Make is a 100 per cent employee-owned organisation; each member of staff shares in the profits each year. This business model engenders a genuine sense of ownership and entitlement and encourages commitment from all partners as they are guaranteed to be rewarded for their motivation and efforts. As a result, they are able to attract and keep the very best talent. Make encourages this ‘sense of ownership' to translate through into the practice operations. For example, all partners are encouraged, regardless of length of tenure or experience, to take on an active role in progressing the profile of the practice. Traditionally in architecture, it is the more senior architects that are permitted to network and to pursue new business, but at Make they actively shun this approach, instead encouraging all employees to network, attend events and to go after the clients and projects that excite and inspire them. They find that this trust pays real dividends in helping Make stand out from the crowd - both for the individuals who feel empowered and for the benefit of the company. This trust is also applied internally within the practice with broader ‘practice-wide' job roles rotated within the firm. For example, architects can volunteer to review CVs of new candidates before selecting those for interview. These roles usually rotate on an annual basis to ensure no one gets overloaded and that those interested can each get a chance to apply themselves.

Make encourages all partners to discuss their personal ambitions and where possible support them to do so. This may be by approving sabbaticals or allowing flexible working to attend a course. A number of their partners wish to give something back to the universities they attended to teach those now going through the same course. Make encourages individuals to do this and allow people to either use their holidays to give them a paid day off a week or amends contractual terms for them to do this. This is in addition to taking time to understand the types of projects individuals would like to work on through the appraisal process. Where possible they move people between projects to assist their aspirations.

Following Magenta Living's move to new premises, Partnership Building, launched `Magenta Living Team Challenge' with the emphasis on `how to make Magenta Living a better place to work' and the guidance that ideas have to benefit everyone. Each team were asked to come up with an idea that will make Magenta Living a better place to work and were given up to £1000 to make the idea a reality. It was also committed that if the winning idea was specific to Partnership Building, then £1000 was also available to purchase the same item for the new Building Services depot. Ideas were generated through discussion at team meetings and then put to a staff vote. There was a wide range of suggestions including installing a telescope in the staff area (The Observatory), to social events on a Friday, gym equipment and a pool table. The idea was effective as it brought teams together as the `Challenge' was discussed at Team Meetings and it generated team work, sharing of ideas and also created some fun and a `buzz' within the teams. Ultimately staff had ownership of the whole process from identifying the ideas to voting on the winner and helping to implement it.

At Magenta Living their unique, partnership approach brings positive benefits to the local and wider community as well as securing value for money. Through partnerships they are able to offer an extensive programme of resident training and capacity building, all of which is free to participants. Local organisations such as Wirral Met College, Lifelong Learning and Union learn work with them to provide training in a wide range of topics from dressmaking to computing to key skills such as english and maths. They are able to provide accredited training at their community properties which leads to qualifications assisting residents to become more able to access employment as well as building skills confidence and self worth. Accessing employment opportunities is important within the challenging environment many of their residents face. Their innovative partnership with Job Centre Plus through their Wow (Working on Wirral|) project sites an employment skills advisor within their team, again at no cost to residents accessing the service. Four residents have found jobs within the first month of this exciting pilot project. Their partnership with Partners Credit Union (also sited within their building) has enabled them to set up their Digital Deal scheme where they offer cheap, recycled computer equipment to residents with the option to access affordable credit. This is accomplished by budgeting training and IT qualifications to combat digital exclusion. Partnerships with social enterprises address local issues, put money into the local economy and assist in employing local people. They support a range of social enterprises including 14-19 Wirral which specialises in youth consultation. A member of Magenta Living's staff sits on its board.

As a partnership, ISIS is an employee-owned organisation. As such, growing and improving through the ideas and feedback of team members is embedded into their structure and their culture. Promotion and advancement within ISIS is explicitly linked to employees coming up with ideas and then acting on them which contributes to the overall growth and development of the organisation.

As a partnership, ISIS is an employee-owned organisation. As such, growing and improving through the ideas and feedback of team members is embedded into their structure and their culture. Promotion and advancement within ISIS is explicitly linked to employees coming up with ideas and then acting on them which contributes to the overall growth and development of the organisation.

The range of training and personal development opportunities available to staff at the college is outstanding. Leyton Sixth Form College are committed to the principle of ‘growing their own' and their approach to staff development has been recognised by their achieving the Investors in People Champion status. In the past year alone. The overwhelming majority of their 200+ staff completed a person QIP (Quality Improvement Project), 12 staff completed a Level 2 Counselling Award, 8 staff worked towards an MA in Leadership, 1 staff member completed Masters units, 2 staff worked towards their PGCE qualification, 8 staff achieved a PTLLS qualification (Preparing to Teach in the Lifelong Learning Sector), 1 staff member worked towards a DTLLS qualification, 1 staff member worked towards a Diploma in Marketing, 6 staff undertook an ‘Aspiring Senior Leaders' course, 1 member of staff achieved her CIPD (Personnel) professional qualification. Dozens of staff took part in teaching and learning focus groups either within college or as part of their local collaborative partnership. Dozens more became members of internal working parties addressing key issues within college.

The range of training and personal development opportunities available to staff at the college is outstanding. Leyton Sixth Form College are committed to the principle of ‘growing their own' and their approach to staff development has been recognised by their achieving the Investors in People Champion status. In the past year alone. The overwhelming majority of their 200+ staff completed a person QIP (Quality Improvement Project), 12 staff completed a Level 2 Counselling Award, 8 staff worked towards an MA in Leadership, 1 staff member completed Masters units, 2 staff worked towards their PGCE qualification, 8 staff achieved a PTLLS qualification (Preparing to Teach in the Lifelong Learning Sector), 1 staff member worked towards a DTLLS qualification, 1 staff member worked towards a Diploma in Marketing, 6 staff undertook an ‘Aspiring Senior Leaders' course, 1 member of staff achieved her CIPD (Personnel) professional qualification. Dozens of staff took part in teaching and learning focus groups either within college or as part of their local collaborative partnership. Dozens more became members of internal working parties addressing key issues within college.

Mike Sunley has been the driving force behind Lexington since establishing the business in 2002. His determination, positivity and motivation have ensured that the company has grown year on year both in terms of turnover and people. From the start Mike wanted to do things differently and this has enabled Lexington to develop a strong culture. It's more than Mike's tireless approach to the very best food, people and service; he's also ensured Lexington is recognised as one of the UK's leading contract caterers, with an enviable reputation as one of the best employers in their sector. In a recent Investors in People audit, where Gold standard was achieved, employees commented that Mike is 'visible, communicative, professional, fun, approachable and recognises people!' Mike was also named the 'Foodservice Caterer of the Year' at the 30th anniversary of the prestigious Catey Awards in July 2013. The Foodservice Caterer award recognises an individual who has made an outstanding contribution to the catering and wider hospitality world, who has combined innovation with sound financial performance as well as demonstrating clear business achievements. Mike was praised for driving business innovations across the company and operating Lexington with strong people focused policies at the heart of the business. In a time when many companies were cutting back on investment in their people it was made clear that Mike's continued investment in training and people retention has paid dividends for the company's growth and wider business success.

Mike Sunley has been the driving force behind Lexington since establishing the business in 2002. His determination, positivity and motivation have ensured that the company has grown year on year both in terms of turnover and people. From the start Mike wanted to do things differently and this has enabled Lexington to develop a strong culture. It's more than Mike's tireless approach to the very best food, people and service; he's also ensured Lexington is recognised as one of the UK's leading contract caterers, with an enviable reputation as one of the best employers in their sector. In a recent Investors in People audit, where Gold standard was achieved, employees commented that Mike is 'visible, communicative, professional, fun, approachable and recognises people!' Mike was also named the 'Foodservice Caterer of the Year' at the 30th anniversary of the prestigious Catey Awards in July 2013. The Foodservice Caterer award recognises an individual who has made an outstanding contribution to the catering and wider hospitality world, who has combined innovation with sound financial performance as well as demonstrating clear business achievements. Mike was praised for driving business innovations across the company and operating Lexington with strong people focused policies at the heart of the business. In a time when many companies were cutting back on investment in their people it was made clear that Mike's continued investment in training and people retention has paid dividends for the company's growth and wider business success.

Legal and General offer sponsorship matching and time matching requests up to £500 per person per year. Employees can mix and match to claim time and sponsorship matching throughout the year up to the value of £500. Gives those employees who don't have the chance to fundraise, but do value work volunteering on behalf of a charity the chance to claim matching. Time matching is based on £20 per hour. The company matches up to £25 of the employee's monthly 'Give as you earn' contribution.

Legal and General offer sponsorship matching and time matching requests up to £500 per person per year. Employees can mix and match to claim time and sponsorship matching throughout the year up to the value of £500. Gives those employees who don't have the chance to fundraise, but do value work volunteering on behalf of a charity the chance to claim matching. Time matching is based on £20 per hour. The company matches up to £25 of the employee's monthly 'Give as you earn' contribution.

Managers hold regular discussions with their team members regarding their day to day roles, how they would like to develop in their roles or in other areas of the business, and their future aspirations overall. These discussions are held also as part of the regular one to one meetings with employees and in a more structured way as part of the appraisals system. Managers are generally very caring and considerate of their employee's needs and endeavour to support them in any way they can. Managers will also discuss career development opportunities as project plans arise and will look for volunteers to join projects who wish to develop their skills in that area of the business.

Key Travel offer a very comprehensive Employee Assistance Programme which is highly confidential and enables employees to discuss health, financial, personal and family matters. They have also appointed an external occupational health partner who works with them to ensure anyone who is struggling in their role for health reasons is fully and appropriately supported. Finally they have partnered with a DSE assessment organisation to ensure that these assessments are undertaken by experts rather than them in house.

The family fun day is a company funded event to say thank you to all staff at ITW and their families. They hire a venue and this year it was a pleasure boat cruise along the Thames. It's a great party, always well organised and it's great for team-building. The inclusion of family members extends the thank you to husbands/wives/partners and children of all hard working and loyal staff. Their team bonus fund is based on target achievements and allocated to an event for all employees as part of continued team building and recognition.

As a consequence of the employee survey in February ITW have a team of volunteers, team ORACLE, who are working with colleagues to implement changes and areas for improvement. The survey findings recommended three areas where the company's satisfaction scores were a few % below the greater majority of the results. The ideas from ORACLE are now being rolled out so they can undertake another survey and measure the impact of the changes. ORACLE have open question and answer sessions, meet to review progress and highlight any issues affecting team members.

As an organisation, Irvine Housing Association believes employee development is extremely important. Some of the training they do, whether in-house or off-site is compulsory, but staff are encouraged to participate in any other training that they feel may benefit them or support them in the role that they are doing. All requests for training are fully considered. A new learning and development matrix has been implemented to record and highlight all training requirements for each post within the association. In addition to general training, the association supports staff that wish to undertake college courses. Several of their housing and customer services staff are currently working towards their level 4 diploma in housing. One staff member is studying towards a master's degree and another towards a marketing diploma. The association supports these staff by paying the full cost of the course, time-off to attend and also time-off to study and take exams. Some of the other courses undertaken by staff include NEBOSH, EPC assessing and talent management assessment. Staff also have the opportunity to attend appropriate conferences which include finance, CIPD, CIH housing, repairs and maintenance. Again, all costs, whether it is a day conference or overnight stay that is required is met by the association. Irvine Housing Association over the last couple of years has participated in the North Ayrshire housing careers trainee programme. New trainees undergo an extensive training programme and spend time in each department. Recently one of their trainees was successful in being appointed to a permanent full time customer services officer.

Irvine Housing Association has maintained the bronze healthy working lives award and has just recently achieved the silver award. This has involved staff members and the HWL working group identifying which areas of health they would like to receive more information on. Information sessions were then arranged to which all staff were invited. Examples of these were alcohol awareness; they sourced time clock, beer goggles etc. and this showed what sensible alcohol measures were and the time taken for alcohol to leave your system. They promoted stress management and provided staff with a link to the "steps to deal with stress" guide. They also printed off information which was displayed and available to staff. They also held a 'glitter bug' session for staff which highlighted the importance of washing hands properly. Irvine Housing Association genuinely cares about the wellbeing of their staff and actively promotes a healthy lifestyle. They have policies and procedures in place, such as supporting staff attendance. A presentation was given to managers on supporting employee absence and subsequent training was provided to staff. All the activities we do are promoted through emails, notice boards, and word-of-mouth. The Association offers private health care and also a health benefits cash plan which is run by Simply Health. The plan is paid for by the association and there is no cost to staff. This plan encourages staff to have regular check-ups at the dentist, optician, podiatric etc. and all costs are reimbursed to staff.