This award is open to organisations that have delivered a significant transformation or turnaround in their business and culture and can demonstrate outstanding results. Entries should clearly articulate how the organisation’s culture has been transformed, the drivers behind this change, and the positive impact it has had on overall business performance. Judges will be looking for evidence of how the change was enacted, and how and why the transformed culture has strengthened stakeholder confidence. Submissions may include achievements in areas such as strategic (re)alignment, stakeholder management, organisational design and development, change management, and process improvement, and should demonstrate how these elements connect to and support the cultural shift. In addition to describing the cultural change achieved, entrants should provide a clear account of the transformation journey, including how challenges or barriers were identified and successfully overcome.

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This award recognises organisations that have already established a positive and productive culture aligned to their people and strategy, and that have taken further significant steps forward on their journey towards becoming an exceptional workplace. Submissions in this category are likely to highlight progress across two or more areas of focus, such as wellbeing, flexible working, learning and development, or corporate social responsibility. Entrants should demonstrate how these initiatives have been developed, how they have driven a cultural shift, and the positive impact they have had on business outcomes. The organisation’s ambition, activities and results should be clearly articulated, with a clear explanation of how these developments contribute to the wider goal of becoming an exceptional workplace. In this category, judges will be looking for meaningful step‑changes in performance and culture, rather than a wholesale cultural transformation. As well as describing how the organisation’s culture has evolved, submissions should provide a clear account of the journey of cultural development, including how any challenges or barriers were identified and overcome.

This award is open to organisations that are intentionally focusing on culture for the first time and are actively aligning this with their strategy and long‑term ambition. This category is particularly suited to organisations that may not previously have had a clear or explicit focus on culture or its impact on performance, but which have recognised the need to define the culture required to support future success. Entries should clearly articulate the desired culture, including the values and behaviours the organisation is seeking to embed, and explain how this cultural ambition was developed. Submissions should outline the key steps taken to introduce and embed these values and behaviours across the organisation, along with the early outcomes and results achieved to date. Judges will be looking for clarity of intent, strong alignment between culture and strategy, and evidence of deliberate, thoughtful action rather than fully mature outcomes. As well as describing how the new culture is taking shape, submissions should provide a clear account of the cultural definition journey, including how any challenges or barriers were identified and addressed.

This award recognises organisations where brand and values play a central role in shaping workplace culture and influencing behaviours for business impact. Entrants will have clearly articulated organisational values and be able to demonstrate how these have been actively embedded to shape mindsets, influence behaviours and guide decision‑making within the organisation and/or in interactions with customers. Judges will be looking for evidence that behaviour change is sustained and consistent, and that it has delivered meaningful business impact. Submissions should outline how the brand and values have been developed, evolved and brought to life in practice, including how alignment has been achieved between the employer brand and consumer brand(s) where relevant. Entrants should provide clear evidence of the benefits delivered, for example enhanced employer visibility and reputation, stronger retention or engagement of employees, or improved customer trust, loyalty or advocacy. As well as demonstrating outcomes, submissions should clearly describe the journey to achieving a strong, authentic brand and values, including how any challenges or barriers were identified and overcome.

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Innovation is critical to sustainable organisational performance and to the engagement of employees and other stakeholders. When people feel empowered, heard, trusted and psychologically safe to experiment, share new ideas or challenge established ways of working, creativity is unlocked, inefficiencies are addressed and sustainable performance can be achieved. This award recognises an organisation that has delivered an effective and inspiring innovation initiative, or taken significant steps to build and embed a culture of innovation, with outstanding results. Entrants will demonstrate how their organisational culture has enabled innovation to flourish and how innovation activity has been translated into meaningful impact and success. Judges will be looking to understand how the focus on innovation has been intentionally enacted, the role of leadership and culture in enabling it, and how this approach has inspired employees and other stakeholders. As well as describing how the organisation’s culture has evolved, submissions should provide a clear account of the innovation journey, including how barriers or challenges were identified and successfully overcome.

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Effective learning has the capacity to inspire individuals to do their best work and can have a transformative effect on the organisation as a whole. Innovation in learning and a blended approach to how interventions are delivered enable learning to be more effectively embedded, leading to true, long term mindset and behaviour change. Entrants in this category will be able to show how their learning approach has impacted on organisational culture and the business benefits that have arisen as a result of the initiative as a whole; for example upskilling/reskilling employees in line with new business priorities. Judges will be looking to understand how this focus on learning has been enacted, resulting in a reinvigorated culture that has the renewed confidence of employees and other stakeholders. As well as describing how the culture of the business has changed, submissions should also fully outline the transformation journey itself, including how any barriers or challenges were overcome.

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DE&I approaches seek to create meaningful, systemic change towards more equitable and inclusive environments. Organisations continuing to make sustained progress in this area recognise the value of diversity in high‑performing teams and understand the importance of creating cultures in which people from all backgrounds feel respected, supported and able to contribute fully. This award recognises organisations that have placed diversity, equity and inclusion at the heart of their business culture and can demonstrate outstanding results. Submissions should show how DE&I priorities have been intentionally embedded into everyday practices, leadership behaviours and decision‑making. Judges will be keen to understand how this focus on diversity, equity and inclusion has been enacted in practice, and how it has contributed to a stronger, more inclusive organisational culture. Entries should demonstrate the impact of this work on employee confidence, engagement and trust, as well as its influence on wider stakeholders. As well as describing the cultural outcomes achieved, submissions should clearly outline the DE&I journey, including how progress has been sustained over time and how any challenges or barriers were identified and overcome.

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This award recognises organisations that have meaningfully advanced employee health and wellbeing, strengthening engagement, resilience and business culture as a result. The focus may be on physical, mental or financial wellbeing, or a holistic approach that recognises the interconnected nature of these challenges in today’s working environment. Entrants may, for example, address wellbeing in the context of the cost‑of‑living crisis, new and evolving ways of working, increased workloads, or rising levels of stress and burnout across organisations. Submissions should demonstrate a clear understanding of the wellbeing pressures facing employees and how initiatives have been designed to respond in a practical, inclusive and sustainable way. Judges will be looking to understand how wellbeing initiatives have been developed, embedded and evolved, and the impact they have had on people’s experiences at work. Evidence should be provided of the benefits delivered to the organisation, such as improved engagement, attraction and retention of employees, reduced absence, or stronger performance and morale. As well as describing outcomes, entrants should clearly outline the wellbeing journey, including how challenges or barriers were identified and overcome.

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(Formerly Best Working Environments & Practices Initiative)

As organisations move beyond large‑scale changes to where people work, attention is increasingly focused on how work feels, where connection happens, and the moments that matter. With more dispersed teams, evolving employee expectations and a renewed emphasis on wellbeing and belonging, organisations are intentionally designing ways of working that create meaningful connection, collaboration and performance. This award recognises organisations that have thoughtfully redesigned working practices and aligned their culture to support purposeful moments that bring people together. Entries in this category may focus on reimagining physical workspaces, creating intentional collaboration, learning or celebration, strengthening connection across hybrid, remote or frontline teams, or designing more sustainable and engaging patterns of work. Judges will be keen to understand how employees have been involved in shaping these approaches, how culture has enabled new ways of working to take hold, and how this has strengthened engagement, trust and effectiveness. Submissions should also demonstrate the business benefits achieved, such as improved performance, retention, collaboration or productivity. As well as describing outcomes, entrants should clearly outline the journey of change, including how challenges or barriers were identified and overcome.

This award recognises professionals who have created, shaped or significantly advanced a positive and productive business culture, demonstrating clear passion, commitment and credibility in building a workplace that has earned the confidence of employees and other stakeholders. Entries may focus on an individual leader, a small group of leaders, or an entire leadership team. Submissions should demonstrate how leadership has played a defining role in setting direction, modelling behaviours and embedding values that have positively influenced organisational culture. Judges will be looking for clear evidence of cultural impact, and the specific contribution made by the individual or individuals nominated. Entrants should articulate the leadership approach taken, the values that underpin it, and why this leadership has been particularly influential in shaping culture and performance. As well as describing how organisational culture has evolved, submissions should clearly outline the leadership journey behind this change. This should include the context for action, the challenges or barriers encountered, and how these were addressed. Evidence of positive outcomes for employees, stakeholders and the organisation will be key to a strong entry.

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This award recognises the power of teams to champion, shape and influence outstanding business culture. It celebrates teams whose collective passion, commitment and collaboration have played a defining role in creating a distinctive workplace that has earned the confidence of employees and other stakeholders. Submissions should demonstrate how the team has contributed meaningfully to cultural progress within the organisation. This may include innovative approaches to addressing cultural challenges, effective collaboration across functions or boundaries, or the delivery of key initiatives that have strengthened culture and performance. Judges will be looking for clear evidence of the team’s impact, including measurable contributions to organisational outcomes. This could include underpinning project work, operational excellence in execution, improvements in engagement or performance, or demonstrable cultural change linked to the team’s efforts. Entrants should provide insight into the team’s values, ways of working and approach, and explain why the team has been particularly influential. As well as describing how organisational culture has evolved, submissions should clearly outline the team’s journey, including the context for action and how any challenges or barriers were identified and overcome.

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Coaching, mentoring and the targeted development of individuals through structured, ongoing conversations and activities can deliver wide‑reaching benefits for both organisations and their people. These approaches can help develop and retain critical talent, provide stability during periods of change, support knowledge‑sharing and skill transfer, and boost individual performance, motivation and career progression. In this category, judges will be looking to understand how coaching, mentoring and/or personal development or performance management initiatives have supported organisational performance and success, and how far‑reaching their impact has been. This may include evidence of a growing coaching culture, improved performance, stronger leadership capability or enhanced employee confidence and engagement. Entrants should clearly outline the full journey of the initiative, including its planning, design, implementation, measurement and outcomes, as well as any next steps or future development plans. Submissions should also explain who has been involved, including the rationale for the selection of coaches, mentors, coachees or development groups, and how this has contributed to the initiative’s overall effectiveness.

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(Formerly Best Use of Technology & / or Analytics for Business Culture)

Digital tools, data and analytics are increasingly shaping how people experience work, make decisions and connect with one another. When used thoughtfully, technology can strengthen trust, transparency and inclusion, enable better collaboration, and support more responsive and human‑centred organisations. Used well, it becomes a powerful enabler of positive business culture. This award recognises organisations that have taken a people‑first approach to using technology, data and/or analytics to strengthen business culture. Entries may focus on how digital tools or insights have been used to improve communication, engagement, wellbeing, decision‑making, learning, performance or employee experience, rather than on technical implementation alone. Judges will be keen to understand how this focus has been enacted in practice, the cultural impact it has had, and how it has enhanced the confidence of employees and other stakeholders. Submissions should demonstrate how technology and/or analytics have been progressed at a cultural level, not simply an operational one, and the business benefits achieved as a result. As well as describing outcomes, entrants should clearly outline the journey taken, including how challenges or barriers were identified and overcome.

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This category recognises organisations with more than 2,500 employees that have delivered a substantial business culture initiative, or achieved significant step‑changes across multiple areas, with a demonstrable impact on culture and performance. It reflects the challenge of shaping, aligning and sustaining culture at scale, often across complex, diverse and geographically dispersed workforces. Entries may reference one or more initiatives that address the realities of operating at scale, such as strengthening leadership capability, enabling effective decision‑making, building critical skills for the future, embedding new ways of working, improving collaboration across boundaries, or using insight, technology or data to support cultural progress. Some organisations may also describe broader or organisation‑wide cultural transformation. Judges will seek to understand the full scope of the work, including planning, governance, implementation, measurement, outcomes and next steps, and how cultural consistency has been achieved across the organisation. Submissions may include achievements in areas such as strategic alignment, leadership effectiveness, stakeholder engagement, communication, innovation and operational execution. As well as describing how organisational culture has evolved, entrants should clearly outline the transformation journey, including how scale, complexity or resistance were managed and the business benefits achieved.

This category recognises organisations with 1–250 employees that have delivered a substantial business culture initiative, or achieved important step‑changes across multiple areas, with a demonstrable impact on culture and performance. It is particularly relevant to organisations that may be focusing intentionally on culture for the first time, or strengthening culture as the organisation grows or evolves. Entries may reference initiatives that reflect the realities of smaller organisations, such as clarifying direction and priorities, strengthening leadership capability, embedding effective ways of working, improving communication and decision‑making, or building skills and confidence to support future growth. Some organisations may also describe broader, organisation‑wide cultural change delivered at pace and with limited resources. Judges will seek to understand the full scope of the work, including planning, implementation, measurement, outcomes and next steps, and how culture has been advanced in a practical and sustainable way. Submissions may include achievements in areas such as alignment, collaboration, engagement, innovation or operational effectiveness. As well as describing how organisational culture has evolved, entrants should clearly outline the journey of change, including how challenges or barriers were identified and overcome, and the business benefits achieved.

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This category recognises public sector organisations of any size that have delivered a substantial business culture initiative, or achieved important step‑changes across multiple areas, with a demonstrable impact on culture and organisational effectiveness. It is open to publicly funded organisations, including government departments, NHS organisations, local authorities and other public bodies. Entries may reference initiatives that reflect the unique context of the public sector, such as strengthening leadership and accountability, supporting workforce resilience, enabling effective collaboration across services or partners, improving decision‑making and communication, building critical skills and capability, or using insight, technology or data to support cultural progress. Some organisations may also describe broader, organisation‑wide culture change delivered in response to reform, transformation or system pressures. Judges will seek to understand the full scope of the work, including planning, governance, implementation, measurement, outcomes and next steps, and how culture has been advanced in a sustainable and practical way. Submissions should demonstrate the organisational benefits achieved, such as improved engagement, service delivery, collaboration or performance. As well as describing how organisational culture has evolved, entrants should clearly outline the journey of change, including how challenges, constraints or barriers were identified and overcome.

The award will be presented to a consultancy that has delivered outstanding results through one major client engagement or a portfolio of client projects focused on business culture. Entries should demonstrate how the consultancy has worked in close partnership with its client(s), applying insight, expertise and creativity to achieve meaningful cultural outcomes, rather than solely operational change. Judges will be looking for clear evidence of impact, including client testimonials, relevant metrics and a compelling explanation of why the consultancy’s work has been particularly effective. They will consider the appropriateness of the approach, innovation in design and delivery, business and cultural outcomes achieved, and levels of client satisfaction. The consultancy must have permission from its client(s) to enter; however, unlike other categories, this award will be presented in the consultancy’s name only. As well as describing how organisational culture has changed, entries should clearly outline the journey undertaken, including how challenges or barriers were identified and overcome.

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Recognition will be given to the organisation that the Judges assess as having delivered the most exceptional Business Culture initiative overall. The Business Culture Gold Award is open to category winners only, and cannot be entered separately. It will be presented to the category winner who has shown the broadest deployment of their initiative; and most comprehensible approach in their methods, when examined both quantitatively and qualitatively. The Judges will be looking for the highest standards in stakeholder engagement, innovation, strategic alignment, leadership, communication, learning and more. Each category winner will be assessed according to all aspects of project planning, implementation, measurement, outcome, and next steps.

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