Junior consultants are given rewards such as tailor made suits, watches and pens when they achieve certain milestones in their career. This has proven particularly successful allowing them to feel successful and to have visible reminders of their success. These rewards are very sought after. They have also run incentives for colleagues around additional training and enhanced training personal budgets for individuals which have proven popular.

Potensis's internal coaching is very strong. New starters receive 6 months of training and development with a buddy/mentor, formal training, training assignments, weekly reviews and personal projects. This scheme has been really well received by their new starters and has allowed them to hire people with no previous recruitment experience.

As an organisation with little hierarchy the CEO Chris will regularly work directly with delivery teams preparing for bids and/or act as a point of contact for clients to build senior relationships as required. As part of normal practice the teams hold regular meetings that Chris will always make himself available for. In addition Chris, and his Board support their Induction Programme facilitating discussion on the company's core values. At a more strategic level Chris provides oversight and guidance to the team MDs as required but more importantly provides the space and resources for them to deliver against divisional and group targets and objectives. Chris focuses on initiatives that cut across teams and helps prioritise activity across Overbury to best support team delivery and maximise resource efficiency. This is managed through a business forum governance structure.

Every year Nucleus sponsor a nominated charity, chosen by the staff. Throughout the year they do various different fund raising events in order to raise awareness for the charity. By doing so, this also reaches out to their wider community, and helps them raise large amounts for causes close to their staff. This year they have had three key fund raising events, as well as regular smaller activities throughout the year. In June a large group of staff entered a Dragon Boat race at Ocean Terminal in Edinburgh, and raced against lots of different local companies. Their group successfully raised the most money for charity, despite the fact they lost out on the races themselves! At the end of August, four members of staff risked their lives doing a skydive to raise money for the charity! They overcame their fears, and raised a huge amount in the process. September saw a group of four staff, including David, their CEO, compete in the Great Scottish Run. A couple of people hobbled away from it, but they successfully raised thousands of pounds for their worthy charity partner!

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.

McFarlane Telfer operates performance management reviews - job chats every six months which provides an opportunity to feedback on their role and involvement within the company as well as their own individual performance. This is also an opportunity to raise any feedback to their line manager. Less formally everyone has the opportunity to and is encouraged to feedback ideas, thoughts or ideas for improvement. These are acted on and investigated. Examples being reviews to the processes within the tablets the engineers use to a review of the HR database. Staff surveys are completed at least once during each year. A significant part of involving people in decisions is the Comms meetings which are monthly and involve all employees. Presentations are given by a range of people always welcomed by the MD. This is a genuine and established way they engage people and seek their feedback either during the meeting or during smaller workshops afterwards. They believe this is a truly innovative way to enable people to feedback ideas and suggestions in person. Feedback from new starters after their first Comms meeting is really positive, seeing the whole company together in one room. This does cost the business - engineers off the road for half a day a month, but this is viewed as an investment that works.

Malcolm Hollis want all of their employees to be confident and comfortable and to raise, ask a question or voice a concern. Malcolm Hollis understand that speaking up can be daunting for some, which is the reason they have an initiative called ‘AskJohn', a confidential system allowing them to anonymously pose your questions by email. The responses to these are published to all staff with the identity of the person asking the question remaining anonymous. Their open plan seating arrangements with senior members of staff seated alongside more junior members also naturally promotes ideas and feedback as do regular team and manager meetings across departments.

At present, the majority of Lucion Environmental Ltd's workforce is made up as trainees. The company train these employees who have no industry qualifications and knowledge to become fully qualified asbestos surveyors/analysts. For example, in order to service a recent contract awarded by Circle Group, they opened an additional office in Cambridgeshire and recruited six new staff members. Four of these recruits were previously unskilled trainees, who have gone through Lucion's Learning and Development Programme to become fully qualified asbestos surveyor/analysts. The qualifications they hold are national, industry standard, and are the basis of providing long term, sustainable local careers for their new employees and therefore supporting their commitment to social sustainability. Everyone at Lucion, from trainee office admin to senior site surveyor, has a Personal Development Programme which must be updated on a regular basis. This is monitored by Lucion Environmental Ltd's dedicated Learning and Development team. They also encourage employees to take responsibility for their own continuous personal development. There are ways in which they are able to plan their personal development, which takes place via many types of learning experiences. These can be formal, by attending an organised training event or workshop, studying for a formal qualification or being taught to acquire a new skill by a manager or a colleague. Furthermore, employees are encouraged to agree future goals with their Manager in order to keep themselves updated and progress into higher roles within the company.

Each department within London Square has a weekly team meeting in which all members of staff are encouraged to feedback their ideas and suggestions. The divisional director is then given the opportunity to present these ideas to other departments for feedback at the weekly management team. Each department also has a blackboard where they can chalk up jokes, thoughts and anecdotes, with a quote from the divisional director, giving them the opportunity to share these on a daily basis with the rest of their team. Every day, the team, including the Chief Executive, eat together if they are in the office at Wagamama-style tables in the dining room or play table tennis together outside, giving staff the opportunity to discuss their ideas with other members of the company. The open plan office has a relaxed open door policy so staff can approach any member of the company when they need to, including directors in their offices, to share ideas or seek counsel.

Each department within London Square has a weekly team meeting in which all members of staff are encouraged to feedback their ideas and suggestions. The divisional director is then given the opportunity to present these ideas to other departments for feedback at the weekly management team. Each department also has a blackboard where they can chalk up jokes, thoughts and anecdotes, with a quote from the divisional director, giving them the opportunity to share these on a daily basis with the rest of their team. Every day, the team, including the Chief Executive, eat together if they are in the office at Wagamama-style tables in the dining room or play table tennis together outside, giving staff the opportunity to discuss their ideas with other members of the company. The open plan office has a relaxed open door policy so staff can approach any member of the company when they need to, including directors in their offices, to share ideas or seek counsel.

Sam and Michelle are committed to total transparency of business performance lived through their quarterly company meetings, a shared googledoc dashboard of key commercial and purpose metrics such as income contracted year to date, numbers of young people matched up with space on somewhereto, and new recruits to the Live Mag UK team. Sam and Michelle have always been true to the principle Livity have of taking feedback on anything and everything business-wide whether that's face to face, over email, google drive, or anonymously. This regularly comes up as something people really respect and enjoy about working at Livity. As well as these regular collective moments Sam and Michelle also take the opportunity to have individual moments that might make a difference to someone's day or long term - whether that's bringing ice creams in for the team on a hot day, handing out £20 notes to everyone on ‘blue Monday' to make it a bit more cheery, bringing those they don't work with often to meetings with them, having a cuppa with new people, or mentoring those with out-of-work entrepreneurial ambitions - there's a genuine commitment to personal engagement. How approachable and accessible they are is regularly referenced by their employees, and it's something Livity will protect, however much the business grows. They also take their themed socials very seriously! This has seen them over the years dress up as the a King and Queen, Cyndi Lauper and a Storm Trooper, a flapper girl and a gangster.

Their most recent team event was the summer quarterly company meeting, in which they presented the Livity business plan to the whole business. They did this outdoors in the local park, and added in some fun stuff like rounders and a quiz featuring everyone in the business, so they could all find out more about one another (such as guessing who was a childhood opera singer and who has danced with Pharrell Williams). Previously they went for lunch at The Clink restaurant at Brixton prison a restaurant onsite where prisoners gain experience in a real working environment and have a higher chance of sustainable employment post-release. Following this and a company meeting they took the team out to a local venue for a themed night out. They generally have at least two out of four of their events in a local venue to contribute to the local economy. The ‘Livity Talks' team have invited many inspiring people to the office to round off the week with a Friday afternoon talk, designed to inform and inspire. The most recent one was by Rob Burnet from Kenya based Well Told Story, a social enterprise that combines the power of good stories with strategy, creativity, deep analysis and hard science, to design and produce communications that spur positive social changes that can be proved and measured. A really aspirational talk for the teams who are working on projects with similar goals.

The working environment at Life fitness is pleasant for all employees; it's a comfortable and enjoyable space, physically and mentally, where employees feel welcome and supported by their peers. Along with being open to learning new things, they also embrace change and adapt to new demands which not only keeps the company relevant, but also presents exciting challenges for employees that can make work less routine and even boring. Life Fitness provides a very effective performance management process whereby all employees have a six-monthly and annual review with their line manager. Exceptional work is constantly rewarded though this process and motivates employees to succeed. As part of their mission for best people and culture they have a strong focus on learning and development. Ensuring all employees have the opportunity to develop and be open to learning new things. Life Fitness arrange fun and engaging activities throughout the year to encourage team participation and growth.