What are companies doing with regards to 'Wellbeing'

The company launched its first Torchbox academy for entry-level roles. It aims to appeal to candidates from diverse backgrounds and encourage people to apply regardless of their backgrounds by using a CV-less approach. Information about this approach was posted in a wide variety of places to target a larger pool of candidates.

Lattice, a performance-management system, provides a framework and the tools to guide managers in how to work in a positive and consistent way with their teams. A learning library comes with each tool, providing tips and resources. The new head of human resources is tasked with reviewing the management structure and ensuring clarity within roles.

At Director’s Question Time, employees can submit questions anonymously, via an online platform about the present and future plans for the business, on topics such as growth, development, career paths, and benefits.

Understanding Recruitment has been trying to attract more women, particularly more experienced female employees by looking at benefits offered, such as maternity — and paternity — pay, flexible working, and part-time positions. It has also joined Women in Recruitment, an initiative that helps with attracting, developing and retaining female talent.

Senior management have changed their vehicles to hybrid and fully electric cars and there are electrical charging points fitted at the business. The company is also planting trees to offset its carbon footprint.

A visit to a theme park makes up the annual team-building event, and there are others during the year to enhance communication between colleagues. Engagement is also encouraged through Christmas parties, early finishes, dress-down days, exclusive discounts and free treats and gift vouchers for good customer service feedback.

Team building days are conducted periodically. A team gets together in the office to spend time with each other, review their workloads and discuss next steps. The days include a team lunch and provide the chance to learn together and boost team spirit.

As part of a move by to improve organisational clarity, new staff are given a buddy. The buddy provides discreet, non-judgemental pastoral support and helps them to acclimatise to the new environment. For the rest of the team, quarterly "all-hands-on" reviews bring the opportunity for senior leaders and team members to ask questions.

Team away-days take place at the group's outdoor activity centre, the Anderton Centre, in Rivington, Lancashire's mini Lake District. Managers work in partnership with centre staff to run water- and land-based adventure and problem-solving activities as team-building exercises.

The University of Bolton Group donated 50 bikes to Ukrainian refugees in the town, so that they are not reliant on their hosts for transports. It also pioneered a free legal advice centre to support the Bolton community. It was staffed by law students and overseen by lecturers, .

Professional-development reviews are undertaken twice a year between staff and their line managers. The first, at the start of the year, provides an opportunity to discuss personal progress and goals. It also acts as a forum to discuss working satisfaction. The company runs an Institution of Civil Engineers accredited training plan.

Central to Whitby Wood is a grass-roots engagement with young prospective engineers. The company nurtures them and they become ambassadors for the business at university, often helping to recruit a further cohort. They are offered work experience during their holidays and sponsorship of their fees.

Internal training concentrates on improving skills, such as getting to grips with Excel. External training provides staff with fresh and innovative learning that cannot be done in-house. Mentors play a critical role in coaching new joiners. Digital training aims to cover standard subjects required for new staff and refresher courses for others.

Last year the company raised almost £25,000 for the MS Society. This year it delivered 32 pallets of donations to the Polish border to aid Ukraine and raised more than £500 for the cause. It also made Easter egg donations to Oldham Children's Services. This year it has been raising cash for Oldham Foodbank.

MOI’s philosophy is to support, encourage, train, guide, inspire and reward an individual’s journey and success in the agency. Staff are enrolled in a "discovery insights" programme to identify their strengths, weaknesses and what makes them tick. Inspirational training programmes and the sharing of insights help staff to increase their knowledge within their role.

The culture revolves around creating change and celebrating the fact that everyone’s different. That’s why MOI created its employee recognition scheme, Making Heroes. It’s a platform where employees can nominate their peers to receive kudos and rewards for their work ethic, enthusiasm and collaboration.

Hectare's Slack channel #Happyscrapbook is a fun space for staff to share daily or weekly highlights from their lives. Team socials provide entertaining nights out. One of this year's get-togethers was a gig at the Half Moon, in Putney, where staff cheered on their chief operating officer, Dave Rose.

Staff were given a £3,000 surprise at this year's summer event in a mystery envelope containing a "golden ticket" that was place under their chairs. The leadership team said the money was a reward for their monumental efforts and to help with the cost-of-living crisis.

The company's new offices at Nexus Park include several attractive working areas to chose from, modern audio-visual communications and a subsidised cafeteria. Staff were involved in many aspects of the design, from furniture selection to taking part in a competition to take photographs that would be displayed around the building.

Leaders and managers are encouraged to demonstrate active listening, making sure they fully understand, respond and reflect on what is being said, without judgment. Nexus is aiming for a culture in which people feel empowered to raise concerns, through challenging assumptions and finding a better way. A whistle-blowing policy allows serious issues to be reported.