Pride Powers Performance

Some examples of the sorts of training activities that Qiagen employees might undertake are courses, mentorship, coaching and online sessions. There is internal coaching/ mentoring for women at work.

Qiagen held a Christmas party at a local hotel where a three course meal was provided, an open bar, disco and accommodation or transport for the evening. There is also a Summer party where partners/family are invited. In the past this has included a roller disco.

On average employees receive 8 hours per year of formal training with an average spend per employee on training per year of £550. Examples of the sorts of training activities their employees might undertake are: Technical/Role Specific - e.g. insurance/claims related, Personal/Soft Skills - e.g. effective communications, presentation skills, assertiveness, IT - e.g. system specific, MS Word, Excel, PowerPoint, Project, Management Skills – various levels of people management development, development around performance management, Professional Studies – support to various professional qualification studies and qualifications across the business and Induction/Cultural – Welcome to QBE and OPENUP QBE Awareness. QBE uses a variety of training delivery methods and their comprehensive website gives easy access for employees to see the overall offering as well as instant access to eLearning or online reading and recorded WebEx sessions on specific subjects.

At QBE the company approach to salary review and annual bonus awards focuses on linking performance, through the annual appraisal/performance management process with financial awards. This exercise is supported by annual benchmarking exercises to ensure that employees feel they are rewarded for their efforts.

On average employees receive 8 hours per year formal training with an average spend per employee on training per year of £800. Examples of the sorts of training activities that employees at Salford Software Ltd might undertake are professional qualifications with field of expertise plus regular updates on new products or sytems.

On average employees receive 8 hours per year formal training with an average spend per employee on training per year of £800. Examples of the sorts of training activities that employees at Salford Software Ltd might undertake are professional qualifications with field of expertise plus regular updates on new products or sytems.

PSN hold a number of fitness actvities throughout the year including the 'Fit 4 2009 Challenge.' This involves measuring the fitness of the participants at the beginning of the programme and then again 8 weeks later. There are 6 areas to check which include body fat, blood pressure aerobic capacity and flexibility. They continue to maintain their 'Healthy Working Lives' programme. The standards criteria give them a framework to develop a strong health strategy within the business. It gives them a means of tackling not only the 'nicer' topics of health such as general fitness, but also the more difficult subjects such as urinary tract cancer, drug and alcohol abuse, stress and mental illness. Although not easy subjects to tackle they continually get wide support to 'lunch & learn' sessions throughout the year with most being over subscribed.

Examples of how PSN engages with schools and colleges include workshop sessions for students on interpersonal and communication skills, information on the oil and gas industry (e.g jobs available), CV writing, applying for jobs, interviewing techniques and facilitating meetings. These sessions have taken place at Old Machar Academy and Mearns Academy. Members of their HR team mentor students at Robert Gordon University who are studying for their MSc in Human Resource Management. Engineering students from RGU universities meet with practicing engineers to mentor and discuss options for career development within oil and gas and other industries.

Management tool kits/resources are provided to give the manager guides on some of the key HR policies such as how to manage attendance and how to manage a disciplinary. Portico have a policy that allows individuals to request pay/support for external management qualifications. Portico have a number of internal programmes as well as the ILM accredited Team Leading and First Line Management. Portico have a team of Mentors who currently work with Supervisors to help them grow in the business. Mentoring meetings take place monthly. Portico host quarterly Management breakfast seminars for networking and they bring in a speaker/trainer to focus on a key leadership/people manager area.

Portico have a formal Thank you Scheme that is an instant recognition scheme across their whole business. Each location has staff noticeboard to share relevant communications such as internal vacancy list, training posters, event posters. Portico also send out regular posters via email communicating training events, Giving Back events and social activities as well as reward and recognition.

Populous have live Q&A surgery sessions at staff meetings. They have no cellular offices so all leader/ senior managers are approachable and work in open plan offices alongside employees. They hold regular staff meetings, talks and office parties and events and all new staff are invited to introduce themselves to the board at a board meeting (collectively). Populous believe that they have approachable leaders.

Populous have live Q&A surgery sessions at staff meetings. They have no cellular offices so all leader/ senior managers are approachable and work in open plan offices alongside employees. They hold regular staff meetings, talks and office parties and events and all new staff are invited to introduce themselves to the board at a board meeting (collectively). Populous believe that they have approachable leaders.

On average, employees receive 40 hours per year formal training with an average spend of £300 per employee per year. Employees at Ponti's undertake training activities such as: Induction, Fire training, Food Hygiene Supervisory training, Influencing Employee behaviour, Management Development Programme, Barista coffee training, Train the Trainer course and NVQ's.

On average, employees receive 40 hours per year formal training with an average spend of £300 per employee per year. Employees at Ponti's undertake training activities such as: Induction, Fire training, Food Hygiene Supervisory training, Influencing Employee behaviour, Management Development Programme, Barista coffee training, Train the Trainer course and NVQ's.

On average, employees receive 18 hours per year formal training with an average spend per employee on training per year of £80. They provide training activities such as: H&S, Induction, Manual Handling, presentation skills, influencing skills, IT training and leadership development.

On average, employees receive 18 hours per year formal training with an average spend per employee on training per year of £80. They provide training activities such as: H&S, Induction, Manual Handling, presentation skills, influencing skills, IT training and leadership development.

Penspen Ltd say that the e-cards at Christmas are a great idea as they are both sustainable and a great way of freeing up additioanl funds for charity. They also encourage small enterprise giving, supporting charity bungee jumps etc. The weekly 'Ramble and Roll' through Richmond Park also requests a small charitable donation to be given in order to take part. A number of their employees help and support local fundraising activities via small group enterprise eg. by raising money for their nearest Elizabeth Fitzroy Home, which provides support for people with disabilities.

Penspen Ltd say that the e-cards at Christmas are a great idea as they are both sustainable and a great way of freeing up additioanl funds for charity. They also encourage small enterprise giving, supporting charity bungee jumps etc. The weekly 'Ramble and Roll' through Richmond Park also requests a small charitable donation to be given in order to take part. A number of their employees help and support local fundraising activities via small group enterprise eg. by raising money for their nearest Elizabeth Fitzroy Home, which provides support for people with disabilities.

Management Workshops are run for all existing managers and aspiring managers to aquipe them with the skills and knowledge to motivate and manage their teams in line with best practice and Company Policy. Where appropriate external management qualifications are supported through the Company assisted study programme and internal management workshops are run periodically for all people managers. Mentoring is provided by one of their Directors, all of which have been fully trained. Many Managers at Pattonair are members of a proffessional body e.g. CIPD, CQI, CIMA, CIPS and they attend seminars periodically to keep up to date with new initiatives and network with others in their field for support. Others attend formal courses to contribute to their continuous proffessional development.

The Managing Director delivers a Town Hall communication to all employees once a month to update employees on recent events, progress and what is coming. A live Q&A session follows the monthly Town Hall communication where employees can ask any questions in an open forum. There is an open door policy accross the Company and employees are encouraged to liaise with Senior Managers regularly. The Managing Director and Senior Management team also deliver a quarterly strategic review presentation to all employees to update on progress against business strategy and any developments.

Supportive, enthusiastic and driven, the 76 year old Chairman, David Patton is an inspiration to everyone in the Company. He still very actively involved in the company as our Chairman and his son Neil is now Managing Director.

Due to the nature of the business Patton Group have numerous training schemes happening: Site Safety Supervisors, Microsoft Office/Project Planning software, Management and Leadership, Communication Skills, Appraisals Training, Professional Memberships e.g. CIOB, RICS, CIPD, CIM, MSC Project Management/ BSc Construction Engineering, NVQ 3 Bench Joinery, First Aid, Numerous H&S courses, NVQ's in Plant Operation.

The Chief Executive believes that Parasol's most important asset is the people. He gets a kick out of seeing people developing and performing to the best they can be because he recognises that each individual success leads to an even more successful future for Parasol. On occasions where a team is out of the office at team building events for example and the department is being operated by a skeleton staff, the Chief Executive regularly mucks in, emerging from his office to answer phones and respond to queries normally picked up by the team. This really builds morale amongst those looking on.

Everyone at Parasol has free membership to the local gym, located very close to the office. The membership provides full access to the gym, swimming and classes at any time. They have a factsheet dedicated to exercise and lots of hints and tips on the intranet. As part of Parasol's charity fundraising they promote and support get up and go activities such as the triathlon and starlight walks. As part of Parasol's health and well being week they also arranged a pedometer challenge where everyone received a pedometer and were given a challenge to hit the recommended daily number of steps and clock up more steps than colleagues in the process.

Palmrium Management have access to a dedicated recruitment and training organisation (elite). Management are also given membership to governing bodies i.e. CIPS and ACCA

There is a full training schedule available to each member of staff that not only helps you to be competent within your current role, but will also help you reach the next stage in your career. Personal development is another area that the training department have worked on at great length. Palmarium feel it is important that you cannot only achieve your work targets and goals but that hopefully, with some guidance, they can be here to help you reach your personal goals and objectives. Their courses are continuously being reviewed and developed to ensure they are keeping abreast of market conditions, trends and also that they are enabling you to achieve then exceed.

Olswang work in genuine partnership with charities raising money, providing pro bono legal advice and volunteering. They encourage absolutely all of their people to get involved in their community investment work as although they are a law firm Olswang understand that all their people have skills to offer. They have a huge level of engagement in their CR programme with 58% of their people actively involved.

Partners are encouraged to give regular thanks and timely feedback. Staff have regular mentor meetings to discuss work and career development. There is a firm wide bonus so that staff can earn an additional performance related bonus when climate permits and budget is exceeded. Legal staff are also on a performance related career structure so that promotion decisions are made on the basis of merit and individual contribution.

Any support, information or advice is offered through NuStar's Wellness Fairs. All employees are encouraged to raise any issues with their managers. Stress counselling is available free of charge through NuStar's Private Medical Insurance provider.

All employees at NuStar are eligible for a bonus. Some employees are eligible for the company's Long Term Incentive plan. NuStar have introduced Total Reward Statements which will be issued to all European employees.

NPS Group offer employees discounted gym membership and further reductions with other companies. They also provide BUPA Wellness Leaflets that cover managing stress in the workplace policy, quitting smoking and other mental issues. NPS Group also implemented East of England Mental Health First Aid.

NPS Group ensure that employees feel that they are rewarded for their efforts by providing them with a Profit Share Payment once a year. Re-investment in Training also ensures employees feel rewarded along with appraisals once a year, 1:1's and Financial PPA to recognise individuals performance.

Examples of training activities that employees might undertake at Novotel UK are: Induction Next -an E-learning tool, Food & Safety E-learning, Health & Safety E learning and Accor Internal Management Training.

Examples of training activities that employees might undertake at Novotel UK are: Induction Next -an E-learning tool, Food & Safety E-learning, Health & Safety E learning and Accor Internal Management Training.

Summary of employees benefits and salary info issued on an annual basis plus recognition bonus or gift, thank you letters, etc.

Nippon Gohsei offer the Pru Health Vitality Scheme.

Nichols have twice yearly health awareness days at which health and well being professionals hold 121 assessments with all staff. On the back of this they recently completed a pedometer challenge, encouraging staff to increase the number of steps they took each day. They completed this challenge over a 12 week period and collectively they took sufficient steps to walk from their office to Brisbane, Australia (as the crow flies). Employees are encouraged to take part in sporting activities and Nichols have groups of employees who regularly play golf, football, netball and badminton or go running. Employees also go walking or to the local Gym/leisure centre for a swim at lunchtime and others walk or cycle to work. On site shower facilities are provided. For those who are not quite so energetic Nichols have a Wii console and their employees enjoy a game of virtual tennis or golf at lunchtime. Periodically Nichols hold Indian head or arm and hand massage, believing that it helps to relieve some of the day to day tensions.

Nichols have twice yearly health awareness days at which health and well being professionals hold 121 assessments with all staff. On the back of this they recently completed a pedometer challenge, encouraging staff to increase the number of steps they took each day. They completed this challenge over a 12 week period and collectively they took sufficient steps to walk from their office to Brisbane, Australia (as the crow flies). Employees are encouraged to take part in sporting activities and Nichols have groups of employees who regularly play golf, football, netball and badminton or go running. Employees also go walking or to the local Gym/leisure centre for a swim at lunchtime and others walk or cycle to work. On site shower facilities are provided. For those who are not quite so energetic Nichols have a Wii console and their employees enjoy a game of virtual tennis or golf at lunchtime. Periodically Nichols hold Indian head or arm and hand massage, believing that it helps to relieve some of the day to day tensions.

Napp believe that the most important way to feel that they are rewarded, is for them to receive immediate feedback and thanks, from whomever their efforts have supported. Individuals who perform well are given the opportunity to take on more responsibility or become involved in different projects in the future. Whilst this is not a formal reward, it is motivating for individuals to be recognised in this way.

Napp believe that the most important way to feel that they are rewarded, is for them to receive immediate feedback and thanks, from whomever their efforts have supported. Individuals who perform well are given the opportunity to take on more responsibility or become involved in different projects in the future. Whilst this is not a formal reward, it is motivating for individuals to be recognised in this way.

Last christmas they had a lunch-time reception for head office employees. They also hold a fabulous party for the children of head office employees on Christmas Eve. Store teams receive a budget per head for their Christmas celebration. Last year they also held a summer carnival for head office employees. Their is a social committee at head office which arranges fun events like quiz evenings, bingo nights and theatre trips.

There was an across the board pay reivew of 3% in July 2010. Also a bonus was paid in June 2010 to all employees which was both performance and profit related, depending on job roles. In April 2009 they changed the store bonus to half-yearly: this bonus goes to the whole store team and is entirely based on their store performance. This motivates staff through the knowledge that their own performance determines the success of the store. The bonus is up to 8% of annual salary, including overtime payments, and so reflects their total contribution. At that same time the head offices management scheme was realigned to reflect performance. Junior head office staff who had delivered exceptional performance (as nominated by the Leadership team) were rewarded with a one-off discretionary bonus of up to £1000. The share-save scheme gives all employees the opportunity to by rewarded for their efforts through increases in the share price. They acknowledge that recognitiion for greatness can be as valuable as monetary rewards and the various award schemes which they run give employees and teams the opportunity to be thanked in person by members of the Exec.

Morrison believes in celebrating the success of their people and using their full suite of engagement tools through which to do this. They publicly celebrate success through their internal magazine “Connect”, their intranet “MINT” and also through their recognition scheme, Morrison Stars. They also reward good performance with one off thank yous from senior managers to their staff and actively publish compliment letters from clients in the company magazine.

Morrison believes in celebrating the success of their people and using their full suite of engagement tools through which to do this. They publicly celebrate success through their internal magazine “Connect”, their intranet “MINT” and also through their recognition scheme, Morrison Stars. They also reward good performance with one off thank yous from senior managers to their staff and actively publish compliment letters from clients in the company magazine.

Andrew Jackson is an excellent ambassador for the Company. He exudes confidence and passion through his knowledge, approachability and desire to listen to and make time for employees and customers who ensure that the Company is successful. Andrew Jackson lives and breathes the values of the Company. He is a trusted and inspirational leader who, with the direction of the Board of Directors, strives to maintain and improve sustainable growth and competitive advantage to ensure that Mole Valley Farmers provide for future generations. Andrew farms in his spare time and organises social events for his local farming community.

Andrew Jackson is an excellent ambassador for the Company. He exudes confidence and passion through his knowledge, approachability and desire to listen to and make time for employees and customers who ensure that the Company is successful. Andrew Jackson lives and breathes the values of the Company. He is a trusted and inspirational leader who, with the direction of the Board of Directors, strives to maintain and improve sustainable growth and competitive advantage to ensure that Mole Valley Farmers provide for future generations. Andrew farms in his spare time and organises social events for his local farming community.

Quarterly employee awards are announced in Meteorite's company meetings. Prizes include shopping vouchers, champagne and chocolates and activity such as a sailing day at Cowes. Employees are rewarded extra holiday after 3 full years and another 1 after 4 years and a Sabbatical after 5 years. Team leaders are empowered to reward team members with instant surprise and delight prizes including lunches, sweets and vouchers. Those who have achieved best practice are often made an example of in company meetings. Instant reward for New Business leads can amount to £100-£1000, recruitment £1000, award winning work - dinners, weekend away, spa days.

Quarterly employee awards are announced in Meteorite's company meetings. Prizes include shopping vouchers, champagne and chocolates and activity such as a sailing day at Cowes. Employees are rewarded extra holiday after 3 full years and another 1 after 4 years and a Sabbatical after 5 years. Team leaders are empowered to reward team members with instant surprise and delight prizes including lunches, sweets and vouchers. Those who have achieved best practice are often made an example of in company meetings. Instant reward for New Business leads can amount to £100-£1000, recruitment £1000, award winning work - dinners, weekend away, spa days.

Merck Serono have personalised performance related bonus scheme for each employee who encompasses their individual performance and also has an element related to the overall performance of the whole team in the UK. Numerous recognition schemes and award schemes to recognise their employees contributions and successes e.g. Ambassador Award, Gold Club Award, Best Pharma Award, Shine Award, Innovation Award etc. The performance of both individuals and teams is also recognised and celebrated both at department, team and company meetings both verbally and in presentations as well as such other channels as internal communications, publications, plasma TV informational update screen's in their Head Office to name but a few.

Staff at Merck Serono recently contributed towards their in-house "Pakistan Flood Appeal" by buying Fair trade Chocolate - all proceeds of which went to the PFA charity. Merck Serono donated all the chocolate sold. They also organise and fund a Christmas Party for the residents of a local OAP' Residents Home. This is their ONLY Christmas Party. They also take them a present each. Globally the organisation supports many local country or world wide charities such as providing medicines and medically related supplies to under developed countries where populations are in need. By taking part in certain worthwhile company initiatives staff can ensure that funding is made available to help feed needy homeless orphans in the "Joy" Orphanage in Zambia, Africa.

Masternaut has spent approximately £25,000 on fun and social events per head in the last year. Some examples of these events are; Family fun day - where all employees and their families were invited. An annual Xmas party which includes a formal reception, dinner and dancing, plus an awards ceremony. Awards are presented to different departments which celebrates and recognises their team success and 'Martin's Den' - an annual Dragon's Den style event where employees can pitch to the board in teams and at the end of the night the most innovative idea wins investment.

Masternaut has spent approximately £25,000 on fun and social events per head in the last year. Some examples of these events are; Family fun day - where all employees and their families were invited. An annual Xmas party which includes a formal reception, dinner and dancing, plus an awards ceremony. Awards are presented to different departments which celebrates and recognises their team success and 'Martin's Den' - an annual Dragon's Den style event where employees can pitch to the board in teams and at the end of the night the most innovative idea wins investment.

Sales employees are rewarded by meeting quota and going to Presidents Club. There are 5 spaces for other employees to join them nominated by their peers - this year the trip is to Cancun. They provide spot bonuses for those employees who are not eligible to participate in an annual bonus plan, a monetary amount awarded dependant on effort.

Sales employees are rewarded by meeting quota and going to Presidents Club. There are 5 spaces for other employees to join them nominated by their peers - this year the trip is to Cancun. They provide spot bonuses for those employees who are not eligible to participate in an annual bonus plan, a monetary amount awarded dependant on effort.

The Mace Star awards are in their second year. Employees are given the opportunity to nominate a colleague or a team for a range of award categories. Winners are announced at the annual end of year celebration. Line managers are encouraged, through the Managing People @ Mace programme which this year is focussing on giving feedback, to reward employees informally by ensuring they are thanked for doing a good job and get the recognition that they deserve. Mace believes that this informal approach has a greater positive effect on employee engagement than a formalised system.

The Mace Star awards are in their second year. Employees are given the opportunity to nominate a colleague or a team for a range of award categories. Winners are announced at the annual end of year celebration. Line managers are encouraged, through the Managing People @ Mace programme which this year is focussing on giving feedback, to reward employees informally by ensuring they are thanked for doing a good job and get the recognition that they deserve. Mace believes that this informal approach has a greater positive effect on employee engagement than a formalised system.

Lloyd's is a founding member of ClimatWise, a group of companies from the insurance sector that have signed up to a set of principles that enable the industry to address climate change issues. Lloyd's is also a member of the United Nations Environment Programme Finance Initiative which is an international grouping of companies seeking to make a positive impact on environmental issues. Through Lloyd's 360 Risk Insight Programme, Lloyd's has engaged in debates on climate change. In addition, Lloyd's manages the building used by hundreds of businesses and individuals that gather to conduct insurance business. Therefore any improvements Lloyd's makes to the building or working practices of the market directly affects many other businesses and employees.

As part of their health and well being focus Lloyd's had themed food in their on-site restaurants and seminars on nutrition and health eating. Their restaurants always offer healthy food options which are clearly labelled. There is an Employee Assistance Programme with advice and counselling available. Lloyd's offer external Occupational Health support and Private Medical Insurance to help with costs of any treatment. There is an on-site nurse available for advice. Voluntary health assessments are available which include tests and advice. Health assessments are offered to all employees every two years.

Little Brown Book Group held a dragon boat race in July 2010. The company hold several events for their employees each year.

The company sets aside a sum of money each year and matches funds raised by their staff. As a publishing company their aim is to support charities involved in literacy and reading. They work with a local junior school on a reading partnership scheme.

Lakehouse's founder and Chief Executive has a very distinctive management style. He has always operated an 'open door' policy and all staff, from managers to site assistants know they are free to speak with him in his office anytime and always receive a warm welcome. He makes great efforts to get to know staff on a personal level and even feels frustrated that with such rapid expansion and recruitment he finds it hard to keep up with getting to know all the new faces. Most times people meet him they are completely unaware they have just met the owner of the company, as he is a very unassuming man, rarely wears formal clothes and introduces himself simply as 'Steve'. Steve also encourages others to dress informally and come to work how they feel best comfortable.

Lakehouse have developed the 'Lakehouse Management Academy'. This saw them partnering with an external training supplier to develop a management training programme tailored to the needs and culture of the company. Over 40 of their managers are part of this ongoing programme which includes elements such as 360 degree feedback, personality profiling, performance management, communication skills, time management skills and more. This academy programme sees Lakehouse managing not only their management talent more effectively but also has the knock-on effect that these managers can manage their teams more effectively too, identifying and nurturing the talent they find there. Lakehouse want to encourage everybody's talent so they have created a ‘Lakehouse Legacy'. Lakehouse have committed to training every single staff member to NVQ level 2 minimum. Together, this shows they are investing far more than their industry average in training their people.

L&Q encourage their employees to use the firstassist health & wellbeing service which provides an online service to assist their employees to measure and improve their overall health. The online service Fitness2live's include health assessments, weight loss, lifestyle plans and expert training programmes for events ranging from fun runs to corporate triathlons. Members also have access to an extensive library of fitness and nutrition articles and hundreds of healthy recipes. They have an employee assistance programme from first assist in order for our employees to receive access to a 24 hour telephone counselling and legal information service, to support them with a wide range of personal and work related problems in areas such as stress, relationship difficulties, bereavement, anxiety, family worries, alcohol/drug abuse, employment or financial concerns.

L&Q have team and individual rewards for great work towards targets. This includes dining out, theatre tickets, a bottle of wine, flowers, chocolates, book, CD or store voucher. They also hold annual outstanding achievers awards, they receive 2.5% of salary as a bonus for 5% of staff. The staff also receive an attendance award for 100% attendance of one day's additional annual leave and they have professional qualification awards of £100 for a pass and £200 for a pass with distinction.

For performance recognition the staff nominated winner receives a cup and presentation and a gift of their choice up to value of £100. After 4 years, 5 years and 10 years service there is a presentation of plaques and gift of up to £100. Instant recognition is a 'Wow' award for achievement and one gift of their choice up to the value of £100.

Knowledge to action have a budget specifically for fun and social events, which have included their Christmas Party and a Summer Polo event. Team recognition is provided in the form of monthly bowling competition and bonuses for hitting targets are provided.

The Partners act as mentors for the founders of the sister agencies Trinity and Huw Davis Partnership. KNAS offer mentoring to their staff as a way to help them grow a specific skill, deal with a particular issue or tap into a mentor's knowledge. All the Partners and Senior Management Team are committed to acting as mentors, but other people can be mentors too.

Kitcatt Nohr hold regular "Digital Surgeries" when staff can ask their Technical Director and Digital Planning Director for advice on digital marketing. Based on staff feedback the leaders provide openness, caring for staff and a strong sense of values and they are good role models.

Centrepoint is a charity working to improve the lives of socially excluded, homeless young people aged 16 to 24. King Sturge staff are involved in a mentoring scheme, meeting up with a young person for 1 or 2 hours a month (during working day) to provide motivation, guidance and support to help them achieve their potential. They also offer a work experience programme to Centrepoint, which has in the past resulted in a permanent position being offered and accepted by the young person in question.

At King Sturge, the Joint Senior Partners have involvement with staff at all levels. The culture of the firm is such that all Board Members are seated in open plan offices, sitting alongside other staff at all levels. It is only in rare cases that they will have an office due to confidentiality and necessity. The senior members of the Boards therefore are very visible in the workplace and this combined with the Open Door policy which is in operation ensures that staff can approach and discuss any issues with them.

Employee recognition and rewards are areas that Juniper feels passionately about. Juniper's Total Rewards Philosophy is to recognise company performance and individual performance in the compensation package. To that end, Juniper offers a pay and compensation programme that recognises and rewards employees' contributions toward achieving the company's strategic goals and business objectives. They differentiate and pay for performance simply stating the “better the performance, the greater the rewards”. Salary, bonus and long term incentive allocation decisions are based on performance.

75 employees were able to take part in charitable activities without any financial loss between September 2009 and September 2010. Some of these activities included a Pub Quiz, Golf Day, Running Event, Cycling Tour, Abseiling, Auction and a raffle.

Employees are congratulated by Directors and other team leaders upon achieving any success. The annual bonus award is also based on a clear and transparent system of scoring which is performance based which ensures that staff feel that they are rewarded for their efforts. Worthwhile achievements are also mentioned in the company newsletter, the Intranet and Twitter.

Employees are congratulated by Directors and other team leaders upon achieving any success. The annual bonus award is also based on a clear and transparent system of scoring which is performance based which ensures that staff feel that they are rewarded for their efforts. Worthwhile achievements are also mentioned in the company newsletter, the Intranet and Twitter.

The Managing Director is full of energy and always striving to think outside the box. He encourages others to do the same and his levels of enthusiasm are infectious. He appreciates the efforts of everyone in the organization and always communicates this to them. His level of pastoral care over his staff is second to none.

The Managing Director is full of energy and always striving to think outside the box. He encourages others to do the same and his levels of enthusiasm are infectious. He appreciates the efforts of everyone in the organization and always communicates this to them. His level of pastoral care over his staff is second to none.

Popular projects have involved environmental work, regeneration and building improvements. Employees from the market research team planted trees and hedgerows at a National Trust house in Shropshire. Engineers from the Supplier Technical Assistance department helped to rejuvenate a neglected recreation area at a clinic for recovering drug addicts in Warwickshire. A team of volunteers from the Solihull plant created an outdoor educational centre and orienteering course at a residential school for children with learning difficulties.

Popular projects have involved environmental work, regeneration and building improvements. Employees from the market research team planted trees and hedgerows at a National Trust house in Shropshire. Engineers from the Supplier Technical Assistance department helped to rejuvenate a neglected recreation area at a clinic for recovering drug addicts in Warwickshire. A team of volunteers from the Solihull plant created an outdoor educational centre and orienteering course at a residential school for children with learning difficulties.

Performance is recognised throughout the company by incentive schemes which are linked to individual performance objectives. Intrinsic also have regular employee events where a number of employees have received Virgin Experience Days and holiday vouchers for outstanding performance. Intrinsic's culture is one of great communication and teamworking. Line management throughout the company heavily believe in acknowledging and rewarding a job well done. The company's newsletter takes this one step further by celebrating success of exams, promotions and outstanding achievements. Intrinsic believe that celebrating success is a key ingredient to a motivated workforce. Ideas to improve customer service, company performance and ideas on new service branding are actively encouraged with their incentivised suggestion scheme. The suggestion scheme offers vouchers for the best suggestion each quarter.

Performance is recognised throughout the company by incentive schemes which are linked to individual performance objectives. Intrinsic also have regular employee events where a number of employees have received Virgin Experience Days and holiday vouchers for outstanding performance. Intrinsic's culture is one of great communication and teamworking. Line management throughout the company heavily believe in acknowledging and rewarding a job well done. The company's newsletter takes this one step further by celebrating success of exams, promotions and outstanding achievements. Intrinsic believe that celebrating success is a key ingredient to a motivated workforce. Ideas to improve customer service, company performance and ideas on new service branding are actively encouraged with their incentivised suggestion scheme. The suggestion scheme offers vouchers for the best suggestion each quarter.

Innogistic have many team and company wide social events. The two main examples are Innogistic's Christmas party which was held at a local Indian Restaurant. The whole company was treated to a drinks reception, followed by an Indian feast. All food and drink was paid for by the company and for employees that live outside of Bristol, the company also picked up the cost of their hotel accommodation. For the annual summer party Innogistic hired an area of a local public green/park and erected a marquee which was their ‘home for the day' where a team based cookery competition was the highlight of the day. Each team chose a region of the world and each employee was given £20 per person (including partners) to provide the food

Innogistic encourages employees to be pro-active about looking after their health and wellbeing by providing them with a Healthcare cash plan. This plan assists with the everyday costs of looking after their health and well being, by giving them cash towards a wide range of health related costs. There are different levels of cover available and Innogistic pay for a Level 3 plan as standard for employees. Employees can also if they wish upgrade their plan and/or arrange cover for their family by paying the respective premium through payroll.

Special consideration may be given to employees whose contributions have enhanced cross-geography working or understanding. All employees are eligible and anyone may put forward a co-worker for consideration. Their names and the reason for the award are announced by the Executive team at the quarterly global all-hands meeting and the individuals are presented with a special award in the form of a personalised “trophy” as well as a letter of recognition from our CEO.

Informatica are committed to paying above average base salaries when measured against their peers in the industry. They gather the latest market data from a variety of sources: industry specific surveys, functionally specific surveys, geographically specific surveys, internal and external recruiters and competitors; plus the opportunity for additional rewards when individuals and/or company business objectives are achieved. They provide a variety of compensation components aimed at enhancing employee satisfaction, driving organisational performance and rewarding employee performance.

There is a study policy in place. The company have an employee undertaking the MA Human Resources management at Portsmouth University funded by the company. There is a wide range of internal courses run every year. These are advertised on the courses calendar of events and includes courses such as running successful meetings, presentation skills, appraisal skills and HR for managers. They encourage 'stand in' opportunities for employees to stand in for their manager for periods of less than 3 months. This allows an employee to get experience of people management.

There is a study policy in place. The company have an employee undertaking the MA Human Resources management at Portsmouth University funded by the company. There is a wide range of internal courses run every year. These are advertised on the courses calendar of events and includes courses such as running successful meetings, presentation skills, appraisal skills and HR for managers. They encourage 'stand in' opportunities for employees to stand in for their manager for periods of less than 3 months. This allows an employee to get experience of people management.

There is strong communication in the form of monthly staff meetings, monthly newsletter etc. There are staff incentives which could be cash or any other relevant reward. Length of service anniversaries are recognised. There are bi-annual appraisals and every member of staff has a probation period review. There are also staff events.

There is strong communication in the form of monthly staff meetings, monthly newsletter etc. There are staff incentives which could be cash or any other relevant reward. Length of service anniversaries are recognised. There are bi-annual appraisals and every member of staff has a probation period review. There are also staff events.

Recruitment guides/training initiatives are already in place. There is pay/support for external management qualifications through the HPS educational assistance programme. 360º feedback is currently being rolled out for Senior Management.

HPS Group carry out visits and talks to local schools. They carry out volunteer work in partnership with Wendover House a local boarding school for boys aged 11-15 where they organise sporting events and raise money to help with equipment and other needs.

Hill & Knowlton provide line managers and mentors to provide one to one advice, support and mentoring. In addition they run creative workshops, presentation skills, they hold seminars with broadcasters and journalists and digital acceleration courses. They also send senior management on a range of courses designed to help them manage senior client relationships effectively, complex problem solving, leadership, relationship building skills and accountability.

The Hub is Hill & Knowlton's new skills academy. The hub puts training at the heart of agency life, emphasising the need for us all to keep learning and developing. Courses offered focus on five core skill areas: Writing, Media Relations, Creativity, Presenting and Business management.

Employee wellbeing is important to Henry Schein. In 2010, their objective was to launch a wellbeing day which was achieved throughout a number of their UK offices and was very successful.

The Leader's communication skills are exceptional and regularly meets with employees. All employees know who their MD is. Some Managers work alongside employees and they are also launching a day in the life where senior Managers will spend a day working in a department to understand how the departments work and operate.

There are Management skill training courses with follow up workshops. Lunch and learns around particular skills needs depending on the business. On line skills sound bites, succession planning discussion and trying to empower the teams.

Health Interactions provide external and internal training. External training: Management training workshops (2 days) Trusted Advisor workshops (2 days) Statistics for Non- statisticians workshop (1 day) Internal training: Financial Management Sessions PPT 2003 Basic and Hints and tips Roche Compliance training Proofreading / QC Data checking session Manuscript writing: from CSR to publication From manuscript to news item Copyright issues Identifying the right style for the right audience: patient information material Writing for the Web Writing for a poster Getting the best from Microsoft Word Drug discovery What to expect on-site and any top tips Advisory Boards Clinical Trials GPP2 and compliance processes Clinical trial design Medical Communications Effective use of Excel for KEE mapping Business development: Optimal approaches to pitches and proposals Devising ideas, themes and straplines for advertising campaigns Maconomy Update Refman POIPS Working at HI.

Managers have access to an additional set of guidelines in the HR manual which talk them through how to handle key issues and situations. They run workshops as part of the management development programme. One of the aims is to get managers together from different parts of the business so they can build their support networks. They also have a document which clearly outlines the expectations of a line manager at Hay Group so managers know what they are aspiring to. All managers have access to 1-2-1s and ad hoc advice and support from their HR business partner.

Managers have access to an additional set of guidelines in the HR manual which talk them through how to handle key issues and situations. They run workshops as part of the management development programme. One of the aims is to get managers together from different parts of the business so they can build their support networks. They also have a document which clearly outlines the expectations of a line manager at Hay Group so managers know what they are aspiring to. All managers have access to 1-2-1s and ad hoc advice and support from their HR business partner.

Harvest firmly believe that employee wellbeing is enhanced through good leadership, clarity of purpose, fairness and support in balancing work life. They recognise that Harvest is a busy place to work and that it is important that they have the time to do other jobs and still enjoy a healthy work-life balance. The company pays for all employees and their families' to have access to reduced healthcare benefits, for dentistry, optical, and specialist consultations and much more. There are also arrangements in place for counselling and support covers stress counselling, legal, debt and household emergency advice.

Harvest employ Neighbourhood Support Officers whose key role is support, promote and maximise the effectiveness of local community services and projects. Since 2007 Environmental Sustainability has been one of the 6 key business objectives for Harvest, placing environmental issues high on the agenda of every member of staff. Objectives are cascaded down through the performance management system allowing them to dedicate staff time to environmental issues and tap into widespread goodwill.

Every team are given a subsidy for each employee at Christmas. Conferences are held to bring employees together and local arrangements are made for other social events. Although they do not have a specific budget for fun and social events they do hold Christmas events and summer BBQ's for their employees across the country.

Every team are given a subsidy for each employee at Christmas. Conferences are held to bring employees together and local arrangements are made for other social events. Although they do not have a specific budget for fun and social events they do hold Christmas events and summer BBQ's for their employees across the country.

All of their offices are open plan and all employees operate an open door policy to encourage open and honest communication. The Company director knows all employees first names and ensures they are all greeted and made to feel an important part of the team. The Directors of the company make regular visits to all sites to speak to the employees. Birthday cards are sent by the directors for birthdays, Christmas and family events such as a new baby, wedding etc. They arrange a mix of social activities, all food and drink related.

Harbour and Jones ensure that employees feel they are rewarded for their efforts in a variety of different ways. Employees are given vouchers for meals at restaurants, food hampers, signed cook books and attend staff parties. The Company Directors also send employees Birthday cards and Christmas gifts.

Guardian Industries actively support local charities with donations. They financially support ‘Goole in Bloom' and care for the garden on a roundabout nearby. As part of their Healthguard objectives they also support a local children's football team, Goole Town Tigers.

To encourage team building they hold a range of events including a Family Days, Loss Control Celebration Dinners for various shifts and departments, free drinks at staff Christmas dinners and BBQs for those on Continuous Shifts.

Greenlight offer Management training for new managers, interview skills training. Presentation Training, Excel training, Language skills tutoring (one on one) - this is where English isn't first language. They organise individual English Business language skills lessons, Leadership training and Project Management skills.

Greenlight offer Management training for new managers, interview skills training. Presentation Training, Excel training, Language skills tutoring (one on one) - this is where English isn't first language. They organise individual English Business language skills lessons, Leadership training and Project Management skills.

Great Places are very proud of their "can-do positive" culture and this can be seen throughout the organisation at all levels. Employees regular receive emails of thanks from directors and managers which is gratefully received. Great efforts are made across the group to ensure that they continue to be a great place to work. One recent example was a scheme opening but on the day of the event they discovered rubbish strewn on the development in Blackpool. Staff from the nearby office all volunteered to help clean up the mess in time for the opening, a fact recognised by the chief executive and head of communications in an email to their manager.

Great Places has a charity fund which is set up to provide charitable aid to residents and tenants. The charity fund is managed by the Great Places staff committee and residents and tenants bid for this money via applications intended to make a positive difference to their lives. Examples can include supporting educational needs, life time ambitions or purchasing items that will help them in independent living. Decisions on applications are decided at monthly staff committee meetings and feedback is promoted to employees through a variety of internal communication channels.

The CEO of Grayling has an open and human approach, in which she communicates with all staff in a similar manner. She conducts some of the training in their Future Fit programme to maintain her profile across all locations. Staff are aware that all senior Directors are approachable and have no doors!

Appraisal and inductions toolkits are provided to all managers at Grayling. Internal management development training includes a series of People Power webinars covering topics including coaching, appraisals and mentoring. All staff are also allocated a mentor and Directors take part in a co-coaching scheme. External coaching is also available to Directors.

glue value chances for the agency to bond socially as it produces more effective teams and relationships. They ensure that they take all glue employees away for one weekend a year to a festival during the summer to simply have some fun and bond with fellow colleagues outside the formal confines of the office. This year gllue went to the Big Chill Festival and had their own enclosure within one of the campsites. Each department has an annual away-day which focuses on building and developing team work. They have regular special cinema screenings where they show work by glue staff.

glue value chances for the agency to bond socially as it produces more effective teams and relationships. They ensure that they take all glue employees away for one weekend a year to a festival during the summer to simply have some fun and bond with fellow colleagues outside the formal confines of the office. This year gllue went to the Big Chill Festival and had their own enclosure within one of the campsites. Each department has an annual away-day which focuses on building and developing team work. They have regular special cinema screenings where they show work by glue staff.

Employees are actively encouraged to take on studies which will further their personal development and they will support this financially and/or with time. Regular cross department presentations take place to improve knowledge of expertise within teams or departments when an employee has been on a course or dealt with a particularly interesting piece of work. Email groups for personnel working on various sectors enable knowledge sharing. Non technical skills are valued and employees are encouraged to go on courses for self development and personal growth purposes. These include people management, time management and confidence building courses.

Once a month, they host a Friday get together, which is organised by a trainee or newly qualified solicitor which the firm pays for. In addition, they also hold a summer party. All employees along with their partners/spouses are invited and all food and drink is free. Each year the firm also organises a pantomime, where a venue and performing theatre company are hired to present a pantomime. Clients, employees and their families are all invited. Specific teams or departments frequently go out together to celebrate a specific event whether of a personal or professional nature.

Geometric Drilling have been awarded their Bronze Healthy Working Lives award and are working towards a silver award and information and advice is forwarded and posted on notice boards. Site staff are in an active job and are generally fit and healthy. All staff have to go on a medical. Staff hours are recorded in the office. Rig staff tend to work 12 hour shifts and usually either work 14 on 14 off or 21 on 21 off. If staff go over the 21 days then dispensation has to be requested from the office for that staff member to continue working. This ensures Geometric Drilling can keep an eye on staff well being. Geometric Drilling always try to ensure that staff have fair balance between work and time off and if they do work extra then they are paid overtime and Geometric Drilling always try to get extra time off given.

£25 Argos vouchers are given to staff for recognition of attitude or observations towards safety. They can also be passed out for outstanding work. Another form of employee recognition is being taken for meals or small awards such as t-shirts or torches.

Fuller's are a family orientated business. Employees' families are also part of the company. There is an understanding that family life is very important to their employees. There is flexibility on juggling work and life priorities, as an example flexibility on attendance at work to attend school events is encouraged. The company doctor is actively involved in the company welfare. Fuller's provide counselling services when required and where appropriate, at company expense. For example general mental wellbeing, drink dependency and traumatic events.

Fuller's are a family orientated business. Employees' families are also part of the company. There is an understanding that family life is very important to their employees. There is flexibility on juggling work and life priorities, as an example flexibility on attendance at work to attend school events is encouraged. The company doctor is actively involved in the company welfare. Fuller's provide counselling services when required and where appropriate, at company expense. For example general mental wellbeing, drink dependency and traumatic events.

FT Construction conduct return to work interviews after absence. If it is a long term absence, this is carried out by H&S & HR Manager. They will always look at phased return if long term sick or reduced/light duties if possible and they also discuss life style changes, diet, exercise etc. FT Construction encourage people to take regular breaks away from their work station in specific areas on most sites.

FT Construction start Personal Growth at the grass roots with an annual intake of apprentices in the traditional building trades (Brickwork and Carpentry/Joinery). To achieve this they work closely with Construction Skills and Darlington College to offer a structured 3 year apprenticeship framework resulting in an Advanced Craft Apprenticeship and NVQ3 qualification in their chosen trade, along with a secure future Many of the apprentices have gone on to represent both their college and WTC at the Regional and National Skillbuild competitions. In addition to this FT Construction actively encourage further/higher education for their existing team at all levels and in many different career paths.

FMC Technologies have a dedicated on-site Charity and Health Promotions committees which regularly run charity events and sponsored events. Participants are made up of volunteers who do this work during working hours. They annually sponsor a Safe Drive Stay Alive Campaign for the local community as well as employees. This is run by the emergency services in order to raise awareness of road safety issues. It is extremely powerful. Management actively engage in all employee charity events by showing support, endorsement, encouragement and are willing to be on the receiving end of the charity fun.

FMC Technologies have a dedicated on-site Charity and Health Promotions committees which regularly run charity events and sponsored events. Participants are made up of volunteers who do this work during working hours. They annually sponsor a Safe Drive Stay Alive Campaign for the local community as well as employees. This is run by the emergency services in order to raise awareness of road safety issues. It is extremely powerful. Management actively engage in all employee charity events by showing support, endorsement, encouragement and are willing to be on the receiving end of the charity fun.

The most recent team building event was the Bowling Night. Families were invited to the event. There was bowling, Qasar, food and free bar for all to enjoy. A staff member on the microphone laughing and joking with all staff, embarrassing Directors who weren't very good!! Feed back from staff showed us that although this was the most recent team building event, it was also the best they have done so far.

The most recent team building event was the Bowling Night. Families were invited to the event. There was bowling, Qasar, food and free bar for all to enjoy. A staff member on the microphone laughing and joking with all staff, embarrassing Directors who weren't very good!! Feed back from staff showed us that although this was the most recent team building event, it was also the best they have done so far.

First Direct's intranet holds a recognition microsite where individuals can learn about what great recognition looks like, what kind of recognition is available and a leadership toolkit on the most effective ways to recognise their people. First Direct have also trained their leaders on the 'A Carrot a Day' principles and held a Chest Elton Recognition Masterclass to engage their leaders with what recognition done well does for their people and their business.

Whilst First Direct don't have a specific budget for fun and social events they have an overall engagement budget which looks at events and activities to drive up engagement and make First Direct the best place to work. They have a Best Place to Work team designated to making coming to work at first direct a fantastic experience. Some of their previous events have included a football themed month to tie in with the World Cup which saw an inflatable table top football in the car park, a keepie uppie challenge with giant sized footballs across departments and a Wag Week with a nail and beauty bar and beauty gift stalls to appeal to their female population.

FGA UK have a Business Integration Committee who have introduced a project to establish and reduce FGA UK's carbon footprint in conjunction with "Good Business" in line with their position as the Car Manufacturer with the lowest Co2 emissions in industry. There is also Eco-Drive which is a unique technology that is designed to monitor and modify driving habits and behaviour of owners of FGA products.

FGA UK have a Business Integration Committee who have introduced a project to establish and reduce FGA UK's carbon footprint in conjunction with "Good Business" in line with their position as the Car Manufacturer with the lowest Co2 emissions in industry. There is also Eco-Drive which is a unique technology that is designed to monitor and modify driving habits and behaviour of owners of FGA products.

Fast Track Sales Ltd hold several company team events including an annual "sports day" and BBQ in October and an annual Christmas Party. They also have at least one other business focused but interactive fun away day each year. They also endorse and take part in office organised initiatives such as a charity fund raising. Fast Track Sales Ltd also support their company sports teams such as their netball and football team by contributing to their subs.

Fast Track Sales Ltd hold several company team events including an annual "sports day" and BBQ in October and an annual Christmas Party. They also have at least one other business focused but interactive fun away day each year. They also endorse and take part in office organised initiatives such as a charity fund raising. Fast Track Sales Ltd also support their company sports teams such as their netball and football team by contributing to their subs.

The Customer Care Centre (one of the top 50 in the country) recognises colleague of the month as do other business units. Family Mosaic have an immediate bonus system which recognises great performance or cost saving initiatives. Amounts of £50 - £500 are paid out. More than 20 have been paid out after only 6 months of the year. Rewards for ideas or innovation are recognised in the Spot Bonus.

The Customer Care Centre (one of the top 50 in the country) recognises colleague of the month as do other business units. Family Mosaic have an immediate bonus system which recognises great performance or cost saving initiatives. Amounts of £50 - £500 are paid out. More than 20 have been paid out after only 6 months of the year. Rewards for ideas or innovation are recognised in the Spot Bonus.

To ensure that employees feel they are rewarded for their efforts there is an employee of the quarter and staff bonus scheme. F M Conway encourage employees to use their holiday entitlement, they monitor working hours and provide additional part time, temp assistance when required. They discourage a long hours culture.

To ensure that employees feel they are rewarded for their efforts there is an employee of the quarter and staff bonus scheme. F M Conway encourage employees to use their holiday entitlement, they monitor working hours and provide additional part time, temp assistance when required. They discourage a long hours culture.

Experien QAS have participated in two Experian management training programmes for their senior managers (Inspire) and their managers (Engage.) They have also trained 4 senior HR professionals in facilitating 360 degree feedback qualifications so they could roll this out to support all their managers. Experien QAS encourage managers to network and attend relevant management seminars. They also hold an offsite 2 day management meeting once per year with colleagues from the international Experian QAS offices. HR also regularly run bespoke workshops for managers as relevant to their current needs eg Capability workshop or Performance Appraisal workshop.

At Experian QAS a specific departmental entertainment allowance of £8 per month per head is provided for teams to spend time together participating in an activity or just socialising to help foster team spirit and working together. This budget is often used with other departments to encourage cross departmental working and to reinforce their culture of people enjoying working together and having fun too. For example, teams might go bowling or attend a comedy night together. At their National Company Meeting this year they had a company wide team building challenge - this was run by the Guinness World Records and consisted of team challenges at the tables staff were seated at during the day and then a company world record attempt!

At Environmental Business Products employees raise money for charities doing various events. This money is often matched by the company. Their Quality Team regularly work on how the company maintains its zero landfill policy and environmental systems. They are conducting a carbon footprinting assessment to see exactly what their carbon output is and their company is based on the reuse of already existing products. They have ISO accreditation for Quality and Environment and to date they have saved 50 million inkjet cartridges from landfill, by collecting them through their recycling schemes for reuse through remanufacturing. Through their recycling schemes Each One Counts and Support Your School, they promote environmental good practice to the general public as widely as possible and offer a free service where they pick up empty cartridges from addresses all over the UK or send free post recycling bags out to the public to post their items back to them.

At Environmental Business Products employees raise money for charities doing various events. This money is often matched by the company. Their Quality Team regularly work on how the company maintains its zero landfill policy and environmental systems. They are conducting a carbon footprinting assessment to see exactly what their carbon output is and their company is based on the reuse of already existing products. They have ISO accreditation for Quality and Environment and to date they have saved 50 million inkjet cartridges from landfill, by collecting them through their recycling schemes for reuse through remanufacturing. Through their recycling schemes Each One Counts and Support Your School, they promote environmental good practice to the general public as widely as possible and offer a free service where they pick up empty cartridges from addresses all over the UK or send free post recycling bags out to the public to post their items back to them.

Enotria Winecellars Ltd provide internal awards to their employees to recognise employee's contributions. They have Annual Company Awards where they recognise exceptional performance as well as recognising important employee milestones by presenting length of service awards and gifts. Instant Recognition is given to colleagues in the form of Team/Department awards from Line Managers. They also have a Suggestion Scheme which is both intranet and paper based which offers rewards for ideas or innovation.

At Enotria Winecellars employees vote every year for their choice of Christmas Party; informal or formal. They hold a summer Event/Party and this year they had the first “Enotria Sports day and BBQ Event”. On the last Thursday of every other month they hold “Social Thursday” it is always themed to add the fun element. People from across the business get involved by cooking and baking. Some of the events they have had so far are: The French Edition, The Pub Quiz to raise money for the British Heart Foundation Event, Spring is in the Air, The Spanish Edition, Chill'n & Grill'n the BBQ Edition and Go-Pink-Enotria to raise money for Breast Cancer UK.

They have an on-line resource centre for managers with “how do I” guides and webinars and support their people managers undertaking external People Management related qualifications. 360 feedback is offered to all employees at all levels and includes a 2 hour coaching session with an internally accredited coach who also provides career coaching. They have management forums such as the monthly District Managers' meeting development and information sharing event and their high potential employees are segmented by career stages to enable differentiated development experiences to be offered. Emerging leaders attend their annual High Contributors Programme at Cranfield University over a 5 month period. Mid-level high potentials attend Sustaining High Performance at IMD Lausanne and executive level high potentials attend their Executive Leadership Development Programmes.

EMC recognises exceptional performance twice annually at the Company Kick Off. On an annual basis, EMC Corporation hosts the President's Award which recognizes an employee or team who have demonstrated exemplary efforts in achieving results that further EMC's vision and mission. EMC's “Commitment@EMC” initiative celebrates and recognizes employees who demonstrate loyalty, dedication, and commitment to EMC at the key milestones. “Excellence@EMC” initiative allows employees to recognize and reward other employees for superior performance and employees can access the Excellence@ EMC gateway located on ChannelEMC enabling them to send thank you e-cards. EMC's annual global Innovation Conference harnesses the collective power of there employees' talents to help shape EMC's future offerings.

Douglas & Gordon use psychological profiling for all staff and train Managers in interpreting the results. External coaches are employed for all levels of staff and 3 day courses were held this year for all Managers.The Company support and enhance the development of people managers within their organisation by taking feedback from each Manager's team as part of the regular review process and provide the Manager with any necessary further coaching/training.

The Managers at Douglas & Gordon Limited work in open plan offices alongside their team .The Managing Director & HR Director meet most employees individually every 6 months to review their performance and aspirations.The Chairman and Manging Director also often visit offices and departments informally and are available for specific meetings on short notice on request. The Managing Director also provides a regular article for their in house magazine.

Dolphin recently invited a group of trainers from Africa over to receive a week of free training in conjunction with sight savers. Dolphin tries to ensure their environmental impact is kept to a minimum, they also have 'green police' in each office, responsible for ensuring people use the correct bins to allow recycling of rubbish. The company keeps a close eye on the amount of rubbish sent to landfill each year. By doing this they have managed to more than halve their amount over the last 6 months. They also try to ensure offices are not heated or cooled above or below 22 degrees and encourage people to switch things off at night, or when they are not needed.

Employees are given a small pension contribution and the teams success is often celebrated informally. All employees who worked on the last product release were taken out to celebrate the release and to thank staff for their efforts. Dolphin has recently begun to invest heavily in its people through learning programmes, in recognition of the fact that people drive the success of the organisation. Employees are encouraged towards continuing professional development and are free to request training in consultation with their manager at any time.

Direct Life and Pension hold several events throughout the year these include the Christmas party, team nights out, bowling night, quiz night and a barn dance. The company also have a team incentive budget for their staff.

Staff are able to request flexible working particularly regarding parenting and school holidays. Some staff work different shifts as the company are open from 8am to 9pm and on Saturdays. Staff hours are monitored by team leaders and managers. There is flexibility and understanding with regards to personal issues, time off in lieu is also available at the discretion of the manager. Direct life and Pension also supply fruit instead of vending machines. The staff have regular health and wellbeing weeks and free gym membership.

Staff can choose benefits which match their personal lifestyle needs. Employees are able to make "lifestyle changes" at appropriate times. Regular benefit workshops are held to inform employees of additional benefits and discounts available. They also hold a winter ball celebration and they have an annual award ceremony where they celebrate those members of the team that have "lived" the values and who have contributed "over and above". The ultimate winner relieves a prize of £2000. They also recognise performance through merit increases. A high proportion of their employees are rewarded through a bonus, commission and incentive scheme.

Staff can choose benefits which match their personal lifestyle needs. Employees are able to make "lifestyle changes" at appropriate times. Regular benefit workshops are held to inform employees of additional benefits and discounts available. They also hold a winter ball celebration and they have an annual award ceremony where they celebrate those members of the team that have "lived" the values and who have contributed "over and above". The ultimate winner relieves a prize of £2000. They also recognise performance through merit increases. A high proportion of their employees are rewarded through a bonus, commission and incentive scheme.

Every other year managers receive formal employment law training which offers practical guidance on topics such as managing performance and absence within a legislative framework. This type of training gives managers important information and knowledge as well as building confidence to be able to know how to deal with situations in a constructive manner and following best practice guidelines. For newly appointed managers they offer either external training on the basic principles of management or depending on the volume of new managers the Company runs internal sessions called "Management Basics" - topics include appraisals, tips on motivation and having difficult conversations.

Every other year managers receive formal employment law training which offers practical guidance on topics such as managing performance and absence within a legislative framework. This type of training gives managers important information and knowledge as well as building confidence to be able to know how to deal with situations in a constructive manner and following best practice guidelines. For newly appointed managers they offer either external training on the basic principles of management or depending on the volume of new managers the Company runs internal sessions called "Management Basics" - topics include appraisals, tips on motivation and having difficult conversations.

C&W has traditionally placed a significant emphasis on creating an environment that is fun to work in. Events this year which have contributed towards this include; All UK staff summer drinks party held at The Kensington Roof Gardens in September; Sponsored Pilates lessons are run in the Portman Square office on a regular basis, and are always over-subscribed; Team Away Days eg. Punting in Cambridge, School Race Day and Pub Quiz, Inter-Team softball match followed by drinks and pizza and a LondonTreasure Hunt followed by a drinks reception and dinner.

C&W has traditionally placed a significant emphasis on creating an environment that is fun to work in. Events this year which have contributed towards this include; All UK staff summer drinks party held at The Kensington Roof Gardens in September; Sponsored Pilates lessons are run in the Portman Square office on a regular basis, and are always over-subscribed; Team Away Days eg. Punting in Cambridge, School Race Day and Pub Quiz, Inter-Team softball match followed by drinks and pizza and a LondonTreasure Hunt followed by a drinks reception and dinner.

Escalate is their in house talent development scheme. All staff are enrolled into Escalate which is a structured development programme for all levels to encourage life long learning and promotion of skills within the business. They have recently launched their 'mentoring scheme' - all employees were given the opportunity to apply for the scheme and 12 have now been chosen to be mentored by the directors of the group.

All employees are encouraged to maintain work life balance - employees are encouraged to request flexible working practices to fit in with their lifestyle and family needs. All staff attend stress awareness training and all staff have access to occupational health services.

There is pay/support for external management qualifications. Crayon run courses on managing people. There is internal management development training where Managers are trained through feedback and external trainers. 360 feedback is given through the appraisal system. There is a buddy system in place for internal coaching/mentoring. There is one to one coaching sessions for managers through external coaching/mentoring. Many managers belong to groups of senior managers in their disciplines.

Some team events include inter agency softball, karaoke, company drinks and weekend to Spain. The company work away weekend is a way to encourage cross communication across and within departments, as well as encouraging integration for new joiners with other members of the agency.

CHG has established robust systems of training and personal development in operation. This is underpinned by a rigorous system of planning, delivery and evaluation of training programmes which help inform future training decisions. Investment in staff is delivered through various methods of training e.g. courses, professional qualifications through day release, open university or night school, personal development and on the job training/induction.

Management tool kits/resources are included in the Performance Management Appraisal System. People Managers have management training NVQs and professional qualifications which are paid for and support by CHG. There is an on the job training buddy/mentor allocated to all new staff as part of their induction. Housing Diversity Network Coaching and Mentoring Programme is offered to all staff.

Everyone is assigned to a HR business partner. Each and every people manager receives some level of leadership and management development, through workshops, 1-2-1 feedback sessions and coaching. Directors train as mentors & coaches and middle managers are trained to coach and give side by side coaching.

The senior management team at Computer 2000 encourage a culture which is open and transparent. Directors work in teams and put themselves forward for 'pranks' such as the gunge tank, year end videos and parties. Management speak from the heart and are genuine, open, direct, honest and demonstrate humility in their communications. They personally recognise individual contributions and long service demonstrated most recently by personally arranging for bosses to fly in from Canada, USA, Germany and France for a presentation to an employee that had worked with the company for 25 years.

Coleg Morgannwg prides itself on having an effective approach to reward, recognition and health & well being. With regard to remuneration the college has a robust, fair system for the assessment of salary for academic staff. They have a policy and process for the re-grading of support staff. They continue their work in relation to the health & well being group to further embed healthy working practices in the college. They ensure that all managers are aware of the opportunities to nominate staff members for various awards and recognition for their contribution.

Funding is allocated to ensure that the development needs of staff meet organisational aims and objectives and that they have priority. The continuous personal development needs of staff are recognised and will be supported. If a particular course does not relate directly to a specific job role a contribution to the costs of training may be requested. As well as external trainers the college will also use internal staff. Some of the courses that Coleg Morgannwg offer are, deaf awareness, drug awareness, ECDL, bullying and harassment and Indian head massage.

A suite of training courses exist to enable people to develop and enhance their management skills. There is internal coaching/mentoring provided by Line Managers. External coaching/mentoring is provided by Keele University. There are other peer support opportunities in the form of seminars/managers forums. A basket of forums exist such as the Management Forum, Staff Meetings and Focus Groups which provide peer support and knowledge sharing opportunities.

A suite of training courses exist to enable people to develop and enhance their management skills. There is internal coaching/mentoring provided by Line Managers. External coaching/mentoring is provided by Keele University. There are other peer support opportunities in the form of seminars/managers forums. A basket of forums exist such as the Management Forum, Staff Meetings and Focus Groups which provide peer support and knowledge sharing opportunities.

Employees are very personally involved in the organisation's efforts to support charities. It is employees who nominate and organise the charity events with the support of the company. Employees spend a lot of their spare time each month baking cakes for the monthly charity days. Employees often come up with unique, fun ways to raise additional funds like bacon buttie sales, BBQ food for sale or fun runs and charity bike rides, raffles and games or quizzes. CHL likes to take suggestions from members of staff about how to improve CHL's environmental efforts and when suggestions come through they are quick to investigate these and take them on board where they can. There is a sense of team responsibility for being environmentally friendly and CHL has a conscience in this area.

This is one of the few companies where the values represent what actually happens on a day to day basis. All at 'Team CHL' through all levels are equally important in terms of their performance in their specific role. By creating a culture in which mutual respect is more than a PR aspiration, CHL have a place which feels like a co-operative. Staff at CHL are truly passionate about the success of the business and feel proud that they have personally been involved in what is considered a very successful business by its peers in the mortgage industry.

Chester & District Housing Trust support a community enterprise scheme to refurbish broken electrical goods. They have supplied a house to a local charity as a demonstration house of simple methods to save energy and reduce CO2 emissions. They use this to involve local residents in environmental projects. They have also installed solar panels to rural homes that are isolated from the national gas supply. All new homes that are built are designed to meet very high environmental standards. The support and improvement of the communities in which they operate is a fundamental commitment of the business.

The CEO of Chester & District Housing Trust is described as open and approachable, and a charismatic and inspirational leader. He often delivers briefings and encourages feedback and has a regular internet blog. All managers at Chester & District Housing Trust are easily accessible and all offices are open plan.

Chandler Chicco has offered over 25 group training sessions to their staff in 2010. With regards to individual training and development they have supported over 50 different trainings, including supporting professional qualifications. CCC continues to run our successful innovate and eat sessions for staff. This forum is used for people to share key learning and experiences with other team members. As they don't have job titles individuals are recruited on a skills basis which encourages teams to learn and interact on a daily basis. The company have a unique 360 online appraisal system which is twinned with a professional mentor scheme.

Chandler Chicco has offered over 25 group training sessions to their staff in 2010. With regards to individual training and development they have supported over 50 different trainings, including supporting professional qualifications. CCC continues to run our successful innovate and eat sessions for staff. This forum is used for people to share key learning and experiences with other team members. As they don't have job titles individuals are recruited on a skills basis which encourages teams to learn and interact on a daily basis. The company have a unique 360 online appraisal system which is twinned with a professional mentor scheme.

CEL Group introduced a salary sacrifice Cycle-to-Work scheme through the online flexible benefits system. A core benefit for all employees is free private medical insurance for themselves through the online flexible benefits system. However, they can extend this cover to their dependants or family at corporate rates if they so wish. CEL Group encourages all staff to have regular eye examinations and fund their eye test through an eye care voucher scheme. They allow employees to flex their start and finish times. Through the online flexible benefits systems employees can opt to buy or sell up to 5 days holiday per year.

Several employees have studied for and achieved the NEBSM qualification and ILM Certificate in First Line Management. CEL Group introduce Line Managers and train them in the use of the new appraisal system and documentation. Line Manager workshops cover, amongst other things, their responsibilities in respect of people they manage. Senior Management Team is required to give 360 degree feedback to their peers. The Group Marketing Manager acts as mentor to marketing personnel and the Finance Director acts as mentor to several members of the senior management team.

Some examples of team activities that CCHA have are bowling, the Christmas party, celebratory events, bring your family to work days. At the Staff conference there is a theme of working together, a networking workshop with external expert/internally and externally, they look at the staff survey and look at current events and changes.

Some of the training activities CCHA carry out are core training - role specific, external qualifications, external training relevant to roles and customer services training. Formal qualifications supported either through time off, funding or other resources are Chartered Institute of Personnel and Development, Chartered Institiute of Housing, Degree and Masters qualifications, National Vocational Qualifications and Learning Academy.

Annual prizes awards for exceptional performance, nominated by Heads of Department and other members of staff. The categories presented are for academic staff, teaching quality, innovation in teaching, research quality, success with research income generation. For professional staff, customer service award, going beyond the call of duty, profiling raising for the school and professionalism. Each prize is worth £1,000 net. Successes are also recognised and communicated through company newsletters and all staff meetings. Prizes are also awarded to academic staff that publish in the top academic journals

Annual prizes awards for exceptional performance, nominated by Heads of Department and other members of staff. The categories presented are for academic staff, teaching quality, innovation in teaching, research quality, success with research income generation. For professional staff, customer service award, going beyond the call of duty, profiling raising for the school and professionalism. Each prize is worth £1,000 net. Successes are also recognised and communicated through company newsletters and all staff meetings. Prizes are also awarded to academic staff that publish in the top academic journals

Best Buy Europe is a family and they love to celebrate their achievements and get to know their colleagues across the UK. The Best Buy Europe Ball 2010 was the biggest corporate event of its kind in Europe and was attended by more than 7,000 colleagues. The Hollywood themed 'Premiere' was held at London's Excel Centre and featured performances from N-Dubz, Little Boots and Tinchy Stryder. Each colleague was sent their own personal invitation as a thank you for all their hard work, dedication and support over the past year.

The Carphone Warehouse have an internal training academy and they run workshops on a bi-weekly basis in their support centre. Topics include Problem solving, Insights discovery, Time management, Influencing skills. They have also designed a two day management development programme in partnership with Lane 4 Managing the Best Buy Europe Way Managing the BBE way is delivered in the UK by the MD team. Any people managers from CPW or Best Buy can attend. The workshops run each month, at locations across the country. This is an exciting programme, that will challenge every leader and allows the freedom and openness to take your own personal plans and tactics back to your team

CRUK give merit based salary awards and bonus payments to their staff, the latter is based on a mix of company and individual performance. When staff have achieved 10 years service with CRUK they receive a certificate and pen. After 25 years service, they receive a £400 gift voucher and a certificate. They also include all those who have achieved a service milestone of 10 or 25 years plus in a celebratory lunch. Staff can receive up to £25 in John Lewis vouchers as a “thank you”.

The event that staff are taking part in this year is Race for Life. They also take steps to recycle office based materials such as paper, plastics and ink cartridges and the staff in the lab recycle solvents. They are moving to new offices with CRUK situated at the Angel in Islington. This will consolidate all office based activities in one place reducing their carbon footprint. CRUK encourage employees to use public transport whenever feasible and they operate a cycle purchase scheme for those who wish to cycle to work.

An environment project team has just been established as part of the Lean initiative headed up by the Hygiene Manager. He and the Operations Manager have already introduced a number of initiatives to increase their recycling streams e.g. waste paper collection bins, plastic baling, metal collection. In addition they have been working with the Carbon Trust to identify means of reducing our Carbon Footprint.

There is an attendance bonus scheme for everyone who hasn't had a day off sick in a year. They get a cheque for £125. They also get entered into a draw and the winner receives £1,800 in addition to the £125 and the runner up receives £600 in addition to the £125. Once an employee has been with Cambridge for 3 months, take along 3 payslips and are given a card for the company shop. They can then purchase food and health and beauty products such as Marks and Spencer food and big bags of sweets!

Cambian provide several events throughout the year for their staff some of these include the Christmas party and sports day. Staff at Cambian also receive a dinner on achievement of their targets. Staff are provided with clinical away days, manager meetings and evenings.

Cambian provide support for their managers through appraisals and coaching with their HR manager, specifically for HR related processes. Support is identified on an individual basis. Managers have the option to attend seminars, managers forums and any other peer support activities that they wish. All facilities have a CPD budget and allocate accordingly.

Business and Enterprise North East have an Environmental Group drawn from a range of staff from across the business who undertake their role on a voluntary basis. Their role has involved the development of the Environment Strategy which sets out their long-term commitment to the environment. It describes success, proposes performance targets and identifies issues and solutions to overcome them and covers, carbon management, sustainable procurement and consumption, protecting the environment and people strategy.

Through their self service HR information system, all employees can access their total reward statement. This provides instant and current access to Information on all aspects including their salary and benefits package. They have an in-house smoke cessation programme delivered by the NHS to help employees quit smoking They have an NHS delivered Weight No More Programme for all staff to promote all aspects of healthy eating and weight Management. In addition they have a food co-op which delivers fruit and vegetables to our HQ office on a weekly basis. As part of our wellbeing week, we have held food cookery demonstrations to promote health eating options and dishes and our staff cafe sells healthy food options as part of its menu range.

When employees deserve recognition for high achievements then the Department Head or in some cases the Managing Director will send out a communication to the company to recognise the achievement and ensure that the individual's contribution is highlighted to their colleagues. Ad-hoc bonuses are also used where particularly good work has been done. For example, when ISO 9001 accreditation was achieved, the employees who completed the project were given an additional bonus. Ad hoc bonuses have also been paid out for exceptional sales achievements.

The Leader knows who everyone is and knows a lot about them. He cares very much for them as individuals and has shown his support in numerous ways over the years in times of personal troubles as well as professional difficulties. He took part in the various fund raising events and could be found in the car park each Monday washing cars with everyone else or collecting the entrance fees at the family day. Everyone enjoys the fact that we do not have a heirarchical approach and the Leader himself is very approachable and very passionate about BRITA and the team.