What are companies doing with regards to 'My Company'

The CEO and his executive colleagues hold an annual road show at 3 venues across the country, meeting with over 1000 people and updating them on business progress, strategy and achievements. The road show is an interactive experience. Business Unit Directors hold Divisional briefings at least once a year. Q&A sessions are key parts of these briefing. A speed dating approach was taken this year with each member of the leadership team spending 5 minutes on a table answering questions before moving on to the next table. All the Company offices are open plan. Executive Committee members also sit in open plan at the Head Office. They have a Company newsletter "TeamTalk". The Executive Committee regularly hold meetings on some of the large projects.

The CEO and his executive colleagues hold an annual road show at 3 venues across the country, meeting with over 1000 people and updating them on business progress, strategy and achievements. The road show is an interactive experience. Business Unit Directors hold Divisional briefings at least once a year. Q&A sessions are key parts of these briefing. A speed dating approach was taken this year with each member of the leadership team spending 5 minutes on a table answering questions before moving on to the next table. All the Company offices are open plan. Executive Committee members also sit in open plan at the Head Office. They have a Company newsletter "TeamTalk". The Executive Committee regularly hold meetings on some of the large projects.

The force encourages and participates in many community focused events such as cricket matches and other community cohesion opportunities which are 'no cost' engagements. The Force has a sports and social club which has a wide membership with a minimal subscription which is active in organising social events such as a recent sports day at Headquarters. On occasions where a specific team are given an award of some description the force supports them in attending the ceremony to collect the award and are accompanied by a senior officer.

The force encourages and participates in many community focused events such as cricket matches and other community cohesion opportunities which are 'no cost' engagements. The Force has a sports and social club which has a wide membership with a minimal subscription which is active in organising social events such as a recent sports day at Headquarters. On occasions where a specific team are given an award of some description the force supports them in attending the ceremony to collect the award and are accompanied by a senior officer.

Volunteering England hold regular support and supervision sessions. Positive feedback and recognition is given in the staff meetings. There are formal appraisals and six monthly reviews. They actively encourage staff to use their volunteering leave and provide advice on the best way to use their leave. Volunteering England monitor their use of energy and use low energy ICT equipment whilst old ICT equipment is given to Computer Aid International for recycling.

Volunteering England hold regular support and supervision sessions. Positive feedback and recognition is given in the staff meetings. There are formal appraisals and six monthly reviews. They actively encourage staff to use their volunteering leave and provide advice on the best way to use their leave. Volunteering England monitor their use of energy and use low energy ICT equipment whilst old ICT equipment is given to Computer Aid International for recycling.

The leadership team are keen to get involved with all employees and are always approachable. The managing directors run monthly meetings where employees can attend and have a coffee and a chat. The managing directors also take part in monthly ‘back to the floor' activities which enables them to keep up to date with any issues employees face.

Employees benefit from free private health care with BUPA and subsidised sports facilities. They also have access to an occupational health centre where employees can gain advice on healthy eating, stress, mental health, exercise and quitting smoking. The organisation is flexible and responsive to changes in personal circumstances.

Unum have a comprehensive salary management policy to regulate how individual salaries are determined and managed on a consistent and equitable basis. They also have a comprehensive reward and recognition framework in place and they monitor the effectiveness of these policies and practices via specific questions in their annual employee opinion survey. They reward and celebrate achievements and exceptional work in a number of ways including quarterly and annual awards, thank you events, where top performers are recognised, and loyalty awards.

Unum have a comprehensive salary management policy to regulate how individual salaries are determined and managed on a consistent and equitable basis. They also have a comprehensive reward and recognition framework in place and they monitor the effectiveness of these policies and practices via specific questions in their annual employee opinion survey. They reward and celebrate achievements and exceptional work in a number of ways including quarterly and annual awards, thank you events, where top performers are recognised, and loyalty awards.

University Campus Suffolk aims to actively engage with the wider community across Suffolk and Great Yarmouth through a range of partnership projects, community activities and outreach work. Community engagement activity at UCS is about communicating and sharing knowledge with the local community, enriching cultural life and providing a service to their communities. The Community Engagement team provide a link to the local community, facilitating projects and events, making UCS accessible to everybody. UCS has brought together a number of staff to form the community engagement team. This group will look at how UCS can centralise the good practice that is currently taking place. Initiatives include supporting community groups with a venue, sourcing purchases locally where possible through small business and they aspire to be an example of good practice in terms of their environmental efforts.

UCS is committed to ensuring an inclusive approach to learning as well as access to employment and progression opportunities. Whatever an individuals role is at UCS, there are a wide range of benefits available to build on the skills staff have and retain high levels of motivation at work, as well as to enhance life outside of work. There is plenty of opportunity for personal and professional growth at UCS. Genuine progression opportunities are available for those that undertake on-going development. UCS recognises that staff have a huge range of skills and strives to develop these skills wherever possible, both in house and externally. UCS staff enjoy a full waiver of fees on all UCS courses, subject to availability of places.

As an organisation, they address the work/life balance through discouraging a long hour's culture. Individuals who work outside of core hours have their hours monitored through site sheets and worked time is added to the HR system. Worked time is unpaid, and then allocated as paid lieu time. To support wellbeing they have an Active Campaign which received recognition at the Construction News Quality Awards 2009. This is a promotion of Health & Safety within the business and it ensures they take their responsibilities at all levels and with all roles seriously. They include families whenever they can, specific examples would be the Dinner & Dancel, Ascot tickets available to family and friends and the Christmas Children's Party which is inclusive of children and grandchildren.

They employ a full time and dedicated Environmental Manager to instigate and drive through new initiatives within the business. Part of that role is to develop a strategy for the company to pursue its sustainability goals and set stretching targets which build upon the annual environmental objectives and targets. They monitor their waste across the whole business. At their offices they monitor electricity, gas and water consumption. They carry out environmental surveys and also have Green House which is an internal green newsletter which is sent to staff via email to promote environmental initiatives, performance and to advise them of the impact of new legislation. At their Head Office they have provided a small waste recycling facility for their staff to utilise, this facility allows for the collection of cardboard, plastic packaging, paper, glass bottles and tetra pack cartons. They also give to charity and match the sponsorship on activities undertaken by the staff.

Managers and directors value their employees and send emails where customer service or performance has exceeded expectations. Length of service is rewarded after 10, 15 and 25 years. They listen and engage with employees through a survey which takes place bi-annually. Company results are published on the intranet which shows previous results alongside current results. The survey results also provide a comparison, where available, to the 'norm'. Department results are fed back by managers via team meetings and all staff are encouraged to submit suggestions for improvements. Results are also included in half yearly presentations to staff.

Managers and directors value their employees and send emails where customer service or performance has exceeded expectations. Length of service is rewarded after 10, 15 and 25 years. They listen and engage with employees through a survey which takes place bi-annually. Company results are published on the intranet which shows previous results alongside current results. The survey results also provide a comparison, where available, to the 'norm'. Department results are fed back by managers via team meetings and all staff are encouraged to submit suggestions for improvements. Results are also included in half yearly presentations to staff.

Managers are provided with toolkits to support them in their roles, the central repository for these is the intranet. To help managers progress, the organisation offers secondments including many cross functional secondments. They have a formal management training plan and all managers in the organisation have received training in managing performance in the last nine months plus their own training needs being addressed. Employees are encouraged to seek 360 feedback as part of the performance management process. Funding for management qualifications can be requested and approved within the professional qualification policy. Managers also attend regular leadership conferences which include learning sessions as well as providing peer support opportunities.

All employees have personal development plans as part of the performance, development, progression and outcomes policy. Through the process top performers are identified and considered for promotion. All employees take part in the core training programme and the organisation offer business specific training, key skills and leadership and management training. Employees outside of the central support teams are supported and required to complete an NVQ3 in Health and Social Care.