Pride Powers Performance

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

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

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

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

Treetops provide employees with a variety of training activities including health & safety, managers in training programme and childcare workshops. They also support formal qualifications by allowing employees time off to attend courses and also assist with funding. The organisation encourages employees to share their knowledge through workshops, mentoring and shadowing and have a dedicated training manager to support the learning and development of all employees.

Managers undertake internal Managers in Training & Deputy of Excellence programmes. They are supported throughout the training through a buddy system and have access to HR advice. Funding is available to assist managers in obtaining qualifications with the Institute of Leadership & Management and allow managers time off to complete their studies.

Staff members feel that they are looked after at Thinktank, with opportunities for career progression and personal development readily available. Support and advice is always on offer so that individuals can attain new skills and progress their career. As Thinktank is always developing new programmes, exhibits and improving accessibility to science, so the staff are encouraged to develop personally and professionally within a forward thinking environment.

Staff members feel that they are looked after at Thinktank, with opportunities for career progression and personal development readily available. Support and advice is always on offer so that individuals can attain new skills and progress their career. As Thinktank is always developing new programmes, exhibits and improving accessibility to science, so the staff are encouraged to develop personally and professionally within a forward thinking environment.

Thecentre:mk constantly praise employees for a good job. They ensure good work is recognised company wide. When thank you letters are received from the public about a team member, they are acknowledged and published in the company newsletter and placed on the notice board.

Personal development plans are put in place for team members to learn new skills by taking up roles in other departments. Employees have access to a variety of training activities including courses in assertiveness and NVQ level 2 and 3 relevant to that employee. They also provide staff with £145 per annum for personal development training. The money allows employees to develop and learn new skills not associated with the workplace such as languages, golf and horse riding lessons.

Employees are entitled to benefits including life assurance, extra holidays and discounted services. They put on an annual staff party where employees families can attend and hold social events from BBQ's to bowling nights. Senior staff and employees provide support to one another in the event of personal and domestic issues.

Employees are entitled to benefits including life assurance, extra holidays and discounted services. They put on an annual staff party where employees families can attend and hold social events from BBQ's to bowling nights. Senior staff and employees provide support to one another in the event of personal and domestic issues.

There are a variety of flexible benefits that help employees' make their earnings go that bit further through discounts or tax efficiencies. The Royal Borough understands the needs of employees with busy work and home lives and strives to support them in their work life balance with a variety of flexible working options including home working, compressed and core hours working.

Working for the Royal Borough offers variety and opportunity to develop and progress. There are countless examples of employees that have started in junior roles who have been supported to develop and grow into senior management roles. There is a real sense that everyone regardless of their background or qualifications when they start with RBWM, has the opportunity to ‘move on and up'. All that is required is a willingness to put yourself forward, work hard and take on the opportunities that present themselves and you will be supported with training, in achieving further qualifications and through supportive management.

Employees take part in a range of training activities including Health and Safety, group workshops to understand others behaviour and IT system training. The organisation supports employees undertaking relevant professional qualifications by providing funding for exams and materials. Staff are also able to take study days when needed to allow them to complete coursework and take exams. Employees are encouraged to share knowledge with the rest of the company in team meetings.

The Private Health Partnership offer employees a range of benefits including an employee assistance programme, a serious illness advisory service and free private health care. To promote a healthier lifestyle employees benefit from free gym memberships. PHP also recognises that employees have a life outside of work and as such actively encourage a balance between work and home life, making every effort to accommodate requests from staff when they need time-off or to work more flexible hours. Employees are often able to invite family and friends to a number of social events.

Employees showing higher levels of performance are able to receive accelerated increments on their salary when applicable as well as directional pay points that are beyond the scale maximum. There are also opportunities for people to receive one-off bonuses and team bonuses providing certain criteria are met.

Employees showing higher levels of performance are able to receive accelerated increments on their salary when applicable as well as directional pay points that are beyond the scale maximum. There are also opportunities for people to receive one-off bonuses and team bonuses providing certain criteria are met.

The Nichols Group review each employee's contributions on an annual basis to determine potential salary increases and discretionary bonuses, based on company profitability and individual performance. In addition, a variety of social events are organised to recognise, celebrate and reward individual and team efforts.

The Nichols Group review each employee's contributions on an annual basis to determine potential salary increases and discretionary bonuses, based on company profitability and individual performance. In addition, a variety of social events are organised to recognise, celebrate and reward individual and team efforts.

Every month a training calendar is issued that lists all the training courses offered by the Learning and Development Department. There are many different courses available including telephone techniques, The World's Finest Service Workshop and Guests' Name Workshop. The Dorchester offers cross exposure experiences to all employees. If an employee is interested in a department that is not related to theirs, they may apply to do cross exposure. Employees are paid for cross exposure days as normal working days. In addition, employees may also be sponsored to attend external courses that are unrelated to their roles. The intranet is accessible from all computers within the hotel. This provides a vast array of information for employees. In addition, a complimentary Learning Library is available to all employees. The Learning Library contains nearly 200 different books on a wide selection of topics not all of which are work related. Some topics include training, presentation skills, computer help, leadership skills, tips for living eco-friendly, gardening tips, and cookbooks.

Total Reward Statements are available to all staff electronically, via the Bank's "Scotia-Kit" online portal. Their TRS are constantly updated to reflect any benefit elections, such as the firms Denplan cover or other benefits such as Childcare Vouchers. Furthermore, employees have the option to instantaneously access an online valuation of their pension pot, so as to gauge the performance of any individual fund. Going forward, the Bank will also be introducing an online portal to aid employees to instantaneously manage their company shares, via the Bank's Share Incentive Plan (SIP). Reward and recognition are important motivational tools to ensure that employees feel that they are rewarded for their efforts, incentive payments are awarded to employees proportionally to their performance level and employees who perform well and who want to develop are also supported, ensuring their performance appraisal reflects their efforts and that there is scope for development and progression.

Total Reward Statements are available to all staff electronically, via the Bank's "Scotia-Kit" online portal. Their TRS are constantly updated to reflect any benefit elections, such as the firms Denplan cover or other benefits such as Childcare Vouchers. Furthermore, employees have the option to instantaneously access an online valuation of their pension pot, so as to gauge the performance of any individual fund. Going forward, the Bank will also be introducing an online portal to aid employees to instantaneously manage their company shares, via the Bank's Share Incentive Plan (SIP). Reward and recognition are important motivational tools to ensure that employees feel that they are rewarded for their efforts, incentive payments are awarded to employees proportionally to their performance level and employees who perform well and who want to develop are also supported, ensuring their performance appraisal reflects their efforts and that there is scope for development and progression.

One of Thatcham's company values is innovation and therefore they recognise and reward an employee who demonstrates a commitment to this particular value. Twice a year employees can nominate a colleague for a Value Award. The awards aim to promote and encourage commitment to their core company values and consequently acknowledge individual employee contribution. Each winner for the 4 values is given a voucher and champagne to recognise their success. Employees who completed the management certificate had their certificate presented by the Chief Executive and enjoyed a celebratory lunch and fun learning event.

Thatcham has a charitable donations group which meets regularly to decide which charities the company will support. They often sponsor members of staff for taking part in fundraising events from a team who walked the ‘moonwalk' for Breast Cancer, a member of staff who cycled from John O Groats to Landsend for the NSPCC and another who participated in ‘three men in a boat' for the Bi-polar Organisation. Thatcham has a corporate social responsibility committee made up representatives from each area of the business who meet regularly to discuss CSR issues, suggest new action points and comment on existing ones. All company owned vehicles are also selected on their CO2 emission efficiency. They carefully monitor the use of electricity, gas and water and have implemented a range of energy efficient programmes to ensure they are reducing their energy consumption. 8 wind turbines have been installed to generate some of their own electricity and have installed a lighting voltage management system which reduces power use by 25%. Thatcham are regular visitors to local schools and youth organisations where they promote safety on the roads.

Their in-house training programme, Text Life is open to all Text 100 staff. Local Text Life Ambassadors in each of the global offices are accountable for developing a training calendar tailored to the local office needs, tapping into the company's library of courses, white papers and external presenters.

The Leadership Investment for Text 100 is a global initiative aimed at the leadership development of their SAM, AD and SAD teams on a regional and global scale. Each region hosts regular teleconferences with this group to exchange best practices and discuss case studies around consulting and management activities.

In September O2 launched their new recognition scheme, Fanclub. Based on Facebook, people registering for Fanclub can upload their personal profile, add a photo and search the database to find people across O2 they would like to recognise for their achievements. It's a quick, easy and instant way to say ‘thanks for a job well done' and to make people's contributions feel valued. Anyone can nominate their peers, managers, individuals or teams for the contributions they've made to delivering against one of O2's six business priorities, known as the Customer Promise. All O2's directorates have a number of tickets allocated for recognition at The O2 Arena and other O2 Academies across the country, enabling their employees to be rewarded by seeing top artists perform at these locations. O2 have a bonus structure where their people are rewarded for their efforts based on their performance. The bonus is linked to how they have performed throughout the year and is assessed following their Annual Performance Review at the end of the year.

O2 have a strong focus on 'Teams'. They have Conferences which always have an entertaining and fun aspect to them, whether it's surfing and adventure, treasure hunts, creating iPhone applications or partying at the O2, they tailor the celebration to the team so it's a unique and personal event. On a more local level, individual teams hold dinners and team building activities to encourage team bonding. They have great camaraderie at O2. Across their sites you'll find teams celebrating things like Halloween, Children in Need, World Cup Football, Easter where they dress up, decorate the office, raise money for charity (matched by O2).

talkbackThames strive to engage and listen to employees opinions and conduct an internal engagement survey. The results are fed back to employees through presentations, team meetings with the findings published on their intranet. Employees are encouraged to put forward ideas and initiatives. They have held a pitching market open to everyone to contribute creative ideas with prizes including TVs and holidays. They give a spot bonus for exceptional work and send emails around the company to thank individuals for their contributions and reward employees with flowers, chocolates and lunches.

They are very passionate about supporting charities and they try to support as many causes as possible to ensure that there is something of interest for all employees. In support of their local community they volunteer in local schools and local campaigns including Business Action for Homelessness. They try to use their special skills in filming when they hold their evenings for the homeless. The first part of the evening provides a training session on the 'do's' and 'don't s' of an interview and then they film people individually practicing doing an interview. They try to provide a fun and unusual training event for the homeless but also enable their employees who film everyday to get involved with the charity in an area that they feel they can contribute. An Environmental Committee meets on a monthly basis to discuss ideas and processes for reducing their environmental impact. Discarded cooking oil is turned to bio-diesel and runs their vehicles.

Symantec's Total Rewards programess are designed to drive their success as a market leader in the information technology industry. In structuring and overseeing these programs, they focus on the achievement of corporate and individual performance objectives, attracting and retaining highly-qualified employees, and maximising long-term shareholder value. Symantec's Total Rewards philosophy is comprised of several key offerings including various stock programs, competitive benefits, attractive incentive pay programmess, market priced salary structures, and indirect compensation components such as work-life balance programmes, career growth and training opportunities, diversity programmes, and many others.

Symantec's Total Rewards programess are designed to drive their success as a market leader in the information technology industry. In structuring and overseeing these programs, they focus on the achievement of corporate and individual performance objectives, attracting and retaining highly-qualified employees, and maximising long-term shareholder value. Symantec's Total Rewards philosophy is comprised of several key offerings including various stock programs, competitive benefits, attractive incentive pay programmess, market priced salary structures, and indirect compensation components such as work-life balance programmes, career growth and training opportunities, diversity programmes, and many others.

Due to the considerable size of the organisation there is a huge variety of different team building activities that go on in various areas. For the most part these activities are generally designed to help people focus on organisational objectives but there are also opportunities for people to come together and give something back to the communities they serve through a variety of community projects.

They run a mentoring programme within and outside of the organisation and are soon to launch an accredited coaching programme across partner organisations. They have recently run a Suffolk wide Leadership programme across Local Authorities. Action Learning sets and buddy groups provide networking opportunities. They run a Leadership Thinking club and a book club and have cross organisation forums that meet regularly and engage in topical training or seminars. They also run cross organisation 'boards' for information sharing and decision making as well as an extensive intranet for knowledge transfer. A recent addition is a 'twitter' page.

Social funds are made available to spend on fun nights out and team building events. At Christmas everyone below director level receives a £50 cab fare home for attending the annual Christmas party in Battersea, London. To bring employees together they have held a fundraising football day and a Las Vegas Super Trip. In celebration of team success they are rewarded with weekend trips away. Employees undergo team building events several times a year.

Social funds are made available to spend on fun nights out and team building events. At Christmas everyone below director level receives a £50 cab fare home for attending the annual Christmas party in Battersea, London. To bring employees together they have held a fundraising football day and a Las Vegas Super Trip. In celebration of team success they are rewarded with weekend trips away. Employees undergo team building events several times a year.

They have developed a wellbeing pack which has been distributed to all staff highlighting the benefits and services available to all staff on their physical, emotional and financial wellbeing. Compressed working weeks, flexible working and part time working are offered where possible.

They have developed a wellbeing pack which has been distributed to all staff highlighting the benefits and services available to all staff on their physical, emotional and financial wellbeing. Compressed working weeks, flexible working and part time working are offered where possible.

The wellbeing of their employees is very important. All employees' complete timesheets that are reviewed weekly by managers to ensure that the work/life balance is met and anyone can request an adjustment in hours which is normally accommodated. Everyone is also paid for overtime whether worked or not to avoid people having to work overtime to top up their wages.

Star Refrigeration support charities by making a donation to top up funds raised either within the workplace or for activities that individual employees have undertaken for charity. Effort is also made to support charities with a personal connection to staff. They follow the basis tenants of reclaim, recycle and reuse in their day to day operations, for example used paper is collected for shredding and recycling and materials are reused/recycled where possible on sites. They also support the local community, for example, they have recruited three young people in the last year through a local regeneration scheme including one who is now a management trainee. They also recruit apprentices every year and are involved in a mentoring scheme at a local school.

Employees training needs are derived from organisational priorities via the business planning process and individual needs as part of the outcomes of appraisal discussions. This results in employees taking part in a wide variety of training activities including Leadership and Management training, Policy and Procedural training, equality and diversity and many more. Non-work related training is considered sympathetically where resources are available in a partnership arrangement with the employee concerned i.e. agreement is sought on the respective contributions both partners can make. For instance fees may be paid by the council in return for the employee studying in their own time. The council has entered into a partnership with the Trades Unions to create a network of Union Learner Representatives who are supported to promote more informal learning in the workplace and to assist with the identification and take up of Skills for Life programmes.

Employees training needs are derived from organisational priorities via the business planning process and individual needs as part of the outcomes of appraisal discussions. This results in employees taking part in a wide variety of training activities including Leadership and Management training, Policy and Procedural training, equality and diversity and many more. Non-work related training is considered sympathetically where resources are available in a partnership arrangement with the employee concerned i.e. agreement is sought on the respective contributions both partners can make. For instance fees may be paid by the council in return for the employee studying in their own time. The council has entered into a partnership with the Trades Unions to create a network of Union Learner Representatives who are supported to promote more informal learning in the workplace and to assist with the identification and take up of Skills for Life programmes.

The company invest heavily in training and development for all members of the team from directors to site operatives. They are committed to offering career opportunities for people to come into the industry and a number of training programmes, including professional and technical, site management, apprenticeships, graduate placements and work experience. They have developed a coaching culture to ‘grow' the team and ‘unlock' their potential. Southdale would be prepared to consider any employees proposals in regards to their own personal development and where practicable implement them.

Southdale monitor their organisations impact on the environment by building code 3, 4 and 5 sustainable properties they are members of the Considerate Constructors scheme and work with local initiatives to reduce their carbon footprint. Waste management systems are implemented in all of their developments, as well as the recycling policy that is in place within all of their offices. Employees have also undertaken various challenges and activities in a bid to raise funds for local charities including a Golf day, the Three Peaks Challenge, the Great North Run, Virgin Vie parties, dress down days and coffee mornings, staff also have the opportunity to take time off to fulfil voluntary commitments and staff are encouraged to get involved with local voluntary organisations.

They have rolled out a comprehensive management development programme tailored for all management levels. The HR team support managers in many of the people management tasks that they need to complete such as sickness and disciplinary and provide one to one coaching to guide managers through the stages of each process. The Directors work with an external coach both individually and as a team. An external consultant holds training sessions with managers and coaching and mentoring is available dependant on individuals needs.

They have rolled out a comprehensive management development programme tailored for all management levels. The HR team support managers in many of the people management tasks that they need to complete such as sickness and disciplinary and provide one to one coaching to guide managers through the stages of each process. The Directors work with an external coach both individually and as a team. An external consultant holds training sessions with managers and coaching and mentoring is available dependant on individuals needs.

Throughout 2008/09 and 2009/10, the Principal took time to visit individual departments on a regular basis in an effort to update colleagues on the Capital Project and provide an open forum to air any concerns and/or suggestions on any subject. The Principal undertakes regular Q&A sessions with Middle Managers aiming to address any staff concerns or action any suggestions as swiftly and as efficiently as possible. The Principal personally meets and welcomes any new staff individually over coffee whilst senior managers facilitate their formal staff inductions.

The College run an investment in excellence programme which is a four day course developed based on the principles of cognitive psychology and in particular the power of positive thought and aspirational goal setting. Such was the success of the programmes that ten managers undertook a course that gives them the ability to deliver the course internally in order to roll it out to all staff in subsequent years. The sharing of best practice is strongly supported and encouraged, the College is aware that it needs to constantly refresh its approaches to sharing good practice and has continued its positive work in ensuring new ideas and teaching tools are shared within and across faculties.

Employees are encouraged to take part in charitable activities and are given up to 3 paid days off per year to assist them. They have taken part in a number of events including sponsored cycle rides, Big Chill festival and a PR trip to Africa which was in support of SolarAid. SolarAid was set up by the Chairman Jeremy Leggett with the companies first year profits. Solarcentury's vision is to make a big difference in attaining a cleaner world and a sustainable future. Every 6 months, the management team meet with the Environment Champion to review progress, set targets and look for ways to improve their performance in this respect. In support of their local community they also offer talks in schools work placements for students.

Employees are encouraged to take part in charitable activities and are given up to 3 paid days off per year to assist them. They have taken part in a number of events including sponsored cycle rides, Big Chill festival and a PR trip to Africa which was in support of SolarAid. SolarAid was set up by the Chairman Jeremy Leggett with the companies first year profits. Solarcentury's vision is to make a big difference in attaining a cleaner world and a sustainable future. Every 6 months, the management team meet with the Environment Champion to review progress, set targets and look for ways to improve their performance in this respect. In support of their local community they also offer talks in schools work placements for students.

The Company operates an Employee of the Quarter award and an Employee of the Year Award. These awards are nominated for by senior managers and are in recognition of outstanding work and achievement. A nomination form is completed by each Senior Manager and then discussed at the next available Management Meeting and the winner decided. The employee is presented with a certificate, a silver trophy or cup and a cheque for £50. For the past two years, they have paid out a bonus to staff in recognition of their years of service to the organisation. The value of the awards ranged from £346 to £909. SmartWater also award 'Board Commendations' when an employee has for example: gone above and beyond the call of duty at work and/or made an outstanding contribution. A certificate is awarded to the member of staff and they also receive a cheque for £100.

SmartWater try and support their employee's health and wellbeing. They are flexible in their approach to employees who require time off to attend personal appointments such as counselling or regular health checks. Employees are entitled to time off in lieu for any hours worked over their normal working hours and this time is normally taken at a time that is convenient to the employee as well as the organisation. Those who have families are given the opportunity to work flexible hours to enable them to attend important occasions such as child assemblies and sports days. They have an informal policy for monitoring employees based in the office. Employees away from the office are given daily worksheets to complete or an electronic diary, to which other members of staff have access. This ensures that the work/life balance is met.

A flexible benefits package is on offer which includes free private health care, critical illness / personal insurance and a wellness program. They have enhanced their offerings to employees with more therapist sessions being made available onsite. Online resources are available both at work and at home where employees can access the latest health and wellbeing news as well as taking health assessments. Skandia also provides an optional onsite annual flu vaccination programme and work with an agency to provide balanced menus and raise awareness on healthy eating through road shows and leaflets. This year, as part of a financial awareness programme, employees were given access to pension financial advice to help them understand more about their pension.

Skandia have a range of courses for all levels of management and where required support managers with internal mentors. An online 360 tool to assist managers has been developed along with an internally managed feedback mechanism. They retain many external suppliers to deliver life and business coaching to middle and senior managers and provide support in obtaining internal and external professional qualifications in association with external business schools. Managers are encouraged to attend seminars and professional forums to maintain professional knowledge and meet CPD requirements. Voluntary networking groups have been introduced for the different management levels bringing together the various business departments.

All of the senior management team embark upon an internal management development programme over an 18 month period. The programme covers performance management, managers role in context, one to one coaching and creativity and innovation. It is designed to build a cohesive management team and enhance the skills of their senior managers. The programme links into both the officers and assistants development programme to show the relationship between the different sets of employees and enhance day to day interaction between managers, officers and assistants. As a result of the programme all employees have the same expectations. A staff counselling scheme is available internally and externally to assist managers with their development.

They offer an employee health benefits package to the value of £300 which is available to all staff regardless of position in the organisation or the amount of hours they work. Employees can choose a health benefit that is suited to their needs such as smoking cessation, dental insurance and optical insurance. These benefits are reviewed annually and employee suggestions for future benefits are taken on board. To promote a healthier lifestyle employees have access to subsidised sports facilities / memberships. Servite Housing try to accommodate employee's needs and offer a wide range of flexible working conditions. Subject to service demands they offer flexi-time, staggered hours, shift swaps job shares and many more.

They offer employees discounted gym membership and also provide a £20 wellbeing supplement to those with gym memberships. Free private health care is available to all employees and through this they can gain access to help and advice on quitting smoking and eating healthily. Seatwave has implemented a personal day policy which allows employees to take up to 5 days additional leave per annum at their request. Days can be used for things such as additional holiday, to spend the day in bed or take the kids to the park.

Seatwave annually conduct an external compensation survey to ensure salaries and benefits are in line with the market. In reward for employee's efforts, performance related stock option grants are available and quarterly performance reviews are carried out. They have a ‘spot' bonus program to celebrate extraordinary efforts and hold quarterly initiatives with awards for team winners.

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.

Employees are rewarded for their efforts through various ways. The organisation benchmark salaries with other organisations and staff receive annual increments and an annual rise. Pay increments are also rewarded for qualifications gained and changing grade. Positive feedback is encouraged when people have done a good job, congratulations cards are given for qualifications gained, there are training qualifications presentations, thank you's in meetings and thank you letters are also given to ensure employees feel appreciated.

Response has its own charitable donation section called Response Giving which is run by a group of active volunteers who meet monthly to discuss requests for donations and to arrange vigorous fundraising. It fundraises and relieves suffering by making donations to people with enduring mental health issues that cannot access money through another source that is so immediate. Their service users benefit from their proximity by the annual events organised such as barbeques and dances. They have a sustainability policy and also monitor who takes their waste, what happens to their green waste and also recycle ink cartridges, paper and cardboard.

Once a month they wear jeans to work and a donation is made to an employee nominated charity, which can be charities that their employees have a personal involvement with. The organisation use a company called Carbon Neutral to offset their carbon usage. They have paper and cardboard recycling with Shred-it who replant how ever many trees worth of paper they recycle. They have a company allotment, where employees can grow vegetables. They believe that all of the areas described above make them a sustainable company. They have frequently supported Heathrow Special Needs Farm and worked with them for 2 years in their local community which is part of the Business in the Community (BITC) Group.

Record have four onsite pushbikes which employees are free to use, they also give discount on certain gyms near the office and provide free fruit around the office for all employees. By having flexible working hours, employees can fit a medical appointment early in the morning or later afternoon without having to take the time off. With the flexible hour's system, if an employee works overtime or at a weekend they can take the time back by taking the time off during the week. They hold one event a year (summer/christmas party) where staff can invite their partners. They also invite all staff children in for Christmas Eve morning to have a kid's party with them. They have a clocking in and out system where employees clock in and out at the beginning and end of the day and at lunchtime. They allow one flexi day, built up from working overtime per month in addition to annual leave. There is also lots of flexibility for the start and end times of the day. As long as staff work their core hours during the day/week they may start any time before 10am and finish any time after 3.30pm.

Their divisional structure supports progression and opportunities for growth and means that they have managers of teams of no more than 20 people. A quality management system is in place which lays out roles and responsibilities. divisional heads are given internal training in management and the directors all have in place support from the Divisional Heads. All managers have 360 degree appraisals with structured feedback.

Reading Room hold a wide range of events aimed at getting teams to work and play together. They hold regular team building days and social events ranging from summer cocktail parties to wine tasting and a Christmas party where employees were taken to Paris. Teams have the chance to earn extra bonuses and celebrate their achievements with divisional parties and nights out.

The organisation offer the flexibility to accommodate personal and medical appointments and time off with pay is granted for doctor, hospital and dental appointments. They do not pay overtime but do grant lieu days to staff who work longer hours at key business times. Family members are invited to social summer hog roast events where there is a bouncy castle and games provided for children. They offer a home working policy and are as flexible as possible about working hours on an informal basis for example employees can start early and finish early as agreed with their managers if it fits with the needs of the business.

Manager's guides are issued wherever possible for new online absence management tools. Pay and support for external management qualifications are available under the Education Assistance programme. Internal management development training is available. Internal coaching and mentoring is also available for employees on an adhoc basis. All the senior management team have an open door policy and will help and guide their management team wherever possible. External coaching and mentoring can be arranged through a preferred supplier where necessary and is available during the Leadership academy. Lunch & Learn sessions with HR are conducted, these sessions are run by the HR team and are open to all managers, covering requested topics such as the disciplinary process. Regular mentoring is given from the HR team on subjects such as performance improvement plans, disciplinary, salary increases and job development.

The CEO runs face to face quarterly updates including a Q&A session and writes a weekly 'Wow, what a week' update, that is sent to all employees. He has an identical desk to the rest of the employees and is approachable. He actively engages with team members and gets involved with events including triathlons and sponsored runs.

The CEO runs face to face quarterly updates including a Q&A session and writes a weekly 'Wow, what a week' update, that is sent to all employees. He has an identical desk to the rest of the employees and is approachable. He actively engages with team members and gets involved with events including triathlons and sponsored runs.

All Managers have regular meetings with their line managers to identify any development needs. They provide external training in a number of different business areas including coaching and leadership which are open to all managers who need support. Managers take part in an annual management development programme to ensure their skills are up to date. Regular management and operational meetings are held where managers can share knowledge and discuss objectives.

The company tries hard to provide a strong work/life balance for employees and will assess any application for reduced hours or flexible working patterns on an individual basis. Free life assurance and private health care is available to all employees. They also have an employee assistance programme which provides support to employees on a range of topics including stress management and mental health issues.

Flexibility is one of the company's core values and has been since its inception. They always try to accommodate part-time, home and out-of-hours working requests. Prosource.it are supportive of career breaks to care for the family, personal or professional development, working abroad, travelling or voluntary work.

Flexibility is one of the company's core values and has been since its inception. They always try to accommodate part-time, home and out-of-hours working requests. Prosource.it are supportive of career breaks to care for the family, personal or professional development, working abroad, travelling or voluntary work.

Pizza Express consistently seek to ensure their employees feel rewarded and hold roundtable events to gain feedback on what employees would like. Restaurant support teams are rewarded through the ‘Restaurant Support Hero Awards' by the Managing Director at their monthly team brief. They also run an employee of the month scheme to recognise exceptional work from operations managers, managers and team members.

Regular fun and social events are organised to encourage employees and teams to interact. They hold an annual summer party, Christmas parties and regional sports days. They run various campaigns on topics such as global awareness where the team who have the most impact on energy use over a year is rewarded with a trip to Kenya. Team bonuses are also awarded for various challenges and targets. Regular team building events take place at least 3 times a year ranging from leadership and coaching courses, to road shows with food tasting and live cooking shows.

All employees receive development in the form of training days, workshops, 121 sessions, mentoring, shadowing, coaching and professional qualifications. Annual appraisals are held with each employee to discuss strengths, development areas and aspirations for the future. The details are linked in with the company strategy and regularly assessed to ensure all employees are working in a role that maximises their talent.

Managers at Personnel & Care Bank are given the autonomy to manage their branches ensuring that their teams are included in decision making, gaining buy in at every level. They are supported with both external and internal coaching and training in Neuro Linguistic Programming via an external practitioner.

The leader and senior managers of the organisation interact with employees through a regular newsletter that is published on a quarterly basis, all directors and senior managers operate an open door policy and employees are reminded of this at the employee forums.

The leader and senior managers of the organisation interact with employees through a regular newsletter that is published on a quarterly basis, all directors and senior managers operate an open door policy and employees are reminded of this at the employee forums.

All members of staff at any level in the firm, are supported to study for legal qualifications provided they have been with Pannone for at least a year and are performing well in their current role. In these cases the firm will pay half of the costs of obtaining the qualification, as well as giving leave to take exams and revise.

Winners of the Team of the Month competition receive a night out, paid for by Pannone and the runners up all get to leave an hour early. The Team of the Year winners can receive a night out at a concert in the firm's box with a meal and wine provided.

The organisation focuses on the management of employee's performance and ensuring that their rewards adequately reflect their efforts. In addition however they run two all employee events per year as a thank you from the company. They have a Summer Party where all employees and their families come along to have food and be entertained and they also have a fantastic Christmas Party for employees and guests where they provide entertainment and food. These events are valued by their employees. In there PaceSetter magazine they recognise individual efforts by employees either inside or outside of work.

The organisation focuses on the management of employee's performance and ensuring that their rewards adequately reflect their efforts. In addition however they run two all employee events per year as a thank you from the company. They have a Summer Party where all employees and their families come along to have food and be entertained and they also have a fantastic Christmas Party for employees and guests where they provide entertainment and food. These events are valued by their employees. In there PaceSetter magazine they recognise individual efforts by employees either inside or outside of work.

There are internal awards given to employees to recognise their contributions. Such awards include the Considerate Constructor Award, the Improving Client Experience Award and the Exceptional Client Experience Award. Loyalty and commitment is also recognised and there are long service awards for those who have been with the company ten years, and then every ten years after that. Instant recognition includes meals and drinks on completion of projects as well as vouchers for employee's birthdays.

There are internal awards given to employees to recognise their contributions. Such awards include the Considerate Constructor Award, the Improving Client Experience Award and the Exceptional Client Experience Award. Loyalty and commitment is also recognised and there are long service awards for those who have been with the company ten years, and then every ten years after that. Instant recognition includes meals and drinks on completion of projects as well as vouchers for employee's birthdays.

Orange run an employee recognition scheme called Brilliant to recognise people that go above and beyond. Anyone who works for the company can nominate someone else for a Brilliant award on their intranet. The panel meets to review all nominations and they award up to twenty people a month. Winners get a day's holiday and a Brilliant star paperweight. The Sales and Loyalty directorate launched its own scheme this year, Sales Legends. Every month, the top 50 performers across all sales channels are listed in the online league table and the top Sales Legends every six months are invited to a superb gala event with their partners. In July this year, the event took place at BAFTA House. Employees are also recognised via the Orange Community, where there are certificates for fundraisers, a profile on the volunteer wall with photos and reports for all volunteers and Orange News coverage on volunteering and fundraising activity.

They have a number of initiatives across Orange designed to reward and engage their employees. These include an employer subsidised/paid DC pension scheme, share purchase incentive plan and Orange healthcare. The Orange bonus gives their employees the chance to share in the company's success and makes them feel valued. The discretionary plan is in place for all Orange UK employees except for their sales people and frontline service teams who are on separate bonus or commission plans that fit with their specialist service and sales roles. For example, sales advisors in Orange shops can qualify for pay monthly sales awards and business sales roles are typically rewarded through commission and incentives.

As well as working closely together as a team during work there are numerous opportunities for people to get together in a less formal setting away from the workplace. These activities can include bowling, ice skating, quizzes or parties and all are an excellent opportunity to bring people closer together and get to know each other better.

NHS West Essex provides detailed management toolkits for each of their people managers to give them support in their day to day role. Further support is offered through the provision of internal and external training if ever the need is identified whilst managers occasionally get together for away days where they can meet up and share knowledge and experience.

NHS Suffolk ensure that employees feel rewarded for their efforts through team away days and the Chief Executive runs a cake event to celebrate the organisations success. In addition announcements and acknowledgements are made at the monthly staff briefings to those employees who have excelled in their day to day role. A range of personal development initiatives are in place such as access to a mentor and an external network with other public sector organisations and peer support networks particularly for middle and senior managers.

Formal team building is held a couple of times a year to encourage employees to build strong relationships and have fun outside of the office environment. For example, they held an organisation away day last year with the theme of ‘Old World – New World'. Every member of staff was invited to attend and arrangements were put in place to provide adequate cover for the office to remain open to enquiries. At this event they explored, with full participation of all present, the behaviours that they wanted to see within the organisation. In addition members of staff participated in presentations which looked at how they work and ways of working more efficiently. One theme that resonated with lots of staff was the ‘time thief' who stops to ask you a quick question that then turns into a detailed conversation or the other time thief who leaves everything to the last minute and then expects others to be able to meet their own timeline.

Employees are provided with a great deal of training including Effective Meeting Training, Project Management Training and Performance Management. They have their own Chief Knowledge Officer who amongst other things, works to promote the use and sharing of knowledge and information amongst staff. Personal Development is supported through individual coaching, fundamental skills training such as Business Writing Skills and IT skills, Team Leader Development Training and through the Employee Assistance Programme.

To ensure that employees are rewarded for their efforts this organisation has regular job evaluations detailing employees input, development plans and one to one meetings. All achievements are published internally within the organisation and in addition all employees are recognised for their contributions with instant recognition through staff emails and their bi-monthly newsletter.

Nexen has a 'green team' distributed throughout the organisation who are charged with identifying opportunities to reduce their environmental footprint at all stages of the project life cycle, from the earliest stages of design through construction, operation and ultimate abandonment and remediation. As an organisation, they attempt to recycle and reuse wherever possible and have recycle bins in all offices. The company has an unswerving commitment to the environment and social responsibility. They match all employees fundraising pound for pound and sponsor a number of causes ranging from school cricket teams to cancer charities. Employees are also active in the local community and have helped to build walls and help with learning in schools through the Mackie Academy in Aberdeen for example.

The company rewards and recognises teams and individual performances through its Employee Recognition Programme which is an important facet of valuing people's contributions to the company and making them feel valued in turn. There are also financial bonuses and thanks given. Achievements are also noted in performance reviews.

Any employee who wishes to undertake a course through the college is entitled to do so completely free of charge regardless of the subject or its relevance to their role within the College. This is in addition to a range of other development practices which includes classroom related training, time management and office skills as well as knowledge sharing through forums and groups throughout the College.

Employees are able to meet with the Principal at regular ‘meet the Principal' focus groups where people are given the opportunity to ask him direct questions on a range of topics. The Principal also welcomes feedback through e-mail or the college intranet system and ensures that all employees are kept well informed of any developments or changes through consultation meetings.

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.

Managers and team leaders interact with employees on a day to day basis through team meetings, one-to-ones, coaching and team building. All senior managers are located within the open plan office and the door is always open unless dealing with something of a confidential nature. Senior managers also join in with all social events. The Leader, Andrew, is passionate about team working and the importance of preserving and growing the company greatest resource, its people. The senior management team, departmental managers and teams operate cohesively within a culture of openness, transparency and trust. Strategy is clearly communicated and cascaded to all levels, with a real sense of where the mission is heading and where each individual plays a part.

Managers and team leaders interact with employees on a day to day basis through team meetings, one-to-ones, coaching and team building. All senior managers are located within the open plan office and the door is always open unless dealing with something of a confidential nature. Senior managers also join in with all social events. The Leader, Andrew, is passionate about team working and the importance of preserving and growing the company greatest resource, its people. The senior management team, departmental managers and teams operate cohesively within a culture of openness, transparency and trust. Strategy is clearly communicated and cascaded to all levels, with a real sense of where the mission is heading and where each individual plays a part.

The company organises various events for employee's to socialise and have fun outside of the workplace. Such events have included the annual party, quarterly quiz nights and an annual golf day. On a smaller level, teams will often celebrate with team drinks or lunch in recognition of a successful client engagement. They also offer formal team building a couple of times a year. For example, they took 165 of the company to Venice for three days and two nights teambuilding. This included a three part treasure hunt around Venice and a masked ball, as well as other more informal group events and dinners.

The company organises various events for employee's to socialise and have fun outside of the workplace. Such events have included the annual party, quarterly quiz nights and an annual golf day. On a smaller level, teams will often celebrate with team drinks or lunch in recognition of a successful client engagement. They also offer formal team building a couple of times a year. For example, they took 165 of the company to Venice for three days and two nights teambuilding. This included a three part treasure hunt around Venice and a masked ball, as well as other more informal group events and dinners.

Maracom offer employees the services of an occupational health nurse, as well as this they have recently introduced a private health care scheme, all employees are also free to take time off work to attend medical or hospital appointments and working hours are tracked in the form of timesheets to ensure no employee is working extended hours.

Maracom is accredited to ISO 9000 and is actively progressing towards ISO 14000. They firmly believe that this could serve as a valuable tool to help their organisation improve its environmental performance, increase the use of pollution prevention and improve compliance. Maracom will advise on measures that can reduce energy costs and make recommendations when plant replacement is to be considered. They also promote paper recycling, ink jet cartridge recycling, mobile phone recycling and computer/monitor shutdown. As well as this they encourage employees to participate in charitable activities when possible and the 3 peaks challenge is one of their upcoming events, the sponsorship will be going to a recognised Cancer charity.

Interaction between directors and staff has always been conducted on a first name basis to encourage an ethos of trust and mutual support. All sales offices and sites receive visits from directors a minimum of three times a month during which they continue to personally involve themselves in the everyday work within the branches.

Staff and managers at Manning Stainton work together in small teams. This encourages open discussion through daily "morning huddles" and weekly team meetings which enhances collaboration within the teams.

Magnox North feels that their key resource is its people and they treat them as such. They feel that the terms and conditions are among the best in the sector and compare very favourably with private sector companies. The new Company Agreement has ensured that the organisation is fairer, with employees rewarded for performance rather than years of service. In addition there are generous bonus arrangements in place with employees rewarded for performance on an annual basis. Their reward and recognition policy covers a wide range of initiatives to try to ensure people feel rewarded.

Magnox North feels that their key resource is its people and they treat them as such. They feel that the terms and conditions are among the best in the sector and compare very favourably with private sector companies. The new Company Agreement has ensured that the organisation is fairer, with employees rewarded for performance rather than years of service. In addition there are generous bonus arrangements in place with employees rewarded for performance on an annual basis. Their reward and recognition policy covers a wide range of initiatives to try to ensure people feel rewarded.

Employees well being is considered very important. The dairy works four days a week, with employees working a slightly longer shift over four days rather than five, with an early shift only which was chosen by staff, many of whom are parents wanting to get home for return of children from school. The importance of family is also recognised at the annual events, for example, a farm Christmas party where partners are invited and an annual party for children of all employees.

Employees well being is considered very important. The dairy works four days a week, with employees working a slightly longer shift over four days rather than five, with an early shift only which was chosen by staff, many of whom are parents wanting to get home for return of children from school. The importance of family is also recognised at the annual events, for example, a farm Christmas party where partners are invited and an annual party for children of all employees.

MacIntyre recognises the importance of taking a proactive approach to environmental management and considers it to be an integral part of risk management procedures. They are committed to operating in an environmentally responsible manner and to improving their environmental performance across all areas of the organisation. They have engaged a consultant from the Carbon Trust to work with them in developing the strategies and policies to underpin this commitment. They ensure that all corporate and operational offices are environmentally friendly and also raise awareness with the people they support to ensure that their overall 'footprint' is as small as it can be. They encourage all employees to make use of recycling facilities and to use public transport wherever possible.

MacIntyre recognises the importance of taking a proactive approach to environmental management and considers it to be an integral part of risk management procedures. They are committed to operating in an environmentally responsible manner and to improving their environmental performance across all areas of the organisation. They have engaged a consultant from the Carbon Trust to work with them in developing the strategies and policies to underpin this commitment. They ensure that all corporate and operational offices are environmentally friendly and also raise awareness with the people they support to ensure that their overall 'footprint' is as small as it can be. They encourage all employees to make use of recycling facilities and to use public transport wherever possible.

They strive to ensure that their employees feel rewarded for their efforts. Their ‘My Recognition' scheme allows anyone to send a thank you e-card or nominate anyone else to receive a monetary gift for living their values to a colleague or customer. Local initiatives such as certificates, chocolates or recognition in local newsletters work really well as does a thank you or well done from leaders at every level. Team leaders are trained to recognise the differing motivators for individuals and teams and positive examples are shared. Bonuses can be worth up to 30% of a front line customer service representatives salary, through annual or monthly bonus schemes. Long service awards of up to £1500 are given, depending on length of service. Flexible benefits allow employees to choose the benefits that most suit their lifestyle from shopping vouchers to BUPA cover for families.

They strive to ensure that their employees feel rewarded for their efforts. Their ‘My Recognition' scheme allows anyone to send a thank you e-card or nominate anyone else to receive a monetary gift for living their values to a colleague or customer. Local initiatives such as certificates, chocolates or recognition in local newsletters work really well as does a thank you or well done from leaders at every level. Team leaders are trained to recognise the differing motivators for individuals and teams and positive examples are shared. Bonuses can be worth up to 30% of a front line customer service representatives salary, through annual or monthly bonus schemes. Long service awards of up to £1500 are given, depending on length of service. Flexible benefits allow employees to choose the benefits that most suit their lifestyle from shopping vouchers to BUPA cover for families.

In 2008 Islington has won or been shortlisted for over 25 Environmental awards. Islington won the sustainability category at the Regeneration and Renewal awards and was a runner up for both for Beacon and the Guardian Public Service for tackling climate change. Recognition through professional awards reflects the resident's perception of the council's approach to reducing environmental impacts and maximising environmental benefits. Islington has frequently been cited by government ministers, by local authorities and environmental professionals as an example of best practice including DEFRA and UKCIP.

New managers go through a full manager's induction course and a moving into supervision course to support them as they take up their new role. Islington has approximately fifty qualified senior management coaches across the organisation who are available to coach manager's and colleagues whenever required.

Globally, they have a Corporate Responsibility Committee. Each member champions environmental issues in their respective regions by giving such as presentations and support for environmental initiatives. In the UK they have a team of forty one environmental champions who represent a group and or a floor, this team is co-ordinated by the Environmental Practitioner. In November 2009 they made the shift to Bin the Bin which is a scheme designed to increase recycling by replacing standard desk side bins used by each employee with localised waste and recycling points. All construction waste is sorted and recycled and where possible and all furniture procured is made from recycled content. They also support the local community for example through their work in education in Hackney. Social mobility is a significant challenge for the professions and, through a range of activities, they try to inform and inspire the aspirations of young people near to their office.

Globally, they have a Corporate Responsibility Committee. Each member champions environmental issues in their respective regions by giving such as presentations and support for environmental initiatives. In the UK they have a team of forty one environmental champions who represent a group and or a floor, this team is co-ordinated by the Environmental Practitioner. In November 2009 they made the shift to Bin the Bin which is a scheme designed to increase recycling by replacing standard desk side bins used by each employee with localised waste and recycling points. All construction waste is sorted and recycled and where possible and all furniture procured is made from recycled content. They also support the local community for example through their work in education in Hackney. Social mobility is a significant challenge for the professions and, through a range of activities, they try to inform and inspire the aspirations of young people near to their office.

Minimising their impact on the environment is a core part of the company's culture and new employees are informed from their first days within the company through their environmental induction presentation which is further emphasised in the group chairman's presentation. They have a dedicated engagement manager who is responsible for managing and promoting corporate social responsibility issues. They are committed to reducing their impact on the environment by minimising energy consumption, recycling as much as possible and reducing business travel wherever possible through conference calls, encouraging use of public transport and car sharing. They have light sensors in all common areas to ensure lights are not left on unnecessarily. Water filters on all taps discourage people from buying bottled water and there are clearly labelled recycling bins for paper, cardboard and glass. They are committed to becoming carbon neutral by the end of 2010. They also support the local community through a number of industry and education links with local schools, colleges and universities as well as relationships with other local organisations.

There is a budget in place specifically in place for fun and social events. These have included a team photography competition, wear it pink day for breast cancer and a Eurovision lunch. As an organisation they also hold formal team building events. The most recent was an externally facilitated two day event with their client services and business development teams. Such events allow employees to relax and have fun outside of the work place and gain new skills.

Through the company's sports and social foundation, they offer a range of activities that staff and their families can participate in. Some examples of activities that have been organised are a trip to Colchester Zoo, spooky night and a pamper evening. There are also specific team events to recognise team work such as ten pin bowling, Go-Karting and meals in restaurants. There are also formal team building events held a couple of times of year. For example, last year there was the consolidation of the RVI and NDT product groups and as a result, a team building event brought together the respective product and sales management groups, where an evening of competitive go-karting was arranged at a venue local to Southend. After six hotly contested heats, the top ten drivers entered a ten lap final all aiming for the ultimate position on the top of the winner's podium. With trophies awarded, the teams departed. There was only one winner on the night - the newly combined and fully integrated and committed sales team.

Olympus KeyMed has a dedicated Environmental Team and an Environmental Committee and Steering Group. Both groups have specific terms of reference created to enable them to set policies and monitor environmental procedures in relation to operational conditions, environmental aspects and impacts and best practice. The company has an altruistic approach to supporting the community and operates an open-door policy to all charities, where every request received is reviewed on an individual basis and responded to accordingly. An example of their charity work was a project in aid of MildMay, a charity which aims to improve the quality of life for men, women and children living with, or affected by, HIV and AIDS. This was an all staff overseas aid appeal which ran for three consecutive years, where the company utilised its extensive logistics expertise to coordinate the purchase and shipment of containers to Africa. These were filled with hundreds of items of clothing, toys and other equipment, all donated by staff, which would help those who literally have nothing, lead happier and more fulfilled lives.

There are regular events organised by the new Sports and Social Committee to promote a fun environment, including a Sports Day in the summer when teams from each department compete against each other; Christmas Pudding classes where staff can learn how to make a traditional pudding; children's carol concert with Father Christmas; a fun talent competition and subsidised outings such as ice skating, concerts and sports events. Kellogg run a variety of team building events and has run over 20 in the last year. Each event is designed to meet the specific needs of a team and has a clear set of objectives. The team has participated in a variety of exercises using tools such as MBTI to understand each other better, feedback exercises to encourage open and honest feedback and exercises to agree and improve ways of working. All of these sessions have been highly participative and have had a fun element to them.

Kellogg's offers employees a range of choices to create an individual work life balance that works for them. These include part-time working, flexible working hours for all employees, career breaks, home working and flexible benefits. Kellogg's understands all employees are different and have different personal commitments and aspirations which is why they operate a benefit system called ‘CornFlex'. CornFlex can be tailored by each employee to suit their needs and includes a range of benefits such as: childcare vouchers, cycle to work scheme, life insurance, discount on high street stores and the opportunity to buy and sell holidays. Kellogg's believes that creating an environment where work and life commitments can be properly balanced is vital to its success. They continuously monitor the market to ensure the company remains a leader in employee benefits, setting the standards for others to follow.

There is a budget in place for teams to socialise outside of work. The West Wales catchments have held events such as ten pin bowling and kayaking and many retirement evenings with a pub meal in a relaxing sociable environment. Teams are involved in sponsored community events such as events such as beach cleans and undertaking projects such as creating a garden for a school. There are also two formal team building ‘away days' per team each year. This involves activities chosen by the team and involves every member of the team.

There is a budget in place for teams to socialise outside of work. The West Wales catchments have held events such as ten pin bowling and kayaking and many retirement evenings with a pub meal in a relaxing sociable environment. Teams are involved in sponsored community events such as events such as beach cleans and undertaking projects such as creating a garden for a school. There are also two formal team building ‘away days' per team each year. This involves activities chosen by the team and involves every member of the team.

The leaders of the organisation are very hands on with the recruitment and training of all employees ensuring that all staff know and can talk to them at any time. Both the Managing Director and Chief Executive have 'glassed off' areas in an open plan office as well as an open door policy.

Jobsite take the health and wellbeing of their employees very seriously and as such free flu vaccinations are offered to all employees as well as Tamiflu tablets, free healthcare is also provided as well as eye tests and a substantial contribution to new spectacles if required. Employees also have the benefit of enviormentally friendly office surroundings and flexi working is available in some areas. Ladies returning from maternity leave are encouraged to return to work on a part-time basis and several remain on these hours which Jobsite are happy to accommodate. Some departments work on a staggered start and finish time and they are quite flexible about people working from home in some areas.

Jobsite recognise the importance of making sure employees feel rewarded for their efforts within the organisation both individually and as part of a team, the sales employee of the month receives a bottle of champagne whilst team's are able to celebrate successes together with a team night out, as well as this instant recognition is awarded in the form of champagne, thank you cards, dining experiences and company recognition, employees are also rewarded for their loyalty to the organisation and at 10 years of service employees receive a gift and dining experience, communication is an important part of the company ethos and employees are kept up to date with the latest company news via the Jobsite intranet, regular company and marketing newsletter, quarterly company meeting, monthly Director/senior management meetings and monthly management/staff meetings.

Every member of staff benefits from generous annual leave, a final salary pension scheme, bike to work scheme, childcare vouchers, as well as reduced price membership at either the College's own spa & gym or others in the city, as well as a range of discounts at theatres and local shops. Staff are encouraged to have a healthy work / life balance.

This College holds an annual excellence dinner to reward staff and teams nominated by colleagues and managers for their contribution to the College over the course of the year. The leadership of the College also make every effort to make staff aware that their contribution is valued, the following is a passage that the Governors recently passed to the staff "At its meeting on 23 November, while considering the annual report and financial statements for 2008, the Board of Governors unanimously endorsed a vote of thanks to all staff for your contribution and hard work in the course of the last year. Your dedication was clear - not only did you achieve a brilliant performance in meeting targets but you successfully moved from one campus back to the Edinburgh Campus and to the new Midlothian Campus with uninterrupted tuition to students. This was a great achievement. The Governors appreciate all of your efforts. Thank you again! Tom Drake and the Board of Governors".

The Leader of the organisation, Justin, commits a huge amount of his time to communicating and engaging with colleagues. From the face-to-face events that he does every month and his weekly store visits to the regular 'all colleague letters, responses to the Tell Justin suggestions and filming the monthly briefing and column in the Journal. The impact that this has is tangible as colleagues show huge warmth and respect for him and clearly find him very approachable. Every member of the board holds a ‘Start the day with' session every month. These are breakfast listening groups held with a colleague from every store in a region. With no set topic these are a chance for colleagues to say what is on their minds and to ask questions raised by themselves or their colleagues back in store. The operating board and directors tend to spend most Friday's visiting stores or depots to spend time face to face with colleagues and customers to hear first hand what is working well and where the opportunities are to improve the way they work or the way they implement new ideas for their customers.

The Leader of the organisation, Justin, commits a huge amount of his time to communicating and engaging with colleagues. From the face-to-face events that he does every month and his weekly store visits to the regular 'all colleague letters, responses to the Tell Justin suggestions and filming the monthly briefing and column in the Journal. The impact that this has is tangible as colleagues show huge warmth and respect for him and clearly find him very approachable. Every member of the board holds a ‘Start the day with' session every month. These are breakfast listening groups held with a colleague from every store in a region. With no set topic these are a chance for colleagues to say what is on their minds and to ask questions raised by themselves or their colleagues back in store. The operating board and directors tend to spend most Friday's visiting stores or depots to spend time face to face with colleagues and customers to hear first hand what is working well and where the opportunities are to improve the way they work or the way they implement new ideas for their customers.

Colin Forrest, the Chief Executive at ISG Pearce, attends every new employee induction session, is visible sitting along side other employees at the head office and will answer any question posted to him on the "ask Colin" intranet forum. He also holds a Q&A session at each of the twice a year business presentations and is happy to be put on the spot and address any issues or concerns or general comments made by employees within all levels in the company. At least one member of the Executive team will always attend the company social events organised.

Any member of staff can undertake a Performance Development Plan (PDP) to plot their progress through ‘career pathways'. The purpose of the PDP could be for career progression, technical or soft skills development in a current role. They also provide their employees with extensive training such as commercial awareness training for all site staff to improve knowledge of contracts and ISG Pearce commercial processes, equality and diversity training and operational processes training to maximise consistency in the use of ISG Pearce systems and processes across all sites. They also offer training of a variety of soft skills such as assertiveness, conflict avoidance and stress management and avoidance, all of which their delegates have found to be useful at both work and home. The ISG Pearce Graduate Training Scheme includes a structured 2 year programme that develops graduates' technical knowledge and skills and improves their awareness of the company and construction industry in general.

Inventures was established following a management buy out in 2005. The Leader of the organisation, David Lawrence, purchased Inventures with five fellow directors and established it as a consultancy in the private sector. The Leader met with each individual and discussed what opportunities were available for them and recruited people into the new private sector organisation. This entrepreneurial move saved many people's jobs and ensured that the new organisation retained specialist skills and experience that benefited Inventure's unique selling point and enabled its transition into a profit making enterprise. The leader ensures that he meets all new recruits personally to welcome them to the organisation and assure them that his door is open to them. His approach is very personal, taking time to know every single member of staff, to understand their interests inside and outside of work.

The appraisal system incorporates a training plan where any courses/qualifications that will enhance performance are identified. This incorporates management qualifications. Internal management development training is available and whenever possible Inventures recruit internally. Succession planning is supported through mentoring and coaching to develop management. This approach enables knowledge and skill transfer. The appraisal process is 360. Internal coaching/mentoring is facilitated for all new starters and where there are specific requirements for knowledge transfer. Where there are opportunities or specific requirements for knowledge transfer external coaching/mentoring is arranged. In addition, external experts are regularly invited to attend internal meetings to share their knowledge and experience. Inventures also provides mentoring to external organisations. Board meetings are held on a quarterly basis. Other managers forums and seminars are held when there is a business need.

The company have a shared network where learning and development tools and templates can be found, such as the appraisal or probation assessment templates. They offer pay and support for external management qualifications CIMA – CIPD. They have performance Appraisal Training (facilitated by HR) - Learning Lunches/brain box sessions and professional development sessions. All annual appraisals require 360 degree feedback from clients, colleagues and suppliers. All People Managers have regular one-to-one meetings with human resources and senior management to enhance people leadership skills. New people managers receive a mentor that aids in their support during the initial months. Managers have very regular forums and updates together to share ideas, gain knowledge and have their voices heard.

i-level operate a monthly staff meeting in one location where different leaders host each month. They also have live Q&A or surgery sessions. The workspace is open plan even senior management sit on the same floor and not closed off from other employees. The layout of the office promotes easy access for all employees. The company hold Intranet blogs or present regular pieces of information in the organisation newsletter/magazine. They believe the sort of communication should be face-to-face. For a company of close to 150 employees, he knows everybody by name, position and contribution to i-level. The company is undergoing significant cultural and structural change and the leadership have ensured they hold regular updates at monthly meetings as well as ensuring he is accessible to every member of the business. The leadership believe in a strengths based culture and this involves tearing up the old rule book to identify and nurture what people are naturally good at and to tie this into their individual performance development structure.

The culture of Idis is very dynamic and encourages entrepreneurship. This is clearly driven by Natalie, their leader. She is a charismatic leader and passionate communicator, who is keen to provide updates and communicate with all staff. Examples include, leading the ad-hoc company “bus stop” meetings and attending team meetings. They also run a lunch with Natalie programme, where a couple of times a month a staff member will go to lunch with Natalie, individuals are randomly selected and it could be an employee from any level or department. The purpose of this is to get first hand feedback from staff and temperature check what the organisation are doing well and what they could be doing better. Natalie also leads our staff innovation team, providing a monthly forum to explore new ideas and how they can be implemented into the business.

The HR department work in strong partnership with people managers in Idis to coach and empower them to be more effective in their roles. To encourage people managers to further develop their skills the company support and fund external qualifications and 360 feedback is provided annually to senior managers, members of the directors team also have access to external business coaches as well as Management and Leadership academies.

Employees are rewarded and recognised for their efforts. Managers are encouraged to acknowledge good performance directly with their staff. Milestone recognition is given and usually takes the form of a celebratory event and a gift and instant recognition is usually by email.

Employees are rewarded through various means. There is an appraisal process in place during which employees and managers are encouraged to give balanced feedback. All employees are also eligible for a bonus. This is directly performance related therefore recognises those who have achieved.

Over the last few years HBC has introduced many actions to reduce CO2 emissions and related environmental impacts from its operations. Some highlights of this include innovation in the vehicle fleet including environmentally friendly mayoral car and caretakers vans, measures to encourage staff to purchase more fuel efficient vehicles and efficient use of computer equipment with a central energy management system. More recently, the energy performance of 10 of the main buildings has been audited and they are committed to considering how to bring forward improvements to the energy efficiency of those buildings. To help with this, they created a Property Services post with an increased emphasis on energy management.

Hyndurn Borough Council recognise and reward high performance teams and individuals in various ways such as Local Heroes in their newsletter, the Great Big Thank You event, Hyndsight, personal letters of congratulation from the Managing Director and token payments in recognition of staff who go the extra mile. Job evaluations are conducted regularly to ensure that salaries are paid equally for jobs across the organisation.

Teams are rewarded and recognised in many ways. These include Bar3 events, which are themed events designed for all employees to come together, relax and have fun. There are Christmas party's held in Maidenhead and Glasgow and all employees are invited. For the employees working in retail stores and unable to attend, they provide £30 per head for local arrangements to be made. Individual teams also run annual events which are about connecting as a group as well as focussed on work. There are also team celebrations, for example, the retail team has monthly store team incentives to celebrate successes in different campaigns and successful teams are rewarded and recognised via their 3 Cheers scheme, where they will receive both a thank you and voucher or points to be spent in the online prize store. Formal team building also takes place. For example, they recently ran a two day event for an HR team. It started off with an icebreaker and a session from the manager describing her view of the challenges the business and the team faced. There were development exercises focused on being more influential in the business and with each other as well as how to make effective requests and commitments in this team.

Teams are rewarded and recognised in many ways. These include Bar3 events, which are themed events designed for all employees to come together, relax and have fun. There are Christmas party's held in Maidenhead and Glasgow and all employees are invited. For the employees working in retail stores and unable to attend, they provide £30 per head for local arrangements to be made. Individual teams also run annual events which are about connecting as a group as well as focussed on work. There are also team celebrations, for example, the retail team has monthly store team incentives to celebrate successes in different campaigns and successful teams are rewarded and recognised via their 3 Cheers scheme, where they will receive both a thank you and voucher or points to be spent in the online prize store. Formal team building also takes place. For example, they recently ran a two day event for an HR team. It started off with an icebreaker and a session from the manager describing her view of the challenges the business and the team faced. There were development exercises focused on being more influential in the business and with each other as well as how to make effective requests and commitments in this team.

There are various events organised to ensure that teams spend time together outside of the workplace including the annual dinner and dance, educationals and theme park visits. There is also a fund in place which can be used at the team's discretion to arrange such events. Formal teambuilding events are also held several times a year. The most recent involved the senior management team and directors spending an away day brainstorming new ideas and discussing the progress of the company in the future. This ended with a social meal.

There is a great deal of support available for managers. The organisation uses online support such as XpertHR and they also have external legal support in place. Training includes the ILM Management Development Scheme and managers also receive support towards external qualifications such as CIM, CIPD and NVQ's. Feedback is given through regular mentoring with Human Resources, succession planning for key employees and they currently run a 360 degree performance appraisal system.

Hitachi Data Systems have an on line management resource centre, providing a central hub for all people related transactions, performance management, management development tools and compensation planning. All managers also have access to Skillsport, an on-line training resource that can be accessed at any time to develop a wide range of management skills.

There is a quarterly Vision session run by the executive team in the US with full video conferencing around global Hitachi Data Systems sites. There are also Townhall sessions run by the UK leadership team twice a year.

Hinckley & Bosworth Borough Council provide dedicated sessions for people who want to quit smoking. They have a health improvement officer who promotes healthy lifestyles to staff. They help to manage stress within the workforce by working with a union to provide 1-2-1 sessions and they support paid OCC health counselling for stress and other mental health issues. The company also hold staff walks and yoga sessions.

Hinckley & Bosworth Borough Council provide dedicated sessions for people who want to quit smoking. They have a health improvement officer who promotes healthy lifestyles to staff. They help to manage stress within the workforce by working with a union to provide 1-2-1 sessions and they support paid OCC health counselling for stress and other mental health issues. The company also hold staff walks and yoga sessions.