What are companies doing with regards to 'My Company'

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Financial Services

SAUL Trustee Company

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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.
SAUL Trustee Company prioritises employee wellbeing with mental health first aiders, an Employee Assistance Programme (EAP) helpline, flexible working arrangements, and lunchtime workouts. This approach helps balance work and personal life, reducing stress and enhancing performance.
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Housing Associations

Thakeham

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Thakeham funds and encourages all employees to attend a regular health screening through Nuffield health. The organisation has trained Mental Health First Aiders and champions and also provides access to an in house counsellor at no cost for employees. They can see the counsellor in the office, via teams/zoom or at her practice off site.

The leadership team uses a range of channels and digital to share information and encourage feedback from employees. The CEO and CSO shares regular video messages. The videos are unscripted to maintain authenticity. The videos are easily accessible on smart devices and all comms activity then comes together in its weekly newsletter to all staff.

The organisation has implemented technology so that people can join team and board meetings remotely and in person at the same time. Thakeham also has a working group covering all departments who meet every 2-3 months to discuss ideas, thoughts and suggestions that are fed back to senior leadership so that actions can be implemented.

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Leisure & Hospitality

Wyboston Lakes Resort

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The resort prides itself on fostering a strong sense of belonging within its teams. This is echoed in its motto 'You Belong at Wyboston', and is reinforced through daily meetings and events that celebrate team success and embed company values.
At Wyboston Lakes Resort, trust and openness are encouraged. The company promotes 'vulnerability-based trust', enabling employees to voice their thoughts and ideas without fear of negative repercussions. This supportive culture is further reinforced by the CEO, who personally highlights instances of open communication.
The leadership team at Wyboston Lakes Resort maintains strong lines of communication with all team members. They host bi-annual All Team Meetings to keep everyone updated on the long-term business plan, current trading, and future projects, demonstrating their commitment to transparency and engagement.
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Education & Training

The Chelmsford Learning Partnership

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CLP encourages a sense of pride in their organisation through maintaining the unique identity and ethos of each school. The shared ethos amongst the schools fosters a sense of belonging, enabling individuals to make a difference.
CLP promotes personal growth through inspiring curiosity and a lifelong love for learning. The School Development Plan, drawn up each year, ensures that everyone's skills are utilised to their full potential.
CLP's commitment to providing an outstanding education for every child demonstrates their commitment to giving back to society. CLP believe in the power of collective growth and shared learning.
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Housing Associations

First Choice Homes Oldham

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The organisation maintains its culture in a number of ways including sustaining a strong that unifies its teams; following its corporate plan, its ‘Big Plan’, to provide day-to-day strategic direction for all operations; and embedding its established ‘We Are FCHO’ values and behaviours into everything that we do.
Managers send handwritten cards to colleagues' homes to recognise when they have performed well. They can also reward colleagues with gift vouchers up to a value of £25 where they have gone above and beyond what is expected.
The organisation introduced Manager Tool Kit sessions covering a range of people management topics. The Thrive Leadership Development Programme was rolled out to all managers with an ongoing programme developed to provide the core principles to any new managers that join the organisation to ensure consistency of approach in the future.
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Leisure & Hospitality

Hollywood Bowl Group

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CEO, Stephen Burns, holds regular listening groups and is dedicated to acting on the feedback and makes sure he communicates actions taken through ‘You Said, We Did’ updates. He visits sites on a regular basis, celebrates success, interacts with teams through the organisation’s internal communication platform, and operates with an open door policy.
The organisation’s Cultural Induction and our Behavioural Wheel Roadshow is delivered to all new starters. Its Culture and Development team are dedicated to shaping the training and development required for its teams. Last year the organisation ran a number of workshops and bespoke training for anyone across the business that had a specific training need.

Exciting opportunities are provided for management secondments. They allow those who aspire to be a manager to take on the role in a safe environment, where they have the autonomy to make their own decisions while being supported by a mentor. They also share in the company's success through its performance bonus scheme.

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Not For Profit Body's

London & Partners

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London and Partners holds quarterly Senior Leadership away days in order to review, evaluate, and map organisational priorities through the year. The individual SLT members are then equipped to communicate key messages to their teams. The organisation also holds monthly All Staff meetings as another channel to communicate with employees directly.

The organisations Living Well, Working Well ethos actively promotes home and remote working. Communicating well with colleagues is key to its success. There are 13 different channels of communication, from face to face through Yammer as well as traditional phone/e-mail channels.

London & Partners state their vision, mission and strategy in all of their core documents and reinforce them regularly.

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Construction & Engineering

Mears Group

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The organisation continues to enhance its communications, ensuring the whole business receives a briefing on the state of the company on a bi-monthly basis, along with a cascade from the Workforce Group. These briefings are also recorded and can be shared directly with teams or individuals where managers are unable to cascade the presentations themselves.
The Group’s culture is derived from Mears’ values, and reinforced through the Red Thread Behaviours (Be Customer Focused, Be Empowering, Be Motivating, Be a Role Model, Achieve High Standards) which are referenced in all policies, initiatives and decisions. They form part of the induction, probation and annual appraisal processes, including 121 discussions.
Managers at Mears Group can undertake a range of professional qualifications, including Team leader Level 3 apprenticeships and Operational/Departmental apprenticeships Level 5. It also runs CIPD programmes and its internal management development programmes (Embed and Emerge) are accredited by ILM.
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Housing Associations

Ongo

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Quarterly "Ask the Executive Leadership Team" sessions take place online so that staff can take part where ever they work — including sitting in a van between jobs. They give employees the chance to ask questions, share ideas or raise concerns. Pulse surveys via text and email ask staff how the organisation might improve.

Ongo have environmental practices in place such as a cycle to work scheme, encouraging the use of public transport, encouraging working from home, energy efficient IT and also making employees aware of the organisations energy consumption.

Supporting local communities is a key part of what the organisation is about. It is a regular aspect of Ongo's work, from "we care" days, when colleagues get out into the community, cleaning, painting or tidying an area, to the £1million invested in projects to improve communities in the past 12 months.
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Automotive

Carparison

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With a focus on ensuring all teams know how each department works, when a new starter joins, the last department they spend any time with is their own. They spend a whole day with each of other departments, learning how they function together and feed the department the new starter is going to work in.
The organisation has recently implemented a pay award scheme. This scheme was the direct result of the current cost of living crisis and has a focus on applying a higher percentage financial award to those employees who are the lower earners within the organisation.
As well as supporting managers through internal coaching and mentoring, the organisation has recently engaged with an external training provider to provide management training to its middle managers. Furthermore, the organisation has ensured that employees have access to Mental Health First Aid training.
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