What are companies doing with regards to 'My Company'

Quarterly company meetings are interspersed with a "department focus" - a particular team or department present back to the business what they do. The most recent was a presentation given by the product team - who talked the business through the process. These regular meetings allow departments to see how they fit together and prompted suggestions in how they could work better with each other. It encouraged thinking about how the company could do things differently. Areas that need attention are discussed, strategies are agreed and they also celebrate their successes.

For the second year in a row, Disruptive had their company boat trip. The whole company went to Henley on Thames where they boarded a boat for a cruise down the river. Food, drink and entertainment was provided - on their return for those who wanted the party to continue (it was only 5pm after all) they were dropped off in Marlow for fish and chips and a pub or too. Great night out and a few sore heads the next day.

DCIdeas is a corporate-wide programme that gives every employee a chance to participate in the decision-making processes that directly influences their work as well as the company's overall direction. DCIdeas offers employees a way to share their ideas and suggestions with Discovery leadership using an intuitive online interface. Employees can submit ideas directly to senior management and track the review and evaluation of their ideas as they move through the evaluation process. Since the re-launch of DCIdeas in 2009, more than 130 ideas have been submitted for review and implementation. One example of this system at work is Discovery's Planet Green at Work initiative, a special submission platform that was developed to allow employees to suggest ways for the company to employ environmentally-friendly practices in the workplace as well as in the way it conducts business. Discovery also hosts weekly Executive Breakfasts and yearly Executive Road Shows where staff have the unique opportunity to informally meet and engage directly with senior management. This year also saw the launch of the London office Creative Think Tank, which offers a corporate and creative platform respectively for staff to provide feedback and to seek their ideas, for example for new programming or marketing ideas.

Community involvement and philanthropic efforts are cornerstone philosophies for Discovery's corporate social responsibility, and this emphasis is reflected in the numerous programs that Discovery implements with the sole purpose of making a positive impact on its neighbouring communities. Every year Discovery employees take part in a one day volunteer initiative called 'Discover Your Impact Day', which brings thousands of employees globally to volunteer at more than 100 different service sites. In the London office every employee has the opportunity to choose a charity close to their heart and in their neighbourhood from a comprehensive list compiled by the Communications and HR team in partnership with the Media Trust and CSV. Employees can take part in various activities for the charity ranging from gardening, helping build a shed, painting a new centre, cooking at a homeless refuge or simply spending time with end users at their chosen charity. In addition, each of Discovery's brands and businesses embark on a number of partnerships each year with various charities. Discovery Networks UK's premier charitable partnership is with The Scout Association which provides adventurous activities and personal development opportunities for 400,000 young people in the UK aged 6-25. Discovery is sponsoring the Scouts pioneer badge which Discovery re-launched together with the Scouts in September 2011.

Denplan undertake community actions that make Winchester a better place whether this is painting the local theatre, renovating a youth club or helping to clear ground so everyone can enjoy it.

Denplan has put processes in place to ensure that employees are given regular support. A monthly one-to-one form is completed which looks at successes, actions, any issues and also the ongoing support the employee needs. Managers, Supervisors and Coaches were trained in using these forms at a bi-annual business event. Managers then meet with their teams on a regular monthly basis and bi-annually through the formal appraisal process. This enables them to gain an understanding of their team's work-life balance. They are able to conduct flexible working meetings with HR Support, providing inventive solutions to requests.

Cubic Transportation Systems contribute more than £60,000 to charities including Winston's Wish, Headway, Heavenly Stars, Railway Children and Horley Lions. But they also see our contribution in a different light: they build systems that make living in cities safer and more enjoyable by making public transport easier and more attractive to use. They are the people who devised the Oyster card system. In interviews following the roll-out of the system, one Londoner said that he felt, “..with my Oyster card, I own London...”. Oyster is now a London icon, one of the reasons why so many people love the city. And they do the same in Chicago, New York, LA, San Diego, Brisbane and Miami. Few products or services can be said to have made such a positive difference in peoples' lives.

Cubic Transportation Systems have introduced the Medicare cash scheme which includes cash back for a number of health related services, EAP and discounted gym membership. They have also introduction of the cycle to work scheme.

CTN Communications' charity of the year, Changing Faces, was holding a campaign week called Face Your Fears (for which they had designed the online campaign material). That week, their staff faced many fears: they overcame fears of maggots, spiders and snakes by handling them and they overcame their fear of needles by giving blood. On the final day, all staff overcame their fears of looking silly by dressing up at work. This light-hearted and sociable week of fund-raising brought the company together and raised over £1,500.

Listening to employees is mission-critical for CTN. They are a people business and benefit hugely from the views, ideas and opinions of their own people. In addition to the daily dialogue they have with individuals, CTN have institutionalised the following forums: a) Off-site company meetings: 4 times a year, all staff are invited to participate in an off-site exchange of ideas and a debate about future plans. b) CEO lunches: a rolling program of team 'working lunches' with the CEO for informal Q&A and debate.

The firm's appraisal process is comprehensive, detailed and fully supported. It ties together all aspects of training and development and all appraisals are reviewed and training is designed and provided to meet demands. The firm consistently achieves a 100% completion rate of appraisals and as such it is the major tool in ensuring personal growth.

The firm has a permanent Health & Wellbeing Page on their Intranet, with information and links to various websites, including local personal trainers & health clubs, nutrition sites and health & wellbeing articles on the NHS Direct & BBC websites. They have run a series of Health & Wellbeing seminars that were well attended and very much appreciated by all staff. They are also very proud of the success they had with their "Stop Smoking Scheme". For this they arranged for the NHS to run an in-house stop smoking scheme, which they offered as part of their health & wellbeing programme, several members of staff participated in the scheme and all managed to complete the programme and quit smoking.

Crest Medical take the approach to wellbeing whereby they try to identify and tackle the cause and not the symptoms of their people's welfare. Wherever possible they try and accommodate and support any changes and adjustments to relieve any pressures that may occur either personally or professionally. They do this by ensuring they maintain an open dialogue with their employees through their communications infrastructure and people management.

Within the organisation a working party has been implemented following an employee suggestion, with the aim to review operational progress and identify any areas for improvement. It involves a group of voluntary representatives who provide a voice for the rest of their team to highlight key operational concerns and any ideas/suggestions to rectify them. The MD is also in attendance as the final decision maker on feasibility from a commercial point of view. The Management focus group meet on a weekly basis to evaluate business as a whole. This encourages sharing best practice, cohesion and support between departments. Feedback is communicated back to teams and actions implemented. The mission, vision and values workshop encouraged the involvement of respected employees and demonstrated the business commitment to listening to its employees and reinforced the inclusive culture and open door policy.

Managers within the organisation make clear to their staff the objectives of their team and the organisation at a level that is appropriate to their role, ensuring that they understand how they are expected to contribute to developing and achieving them. They ensure they meet with their staff regularly and involve them in developing what they consider a viable reward and recognition strategy and how that connects with their own input toward the achievement of the organisation's goals. They also encourage their staff to recognise the contribution they and their colleagues make to the organisation, and recommend deserving colleagues for recognition. They implement an informal and formal evaluation of how their staff manage to keep on top of their expectations and offer constructive suggestions as the need arises. They also encourage a similar openness among their staff as they themselves enjoy with senior management, with the ultimate goal of an organisational culture of mutual support and encouragement..

Managers within the organisation make clear to their staff the objectives of their team and the organisation at a level that is appropriate to their role, ensuring that they understand how they are expected to contribute to developing and achieving them. They ensure they meet with their staff regularly and involve them in developing what they consider a viable reward and recognition strategy and how that connects with their own input toward the achievement of the organisation's goals. They also encourage their staff to recognise the contribution they and their colleagues make to the organisation, and recommend deserving colleagues for recognition. They implement an informal and formal evaluation of how their staff manage to keep on top of their expectations and offer constructive suggestions as the need arises. They also encourage a similar openness among their staff as they themselves enjoy with senior management, with the ultimate goal of an organisational culture of mutual support and encouragement..

To enhance wellbeing within the organisation, they encourage people to do work that plays to their strengths. They feel that when individuals play to their strengths they are happy and fulfilled and feel energised. Compared to asking people to do work they find dull and boring it's a no brainer! Then, they give people total control over what they do.

Cougar Automation seeks to reward their employees for their efforts in a variety of ways. They recognise everyone that gives 10 out of 10 for customer service. This is done every two months at the company wide meetings and again at the awards presentation and at their annual Company Day.

Managers take a holistic approach to their reports, both professionally and personally which can only be done by recognising strengths and weaknesses of individuals, guiding them through difficult challenges and always being available for advice. They understand that from time to time situations arise which may be unplanned and endeavour to take a flexible approach to day to day working and will accommodate life outside of the working day where possible, e.g. appointments, deliveries at home or when illness arise. They also go out of their way to make sure enough time is taken to resolve any issues, even if this may mean working from home. They also recognise achievement, both individually and externally and celebrate every success and achievement as a team.

COMPUTERLINKS are committed to recycling, using Biffa recycling bins internally and externally, recycling all technical or printer equipment through an environmentally friendly agency and using only recycled stationary and toilet paper. As an organisation they provide market leading solutions that protect organisations of all sizes against Cyberthreats. Protecting infrastructure from cyber-attacks is critically important as any disruption can have a severe effect on the world. Due to the complex, interconnected fabric that controls the globe, Cyberthreats impact most aspects of our everyday lives from personal banking through to vital resources such as electricity and water supplies. Any compromise can cause significant economic and social damage and can even be fatal. They distribute both established and new technologies to provide protection against such threats. Working with trusted partners, these solutions are implemented by organisations across all markets to ensure the attacks are kept to a manageable level, to minimise disruption and protect the livelihoods of the global population.