To support employees in maintaining their work/life balance a number of employees are able to work from home. Employee's families are invited to celebration events such as Christmas and retirements parties. They offer Life Assurance to all employees and corporate gym membership is available.

They are keen to reward and invest in their employees. Key motivation initiatives include a quarterly competition launched in the UK newsletter, a detailed performance and development review process, comprehensive training and development for all employees and a provision of corporate clothing. Employee's opinions are valued and they are encouraged to put forward ideas and initiatives though a reward scheme. If overall company targets are met employees are rewarded with an annual bonus. They also offer a recommendation bonus for new employees referred by current employees.

The people who work at Savile Group take an immense amount of satisfaction from their job. Seeing the end result of their efforts when somebody finds their ideal job creates a great sense of pleasure for all who work there. There is an excellent team spirit and the company invests heavily in their staff whilst handing out thank you cards and offering recognition during meetings for excellent performance or great ideas.

Savile Group work hard on developing their teams and offer various methods for furthering people's careers and education. Courses available include personal coaching, MBA sponsorships and various other external skills courses. Employees are also given opportunities to work in different environments, recently some consultant's offered their time to help antislavery and community networks charities.

Employees benefit from an accessible and visible management team. The company operate an open door policy and employees can approach managers of any level at any time. The Managing Director Dr Alan Mclenaghan is often seen on the shop floor engaging with employees and many mangers participate in social and sporting events with employees from all levels. A management communication session and a team brief are held monthly which gives employees an opportunity to raise any questions.

Saint-Cobain is dedicated to the environment and has several different schemes in place to help. A tree planting scheme is in place, where for every 10 tonnes of expected waste not produced, a new tree is planted on site. This project was started with the aim of creating a wildlife area to recognise and remind every person on site each day, the need for duty or care and the positive effects this will give towards the environment. To support their local community they try to fill available vacancies with local people and also do a lot of work with the local schools. They work closely with North Yorkshire Business and Education Partnership and sponsor and become involved in the Science, Technology, Engineering and Maths Fair that they organise. As part of their commitment they also support local schools in career management and interview practise.

All managers, including the Managing Director Steve Gallucci, work in an open plan environment where possible and always operate an open door policy to all employees. Management are highly visible in the organisation and are regularly seen walking around the offices and providing business updates to keep everyone informed. Steve has worked at all levels within the business during his career and has an intimate knowledge of all job roles and duties along associated issues and problems. This depth of knowledge enables him to engage with employees and have empathy and understanding with any issues employees may face.

They have a commission based reward system in place along with incentive schemes. Events are held to mark promotions within teams and rewards are provided for a job well done with team meals and nights out. To ensure hard work is recognised all employees have a personal development plan along with performance appraisals. Employees who have made an outstanding contribution to the organisation's success have the chance to win a wide range of prizes from trips to Harrods with vouchers to holidays.

Rouse & Co believe in personal development for every employee and offer a wide range of external and internal training such as public speaking, risk management and time management. All vacancies are advertised internally and employees are encouraged to apply. They financially support formal qualifications for all employees and allow time off to study and complete exams. Prior to exams senior management will tutor employees during and outside of working hours. Weekly ‘know how' sessions are held which cover internal work related matters. Each team participates and provides opportunities for more junior level associates to improve their presentation skills, their knowledge of anything from recent case law to any new internal procedures.

All employees are included in deciding which charitie's the organisation support. They are actively encouraged to volunteer within the local community and take part in fundraising events. They have led reading groups in local schools, volunteered in local charity shops and undertaken gardening at a childrens' hospice. Rouse & Co undertake legal work at discounted rates or on a pro bono basis for a number of charities.

Employee's wellbeing is supported. They offer a flexitime scheme as well as short term flexible arrangements. If employees wish to take time off in lieu rather than being paid after working additional hours, this is also generally available. Should employees wish to attend such things as medical appointments, allowances are also made for these.

Employee's wellbeing is supported. They offer a flexitime scheme as well as short term flexible arrangements. If employees wish to take time off in lieu rather than being paid after working additional hours, this is also generally available. Should employees wish to attend such things as medical appointments, allowances are also made for these.

As a maintained school, every full time colleague must fulfil 195 days in work every year of which 5 days are designated training days. On these days, all maintained schools may close to offer whole staff training on certain whole school themes. Employees are also given the opportunity to attend professional development activities arranged by external private providers. During the course of 2008-2009, a total of 402 full days were spent attending external CPD events. Colleagues may also seek to gain further professional accreditation; this may be professional qualifications which will enable colleagues to gain promotion. One senior leader has gained the National Professional Qualification for Headship (NPQH) which enables people to become Headteachers whilst other colleagues have gained the similar qualification aimed at middle leaders (Leading from the Middle). Another person is in the process of conducting research into an area of teaching and learning which will allow him to visit an international destination (Australia) in order to see best practice in action. Other staff have gained financial support from the school to further their academic study e.g. through studying a MA in Education Leadership.

As a maintained school, every full time colleague must fulfil 195 days in work every year of which 5 days are designated training days. On these days, all maintained schools may close to offer whole staff training on certain whole school themes. Employees are also given the opportunity to attend professional development activities arranged by external private providers. During the course of 2008-2009, a total of 402 full days were spent attending external CPD events. Colleagues may also seek to gain further professional accreditation; this may be professional qualifications which will enable colleagues to gain promotion. One senior leader has gained the National Professional Qualification for Headship (NPQH) which enables people to become Headteachers whilst other colleagues have gained the similar qualification aimed at middle leaders (Leading from the Middle). Another person is in the process of conducting research into an area of teaching and learning which will allow him to visit an international destination (Australia) in order to see best practice in action. Other staff have gained financial support from the school to further their academic study e.g. through studying a MA in Education Leadership.

They have an in-salon chef who cooks daily dishes designed to offer a balanced nutritional diet to employees. They also run in-salon Yoga classes monthly and have helped several team members to deal with emotional and mental health issues by arranging counselling.

They have nurtured and developed team members to rise through the ranks of the company and 55% of their key technical team have come through their own bespoke training programme. Through constant evaluation and appraisal, career progression is monitored and if necessary, new job roles are created within the company to suit the individual's skill set

This organisation encourages employees to take part in sporting social events to keep fit, individual requests from employees for extra time out of work on top of holiday days are reviewed by managers and accepted where possible. All employees are all encouraged to plan their holidays to ensure that they use their full quota each year.

Ribby Hall encourages management development by providing management training courses which are company funded and by giving all managers 360 feedback. Following internal coaching and workshops managers are mentored, this includes performance reviews and the recruitment process.