Here they are—CODE Hospitality’s Happiest Places to Work 2025, in partnership with Planday. Selected from over 420 entries, these are the pioneering workplaces that impressed our expert judging panel including Lorraine Copes, founder of Be Inclusive Hospitality; Will Beckett, CEO and founder of Hawksmoor; Kris Hall, founder of The Burnt Chef Project; Lauren Linford, founder of Home Hospitality; and Dave Lee, CEO of Planday.
The hospitality industry is defined by long hours, high pressure, and staffing challenges—now so more than ever. We’re proud to shine a light on the businesses that, in the face of so many obstacles, are choosing to invest in what matters most: their people. They understand that prioritising well-being and leading with purpose isn’t just the right thing to do—it’s key to long-term sustainability.
All the companies featured here, from tiny independents to national groups, foster people-first cultures, going beyond parties and perks to offer what really counts: meaningful training, career pathways, and opportunities for growth. We’ve highlighted just a few of the inspiring initiatives making a difference.
If you’d like to hear more from some of the companies on our Happiest Places to Work list, join us alongside Dan O’Regan of BANK and Lapin, Marc Summers of Bubala (overall winner), Rose Ashby of Spring and Serena von der Heyde of Georgian House Hotel on Monday 22nd September.
CODE Hospitality’s Happiest Places to Work 2025
Overall Winner
Bubala
Multiple sites, London
Advocacy Score: 9.03 | Number of staff: 130
“Happiness doesn’t come from a ‘one size fits all’ model,” says the team behind Bubala, winner of CODE Hospitality’s Happiest Place to Work 2025, in partnership with Planday. “Our approach is simple: meet people where they are, instead of asking them to fit a mould.”
Founded in Spitalfields in 2019 by Marc Summers, Bubala—meaning “darling” in Yiddish—has earned a loyal following for its vegetable-led Middle Eastern cooking, laid-back restaurants, and warm service. From the beginning, Summers was clear about his ambition to build a thoughtful, people-first culture, and he hasn’t wavered as he has grown the group from one site to three, with the latest opening this year at King’s Cross.
This marks Bubala’s second year on the list. Judges last year praised its culture of “continuous improvement.” This year, as the team has grown from 80 to 130, Bubala made further strides, formalising staff-support policies and using data to track wellness, benefits uptake, and overall progress. Perks, benefits, and policies are reviewed regularly with the aim of “creating an environment where people feel seen, supported, and sustained in ways that matter most to them.” Pathways for progress are clear and tailormade to individuals: an impressive 88% of new managers are internal promotions.
“We believe that when our team feels supported, inspired, and empowered, great things happen.”
- Generous wellness voucher and bonus scheme—every year, on their work anniversary, team members receive up to £250 to spend on “what wellbeing looks like to them”, be it running shoes, pottery courses, therapy, tech etc. At the 18-month mark, the same amount is awarded as a wellness bonus in their pay packet. This continues, alternating between a voucher and a bonus every six months “to create a consistent rhythm of appreciation and care.”
- Tailormade learning and development—Bubala’s programme isn’t “off the shelf”; it’s an evolving programme, shaped by quarterly surveys and based on the team’s passions and goals. Recent sessions have included a knife-sharpening masterclass and workshops with Not A Phase.
- Formal mental health policy to ensure proactive, tailored support for all team members. It begins on day one with an onboarding questionnaire “that helps set them up for success”, followed by wellness check-ins, so managers can act at the first sign of burnout. Actions might include flexible scheduling, adjustments to workload, or personalised support.
What the judges say: “Bubala has a list of perks and benefits for its team but they’re not just bolt-ons. What really comes across is they’re clear on the ‘why’ of everything they do. They look at the business holistically and they’re proud of the culture they have created.”
What the team says: “Working at Bubala for the last 11 months has restored my faith in hospitality companies. Bubala is a company that stands for integrity from how we do business to how we treat one another and make business decisions. Mental health is valued and people are allowed to be themselves. I hope hospitality takes a page out of Bubala’s book.”
‘Happiness is that feeling of waking up and looking forward to the day ahead. Whether it’s at work or on your day off, that happiness should be of equal measure (or close to!). You shouldn’t fear the day ahead. We spend around 5/7s of our adult life in work so we may aswell make it as fun and rewarding as possible!.’
Afrizi
Basingstoke
Advocacy Score: 9.54 | Number of staff: 10
A small Nigerian restaurant in the centre of Basingstoke founded by Ezekiel Osundina in 2022.
- Recognition of the team’s career goals beyond Afrizi and finding opportunities for them, e.g., a journalism student on staff writes the staff newsletter; a marketing student helps create content.
- A quiet space at the restaurant is made available for team members to reset during their shift. Exercise equipment is available for use on breaks or days off.
- To encourage a feeling of ownership, monthly targets are set by the team themselves. Rewards for achieving those targets are chosen by the team too.
What the judges say: “This was a really strong independent entry. Afrizi takes a multi-pronged approach and the overarching feeling is that they care about their people.”
What the team says: “It is a supportive environment and staff work so well together.”
‘At Afrizi, happiness is about feeling at home and being 100% comfortable to be yourself. It’s about building strong relationships with teammates, sharing moments of laughter and support, and creating a space that is more than just a workplace. Together, we celebrate and grow as a family!’
ALL THE BEST
Multiple sites, London
Advocacy Score: 9.36 | Number of staff: 25
Led by Emma-Louise Piggott, one of CODE Hospitality’s Women of the Year 2025, and Jonathan Mercer, All The Best includes The Prince Arthur pub in London Fields and Hackney bar You Call The Shots, home to Bing Bong Pizza.
- All The Best ringfences a development budget for all team members to pursue personal and professional growth on their terms, so when the time comes to grow the business, the team is ready.
- Monthly ‘no fluff’ management development sessions, rooted in current personal development plan data and team needs.
- Key data from their 2025 internal survey includes 0% voluntary labour turnover and training and development scores up 17%.
What the judges say: “All The Best actively talks about happiness, making it a priority. They have a coherent plan based on current data and stats.”
What the team says: “I came here as a customer first and feel lucky now to be able to give customers the same experience I got.”
‘To be recognised for the second year in a row as one of the Happiest Places to Work in hospitality is something we’re incredibly proud of. This year has been one of change, and it’s been inspiring to see how hard the team have worked, how they’ve supported each other, and how they’ve kept the spirit of the business alive throughout. This recognition belongs entirely to them, it’s their passion, resilience, and care that make this such a special place to be.’
Anglian Country Inns
Multiple sites, East Anglia
Advocacy Score: 8.5 | Number of staff: 420
A 27-year-old family-run business with ten pubs across East Anglia including The White Horse and The Jolly Sailors at Brancaster Staithe.
- Happy Cheques—ad hoc awards of up to £50 credit to team members who go above and beyond. Credits can be used at any site in conjunction with role-dependent staff discount of between 40 and 75%.
- Service Star Awards—£10 rewards for team members who are namechecked in an online review (it’s not unheard of for team members to hit the £100 cap in a single month).
- MAD (‘Made a Difference’) awards voted by the team. Winners, selected from each site at the annual team party, win a European trip.
What the judges say: “They’re not afraid to think out of the box when it comes to perks and awards. They’re not just doing what everybody else is doing.”
What the team says: “Our owners play a fantastic part in training, encouraging and thanking their staff for their work and achievements which is so unusual in any industry.”
‘We set out every day to make people happy, and that includes our people just as much as our customers. It means the world to us that CODE have recognised Anglian Country Inns as one of the happiest places to work in the UK and more importantly that our wonderful teams really enjoy being a part of our ACI family. They are at the heart of what we do, and we know that if our teams are happy, service is more colourful and that leads to making our guest experience even better.’
JKS Pubs
Multiple sites, London
Advocacy Score: 9.63 | Number of staff: 140
JKS Pubs is a group of three traditional London pubs. Their pubs include The Cadogan Arms in Chelsea, The George in Fitzrovia, and The Hound in Chiswick.
- Discontinuation of WhatsApp for messaging, based on feedback. Now using employee app, All Gravy, for communications, learning and onboarding.
- Introduction of groupwide private healthcare with Vitality.
- Cocktail competitions and cook-offs to encourage creative input.
What the judges say: “Younger generations want healthcare and dental. Things like that make it a sticky place to work. Their survey scores are really good.”
What the team says: “I’ve been able to attend loads of training, which is supporting my development. We’re supported and appreciated and the pay reflects that.”
‘We’re incredibly proud to be named in CODE’s Happiest Places to Work—a reflection of the culture we’ve built, rooted in the spirit of the great British pub: warm, welcoming, and open to all. Just like a true public house, our business thrives on inclusivity, putting a premium on real human connection and common ground. We’ve set out to build a space where people from all walks of life feel at home, where individuality is celebrated, and where everyone has the chance to grow in their chosen career path. It’s this blend of fun, openness and opportunity that fuels our success—and hopefully makes our teams proud to work with us.‘
BANK and Lapin
Bristol
Advocacy Score: 9.73 | Number of staff: 14
Two independent restaurants in Bristol, founded by Dan O’Regan (also known for his Notes on a Napkin Substack). BANK in Totterdown specialises in live fire cooking, while Lapin on Whapping Wharf is inspired by traditional French bistros.
- Opportunity to earn equity in the business, with 20% equity in each restaurant set aside for the management team, and the opportunity to invest in future venues.
- WSET qualifications for all front of house staff.
- An uncapped bonus structure for employees who come up with a good idea for the business (£1000 per idea)
What the judges say: “This business scores very highly on the question ‘how likely are you to recommend your workplace to a friend?’. That says a lot about it. Dan O’Regan is very open about the challenges faced by hospitality businesses and why it matters to put your people first.”
What the team says: “Supportive owner and management team. Great opportunities to develop professionally and a lovely team to work with.”
bankbristol.com, lapinbristol.co.uk
‘At BANK and Lapin, we believe that when you look after your team, everything else follows. A happy workplace isn’t about big gestures. It’s about everyday respect, good communication, and creating space for people to grow. When our team feels good, our guests do too.’
Café Deco
Bloomsbury, London
Advocacy Score: 9.42 | Number of staff: 17
Chef Anna Tobias opened Café Deco in Bloomsbury in December 2020 in partnership with Gergovie Wines. It serves natural wines and a weekly menu of modern European food.
- No more than three shifts in a row to ensure team members are rested
- A straightforward rota request system ensures staff can take the time off they need, with flexible scheduling for personal commitments such as therapy or IVF.
- Trips to meet suppliers and farmers to provide inspiration and enthusiasm.
What the judges say: “She doesn’t shout about it but Anna Tobias has built a model of inclusivity on a quiet corner in Bloomsbury.”
What the team says: “I can’t think of anywhere else I would like to work in London.”
‘Happiness at work means believing and feeling that you are supported. It means being of the frame of mind that a business should strive to provide people with what they need and see this as a positive goal rather than a potential inconvenience to the business. It means we’re all looking after each other.’
Chuku’s
Tottenham, London
Advocacy Score: 8.2 | Number of staff: 10
Chuku’s, the world’s first Nigerian tapas restaurant, founded by brother and sister duo Emeka and Ifeyinwa Frederick in 2020.
- Consistent rotas and a no double shift policy to support work-life balance and prevent burnout.
- Private healthcare including physiotherapy and mental wellbeing support through free counselling sessions and a 24/7 helpline.
- Commitment to internal progression: Chuku’s general manager, assistant manager, and head chef are all undertaking that role for the first time.
What the judges say: “It’s so impressive to see small independent restaurants such as Chuku’s who don’t have an HR team and don’t have limitless resources, doing what they can to make their business a great place to work. They do so by establishing a strong set of values from the start.”
What the team says: “Emeka and Ifey lead the team with respect and compassion, they genuinely care about all of us.”
‘We want everyone who walks through our doors to leave feeling better than when they arrived – and that includes our team, not just our guests. For us, happiness means feeling seen, supported, and safe to be yourself. It’s knowing your wellbeing matters, your voice is heard, and your growth is possible. At Chuku’s, we try to create a space where people don’t just work – they feel like they belong.‘
Clay’s
Birmingham and London
Advocacy Score: 8.71 | Number of staff: 150
A virtual clay target shooting concept with locations in London and Birmingham. Their first venue opened in Moorgate in 2021.
- Foundation of The Clayers Academy, an internal training and development programme, with structure, role-specific pathways for every department mapped out with specific skills and milestones. Clay’s has made over 90 internal promotions since launching the academy, with 100% of assistant managers and assistant general managers promoted from within.
- Strong internal comms. A monthly internal mailer, The RELOAD, celebrates wins, ‘Clayer of the Month’ etc.
- Successful recruitment and onboarding process (including candidates trying their hand at clay target shooting), which has helped reduce turnover from 50% to 27.2% in a year.
What the judges say: “Clay’s wants to establish itself as a place where people go to get great training. It has low turnover. The numbers speak for themselves.”
What the team says: “I like that they make it transparent how I can get to the next step in my career and that the managers all have time to talk about my progress.”
‘At Clays, happiness means creating a place where everyone feels seen, supported, and celebrated. We believe happiness comes from having a sense of purpose, knowing your work matters, that you’re mastering your craft, growing every day, and doing it all with a team that’s got your back. In an industry where retention can be tough, we’re striving to build something different. A place where people stay, thrive, and feel like they truly belong. That’s the real target we’re proud to hit every day.’
COR and RAGÙ
Bristol
Advocacy Score: 8.51 | Number of staff: 38
COR (opened 2022) and newcomer RAGÙ (opened 2025) are a pair of highly acclaimed small plates restaurants in Bristol, owned by Mark and Karen Chapman.
- Personalised rotas for parents and carers.
- Increased training budgets used for a range of sessions including off-site training at a distillery, and in-house masterclasses on butchery, cocktails, costing etc.
- Charity scheme paying staff for volunteer work at local charities.
What the judges say: “The group has doubled in size in the last year, going from one to two sites, but has continued to prioritise staff development and wellbeing.”
What the team says: “I am working with a team that is happy to train me from zero and that is something special for hospitality.”
correstaurant.com, ragurestaurant.com
‘Happiness is found in the warmth between shared plates, in the quiet pride of a well-executed service, and in the bond of a team that believes passion is the heart of hospitality whilst having fun with the people you love.‘
Dough Hands
Multiple sites, London
Advocacy Score: 9.56 | Number of staff: 15
Hannah Drye, one of CODE Hospitality’s Women of the Year 2025, built her cult pizza brand from a market stall in Brixton. She now sells her pizzas out of The Spurstowe Arms in Hackney and The Old Nuns Head in Nunhead.
- Free Service Works trousers on completion of probation.
- Flexible rotas to accommodate the team’s side hustles, passion projects, and leisure interests, with at least one day off at the weekend.
- Loan of equipment to staff running their own pizza pop-ups.
What the judges say: “Dough Hands has grown from one to two sites in the last year and is still a very young business but unquestionably on the right track. Hannah Drye’s proving you don’t need a huge budget or an HR team to create a hospitable working environment.”
What the team says: “Dough Hands is genuinely such a joy to work at. It’s really exciting to see how well it has been going and continues to develop. It’s been an absolute privilege.”
‘Happiness at Dough Hands is feeling part of something exciting where your efforts are noticed and appreciated, you genuinely feel you play a part in the success of what’s going on. Also feeling part of a team that actually gets on and enjoys working together!’
Engage Sport Management
National
Advocacy Score: 8.68 | Number of staff: 78
A leading hospitality agency delivering hospitality events across the world, with official contracts at leading sporting venues including Wimbledon, Allianz Stadium, and The Oval.
- Individual career development pathways including a mentorship scheme and training and coaching sessions with an external provider.
- The option of long lunch breaks of up to two hours to allow more time to exercise, relax or run errands.
- Monthly fitness classes, football matches, and team socials.
What the judges say: “Engage offers key benefits including paid company sick leave, death in service insurance and critical illness cover which people don’t realise the importance of until they need it.”
What the team says: “It’s a very exciting environment to be in. I feel inspired to work at my best.”
‘At Engage, happiness means feeling supported, connected, and proud of the team we’re part of. Adding to the team’s happiness, we hold brilliant socials and amazing incentives such as awesome ski trips for our team to enjoy. By offering flexible benefits, career development opportunities, monthly exercise classes and football games available to all, we have created a culture that’s friendly, collaborative, and genuinely fun, which makes us all very happy to work here in our fabulous office with great free coffee!’
Fairgame
Multiple sites, London
Advocacy Score: 9.69 | Number of staff: 121
An experiential socialising concept with fairground games, street food and cocktails, with two venues in London.
- Quarterly team incentives with prizes including overseas trips to Mexico, St. Lucia, Barcelona etc. Annual trip abroad for all managers, and an annual senior team trip abroad.
- A range of training models including bitesize TikTok style training videos with Blend, and Liberty Wines Academy Training for the bar team, and WSET qualifications for the senior bar team.
- Focus on late night safety which includes paid taxis home for managers on closing shifts; time and a half paid for any hours after midnight to help cover the cost of safe late-night travel; and Thai boxing classes every six months.
What the judges say: “A score of 9.7 for ‘How likely are you to recommend your workplace to a friend?’ is one of the highest scores and it’s from a big team. A great entry, backed up by numbers such as an average length of service of a year and seven months across 111 employees.”
What the team says: “Fairgame fosters a culture where everyone’s voice matters, and that kind of environment not only helps me grow professionally but also makes me feel like I belong.”
‘At Fairgame, happiness means creating an environment where our team feels supported, appreciated and equipped to thrive. We run an indoor fairground for adults, so fun is in our DNA, and seeing our guests have the time of their lives brings real joy to the team. We remove the obstacles that get in the way so our people can focus on doing what they do best – and enjoy it. When they feel valued, nurtured and challenged to grow, they flourish. That’s when the magic happens – for our team, our guests and the business.‘
Georgian House Hotel
Pimlico, London
Advocacy Score: 9.36 | Number of staff: 47
A 45-room family-run townhouse hotel in Pimlico, London, dating back to 1851.
- Free weekly English classes during paid working hours, thus helping to remove barriers to access and foster inclusivity.
- Long-term partnerships with homelessness charity Only a Pavement Away and hospitality charity Springboard, to help recruit from underrepresented groups.
- A disability-confident employer. The team includes employees with visible and non-visible disabilities, all of whom have over three years’ service.
What the judges say: “The hotel has good scores and excellent testimonials from its staff. It has a very strong focus on welcoming both staff and guests with visible and invisible disabilities.”
What the team says: “I’m proud to be part of a company that genuinely cares, not just about its people, but also about making a positive impact in the community.”
‘Happiness to our team means working together towards one vision in an environment built on respect, authenticity, and inclusivity, where everyone feels valued, supported, and inspired to grow’
Grace and Savour
Solihull, Warwickshire
Advocacy Score: 9.82 | Number of staff: 16
Husband-and-wife team David and Anette Taylor’s fine-dining restaurant within Hampton Manor in Solihull, Warwickshire.
- Introduction of monthly finance meetings with senior staff in response to demand for greater transparency and understanding of the business, budgets, targets, and costs.
- ‘3-12-3’ appraisals for all, including the owners (reflecting over the previous three months; setting goals for the next 12 months; and establishing specific steps for the next three months).
- Four weeks annual closure timed around school holidays to support staff with children.
What the judges say: “One of the highest scorers. Grace and Savour is well deserving of a second year on the list. They haven’t had a chef leave in 18 months; it’s great to see that level of retention.”
What the team says: “Grace and Savour is one of a kind. It’s the best place to work for support, growth, and personal development.”
‘In hospitality passion is often what brings us together, but happiness is what keeps you there. For us as a team happiness means laughter, compassion, grace and dedication!’
JKS Restaurants
Multiple sites, London
Advocacy Score: 8.01 | Number of staff: 500
JKS Restaurants, founded by the Sethi family in November 2008, encompasses 27 restaurants worldwide including Gymkhana, Trishna, Berenjak and Legado. It will open its first sites in the US later this year.
- A learning and development calendar to aid professional development and wellbeing that includes supplier visits and ‘Hour of Power’ sessions led by in-house leaders.
- Free period products in all staff toilets, changing rooms, and support offices, as part of a wider project around menstrual health at work.
- JKS Apprenticeship Academy runs year-long training programmes for external hires, front and back of house, across six venues. Apprenticeships up to Level 4 Hospitality Management available for existing teams.
What the judges say: “To see a restaurant group of JKS Restaurants’ stature setting new industry standards in well-being is hugely significant. There’s no question that other businesses will see that and follow suit.”
What the team says: “The workplace has a positive and collaborative environment that encourages teamwork and personal growth.”
‘To be named one of CODE’s Happiest Places to Work in 2025 is a great honour and means a huge amount to us. At JKS, our mission has always been to create a workplace where people feel valued, supported and able to thrive – regardless of their background. From investing in learning and development, to championing diversity and wellbeing, we’re committed to building an environment where everyone belongs and can grow their career; being recognised shows we’re on that journey to achieving this for each and every member of our team. This award is a testament to the incredible people who make JKS what it is today – their passion, talent and commitment are at the heart of our success.’
Kiki Lounge
Isle of Man
Advocacy Score: 9.36 | Number of staff: 18
A tiki-inspired bar on the Isle of Man by Jamie Lewis and Drew Fleming (the inaugural winner of the 50 Best Bars The Blend Scholarship).
- Introduction of a four-day working week which has resulted in improved staff retention and a dramatic reduction in burnout-related absences.
- A weekly “homework club” where staff share articles, podcasts, or book excerpts, followed by a group discussion.
- Growth opportunities in the form of an 11-stop UK tour in 2024 and takeovers of Kiki Lounge to give the team exposure to world-class talent and venues. Stages planned for 2025 for junior team members.
What the judges say: “Kiki Lounge tailors its programme to the specific needs of its local workforce on the Isle of Man. It embeds wellbeing into every decision and tackles burnout head on.”
What the team says: “I have witnessed firsthand the unwavering commitment and passion of my colleagues, who I am proud to call friends”.
‘Being named as one of CODE’s Happiest Places to Work 2025 truly means the world to us. Of all the awards we’ve received, this one is especially rewarding because our own team have had a hand in the process, sharing their experiences and feedback. We’ve always aimed to challenge the outdated view that hospitality isn’t a viable career, and we hope this recognition helps prove the opposite — that with the right culture and care, a career in hospitality can be fulfilling, inspiring, and full of opportunity’
Long Boi’s Bakehouse
Levenshulme, Manchester
Advocacy Score: 9.5 | Number of staff: 8
A neighbourhood bakery in Levenshulme, Manchester, run by an all-female team. Founded by Pollen alumna Jenny Oakenfull in 2020.
- Baking shifts start comparatively late for a bakery (6.30am) to promote work-life balance and prevent burnout. Shifts are no longer than eight to nine hours.
- Rotas planned two months in advance to help employees plan.
- Encouraging creativity. The development of specials is a collaborative effort.
What the judges say: “Operating bakeries comes with its own challenges. Long Boi’s is rethinking what it looks like to work in a bakery.”
What the team says: “Long Boi’s is a really special place to be a part of, both in terms of the team behind it and the wonderful people we have come through our doors everyday!”
‘I asked all the team about what happiness means to them and the resounding theme was community, be it within the bakery walls itself or what happens outside in the local area. We definitely feel like we play a big role within the Levenshulme community and it brings us so much joy to witness it grow around us. Many babies who first visited us when they were only a few days old are now walking and talking and choosing their own treats from the counter! We know many regulars by name, and love to ask them what’s new with them when they pop in for their daily coffee. Hopefully these small interactions bring our customers as much happiness as it does to us.’
Nell’s
Multiple sites, Manchester
Advocacy Score: 8.13 | Number of staff: 130
New York-style pizzeria and bar with sites in Manchester Northern Quarter, Kampus, Altrincham, Chorlton and Media City.
- The Hospitality Hike. Launched in 2022 in response to staff feedback, the two hikes a year are attended by 30 to 40 people and are open to staff from Nell’s and other hospitality businesses.
- Fundraising for charity. Staff choose a local charity to raise money for; in 2024, they raised over £16K for Wood Street Mission, supporting Greater Manchester families living in poverty. This year, they’re raising money for The Christie Charity.
- Paid employment and placement opportunities for people with Down’s Syndrome, disabilities or health issues, in partnership with WorkFit and Pure Innovations.
What the judges say: “Nell’s recognises its place in the wider hospitality community. Industry discounts and events such as the hospitality hike reflect that.”
What the team says: “Having progressed through the ranks in the kitchen, I feel like the company has given me a lot of opportunities and supported me every step of the way.”
‘At Nell’s we believe in our venn diagram of happiness! Happy teams, happy guests, happy business. None are truly possible, without the others. Hospitality is showing itself to be one of the most creative and resilient industries around. In these challenging times, hospitality businesses are leading the way in terms of employee experience and staff happiness. At Nell’s we put a real emphasis on this. We listen to our teams, invest heavily in learning and development, actively strive for work life balance for all, and try to be creative with our benefits and rewards. From our enhanced maternity and paternity policies, staff discount and football team, through to our EAP and the twice yearly hospitality hike, we strive to put the wellbeing of our teams first.’
Spring
Temple, London
Advocacy Score: 9.13 | Number of staff: 60
Chef Skye Gyngell’s restaurant within Somerset House in London. Founded in 2014, it’s known for its highly seasonal menus, biodynamic ingredients and zero waste principles.
- The Masterclass Series—two sessions a month on topics such as breathwork, butchery, knife sharpening, fermentation and Korean cooking.
- Twice yearly appraisals, in the form of a one-to-one with every staff member, and twice yearly all-staff meetings.
- Generous perks including a £100 Spring voucher for birthdays, and a complimentary meal-for-two with wine on passing probation.
What the judges say: “One third of the team has been there for over six years. That’s very impressive. It’s also good that they’re doing two appraisals a year when so many are not doing them at all.”
What the team says: “Spring functions as a welcoming gateway for women into the industry while training them to be progressive, thoughtful kitchen leaders”
‘At Spring, happiness is nurtured through a supportive, sustainable workplace where learning never stops, effort is recognised, and everyone feels truly valued. This positive environment matters, it is what allows us to create food with care and serve our guests with genuine warmth.’
Studio Paskin
Multiple sites, London
Advocacy Score: 8.3 | Number of staff: 150
An eclectic and creative hospitality studio established by siblings Layo and Zoë Paskin in 2021. Their businesses include The Palomar, The Barbary, and The Blue Posts in Soho, as well as forthcoming outposts of The Palomar and cocktail bar The Mulwray in Australia.
- Supporting and embracing the team’s talents: e.g., having them design posters, illustrate menus, and DJ at events.
- Focus on internal progression, with greater opportunity to move between venues or shift into new roles (including international consultancy work).
- A values-led employee of the month programme that celebrates attitude, kindness and positive impact, rather than just output.
What the judges say: “There are lots of thoughtful benefits here. Benefits such as Uber rides home late at night—getting people home safely—are so important in the nighttime economy.”
What the team says: “From top to bottom, I cannot fault any member of the team. I feel valued, looked after and appreciated whenever in the office or on site and genuinely cannot find a fault.”
‘For us, happiness means working in a place we’re proud to be, surrounded by people who care for and support each other and are inspired by the work they do – it’s feeling valued, connected, and part of something bigger. Being happy here, we create the kind of places people love to go—because it starts with wanting to be here ourselves.’
The Drinks Trust
National
Advocacy Score: 9.71 | Number of staff: 7
The Drinks Trust, established in 1886, is a charity offering mental health, wellbeing, financial support, and a Support Line for the drinks and hospitality workforce.
- Development of a formal wellbeing policy to complement the HR framework, embedding it as a core value within its organisational culture. This includes implementation of weekly or monthly team check-ins focused on team satisfaction and wellbeing, introduced in response to its annual staff survey (developed in partnership with WeAreWellbeing).
- Expansion of neurodivergence training to promote inclusive work practices and develop understanding of neurodiversity-related issues within the business and the wider industry.
- Enhanced performance management and accountability through the introduction of structured performance reviews, clear KPIs, and performance-based bonuses—not always standard practice in the charity sector.
What the judges say: “It’s great to be able to recognise The Drinks Trust and what they do for the hospitality industry. They lead by example.”
What the team says: “The team are wonderful and supportive and even though we all have lots of responsibilities and tasks, we are all so committed to the cause and helping others.”
‘Happiness in a team isn’t just about smiles, it’s about trust in one another, a shared purpose, and knowing that your contributions matter. When people feel valued and connected, great work follows.’
The Scrap Box
Dunnington, York
Advocacy Score: 10 | Number of staff: 10
An award-winning fish and chip shop in a layby in Dunnington, York, founded by brothers Aman and Gavin Singh in 2016.
- Monthly team events such as mini golf, bowling, competitive gaming, or a meal out—activities designed to suit all staff.
- Working with Spill to give the team quick, confidential access to therapy sessions via text, phone or video, and ensuring the team knows how to access and use the service.
- Brainstorming ideas for the business including for social media and letting the team take the lead on it.
What the judges say: “Many of the team are young people in their first jobs. The Scrap Box models what a good workplace looks like for new starters in the industry from day one.”
What the team says: “When the business moved from Brockfield to The Scrap Box, I wasn’t too keen—I’m not the biggest fan of change. Aman and Gav looked after me though and even paid for my driving lessons as I needed to travel a bit further. I made the top ten Young Fish Friers of the Year and helped the team get to the top ten ‘Takeaways of the Year’.”
‘For us, happiness isn’t just about smiles during service, it’s feeling valued, supported, and part of something meaningful. At The Scrap Box, we lift each other up, take pride in our work, and find joy in doing things the right way, together. We all feel invested, because we’re all invested in – that makes all the difference.’
Thesleff Group
Multiple sites, London
Advocacy Score: 8.42 | Number of staff: 350
A fast-growing collection of bars and restaurants in London, founded by entrepreneur Markus Thesleff in 2019. The group includes Los Mochis, Juno Omakase, Sale e Pepe, and Viajante87.
- Free BUPA health insurance covering GP appointments, physiotherapy, and talking therapies, for every member of staff who has passed their probation period.
- Quarterly “town halls” with founder Markus Thesleff, to keep the team informed and up to date about business plans, growth, and ambitions.
- Apprenticeship scheme with the Institute for Leadership and Management for aspiring and existing managers. Confidential external coaching for senior management.
What the judges say: “This is a relatively new business that’s clearly set out to be on the right path from the start. Their scores are really impressive, particularly considering the size of the business.”
What the team says: “It’s been a positive and enriching experience for me. I found the initial training helpful; it prepared me well for my responsibilities.”
‘In essence, happiness at Thesleff Group isn’t a destination—it’s the journey we embark on together every day. It’s about creating a workplace where everyone feels valued, where laughter and purpose go hand in hand, and where dreams, however audacious, are painted in vibrant colours.’
Woodhead Restaurant Group
Multiple sites, London
Advocacy Score: 9.64 | Number of staff: 100
Will Lander and Daniel Morgenthau’s five-strong Woodhead Group comprises Portland, The Quality Chop House, Clipstone, 64 Goodge Street, and Quality Wines, all in London.
- The Woodhead Induction Day, held every three months, as a welcome day of tastings and talks for all new starters.
- In response to requests for more holiday days, the group has introduced TOIL (time off in lieu). Team members have the choice of being paid overtime or accruing time off in lieu.
- Mental health and well-being coach for anonymous and confidential counselling.
What the judges say: “What really comes across from Woodhead is how open and adaptive they are; asking for regular feedback from their teams and acting on it.”
What the team says: “Woodhead is a wonderful, professional, growth-oriented environment, where each individual is given the potential to improve and have fun whilst developing their skills.”
‘We are absolutely honoured to be chosen as one of CODE’s Happiest Places to Work. Creating a happy workplace underpins everything that we do here at Woodhead Restaurant Group. Yet ironically ‘happiness’ isn’t something we often talk about. In part because we are more often than not asking what we can do better, what we can improve, and then focusing on all these areas that will help make our restaurants more rewarding and fulfilling environments in which to work. But also because so much of what goes into creating a ‘happy’ workplace actually relies on hard work behind the scenes as opposed to things people would traditionally associate with ‘happiness’: creating a culture where people are heard, listened to and supported. So to be acknowledged in this way means a great deal and is testament to the exceptional people who we work with, who consistently inspire us and help us improve as a business every day. Hospitality is a wonderful, wild and deeply rewarding industry to work in, and we are proud to help create positive, rewarding and nurturing careers within it.’
Survey, scoring & judging process
Once registered, a company received a survey and questionnaire to complete.
The survey
The survey was filled in anonymously by team members who were asked 10 questions to assess different aspects of their happiness in their workplace. The questions asked respondents to score out of 10 how strongly they agree with statements. For example: “I have sufficient opportunities for team socialising and bonding” and “I am paid correctly and on time”. Companies’ scores for each question were averaged and carried forward to the judging panel.
We also generated an Advocacy Score by asking respondents how likely they were, out of 10, to recommend their workplace to others. The Advocacy Score that you see listed under each company is the average score from those surveyed.
Companies of 50 people or fewer must have achieved 50% participation in the survey from their team. Companies of 51 people or more must have achieved 40% participation in the survey from their teams. Companies that did not meet the required participation were not carried forward to judging.
The questionnaire
The questionnaire allowed the company the opportunity to detail policies and initiatives that they have implemented to create a happy workplace. Companies were asked to demonstrate how they are innovating and helping drive people policies in the industry forward, as well as evidencing the impact of the policies they have implemented.
Judging
Based on companies’ survey score, in combination with their questionnaire, more than 420 submissions were internally reviewed and whittled down to a shortlist of 50. Our panel of industry judges* then convened to decide on the final 25. Our judges, who all bring different experiences and diverse backgrounds to the table, were looking for businesses that above all recognised their people as their most valuable asset. They wanted to find businesses that are inclusive, welcoming to people of all ages, races, genders, and sexualities. They looked for those offering opportunities for meaningful work to all, well rewarded, and with clearly defined pathways for career progression. They sought out innovators that look inside and outside of the industry for solutions, tailored to the unique demands of hospitality. They wanted to see leaders who not only talk to their people but listen, ready to be surprised by what they hear. In short, our judges asked: what does a genuine, modern hospitality business look like?
Our judging panel
Will Beckett
Co-founder & CEO, Hawksmoor
Having set up the first Hawksmoor in 2006 with best friend Huw Gott, the pair have grown the business into one of the most admired restaurant brands in the UK.
Lorraine Copes
Founder & CEO, Be Inclusive Hospitality
Having spent two decades as an executive director for brands including Gordon Ramsay Restaurants and Corbin & King, Copes founded Be Inclusive Hospitality CIC in 2020 due to the consistent lack of representation of people of colour in positions of influence and the supply chain.
Lauren Linford, Founder, Home Hospitality
Linford founded the recruitment business, Home Hospitality, which connects people with new roles in progressive & considerate independent hospitality businesses.
Kris Hall, Founder, The Burnt Chef Project
Hall founded The Burnt Chef Project 6 years ago to challenge mental health stigma and improve leadership culture and retention in hospitality. Over that time The Burnt Chef Project has featured on talks, podcasts, in press, and has over 300 ambassadors, across the globe.
Dave Lee
CEO, Planday
Lee joined Planday in May 2023 as Chief Executive Officer. His experience includes product, digital and customer experience leadership positions at IKEA, Spotify, The Guardian and BBC.
Adam Hyman
Founder, CODE Hospitality
Truly passionate about the hospitality industry, Hyman founded CODE to promote hospitality as a viable career path and work towards improving the industry as a better place to work.
In partnership with
Happiness at work isn’t just a perk – it’s a powerful driver of success. That’s why we’re thrilled to be sponsoring CODE Hospitality’s Happiest Places to Work for the second year in a row.
At Planday, we know that a happy team is an engaged, productive, and loyal one. Creating a positive workplace culture doesn’t happen by accident. It takes intention, great leadership, and a commitment to putting people first. The Happiest Places to Work list allows us to celebrate the businesses that are making happiness a priority, and gives us a front row seat to learn from their ways of working.
We’re helping CODE (with support from our friends at URocked), spread good vibes to all businesses. We can’t wait to see if it’s your turn to make the list.
Supported by
URocked is a dynamic digital tipping platform revolutionising tipping in businesses across hospitality and beyond.
Our award-winning OneDevice, is a game-changing pay-at-table payment solution that integrates bill and tip payments into a single transaction. Bill amounts are credited to your business, while tips credit straight to your employees’ mobile apps – bypassing payroll complexity and at no extra cost to your business.
In today’s increasingly cashless landscape, URocked empowers diners to express their appreciation, knowing 100% of their gratuity reaches those who earned it. Businesses benefit from reduced administrative costs and payroll burdens, bulletproof compliance with tipping regulations, and a new era of transparency. Employees are energised by the assurance of fair treatment, complete control over their tip earnings, and the joy of regular, direct payouts. Prepare for a surge in morale and a tipping culture that truly rocks!
Explore last year’s Happiness in Hospitality report
