All Fourfront employees are enrolled in to the Fourfront Academy and are given a career development training programme, tailored for their specific needs and job role. The company invest three times the national average on training which helps the Group retain and attract some of the best talent. The Fourfront Academy is important not only to individual development, happiness and success, but is vital in ensuring Fourfront Group remains a leading organisation in the industry and, more importantly, delivers excellence to their clients. Fourfront Group also recognises that specific groups can have specific developmental needs, so has launched a number of initiatives. NextGen creates a platform for innovation and networking and gives an opportunity for young talent to feed their expertise back into the business. Women in Fourfront supports women in their career development through a workshop-style learning environment with quarterly meetings and coaching sessions. The company has trained internal mentors support individuals throughout the business in their career development by passing on knowledge and experience. This programme enables the company to bring fresh new talent into the business and give students studying towards relevant degrees and opportunity to learn and develop. Outstanding interns are sponsored during their final year at University with a view to bringing them back as full time employees. Fourfront invests in the learning activities through which professionals develop their abilities and ensure they remain effective and increasingly capable. This is achieved through a programme of accredited seminars, supplier visits and payment for employees' annual professional body memberships.

All Fourfront employees are enrolled in to the Fourfront Academy and are given a career development training programme, tailored for their specific needs and job role. The company invest three times the national average on training which helps the Group retain and attract some of the best talent. The Fourfront Academy is important not only to individual development, happiness and success, but is vital in ensuring Fourfront Group remains a leading organisation in the industry and, more importantly, delivers excellence to their clients. Fourfront Group also recognises that specific groups can have specific developmental needs, so has launched a number of initiatives. NextGen creates a platform for innovation and networking and gives an opportunity for young talent to feed their expertise back into the business. Women in Fourfront supports women in their career development through a workshop-style learning environment with quarterly meetings and coaching sessions. The company has trained internal mentors support individuals throughout the business in their career development by passing on knowledge and experience. This programme enables the company to bring fresh new talent into the business and give students studying towards relevant degrees and opportunity to learn and develop. Outstanding interns are sponsored during their final year at University with a view to bringing them back as full time employees. Fourfront invests in the learning activities through which professionals develop their abilities and ensure they remain effective and increasingly capable. This is achieved through a programme of accredited seminars, supplier visits and payment for employees' annual professional body memberships.

Fortis Living have a strong believe in lifelong learning which support employee development in a variety of offering to suit differing learning styles and ability. These opportunities include:- Professional, Academic and Vocational courses from level 2 to level 7, this will either link to current role or career aspirations, supported financially and with time off as appropriate. Secondments to other departments and teams from 3 to 18 months, workshops and Seminars, Open Courses and networking group to support sharing of best practice. Training courses delivered in traditional style, from 2 hour bitesize course to 8 day programmes spread over a period time to embed the learning. They delivered 365 events last year using internal and external training at their offices. E- learning is used to provide Health and Safety updates and support in house training courses. Toolbox talks for short updates for operatives to give them training updates, coaching is encouraged and supported throughout the organisation, managers are given a bespoke series of training day to give them the skills to be able to support a coachee. 12 % of Fortis Living employees have gained promotion and they have examples of employees starting and undertaking an apprenticeship and progressing to supervisor level.

Fortis Living have a strong believe in lifelong learning which support employee development in a variety of offering to suit differing learning styles and ability. These opportunities include:- Professional, Academic and Vocational courses from level 2 to level 7, this will either link to current role or career aspirations, supported financially and with time off as appropriate. Secondments to other departments and teams from 3 to 18 months, workshops and Seminars, Open Courses and networking group to support sharing of best practice. Training courses delivered in traditional style, from 2 hour bitesize course to 8 day programmes spread over a period time to embed the learning. They delivered 365 events last year using internal and external training at their offices. E- learning is used to provide Health and Safety updates and support in house training courses. Toolbox talks for short updates for operatives to give them training updates, coaching is encouraged and supported throughout the organisation, managers are given a bespoke series of training day to give them the skills to be able to support a coachee. 12 % of Fortis Living employees have gained promotion and they have examples of employees starting and undertaking an apprenticeship and progressing to supervisor level.

Grapevine is an internal employee forum. It is all about 2 way communication and sharing best practice across the business. As they want to be the best, they want everyone's feedback to get there. There are nominated employee's who act as representatives from various different areas of the business who meet quarterly to bring key questions to the table. A representative will pick up the question and look for an answer within a specified time to feedback at the next meeting.

Forrest Futures – This programme is aimed at their blue collar workforce and provides a pathway to management for them. Following a formal application process a number of individuals each year are chosen to take part in a structured management development programme which includes formal training and also work shadowing and secondment opportunities. They have promoted 5 individuals in the last 2 years in to management from this programme. Elevate – This programme is very similar but aimed at senior management and includes profiling and mentoring from an external organisation plus the opportunity to undertake an ILM Level 7 qualification New Leaf – their own Leadership & Management programme validated by CMI. This has been delivered to over 200 people within the business already and will continue to be used to facilitate learning in this area. Customer Connect – A bespoke Customer Service excellence delivery programme. This has been accredited by the Institute of Customer Service (ICS) and delivered to over 150 people so far. Now a mandatory piece of training that all need to attend, it forms part of the corporate company induction.

Every member of the management team has access to the company's leadership pathway to further develop their leadership skills. They hold two Assistant Team Leader and Team Leader conferences every year to support development and offer them a forum to share experiences and ideas. This year, they have also introduced a new training session called ‘New Learning Methods'. During this one-day course, Team Leaders will learn how to better engage their teams and promote understanding by using a number of different learning styles. Management Team are also sent on external courses for job specific training. They also have an entire department dedicated to supporting the management team so they may reach their full potential. Leadership Academy hosts training sessions and one-to-one mentoring with the management team to help them develop their skills and also to support them as they create a succession pool within their team. Finally, financial assistance is offered for external professional training courses and development.

Every member of the management team has access to the company's leadership pathway to further develop their leadership skills. They hold two Assistant Team Leader and Team Leader conferences every year to support development and offer them a forum to share experiences and ideas. This year, they have also introduced a new training session called ‘New Learning Methods'. During this one-day course, Team Leaders will learn how to better engage their teams and promote understanding by using a number of different learning styles. Management Team are also sent on external courses for job specific training. They also have an entire department dedicated to supporting the management team so they may reach their full potential. Leadership Academy hosts training sessions and one-to-one mentoring with the management team to help them develop their skills and also to support them as they create a succession pool within their team. Finally, financial assistance is offered for external professional training courses and development.

First thing every morning the Managing Director runs a daily sales meeting in the middle of the London office. During this meeting all account managers give updates on what they are working on and an overview of important roles they are recruiting for. This encourages all the sales teams to help each other out with roles and share news about clients they are engaging with.

FPG shows it supports employee development by its organic growth strategy. They make clear to employees in the yearly business strategy presentation that opportunities will always be given internally before bringing external resources in. Leading by actions has given a clear message to FPG employees, they open offices around the world but only in locations their staff want to live and work. With each of the 9 overseas offices, the managers of those offices started out in a graduate role in the London office. Training and qualifications are encouraged especially in the support functions such as finance. External leadership and team leading training has been particularly useful to their managers and aspiring managers.

Each year, as a reward for outstanding performance, 10% of staff are chosen to attend the annual “Boat” event. The event takes place the first week of September and sees the top performing staff across categories such as most permanent vacancies taken, most new accounts bought on, best internal feedback, and best customer journey. The luxury boat is privately charted by the company from Hamble Harbour in Southampton. Employees get to spend 2 days sailing around the Solent, before docking on the Isle of Wight taking lunch in Colwell Bay with an overnight stay and dinner in Cowes. Winners of this unique reward are announced at the Annual Company Awards evening in June each year. Feedback from those that attended this year's event included comments such as “What a fantastic way to reward staff for all their hard work and “A relaxing day at sea, time to spend with colleagues and lovely food and drink – a perfect couple of days”

The Circle of success which details their Company values is displayed around head office and at each branch/site in Perspex frames as well as on everyone's welcome screen as daily inspiration of the way in which they work and what success looks like. It's a reference tool to all employees, managers and Directors on the behaviours they expect from others and should display themselves. Employee rewards and recognition are linked to the values within the Circle and are communicated and celebrated at every “Orange Studio” event twice yearly. Event Guest speakers will link their key note talks to a chosen value. Employees are given the circle of success on their first day and the values and vison of the business are discussed in depth to ensure that everyone coming into the business understands their culture and their part in ensuring that their values, vison and purpose are at the forefront of everything they do

Their customer service commitments are based on maintaining a strong, motivated and friendly team. The company aim to attract the best within the industry by offering above market rate remuneration and develop long-term relationships and loyalty by investing in their team. As investors in people, they encourage professional development, offering time off and financial support to study and attend courses in order to further qualifications. Regular appraisals and social events give their team the opportunity to express their views and suggest ideas as to how FC Exchange can move forward and improve intra-company relations and processes. The company are proud of their staff retention rates, keeping a high degree of experience within the company which helps build and maintain long-term customer relationships. FC Exchange has consistently grown year-on-year since 2005, expanding to new markets; presenting new opportunities for promotion. As a result, 75% of their senior management has been recruited from within the company.

Quite simply, the company ask new starters to the business to present what they have learnt about the business.

The senior management team are committed to developing talent and encouraging their colleagues to be the best they can be. They demonstrate their commitment to the ‘EnviroVent Way' by leading teams by example, and following up on promises made. The company take a contextual approach to business, by making pragmatic decisions based on facts. This creates an environment of trust and mutual respect which encourages an open flow of communication across the business. The senior management team are accessible, there is an open door policy that has encouraged people to stop by for a quick chat to feeling that they are able to raise new ideas or difficult topics. The company believe that this approach to work has created closer working relationships and an overall feeling that they are all ‘in it together'. The senior team cascade and promote new initiatives through 1-1's, huddles, company and regional updates and writing articles for the monthly newsletter with aim of ‘keeping it simple' and providing ‘opportunities for all' to get involved. The company provide merit based awards and recognition for those colleagues who demonstrate and alignment with The EnviroVent Way.

EnviroVent works with over 500 Housing Association Bodies and communities on a daily basis all of which are recognising the clear benefits brought by installing EnviroVent products. In addition, they support the local communities in which they operate through employing local installers and engineers. EnviroVent educate Tenant Management Organisations in solving condensation problems and promoting health. Colleagues are committed to supporting various charities. The company is participating in Saint Michael's Hospice You're Inspired Challenge to raise as much money as possible towards patient care. They are doing a sponsored sky dive, held bacon fryday's , dress down days and are holding a raffle all held within company time. Twenty colleagues participated in Pugney's Dragon Boat Race raising £535 for St Michaels Hospice. Mark, Logistics' Manager raised £235 for Epilepsy Research running the Great North Run. Chris, darts player and full time Production Administrator completed a full month of no drinking, a ‘Dryathlon' for Cancer research. Eight colleagues ran Harrogate's Race for Life –raising £600 Ventilation was installed in local community Centre's newly refurbished kitchen. Paul, helped local students at St Aiden's College learn more about what a career in R&D looks like by doing a presentation on what his role involved. In May the company sponsored a table at the Macmillan Spring Ball. 10 colleagues attended who have in some way contributed towards a charity. It was a memorable evening of fine food, live music and prizes.

ABCDE Recognition Scheme (Above and Beyond the Call of Duty Employee) As a not for profit organisation the Group aims to have a culture whereby effort is acknowledged, praised and communicated, by saying ‘thank-you'. It is the Group's aim to celebrate achievements at every level and at every opportunity. The ABCDE scheme recognises good performance, link rewards to positive behaviours (that reflect the organisations Values) and motivate staff.

ABCDE Recognition Scheme (Above and Beyond the Call of Duty Employee) As a not for profit organisation the Group aims to have a culture whereby effort is acknowledged, praised and communicated, by saying ‘thank-you'. It is the Group's aim to celebrate achievements at every level and at every opportunity. The ABCDE scheme recognises good performance, link rewards to positive behaviours (that reflect the organisations Values) and motivate staff.

All line managers in Egress undergo regular one to one mentoring by the HR Manager. These sessions complement the ‘on the job' coaching sessions in Performance Management, Recruitment and Retention. Additionally, all managers receive monthly direct feedback from their function's C-level executive, as they are a small company, the flat management structure allows them to do this with high frequency. The business is growing fast and as such, opportunities for personal growth – particularly at the mid-manager level – are constantly arising. They do not recruit mid-managers from outside the business, preferring to promote from within and give existing team members the chance to start their managerial careers in a familiar environment.

Whilst some of the company employees have fixed desks, a significant number are encouraged to sit where they like in the office - which is primarily an open plan design with a hot desking infrastructure. For example, rather than having the sales and technical services teams sit in defined spaces, offering them the flexibility to sit next to peers who are working on the same projects means employees collaborate better and produce better results for the business and their customers. In the software development teams – they have recently implemented a version of Scrum (an iterative agile method for managing product development). This has improved communication and resulted in significant improvements to the development process and the quality of the software produced, whilst reducing the time required to produce a customer ready version of the software.