What are companies doing with regards to 'My Company'

eg offers a unique flexible benefit scheme. This allows colleagues to flex their benefits package to suit them. The comprehensive standard package includes 5% matched contribution in a leading pension's scheme, 25 days' holiday, Comprehensive Private Healthcare, Income protection policy and PHI cover. The individual can opt out of certain benefits and use the money equivalent to increase an alternative benefit. For example, opting out of the income protection policy and PHI cover in order to increase the employer's pension contribution and purchase additional holidays. The flexible benefits package is coupled with eg's “Let's get Healthy” scheme to provide colleagues with a fantastic basic package. The “Let's Get Healthy” scheme encourages individuals to improve their health and well-being. Whilst being closely linked to the Private Healthcare benefit, the scheme also encourages people to take part in company arranged or subsidised social activities in or out of the office. This includes activities such as running, walking, healthy cooking and eg's very own choir.

Each Monday eg have a large selection of fruit delivered. They are just at the end of a six week 'steps' challenge, the CFO collated names of everyone who wanted to be involved and put those employees into a variety of teams. They have a weekly score board and individuals who have made significant progress have received individual prizes. At the end of the six weeks the individuals in the team with the most steps will be awarded a prize. This has encouraged staff to go out for a walk at lunch time and to be far more active during the evening. They have had board members and the CEO involved - who have turned out to be the most competitive! The chairman of the board has scheduled his appointments in London so he can walk between them. There is also a running club each Wednesday evening which a few members of staff participate in. They have a healthy eating committee who are organising for someone to come in and give head and shoulder massages. eg have a 'break out' area in the kitchen with tables, chairs and a football table.

To promote the wellbeing of employees, office wellbeing awareness sessions are held, which all employees are invited to attend. Information is available to raise awareness on the link between sugar and obesity and diabetes. Refreshments of sugar-free and vegetable cakes are also widely provided. As a result of the wellbeing sessions a weekly lunchtime walking group called ‘Wednesday Walking' has been set up. A monthly healthy recipe of seasonal food is emailed out to all staff. The company have also implemented a dedicated wellbeing page on the company intranet, which promotes the importance of regular exercise and healthy eating. Earlier this year Edenred implemented external mental health awareness training for all Managers, with strategies for reducing Managers' own stress levels whilst supporting employees were also explored in the training. As part of the company's benefits package, all employees are provided with a Ticket Restaurant card, a prepaid, reloadable card solution that employees can use in a huge range of restaurants, cafés, food outlets, supermarkets and grocery stores as well. Facilitating flexible working is very important to the organisation and they also recognise and look to promote internally. Edenred also have a discounted gym membership option available to all employees as part of their flexible benefits scheme.

Each December Edenred celebrate ‘Eden for All', a company initiative designed to mobilise employees' support of local communities. Last December employees collected gifts for House on the Hill, giving their carers a much needed respite. As a company Edenred also supports Westminster Food Bank and help by donating food every month. To help contribute to the Food Bank, each month a different department organises food hamper collections. To date over 346 kilos of food has been donated by the employees of Edenred. Throughout the year, the company carries out fundraising events for its charity partner, Action for Children. Events organised have included dress down days, themed cake bakes and talent contests. For every employee involved in charitable fundraising activities, Edenred donate a set amount to the relevant charity. This year the company also worked with the ‘The Princes Trust', a youth charity that helps young people aged 13 to 30 get into jobs, education and training. They were able to be involved in their ‘Get Into' programme, which gives selected young people who are work-ready but do not have vocational skills the opportunity to develop the relevant skills to enable them to move into a sustainable job in a specific sector of work. With regards to employees, Edenred is committed to the principle of equal opportunity in employment, resulting in no job applicant or employee receiving less favourable treatment because of a protected characteristic like race, disability etc.

In 2015, Edelman refreshed their values to ensure they are relevant to the company's future direction, support a client-centric culture and are inspiring great work. These core values are at the heart of everything the company do and are well publicised around the business. The values are also embedded in the talent programmes, recruitment strategies, appraisal processes, performance management and learning and development programmes. All are designed to align employee's behaviour with Edelman's mission, vision and business objectives. Edelman is dedicated to delivering Quality, something that is championed by a dedicated Global Chief Quality Officer. It's also reflected in the proprietary client satisfaction survey, all to ensure the company deliver on their client promise whilst remaining loyal to their values.

In 2015, Edelman refreshed their values to ensure they are relevant to the company's future direction, support a client-centric culture and are inspiring great work. These core values are at the heart of everything the company do and are well publicised around the business. The values are also embedded in the talent programmes, recruitment strategies, appraisal processes, performance management and learning and development programmes. All are designed to align employee's behaviour with Edelman's mission, vision and business objectives. Edelman is dedicated to delivering Quality, something that is championed by a dedicated Global Chief Quality Officer. It's also reflected in the proprietary client satisfaction survey, all to ensure the company deliver on their client promise whilst remaining loyal to their values.

The East Riding College Employee Personal Development Award is for £175. Staff can use this financial award to pay for any course or qualification that they would like to undertake for their own personal development. These do not have to be related to their role within the college, e.g. joinery for beginners, chocolate workshop, flower arranging, creative Photoshop or French for beginners. There is also a £50 Staff Development award. Staff can use this award to contribute to the cost of both work and non-work related qualifications. The college will use appropriate external funding to fund qualifications to support staff development, for example Level 2 Initial Advice & Guidance Award and Level 2 Mental Health Awareness Course. If no external funding is available, the college will offer a reduction of up to 10% on the course fees. The college will provide paid time off for exams and exam preparation, as well as flexible working so staff are supported to amend their working hours to accommodate teaching times.

There is an annual Summer barbecue and Christmas party for all staff. There is always a theme for the barbecue, enabling staff to dress up and get into the spirit of the event. Last Summer the theme was 'South Sea Islands'. There was a range of grass skirts, sun hats and even a surf board all adding authenticity to the day. There is a prize for the 'best dressed' employee. The Christmas party will include a challenging quiz. The various teams chose their own unique names and a considerable amount of friendly competition develops. These events take place at the two college sites in Beverley and Bridlington and are for all staff, the majority of whom attend, including the Directors. These events are held at the end of the Autumn and Summer terms after the students have left, so enabling the staff to fully relax after a very taxing 10 to 12 weeks. The college holds an annual staff conference which is compulsory for all staff to attend. The morning programme is planned so Directors can explain the current position of the college and also set the scene for the year to come. The afternoon workshops support the theme of the conference and from a selection of at least eight workshops staff will chose three that are most relevant for them to attend. The variety of workshop topics ensures that there are relevant topics for both teaching and support staff.

The company launched their innovative blogging platform dunnhumby uncensored last year. There is a webpart blog section on the intranet homepage that allows employees to post their own blogs for global readership. It is 100% user generated and 100% uncensored to encourage them to write about anything personal or professional. The aim is to connect employees, boost communication between teams and help dunnhumby get to know their people better to share learnings and experiences easily. They appointed blog champions and rewarded them with a blogging toolkit, which was sent in the post as a surprise and delight. This included a book on blogging tips, a moleskin notepad, pens, sweets and branded goods. They also ran training for these champions, joined by the CEO to endorse the channel further. They were asked to populate the first content and now act as advocates for blogging in their offices. They set topics occasionally to stimulate blogs such as 'tell us about your proudest dunnhumby moment', but they get a range of topics from people's pets to their biggest success at work. The company also started “pic of the day”. They set up an instagram account and asked employees to upload pictures using #dunnhumbypic to showcase what goes on in their day to day lives. This connects employees visually and gives an insight to other offices and cultures.

Every year dunnhumby employees receive a 'Treat Yourself' allowance, which they can redeem with a travel company on flights, hotels, spa breaks, Personal Trainer sessions, Osteopath appointments onsite or experience days such as tickets for the Shard. The only caveat is that it must be used for a 'treat' and not for mundane things such as weekly shopping. This means employees benefit financially on their holidays or enjoy a great experience that they may not otherwise have chosen.

The CEO of Dr. Martens recently shared the brand framework to the global workforce using a Vodcast. To reinforce this message, each employee has been given a vinyl record created specifically to explain the company's Ambition, Why They Exist, What They Believe In and Who They Are. Rather than a formal mission statement and values, Dr. Martens have this framework which defines what they stand for, how they behave and where they are going. It's their brand, on the record.

Wellbeing is a high priority for Dr. Martens Culture Team, so they have introduced a series of lunch and learns that focus on “mindfulness”. To assist those who need a little more energy they have also launched a Couch to 5k running club, subsidised yoga and HIT training. The company also invite specialists to site to provide massage therapy to those employees who want it. They even provide a little extra motivation on a Monday with smoothies and free fruit and veg in all stores and offices. In addition, Dr. Martens have an EAP that all employees can access, which includes an online library of wellbeing knowledge and an independent telephone helpline with face-to-face counselling if required.

DPD's Senior Management Team supports a number of its strategic initiatives, which demonstrates its commitment to the values of the organisation, with the main two examples being the Corporate and Social Responsibility (CSR) Programme and the Corporate Induction. The SMT supports CSR through the work that they do with a local school called Phoenix Collegiate. The SMT attend a ‘Dragon's Den' competition where they meet and review students' business plan ideas that they have worked on during the year. The SMT then give marks on different aspects of the business plan and an overall winner is announced. As part of their Induction Programme new starters are invited to meet the SMT at an event called Corporate Induction, where they have the opportunity to discover more about the business. They are introduced to the company's DNA (core values) as well as meeting DPD's CEO, Dwain McDonald. Each member of the SMT delivers a presentation about their function, followed by a Q&A session to give new starters a better understanding of DPD. Dwain also engages with colleagues within the business through the Winter Conference and DPD's annual business communication cascade called DNA. At the Winter Conference, Dwain cascades upcoming strategies for the business. DPD's DNA is an annual cascade of information to all employees within the company. Its objectives are, like the Winter Conference, to communicate business priorities and strategies. Dwain records a number of videos that are played in meetings throughout the business. The message given is always clear, with key points and a focus on the benefits of the message. Dwain also uses the Company Newsletter to engage with staff, as all employees and pensioners receive a copy. As well as all this Dwain's ethos is about getting back to 'grass roots' and he has spent a day in the call centre and he also spent a day with a collection and delivery driver, all so he could experience these roles first hand.

DPD's Senior Management Team supports a number of its strategic initiatives, which demonstrates its commitment to the values of the organisation, with the main two examples being the Corporate and Social Responsibility (CSR) Programme and the Corporate Induction. The SMT supports CSR through the work that they do with a local school called Phoenix Collegiate. The SMT attend a ‘Dragon's Den' competition where they meet and review students' business plan ideas that they have worked on during the year. The SMT then give marks on different aspects of the business plan and an overall winner is announced. As part of their Induction Programme new starters are invited to meet the SMT at an event called Corporate Induction, where they have the opportunity to discover more about the business. They are introduced to the company's DNA (core values) as well as meeting DPD's CEO, Dwain McDonald. Each member of the SMT delivers a presentation about their function, followed by a Q&A session to give new starters a better understanding of DPD. Dwain also engages with colleagues within the business through the Winter Conference and DPD's annual business communication cascade called DNA. At the Winter Conference, Dwain cascades upcoming strategies for the business. DPD's DNA is an annual cascade of information to all employees within the company. Its objectives are, like the Winter Conference, to communicate business priorities and strategies. Dwain records a number of videos that are played in meetings throughout the business. The message given is always clear, with key points and a focus on the benefits of the message. Dwain also uses the Company Newsletter to engage with staff, as all employees and pensioners receive a copy. As well as all this Dwain's ethos is about getting back to 'grass roots' and he has spent a day in the call centre and he also spent a day with a collection and delivery driver, all so he could experience these roles first hand.

Each year DMH organises an AGM (Annual General Meeting) event that every member of staff is invited to. Unless staff are out of the business on a non-working day or annual leave then all employees are required to attend the afternoon part of the event. The AGM has many different elements to it. There is a Charity Committee raffle in aid of the staff charity on arrival at the event and there are some great prizes to win. The day starts with a presentation from the Managing Partner, which reflects on the firm's performance over the last 12 months, provides an overview of what the future of the firm may look like and details of the overall strategy. Following the presentation there is a fun team based activity which is organised by a different business group each year. This activity can range from a treasure hunt, quiz, fancy dress competition, ‘Mr & Mrs' game show and anything in between! Following the afternoon activities there is a dinner and dance. Each member of staff is able to invite a guest of their choice to attend with them should they wish. A live band is organised as entertainment and this year the Managing Partner joined the band on stage to play his guitar! Anyone who lives more than five miles away from the event venue is able to claim up to £40 towards the cost of travelling to and from the evening event or overnight accommodation.

Each year DMH organises an AGM (Annual General Meeting) event that every member of staff is invited to. Unless staff are out of the business on a non-working day or annual leave then all employees are required to attend the afternoon part of the event. The AGM has many different elements to it. There is a Charity Committee raffle in aid of the staff charity on arrival at the event and there are some great prizes to win. The day starts with a presentation from the Managing Partner, which reflects on the firm's performance over the last 12 months, provides an overview of what the future of the firm may look like and details of the overall strategy. Following the presentation there is a fun team based activity which is organised by a different business group each year. This activity can range from a treasure hunt, quiz, fancy dress competition, ‘Mr & Mrs' game show and anything in between! Following the afternoon activities there is a dinner and dance. Each member of staff is able to invite a guest of their choice to attend with them should they wish. A live band is organised as entertainment and this year the Managing Partner joined the band on stage to play his guitar! Anyone who lives more than five miles away from the event venue is able to claim up to £40 towards the cost of travelling to and from the evening event or overnight accommodation.

As a collection of over 30 unique businesses D&D's general Managers are empowered to develop, with the support of HR, unique ways to recognise and reward the performance of their teams. This means that there isn't one fixed approach, but a series of flexible incentives and rewards. From a group perspective one reward they do offer, which they believe is a unique way of rewarding the performance of key talent, is to give Head Chefs the opportunity to become a chef-patron. London is currently the epicentre of the culinary world but the industry is suffering chef shortage (there is a war for talent raging in the kitchen). The reputation of the chef and the restaurant are intrinsically linked, which means that it is crucial to retain talented and successful chefs. As a chef-patron they receive a small percentage of the company, so in effect the name of the chef becomes synonymous with the restaurant. Most chefs dream of one day owning their own business and D&D feel that offering this type of reward provides a long term goal that facilitates engagements, aids retention and incentives culinary performance in a challenging and highly competitive market. Each chef is set their own performance target, which will be based in part on achieving financial targets but also heavily waited on performance from food scores on Trip Advisor and Open Table through to achieving industry recognition via Michelin Stars or AA rosettes.

Employee development has always been central to D&D's success. They recognise that great training is fundamental to delivering quality and exceptional service. It's also vital in equipping the company to overcome the industry wide skills shortages at a senior level. As well as a company induction, role specific skills and standards training and the statuary e-learning programme, internal staff are able to development their career against a simply competency framework that facilitates growth toward management roles (either front of house or in the kitchen). Career development is supported by a quarterly appraisal process called 'Talking Talent' and a series of unique industry leading development programmes that link to the competency framework. 'Step Forward' is the internal programme aimed at helping entry level employees get a taste of what it takes to be a great supervisor. 'Rise' is the management training programme that helps supervisors develop towards management roles (this year 30 employees have successfully completed these programmes with double that signed up to start in November). 'Accelerate Leader's' programme takes top managerial talent and develops them as Leaders. They also run Love Wine, a collection of training (including WSET levels 1 -3) aimed at developing an employee's ability to engage with customers about wine and utilise suppliers to deliver a range of product based sessions. As a way of attracting the best new talent D&D run a chef apprentice. More recently the company held a communication skills workshop developed around the Paralympic sport of Goal Ball.