Ninth place in this year’s list makes Bacardi-Martini our most consistently excellent employer: it is the only company to finish in the top 10 in all five of our annual publications since 2001, and its position reflects its special, employee- centric culture. Life at Bacardi-Martini is no easy street, however. Chief executive Stella David says: “If I treat you with respect, I expect you to work at a high level.”

The company manufactures and bottles a range of products, including Bacardi rum and Breezer, Martini, Grey Goose vodka and Bombay Sapphire gin. It also distributes Glenmorangie whisky in the UK and Europe. By looking after its workforce, the firm increases its edge in the competitive drinks industry through higher productivity.

“I want high performance, because I have business needs,” says David, “but I want to enjoy doing it. It’s the company’s duty to help people who aren’t enjoying work.”

There is a palpable feeling of give and take here. The generous benefits, which include free health insurance for all permanent staff and their families, free lunch daily and a non-contributory pension scheme, play a part in building the loyalty felt by the large majority of the workforce.

But it’s the things that cost nothing that help cement this, as David says: “You can change things with no cost, by giving people responsibility and accountability, and people very rarely take advantage of that.” The results of the staff survey testify to this approach: 82% feel they can make a difference here, a level beaten by just one other firm in our survey, and the same proportion believe they can make a valuable contribution to its success. Pride also runs high, with

91% saying they are proud to work for Bacardi-Martini, another result bettered just once elsewhere.

There is a close-knit feeling within the company that owes significantly to its continued private ownership. Several members of the Bacardi family work at the UK headquarters in Southampton, so the “family atmosphere” is both metaphorical and literal. Data manager Dave Howson sums it up: “The fact that the company is family-owned makes a real difference. If it went to plc, that culture might be eroded, which would be a real shame.”

However, there are strategies to maintain the positive ambience. David explains the recent decision to move all operations to a single site. “We changed to being all under one roof. The benefit of more people interacting is better for the culture. You build on these things. You don’t just have a culture, you have to work on it every day.”

“PACT” — productivity, accountability, creativity and teamwork — values underline all levels of contribution: staff report high levels of understanding for these. Just 12% say they do not believe in the principles of the organisation, while 92% say company values have been made clear to them.

Three-quarters of staff are happy with their work-life balance, and long hours are curbed: if you’re not out of the office by 7pm, security will throw you out. Trust has replaced clocking in for shiftworkers.

Leadership remains a strength. Four- fifths of staff say their manager expresses appreciation at a job well done and 84% feel he/she trusts their judgment. Respect for David is striking; 85% say they have a great deal of faith in her, 82% say she runs the firm on sound moral principles and 83% are inspired by her. Across all 100 companies in this survey, just one chief executive inspired more of their employees. Which means her personal touches, such as eating lunch in the canteen with different members of staff every day, will be missed.

A “victim” of her own success, David has been promoted to head the company in America. As HR manager Colleen Potter says: “We’re proud of Stella and protective of her. It’s a feather in our cap that she has been chosen to be in charge of America.”

At her leaving presentation at the end of last year, David tried to maintain her steely exterior, claiming, “I don’t do emotion”, as tears spilt from her perfectly mascaraed eyes. “I’m going to miss you all.” You get the feeling it will be a two-way street.

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