Pannone breaks the mould of a typical law firm. Forget profit-driven men in sharp suits working every hour of the day. A culture of mutual respect, ethical practice and shared responsibility helps the Manchester organisation retain its status in our list as the UK’s best legal company to work for.

In a sector where long hours are the norm, it is a testament to the firm that it comes top in the list for questions about employees’ Wellbeing, with a positive score of 78%.

“The reality is that there will be times when people have to work extremely long hours,” says managing partner Steven Grant. “We try to avoid a culture where people feel pressure to be in the office for the sake of it — we are more interested in the output.”

This realistic attitude suits staff, who give top scores for pressure not affecting their concentration or performance (both 84%). Dress-down Fridays and occasional early finishes underline the relaxed environment, where people are trusted to get their work done.

The 768 employees thrive during busy periods, and don’t feel they spend too much time at work, with a 71% score ranking the firm second.

Nicola Brookes joined Pannone as a trainee in September 2006. “The ethos here is work hard, play hard. You know when you’ve got a deal on. Work becomes your life and you are thinking about it all the time. But you want to work hard for your own personal development.”

Brookes’ colleagues agree that work is an important part of their lives (81%) but they are happy with the balance between their work and home lives (78%).

“I don’t fear being judged, and I’m not scared of the partners. It’s a relaxed relationship,” she says. “You want to do well for yourself and the partner you are working with. There’s no pressure to stay from 8am to midnight.”

Employees say the company doesn’t take advantage of them (78%) and are confident that the experience they gain will be useful for the future (83%).

Jobs soon become careers at Pannone, with 38% of staff staying for more than five years, and 16% notching up more than 10 years.

Mohamed Vadia is the team leader for the new client team within the personal injury department: “I never thought when I started in the post room I’d be here 21 years later managing a team of 10,” he says.

The firm funded his legal executive exams, and he is grateful for the training and support he has received. As a manager himself, he is now responsible for his team members’ annual appraisals to ensure they fulfil their potential.

A top score of 84% shows people think they are supported by their managers. They have confidence in managers’ leadership skills and say they really listen to their views (both 83%).

Grant and the senior management team make time for staff. “In the 21 years I’ve been here, I’ve never been told, ‘Sorry, I’m too busy. Go away’,” says Vadia. Employees agree that senior managers really listen to them, giving a top score of 82%. They believe there are opportunities to learn and grow within the organisation and feel inspired by Grant’s leadership (both 77%).

“For me it’s a simple cultural issue rather than a series of complex HR policies,” says Grant. “You should speak to an office junior the same way as a senior partner. It is about politeness and respect.”

This is even more important in a firm where career progression and personal development are so strong that today’s office assistant may be tomorrow’s senior partner. People feel they can make a difference in the company (79%) and say it is run on strong principles (81%).

Solicitors at Pannone earn an average of £41,000, and they feel they are paid fairly compared to other legal firms (76%). Hard work is rewarded, and when the firm exceeds targets, the whole workforce is rewarded with a perk such as an early finish or cakes to celebrate.

Staff report a strong family atmosphere in their teams, giving an 80% score. Pannone has an advantage though — family recommendations mean that nearly 10% of the workforce are related.

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