that while it is a team that can deliver remotely, the bonds formed when everyone meets together, are what make that possible.

OFR Consultant have further developed its Better Days programme, encouraging colleagues to volunteer their skills for charitable causes and give back to their communities. By providing each staff member with two days paid leave, this initiative promotes involvement and engages the team to undertake pro-bono work on a project close to their heart.

Loop Customer Management offers a fair and competitive remuneration package, including a bonus scheme and annual pay deals. The company's clear Development Framework and levelling sessions between departments ensure transparency and fairness in progression and rewards.

Loop Customer Management encourages its employees to give back to society. Through charity fundraisers led by the Heart of Loop committee, the company raised over £14,000 for various charities in 2023-24, reflecting its commitment to social responsibility.

High Speed Training champions team spirit and a sense of belonging, showcased through the creation of the #fourwalls internal communication channel, bridging connections within the remote-working team.

The company nurtures personal growth, challenging its employees to utilise their skills and presenting opportunities for advancement, evident in their continuous recruitment drive for innovative talent.

Hawksmoor’s commitment to sustainability and environmental initiatives showcases their dedication to giving back to society. Their efforts, such as becoming a carbon-neutral restaurant group and reducing waste, demonstrate that their motives extend beyond profit.

At Hawksmoor, managers play a crucial role in maintaining a positive work culture. Through specific training programmes, managers learn how to effectively communicate, offer support and care for their team members, ensuring each member feels valued and trusted.

The organisation supports colleagues personal growth whether their choice is to develop in role, progress into other roles in the team, or change ‘career’ within Hastings. It does this by offering employees the opportunity to enrol in professional programmes, apprenticeships, graduate schemes, and internal and external mentoring to on-the-job?training

Hastings Direct has different levels of leadership development, including Operational Leadership Excellence (OLE) – a 12–18-month leadership programme that is focused on building skills, knowledge and confidence to better coach customer facing teams. It also offers Leading 4 Growth – a module-based programme aimed at senior leaders and keeping the group aligned to company strategy.