What are companies doing with regards to 'My Company'

Arthur Hindmarch the MD spends a morning every month with all new starters, taking the time to get to know them individually, taking them around the premises, explaining the functions of teams, developments that have taken place and plans for the future. He is very involved and hands on working with sales people across all divisions of the company. He personally launched the Added Value Programme and is spending time working with Business Development Managers across the business to empower and train them to sell cross divisionally all of the products and services. Arthur is a humble, open, understanding, funny and empowering individual. He firmly believes that staff should be given the space to grow and at times learn from their mistakes in part of that growth, is hugely appreciative and constantly praises all the staff personally.

Commercial has run a successful environmental programme for a number of years. It is the first company in its sector to become CarbonNeutral and was declared a Beacon Company for sustainability in 2008. It has successfully reduced waste to landfill by over 90% and normalised carbon emissions by over 70% since 2006. They also have Green Angels, which are a small group of staff from different parts of the business with different levels of seniority who work together for a short time on a project. They are tasked to deliver two things; communication and business transformation. Each Green Angels group selects one commitment as the focus for their activity. One team focused on Eliminate Waste and revamped the internal signage, introduced new recycling bins and added two new recycling streams. They also held a “What a Load of Rubbish Day” which included all staff in seminars, tours and a game to encourage recycling. Following their activity, not only did the level of contamination in recycling bins decrease, but staff also reported much better recycling rates at home.

Social events at COAL IT are circled in everyone's diary and none more so than the annual incentive. A memorable trip was where a group of 17 attended a 4 night all expenses paid trip to Las Vegas. It was a fantastic experience especially for those who had not been before. Staff stayed at the Encore which is one of Las Vegas' new hotels and dined in top Las Vegas restaurants including Koi and Steve Whynn's SW restaurant. The holiday was topped off by a night in the Encore's new club XS, seeing the Rat Pack show and even bumping into the legend that is Tom Jones.

Social events at COAL IT are circled in everyone's diary and none more so than the annual incentive. A memorable trip was where a group of 17 attended a 4 night all expenses paid trip to Las Vegas. It was a fantastic experience especially for those who had not been before. Staff stayed at the Encore which is one of Las Vegas' new hotels and dined in top Las Vegas restaurants including Koi and Steve Whynn's SW restaurant. The holiday was topped off by a night in the Encore's new club XS, seeing the Rat Pack show and even bumping into the legend that is Tom Jones.

In response to feedback received from Managers' during their annual reviews in March 2011 requesting presentations from external speakers; the company engaged with Philip Hesketh, a world renowned motivation speaker to conduct training seminars for all staff. The seminars aimed to energise and motivate staff, build their confidence and enhance their customer service abilities. These were well received by all staff members and feedback was very positive. The leader of the organisation leads the organisation with real passion and drive, believes in quick decision-making and does not shy from making hard choices. His open door policy extends to emails and telephone calls and staff do not shy away from contacting him as they know he will listen and offer fair and direct feedback or advice. He is a people's person and makes each member of staff feel valued and appreciated. He values his good relationship with staff and will always ensure they receive the appreciation of the company for their hard work. At the core of his business style is a non-judgemental broad-minded attitude which is evidenced by his positive focus on and interaction with staff.

In response to feedback received from Managers' during their annual reviews in March 2011 requesting presentations from external speakers; the company engaged with Philip Hesketh, a world renowned motivation speaker to conduct training seminars for all staff. The seminars aimed to energise and motivate staff, build their confidence and enhance their customer service abilities. These were well received by all staff members and feedback was very positive. The leader of the organisation leads the organisation with real passion and drive, believes in quick decision-making and does not shy from making hard choices. His open door policy extends to emails and telephone calls and staff do not shy away from contacting him as they know he will listen and offer fair and direct feedback or advice. He is a people's person and makes each member of staff feel valued and appreciated. He values his good relationship with staff and will always ensure they receive the appreciation of the company for their hard work. At the core of his business style is a non-judgemental broad-minded attitude which is evidenced by his positive focus on and interaction with staff.

As an organisation they seek to enhance the wellbeing of employees by providing daily fruit portions for every member of staff and managing stress and losing weight. They have weekly exercise classes and encourage sporting events and participate in many local firm sporting activities. They organise monthly end of the week get-togethers to wind down in readiness for the weekend and close the office during office hours to celebrate Christmas. They also operate a Health Benefit scheme which provides counselling and has a general health enquiry line.

As an organisation they seek to enhance the wellbeing of employees by providing daily fruit portions for every member of staff and managing stress and losing weight. They have weekly exercise classes and encourage sporting events and participate in many local firm sporting activities. They organise monthly end of the week get-togethers to wind down in readiness for the weekend and close the office during office hours to celebrate Christmas. They also operate a Health Benefit scheme which provides counselling and has a general health enquiry line.

Citywire has an open plan office for all staff including senior management, this helps keep communication lines open at all levels of the business and direct feedback is welcomed by the Senior Management Team. The Chairman and CEO hold quarterly "town hall" meetings, where everyone in the company is invited; this keeps the staff up to date on company progress and actively encourages questions from staff. Citywire Improvement Group selects twelve individuals each year and gives them the opportunity to present their ideas to help improve the company. The Citywire Improvement groups have been continued with a further two offsite meetings taking place this year. The people invited are asked to come up with ideas to improve life at Citywire.

Citywire Holdings believe their holistic approach to promoting socially responsible behaviours towards the environment, social justice or local community relations is the most effective thing they do in ‘giving something back'. They have a dedicated ‘in the Community' team formed of employee and senior management representatives who help identify, develop, communicate and support employee participation in a breadth of ‘giving back' opportunities and initiatives. They include schools careers fairs, tea party concerts for the elderly and operating a food bank donation facility. Beneficiaries include local, national and global representatives including the young, the elderly, people in poverty or facing other social and educational challenges, people with disability and victims of natural disaster. They also sponsor every employee who undertakes a charitable fund raising initiative or challenge and actively encourage them to pursue internal promotion and awareness of their cause.

As an organisation they undertake staff surveys twice a year as part of their biannual performance review process. At one of their sites an annual staff survey clearly stated that better internal communication was needed. A Comms Group was subsequently created consisting of a diverse range of volunteers from across the site and they have been successfully creating a quarterly newsletter for all of their staff at Nottingham. This is a great way of communicating upcoming events, charity information, recommendations and other areas which might be of interest to staff. It also regularly profiles different partners at the Treatment Centre and has received great feedback from all staff. They also operate an open-door policy for all management including the CEO. Despite being split across a number of sites, they come together every Monday for a video-conference call run by the CEO with contributions invited from all Partners.

As an organisation they undertake staff surveys twice a year as part of their biannual performance review process. At one of their sites an annual staff survey clearly stated that better internal communication was needed. A Comms Group was subsequently created consisting of a diverse range of volunteers from across the site and they have been successfully creating a quarterly newsletter for all of their staff at Nottingham. This is a great way of communicating upcoming events, charity information, recommendations and other areas which might be of interest to staff. It also regularly profiles different partners at the Treatment Centre and has received great feedback from all staff. They also operate an open-door policy for all management including the CEO. Despite being split across a number of sites, they come together every Monday for a video-conference call run by the CEO with contributions invited from all Partners.

Ceuta spread the 'green word' outside by way of communicating and encouraging their people and all their suppliers to be thoughtful about the environment at home as well as at work.

Ceuta spread the 'green word' outside by way of communicating and encouraging their people and all their suppliers to be thoughtful about the environment at home as well as at work.

Centrica Energy are aware that learning new skills and building capability is key to personal growth and to making Centrica Energy high performing, pioneering and safe. Their approach is to offer blended learning solutions to cater for all employees including at an individual, team and organisational level. Examples of this will include their Induction Day and Management Orientation, supporting Career Days for their Business Units and leading on HiPo programmes such as ELP to identify future leaders within the business.

This year Centrica Energy launched their new recognition guidelines with a series of workshops to help managers recognise examples of High Performance, Pioneering Spirit and Safety within their teams and individuals that really live The CE Way. They believe that recognition is important for everyone in Centrica Energy; saying thank you can have a positive impact on individual and team morale. It is encouraged in their business so people feel increasingly motivated and engaged. Managers thank their people in ways that suit the individual; it could be a bottle of their favourite wine, dinner at their favourite restaurant or even a thank you letter or card. Centrica's philosophy is: “it is encouraged, it is up to you, you can take ownership and decide who and how to recognise”.

Managers receive training in reviewing with staff. Managers also work alongside staff on a daily basis and teamwork is heavily promoted. Managers have monthly staff meetings to review how things have gone etc. Managers are required to carry out monthly training bites and ensure job descriptions and information is up to date.

Catermasters give on the spot gifts for people, for example a bouquet of flowers, a meal out for two and additional holiday. Catermasters have also worked on communications and making employees more aware of some of the things that they do as a business. They have also improved the induction programme and induction package to appeal to more front line team members.

Managers have to ensure that the maintenance of the PRIDE boards and the free flow of information is delivered consistently throughout the year. They also need to be aware of issues within the team and particulary if individuals within their team seem to be struggling and in turn giving them the advice and support they need to continue to be fulfilled within their role.

Managers have to ensure that the maintenance of the PRIDE boards and the free flow of information is delivered consistently throughout the year. They also need to be aware of issues within the team and particulary if individuals within their team seem to be struggling and in turn giving them the advice and support they need to continue to be fulfilled within their role.