It is testament to Tom's leadership skills that the values created by Byron's people embody his own personal style. As the founder of the business, he hasn't had to dictate or compromise on his beliefs; instead through osmosis everyone knew what the values were before they did the work around articulating them. He spends 95% of his time in the restaurants; however has implicit trust in his teams and is always available for anyone in the business to speak to him, contact him on Twitter, email or give him a ring on his mobile. Tom will also, any time he passes a Byron restaurant, pop in to say hello to the team and then leave. Tom is a people focused CEO, making sure he knows his people, from Alfredo their oldest kitchen porter through to Fenwick their newest general manager. He is extremely engaging as well as empathetic; putting himself in each individual's shoes to make sure he can articulate and understand what doing it properly means to that person. Inspiring, thanks to his drive, unrelenting energy, slightly strange sense of humour, irreverence and his ability to empower people to do what they want to do. His direct team are encouraged to challenge him and naturally imitate his leadership style with their own personality.

Byron recognise that wellbeing motivates their people, especially after receiving the results from last year's survey. Whilst they believe their flexible working approach is one of the best in the industry, they have invested time in reviewing their wellbeing offering and making sure their programme is great for their people. Byron give their people free access to the food on their menus, therefore it's important they communicate the benefits of healthy eating. All Byron's food is produced and cooked in the most nutritious and healthy way possible. They also offer free fruit and water and have set up Byron United – their football team which all employees can be a part of through inter-restaurant matches. They also provide an occupational health programme which they talk about in their Meat magazine and enable their GMs to promote the benefits of this to their people. This has encouraged a number of their employees to use the service and receive the benefits it provides. By the end of 2013 they will have fully rolled out an online benefits scheme which includes wellbeing services such as subsidised gym membership, health insurance and a cycle to work scheme. Byron's people can also access experts who help them quit smoking or lose weight, for example. By making sure thei people have these benefits they will create a workforce of happy, healthy and engaged people which will positively impact productivity and their growth.

Managers ensure each staff member has an accurate up to date personal development plan and monitor this on a regular basis. Have regular support and supervision structures with each staff member individually at least every six weeks. Proactively respond to queries from staff.

Employee development is supported at all levels of the organisation. The annual organisational needs analysis exercise is used to plan the internal training programme from which staff access an average of 6 off the job training days a year, whilst individual personal development plans are created and monitored for individuals though supervision and appraisal. Managers are trained to be coaches and all employees analyse their own learning styles and preferences in order to plan the most effect learning interventions. Alongside formal training a variety of learning and development opportunities can be accessed by staff ranging from external longer term mentoring programmes to internal shadowing and knowledge sharing. A standard element of all staff and manager supervision session is reflection on learning undertaken and this is used to keep development plans up to date and relevant. The last staff survey showed: 99% of staff believe the training they receive is relevant and useful to their job 87% of staff agree that after any training activity they review with their manager whether objectives have been achieved 96% of staff believe their last appraisal accurately reflected their performance 95% of staff found their manager helped them to focus on their development during their appraisal .

This year broadbandchoices launched their Emerging Managers Programme (EMP). This was a management development course run over 4 months for 10 managers and covered a broad range of subjects which would help them in their day to day work and also develop them. It consisted of workshops and also individual coaching sessions. It also was a fantastic opportunity for people who don't always work together to have time to discuss common issues.

Team building exercises are incorporated into broadbandchoices 'Away Days' to allow staff from different teams to interact with each other outside of the office environment. It is their goal for the entire business to view itself as one 'central team' so these exercises are intended to break down barriers that may currently exist between staff members who do not regularly interact with each other. They also launched a training programme recently for line managers to develop their management skills by hosting an afternoon of challenges that pitted senior management staff against teams of line managers. It was a successful strategy and encouraged line managers on the training programme to behave like one cohesive unit from the beginning.

The leader of BRE his highly visible, he takes time to get to know his employees. His messages are consistent on the strategy and direction for the organisation and he builds upon their successes. The Senior Management team have brought together the different parts of the business and the directors and their staff now work across business areas.

The leader of BRE his highly visible, he takes time to get to know his employees. His messages are consistent on the strategy and direction for the organisation and he builds upon their successes. The Senior Management team have brought together the different parts of the business and the directors and their staff now work across business areas.

All Brandwidth's social events bring the entire company together to communicate, share experiences and have fun. They are hugely successful and help to bridge the gap caused by their company having multiple locations. The emphasis is on fun and strengthening relationships which in turn helps energise the business as a whole.

Brandwidth appreciate that Engagement surveys can drive change that leads to business improvement. They will use the results of this survey to make informed changes within the organisation. It will enable them to regroup, refine and reenergise the company because when employees see that their suggestions are acted upon, their engagement increases.Increased engagement leads to better performance and decreased turnover. Organisations that keep engagement data can combine it with other data to create predictive analytics that can lead to sophisticated workforce planning and pre-emptive interventions

Brammer aligns a scheduled programme of training and development directly to its business strategy, in order that employees can better execute the demands of their customers. It is the programme as a whole that makes the difference. The programmes are defined by business function and job role, to ensure absolute relevance, so that nobody attends a training course, which isn't related to their needs. The training is carefully designed to address business critical objectives for both Brammer and its customers, and it addresses the individual needs of the employees. As examples, Brammer has operated a number of training programmes to support the manufacturing need to reduce costs and increase productivity, and has done this in close collaboration with its supply partners. A recent example of this has been a structured programme to help UK manufacturers reduce their energy costs, and working in partnership with Siemens, Brammer employees have acquired the right knowledge and education to drive customer energy cost savings. The programme has already added real benefits, and is receiving acclaim from customers and industry sources. On a more individual basis, Brammer has an ongoing programme of management development training, which suits the individual needs of those wanting to progress their careers within the organisation. Packaged together, the Brammer employee training programme demonstrates absolute commitment to the growth and development of its employees.

Whilst Brammer do not have any formal systems or processes in place for managers to ‘formally recognise' that what they are asking staff is realistic and achievable, the Performance and Wellbeing results in their internal opinion survey would suggest that this is intrinsic. The organisation sets realistic performance targets, involving operational managers in their formation. Within this the appraisal process enables managers to set individual objectives which are agreed by employees and revised as appropriate. Brammer is committed to celebrating success and acknowledging a ‘job well done' whether this is through formal, documented recognition or through their culture of simply saying thank you. Brammer recognises that ensuring their employees have enough information available to them to do their job well, is essential in successfully attaining targets. The Group infrastructure and systems allow ease of working and information sharing. The Brammer Awards recognise exceptional performance in a number of categories across the business in the UK and on a Group wide basis across Europe, The organisation also seeks to reward a job well done and invites various nominated employees as ‘VIP Guests' to their exclusive ‘UK Manufacturng Forum & Awards' event. The prestigious thought leadership event, now in its seventh year, is attended by executive level senior management from our largest customers. This privileged opportunity recognises the outstanding contribution these individuals have made to the success of the business.

Managers have been provided with training to the extent that over 50% of middle ranking managers have attended at least a level 5 qualification management course. This equips managers with the skills to optimise staff workloads within achievable levels and understand recognition and reward for their staff. The guidance of the management framework encourages managers to recognise and value their staff. This is reinforced through regular meetings, coaching and mentoring and team meetings. The staff survey showed a 6 point increase to the question 'My line manager makes me feel valued' to 70% and a 5 point increase to the question 'Often thanked by my line manager for my efforts' to 67%.

Managers have been provided with training to the extent that over 50% of middle ranking managers have attended at least a level 5 qualification management course. This equips managers with the skills to optimise staff workloads within achievable levels and understand recognition and reward for their staff. The guidance of the management framework encourages managers to recognise and value their staff. This is reinforced through regular meetings, coaching and mentoring and team meetings. The staff survey showed a 6 point increase to the question 'My line manager makes me feel valued' to 70% and a 5 point increase to the question 'Often thanked by my line manager for my efforts' to 67%.

Blue Cross actively encourage all new employees at Induction to contact any member of the Executive Team to ask questions or seek clarification on any issue and they do get contact and feedback directly as a result. To embrace the areas Blue Cross excel in and to put together a robust action plan to address areas where they can improve.

Blue Cross run a psychometric called ‘insights' and using this for a full day's event. They have also had two off-site full team days looking at their directorate and their business issues. Executive team have had two full day events and a long weekend team building intervention. The team building weekend for the executive team was an exceptional event. People were put in several scenarios which meant they were under huge pressure and out of their comfort zones entirely. It has made everyone a tighter team, more respectful and caring to each other, as well as focussed everyone more on their relationships with each other rather than simply getting the job done!

Biggin Hills sponsor the Bromley and Blackheath Harriers athletic club. They give an annual financial contribution to the local residents' association. A range of events are hosted throughout the year which are of interest to their staff and the local community and, in some cases, are designed to raise money for charity. Recent events have been: October 2013 Heritage Hangar Open Day September 2013, Sit in a Spit - Spitfire experience, August 2013 Musical Salute to the Few. The MD is invited as a key local member of the Biggin Hill community to switch on the Christmas lights.

The Company engages the services of an Occupational Health provider who offers a confidential helpline to staff. Additionally, there is Permanent Health Insurance cover for eligible staff and the premium includes a confidential staff helpline covering medical issues. BUPA cover is provided for certain categories of employee and the Company has, on a discretionary basis, paid for private medical treatment in circumstances where staff are in need of urgent treatment/appointments and do not have health insurance. There is a gym available in the fire station which all staff are eligible to use. The Company encourages staff to travel to work by bicycle through a bike purchase scheme. All staff have received training on Bullying and Harassment to ensure that everyone understands the need to respect others and act appropriately. Further ongoing training will be arranged for new employees.

Employees are given the opportunity to help choose the charity Berry Bros & Rudd will support for a period of time. Currently with Kids company, employees have volunteered to help with school trips to science museums etc. and putting on a Christmas party for a London primary school. They have recently matched funds raised by two of their employees who spent five days cycling in Cuba for three cancer charities, as well as an employee who completed the Marathon de Sables earlier this year.

Members of the Berry Bros & Rudd Leadership team have become more visible within the business, spending time at different sites and playing a bigger part in their All Staff Briefings that take place a couple of times a year. Their leadership style is approachable, accessible and informal, and communication style is open, honest and relevant.