Lovell & Culture Consultancy: How Lovell built their unique workplace culture

Lovell, a leading partnership housing company operating in England, Scotland, and Wales, aimed to build a customer-centric, empathetic, and high-performing culture. They sought to deliver outstanding experiences for customers, employees, and partners while expanding from 8 to 12 regions, increasing headcount by 22%, and preserving core culture elements… Read More

Lewes Football Club redefines the beautiful game through gender equality

Lewes Football Club made history in 2017 when it became the first club worldwide to equally split its playing budgets between its men’s and women’s teams. Community-owned and driven by the mission “to use football as a vehicle for social change,” the board directors questioned the previous strategy of giving men the larger share…
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Building Culture that Sticks

There is a lot of talk about company culture, how important it is, how we all want a positive company culture, how potential employees rate company culture and just how much ‘nicer’ it is to work for a company that has it. Yet, the realtime ability to build it remains elusive for many… Read More

Peldon Rose, Enriching our workplace culture through a people-first approach

Peldon Rose understands the importance of its culture and the role it plays in business success but this had been impacted by time apart during the pandemic. The challenge was to reunite and reengage people, to create magic moments, spark connections, inspire belief and support people’s purpose with moments of joy – in a safe and protected environment.
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ISS World Services A/S, Putting People & Partners First

ISS is responsible for the delivery of Integrated Facilities Management for a banking client in more than 30 countries; enabling them to do their best work. With 80,000+ Bank colleagues and 6,000+ ISS colleagues, this introduced many complexities at the onset of the pandemic.
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UNIQA Insurance Group AG + Accenture

UNIQA Insurance Group, a large and complex organization consisting of more than 15,000 colleagues located in 18 European countries, is undergoing transformation, in a challenging and volatile environment. To remain a leader in the rapidly changing insurance industry, the company launched a new strategy to help transform from a classic insurance company into a compelling service provider.
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Swiss Re, NetZeroYou2 Programme

Swiss Re’s vision is to make the world more resilient. In addition, the company is committed to achieving net-zero emissions in their business operations by 2030, and in their business dealings by 2050. Their new 5-year global employee programme NetZeroYou2 (NZY2) addresses the role that employees play in helping the world achieve net-zero in both a ‘corporate’ and ‘personal’ sense.
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Wunderman Thompson, The Catalyst Academy

The Catalyst Academy was created as a programme where talent could get to know the industry and the company and ultimately to develop future marketeers for the sector. Designed to be the opposite of a traditional graduate programme, the academy is rooted in the belief that a diverse process will deliver a diverse pool of candidates. By bringing in fresh talent and fresh perspectives, the company would also have the best chance of future proofing clients’ businesses.
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BMJ + Coode Associates, BMJ Culture Transformation

BMJ engaged culture and leadership consultancy Coode Associates to support them build a more performance-oriented business through a focus on culture; aligning leadership teams and organisations around the behaviours they need to execute their strategy.
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