Nicoll Curtin's leadership team knows that the best ideas can come from anywhere in the business so they are committed to learning from everyone and implementing great ideas irrespective of where they have come from. The leadership team reviews any ideas that come through and communicates them with the business. Work hard, work together. The Senior Management team understands why their business is successful and it's because of who they hire and how they develop their consultants. Their MD and Sales Director sit with the teams on a daily basis and operate an open desk policy, meaning anyone can go up to them and ask questions. They sit on the floor and hot desk throughout the teams which demonstrates how involved they really are.

One of the most important services offered at Networkers International is their free and confidential wellbeing service provided by PPC Worldwide. This assists employees 24 hours a day 7 days a week, online or on the phone. They help with anything from work worries, to children and home buying. Although they don't know who calls or what for, they do know that the service has been used many times by their staff. The organisation also offer a pension, cycle to work scheme, season ticket loan, sports events, private medical care, discounted gym membership and life assurance.

At the end of every month each of Networkers International's offices gets together to round up the month. Within these meetings they recognise those who have performed particularly well over the month as well as those who have hit personal milestones, be it someone who is new getting some success for the first time, those who have been promoted, or someone with a significant achievement. Within these meetings they also promote social activities, charitable events and everyone gets an update on the progress of the business. The event will culminate in an early finish for the staff and a few drinks together. It's a great opportunity to get everyone together and share news.

The leader of NYAS has an inclusive style of management, promotes a learning culture and not a blame culture. Employees learn from mistakes and move on. She genuinely seeks the views of others, actively listens. When suggestions are not taken up or implemented she always acknowledges them, explains the consideration process and the rational for the decision taken. She keeps to deadlines and has the confidence of staff as the organisational leader.

NYAS employ staff from a range of professions: social work , legal , financial and they support them with a regular programme of Continuing Professional Development training to ensure they are up to date and can retain their professional registration.

Guy Scilly formed Multitech in 1998 and has successfully built it into a customer service focused company with exemplary staff at all levels. Being a Managing Director is often perceived as a barrier to approachability, but this is far from the case with Guy. Multitech is a reflection of his kind natured personality, and Multitech is people focused. Guy Scilly is a Managing Director who knows the name of every member of staff and whose door is always open for anyone needing support, whether professionally or personally. Without admirable continuity Guy communicates with staff and clients at all levels eloquently and honestly. His attention to detail is second to none and his ability to make business decisions is evident in the success of Multitech. However, Guy is not a man to become complacent and continually strives for improved personal development, participating in mentoring groups and maintaining and increasing his knowledge of industry best practices. The staff engagement Guy Scilly achieves is neither contrived nor forced; it is a naturally occurring result of having an approachable, respected leader who genuinely cares and who nurtures mutual respect among staff, and prioritises their welfare through an embedded culture of safety.

Each summer the company holds a themed summer party. This year it was based around the Football World Cup finals. The company provided food, drinks and a variety of entertainments and competitions throughout the day with colleagues positively encouraged to get involved. In the weeks leading up, they also launched a fantasy world cup league competition with prizes for 1st, 2nd and 3rd places - nearly 60 staff took part. This year they were able to provide Segway's for colleagues to "try out" along with some more familiar "games", such as "test your strength", "hoop the ducks", and "crazy golf". On the day employees were encouraged to wear casual clothes and were welcome to sport their favourite football teams' shirts if they wanted to. The party featured a face-painting artist, table football and a penalty shootout competition. On the day a fish and chip lunch was provided and a healthy alternative, and soft drinks. The divisions of the company get fully immersed in the activities of the day, and competition between the various departments can get quite fierce. A full range of photos are provided after the event, and a general round up of the day's activities are fed back via the Buzz platforms.

Montpelier at LLoyd's have Spot Bonus Awards given to employees who go above and beyond throughout the year.

Employee development is key to delivering Midas Vision and the roll out of the CLEAR programme supports their long term commitment to developing their staff. Core elements of the CLEAR programme include: Bespoke management and leadership training delivered to operational, commercial and business support staff , Performance Development Review (PDR) training, Introduction of monthly 1-2-1 meetings between staff and their line managers to discuss progress and development needs – known as CLEAR Catch Ups, Training initiatives covering customer service workshops, commercial excellence workshops and team-specific training aimed at improving team effectiveness and performance. The CLEAR programme, which, is cascaded throughout the business is also supported by the introduction of quarterly People Reviews with the senior managers of each division, ensuring that employee development is discussed on a regular basis at a high level and development themes identified in addition to the TNA conducted as part of our annual PDR (appraisal) process.

McFarlane Telfer have monthly recognition awards "Shout Outs" which are to recognise any person who has gone out of their way to demonstrate the values which has made a positive impact on either a colleague or a customer. These are publicly announced during their monthly communications meetings and each person is recognised with a monetary award. Engineers' pay usually follows a clear structure upon joining to outline pay increments following successful completion of core qualifications. This is an incentive to pursue own learning and development which helps to create the right behaviours for engineers to take ownership and seek the next level.

Marathon Oil rolled out an Employee Workplace Wellbeing Programme in January 2014 open to all offshore and onshore employees and contractors. Their aim is to bring a greater number of health interventions directly into the workplace that can have a positive impact on their workforce's health and wellbeing. Each month different wellness themes are explored with related activities and opportunities for a better understanding of how they can take control of their own health and wellbeing. Underpinning this, a Health Competition was launched open to all employees and contractors to have a number of biometrics recorded (weight, blood pressure, cholesterol etc). This information is stored confidentially then measured around mid-year with final results and winners (best overall improvement in health) being announced early next year.

As part of their Liverpool Hope University's volunteering initiatives, staff and students host "Contact the Elderly" tea parties each summer.