Leadership Drives Engagement

The CEO runs face to face quarterly updates including a Q&A session and writes a weekly 'Wow, what a week' update, that is sent to all employees. He has an identical desk to the rest of the employees and is approachable. He actively engages with team members and gets involved with events including triathlons and sponsored runs.

Flexibility is one of the company's core values and has been since its inception. They always try to accommodate part-time, home and out-of-hours working requests. Prosource.it are supportive of career breaks to care for the family, personal or professional development, working abroad, travelling or voluntary work.

All employees receive development in the form of training days, workshops, 121 sessions, mentoring, shadowing, coaching and professional qualifications. Annual appraisals are held with each employee to discuss strengths, development areas and aspirations for the future. The details are linked in with the company strategy and regularly assessed to ensure all employees are working in a role that maximises their talent.

Managers at Personnel & Care Bank are given the autonomy to manage their branches ensuring that their teams are included in decision making, gaining buy in at every level. They are supported with both external and internal coaching and training in Neuro Linguistic Programming via an external practitioner.

The leader and senior managers of the organisation interact with employees through a regular newsletter that is published on a quarterly basis, all directors and senior managers operate an open door policy and employees are reminded of this at the employee forums.

The organisation focuses on the management of employee's performance and ensuring that their rewards adequately reflect their efforts. In addition however they run two all employee events per year as a thank you from the company. They have a Summer Party where all employees and their families come along to have food and be entertained and they also have a fantastic Christmas Party for employees and guests where they provide entertainment and food. These events are valued by their employees. In there PaceSetter magazine they recognise individual efforts by employees either inside or outside of work.

The organisation focuses on the management of employee's performance and ensuring that their rewards adequately reflect their efforts. In addition however they run two all employee events per year as a thank you from the company. They have a Summer Party where all employees and their families come along to have food and be entertained and they also have a fantastic Christmas Party for employees and guests where they provide entertainment and food. These events are valued by their employees. In there PaceSetter magazine they recognise individual efforts by employees either inside or outside of work.

There are internal awards given to employees to recognise their contributions. Such awards include the Considerate Constructor Award, the Improving Client Experience Award and the Exceptional Client Experience Award. Loyalty and commitment is also recognised and there are long service awards for those who have been with the company ten years, and then every ten years after that. Instant recognition includes meals and drinks on completion of projects as well as vouchers for employee's birthdays.

Minivator is fully supportive of its employee's commitment to charity and aims where possible to match funds raised. For example, in support of Children In Need, they matched what was raised through a book, DVD and CD sale. As an organisation, they try to recycle and reuse wherever possible, recycling paper, cardboard and metals for example.

A recent team building event at MCBD was an all agency meeting where changes to staff policies and agency life were communicated along with the management restructure, office refurbishment and their new branding and mission statement. The event was followed with a party.

A recent team building event at MCBD was an all agency meeting where changes to staff policies and agency life were communicated along with the management restructure, office refurbishment and their new branding and mission statement. The event was followed with a party.

The leader and senior management team participate in all company social functions and these gatherings and events provide a valuable opportunity to chat with staff informally. There are quarterly company update meetings that take place off site for all employees. All managers also work alongside their teams in an open plan office and the directors have an open door policy. They also encourage and support staff development, provide open and honest communication, and drive a culture of delivering outstanding service and ambition for future success and prosperity.

Staff and managers at Manning Stainton work together in small teams. This encourages open discussion through daily "morning huddles" and weekly team meetings which enhances collaboration within the teams.

They strive to ensure that their employees feel rewarded for their efforts. Their ‘My Recognition' scheme allows anyone to send a thank you e-card or nominate anyone else to receive a monetary gift for living their values to a colleague or customer. Local initiatives such as certificates, chocolates or recognition in local newsletters work really well as does a thank you or well done from leaders at every level. Team leaders are trained to recognise the differing motivators for individuals and teams and positive examples are shared. Bonuses can be worth up to 30% of a front line customer service representatives salary, through annual or monthly bonus schemes. Long service awards of up to £1500 are given, depending on length of service. Flexible benefits allow employees to choose the benefits that most suit their lifestyle from shopping vouchers to BUPA cover for families.

Kellogg's offers employees a range of choices to create an individual work life balance that works for them. These include part-time working, flexible working hours for all employees, career breaks, home working and flexible benefits. Kellogg's understands all employees are different and have different personal commitments and aspirations which is why they operate a benefit system called ‘CornFlex'. CornFlex can be tailored by each employee to suit their needs and includes a range of benefits such as: childcare vouchers, cycle to work scheme, life insurance, discount on high street stores and the opportunity to buy and sell holidays. Kellogg's believes that creating an environment where work and life commitments can be properly balanced is vital to its success. They continuously monitor the market to ensure the company remains a leader in employee benefits, setting the standards for others to follow.

JoJo contributes to numerous small charities which are based in the local vicinity of the JoJo stores. For example, they give a Christmas gift to all the children in care in Torfean, the borough local to the head office. These presents are collected up from the design studio and the head office and generous stockings are made up from items taken from stock. The senior designer at the London Design Studio has been designated Environmental Champion for the company and has been pro-active in implementing a company policy on environmental issues, ensuring that every element of design and production takes its environmental impact into consideration. They have an informal system of monitoring their effects on the environment and are constantly striving to reduce their impact. Such attempts have included ensuring that all packaging is responsibly sourced, reducing the amount of packaging and keeping the chemicals used to a minimum. The company re-uses as many materials as possible, including packaging and bubble wrap and all paper, cardboard, plastics and cans are recycled. The company has also introduced the Government bike scheme to encourage employees to cycle to work

Colin Forrest, the Chief Executive at ISG Pearce, attends every new employee induction session, is visible sitting along side other employees at the head office and will answer any question posted to him on the "ask Colin" intranet forum. He also holds a Q&A session at each of the twice a year business presentations and is happy to be put on the spot and address any issues or concerns or general comments made by employees within all levels in the company. At least one member of the Executive team will always attend the company social events organised.

Employees are rewarded and recognised for their efforts. Managers are encouraged to acknowledge good performance directly with their staff. Milestone recognition is given and usually takes the form of a celebratory event and a gift and instant recognition is usually by email.

Under the Hats Off awards program, employees can nominate their colleagues for awards that recognise their efforts and achievements. As well as rewarding employees, this also serves to form stronger bonds between teams.

The Leader lives the culture of the business and shows respect to all his staff. On his visits he goes around and talks to all his staff and understands the company is nothing without a strong engaged work force. All sites are open plan and all managers' doors must be left open unless a private meeting is in progress which encourages an open culture. Managers communicate through weekly monthly meetings and when required.

Potential managers within the organisation are identified early on and given the nurturing and support that they need to move up to higher levels. Managers are mentored by more senior staff from within Hereford Sixth Form College whilst also extending the mentoring process through other sixth form colleges. Managers are also encouraged to attend any West Midlands management and teacher groups to extend and share their knowledge.

Potential managers within the organisation are identified early on and given the nurturing and support that they need to move up to higher levels. Managers are mentored by more senior staff from within Hereford Sixth Form College whilst also extending the mentoring process through other sixth form colleges. Managers are also encouraged to attend any West Midlands management and teacher groups to extend and share their knowledge.

Employees are encouraged to organise and get involved with fundraising activities. Activities undertaken by employees have included a sky dive, swimathon and staff have also helped to decorate a youth centre and supported opportunity days for young people with learning difficulties and disabilities. The company is very much part of the community support infrastructure within and beyond Hertfordshire and they recruit local people where they can. HCS have an Environmental and Health & Safety Committee that meets regularly, with staff representatives from across the company. They have been instrumental in introducing their 'no-personal bin' policy and reducing their electricity usage with a 'lights off' campaign.

The firm is committed to the welfare of employees and as part of this; they achieved recognition through the Healthy Working Lives award, aimed at promoting health awareness and healthy activity at work and out of work. They understand that it can be difficult to balance a healthy lifestyle with work and therefore a number of initiatives resulted in them achieving this award, including nutrition seminars, promotion of physical activity, and smoking cessation group. These were received very positively by staff and in turn have boosted morale and reduced absence levels. The firm encourages work-life balance and operates a flexible working policy. Their culture very much supports family life and they currently have twenty employees working flexible hours, part time hours or reduced hours. They also understand that when they are funding further qualifications that it can be difficult to balance this with work and home life, which is why they offer paid study leave for those undertaking qualifications with them.

Their communication strategy ensures that the leaders of the firm interact and communicate with staff at all levels, for example the three year strategy was rolled out not just to the partners but to all staff. The leaders believe in empowering employees whilst giving full support, for example the Chief Executive fully supports the Healthy Working Lives committee and Health and Safety committee, however he allows more junior employees to manage the groups. The leaders are actively involved in staff meetings, department meetings, and Practice Group meetings and attend the social events which are open to all levels of staff. The leaders ensure that they action feedback and suggestions of staff. All offices are open plan and they operate an open door policy throughout. There are half year presentations which take place twice a year to all staff in a local venue with drinks and canapés provided afterwards so that staff can ask questions informally.

Granby Marketing Services believe that businesses are responsible for achieving good environmental practice and operating in a sustainable manner.They are committed to reducing their environmental impact and continually improving their environmental performance as an integral and fundamental part of the business strategy and operating methods. They also support local charities by donating client surplus stock wherever possible. They liaise with local employment agencies i.e. job centre and local colleges to ensure that when they recruit they utilise local resources.

Anyone wishing to take part in relevant further training through recognised formal qualifications are fully funded and supported with paid study leave. The average spend that the company invests in training is £2,500 per employee each year with approximately 200 hours allocated on average per person.

They encourage staff to get involved in areas of business outside of their day to day job, such as joining working parties. These include the Innovations Forum, the Sports Committee, Graduate Recruitment, Social Committee and in organising Drivers Jonas Charitable Foundation events such as the Auction of Promises, the Business Challenges and the firm-wide Fun Day.

The company pay for each and every employee to go through a medical screening process every year in an effort to maintain a healthy workforce. This is supported through the provision of fruit, cereal bars and herbal teas, bottled water and water fountains are also available to encourage people to stay hydrated.

Charterhouse firmly believes in the value of work life balance, happy staff equal productive staff. Flexible and mobile working is supported through technology, all staff have laptops and blackberries and they focus on their staff's output rather than input. They believe that if you work hard you should also make time for play. They recently installed a ‘breakout' room to encourage staff to escape their desks and relax. The room is furnished with comfortable chairs, Sky TV a football table and pool table. On a Friday they have a ‘4 'clock social' where staff can convene for drinks, snacks and a catch up. It's a great way to get people mixing and create the team culture that they value. They also organize regular company events and encourage staff to bring along their partners and families.

The majority of training activities are run internally to support their knowledge-sharing culture. The company has a comprehensive induction programme and training academy. An external provider gives coaching sessions to those who have been identified as needing some targeted 1-2-1 sessions. Various ad-hoc knowledge sharing events and activities are held, usually in the form of learning lunches. Employees are actively encouraged to develop their knowledge by studying for formal qualifications. buyingTeam provide financial and time support for employees wishing to pursue accredited qualifications relating to their work including CIPS and CIPD. An online knowledge management system is used for sharing procurement knowledge, where employees can add their knowledge and experience of areas they have worked in. They try to offer as much variety in work as they can and expose employees to as many different experiences as possible, so that employees can make informed decisions about the right career path for them.

This organisation has a flexible approach to accommodate both personal and medical appointments to support the work/life balance. Employees who work overtime or weekends are encouraged to either bank the hours or take time in lieu. They monitor employee wellbeing on an individual basis rather than formally. Employees also have the opportunity to invite partners to Christmas and Summer parties.

The organisation awards employees with a High Achiever Reward and Recognition Programme. They also have a Milestone Recognition award that is awarded to employees at 5 year intervals. Instant Recognition is recognised through a choice of small gifts or gift vouchers. Rewards for ideas or innovation are also awarded to staff for special awards, which are part of the High Achiever Programme.

Arcimedes is a small company comprising of varied and interesting roles, over a wide range of ages and levels which gives employees the opportunity to develop skills and to tap into the knowledge and experience of others. Within this company employees can be recognised for their efforts and performance with letters from the CEO. There is an annual reward called the CEO award, nominations are made by departmental heads and the winner is agreed by the Awards Committee.

Arcimedes is a small company comprising of varied and interesting roles, over a wide range of ages and levels which gives employees the opportunity to develop skills and to tap into the knowledge and experience of others. Within this company employees can be recognised for their efforts and performance with letters from the CEO. There is an annual reward called the CEO award, nominations are made by departmental heads and the winner is agreed by the Awards Committee.

Amnesty International UK values staff opinions and they are a democratic organisation. There are no barriers between grades, so if you are in a B Grade role you can move to a D Grade role if you can do the job. AIUK isn't a hierarchal organisation.

When new managers are appointed, development plans are devised to support them in their new role. This organisation are currently implementing a 12 month internal training plan for managers, along with a competency framework for managers which will highlight managers strengths and areas of improvement.

Employees are encouraged to take part in charitable activities. Examples of events have included charity walks, car washing, cake sales and sporting events. 50% of all funds raised go to a nominated charity and the balance is made available for employees to nominate local charities to receive donations. An employee engagement team is responsible for raising green issues and finding ways to protect the environment

A G Parfett & Sons reward employees for their efforts by a performance related bonus each year. If an employee is recognised for their talent there are a range of development opportunities available, this can range from teaching an employee to read or write through to transferring a junior manager to another depot to 'act up' in a more senior role.

23red is a very social agency with events ranging from those organised by the company to ad hoc events organised by different employees. The company has a social committee that changes every 6 months, to ensure that as many people as possible have a say in organising events. Being a creative community is a part of 23red's vision and very much what the agency wants to encourage in all staff. In support of this, the company holds away days with an external company designed around how to be more creative. This day involves a number of different activities to get people talking, thinking and to push them out of their comfort zone.

All employees are based in an open plan office where open communication rather than emailing is always encouraged. Everyone is accessible and available to speak at all times. 23red has a mentoring system with mentors assigned to new employees on their first day at the agency. This is an important way in which senior members of staff engage with employees on an individual level. Members of the board are regular attendees at many social events. 23red have held date nights in the past where members of the board were put with smaller groups and took them out for a meal to be able to chat in an informal setting. There are also opportunities to mingle with the leaders at 23red at Beer o'clock and at Brainstorms which the senior management team regularly attend.

World Events offer training both internal and external, appraisals mid term and annual and actively support internal promotion.

The closing of the operational year and the launching of a new one is a big event in the company where staff present results for the year and priorities for the coming year before partaking in fun activities in the afternoon followed by a party in the evening. The photo wall at head office is a constant reminder of such events that promote the feeling of being part of a team.

Employees can nominate anyone from within the company to be considered for recognition awards. If a line manager seconds the nomination, the employee receives a £10 voucher of their choice. Should an employee receive recognition three times in a quarter then they are treated to dinner on the company and awarded with a bottle of champagne at the quarterly meeting.

At WCEC Architects, all leaders are approachable and available. The leaders and senior managers are passionate about retaining a relaxed and fun working environment.

The flat hierarchy of management and open plan offices mean that management and directors are approachable and interact with staff. Directors and managers also socialise weekly with staff.

Managers are taken away from the office environment for two days intensive training including management skills, conducting appraisals and dealing with difficult situations. Mentoring/co-coaching schemes are also offered for more senior colleagues. Outside training is also provided.

Managers are taken away from the office environment for two days intensive training including management skills, conducting appraisals and dealing with difficult situations. Mentoring/co-coaching schemes are also offered for more senior colleagues. Outside training is also provided.

Employees are rewarded for their efforts through social functions, like the Christmas Party and Summer trip. Transmark Fcx Ltd also have a generous bonus scheme and suggestion scheme rewards.

They offer and fund external training and qualification courses to employees. Regular internal training is conducted with staff and the company structure often changes to take into account staff skills and talents.

They hold annual conferences and Christmas Parties as well as holding regular outside of work events for all their employees. Charity fund raising events are also held on a regular basis.

The senior management team conduct monthly face to face meetings with their teams ensuring that everybody has the opportunity to interact with a board director. The directors will personally hand out any achievement awards and attend team celebrations when quarterly targets are achieved.

Members of the organisation are encouraged to go into schools, colleges and universities to perform lessons and lectures on specialist subjects. The Specials Laboratory are also the main sponsor of the British Pharmaceutical Students Association.

People are at the heart of the organisation, from the highest level of management to the newest trainee framer. No one single individual builds a frame or a house. Everyone has a pride and enthusiasm in the product offered and positive client feedback is communicated throughout the organisation.

They share economic and company information and how it impacts on them through regular trading statements. They have mixed team workshops on introduction of company policy. They operate an open door policy and visibility around the business.

The offices are designed in an open-plan manner, which encourages open interaction between all levels of management.

Feedback has been received that people enjoy the organisation's non hierarchical approach and everyone is genuinely treated with the same level of respect and appreciation no matter who you are or what you do. The organisation regularly receives endorsements and positive feedback from clients which is shared with everyone in the team.

Many of the business activities are run as projects, this ensures that people from different teams come together to deliver different initiatives. There is a strong social network which helps employees build relationships and gives a greater insight to their day-to-day working styles and approach.

The organisation provides a charitable trust where employees are encouraged to seek company funding for their favourite charities through the charities panel. The company supports local charities in a measurable way. They also have an environmental team, made up of a cross section of employees concentrating on reducing the carbon footprint.

Outstanding achievement is recognised personally by the MD or the respective Office Leader. Study trips are organised every 18 to 24 months, to which all employees are invited; the last one was a weekend trip to Rotterdam in April 2008. The firm also offer a bonus scheme which shares the profits of the company with all staff.

The firm have a well developed appraisal system focussing on professional development which incorporates the preparation of a Personal Development Plan which sets out clear objectives for all staff to work towards. A company wide Training Plan was recently introduced which combines CPD with the requirement to attend courses on core business skills, skills based courses and more specialist technical training if appropriate.

Quarterly briefs are delivered by the CEO and executive team numerous times over a 2 day period which is open to all employees. The CEO and executive teams walk the floor and operate an open door policy.

For Colleagues in Focus, employees are nominated by their peers on a quarterly basis for recognition of achievements and projects worked on. There are many awards which are awarded to employees for their fantastic work including Spot Bonuses, Employee referral and the High Achievers Club.

For Colleagues in Focus, employees are nominated by their peers on a quarterly basis for recognition of achievements and projects worked on. There are many awards which are awarded to employees for their fantastic work including Spot Bonuses, Employee referral and the High Achievers Club.

All staff at Liquid Plastics are encouraged to have personal development plans. There is also a Future Leader Managers programme; potential managers can join this programme to help them develop skills for future use. This helps them to always, where possible, to promote from within.

There are many things that Lighterlife do to promote well being such as a dedicated Health and Safety team, provision of a relaxing cafe area with availability of the internet, TV, microwave facilities and newspapers, free tea and coffee and promoting a healthy lifestyle by providing in-house gym, LighterLife Foodpacks and cycle to work scheme.

People managers join the LeasePlan Drive to Perform programme. This is a six-day programme of activities, specifically tailored for people managers, providing them with the skills and support necessary to become excellent coaches and managers. It concentrates on helping managers develop the ability to better understand differing strengths within their teams.

Extensive Training; linking into the CPD's they provide extensive training open to all staff. Each individual is asked to identify their training requirements for the coming year in their annual review and wherever possible demand is met. They invest significantly in personalised management, marketing and personal development training using both in house and external training agencies.

Keltie have an annual retreat for all firm employees to attend and committees and focus groups on management and professional topics too.

The Training Director, meets with all the management team and conducts career development meetings. The Director ensures that all managers are fully motivated and supported and that they have individual career plans in place.They also work with external training providers who in turn work with the management team in developing their skills.

The organisation has an open, relaxed and cheerful culture with excellent peer-to-peer and cross-hierarchical interaction. Senior management works within their teams. Everybody knows everybody else and with each group acquisition, new knowledge is shared amongst the management and staff.

The David Rankin Health and Safety Award is won on a quarterly basis by the best performing project across the quarter. It is an internal award designed to promote active competition between projects to enhance the safety of the working environment. Over the latest 24 months Holloway White Allom has consistently raised standards and the average performance of the business.

Some employees visit a local primary school once a week for an hour to give up their time to help the children learn to read. Each member of staff is paired with 4 children whom they meet each week to help with their reading. The children are selected by the school, as those who would benefit from some extra help and some one to one time.

Some employees visit a local primary school once a week for an hour to give up their time to help the children learn to read. Each member of staff is paired with 4 children whom they meet each week to help with their reading. The children are selected by the school, as those who would benefit from some extra help and some one to one time.

All staff have access to a company nurse to assist their health and well being. The organisation has also run a smoking cessation programme and negotiated corporate rates at local gym.

The directors and senior managers are approachable and have an open door policy and a director holds a meeting with all staff once a month. The directors and senior managers also do all of the cooking at the staff summer barbeque.

The company presently operate an employee of the quarter and employee of the year scheme.

Senior managers have had the opportunity to participate in one-to-one coaching with an external specialist. The programme commences with diagnostics and then a tailored coaching programme is developed to meet their specific needs.

All new starters at Bayford are invited to the New Starters Lunch with the board of directors and are assigned a buddy to act as their personal mentor for the first six months. The MD and CEO go on road show's throughout different departments as an idea gathering and strategy sharing activity.

The management team work in focus groups to find ways to improve different areas of the business for the benefit of the whole organisation. Bayford believe that by employing quality individuals and training them where appropriate they can allow a great deal of freedom to empower managers within their role.

Fisher German has company sports teams such as a cricket team. They are also proactive in terms of health and safety to protect employees interests.

Managers are very accessible and the company provides an array of social events throughout the year for all staff to get involved in.

Faststream recruitment provides health care and eye care vouchers to all staff who have over a year's service.

The office structure is a key part of the culture at Edward Jones. The leadership team, general partners and country leader are approachable allowing associates to talk and work with the firm's leaders, have access to their experience and knowledge, share ideas and successes or concerns in an approach where the door is always open.

Independent occupational health advice and consultations are available to employees where appropriate as well as counselling support and flexible rehabilitation support to assist employees when they are returning to work.

Back to work interviews are encouraged between employees and line managers to ensure there are no problematic underlying reasons for absence, e.g. stress. Healthy eating options are available in the staff canteen and health fairs are regularly held within the office.

Employees receive continuous positive feedback, ownership/responsibility and positive sponsorship in a blame-free environment. They also benefit from dinners, drinks, bowling, ski trips, high achiever weekends away and rapid promotion prospects are available.

The parent company employs permanent health and safety staff who visit Digby Morgan offices regularly to advise management and employees on overall wellbeing, health strategy, office ergonomics etc. Employees also benefit from an inclusive private health insurance scheme, complementary flu vaccines and eye tests.

They recognise that it's the people in the business that make the difference so there is a culture driven from the top down that recognises the importance of each employee and ensures that they remain close and communicate on a daily basis.

They offer focussed and measurable goals for all managers, and portray a clear and honest communication policy. They also provide a coaching and training scheme to develop internal skills.

They offer inspiring leadership. Give full accountability for their actions at all levels and encourage the attitude that whilst there is a hierarchy, each individual has a key role to play in each project. They hold regular team/company events including regular social/sporting activities.

There is a solid commitment to personal development and each employee is given a plan to achieve their goals even if their ambition lies outside the company. The leadership development programme helps managers to create a positive and productive climate for all employees.

The Chairman has created a Barhale Brand Image in which he is key. People are often of the opinion, when asked, that they work for Dennis, who is owner and Chairman.

Barhale commits 5% of its profit to be used for charitable purposes in the communities in which they work. One of the projects this year is the Midlands Business Unit that is sponsoring the Sandwell Youth Concert Band, helping provide a summer tour of Italy to children, many of whom are from disadvantaged backgrounds.

All new employees are given the opportunity to sit down with each of the partners and directors once they have joined the organisation for an introductory ‘getting to know you' meeting. There are no separate offices for partners or directors as they work in the same hot desk environment in an open office generating an atmosphere where they get to know and work alongside everyone in the company.

Arena's CEO and Board Directors have an open door policy to encourage companywide initiatives from every employee. They hold monthly meetings to ensure that everyone is updated on company developments followed by a social event. There are also regular forums for employees to make suggestions and feed back on company initiatives.

Arena's focus is to help the entire company develop their individual skills and talent, enabling them to succeed and fulfil their career goals and ambitions.

They hold charity events and fundraising takes place throughout the year. The staff encapsulate the good work that is carried out for charities and non profit organisations.

People managers within AMS are given an objective as part of their annual appraisal process that measures and rewards them on their skills in the area of people management. People managers are given coaching and mentoring to help them develop and meet these objectives.

Reward schemes are in place for high achievers and those who distinguish themselves in their role. These are presented at monthly, quarterly and annual meetings and range from vouchers and trophies to time off and weekend breaks.

WPA is active in the local community, supporting the local hospice, Business Link, charities, education projects, schools and events. They also open their full facilities, sometimes at weekends, to local organisations and charities as a venue for training, prize-giving and launches.

WPA is active in the local community, supporting the local hospice, Business Link, charities, education projects, schools and events. They also open their full facilities, sometimes at weekends, to local organisations and charities as a venue for training, prize-giving and launches.

Annual charity events are held to raise money for causes identified by team members and they work closely with schools in the local area.

The Directors and Senior Managers in Business work alongside our teams practically on a daily basis and there are close working relationships within the management team to encourage the development of high standards and a fun culture.

All teams have regular team meetings and a budget for awaydays. Cross team working is encouraged through: Can do Champions; IiP Focus Group; Staff Conference and Social Committee. Monthly Team Brief communicates what the organisation and different teams are achieving and what the challenges are.

Personal development is driven by the individual and is supported by the business. All employees undergo a rotation programme and have an annual Development review with their Line Manager which results in an individual development plan consisting of specific job related and personal development training.

Tullow Oil's employees receive an annual performance bonus which rewards both company success and individual success. They also benefit from a flexible and constructive working environment.

Tullow have a very flat management structure and their leaders believe in being visible, available and communicating clearly.

Recognition is a key agenda item in the monthly team briefing. Through the formal recognition programmes, teams and individuals are nominated for four different internal awards categories.

The firm has for the last 10 years paid a performance bonus to all eligible staff. This year bonuses ranged from 3 to 15% of salary.

The Senior Partner has lunched with all assistants in all offices and is now lunching with all the support staff in all offices and hosts, with a senior manager, monthly buffet lunches for a cross section of staff.

All managers experience training on people management and the management of others, motivation, the power of positive relationships and customer care. In addition, each manager is personally mentored by a director.

Tandberg encourage employees to develop and have introduced a comprehensive Learning and Development programme based on 3 defined areas - Leaders, Experts and Entrepreneurs. This allows people to set out their own career development, supported by the management team.

Staff can receive praise and recognition in Heads of Department meetings and in Board Minutes and there are financial bonuses throughout sales departments, including receptionists.

All employees at Handelsbanken have the opportunity to attend regular well man/women screening and receive a gym subsidy if they belong to a gym. Everyone also has access to the Employee Assistance Programme.

Sunderland Marine have a caring culture towards staff. Employees have reasonable paid time off for domestic issues, flexible start times and Blackberry's and laptops are available for homeworkers.

Simplyhealth Group have worked hard to give Social Responsibility an identity for employees. Subsequently, Social Responsbility is known as 'Being The Difference' in Simplyhealth. Opportunities are provided for employees to be involved which is important to them.

The business closes for Development Day and everyone in the company joins in activities which are designed to be hugely enjoyable and to promote team building across the business.

At School Trends flexible working is available for all employees. People at officer level are able to bank time in half hour 'units' and directors, managers and team leaders have the flexibility to stagger their working day.

Rydon have an annual off site staff meeting which all staff are invited to and also produce a bi-annual newsletter and comprehensive intranet site. In addition, they have established a staff social team to ensure that the views of employees are heard.

Rectory Homes Limited are very supportive of family situations that require changes to normal working hours. Rectory Homes Limited do not believe in people working long hours other than occasionally and actively encourage them to take all of their holiday entitlement.