Pride Powers Performance

Brit Insurance provides an annual statement detailing a breakdown of all the benefits and compensation individuals receive. They also provide an annual performance review, annual salary review and performance related bonus.

Brit Insurance provides an annual statement detailing a breakdown of all the benefits and compensation individuals receive. They also provide an annual performance review, annual salary review and performance related bonus.

For those employees who need to work from home occasionally, laptops and blackberries are provided. The firm's policy is that everyone works in the firm's offices as members of a team, unless there is no alternative, to foster a sense of community and discourage long hours working. In this way Bristows aim to decrease the incidence of depression, isolation and anxiety. Opportunities to work flexibly are widely taken up by staff in all employee groups.

For those employees who need to work from home occasionally, laptops and blackberries are provided. The firm's policy is that everyone works in the firm's offices as members of a team, unless there is no alternative, to foster a sense of community and discourage long hours working. In this way Bristows aim to decrease the incidence of depression, isolation and anxiety. Opportunities to work flexibly are widely taken up by staff in all employee groups.

BCS LLP again were awarded the gold award again by Payroll Giving UK. They have a 22% participation level at present which is a real achievement in the current climate. They are also unique in that the Firm's charity of choice is voted on and actioned by their people and not by the Board for Business Development reasons. BCS LLP is also recognised as an expert in the charity legal sector by both the Legal 500 and Chambers and Partners. BCS LLP also carry out a great deal of pro-bono work. BCS LLP also have charitable organisation who use their client suite offices free of charge to hold their meetings. They also carry out the administration of charitable donations for a number of their charity clients.

BCS LLP operates a Staff Bonus Scheme. Essentially, if the Firm hits its financial target then each member of staff receives a share of those profits. This demonstrates to their people that they truly believe that they play a part in the success of BCS LLP and if they are to action those beliefs then they should be rewarded for the success of the firm as a whole. Employees are eligible to join the Scheme the moment that they join the Firm and should a bonus be payable, receive a pro-rated payment to reflect their contribution. The staff bonus ensures that individuals working towards a collective goal are rewarded.

An open door policy is in operation and Directors work in open plan environments at Head Office and the majority of site offices. The Directors are very visible in the organisation. They carry out regular site visits and attend all regional meetings and social events. Regular cluster and regional meetings are held where employees can ask the Directors questions

Employees are encouraged to gain further personal development and offer support in gaining external management qualifications such as Accounts CIIPD. They also hold quarterly meetings for property, regionals, centre managers and attend trade conferences & exhibitions.

Employees are encouraged to mix with other departments through team building events and celebrations. Past events have included a masquerade ball and a summer day out which was extremely successful and received great feedback from employees. The day consisted of a BBQ, tug of war, football and space hopper races.

Employees are encouraged to mix with other departments through team building events and celebrations. Past events have included a masquerade ball and a summer day out which was extremely successful and received great feedback from employees. The day consisted of a BBQ, tug of war, football and space hopper races.

Employees may undertake a range of training activities from Managing & Motivating Staff, Client Handling Techniques, Selling Skills and Time & Project Management. The whole focus of their annual appraisal system is to challenge and enthuse staff to create their own “luck” and opportunities and they are open to suggestion from employees regarding their own development. Those with an interest in networking, membership of industry bodies, or in a specific business sector are encouraged and where appropriate, financially supported to pursue this. Younger staff are also encouraged to “shadow” more experienced staff and to attend networking, pitch and new business opportunities to advance their skills and experience.

An annual bonus system is in operation and is based upon three criteria; Innovation – business development and process improvement, Satisfaction – retention of clients and quality of relationships with peers, Financial – meeting financial targets. All employees have a “BIG boasting sheet” where they are encouraged to record their evidence under these categories throughout the year. They are also regularly rewarded on an ad hoc basis, with champagne or a meal out with their partner for service/ results/dedication above and beyond the call of duty at the directors' discretion.

Career development frameworks are in place for all staff including lawyers, secretaries and business services teams. The framework clearly sets out what individuals should be doing in their current role and what they should do to develop and gain promotion to the next level. There are broad salary bandings and individual performance determines where in the band employees sit. Exceptional merit bonuses are often awarded. The organisation work in a busy environment and reward staff for their contribution by an additional day's holiday over the Christmas period, an early finish on your birthday and time off in lieu as appropriate i.e. at the end of a deal.

Career development frameworks are in place for all staff including lawyers, secretaries and business services teams. The framework clearly sets out what individuals should be doing in their current role and what they should do to develop and gain promotion to the next level. There are broad salary bandings and individual performance determines where in the band employees sit. Exceptional merit bonuses are often awarded. The organisation work in a busy environment and reward staff for their contribution by an additional day's holiday over the Christmas period, an early finish on your birthday and time off in lieu as appropriate i.e. at the end of a deal.

Beckton, Dickinson UK recognise employees' contributions by the following; Local Awards Sales Person of the Year and Customer Representative of the Year. Associates can also recognize their colleagues instantaneously after a job well done or simply thank one another by handing out little recognition token cards called ‘Fish Cards'. These cards are available to everyone and the card giver highlights the reasons why he/she is presenting the card to the receiver. BD-UK also have a Special Achievement Recognition Award or SARA which is a programme designed to recognise associate/s that make meritorious contributions that exceed performance and service expectations.

Becton, Dickinson UK Ltd globally focuses its philanthropy outreach and community relations programs in areas where BD-UK can initiate the greatest impact supporting international immunisation campaigns, promoting healthcare worker safety, raising awareness of pandemic diseases, providing disaster relief and much more. BD's community relations and philanthropy programs allows it to pursue its purpose of “Helping all people live healthy lives” through longstanding relationships with non profit organisations.

Aside from the intrinsic reward of working on quality architectural projects BDP's people receive monetary rewards in line with market rates that reflect their own contribution and the contribution of their part of the firm to the success of the organisation.

Aside from the intrinsic reward of working on quality architectural projects BDP's people receive monetary rewards in line with market rates that reflect their own contribution and the contribution of their part of the firm to the success of the organisation.

As part of this organisations annual personal performance review process in which all employees at all levels undertake an individual appraisal, a review is undertaken following the receipt of performance ratings to identify whether to provide Merit Awards to employees. Merit Awards are permanent uplifts to salary, and are achievable through very good or exceptional performance throughout the previous year. Any awards of this nature are considered and approved by the entire senior management team.

Balfour Beatty Plant & Fleet aims to support a good work/life balance, opening up the ability to request flexible working to all employees and remaining flexible in the way it supports individuals throughout their time with the business. They have recently introduced a Wellbeing Working Group, involving employees from across the company to put proposals to the board on initiatives that should be put in place for the benefit of employee wellbeing.

Although there is no specific budget Azzurri does hold social events to increase team spirit which are fun including a bowling night, ‘Azzurri's Got Talent', a charity fundraising barbeque and quiz nights along with annual Christmas parties.

Although there is no specific budget Azzurri does hold social events to increase team spirit which are fun including a bowling night, ‘Azzurri's Got Talent', a charity fundraising barbeque and quiz nights along with annual Christmas parties.

All of the companies 4 London charities were given £10,000 each plus Railway Children to which 50% of their Corporate Responsibility budget is donated. The company also have money tins throughout the building, sponsored sleep outs, quiz nights and pennies from heaven donations. Employees also undertake individual activities including a Trailwalker event where employees walked 100km in 3 days and Cookery workshop with the Kids Company.

As part of the companies Talking Talent framework they have ‘Voices 360', which is a feedback tool developed and used within their Leadership tool. The company also offer programmes in coaching, mentoring and leadership as part of this framework. The company are also open to individual employee development and all requests for qualifications are looked at on an individual basis and agreed when appropriate.

Excellent work is highlighted at staff quarterly meetings as are employee promotions. All-staff quarterly meetings are hosted by their CEO and company update emails from the CEO keep them informed of their progress. Avanti actively welcome new joiners and all new starters are introduced at the staff meetings and an email is circulated introducing them and their role to everyone. Avanti also have an intranet for all employees. They are also introducing a SharePoint based, file sharing infrastructure for all staff to be able to access information through one portal.

The leader of Avanti is an inspirational entrepreneur and leader who paints his vision clearly so that their people understand and act to deliver. He is also present at an all-staff quarterly meeting that ends with a Q&A with him. All senior team members manage by walkabout. Being a workforce of less than 100 with most based at the Head Offices, they all work closely with each other, especially their Senior Management Team

Autodesk is part of an extremely competitive global business environment. Their continued success as an organisation is dependent upon their ability to hire and engage great people throughout the world whose talents allow them to produce the best products and deliver the best solutions in the industry. There are many elements, like compensation and benefits, work environment and time off, that enable them to convince extraordinary people to decide to seek them out and once at Autodesk, stay with them. Their Total Rewards programmes are designed to help Autodesk accomplish their goal of attracting, retaining, and engaging the very best employees.

One Autodesk employee "banked" their volunteer hours and spent some time participating in a volunteer program in Salvador, Brazil. The placement was working at a Sisters of Charity day care centre in one of the favelas (shanty town) on the outskirts of Salvador. These centres were set up through Mother Teresa's mission to care for the poorest children in the community and provide them with food, shelter and love. The employee's role at the centre was to help with feeding, playing (using development activities as far as possible) and washing. Other employees have participated in career coaching and workshops in local schools and community centres.

AoC is flexible and allows employees to work from home on an occasional basis to accommodate personal appointments/deliveries etc. Their IT system allows full access to the office systems remotely and makes this a realistic alternative to being in the office. The company also ran a practical session on Stress Relief at the recent all staff away day, understanding the importance of maintaining a healthy work/life balance.

AoC is flexible and allows employees to work from home on an occasional basis to accommodate personal appointments/deliveries etc. Their IT system allows full access to the office systems remotely and makes this a realistic alternative to being in the office. The company also ran a practical session on Stress Relief at the recent all staff away day, understanding the importance of maintaining a healthy work/life balance.

To ensure employee recognition the organisation have a Team of the Month award nominated by fellow colleagues, they also have a The Team of the Month award funds are provided for the winning team to go out on a social event of their choice. At Directors discretion other team rewards/bonuses may also be awarded. Team building events occur 3-5 times a year. Most recently the Senior Leadership Team undertook ‘Insights' training to consider how they work together and interact as a team. This programme involved a number of team building sessions. The 'Work in the Community' initiative was also attended and proved to be a fabulous team building event.

Within the community Apex recognise that as an 'employer of choice' they must develop their standing as a responsible business. They recruit locally through the Job Centre and local advertising. They enable employees to undertake voluntary activities through their 'Working in the Community' initiative and support lots of charities through financial donations and other fund raising activities. Wherever possible they source from local suppliers and service providers who they treat fairly at all times. To promote local businesses they also have some local discounts negotiated and they have specifically targeted smaller local businesses and charities to support with our 'Working in the Community' work. .

The company ensure that they explain to employees why they have the budget for pay and bonuses. Angel Trains reward their high performing employees well, aiming to pay upper quartile compensation. They also offer competitive benefits including a defined benefit pension scheme or 15% contribution of salary, 30 days holiday for most employees and free permanent health insurance. Average training spend in the UK tends to be £300 per head, whereas in Angel Trains it averages over £1,800 per head.

Senior managers and the executive attended a 'fit for leadership' course which includes a full health assessment. All staff are offered discounted health screening through BUPA. If employees have a medical appointment they are given flexibility to attend. Angel Trains actively encourage a good work/life balance. They offer flexible working to accommodate personal circumstances. Angel Trains also hold a learning lunch, where they had a nutritionist come in to talk to employees regarding their general health and ways to manage stress. They offer a free employee assistance programme for employees to call for confidential advice. The company are also involved in the cycle to work scheme.

The company encourages participation in the FitNut Challenge which is a programme aimed at encouraging employees to take an interest in their own health and wellbeing. The FitNut Challenge is a team-based healthy eating and exercise campaign where individual participants improve their ‘feel good factor'. It kicks off with each person having their weight, height, blood pressure and body fat ratio recorded. Over the subsequent two months they are provided with a weekly newsletter outlining a diet and exercise regime. The team or person with the greatest improvement then selects a charity to receive a cash donation.

Aker Solutions reward strategy is based on their people policy. The policy expects the organisation to target reward systems to ensure a high performing culture. They reward people through a variety of means. Their base salary now includes any car allowance, meaning a higher salary for pensions and other salary-related benefits. They provide a varied range of benefits that aims to provide for all generations, including childcare vouchers, maternity and paternity schemes, bicycle voucher scheme, on-site gyms, occupational health provision, pension provision and other supporting insurances for people.

?What If! have developed a work experience programme that means they are committed to giving the opportunity to young people in the local area to apply for work experience at ?What If! They have a policy to make sure that they avoid nepotism from the children of clients or our families. They are committed to helping young people to have a start in a company like ours who do not have any contact in this industry.

?What If! are firm believers in sharing profit amongst their people. Every year the Holdings Board agrees the financial plan and the level at which they can trigger the employee profit share. Last year the whole company benefited from 4% profit share of their salary. They are hoping to pay 4% this year depending on how they finish the year. At Christmas they have previously given people a gift of either vouchers or a box of wine as a special thank you to everyone for working so hard, with a personal note from the CEO included.

The organisation actively promotes a healthy work/life balance and the main centre which is open to the general public closes at 4.30pm. Their core hours are up to 4.30pm and staff are encouraged to finish and get away on time. The company have also just been awarded bronze standard of 'Better Health at Work'. This is a comprehensive facility to help them internally promote the message of better health and help to monitor employees. All elements of wellbeing are covered in the better health campaign, brochures, information leaflets and campaign road shows are available as part of this organisations commitment to better health at work.

People managers within Age UK North Tyneside are constantly reinforcing the values of the organisation to help promote the way in which they look for respect to be given to one and other. Their code of conduct policy also helps to create a way of working which is accepted by all. As part of the sustainability of the organisation and the diversity agenda they apply for grant funding and tender opportunities and a number of tool kits are used to support managers to help them prepare applications which in turn supports their business development and understanding.

Particular work this year has been on the carbon footprint of staff travel. All under desk bins are removed and replaced by recycling centres. Also a "Not In The Bin" scheme to recycle unwanted equipment is in place. They have been running a sustainability training course for all staff for over ten years. This not only addresses specifics but also deals with the broader context so people really understand the issues.

Staff are involved in regular events held by the Chief Executive. There is also a rolling piece on the front page of the intranet and a rolling Chief Exec notice board on which staff can comment. She operates in an open and honest style, not only giving direction but explaining why that is the direction and is as open and honest with bad news as with good. She demonstrates that she really cares about the organisation's mission and is seen to be a member of the team, sleeves rolled up delivering.

The Council's safety adviser gives advice and support for quitting smoking and holds a budget to fund smoking cessation products. We have lunchtime fitness classes at the Council such as ‘gut busters', Pilates and yoga. They have run several health screening days where staff can have their cholesterol, blood pressure, BMI and bone density. They also have a range of flexible working policies including non standard working hours, flexi-time, flexible working for parents and carers and paid time off for urgent family leave. They also hold events such as ‘Bring your children to work' day.

The Council's safety adviser gives advice and support for quitting smoking and holds a budget to fund smoking cessation products. We have lunchtime fitness classes at the Council such as ‘gut busters', Pilates and yoga. They have run several health screening days where staff can have their cholesterol, blood pressure, BMI and bone density. They also have a range of flexible working policies including non standard working hours, flexi-time, flexible working for parents and carers and paid time off for urgent family leave. They also hold events such as ‘Bring your children to work' day.

Warrington recently hosted the English Half Marathon which captured the interest of a number of employees who were able to enter at a discounted rate. There are monthly competitions for staff to undertake with tickets for shows and meals in local restaurants as prizes. The organisation holds an annual staff achievement award programme. This is about service away days where service groups come together away from the workplace to focus partly on the needs of the business and significantly on interaction with each other at work and service priorities.

The organisation holds a ‘Going the Extra Mile' award each month and annual staff achievements awards ceremonies. Employees have access to a comprehensive total reward package which includes a robust pay and grading system, flexible working packages, health and well being initiatives and local supplier discounts. Staff also receive discounted travel via Warrington Borough Transport.

The organisation review their salary structure on a regular basis and deal with anomalies. They also ask for regular feedback through supervisions and balanced scorecard reviews.

The organisation review their salary structure on a regular basis and deal with anomalies. They also ask for regular feedback through supervisions and balanced scorecard reviews.

The company offer continuous professional development, teaching qualifications, industry specific qualifications, professional charterships and working groups. Teams are involved in projects and the organisation have talent management, people strategy and succession planning.

Staff awards are held for customer service, learner of the year, employee of the year and the organisation also have an environmental award. The organisation also has dashboards and share point as corporate communications. Leadership training and development is in place and covers, grievance policy, equality statement, equality and diversity training and dignity at work policy.

The organisation are involved in the ‘Healthy Lives at Work' initiative and this will be rolled out at the new HQ. Employees are given more in depth financial information during staff days to reassure employees of their current financial position against their competitors. Lunch Seminars are in place to provide employees with an opportunity to understand what other departments do and focus groups are introduced and lead by senior managers to understand employee views on survey results and where ROSPA could improve.

The organisation are involved in the ‘Healthy Lives at Work' initiative and this will be rolled out at the new HQ. Employees are given more in depth financial information during staff days to reassure employees of their current financial position against their competitors. Lunch Seminars are in place to provide employees with an opportunity to understand what other departments do and focus groups are introduced and lead by senior managers to understand employee views on survey results and where ROSPA could improve.

They have the "Word of Bod" which is an email based newsletter which is circulated monthly collecting news and events from across the organisation and highlights the successes of individual staffers, teams and young people who come to Fairbridge. As well as celebrating milestone birthdays, births etc... and special achievements such as gaining a qualification or completing a sporting or fundraising event.

Fairbridge holds regional seminars usually every two - three years and a National Seminar which all employees attend over a few days in alternate years. At these events activities such as sports tournaments, dance, quizzes, team building, encouraging employees to mix with others from different teams and job functions. Central Office and Teams also hold their own team away days, for which the focus is fun and team bonding. An example of a recent team away day included a walking tour of the new Olympic site followed by boules in the park and a pub quiz written by Fairbridge team members.

External courses are provided to employees. The organisation also offers internal staff development where staff can pick and mix their programme. Teaching staff are supported in completing a PGCE and given teaching sessions to allow them to complete this successfully. Other qualifications have been supported where staff have been given time off site to attend college or a training venue. The college will also pay a contribution to course fees.

The organisation hold a formal Christmas event for all staff to attend. They also have regular gatherings including visits to the races. They hold an annual awards event and nominations are made by staff, the winners are decided by a panel of judges. The staff social committee receive a budget of £2000 per year to organise events.

The Leader is open and honest, very approachable and informal, feeds back to people, openly recognises good ideas/suggestions, doesn't dismiss the less good ideas/suggestions, gets involved, creating a culture of engagement - bottom up approach.

Some training activities that Sussex Oakleaf's employees might undertake are Corporate Induction Days, Learning about Recovery, Professionalism and Self Awareness, Mental Health Awareness, Train the Trainer, Cultural Awareness, Risk Assessment, Safeguarding Vulnerable Adults, Child Protection, Motivational Interviewing, Managing Difficult and Aggressive Behaviours, Managing Absence, Lone Working, First Aid, Food & Mood, Basic Drug Awareness, Alcohol Awareness, Prevention of Homelessness, The Management LEADER Programme and IT clinics. Formal qualifications can be part-funded by the organisation if identified and agreed through 1:1s/annual appraisal with line manager. Paid time off for study is also available, if agreed with line manager. In house training can also provide qualifications (NOCN/NVQ) e.g. LEAD programme, Peer Support, Train the Trainer.

Strategic Directors have previously run customer excellence Workshops for staff. In addition our Chief Executive holds regular Chief's Chats on issues that may be of concern to staff. There is an open door policy in place at Stratford District Council. The leader has strong integrity and believes in a culture of transparency, openness, fairness and equality for all staff. He encourages flexibility within the organisation.

Strategic Directors have previously run customer excellence Workshops for staff. In addition our Chief Executive holds regular Chief's Chats on issues that may be of concern to staff. There is an open door policy in place at Stratford District Council. The leader has strong integrity and believes in a culture of transparency, openness, fairness and equality for all staff. He encourages flexibility within the organisation.

The organisation hold charity race evenings, cross country runs, dog walks, cakes sales, and talent shows. Horses for Heroes/Help for Heroes are charity's that the organisation support. Often charity's are chosen in relation to specific members of staff, therefore are more personal. Students monitor use of electricity and water and also monitor the amount of recycling that the school undertakes. Paper, clothes, shoes, toner cartridges, pens, mobile phones, jewellery, plastic, glass and cans are recycled. They have also recently installed solar panels when upgrading the heating system, they are the only school in the area to have achieved two green flag awards.

Flowers and recognition are given to staff after 25 years of service. Champagne is given to employees for naming "Spotlight". The organisation hold regular staff meetings to discuss issues and ideas. The organisation are involved with Investors in People and offer counselling for staff. They also have an open door policy of SLT.

As part of their wellbeing programme, which will be launched shortly there is also a facility for employees to complete an on-line healthy living questionnaire survey and this will signpost employees to where they can make improvements in their lifestyle. Employees are able to obtain reduced membership rates at gyms, both private clubs and the Council's two leisure centres. Employees are able to work flexi-time and where appropriate, work from home. There is an employee assistance programme in which employees have access to a 24/7 telephone counselling service. Face to face counselling will also provided where necessary.

The people directorate undertake a 'Team of the month' award. Any officer can nominate a team within their directorate for actions above and beyond what would normally be expected. This can include targets achieved much earlier than planned and teams pulling together. All nominations are discussed at a divisional leadership team meeting and nominees are notified of the result. The award is £50 which is transferred to a nominated cost centre and a certificate which is framed and presented by the Director for People or the relevant Service Director.

Performance recognition is being introduced as is rewards for ideas or innovation. There are increments for milestone recognition and instant recognition is awarded as appropriate. There are long service awards.

The Society has a flexible and pragmatic approach to dealing with staff issues and the philosophy is very much ‘let's find a way to make this work' rather than ‘lets find a way to say no'. In this respect and in many other ways the Scottish SPCA is a ‘Can Do' organisation.

Management tool kits/resources are part of the management training programme. Sandwell offer pay/support for external management qualifications. They currently have a care worker on a university qualification which SCCT is funding. There is also a Management Development Programme. Sandwell offer 360 feedback through Management meetings and personal supervision. Internal coaching/mentoring is undertaken with personal supervision.

Employees only have a contract for a maximum of 37 hours per week. Care Managers can authorise anyone wishing to work overtime for a maximum of 48 hours per week. These levels of work are in line with the European Time Working Directive and are in place to protect Sandwell's employees. Sandwell also employ a staff care counsellor for any employee experiencing specific personal or employment issues. The care counsellor can refer individuals for specialist counselling if necessary. Sandwell also has a specialist occupational health advisor who employees can see or be referred to with any physical or mental health issues.

A Health and Wellbeing group, with representatives from across the council, has recently been formed to look at all areas of Health and Wellbeing. A Health and Wellbeing Fair was held earlier in the year involving a number of local professionals and organisations giving advice and demonstrations on a variety of subjects. As a result of this several further events have been made available for staff including reiki/massage sessions and pilates. It is envisaged that through the work of the Health and Wellbeing Group this events list will grow. Additional health and wellbeing provision includes access to free counselling services, occupational health and the opportunity to pay into the health scheme.

Communication is the key to ensuring employees feel they are rewarded for their efforts and feel valued as part of the organisation. People's contribution to the organisation is recognised and valued. There are celebration awards, a staff suggestion scheme and being informed of the results of any suggestions made and letting staff know their opinions were valued. There is an appraisal system and staff receive feedback from their managers. The Council has adopted a rolling review process for Investors in People to ensure the mechanisms continue to be in place to support staff and let them know how valued their contribution is.

Staff can undertake one volunteering day per year. This can be associated with any RSPB activity, for example working on a reserve, greeting visitors, clearing shrubbery, bird counting. Many staff are involved with other conservation charities and networks, as trustees, local organisers etc and undertake at least some of this in work time.

Staff can undertake one volunteering day per year. This can be associated with any RSPB activity, for example working on a reserve, greeting visitors, clearing shrubbery, bird counting. Many staff are involved with other conservation charities and networks, as trustees, local organisers etc and undertake at least some of this in work time.

QAC have taken a strategic approach to encourage an open culture and enthuse staff to bring forward information and ideas to take the college further forward. For example, an invitation was sent to all staff to send in a personal statement as to why they should be chosen to go to the AOC Conference of the year. There is an open door policy with no appointments required.

QAC have taken a strategic approach to encourage an open culture and enthuse staff to bring forward information and ideas to take the college further forward. For example, an invitation was sent to all staff to send in a personal statement as to why they should be chosen to go to the AOC Conference of the year. There is an open door policy with no appointments required.

The Leader is approachable to all levels of staff within the organisation, proactive in sharing the vision and explaining how all staff fit in, encourages new ideas and initiatives from all staff and sends personal invites to staff to attend corporate events.

There is a reward for presenting ideas about Poplar Harca's Intranet New staff initiative where staff can pitch new ideas and be recognised for the best ones at the staff conference. There are Customer Service awards, HARCA Heroes award for excellent service and a 10-year recognition and Lifetime Achievement award for long service.

Oldham Sixth form college operates an open door policy in operation throughout the college. They also think the leader of the college is always Highly visible and interested/concerned about individuals and their circumstances as well as whole college issues.

Oldham Sixth form college support charitable causes in various ways such as Wear it Pink day, Children in Need, Comic Relief, Cake dates (staff bake cakes and sell them all for charity) all monies raised go to charity, Race for Life, Healthy College week etc.

There is a staff Christmas party and Oscar ceremony with part employee contribution and summer staff barbeque also part contribution.

The Leader will let staff know at the earliest opportunity about issues that may affect the college moving forward and which could potentially affect their jobs. Although they are facing budgetary restraints she has ensured that staff have received a non-consolidated bonus as recognition for their contribution, while we cannot afford a pay rise generally applied to wages. She has involved all staff in their recent Ofsted Inspection success and ensured they were all equally recognised for their support.

The NHS East of England are a high performing organisation that makes many exciting demands of their staff. They offer a vibrant, dynamic working environment that gives opportunities for people to explore both breadth and depth in their roles. While the pace is fast and the expectations are high, they give back to their staff as much as they give to the organisation.

The NHS East of England are a high performing organisation that makes many exciting demands of their staff. They offer a vibrant, dynamic working environment that gives opportunities for people to explore both breadth and depth in their roles. While the pace is fast and the expectations are high, they give back to their staff as much as they give to the organisation.

Progression through salary grades and additional leave linked to five years service are provided to reward staff for their efforts. In addition to this the Council also have the employee recognition scheme.

Progression through salary grades and additional leave linked to five years service are provided to reward staff for their efforts. In addition to this the Council also have the employee recognition scheme.

On average employees receive fifteen hours formal training each year, with an average spend of £250.75 per year per employee. examples of the sorts of training activities available are as follows: Safeguarding Children Training (Foundation, Level 1 and level 2) Equality & Diversity (Training and Qualifications) Awareness of special learning and other needs of students – e.g. autistic spectrum awareness, dyslexia awareness, visual impairment awareness, mental health awareness training E-Learning – innovative use of modern technologies to encourage personalised learning – e.g. podcasting on mobile phones, on-line teaching and learning, how to use blogs Management Techniques – e.g. performance review training, grievance & discipline training ICT – e.g. MS Office, in-house data management systems Finance and budgetary control Risk assessments Pastoral Tutoring training Setting SMART Targets.

There is pay/support for external management qualifications via application for further studies, Annual performance review, with development targets and resources aligned to outcome is in place. There is internal coaching/mentoring for all new starters,Teachers within ITT programme and newly qualified teachers are supported by specialist mentors. Capability and performance indicators are assigned for specialist mentoring/coaching support, dependent upon topic. Specialist network memberships are available e.g. teacher educator forums, strategic local partnerships to encourage engagement with the local community.

Performance is awarded through the ‘Performance Management System' which links to the annual pay award. Natural England also operate a recognition policy which enables managers to recognise individuals or groups of people for contributions to Natural England. The pay and benefits package includes an annual pay award which is linked to individuals' performance. The company also listen and take steps to introduce additional flexible benefits which employees value. Some of the further benefits that have been introduced include career breaks, discounted gym membership, buying annual leave and salary sacrifice schemes to enable people to buy childcare vouchers or bicycles.

Performance is awarded through the ‘Performance Management System' which links to the annual pay award. Natural England also operate a recognition policy which enables managers to recognise individuals or groups of people for contributions to Natural England. The pay and benefits package includes an annual pay award which is linked to individuals' performance. The company also listen and take steps to introduce additional flexible benefits which employees value. Some of the further benefits that have been introduced include career breaks, discounted gym membership, buying annual leave and salary sacrifice schemes to enable people to buy childcare vouchers or bicycles.

The Director of Housing recently took his managers off site for a strategy awayday. The content of the day allowed managers time to self reflect and consider: What are the three best things about working in the Housing Services Department at Muir i.e. stuff you would never want to change? What consistently irritates you about working in the Housing Services Department or for Muir, this needs to be things they can change or influence? How do you think other Departments would describe the Housing Services Department and do they need to try to change this, if so how? The Director of Housing Services suddenly becomes the Chief Executive (this is hypothetical) and you have the opportunity to request one major change at Muir to make it a better and more effective organisation, what would it be? What practical ways can they improve how effectively they work as a team? What practical things can they do to improve motivation and engagement with their staff and teams, particularly across teams? How do they raise their profile with their teams and improve the staff views of ‘management'.

Muir Group have a Supporting Volunteer work in the community policy which gives staff up to 5 days paid leave - one employee regularly supports a Gold Duke of Edinburgh's award expedition. They provide 3 days paid leave for employees who undertake public duties, i.e. magistrate, school governor. They support employees who are members of the Territorial Army by giving one week's paid leave for annual training camp - they currently have one employee who is in the TA and has benefited from this. Staff regularly collect for charities by having dress down days during the working day such as for Children in Need, Genes for Jeans Day.

To encourage healthy eating, fresh fruit is available in the office for all staff. Employee Assistance Programmes are in place for managing stress and mental health issues. Staff are very sports minded and several of them have run in the Westmonster Bridges monthly run at lunchtime programme. They also have a Cycle To work Scheme which more than 10% of staff have taken advantage of. The company have also offered membership to the Civil Service Sports Council.

To ensure employees feel they are rewarded for their efforts the company have performance related pay, significant training and development, significant annual leave, opportunities for external and internal secondments, project work and cross-functional team working.

The Chief Executive is open and honest, consults with her staff and engages in regular dialogue with them. She moves easily from dealing with strategic to operational matters or personal matters - to meet the needs of the situation. She is happy "getting her hands dirty" and will not ask anyone to do anything she would not do herself - this is evidenced by the level of her involvement with staff and residents on her "Back to the Floor" days.

Although Mayday Trust does not operate a "flexi" working hours scheme the Trust is flexible with staff to ensure everyone benefits from a positive work/life balance. Managers may request to work from home and working hours can be altered to meet business/personal circumstances. The company also offer employees support around quitting smoking, eating healthily and losing weight, to name but a few. All advice is available through Westfield Health which is open to all employees.

Training activities within the organisation include Pensions Scheme training, Data Protection, IT Systems and Corporate training. Formal qualifications are also supported through time off or funds.

Training activities within the organisation include Pensions Scheme training, Data Protection, IT Systems and Corporate training. Formal qualifications are also supported through time off or funds.

Team celebrations and events are run by the manager of that Unit or School. Employees undergo formal team building. This happens on average once a year and is driven by individual managers.

Team celebrations and events are run by the manager of that Unit or School. Employees undergo formal team building. This happens on average once a year and is driven by individual managers.

On average employees receive twenty hours formal training per year including Teacher training, Assessor and Verifer Awards, First Aid at Work, Manual Handling, Health & Safety, a variety of IT training, Active Listening Skills, attendance at numerous internal and external conferences and seminars, Autism Awareness Sessions, Child Protection Training, Subject-specific update, legislative and professional courses ie British Canoe Union training, BSc in Information & Library Studies, Rabbit Welfare training.

The organisation has a budget specifically for fun and social events and have included the annual staff Christmas Party. The College provide wine and mince pies at the end of the Autumn Term to get employees in the Christmas spirit for the holidays. Employees have formal team building 3 – 5 times a year, 3 times per year for Academic staff as part of course reviews, less so for support staff. Management teams have 'away days' and teams undertake informal team-building activities.

There is internal management development training comprising of developing leaderships skills, influencing and negotiating skills, motivation, coaching and mentoring.

Keep Britain Tidy's most outstanding fun/social event is their annual Christmas Lunch, where they continue to raise funds for their chosen Charity of The Year. They also hold Charity Dress Down days, sometimes in conjunction with their own Big Tidy Up events. Part of their annual staff conference is devoted to fun/social events where again they raise money for their Charity of the Year.

People managers within "Johnnie" Johnson Housing are given the opportunity to take part in mentoring programmes to assist others inside and outside of the organisation to develop their skills. Where possible the company open up courses to other managers who are not necessarily pursuing the full qualification, e.g. individual modules/sessions on the ILM courses.

A Group of representative staff from across the organisation meet regularly to discuss ideas and then consult with and engage with staff via their blog site on the intranet. In addition to this, all staff are offered the opportunity to receive a free winter flu-jab each Autumn either at Head Office or at a local pharmacy via a voucher. Employees also benefit from a flexi-time policy which enables staff to attend appointments outside of their core hours with flexible start and finish times. Time off in lieu can be used to accommodate personal appointments e.g. child's sports day. The full family friendly policy allows for unpaid leave and use of holiday entitlement as well as statutory parental and emergency time off and the attendance policy allows up to 2 hospital appointment days per annum.

Impact Housing Association regularly hold management training sessions especially the Institute of Leadership and Management qualification and internal events on managing attendance, discipline and grievances. They are currently running a CIH Management Development Programme. Where appropriate they pay for management qualifications. Impact hold four managers meetings a year where all the organisation's managers come together to discuss development and service improvement.

All staff carry out equality and diversity, customer service, personal safety, bullying and harassment training etc. Other popular training courses are NVQ Level 3 Advice and Guidance, ILM level 5 in Management. Normally these will be carried out in work time and funded by Impact. Also study time is provided at 2/5th of the working week for higher level courses.

Management tool kits/resources give access to training, checklists and induction and support from colleagues. There is pay/support for external management qualifications. Typically ILM, CMS,DMS and MBA courses have been supported. Also there is training in Health and Social Care. There is access to individually identified training i.e. ILM or in-house Managers Toolkit Training. Other Seminars/managers forums or other peer support opportunities are meetings for Heads of Service, specific meetings for housing managers and floating support managers.

Management tool kits/resources give access to training, checklists and induction and support from colleagues. There is pay/support for external management qualifications. Typically ILM, CMS,DMS and MBA courses have been supported. Also there is training in Health and Social Care. There is access to individually identified training i.e. ILM or in-house Managers Toolkit Training. Other Seminars/managers forums or other peer support opportunities are meetings for Heads of Service, specific meetings for housing managers and floating support managers.

Over the last 26 years John Mulloy has been instrumental in delivering award winning developments, top class service and innovative initiatives. Under John's leadership Hillcrest Housing Association has evolved from solely being a housing provider to being the parent company of a group of companies providing housing, care and wider role activities. It is John's determination to move the Group on and embrace the best new ideas and initiatives that make his leadership skills distinct. The Group is never standing still and is always exploring new ideas, projects and ways of working. This makes it exciting for employees to be part of the Group. Everyday is never the same for a lot of people within the Group.

Every year, employees are given the opportunity to nominate a charity for any monies raised to be donated to. The Social Committee is responsible for choosing 3 or 4 causes which the money raised throughout the year is divided between. Fundraising events go on within different offices throughout the year. Local offices regularly hold dress down days, bacon roll mornings, book sales, Burns lunches and lots more. Employees are allowed to participate in these activities during work hours in order to raise as much money as possible.

GAD offers all staff the opportunity to undergo a comprehensive medical health check which is operated by BUPA; the health check covers many things including losing weight, eating healthy and cholesterol. The company allow paid time off as part of their flexi time system to attend the appointment and repeat/follow up health checks are then offered on a regular basis dependant on the individual employee's age. GAD also operate a flexi time working policy, if an employee works more than their weekly contracted hours, this is a flexi time credit. The flexi time scheme provides for authorised time worked beyond the weekly contracted hours to be 'banked' as 'credit' and taken as time off at a later date, to suit both the employee and GAD.

GAD do a number of things to ensure employees feel appreciated and that they are rewarded for their continued or outstanding efforts. For this reason the company offer employees performance related pay, a thank you from the Leader during the monthly update, an acknowledgement and thank you in team meetings, success stories are also published in the e-GAD news.

As an environmental charity Global Action aim to lead by example and take all steps to reduce their impact as far as possible. They have achieved ISO 14001 through the innovative EMS Easy process. Every individual follows the environmental, travel and procurement policies best practice and has their own personal quick check task to ensure that they follow all the relevant plans. Each member of GAP has their own day to empty the compost caddies for the wormery making it an inclusive process and highlights how dedicated all employees are to sustainability.

Global Action have a Christmas party, quizzes and evenings out and a Swish event.

Fenland District Council has a Health Improvement Co-Ordinator. They hold well being events and there are leisure services that employees can use.

Fenland District Council has a Health Improvement Co-Ordinator. They hold well being events and there are leisure services that employees can use.

At Essex County Council, they recognise that people managers respond to a wide variety of development opportunities. Work shadowing opportunities are provided, as are opportunities for secondments, whether on a full time or part time basis. These opportunities offer employees the chance to identify career opportunities within Essex County Council and develop skills that will enhance their career choices.

At Essex County Council, they recognise that people managers respond to a wide variety of development opportunities. Work shadowing opportunities are provided, as are opportunities for secondments, whether on a full time or part time basis. These opportunities offer employees the chance to identify career opportunities within Essex County Council and develop skills that will enhance their career choices.

In an effort to ensure employees feel rewarded and recognised for their efforts, additional pay increments or lump sum awards are given for exceptional performance. Bottles of champagne are also awarded to individuals at staff meetings and ‘Thanks' to teams or individuals by email or at group meetings.

To encourage strong relationships between staff members at EPCC at the University of Edinburgh, all staff attend a bi-annual away day that is designed to actively augment the sense of team membership.

Eildon acknowledge and praise for work well done in 121s or team meetings. The working conditions are good, remuneration is benchmarked above average, there is flexible working, there is a Final Salary Pension Scheme, a Westfield Health Cash Plan and subsidised Christmas Party for all staff.

Eildon acknowledge and praise for work well done in 121s or team meetings. The working conditions are good, remuneration is benchmarked above average, there is flexible working, there is a Final Salary Pension Scheme, a Westfield Health Cash Plan and subsidised Christmas Party for all staff.

Earthwatch Institute has a holiday party, summer picnic, going away parties and birthday celebrations. Senior Management can take out team members to dinner to celebrate recent successes.

Earthwatch give pubic recognition at mission meetings and there are thank you cards from Senior Management. They have a very robust intranet to share information, social events and photos. Recent achievements are communicated at the monthly mission meetings attended by all staff. Emails are sent by Heads of Department about departmental achievements with accolades to individuals who are highly accomplished.

Dyslexia Action endeavour to recycle as many work materials as possible. They have an environmental policy which is published throughout the organisation. They increasingly use webinars as a meeting format, reducing the need for travel. They email and thereby have reduced their postage and paper use significantly. They ensure that all machinery is switched off at the end of working days.

Dyslexia Action endeavour to recycle as many work materials as possible. They have an environmental policy which is published throughout the organisation. They increasingly use webinars as a meeting format, reducing the need for travel. They email and thereby have reduced their postage and paper use significantly. They ensure that all machinery is switched off at the end of working days.

Through Contribution Management & PRS schemes, employees may receive amendments to their salaries. Contribution Management is based on two elements, performance against a set of objectives and market rate analysis (the organisation aims to reward employees within the upper quartile of the market figure). PRS - employees have the potential to receive bonuses quarterly depending on productivity and achieving standards.

There are Hot Topic guidance sheets and information for managers, providing update on employment legislation and procedures. There is Delivery of training for managers on Attendance Management utlising the services of ACAS. There is a Leadership development programme, improving and enhancing leadership skills.

The GM motivates and supports employees from the top down and has drive, passion and enthusiasm for the organisation and its success. He encourages people to develop and reach their full potential, providing support and mentoring as appropriate. He has always encouraged an open door policy for all staff and although he operates at a highly strategic level, will still find time to work alongside frontline staff, particularly at busy times. This promotes a feeling of being valued and appreciated and staff feel the importance of their role is understood by top management.

Health and wellbeing are given a high value and part of the Company's ethos. Westfield Health provides a higher level of access to health care and working with partners such as NHS helps provide information and support for employees e.g. Cancer awareness sessions. Staff have also been provided with free pedometers to encourage walking.

The Council have proposals to introduce informal recognition advice and guidance to managers and formal recognition via annual awards. 25 and 40 years service are recognised with a gift, certificate, awards ceremony/dinner. 25 years receive £100 vouchers, 40 years receive £250 vouchers. As part of their plans for informal recognition, thank you cards are proposed.

The Council have proposals to introduce informal recognition advice and guidance to managers and formal recognition via annual awards. 25 and 40 years service are recognised with a gift, certificate, awards ceremony/dinner. 25 years receive £100 vouchers, 40 years receive £250 vouchers. As part of their plans for informal recognition, thank you cards are proposed.

Staff at Clydebank College receive rewards for their efforts in the form of staff awards, they also enter external awards to recognise their staff and the college. At all staff events they highlight good practice and positive feedback. They also have features in newsletters & internal communication.

The leadership have a scheduled 'walk about' and one member of SMT does 'walk about' every week and also visits staff workrooms for a chat. This is well known & welcomed by college staff. They are very open with staff and have been in the college for a long time. They are well respected.

After a recent restructure all Heads of Service and Directors attended an away day/ team building day. The primary aims of this away day was for managers to build as a team, open up communications channels and establish a basis of trust. The event started with a team building activity that involved four seperate teams to achieve a common goal of building a physical bridge. This was followed by a presentation by the Chief Executive on Chorley's challenges and an exercise to identify expected behaviours in line with these challenges and Chorley's values of ‘Forward Thinking', ‘Respect', ‘Professional', ‘Pride' and ‘One Team, One Council'. The event finished with a 360 exercise where every manager and their service area were scored on each of the values.

The council takes a proactive approach to services such as counselling and physio before staff are off sick therefore balance costs with less occupational health referrals and reducing sickness absence costs. Health and wellbeing is a permanent agenda point on Staff Matters therefore always remains a key priority to the organisation and Chief Executive who chairs the group.

CSW maintains good employee relations by briefing, listening and responding to views within the team. It continuously improves internal communications and has both the capacity and capability to allow its employees to be involved in delivery developments. It actively encourages feedback and rewards successful suggestions. As a result, any change is managed positively by planning and systematically executing a plan of action and is able from within to continuously question and discontinue practice which is no longer effective.

CSW maintains good employee relations by briefing, listening and responding to views within the team. It continuously improves internal communications and has both the capacity and capability to allow its employees to be involved in delivery developments. It actively encourages feedback and rewards successful suggestions. As a result, any change is managed positively by planning and systematically executing a plan of action and is able from within to continuously question and discontinue practice which is no longer effective.

The company issue certificates at awards ceremonies for the completion of both internal and external professional development. Teams are taken for meals in recognition of outstanding performance. Hospitality is provided to all staff on the occasion of significant achievement. All staff are thanked publicly in all staff briefings in recognition of successful outcomes and hard work. Letters of recognition are sent to individual employees and to whole teams when there is high performance. The company hold Termly Star Awards according to various categories nominated by staff and students. Professional standards payments are available to teachers who meet the criteria.

The organisation have run work discussion groups with a consultant psychotherapist who meets managers so that they can talk outside of line management structures about work problems. The aim is to encourage collaborative working, shared values and the sharing of experience and best practice. 3 development programmes are run: one for senior leaders, one for middle managers and one for aspiring leaders. A leadership survey is carried out annually between middle and senior managers.

Staff and students have provided osteopathy to participants in the London Marathon. The organisation has been involved in fundraising to support prostate cancer. Fundraising activities also contribute to the funds for the BSO charity. These efforts have been recognised with awards from the South London Press, CAM magazine, Borough of Southwark and shortlisted for the Prince of Wales Integrated Health Foundation special judges' prize. They were also shortlisted for the Charity Times Charity of the Year award in 2010.

Staff and students have provided osteopathy to participants in the London Marathon. The organisation has been involved in fundraising to support prostate cancer. Fundraising activities also contribute to the funds for the BSO charity. These efforts have been recognised with awards from the South London Press, CAM magazine, Borough of Southwark and shortlisted for the Prince of Wales Integrated Health Foundation special judges' prize. They were also shortlisted for the Charity Times Charity of the Year award in 2010.

British Red Cross matches funds raised by their employees for charity with no set upper limit. They protect their local community by; Providing community based first aid projects educating people in life-saving skills, enabling them to respond to emergencies in their communities and providing first aid cover at public events and Working with the schools and community education department to develop children and young people's confidence, ability and willingness to help those in need, to be more resilient and support the principle of everyone getting the help they need in crisis. They have networks across the UK, and work with area youth managers and territory youth managers in their local delivery.

British Red Cross recognises performance annually through National Awards and every 10 years employees earn 4 weeks extra additional annual leave. The Distinguished, Outstanding, Devoted and Queen's Badges of Honour are awarded by the board, through the National Awards Panel, to volunteers and staff to recognise achievements that warrant special appreciation. The Dunant is a form of recognition for teams within the British Red Cross to recognise the one off achievements of teams who have gone over and above the call of duty.

Brent Housing Partnership nominates employees for awards, employee of the year certification and staff achievement awards. Gift vouchers are given to employees and the company have been Investor in People since 2005. The company hold a publicity group meeting where a representative from each team attends and gives team updates.

Brent Housing Partnership nominates employees for awards, employee of the year certification and staff achievement awards. Gift vouchers are given to employees and the company have been Investor in People since 2005. The company hold a publicity group meeting where a representative from each team attends and gives team updates.

Brandon provide mandatory training for all operational staff including food safety, COSHH, first aid and fire safety induction for all new starters. They sponsor front line staff to achieve their NVQ certificates and support this with their highly rated in house assessment centre. On completing their awards, staff are invited to a celebratory awards lunch and receive a cash bonus. All staff are able to apply for annual bursaries to support academic studies related to their work. They also support and fund managers to achieve relevant professional and academic qualifications.

Brandon provide mandatory training for all operational staff including food safety, COSHH, first aid and fire safety induction for all new starters. They sponsor front line staff to achieve their NVQ certificates and support this with their highly rated in house assessment centre. On completing their awards, staff are invited to a celebratory awards lunch and receive a cash bonus. All staff are able to apply for annual bursaries to support academic studies related to their work. They also support and fund managers to achieve relevant professional and academic qualifications.

Employees benefit from an annual event called "Healthy Living Day" which incorporates information and advice on all the areas listed above as well as financial health. They have exhibitors, stalls, demonstrations and sessions providing information on various aspects of health, wellbeing and financial matters and the College recently offered staff the opportunity to take part in a healthy heart study programme in conjunction with the local health authority. The College also encourage employees to exercise. Staff are able to access free gym facilities at the sports campus, free lunchtime exercise classes, such as Zumba are also available.

The College operates an open door policy and all staff have the right to request an individual meeting with the Principal, any member of the Executive Team, own Curriculum Manager, any cross-College Support Manager or other senior members of staff. This policy gives individual staff members the opportunity to raise and discuss any issues of concern relating to his/her post or the College in general. The Principal has a very down to earth personality and always has a very visual presence around the College. He is often seen around the College chatting to staff and students and has also on one occasion been seen serving up chips in the canteen!

Announcements in staff newsletters are made when staff successfully achieve something, i.e. obtaining a professional qualification. Letters from the CEO are sent to staff recognising their service, level of contribution to the service. There are ISIS Awards 'Inspiring Staff in Service' awarded to individuals and teams recognising their contribution to the organisation.

The leader of the organisation is passionate about what the organisation does, the service being delivered and the staff who deliver it. He operates an open door policy and is happy to spend time with members of staff, valuing their input into making the organisation run. He will walk around offices talking to staff, ensuring he stays in touch with the 'front line'. He ensures issues are dealt with effectively and promptly and throughout the year ensures he visits schemes to see as many staff as possible during the year.

Managers are supported by a variety of resources which are available on intranets and other electronic media and wide range of internal courses. They are able to receive support towards external management qualifications such as MBAs, CII/CIB and ILM qualifications. To further their development managers also have the opportunity to be considered for roles outside of the UK.

There are many social events for employees to attend such as the FIL annual dinner dance and the RIAS Christmas parties. They also see the importance of team building and hold events more than five times a year. For example, Fortis UK held a senior management conference at the end of February. Over eighty managers from all the UK businesses attended the two day event. Under the banner "Together we're stronger", the managers were put into cross business groups who attended a series of business specific presentations and insurance market presentations. There were also workshop sessions designed to generate ideas, build teamwork and develop networking opportunities.

Yorkshire Water has a strong employee supported volunteering programme as the foundation of its Community Investment Programme. Their volunteering activities focus on education and the environment and employees are able to choose from a selection of opportunities including reading with a child for 1 hour a week and becoming science and engineering ambassadors. Yorkshire Water has four education centres across the Yorkshire region providing free visits to primary, secondary and further education students. These visits encompass national curriculum requirements and educate future customers on issues to do with clean and waste water treatment. The organisation has a well established environment community made up of a number of different dedicated teams with specific environment related responsibilities. The teams meet on a regular basis to ensure the business as a whole has a joined up approach to the environment.

They encourage a culture of impromptu reward and empower managers to recognise the efforts of their teams through day-to-day actions. Yorkshire Water has a culture of celebrating success and where successful projects have been nominated for external awards they will encourage members of the teams to attend the events. The Community Spirit Awards are run on an annual basis and celebrate the success of the wide range of volunteering programmes they promote across the business. The Awards celebrate those teams and individuals who have made volunteering such a success and staff and community partners are able to make nominations.

Wynnwith hold a number of internal development sessions for managers covering employment law, attracting talent, managing performance, managing difficult people situations and absence management. These have a practical theme with real life scenarios so the manager can apply what they have learnt to the workplace. They hold development sessions which provide an opportunity for managers to network with other managers in different areas of the business. Guides are available on the intranet for managers on how to complete management activities such as recruitment.

Their employee assistance programme provides practical information on issues such as quitting smoking, healthy eating and mental health issues. The programme allows employees to speak to a professional counsellor on matters affecting their emotional well-being including relationships, bereavement, stress and anxiety. Managers are trained on how to manage stress in the workplace through their internal development sessions. Subsidised or free gym membership is available for employees depending on their location.

All UK employees benefit from private healthcare and through this, a range of information and self-help tools covering several health related topics is made available via the employee's flexible benefits portal - Your Choice. Wood Mackenzie has recently launched specific programmes focused on workplace ergonomics and stress management with tutorials and self-assessment tools made available via their e-learning platform. UK employees are also eligible for wellness check-ups which provide an ideal opportunity to receive advice on any medical concerns that they might have. Wood Mackenzie encourage staff to take exercise by offering corporate gym membership and they have recently launched a ‘cycle to work' scheme.

Wood Mackenzie have been Investors in People accredited since 2008 and they use the framework to promote their people management and development policies around the globe. This allows clear line of sight as to the rationale for investment in their people and their managers role in that process. Every effort is made to make the link between good management planning, execution and revision practices and their positive effect on staff engagement and performance. This theme permeates throughout all their internal management development programmes and is visibly supported by the senior management through their various contributions to development programmes.

As staff progress they are given the opportunity to take on more management responsibility where appropriate with support from their head of department and HR. They are encouraged to assist in making departmental decisions and supervise less experienced staff and conduct their appraisals. Wollaston's do not have a formal mentoring scheme however new joiners are assigned a buddy and less experienced staff will sit next to more experienced staff to support them and develop their knowledge.

An annual memo is sent individually to each staff member detailing their salary and benefits package. Through the appraisal process Wollaston's identify opportunities for development and where a member of staff has performed well they are given the opportunity to increase their responsibility. Where teams or individuals work additional hours on specific projects they may be given extra time off above their holiday entitlement. Employees are rewarded for their efforts with a Christmas bonus and bottles of wine. Team and individual successes are highlighted on the intranet and the senior partner emails employees to highlight and congratulate them on their achievements.

Managers and directors operate an open door policy and employees from all levels can approach them at any time. They are easily accessible and very hands on. They ensure they get to know employees on a personal level and will often walk around the office, stopping to take time to chat with staff on an informal basis. Employees are kept up to date through a newsletter where managers and directors provide updates on the company

Windmill adopt an open and flexible approach to wellbeing and consider all needs on an individual basis. Employees benefit from an employee assistance programme and subsidies towards the use of sports facilities and gym memberships. They are constantly implementing new ideas and are in the process of adopting a cycle to work scheme and organising activities such as picnics, where employees can bring their families. The company monitors the number of hour's employee's work to ensure there is a healthy balance between their home and work life and they allow staff to take time off in lieu for any extra hours worked.

All employees are recruited locally and local suppliers are used wherever possible and practical. As well as having an environmental policy, championed by a director, they created The WEXAS Travel Foundation, through which staff and customers are brought together to make a real difference to communities around the world. They have progressively reduced the amount of paper and marketing materials used by the company through greater thought on who needs what. All literature is printed on a wood free matt which is recyclable and environmentally friendly. Staff are encouraged to nominate a charity which will benefit from the donations from monthly dress down Fridays and other fundraising activities.

Various topics related to wellbeing can be found on the intranet. They have assisted smokers with a 6 stage programme designed to support quitting and have a relaxation CD library where employees can loan CD's on stress relief and sleep. 'Positive Improvements through positive attitude' workshops have been arranged and they have also set up one-on-one stress management consultations where required. Their sabbatical policy enables staff to take a break of 2 weeks to 3 months on partial salary over and above their annual leave entitlement.

For the last 4 years West Nottinghamshire College has been in the top 10% of all colleges nationally for success rates. It is recognised by Ofsted as outstanding across the board with a reputation built on the achievements and success of its workforce. In 2009, it received Beacon Status for excellence in learning and skills and was recently awarded its fifth Beacon Award for savings made to benefit its learners through procurement. Staff are offered an exciting, innovative, creative and rewarding place to work where they can really make a difference. They are regularly recognised and rewarded through termly Star Awards where winners receive £100 as a result of grade 1 teaching observations among other categories.

In 2009, a Workforce Plan for the College was presented to governors for the first time. This included succession planning and talent management activities. The College has launched a number of programmes to manage talent and provide for succession planning. This includes: Routes to Success training programme launched through an external provider for the senior managers of the future; programme area leader development programme launched; training programme for first level support managers launched November 19th 2009. The College also has a rolling programme of employing apprentices. The aim of this is to provide future administrators for the College. Since the launch of the programme in October 2005 the College has recruited 13 business apprentices of which 5 are now in permanent roles in the College, 2 have gained external employment and 6 currently on the scheme.

Weightmans strive forward as a combined workforce. There is no segregation between their leaders and employees and everyone adopts an open door policy. Their values state that they have a clear approach to teamwork and respect and the senior and managing partners lead them in this area. Both the senior and managing partner carry out road shows at each office to update on firm performance. This also serves as an excellent opportunity for question and answer sessions, in addition to the monthly staff forums at which the senior partner is always present.

As a company they are aware of the increasing pressures placed on staff both in terms of work and private life. They have commissioned Employee Care as a 24 hour service to both employees and their families where they can seek counselling, legal advice and information on health and well-being. They offer flexi-time, flexible working and remote working facilities and are supportive of times when dependents require care and assistance and have a dependent/parental leave policy. The benefits and events Weightmans provide always take into consideration the families of their employees.

Partners of the firm and managers have been given training on recognising signs of stress and pressure in employees. They regularly communicate with their staff and keep on top of individual's hours and workloads to ensure a good work/life balance. Social events are organised where employees families are invited including cricket days and film nights. Employees are encouraged to exercise and a cycle to work scheme has been implemented. Yoga classes and subsidised gym memberships are also provided.

Partners of the firm and managers have been given training on recognising signs of stress and pressure in employees. They regularly communicate with their staff and keep on top of individual's hours and workloads to ensure a good work/life balance. Social events are organised where employees families are invited including cricket days and film nights. Employees are encouraged to exercise and a cycle to work scheme has been implemented. Yoga classes and subsidised gym memberships are also provided.

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.

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.

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.