The senior management team have all "grown up" within the organisation from a graduate or just qualified level. They also get involved in corporate responsibility activities and they are high profile at our staff parties. They communicate with employees at company briefings and town hall meetings, which ensure that everyone understands the company's future strategy. There are also bi-monthly divisional director/associate breakfast briefings which are co-ordinated and hosted by peer group and allow another way to communicate.

The senior management team have all "grown up" within the organisation from a graduate or just qualified level. They also get involved in corporate responsibility activities and they are high profile at our staff parties. They communicate with employees at company briefings and town hall meetings, which ensure that everyone understands the company's future strategy. There are also bi-monthly divisional director/associate breakfast briefings which are co-ordinated and hosted by peer group and allow another way to communicate.

They are currently introducing a local green focus group at each NPIA site to harness resources and activities and are forming a network of green champions and creating a green area on the intranet. Pool cars have been changed to models with lower carbon emissions whilst conferences have been increasingly performed using video communications to reduce unnecessary travel to meetings. Since April 2007 NPIA have articulated their overall approach to environmental issues in an Environmental Policy Statement made by the CEO which is communicated to all staff through the intranet and defines the broad approach taken across all of the fifteen sites across the UK.

Health screening tests performed by an occupational nurse are on offer to all employees on site as part of the wellbeing programme resulting in lifestyle advice being given to everyone in order to maintain a healthy lifestyle. Flexi time is available for most staff and employees are able to bring their family along to some of the out of work activities such as heritage days, Christmas carol service and sports and social events.

The National School of Government helps to support staff with all training such as tool kits and other resources. They also have access to a wide variety of resources across the Civil Service. A programme is being organised for professional coaches and mentors to be available for the staff.

Being a small organisation everybody knows one another and the staff are very caring toward each other. Once the gym was set up several staff were embarrassed to join but with peer support and encouragement many of the staff enjoy their new found exercise regimes and say it helps in many ways. The gym is open all day and there are no restrictions when it can be used. They provide bicycles for people to use to cycle to work or to go on rides around the local area.

Each staff member is given the opportunity to choose a senior member of staff to become their mentor. Employees meet with their mentor, often for coffee or lunch, once a month to discuss career goals and seek guidance. All staff are also taught management skills at external training sessions.

They have a very active social committee called ``Bondage'' who regularly coordinate events such as pub quiz nights, Halloween parties, summer barbeques, away days, Piano bar sing-along nights and cocktail nights. They also have a very well stocked Friday afternoon drinks trolley.

All employees have access to two types of training curricula: Financial product training to enable the technical development and management training to enable the professional development. Formal training is delivered in a variety of ways: classroom, online, Video-Conference and LiveMeeting. Sharing Knowledge is key to Morgan Stanley's culture and is typically undertaken at a divisional level using different tools. Some of these include ‘lunch and learn' events in which employees will come together in a less formal seminar for a briefing or seminar. Divisions will also make use of the intranet to share departmental knowledge and via Morgan Stanley today to share company information. Morgan Stanley has a number of strategies in place to manage talent. This includes key programmes that develop and engage with the workforce. An example of this is the Women's Leadership Development programme which focuses on the senior leadership Development Programme.

Morgan Stanley recognises it has a role and a responsibility in advancing sustainable global development which requires a sound economy, strong social institutions and a healthy environment. They also realise their long-term business goals are best achieved in societies that embrace sustainable development. Contributions they make with their clients to help minimise environmental and social risks, such as making sound investments in environmentally beneficial technologies, encouraging investors to mitigate environmental risks and engaging stakeholders in open and constructive dialogue, can have positive impacts for communities, businesses, governments and the environment. In turn, Morgan Stanley benefits from stronger relationships with clients and communities as well as from healthier, safer and more sustainable societies.

Molnycke have an International Environment, Health and Safety Manager who reports to a member of the board of directors. At each manufacturing location there is also a nominated ‘green' person with responsibility for environment. They have an Environmental Policy and Action plan in place and targets are established, continuously monitored and the results disseminated both internally and externally. They are committed to good recycling practice, both in their own production and in their recommendations to customers when disposing of used products for example, if not contaminated, packaging materials such as cardboard and corrugated board can and should be recycled. At a UK level charitable initiatives include Giving Something Back which enables employees at their office location to nominate local charities or good causes for a charitable donation from the Company. Sponsorship and involvement in Pride in Oldham is how the manufacturing site supports the local community.

Employees well being is approached in a variety of ways. They understand that the work/life balance is important and have a Family Friendly Policy and Procedure in place which sets out provisions for various types of leave. This includes enhanced maternity, paternity and adoption allowances and the statutory right to request flexible working. They also offer childcare vouchers to assist with the cost. Managers have guidelines as to responsibilities in managing the working hours of their employees and the decision regarding payment versus time off in lieu takes place between employee and line manager. They also have guidelines on giving time back to employees and recognising when individuals work additional hours or have to spend time away from home.

Minivator is fully supportive of its employee's commitment to charity and aims where possible to match funds raised. For example, in support of Children In Need, they matched what was raised through a book, DVD and CD sale. As an organisation, they try to recycle and reuse wherever possible, recycling paper, cardboard and metals for example.

Minivator is fully supportive of its employee's commitment to charity and aims where possible to match funds raised. For example, in support of Children In Need, they matched what was raised through a book, DVD and CD sale. As an organisation, they try to recycle and reuse wherever possible, recycling paper, cardboard and metals for example.

A recent team building event at MCBD was an all agency meeting where changes to staff policies and agency life were communicated along with the management restructure, office refurbishment and their new branding and mission statement. The event was followed with a party.

Employees are be invited to pitch a creative idea to a 'Dragon's Den' style panel encompassing the senior management with the incentive of winning £10,000 worth of investment in the idea which can be split between several employees or ideas.

The leader and senior management team participate in all company social functions and these gatherings and events provide a valuable opportunity to chat with staff informally. There are quarterly company update meetings that take place off site for all employees. All managers also work alongside their teams in an open plan office and the directors have an open door policy. They also encourage and support staff development, provide open and honest communication, and drive a culture of delivering outstanding service and ambition for future success and prosperity.

The leader and senior management team participate in all company social functions and these gatherings and events provide a valuable opportunity to chat with staff informally. There are quarterly company update meetings that take place off site for all employees. All managers also work alongside their teams in an open plan office and the directors have an open door policy. They also encourage and support staff development, provide open and honest communication, and drive a culture of delivering outstanding service and ambition for future success and prosperity.

Microsoft encourages a culture of continuous feedback and recognition. Each department is able to implement awards as they see fit. Recognition currently in place includes star awards (thank you cards) and the ability to recognise colleagues through peer awards.

Microsoft provide employees a career development framework with tools and guidance to understand the range of opportunities available. Employees are encouraged to have a development plan comprised of 70% growth activities relating to current job responsibilities, 20% coaching, mentoring and feedback and 10% reading, CDs, classes and seminars.