Their Chief Executive, Andrew Morris, has demonstrated strong leadership for nearly a quarter of a century. One of Andrew's key drivers is an eternal desire to be the best and he inspires staff with his vision. His monthly staff briefings, which welcome all staff, are refreshingly honest and open forums where no question is off limits. Andrew's down-to-earth manner, humour and professionalism earn enormous respect from everyone at the Trust. Andrew is a visible presence throughout the estate and seems to know most staff by their first names – whether they work in catering, portering or surgical services. Andrew's leadership style has helped to develop a culture that some call the ‘Frimley family'. Above all Andrew advocates a focus on the patients as individuals and urges staff never to stop thinking about how they would like their mum, dad or loved one to be treated. Andrew recognises that needs and expectations are constantly evolving and helps Trust staff understand that however good they are they must constantly improve in order to provide the local population with the health services they expect and deserve. Andrew's tireless dedication is unquestioned and no-one at the Trust works more hours or with more focus. On a snowy day a couple of years ago he went to A&E first thing to see how staff were coping and ended up rolling up his sleeves to push trolleys until more staff made it in.

Encore have enlightened leaders who take a servant attitude. Their goal is to support others to achieve goals. They believe in the maxim that 'I look good if I make others look good.' They attract respect for walking the walk, they see the importance of growing people. They recognise the importance of empowering successors. Annually the MD of Encore holds branch workshops, discussing and agreeing the ENcore business plan with all staff. After this is a 'Dragons Den' suggestion scheme, for anyone to present an idea which will save the company money or improve the efficency, the idea to be outside of normal daily activity, with cash rewards for the successful ideas.

Placing openness as one of delatre's 4 core values truly helps to encourage and facilitate open discussion and feedback at deltatre. They use the appraisal process to create the space for giving feedback to employees and the opportunity for them to do the same with their line managers in a safe environment. Their monthly functional board meetings allow staff to present the case for new ideas. However, their bi-annual workshops are truly a unique feature because it provides an opportunity for everyone in the company to share new ideas and receive feedback from the larger cross-departmental team.

Colne offers health insurance for staff pre April 2012, with all new staff now offered Health care cash plan as part of its benefits package. Other benefits include payment of the cost of eye sight tests and a contribution of £75 per annum towards new glasses when needed, 50% or £15 monthly payment towards gym membership, provision of a 'fruit day' once a week for all staff, annual flu jabs, bicycle loan for members of staff who wish to use a bike to attend meetings. Colne appointed a health champion in 2010. This has produced regular email briefings from the health champion on a range of issues from healthy eating to managing stress. Staff were also offered a free health check as part of a Health and Well being roadshow it hosted in September 2013, which included tests for cholesterol, measuring blood pressure and individual advice on healthy lifestyles following completion of a questionnaire. Between January and March 2013, Colne also arranged a virtual walk to one of the charitable organisations it provides a payroll service to, Recycle, whose bicycles are shipped to South Africa, with the winning team being awarded with vouchers for a treatment at the local health spa. The local ACE partnership, has also attended staff meetings in the past 12 months and provided presentations on alcohol awareness, healthy eating and stress awareness and coping mechanisms. Colne also has detailed personnel policies for managing stress, including the option of referral to, and funding of, counselling and support services.

The company has an ethos of wanting to engage with the communities in which it works and for many years, in conjunction with the Local Education Authority, has run a scheme where permanently excluded students, aged between 14-19, are offered one day a week work experience. This is available for a whole school year. This has often resolved discipline problems and raised the skills level of the student. As importantly it has raised the expectation of the student and some have gone on to become apprentices within the construction industry. The company has become recognised, by the Devon Education Business Partnership and the local authorities Education and Skills Board for providers of best practice for work experience. The company is also recognised as one of the few employers in the construction industry locally who provide work experience for learners with learning difficulties or disabilities.

Every year Cadwyn get all of their employees together in one room and at the same time to have fun, meet work colleagues, celebrate the organisations achievements during the year, and hear the key priorities to focus on over the next 6 months. Employees spend a lot of time together and often work in pressurised environments/roles. Being able to have fun with work colleagues helps them to relax and have time out together. Cadwyn incorporate icebreakers/exercises into the day to provide them with an opportunity to get to know new colleagues/ones they do not interact with often by getting to know their interests - their favourite music, films, and hobbies. It also helps to build on the existing relationships they have with the ones they work closely with. Sharing these positive experiences helps remove the traditional barriers; perceptions about each other, tensions that can arise between teams etc. Their employees love to be asked their opinions, so the afternoon event is dedicated to spending time having fun doing teambuilding activities. Employees are asked how they would like to spend the afternoon, and the top 3/4 activities are chosen. Activities chosen are designed to reflect the diversity of their employees from the very competitive, those that like to do something calm and relaxing, ones that challenge the mind, take people out of their comfort zones etc. For examples last year they did dragon boating and canoeing, mini master chef learning to make sushi, mini Olympics with a pampering session or paintballing.

This year broadbandchoices launched their Emerging Managers Programme (EMP). This was a management development course run over 4 months for 10 managers and covered a broad range of subjects which would help them in their day to day work and also develop them. It consisted of workshops and also individual coaching sessions. It also was a fantastic opportunity for people who don't always work together to have time to discuss common issues.

This year broadbandchoices launched their Emerging Managers Programme (EMP). This was a management development course run over 4 months for 10 managers and covered a broad range of subjects which would help them in their day to day work and also develop them. It consisted of workshops and also individual coaching sessions. It also was a fantastic opportunity for people who don't always work together to have time to discuss common issues.

Employees are given the opportunity to help choose the charity Berry Bros & Rudd will support for a period of time. Currently with Kids company, employees have volunteered to help with school trips to science museums etc. and putting on a Christmas party for a London primary school. They have recently matched funds raised by two of their employees who spent five days cycling in Cuba for three cancer charities, as well as an employee who completed the Marathon de Sables earlier this year.

Aspire Outsourcing encourages its people to have a healthy lifestyle and diet, and promotes fitness and general wellbeing within the workforce. People certainly don't feel that their health is suffering because of their work. Work deadlines are realistic, and people rarely feel that the organisation takes advantage of them. Recruitment might sometimes be viewed as a high-pressure industry, but at Aspire Outsourcing, people don't feel under too much pressure to perform well either.

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.