Impact_Report_2025–26-Digital - Flipbook - Page 14
An employer
of choice
Progress in 2025–26
During 2025–26, we continued to build a workplace where
colleagues feel valued, supported and proud to make
a difference. In a challenging labour market, our focus
Sector-leading employee
engagement, development,
belonging and wellbeing.
remained on attracting, retaining and developing great
people, while strengthening belonging, wellbeing, leadership
and fair reward. This matters because the capacity, capability
and stability of our workforce is critical to the quality,
consistency and ambition of the support people receive.
Our culture received strong external recognition during
the year. Active Prospects was again certified as a Great
What this means:
Place to Work and was ranked 8th in the Large Employer
category across all sectors, making us the top-ranked large
•
Recruiting and retaining great people.
•
Supporting wellbeing and resilience.
Our overall Trust Index score was 86%, and 89% of
•
Investing in learning and leadership development.
colleagues said Active Prospects is a great place to work.
•
Promoting belonging, diversity, equity and inclusion.
Staff feedback showed a strong connection to purpose,
•
Creating a workplace where colleagues
with 93% of colleagues saying their work has special
can also lead aspiring lives.
meaning and 93% saying they are proud of how Active
social care employer in the UK for the second year running.
Prospects contributes to the community. These results
demonstrate the strength of our values-led culture and the
commitment colleagues feel to our shared purpose.
We were also proud to be named Employer of the Year
Our investment in development is also helping us grow
at the National Stars of Learning Disabilities and Autism
talent from within. Half of all managers are internal
Awards. This national recognition reflected our commitment
promotions, showing that colleagues can build long-term
to being an inclusive employer and to creating opportunities
careers at Active Prospects and progress into leadership
for colleagues and people with lived experience to grow,
roles. Alongside Rising Stars and Guiding Stars, our in-
lead and contribute. It also recognised the way our culture
house expertise in Maybo, positive behaviour support and
connects directly to impact: when colleagues feel trusted,
Insights continues to support confident, skilled and values-
supported and valued, they are better able to provide
led practice across services.
creative, compassionate and person-centred support.
Wellbeing and resilience remained a priority. Our sickness
12
We continued to invest in learning, development and
absence rate was only 3.9 days per full-time equivalent,
leadership. Mandatory training compliance remained
and we continued to develop practical support for
above 90%. We also launched Guiding Stars, our new
staff through values-based engagement, wellbeing
leadership competency framework, to support current and
conversations, the Staff Forum and the Wellbeing
aspiring leaders with clearer expectations, development
Committee. Growing Our Active Values monthly sessions
conversations and progression pathways. Guiding Stars
provided regular opportunities for colleagues to reflect
is being embedded through appraisals, supervision,
on themes such as caring, communication, psychological
and personal development planning, helping us build a
safety and burnout, helping teams connect our values to
confident, capable and future-ready workforce.
everyday practice.
