The best example of how Arup supports employee development is related to the training the leaders receive in the development of their coaching skills. The reason that Arup have chosen this example is because this investment makes an impact right the way through their business. To date over 100 (70%) of their Directors have attended an intensive 3 day Coaching Mastery workshop including all of their region board members and have been encouraged to use these skills to get the best from their people. It is reported that this programme is promoting the development of initiative taking in their people because the coaching approach is encouraging a more empowered response. Additionally coaching as a prominent leadership style relies on the quality of questions the leaders ask. Obviously what follows is the reality and perception that the majority their leaders listen versus instruct. Also as the coaching training places a strong focus on self-awareness it means the leaders are instrumental in nurturing a feedback culture that is so essential for people to develop. Each year and even during difficult times Arup have maintained or increased their investment in this programme. The Directors involved take pride in their coaching skills and take some post programme supervision in order to keep their skills honed. In addition they have started to broaden the population who are trained dependent on their developing others' responsibility.

In November 2012, a team of willing gentlemen took part in MOvember. The Company matched all funds raised to a maximum of £500. The Company makes these decisions on an ad hoc basis depending on the cause and in consultation with COM2. Self Unlimited is a charity which supports adults with learning difficulties. Artelia have run volunteer days at several of the charity's sites helping out with gardening, fence building and general maintenance. They have also provided professional advice on construction and property matters on a pro bono basis.

The most important aspect in this respect is the maintenance of staffing levels. At a time when many organisations have been asking staff to do considerably more, Arena have continued to increase staff counts across the organisation. This means that pressure on individuals is minimised, the likelihood of work related stress is reduced and employees are able to keep a healthy work/life balance. Arena have also moved their North West operation into brand new premises, refurbished major parts of the headquarters building, extended and refreshed the Derbyshire base and drastically improved the North Leeds logistics base. The result is a more spacious, modern and enjoyable working space and atmosphere for the bulk of their employees.

Having been dedicated supporters of Bolton Lads and Girls Club since 2006, ao.com constantly think up new, innovative ways to do their bit for the local childrens' charity. ao.com recently became a sponsor for the Bolton Atlantic Challenge. Four Bolton businessmen will row 3000 miles across the Atlantic in a bid to raise £250,000 for Bolton Lads and Girls Club's Junior Mentoring Project. Alongside fellow Bolton-based businesses, ao.com have donated £100,000 to become a sponsor of the challenge, which is even more close to their hearts with a member of their very own team on board. Marketing Executive Finn Christo has spent the past two years training for the event which will begin on 2nd December, with the full support of his colleagues and the Senior Team here at ao.com. His dedication to the event made it an easy decision to become a sponsor in order to give back to an extremely worthy local children's charity and back a member of our team all the way.

Paul is the Managing Director at Added Value UK. Added Value asked some people to give a few words on his leadership style. “Paul's leadership style is distinctive through being equally focused on both the commerciality of the business as well as developing the creativity. Typically leaders can sway towards one of these attributes but Paul is able to deliver credibly on both and inspire and bring the team along with him. He role models creativity in his work and employee engagement activities and believes delivering creating solutions is the key to our commercial success.” “I think he manages an unusual balance of being a really strong leader – strategic, inspiring, having a clear vision and so on, but who does so in a way that is fun and funny, warm, engaging and approachable.” “He's a family man with strong principles. He believes that some things are more important than work. When you need support he is quick to give it. When you don't he stays out of your way, giving you space and responsibility.” Paul is never shy of saying thank you to the team and always makes sure everyone is included, here's an excerpt from a company wide email at the end of 2012: “Unbelievable year. Mental, but amazing. I just wanted to say that it's been truly brilliant working with such a bunch of talented people all in flying form. It shows what we're capable of and how remarkable we are as a team…”

acdc actively encourage team building events to foster interdepartmental awareness, cross functional departmental activities and improve communication. Examples of different events and sizes include the acdc annual company conference where all employees are taken off site to a nearby hotel for the afternoon and evening and this is fully funded by the company. The format for the conference includes a review of the previous year and a look ahead to the company's key goals and objectives in the forthcoming year. This enables key messages to be communicated consistently to all the employees. At the end of this year's conference acdc held a team activity which involved devising an advert for their lighting products which resulted in greater knowledge sharing, communication and better relationships from this fun team activity. Once the conference and team building activity has ended they provide a buffet, free bar and disco for all employees to enjoy and discuss the afternoon's activities or any other questions or comments they may have in a relaxed, informal environment, which encourages improved communication and awareness, Additional team building activities include the sponsoring of company netball and football teams, an annual Christmas Partly, Family BBQ, Running and Cycling Clubs, various charity events including Movember and the Burnley 10K, as well as Go Karting and other activities. acdc also hold formal team building events for their Senior Managers and leaders of the business to improve teamworking, strategy, direction and communication.

The Leader of the organisation is dynamic, engaging and shares information including the company business plan and updates face to face with all staff.

The company sets aside 1% of pre-tax profits for charitable giving each year and the funding decisions are primarily made by the family council who represent the shareholders. Their focus is on giving back to the communities where they do business and most of the funds allocated to charities based in Scotland which is where the company is registered and is the family home. The company have a matched giving policy and all employees are entitled to apply for matched giving either to match funds raised or for voluntary hours given to a charity. All employees can claim matched giving up to a maximum of £1,000 in any one calendar year.

Virgin Money's CEO, Jayne-Anne Gadhia, never takes no for an answer and never accepts things at face value. She always looks for the win: win EBO (Everyone Better Off) solution and inspires her colleagues to do the same. Above all, she is a brilliant and engaging communicator whether addressing an audience of 1,500, having a one on one conversation or writing to every colleague every Friday.

The company ownership structure means that a charitable trust fund, 'The Russell Trust', owns 28% of the company shares. This trust uses the dividend from its shareholding, around £250,000 per annum, to make charitable donations to the local community. They have engaged with the local community and local councils to build the Tullis Russell Environmental Education Centre (TREE Centre). This centre supports their environmental branding and will provide environmental education to the local community and schoolchildren.