As part of their 'Working Together at Bedell' project the company really wanted to encourage positive team work amongst employees. They therefore joined forces with a consulting organisation who offered Strength Deployment Inventory (SDI). SDI is a self-assessment tool that helps people understand what gives them a sense of self-worth and what's important to them when relating to others. It provides a snapshot of who we are, promotes common sense concepts in a visual manner, demonstrates the unique way we each value and prioritise different strengths and how we take different approaches and interpret the actions of others. Each employee completed the questionnaire, and team workshops were organised to analyse the results and talk through what the SDI was all about. All of these workshops have now been completed and the response and feedback has been extremely positive. Throughout the process of SDI it has really helped employees to connect, really talking and listening to each other, thus working together as a team.

As part of their 'Working Together at Bedell' project the company really wanted to encourage positive team work amongst employees. They therefore joined forces with a consulting organisation who offered Strength Deployment Inventory (SDI). SDI is a self-assessment tool that helps people understand what gives them a sense of self-worth and what's important to them when relating to others. It provides a snapshot of who we are, promotes common sense concepts in a visual manner, demonstrates the unique way we each value and prioritise different strengths and how we take different approaches and interpret the actions of others. Each employee completed the questionnaire, and team workshops were organised to analyse the results and talk through what the SDI was all about. All of these workshops have now been completed and the response and feedback has been extremely positive. Throughout the process of SDI it has really helped employees to connect, really talking and listening to each other, thus working together as a team.

The team are true leaders of innovation in changing the way vets work, and continue to lead and inspire the team with how vets use ultrasound. The senior team have developed values that deliver more than simply financial rewards - if they look after the long-term relationship with their customers and continue to add value, then the revenue will follow. Learning is a value of the company, not only through the training of their customers but through commitment to development of BCF employees. Such is the commitment to drive this learning through the business, the Directors employed a Learning & Development Manager six years ago to ensure this happens and further staff development opportunities are encouraged where staff have cross developed, e.g. an IT Engineer becoming Service Manager and a UK Account Manager becoming the MD of their Indian business. The Directors are all extremely approachable to everyone at BCF and take a real interest in the lives of those who work with them.

Dragons Glen is an event created by the Scottish Charity, Children First. Teams are provided with a small fund and challenged to create a business and within 6 months return as much money as possible. Two teams from BCF entered and their Managing Director also contributed by being a Dragon for another team. One BCF team created a company making and selling T-shirts and the other team created, manufactured and sold a board game, 'Escape the Jungle'. They managed to raise over £7,000 for the charity and won awards for the Most Innovative Idea and Most Future Promise. Head office have been involved in helping to create a better environment for some children locally. A local after school club was in desperate need of some care and attention and staff worked for two days painting the entire building. Additionally they donated £700 from their BCF Foundation charity to help with equipment. For the past five years they have supported a group of equipine vets, all keen on motorcycling. They deliver educational talks to raise funds for charities. The company has hosted the Scottish leg of their UK and Ireland tour and donated a brand new x-ray system worth over £17,000 which will be used at the Gambia Horse and Donkey trust. They also sponsor the Vet Charity Challenge, helping raise over £100,000 for animal based charities.

By engaging in the best companies survey process it has demonstrated that engagement is on the strategic agenda for the business. The focus is on receiving employee feedback and acting on it, rather than on the score they receive. An employer branding initiative has been launched by the company.

By engaging in the best companies survey process it has demonstrated that engagement is on the strategic agenda for the business. The focus is on receiving employee feedback and acting on it, rather than on the score they receive. An employer branding initiative has been launched by the company.

Banks Sadler actively encourages cross company collaboration, across teams, offices and countries. All new starters have a BIG - Banks Induction Guide. The BIG usually takes the new starter to lunch on their first day and is around to help them integrate into Banks Sadler during the first few weeks. All new employees also have a lunch with the CEO. They actively encourage new employees to join in with Friday socials or quarterly social committee activities to try to engage them with other teams. They also arrange various new start initiatives, to encourage team interaction. One such past event was a speed dating style networking in the canteen over pizza, with set questions to get people talking to other new and existing employees from across the organisation. As an Event Management agency, they regularly have opportunities for all staff to help on site at events. This not only enables them to develop professionally, but also gives them the opportunity to work with other teams. Apart from the social committee, they also have a charity committee and various focus groups, that regularly work together

Banks Sadler actively encourages cross company collaboration, across teams, offices and countries. All new starters have a BIG - Banks Induction Guide. The BIG usually takes the new starter to lunch on their first day and is around to help them integrate into Banks Sadler during the first few weeks. All new employees also have a lunch with the CEO. They actively encourage new employees to join in with Friday socials or quarterly social committee activities to try to engage them with other teams. They also arrange various new start initiatives, to encourage team interaction. One such past event was a speed dating style networking in the canteen over pizza, with set questions to get people talking to other new and existing employees from across the organisation. As an Event Management agency, they regularly have opportunities for all staff to help on site at events. This not only enables them to develop professionally, but also gives them the opportunity to work with other teams. Apart from the social committee, they also have a charity committee and various focus groups, that regularly work together

The Avecto induction process takes place over a week. All employees go through this process regardless of role or experience. The induction process includes presentations from every department in the business so all new staff have a thorough understanding of the company. Their employees are cut from the same cloth: hard-working, passionate and driven individuals.

They have a dedicated training budget open to all employees to develop their careers. Progression plans are put in place, allowing all employees to monitor and track their development in their role. Quarterly and annual appraisals are offered to all staff as well as 360 feedback sessions with an independent, external representative. In addition to this, all employees are encouraged to take part in internal training sessions, from Social Media Academy classes, to French Club, Code Club and professional masterclass sessions in PowerPoint and Excel. Managers are also encouraged to participate in management training courses to help them progress their careers and develop stronger people skills.

The company offers a range of learning and development opportunities. At the early stages they contribute between 80 - 100% of the cost of formal qualifications and provide time off for study, as well as making studio facilities available for colleagues and their fellow students. For mid-level colleagues they offer many opportunities to get involved in the day to day activity of practice life, to gain experience, tap into creativity, and to build knowledge through sharing activities. Activities range from weekly CPD events, evening master classes with external experts, team presentations, external led training workshops, and many different fun design competitions. They run surveys asking colleagues to select the topics and areas that they are interested in learning more about and programmes are created from there to included voice coaching, presentation skills master classes, time management sessions, and leadership training. All of these are developed in tandem with the strategic business plan for the UK each year. Most training is open to all colleagues, however there are a few initiatives which are aimed at certain groups or individuals according to skill level or role within the company. Management and leadership training for example is a perfect example of this whereby learning the ropes of people management and team leadership is important to certain colleagues and not others, depending on the stage they are at within their careers.

The company offers a range of learning and development opportunities. At the early stages they contribute between 80 - 100% of the cost of formal qualifications and provide time off for study, as well as making studio facilities available for colleagues and their fellow students. For mid-level colleagues they offer many opportunities to get involved in the day to day activity of practice life, to gain experience, tap into creativity, and to build knowledge through sharing activities. Activities range from weekly CPD events, evening master classes with external experts, team presentations, external led training workshops, and many different fun design competitions. They run surveys asking colleagues to select the topics and areas that they are interested in learning more about and programmes are created from there to included voice coaching, presentation skills master classes, time management sessions, and leadership training. All of these are developed in tandem with the strategic business plan for the UK each year. Most training is open to all colleagues, however there are a few initiatives which are aimed at certain groups or individuals according to skill level or role within the company. Management and leadership training for example is a perfect example of this whereby learning the ropes of people management and team leadership is important to certain colleagues and not others, depending on the stage they are at within their careers.

Our mission and vision is communicated via our Induction Process for new starters, via the Staff Update twice a year and it is displayed on notice boards. Success is measured via KPIs.

Our mission and vision is communicated via our Induction Process for new starters, via the Staff Update twice a year and it is displayed on notice boards. Success is measured via KPIs.

Aster's internal training offer via The Academy provides a comprehensive range of short training courses that are open to all employees. Much of the training is delivered by Internal Trainers. They have at least 40 active trainers at any one time. They support this group by providing the necessary skills training. In addition their team of internal coaches are there to provide coaching to any individual that requires it. This team went through rigorous selection and training and keep their skills up to date. This year 38 individuals have had coaching sessions. The company have run mentoring workshops and provide a mentor/mentee workbook for those that wish to pursue a mentoring relationship. Their internal L&D team are available to support team development needs across the business, and last year supported 35 team events, by either facilitating events or advising managers on options. This kind of support is critical for a business such as Aster's where there have been large-scale changes to teams and ways of working. The L&D team have access to a range of tools to support these kind of events, such as Belbins Self-Perception Inventory and Insights Colour model. Their annual apprentice programme allows them to bring up to 12 young people into the business each year. They work with managers to make sure their skills are retained by the business. This programme has been running since 2010 and is now well-embedded into what they do.

Aster's internal training offer via The Academy provides a comprehensive range of short training courses that are open to all employees. Much of the training is delivered by Internal Trainers. They have at least 40 active trainers at any one time. They support this group by providing the necessary skills training. In addition their team of internal coaches are there to provide coaching to any individual that requires it. This team went through rigorous selection and training and keep their skills up to date. This year 38 individuals have had coaching sessions. The company have run mentoring workshops and provide a mentor/mentee workbook for those that wish to pursue a mentoring relationship. Their internal L&D team are available to support team development needs across the business, and last year supported 35 team events, by either facilitating events or advising managers on options. This kind of support is critical for a business such as Aster's where there have been large-scale changes to teams and ways of working. The L&D team have access to a range of tools to support these kind of events, such as Belbins Self-Perception Inventory and Insights Colour model. Their annual apprentice programme allows them to bring up to 12 young people into the business each year. They work with managers to make sure their skills are retained by the business. This programme has been running since 2010 and is now well-embedded into what they do.

The senior management team are active in the recognition and reward of staff across multiple levels and locations. When they observe values and good practices they are able to nominate by awarding wow points, these usually equate to the value of £10.00 or in the use of our Values Man. Values Man is a visible recognition scheme where the company encourage everyone to recognise outstanding work or the demonstration of our core values. Senior managers also encourage colleagues to recognise each other in the use of the Value Man or the My Arco platform in the form of badges.

The company ran Health Week which promoted good eating habits, being healthy and encouraging health activities such as walks and spinning classes. Fruit was also provided to all locations for the week free of charge. They have also conducted Health Assured Road shows which meant they visited various sites across the various Arco locations which included drop-in sessions around health and wellbeing for staff. They also run via My Perks various discounts scheme on gym memberships.