What are companies doing with regards to 'My Company'

The Leadership Team are committed to the values of the organisation through their interaction with their staff and clients. KM&T are very proud of the internal talent development of their team members. This is also reflected in the work with their clients as they endeavour to transfer their knowledge to their teams. This is the meaning of the organisation KMT the Leadership Team are committed to the values of the organisation through their interaction with their staff and clients. KM&T are very proud of the internal talent development of their team members. This is also reflected in the work with their clients as they endeavour to transfer their knowledge to their teams. This is the meaning of the organisation KM&T = Knowledge, Management and Transfer. The Leadership Team are all experienced Consultants who have progressed through the organisation. For this reason, they are respected amongst their peers. Equally they are respected by clients for their commercial awareness and professionalism. They conduct themselves with integrity and lead by example.

The very best example of how the organisation supports employee development is through a full time Talent Co-ordinator. The Talent Co-ordinator is in the process of designing the career staircase and writing the internal training modules to support all Employees. These modules have been written in coordination with their Consultants to ensure they are fit for purpose. The Talent Co-ordinator is currently dedicated to supporting 25% of the UK Team of who are currently on succession plans. The Talent Co-ordinator operates a Buddy System which allows new starters to be ‘buddied' with an experienced employee to provide them with support as needed. This has received positive feedback which is measured through their induction survey as Employees have stated that the buddy system has allowed them to feel at ease. Within the Senior Management Team, there is over 60 years of consultancy experience that is used through internal coaching and mentoring to develop the talent of the future.

All consultants are supported by a Practice Manager who is constant contact with them to ensure that they have everything they need on a practical and personal level to perform their role. This is especially necessary in a remote working environment. As careers with Kloud often incorporate remote working this is often a huge benefit to the wellbeing of employees. Being able to significantly reduce or eliminate commuting time enables our consultants to have more leisure time.

All consultants are supported by a Practice Manager who is constant contact with them to ensure that they have everything they need on a practical and personal level to perform their role. This is especially necessary in a remote working environment. As careers with Kloud often incorporate remote working this is often a huge benefit to the wellbeing of employees. Being able to significantly reduce or eliminate commuting time enables our consultants to have more leisure time.

EAP schemes are available across the firm and include access to online portals where helpful advice is immediately available. Face to face counselling is included, in addition to the 24/7 helpline. Kinetic have annual flu jabs, organising a nurse to come into the office to administer the vaccinations to encourage as many of the team as possible to take advantage of this benefit. Anyone who cannot take advantage of the on site programme has access to a drop in clinic where they can have the jab at their own convenience. Kinetic have gym membership as one of their flexible benefits and encourage staff to use this benefit to encourage well being and exercise in the firm. They also support a charity run every year where around a quarter of the office run in a 5K fun run fully subsidised by the firm called the 'Chartered City Race'. This is a great way of building team spirit, keeping fit while supporting a good cause. They try to arrange wellness weeks annually to raise the team's awareness of what is on offer and how they can benefit.

Kinetic Partners is very good at giving employees the development they desire. People are trusted on projects that stretch them all the time and therefore learn a lot. They are coached/monitored by extremely strong leaders. Kinetic also provide more structured training through their KP Academy which focuses on online training and individual skill sets required to succeed in their industry. Training has included: sales and business development, leadership, excel, word and more industry specific training courses. Kinetic are a great company for knowledge sharing as well and regularly have ‘lunch and learn' sessions to ensure that everyone within the firm has a sound knowledge of their global service offering. Kinetic also hold regular sessions on latest legislation and developments within each service line. Kinetic expect their employees to be proactive in their development and include a PDP in their appraisal process where leaders need to ensure that their teams are stretched by setting objectives that enable both short and medium term personal development goals to be realised. Kinetic's online training portal is accessible to everyone and they encourage the team to spend 2 hours minimum each month on personal development which is linked to the achievement of their objectives as detailed above. Their planned global training matrix will map every level in their organisation and the training required to achieve job success. This will also be a great tool where employees can see how, and in what areas, they need to develop in order to progress in their careers.

The senior management team are directly contactable on a day to day basis by anyone in the organisation. They aim to live by the values which means they value everyone equally and everyone is included. Everyone has a right to express themselves and be respected for who they are and they can influence the way the organisation works. Also each Senior manager has a team who they are nominated to link with in a back to the floor style and celebrate successes or raise issues at senior level.

They update their staff regularly as to changes and improvements which are made as a result of their feedback. Particularly useful is a document created to address the different areas staff wanted to see improvements in over the past few years. They have a Learning Programme called KeySteps. This lays out how someone's development progresses from their date of join. Its starts with Induction, moves through Mandatory training and role related training, leadership development and coaching etc. This is supported by the new Appraisal process, the Personal Development Star.

The Customer Services team raised funds using their crowd-funding product to help re-plant a community garden in local Southwark area, using their 'Make a Difference' days - 3 volunteer days a year.

The Customer Services team raised funds using their crowd-funding product to help re-plant a community garden in local Southwark area, using their 'Make a Difference' days - 3 volunteer days a year.

JMC has a strong culture of ensuring that staff look after their well-being. All staff are offered a health scheme that can be used to fund a range of health related treatments including physiotherapy. JMC also provide a wide range of resources and support for those that wish to take a break from the working day and improve their fitness and/or relax. Their facilities include on-site gym, circuit training sessions at lunch, two table tennis tables, a badminton court, three mountain bikes that can be used for lunchtime rides, pool table and darts board. Anyone taking part in any competitive activities can do so under the “JMC's Team JMC banner”, and receive a range of free support options including funding, a branded weatherproof gazebo, their Team JMC van, branded clothing. Getting people involved in the above has been hugely beneficial for the business and the people involved. From just letting off some steam at lunch, to developing new skills and interests, through to getting to know people within the business that you wouldn't normally meet. JMC have also uncovered some real stars amongst the team that have gone on to achieve some amazing results including one of their engineers Jason Miles, who has won many 24-hour mountain bike races and Alex Lawton who is now Team GB triathlete.pasting

JMC has a strong culture of ensuring that staff look after their well-being. All staff are offered a health scheme that can be used to fund a range of health related treatments including physiotherapy. JMC also provide a wide range of resources and support for those that wish to take a break from the working day and improve their fitness and/or relax. Their facilities include on-site gym, circuit training sessions at lunch, two table tennis tables, a badminton court, three mountain bikes that can be used for lunchtime rides, pool table and darts board. Anyone taking part in any competitive activities can do so under the “JMC's Team JMC banner”, and receive a range of free support options including funding, a branded weatherproof gazebo, their Team JMC van, branded clothing. Getting people involved in the above has been hugely beneficial for the business and the people involved. From just letting off some steam at lunch, to developing new skills and interests, through to getting to know people within the business that you wouldn't normally meet. JMC have also uncovered some real stars amongst the team that have gone on to achieve some amazing results including one of their engineers Jason Miles, who has won many 24-hour mountain bike races and Alex Lawton who is now Team GB triathlete.pasting

The senior management team are committed to acting as advocates for the 7 Jelf Guiding Principles during their day to day activities. They act as role models to show that their clients needs are paramount and that the company's objective to be their Trusted Adviser should drive the behaviour of all their staff. They guide, coach and support their direct reports to ensure that their people are managed well throughout all stages of the employee life cycle. They frequently "walk the floor" in order to understand employees' issues and thoughts about matters which concern them. They demonstrate that they are in touch with current issues and have an "open door" policy allowing staff to approach them too.

Being very proactive in supporting company-wide events, for example the Jelf Sales Conference and Central Services Conferences. The conferences give employees the chance to meet and network with their colleagues, sharing ideas, opinions and best practice.In 2014 these events also gave employees the opportunity to put forward suggestions to improve various practices within the company through a "Dragon's Den" workshop. As a result there is a clear action plan of initiatives sponsored by the Group Executive Board, many of which have already been implemented.

J N Bentley invests over 1% of annual turnover in employee training and development. In 2014 this totalled over £1.4m. As a company they recognise the importance of building and maintaining a happy and skilled workforce to ensure they are able to readily resource schemes with talented people who can deliver works of a high quality. They work to ensure employees realise their potential and support them in their efforts to achieve their goals. They run their own Apprenticeship Scheme for young people entering the industry, working in partnership with Craven College, Skipton. In 2014, they welcomed 7 new apprentices who have been utilising their new training facilities in Shifnal, learning essential site skills. They have their own in-house development schemes for Civil Engineering, Mechanical & Electricial Engineering and Quantity Surveying for employees that want to learn new skills and responsibilities whilst working towards a professional qualification. Support employees through HE and Professional Qualification. 20 employees are currently working towards a variety of qualifications, including HNC in Civil Engineering, BSc in Civil Engineering/Construction Management/Quantity Surveying, BEng in Electrical and Electronic Engineering and MSc in Geotechnical Engineering. They also support employees who are earmarked to take the next step up or who J N Bentley wants to give additional skills to enable them to fulfil their role to the best of their abilities. This is done through courses like Integral Leadership and ensuring succession plans and suitable talent pools are in place.

J N Bentley invests over 1% of annual turnover in employee training and development. In 2014 this totalled over £1.4m. As a company they recognise the importance of building and maintaining a happy and skilled workforce to ensure they are able to readily resource schemes with talented people who can deliver works of a high quality. They work to ensure employees realise their potential and support them in their efforts to achieve their goals. They run their own Apprenticeship Scheme for young people entering the industry, working in partnership with Craven College, Skipton. In 2014, they welcomed 7 new apprentices who have been utilising their new training facilities in Shifnal, learning essential site skills. They have their own in-house development schemes for Civil Engineering, Mechanical & Electricial Engineering and Quantity Surveying for employees that want to learn new skills and responsibilities whilst working towards a professional qualification. Support employees through HE and Professional Qualification. 20 employees are currently working towards a variety of qualifications, including HNC in Civil Engineering, BSc in Civil Engineering/Construction Management/Quantity Surveying, BEng in Electrical and Electronic Engineering and MSc in Geotechnical Engineering. They also support employees who are earmarked to take the next step up or who J N Bentley wants to give additional skills to enable them to fulfil their role to the best of their abilities. This is done through courses like Integral Leadership and ensuring succession plans and suitable talent pools are in place.

Raving Fans is the most effective and significant process in place for engaging staff in giving and receiving feedback and implementing changes that they would like. The process itself has been changed and adapted based on direct feedback from staff using it to now be a fun, creative, easy and effective feedback and action too. The achievements from Raving Fans are numerous, invaluable and include increased inter-departmental communication, praise and thanks for support, constructive feedback to each other and action taken to improve working practices and processes. Raving Fans has given everyone across the business a voice, the opportunity to listen and to take pro-active action based on feedback from their colleagues, in return to give constructive feedback and praise, creating a win/win for everyone in the company and a much greater sense of team spirit. In addition, there is a bright ideas email address with several managers as recipients. Staff members can email ideas and suggestions at any time, which is reviewed monthly by the senior management team where financial support is required. Where there is no financial approval required managers empower and encourage the ideas and suggestions to be actioned.

Each year ITC hold a staff party at the end of their financial year and as this year they were celebrating their 40th year, they celebrated in style. ITC paid to transport all their staff to a sailing club on the beach and hosted a Caribbean themed beach party with a live steel band, hog roast, surfboard simulator, authentic rum punch, volleyball and limbo dancing. All food and drink were paid for. As a result of the success of this year's sailing party they have, as a company, committed to next year hosting 'dash for a splash' as a thank you to all of their staff which will be held abroad.

IPU enlist the support of a local company to provide a well being service for all employees who wish to access it. This involves a health screen and personalised health report with advice on healthy living.

IPU have recycling in the office. They encourage a paper free zone as much as possible. They use the most cost effective methods of lighting. IPU Group are ISO 14001 Accredited.