The Best Places to Work in Hospitality 2026 in depth

The top six Best Places to Work in Hospitality

Lettice Events

 

In a nutshell An independent, B Corp-certified business providing catering for luxury, private and corporate events in heritage venues across the UK
Location Based in London
Employees 25 (up from 22 last year). Retention rate is 90% with an average tenure of more than three years  
 
This sustainable caterer, led by managing director Holly Congdon, has earned a place in the top 30 listing for two consecutive years, rising fast from tenth position to the top six. 

This impressive leap – and the fact that the awards are driven by employee feedback – underlines the success of Lettice Event’s people-centric culture. A quick look at the comments in the Korero Best Places to Work survey back this up: “One of the best places I have worked,” said one staff member, while another adds: “Everyone is supportive and welcoming. We are more than a team, and everyone is always happy to help and support each other, especially the seniors and heads.”

Much of this positive culture is thanks to a policy of including everyone in decisions, with almost all company changes in recent years agreed at internal round table meetings where the team can suggest ideas. 

Lettice also offers incentives to help everyone enjoy their time outside of work, with perks including an incremental boost to holiday allowance, based on staff tenure. Congdon knows that the more fulfilled team members are in their personal lives, the better engaged they are at work, which in turn trickles down to great service for clients and their guests.  

As well as nurturing happy, contented employees, knock-on benefits to these policies include an improvement in staff retention, which is stimulating long-term career growth within the business. 

This is undeniably a happy ship. In the Korero survey, respondents gave an astonishing 100% score for feeling “Part of a team that works well and supports each other” against a benchmark of 85.94%, showing Lettice is well ahead of its competitors. The company policy of inclusion is clearly working, with 75% of respondents saying they are “Involved in decisions that affect my job”. 

Lettice also has a sparkling Employee Net Promoter Score of 87% with no detractors.

 

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Pan Pacific London

 

In a nutshell A luxurious 237-room hotel, with restaurant, bar and spa, that opened in 2021 as the first European property for Pan Pacific Hotels Group
Location City of London
Employees 248. Turnover 30% (on track for 25% target YTD for 2026)

A dazzling 100% Employee Net Promoter Score sets the tone for Pan Pacific London. In fact, all the employee scores on the Korero survey are off the charts. Of the respondents, 100% said: “All individuals are valued”, and 99.4% agreed that the “company cares about its people”, provides a “positive and welcoming work environment” and that its “leaders are supportive, positive and inspiring”. 

What defines it as a cutting-edge employer is its pastoral care programme. Mindful of the cost of living crisis, an individual approach has been taken to supporting employees, with a focus on those without a local support network. Staff settling into new homes, for instance, receive funding for essentials such as beds, bedding and toiletries, and the company also helps them deal with landlords and managing rental deposits. To ensure staff don’t feel isolated at certain times of year, such as Christmas, those working shifts can bring families and pets to stay in the hotel. 

 

The company has also offered the hotel as somewhere to stay for employees in unsafe living conditions, providing stability while they rebuild their lives. “This is not a policy, but a commitment to genuinely care for our people,” said a management insider. “The impact has been significant, strengthening trust, improving retention and even welcoming back former colleagues who value the culture and support we provide.”

These personal touches resonate with the teams. “I really appreciate all the small things they do for us. For our four-year anniversary, the leadership team came in to repaint and decorate the canteen over the weekend as a surprise to make sure we have a nice a place to rest,” said one.

Others point to the career benefits: “This is the first company I’ve worked for where I’ve been approached about promotion opportunities and I’ve been able to be part of succession planning.” 

 

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Red Carnation Hotel Collection

 

In a nutshell A family-owned and run collection of 17 five- and four-star hotels 
Locations The UK, Ireland, Guernsey, South Africa, Botswana and Switzerland
Employees 2,000 globally. Turnoveraround 4% year-to-date; last year ended at 22%

 

There always seems to be an impressive new people initiative percolating at Red Carnation, which is no doubt why it scooped last year’s Best Employer Award at the Cateys.

The company has launched a High Impact Leaders Programme to train and inspire future leaders. The 12-strong cohort is initially being drawn from the group’s European hotels, and the year-long programme will see the lucky individuals undertake each module at a different property. The programme will enable them to experience the hotels as guests while they learn and give them a strong understanding of the company and what makes each property unique.  

This future-proofing initiative ensures there is a next generation of leaders poised and ready to take responsibility in the group, and considering the dull economic climate, the investment is a compelling demonstration of the value Red Carnation places on its people. 

Employees clearly feel they have a stake in the company’s success: “I have always felt a sense of belonging in this family-run business and I am proud to work with such brilliant colleagues and leaders,” said one. “A truly caring and exceptional company to work for with excellent values and culture.”

Similar sentiments include: “There is a huge sense of family with everyone supporting one another in all aspects of life. Helping team members move house, supporting them through a tough time, team building exercises and genuine acts of kindness.”

 

As for the numbers, Red Carnation has an Employee Net Promoter Score of 89%, with more than 96% of respondents to the survey agreeing that the “company cares about its people”, and that they are “achieving together as a team”. A whopping 85% believe the company is “brilliant” at ensuring “all individuals are valued”, well ahead of the 63.78% benchmark. 

 

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Signature Dining

 

In a nutshell An award-winning contract caterer working exclusively with the elderly and in healthcare settings 
Location 30 sites in the UK, from the Lake District to Cornwall
Employees 150 (team increased by 10% in the past 12 months). Staff turnover of less than 8%

 

Year after year, Best Places to Work in Hospitality showcases the great results that founder and director Paul Robottom gets from his thoughtful, kind and sometimes fun people initiatives. 

Take the company’s strategy for employee wellbeing. It hinges around five priorities – from helping employees’ family and children in the early years to promoting awareness of menopause symptoms – and has led to a 21% reduction in absenteeism and sick days.

Employee perks include financial benefits such as higher than inflation pay awards, a death in service scheme, an employee discount scheme, enhanced maternity and paternity leave, and employee of the month awards with £100 Amazon vouchers. 

But it is the personal touches that shine – the times when management show their appreciation with handwritten birthday cards, personally delivered gifts at Christmas and Easter, and the instant extra mile awards to make the team feel valued. 

Practical help also comes with a dash of fun. With the cost of living crisis taking a toll on wallets and morale, the company’s Signature Advent draws are more popular than ever. Running throughout the pinch-points of July and December, the free-to-enter draws offer practical prizes, seasonal treats and £200 vouchers for lucky winners.

And Robottom has given individuals a voice, thanks to a communication platform that allows everyone to chat, discuss and respond to information, actions and issues on a daily basis.

One of the top scores in the Korero survey was that Signature Dining is a “safe place to work” at 99.4%, well above a benchmark of 86.43%, followed by “paid accurately and on time” at 98.55%, just ahead of “respect for work life balance” and “company cares about its people”.  

It all adds up to an Employee Net Promoter Score of 96% and a wave of positive feedback from the teams, such as: “I joined Signature on the senior apprenticeship scheme. I used to be a plumber but retrained. Thank you for giving me my life back – brilliant company and fab owner!”

 

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The Ninth

 

In a nutshell A relaxed neighbourhood restaurant with a Michelin star, serving French mediterranean dishes 

Location Fitzrovia, London
Employees 24. Average tenure, including part-time staff, is two years and two months

 

Jun Tanaka, chef-owner of Michelin-starred restaurant the Ninth, said one of the most impactful initiatives over the past year has been to undertake a full review of the working day to find ways of improving team wellbeing and long-term sustainability. 

 

It resulted in several positive changes that create a better work-life balance and reduce stress for employees. Last bookings were brought forward from 9.30pm to 9pm to allow the team to finish earlier, the chef’s start times were adjusted from 8am to 8.30am, and a dedicated early prep chef was brought in from 7am to ease the pressure on the main team. Similarly, the front of house late shift start times were changed from 3.30pm to 5pm. 

 

These changes required careful planning and an investment by the business, but they have made a significant impact on morale, productivity and staff retention. Evidence that the team are more focused and better rested is supported in the Korero survey, which revealed scores of nearly 100% for “the company cares about its people”, “fairness for all” and “clear company values”. 

 

Tanaka believes in the power of two-way feedback to foster growth and collaboration: “I support every team member through one-to-one mentoring tailored to their individual goals, ensuing they feel heard, valued and able to grow,”  he said. “Together, these initiatives reflect our commitment to creating a working environment that is genuinely people-first.” 

 

The Ninth is no stranger to the top 30 list, and has consistently proved it is a great workplace, built on trust, respect and open communication. Employee comments agree that is a safe, supportive environment. One said: “The Ninth is the first Michelin kitchen I’ve worked in where the staff are genuinely treated like family, given incredible opportunities and guidance.” 

Another adds: “I was just about to leave hospitality then I found the Ninth. I found my people. I love it.”

 

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Troo Hospitality

 

In a nutshell An innovative UK hotel management company operating a growing portfolio of hotels, from luxury city-centre to up-scale and mid-scale listed properties
Location 13 hotels across the UK (head offices in Manchester and London) 
Employees 350. Turnover 23% (retention in 2025, 77%)  

 

As part of a long-term aim to offer more flexibility and careers that balance with family life, the management at Troo Hospitality recently beefed up their maternity, paternity and adoption leave policies. 

It’s a well-timed benefit, considering the current economy, in that it provides more financial security at a time when family budgets are stretched.

 

“We want our teams to feel secure and supported throughout these huge milestones and instil confidence in building a career that is complemented by family, not restricted,” said head of talent and culture Laura Kelly.

Maternity leave is now at full pay for six months followed by statutory pay, and paternity leave has been extended to six weeks full pay. The added flexibility also means that new dads can spread their leave over six months. And if that’s not enough, new parents are welcomed back to work – along with their family – with a meal in one of the hotel restaurants, plus they get a paid day off for their child’s first birthday.

“Our ambition is to improve retention at a point where the industry traditionally loses talent, by challenging the perception that hospitality cannot support family life,” said Kelly. “We have also extended this approach to colleagues undertaking fostering responsibilities, too.”

A quick look at the Korero scores show that respondents overwhelmingly rated their employer in the high 90% range for the top six characteristics of a good employer – from “respect for work life balance” to “company cares about its people”. 

Notably, this all feeds into a more productive workforce, with 99.17% of respondents said “people are enabled to do a good job” and another employee who encapsulates the culture: “Everyone is treated as an individual and the managers know everyone by name.”

 

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The rest of the top 30 Best Places to Work in Hospitality

7. La Petite Maison

 

In a nutshell This French Riviera-inspired restaurant group opened in London’s Mayfair in 2007 and now spans 10 restaurants globally

Locations Mayfair, London, Dubai, Miami, Riyadh, Abu Dhabi, Hong Kong, Limassol, Doha, Las Vegas and Mykonos

Employees 113. Turnover 28% in 2025

 

People-centric values are part of day-to-day operations at La Petite Maison, with fair rotas, regular breaks, team meals and staff accommodation seen as fundamental, earning it an impressive Employee Net Promoter Score of 100%.

 

Providing a supportive environment is also a given, so it equips its people with an employee assistance programme to help them navigate financial pressures and mental health challenges.

 

Career development is also a hot priority. Its Career Boost Training Programme helps employees upskill and gain experience at other sites, which prepares them for progression within the wider industry.

 

“By prioritising financial stability, professional development and overall wellbeing, we strive to foster a positive and rewarding environment that benefits both our team and our business,” said HR manager Niki Kiss.

 

A comment from a new recruit gives an insight into the company’s success in staff retention: “The onboarding was the best I had in years, very smooth integration, great training and learning opportunities. The pay, staff food and facilities are great and the team is super-supportive. I see myself growing with the company and I can see that opportunities are being given if you show you are interested.”

 

The Korero survey revealed solid scores of almost 100% in categories such as: “the company cares about its people”, “part of a team that works together” and “trustworthy and supportive environment”.

 

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8. Aviator

 

In a nutshell A design-led hotel with 169-bedrooms, six meeting and events spaces, three restaurants and bars, a fitness studio and terrace 
Location Overlooking the private Farnborough Airport in Hampshire 
Employees 130. Turnover 27% in 2024; 20.88% in 2025

 

This hotel is another regular on our top 30 listing, thanks to its consistent commitment to improving the working environment.

As one employee said in the Korero survey: “What makes Aviator special is the people. The culture, teamwork and pride in what we do make it a genuinely great place to work. It’s fun, too.” 

Another team member said: “Great place to work with job security that allows for peace of mind in difficult times. Great benefit like [private health insurance] Vitality.”

There is also the success of the company’s Aviator Hospitality Academy, which was introduced in February 2024. The 12-month programme is designed to play a pivotal role in employee retention, professional growth and succession planning, and includes technical hospitality training to enhance guest experiences as well as leadership development. So far, 111 employees have completed the six modules and 252 have attended six workshops.

 

In the Korero statistics, some 94.79% of respondents singled out the hotel for “positive and welcoming work environment”, with 98% acknowledging their employer for providing “fairness for all” against a benchmark of 78.49. But all the categories, including “achieving together as a team” and “safe place to work” scored well, feeding into an Employee Net Promotor score of 90%.

 

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9. Lucknam Park Hotel & Spa, Emblems Collection

 

In a nutshell A privately owned, five-red-AA-star country house hotel with 42 bedrooms, nine country cottages, spa and equestrian centre within 500 acres, also home to Michelin-starred Restaurant Hywel Jones and the Walled Garden restaurant

Location Chippenham, near Bath
Number of employees 140 full-time, part-time and casual staff. Turnover 35%-40%

 

Last year, Lucknam Park became the first UK hotel to join Accor’s Emblems Collection, a global portfolio of luxury independent hotels.

 

The hotel, which holds Living Wage Employer accreditation, awarded staff an annual pay increase to offset the increase in living costs and change the perception that hospitality is poorly paid, as well as offering a range of thoughtful perks, including an employer pension contribution above the minimum level.  

To attract young talent, the kitchen and maintenance departments offer apprenticeships that can lead to full-time roles and their success has triggered plans to roll the scheme out to other departments.

“We are passionate about investing in our employees through regular training and internal promotion to provide opportunities for growth and progression across our departments,” said HR manager Jo Vincent.

The Korero survey revealed scores from respondents of around 95% across several categories, including: “part of a team that works well and supports each other” “positive and welcoming work environment” “recognition and thanks for a job well done” and “achieving together as a team”.

The hotel also boasts an enviable Employee Net Promoter Score of 94%.

 

 

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10. Sushisamba

 

In a nutshell Sushisamba London is the flagship restaurant of the group, which has three sites in the UK and eight across the world. It offers Japanese, Brazilian and Peruvian cuisine
Location On the 38th and 39th floor of Heron Tower, Liverpool Street, London
Employees 180. Turnover 50% in the last 12 months

 

Employee feedback at Sushisamba was resoundingly positive and captured what people value in a good employer. One employee said: “Fairness and equal opportunities for all are at the centre of this business. As an employee I feel I am given feedback to ensure I can grow and I feel cared about as an individual as well within the team. I would recommend to anyone that it is a great place to work.” 

 

Employees here are clearly happy with their career prospects, too, with comments highlighting that on-the-job and online training along with opportunities for extra education “are encouraged and provided”.

 

The company has introduced Expert LMS, an online training platform that provides role-specific training as well as modules and courses that can help staff attain broader skills. It also offers the Wagestream app, which gives employees control of their wages and access to their salary before payday if they face any emergency outlays, along with access to an employee assistance programme. 

 

Staff are also encouraged to get involved in paid volunteering days and charitable fundraising events, with the company matching donations. 

 

It all explains why 100% of respondents say Sushisamba is “known as a great place to work” – trouncing the 88.77% benchmark – with 93.75% saying it has a “well defined company purpose”.

 

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11. St Ermin’s hotel

 

In a nutshell An independent, four-star, 331-bedroom boutique hotel (part of Marriott’s Autograph Collection), with a restaurant
Location Westminster, London
Employees 189 (up from 181 last year)

One particular employee comment in the Korero survey sums up what makes this employer stand out: “St. Ermin’s is a genuinely special place to work. The team spirit is strong, the environment is supportive and there’s a real sense of pride in what we do every day. It’s a workplace that encourages growth, creativity, and teamwork.” Several employees also praised their employer for providing good staff areas.

 

Management are certainly buzzing with people-centric ideas. In the past 18 months they delivered an internal leadership development programme called Make Me A Manager. The managers piloted it themselves, immersing themselves in the content and allowing them to confidently endorse and advocate it within their own teams. It has been so successful that they are now pushing through the third cohort. 

A more recent initiative is the Pay to Rota project, which ensures team members now receive their wages and payments for overtime and tronc/service charges in the period they are earned. 

Staff engagement is boosted through a monthly line-up of wellbeing initiatives, such as talks by a nutritionist, demonstrations by a make-up artist and the opportunity to experience a moment of peace in a Relaxi-pod. 

Scores on the Korero survey were consistently over the 90% mark, led by “a company that cares about its people” at 96.15% against a benchmark of 86.91. 

 

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12. The Grand, York

 

In a nutshell The Edwardian, Grade II-listed, five-star property is part of Splendid Hospitality Group, with 207 bedrooms, a one AA-rosette brasserie, a three AA-rosette restaurant, bar and cookery school
Location York 
Employees 288 (up from 271 last year). Turnover 23.83%, compared to 25.34% last year 

As with any employer worth its salt, the Grand, York puts equity, diversity and inclusion at its heart and provides clear progression pathways so employees can increase their earning potential and long-term career stability. 

 

Its annual inclusion training programme, for instance, includes sections on deaf awareness, basic British Sign Language, neurodiversity and visual impairment awareness to strengthen inclusive practice and equip team members with skills that support progression into more senior and higher-paid roles. 

 

The HR team has broadened the recruitment pool through partnerships with the Job Centre, United Response and York College, by creating supported entry routes into the business. The use of mentoring and structured development helps these entry-level recruits move into sustainable careers with clear pay progression which, in turn, strengthens retention, engagement and long-term workforce resilience.
 
The success of its vibrant people policies is reflected in the consistent 95% scores in “positive and welcoming work environment”, “a company that cares about its people” and “trustworthy and supportive environment”. The score for “all individuals are valued” is 91.25% and for “people are enabled to do a good job” is 89.71%.

 

The real test of any employer’s mettle, however, is in what its people say: “The Grand is the only place I want to work. Friendly and hardworking environment, and the leaders all have amazing experience to inspire me to progress further than a supervisor.” 

 

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13. Meliá Hotels International

 

In a nutshell An international Spanish hotel company with seven contemporary hotels across four UK cities, totalling 1,390 rooms and 112 apartments 
Locations London, Manchester, Liverpool, Newcastle
Number of employees 442. Average turnover decreased to 37.47% in 2025 (down 4.24 percentage points from 2024)
  
During these uncertain times, the HR team at Meliá Hotels International has worked hard on driving retention, engagement and talent growth, providing internal career opportunities and ultimately greater job security.

To this end, cutting-edge training has been rolled out from the top-down. The Leadership Mastery Programme ensures decision-makers beef up their expertise across disciplines such as industry best practice, while its future leaders – or middle management – are being prepared through the Team Leader Level 3 Apprenticeship. Entry-level employees get both classroom and online training. This year, following an employee forum, the HR team will relaunch a cross-department training programme.

Gamified learning, introduced in 2025, is also getting good results, offering easy access to learning and development company-wide, resulting in a 30% increase in uptake. 

Alongside this, the company has reinvigorated its benefits, introducing Meliá ACES discounts on essential outgoings such as utilities, groceries and travel, a benefits package through BeneFest, and a holistic approach to mental and financial wellbeing through help@hand.

There’s a strong sense that all is well here, with 93% of respondents saying they work in a “positive and welcoming work environment”, that “leaders are supportive, positive and inspiring” and the “company cares about its people”.

Another employee said: “Working for Meliá is great because it combines a warm, people-first culture with global opportunities to grow, innovate and truly feel part of a hospitality family.”

 

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14. Houston & Hawkes

 

In a nutshell A privately owned, independent contract caterer delivering workplace dining and hospitality with a strong focus on seasonal food, craft, and social and environmental impact
Location Contracts across London and the south-east of England 
Employees 371 (up from 276 in February 2025)

In response to the pressures facing its teams, from cost of living to career uncertainty, caterer Houston & Hawkes has invested in a bespoke people platform designed to support progression, connection and long-term retention.

This includes the launch of a Train Up programme, a development pathway offering a manager-led learning series, live HR drop-in sessions, a new coaching programme, expanded apprenticeships, and clearly defined career pathways across all levels of the business. 

Alongside this, it is rolling out a new company-wide communications and learning platform, giving every team member real-time access to updates, training, pulse surveys and company activity, while supporting a move away from out-of-hours messaging in line with the “right to switch off”.

A management insider said: “We did this to give our people more than just jobs, creating clear, supported career journeys while staying closely connected as we grow. The result is stronger engagement, improved retention and a culture that continues to attract and develop the best talent in the industry.”

A hefty 92.7% of respondents say they have a “positive and welcoming work environment”, with 90% saying they feel “people are enabled to do a good job”, which shows that morale is good for productivity.

The employee comments reinforce this: “Fantastic place to work, lots of opportunities to grow and progress. I feel I get the freedom to express myself here.” 

 

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15. TFE Hotels UK 

 

In a nutshell An international hospitality group that is part of TFE Hotels, operating hotel brands across Australasia and Europe. In the UK, it operates the Adina Hotels brand, offering upscale apartment-style accommodation for short and extended stays 
Locations The UK portfolio comprises the 56-bedroom Hobson Cambridge by Adina and the 98-bedroom Wellington Glasgow by Adina, both opened in December 2025 
Employees 30 

This hotel business managed to win a place on the top 30 listing just months after opening, with an astounding 100% of survey respondents agreeing that “all individuals are valued” as well as there being a “positive and welcoming work environment”, a “respect for work life balance”, “recognition for a job well done” and “a company that cares about its people”. On top of that, the Employee Net Promoter score is 90%, with no detractors.

Driving this success is the energy that these two new hotels have put into building trust and positioning the company as a long-term career prospect rather than a short-term employer. The result has been promising early retention levels, with low post-opening attrition reflecting strong engagement, effective onboarding and visible leadership from day one. 

 

A standout people initiative is its people-first recruitment and onboarding approach, pinned on the values of “certainty, connection and care”. To combat labour market volatility and ease the cost of living crisis, HR issues early job offers, provides paid pre-opening training, guarantees hours and ensures transparent rotas and flexible working arrangements. 

More importantly, before the two properties opened, senior leaders made sure they were around throughout onboarding, helping new recruits feel valued, informed and secure. 

Employee comments include: “This is a new job for me and everyone has made me feel very welcome. I have children at home, and my needs are supported by the managers here.” 

 

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16. Supercity Aparthotels

 

In a nutshell A privately owned UK aparthotel operator offering design-led serviced apartments for extended stays
Locations London, Manchester, Edinburgh, Brighton and Leeds, with York opening shortly
Employees 135 up from 99 last year (reflecting the opening of two sites). Turnover is 41% (retention rate stands at 75%) 

 

While Supercity has continued to support its teams through the cost of living crisis with pay reviews and practical measures, the leadership team recognised that financial support alone is not always enough. This led them to invest in mental health support, with increased access to counselling, expanded financial wellbeing resources and access to a virtual GP service with onward referral where needed.

 

“The aim is to provide holistic, accessible support that helps our teams manage both personal and professional challenges, not just financial ones,” said head of HR Kathleen Clarke. “This is about making support easy to access and genuinely useful, recognising that challenges outside work can have a real impact on how people feel and perform at work.”

 

The creation of secure career paths matters too. One employee said: “The company makes the right decisions to champion progression, and we are not bound by rigid rules and structure. Roles can be created to retain key staff.” 

 

With 74 employees notching up more than one year’s service, there’s no denying that this growing business knows how to nurture a stable and established core team.

 

There’s plenty of evidence of that in the Korero survey, too, where 95% of respondents agreed it is a “positive and welcoming work environment”, and 84% said the company is “brilliant” against a benchmark of 65.28%.

 

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17. Dakota Hotels

 

In a nutshell A luxury lifestyle hotel brand with cocktail bars and destination brasserie dining 
Locations Manchester, Leeds, Glasgow, Newcastle, and two near Edinburgh, with a new Manchester Airport site set to open in summer 2026
Employees 610 (522 last year)

By strengthening practical financial wellbeing support for its people alongside a longer-term engagement and development strategy, hotel company Dakota is clearly creating a sturdy ship to weather these uncertain economic times. 

One employee said: “Dakota takes care of people and there is clear growth and career progression.” Another added: “I have never previously worked in a company that takes its commitment to staff wellbeing so seriously.”

 

To smooth cash-flow worries, the company has introduced a salary advance and savings platform that allows team members to access earned pay before payday. Core benefits have been enhanced, too, including extending length of service holidays, expanding anniversary gifting and recognition, and improving maternity and paternity pay. 

Social mobility is also on the agenda through continued investment in the Dakota Academy, which offers new training and development sessions covering leadership capability and specialist operational skills to help staff build sustainable careers, not just jobs. 

“Collectively, these initiatives are designed to provide immediate financial reassurance while strengthening retention, engagement and internal progression over the long term,” said one team leader.

People are proud of working for an employer that values them. It garnered one of the highest survey scores at 95.38% – all its scores were around 90% – with comments ranging from “a great company reputation”, “a positive and welcoming work environment” and “trustworthy and supportive environment”.

 

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18. United Fresh

 

In a nutshell A founder-led foodservice supplier that brings together local supply chains and national customers
Location Across the UK with a headquarters in Warwick
Employees 16. Turnover is 6.25%

 

Since April, to help combat rising fuel costs for those who need to drive to the office, foodservice supplier United Fresh allowed its people to work from home, a move that was taken up by 100% of staff. Although the business recruits locally, it is not well served by public transport, so the policy also helps reduce the company’s carbon footprint.

One manager said: “While the individual daily carbon savings may not be huge, it all adds up. We are very much driven by the notion of ‘every little helps’.”

The company offers an enviable core benefits package, too. Staff, even those at entry level, receive health insurance, death in service cover, a contributory pension scheme and 31 days’ annual leave. 

The business has a strong family ethos, balancing the needs of commercial health and employee wellbeing. April, for instance, was named Stress Awareness Month and, led by a customer support team member, people collaborated to produce a Mental Health Support and Stress Awareness Catalogue – a resource now available company-wide. 

This is a company that loves socialising too. As well as regular team lunches, the induction of each new recruit includes a night out with the whole team, and last year’s Christmas party was a night at the circus.

As a result, 80% of respondents said they were “happy and proud to work here” against a benchmark of 66.9%.

 

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19. The Belfry Hotel & Resort

 

In a nutshell A 468-room hotel and leisure resort set in 550 acres with four restaurants and bars, event spaces, a spa, leisure club and three world-class golf courses, including the Brabazon, host of the Ryder Cup and British Masters
Location Sutton Coldfield, Warwickshire  
Employees 479 contracted and 508 casual. Turnover was 31% in the past 12 months (and 20% in the last three months) 

 

In 2025, following an £85m expansion, which included an events venue and fitness centre, the Belfry faced the challenge of recruiting more than 350 employees for new roles. 

 

However, despite global uncertainty and skills shortages, the resort chose to lean into its people strategy. So, rather than just filling vacancies at the expense of culture, it created opportunities and offered stability and long-term career paths. 

 

There were 43,000 applications, but early investment in leadership development, career pathways, work experiences and apprenticeships meant that 67% of management roles were filled through internal promotion, while entry-level roles opened doors for new local talent. Its strong onboarding and culture strategy delivered a 90-day retention rate of 83%. 

 

People see a future here, as these comments attest: “The Belfry is a prestigious, fulfilling place to work; not only does it support individual goals and aspirations, everyone goes above and beyond for employees excelling in their roles,” said one. 

 

Another added: “They define your role and push you to achieve more than you could ever think of…We work hard, but we also support one another, and there’s a real sense of teamwork that you don’t find everywhere.

 

The Korero scores bear all out, where 92.19% said the “company cares about its people” and 91% added it is a “positive and welcoming work environment”.

 

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20. The Savoy

 

In a nutshell A landmark 263-room five-star luxury hotel, part of the Fairmont Hotels & Resorts portfolio 
Location The Strand, London
Employees 450. Staff turnover: 36.2%

 

Since 2024, the Savoy has been in the throes of a renovation programme to its guestrooms and the Thames Foyer, its highest revenue-generating venue. Set against an already shaky global backdrop, this has created commercial pressures, with reduced rooms, an outlet closure and a drop in service charge.

 

While many organisations would have scaled back, the Savoy chose to protect its investment in its people and, despite external pressures, pledged that all roles would be secured along with financial support for those affected by the loss of service charge.

 

“We also preserved our quarterly outing budget, enabling colleagues to spend time with their teams outside of work and strengthen relationships,” said head of people and culture operations Beata Gubernat.

 

The hotel also kept training budgets in place, giving everyone continued access to learning, growth and opportunities. Alongside this, key benefits were enhanced, such as increasing employee life assurance.

 

“This was a conscious decision to double-down on our people when it mattered most. The result was record levels of engagement and a record reputation performance score, alongside a stronger sense of trust across the hotel,” said Gubernat.

 

Employees describe their workplace as a positive environment, where one said: “You don’t only work for the Savoy, the Savoy works for you.” 

 

In the Korero survey, the top score came in at 92.59% for “all individuals are valued” against a benchmark of 85.64%, while “positive and welcoming work environment” hit 92.27%.

 

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21. Kibou

 

In a nutshell An independently owned, design-led Japanese restaurant and bar group 
Locations Cheltenham, Battersea, Clifton, Cambridge, Solihull and Oxford
Employees: 220. Turnover: around 40%

The people-centric culture is evident at Kibou, with employees raving about it in the Korero survey. “Out of all the restaurants I have worked in, I have never experienced the level of care as a person that I have at Kibou. Here, you are treated as an actual person, rather than just a number in a system,” said one.

 

Another added: “Kibou is more than a job to me. I feel recognised for when I do a good job, and I receive constructive criticism when needed. Over the past year I have grown as a person, and I’d like to credit a lot of that to Kibou.”

 

This employer has a unique way of celebrating length of service. When a team member reaches a two-year milestone, their name is handcrafted in Japanese and displayed on a board at their restaurant as a permanent recognition of their contribution to the team and guests.

 
“It is our way of acknowledging that everyone who has been part of Kibou has shaped the culture and character of the business. A simple gesture, but a meaningful way for us to show our true appreciation,” said head of people Ruth Player.

Employees here clearly feel loved, where 87.12% of respondents agreed that “all individuals are valued”.

 

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22. Genuine Dining

 

In a nutshell A catering company delivering high-quality food and service through cafés, restaurants, coffee bars, hospitality and events
Locations Across London and the UK
Number of employees: 605. Turnover: 14.3% for 2025

 

This forward-thinking foodservice company has earned its employee loyalty. One team member said: “Genuine Dining has given me a new insight into hospitality in a year-one degree apprenticeship, and I already want to stay and grow with the company”.

 

The Korero survey attracted positive employee responses across the board, with 92.39% saying “all individuals are valued” against a benchmark of 85.64%.

This year, the company rolled out the Bridge, a programme that sets out to transform lives by creating paid employment opportunities for people with learning and developmental disabilities, an area where access to the workforce has historically been limited.

Participants are given tailored training, on-site mentoring and support from specialists. They are employed as valued members of the team, earning a wage, building skills and contributing to working environments in client sites. This shift from unpaid or voluntary placements to paid, structured employment is having a profound impact by boosting confidence, financial independence and a sense of belonging. For many, it represents a first step into sustained employment, opening doors that were previously closed. 

Notably, the impact of the Bridge also enriches workplace culture, fostering greater understanding, inclusion and connection across teams.

“The best place I have worked. I’ve never been as happy in a workplace as I am now,” said one employee.

 

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23. 4C Group

 

In a nutshell An international hospitality and property development and asset management company, with a portfolio that includes the Westin London City and Canopy by Hilton London City and the Haydon, an 87-unit residential development in Aldgate in partnership with Regal London
Locations The UK, East Africa and Canada 
Employees 325. Turnover: 40% in 2025, a decrease from 46% in 2024, reflecting the positive impact of continued focus on engagement, development and retention

 

As with many top 30 employers, 4C Group has responded quickly to cost of living pressures and global uncertainty by introducing a wellbeing programme focused on financial, professional and personal support. This includes flexible working arrangements where operationally feasible, and expanded learning and development opportunities to support career progression. 

“The initiative aims to provide stability, strengthen engagement and ensure teams feel valued and supported,” said Idy Udo, group director of administration. “Early outcomes show improved engagement, increased uptake of apprenticeship opportunities and skill building, and a stronger sense of connection across the workforce.”

The Korero survey backs this up. Values such as “leaders are supportive, positive and inspiring” and “achieving together as a team” come out strongly, with responder scores of 93.5% and 95% respectively.

Employee comments show the company’s softer side too. “Having young children, I cannot be more grateful for the flexibility and opportunities,” said a working parent, and another commented: “I feel really good working here”.

 

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24. Lexington Reception Services

 

In a nutshell: Provides front of house and corporate guest services across business environments
Location 33 contracts
Employees 130. Turnover: 76.7% staff retention, 95% management retention

 

Lexington may have been busy building a £5m-turnover company since launching in 2013, but it has never neglected its employees. The impressive retention rates (above) and average team tenure of 3.7 years prove this company has nailed a culture that prioritises employee wellbeing, development and satisfaction.

“I have been with the company for 12 years and am nearing retirement and I don’t think I have ever worked for a company with so many passionate, creative people who all really care about what they do,” says one long-serving team member.

 

As a result, it received respondent scores of 90% for both a “positive and welcoming work environment” and “a company that cares about its people”. 

Aware that customer-facing roles are ever-more complex, Lexington has stepped up investment in training to create a more resilient, confident and empowered workforce. It is now in its third year of a partnership with training provider Purple Story and has introduced two new modules to support employees beyond technical capability.

The innovation mindset module equips teams with practical tools for creative problem-solving, so they can approach challenges with greater confidence and adaptability. The awareness and emotional intelligence module focuses on developing self-awareness, empathy and emotional regulation, essential skills for navigating the high-pressure, people-focused nature of front of house roles.

Early feedback is positive, say insiders, with teams reporting improved confidence, stronger communication and a greater sense of ownership.

 

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25. Philema Hospitality Management

 

In a nutshell A family-owned company with a portfolio of leisure properties 
Locations Five-star Boringdon Hall; four-star Esplanade hotel, four-star adults-only Fistral Beach hotel; and the four-star Budock Vean country house hotel and self catering cottages, all in south-west England
Number of employees: 425 (up from 419 last year)

With no escape from the challenging economic times we are in, Philema Hospitality Management has just launched its timely Philema Wellness Programme. The aim is simple: happier, healthier and more resilient teams who feel valued, supported and engaged, and who know their wellbeing matters to the organisation. 

The programme provides practical support across physical, mental and financial wellbeing in a way that is flexible, inclusive and easy to access. Among the benefits is 24/7 GP and counselling support, team-based activities that build connection and financial tools such as earned wage access, budgeting support and discounts on everyday items. 

“With the ongoing cost of living pressures, wider world events and the demands of hospitality roles, we wanted to go beyond traditional benefits we currently offer and create something that supports the whole person,” says head of HR Stacey Le Gallez. 

This employer also strives to relieve the cash-flow woes of its people. Some 94.59% of respondents to the Korero survey said they are “paid accurately and on time” against a benchmark of 89.43%, and the company is also doing notably well in “fair pay”, with 85.48% agreeing against a benchmark of 71%.

Employee comments revealed that staff appreciate that “HR are very supportive and response time is excellent”, and another noted that managers “understand your commitments and try their best to work around them”.

 

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26. Richmond Hill hotel

 

In a nutshell A privately-owned, four-star, 144-bedroom hotel, the 144 On The Hill restaurant and 24-hour gym
Location Richmond Hill, Richmond, Surrey 
Employees 107. Turnover: Negligible 

 

This employer has spent time listening to what its teams want and is now working hard to turn employee feedback into meaningful action through its Voice Matters initiative. 

The initiative was set up following a recent engagement survey that flagged up issues such as communication, career development and the impact of the rising cost of living. 

In response, the HR team used team forums and departmental discussions to create space for open, honest conversations, supported by a “You said, we did” approach to build trust and transparency.

This resulted in improvements such as enhanced staff meals, increased manager visibility through dedicated “floor days” and more structured development conversations around career progression and upskilling. Alongside this, the hotel has strengthened its recognition of staff by offering Perkbox rewards, which give flexible and immediate appreciation. 

“The initiative reflects our belief that real engagement comes from listening and acting with purpose. By aligning our people strategy with the real needs of our team, we are not only improving day-to-day experience, but also building a more connected, supported and resilient workforce,” said people and culture manager Liva Jones.

Employees said they feel “part of a team that works well and supports each other” from 92.59% of respondents to the Korero survey agreeing versus a benchmark of 85.94%, followed by “all individuals are valued” at 91.18% versus a benchmark of 85.64%

 

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27. Coastal Kitchen Family

 

In a nutshell An independent hospitality group operating four neighbourhood venues and a wine shop built around relaxed, community-focused dining 
Location Portsmouth and Southsea
Number of employees 120. Turnover: 58.6% 

 

Recruitment challenges and a desire to nurture a sense of community within hospitality prompted the Coastal Kitchen Family to partner with the Minstead Trust, a charity that empowers people with learning disabilities to live independently, with the aim of giving practical support to people and to strengthen the team’s sense of purpose.
 
Eight months in, the development of work experience placements and internships for those supported by the charity is making a big impact. A knock-on benefit is that Coastal Kitchen has adapted its onboarding and training so that teams can now support colleagues from a wider range of abilities.
 
Next stop will be the creation of a community kitchen garden at one of the charity’s day centres, which will provide therapeutic outdoor activity and work experience along with volunteering opportunities for Coastal Kitchen employees. Produce grown will be used in the business’s kitchens, reducing reliance on external supply chains. 

 

Best of all, this long-term project will support wellbeing, skills development, community integration and shared learning across the area.

 

Some 96.43% of respondents to the Korero survey said they are “paid accurately and on time” and a resounding 90% said they feel “part of a team that works well and supports each other”.

 

And its staff retention record is enviable. “I have been working with the Coastal Kitchen Family for 19 years, which speaks volumes, and I couldn’t think of working anywhere else,” said one team member. 

 

“Honestly the best team I’ve ever worked with,” perhaps says it all. 

 

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28. Yolk (In One Basket Ltd)

 

In a nutshell A food business serving sandwiches and breakfasts prepared in open kitchens
Location Canary Wharf, Victoria, Broadgate, London Bridge, London Wall, New Street Square and Soho, all in London
Number of employees 65. Turnover: 18.75% in Q1 2026

 

Yolk started as a pop-up in 2014 and now serves 35,000 customers across seven sites with a long-term goal to open 100 more. The founders say its success is down to the fact it is always mindful of the details, which includes employees.  

One insider said: “We believe if we look after our teams brilliantly, they’ll create the kind of fast, warm, high-quality experience that keeps guests coming back.”

To push through today’s economic turbulence, Yolk is building a more supportive and transparent working environment for its teams. This includes improved earnings visibility through confirming minimum contracted hours, tighter rota planning and more disciplined labour management so employees can better predict and rely on their income week-to-week.

Alongside this, managers are trained to lead with empathy and accountability, and to have more open conversations around wellbeing, workload and progression. Practical tools include an employee assistance programme and a healthcare cashback plan. 

“In a challenging external environment, the people policy is to provide consistency, clarity and strong leadership at site level on the basis that these values ultimately drive both retention and performance,” said one manager.

The Korero survey agreed: 86% of respondents said their “leaders are supportive, positive and inspiring”.

It seems other employers could learn from it: “Yolk positively changed my perspective about hospitality,” said one employee. “If many other restaurants or hospitality companies are like Yolk in terms of work culture and people, I think hospitality would be great.”

 

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29. Christian Conference Trust

 

In a nutshell A UK-based charitable organisation operating three residential conference centres for the Christian community, with a strong focus on hospitality, service and community
Locations High Leigh Conference Centre, Hertfordshire (164 bedrooms, events up to 380 delegates), the Hayes Conference Centre, Derbyshire (249 bedrooms, events up to 500 delegates), and Highgate House, Northamptonshire (97 bedrooms, events up to 200 delegates)
Employees 130 permanent employees across its three centres. Turnover: 10% (including seasonal workers) 

 

Judging by the comments received in the survey, the Christian Conference Trust is doing all the right things to achieve an engaged, happy workforce.

 

One team member said: “I’m genuinely proud to work here. It’s an organisation that gives people responsibility early, trusts them to make decisions and backs them when they try to do the right thing.”

 

Another said: “I’ve seen people grow in confidence, capability and leadership because they’ve been given opportunities rather than being held back by hierarchy.”

 

No wonder being “part of a team that works well and supports each other” earned respondent scores of a healthy 93.33% versus a benchmark of 85.94%.

Equipping people for long-term career growth is a priority. The trust is investing in its internal Hospitality Academy and leadership development pathways to show team members that hospitality is not simply a job. This includes apprenticeships, ILM leadership programmes, mentoring and clearer development conversations.

To provide wellbeing support that reduces expenses for its people while encouraging early intervention, the trust has partnered with Westfield Health. In an initiative paid for by the company, employees can claim money back on everyday healthcare costs, such as dental treatment, eye tests and glasses, as well as accessing support for physiotherapy, osteopathy and other wellbeing therapies.

“These initiatives support both the immediate financial pressures facing employees and their longer-term development, reflecting our commitment to caring for our people,” said HR manager Claire Melrose. 

 

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30. Kimpton Fitzroy London

 

In a nutshell The 334-bedroom luxury hotel, part of IHG Hotels & Resorts, has nine meeting and event spaces and three restaurants and bars
Location Russell Square, London
Number of employees 290. Turnover: an average of 2.84% in 2025

 

Instead of constantly introducing new initiatives, the management team at Kimpton Fitzroy London is focused on strengthening and embedding the people support practices that have proven most valuable, particularly in easing cost of living pressures. 

 

This ensures employees are aware of and able to fully use benefits such as the Hapi app discounts, which help them to save on everyday spending, Bravo and gift card rewards for recognition, Wagestream for flexible access to pay and season ticket loans to ease commuting costs. 

 

The company culture encourages open conversations and regular check-ins on how people are feeling, bolstered by mental health awareness days where opportunities are created for employees to listen, share and support one another. 

 

A great example of this is the weekly Thursday litter pick, which brings colleagues together in an informal space where they can build relationships and listen. “The aim has been to provide both practical support and meaningful connection, ensuring employees feel supported, engaged and heard during challenging times,” said one director.

 

This considered approach is popular with employees, with the survey recording that 92.5% of respondents felt “leaders are supportive, positive and inspiring”.

 

Managers can pat themselves on the back, thanks to comments such as: “The best thing I like about this environment and the leadership is that we are encouraged to be ourselves and bring our best selves to work. The leadership is great.”

 

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