Pride Powers Performance

Employees are recognised and rewarded in many ways. In recognition of commitment, after ten years service and every subsequent five years, employees receive a certificate and a cheque. Managers can also give awards for going the extra mile where employees are rewarded with shopping vouchers. There is also a Bright Spark suggestion scheme in place where ideas are initially filtered by staff consultation group representatives. If an idea is adopted, the person suggesting it receives a financial reward dependent on whether the benefits are local, regional or national.

Managers are supported by various means including toolkits on sickness, absence management and meetings management. They offer a number of management skills training courses but also a trainee team manager 2-year programme. Service managers are all expected to achieve NVQs at level 4 in management and health and social care. Occasionally, more senior employees will be sponsored for an MBA or DMS. All managers have a once or twice annual conference. Locally and regionally, various meetings are arranged for developmental, project and information dissemination purposes.

They support employees' wellbeing through employee representative groups, health and safety groups and employee diversity groups. They also help maintain work/life balance through flexible part time hours for employees returning to work, especially from maternity leave but also from long term illness.

There has been inspirational leadership training for over forty senior managers over the last year. Managers are supported through access to resources on the intranet site. They also receive internal coaching and mentoring from Human Resources and group managers as well as 360 feedback.

The Leader lives the culture of the business and shows respect to all his staff. On his visits he goes around and talks to all his staff and understands the company is nothing without a strong engaged work force. All sites are open plan and all managers' doors must be left open unless a private meeting is in progress which encourages an open culture. Managers communicate through weekly monthly meetings and when required.

Potential managers within the organisation are identified early on and given the nurturing and support that they need to move up to higher levels. Managers are mentored by more senior staff from within Hereford Sixth Form College whilst also extending the mentoring process through other sixth form colleges. Managers are also encouraged to attend any West Midlands management and teacher groups to extend and share their knowledge.

Potential managers within the organisation are identified early on and given the nurturing and support that they need to move up to higher levels. Managers are mentored by more senior staff from within Hereford Sixth Form College whilst also extending the mentoring process through other sixth form colleges. Managers are also encouraged to attend any West Midlands management and teacher groups to extend and share their knowledge.

They have a budget in place specifically for fun and social events to encourage team bonding and socialising outside of work. These events include the Christmas Annual Awards, visits to restaurants in London and the Peach Seminar in London for the executive team and general managers.

Heathcote's are a very strong caring team who all look out for each other and the door is always open to everyone. Ken Heathcote also visits the restaurants on a weekly basis acting as mentor/coach and is there for anyone who may have a problem. Flexibility is given for appointments and employee's hours are monitored to ensure they are maintaining a work/life balance.

They recently introduced an annual VIP Award, Values in Practice. This has six categories that colleagues can be nominated for. These awards were presented by Sir Liam Donaldson and are a public recognition of the outstanding effort made by HPA staff. All local newsletters publish examples of the work that staff are doing, much of it in collaboration with other agencies or organisations. At a local level managers are encouraged to praise achievement whether individually or in team meetings.

Although they are unable to endorse specific charities many staff voluntarily get involved locally and sometimes nationally. Staff are also allowed time off to fulfill public duties such as being a school governor or magistrate or involvement in the armed forces. They have recently introduced an environmental sustainability policy which encourages all staff to be more aware of the impact they are having on the environment and to limit their carbon usage amongst other approaches. As a result some parts of the organisation operate a cycle pool which not only helps reduce carbon but also promotes fitness.

All managers including the CEO operate an open door policy and work in close proximity to their teams. New employees are invited to meet the CEO and senior leaders over specially convened buffet lunches and staff also have the chance to ask the leaders questions through the staff council. The CEO, Shaun Reason always makes an effort to talk to staff, not only about work but finds common ground on a personal level too. He invites criticism and responds to this by not acting defensively but by explaining/upholding the decision/action or by taking action to address the issue raised. He has also introduced a staff suggestion scheme that can be accessed anonymously which he personally deals with.

All managers including the CEO operate an open door policy and work in close proximity to their teams. New employees are invited to meet the CEO and senior leaders over specially convened buffet lunches and staff also have the chance to ask the leaders questions through the staff council. The CEO, Shaun Reason always makes an effort to talk to staff, not only about work but finds common ground on a personal level too. He invites criticism and responds to this by not acting defensively but by explaining/upholding the decision/action or by taking action to address the issue raised. He has also introduced a staff suggestion scheme that can be accessed anonymously which he personally deals with.

HCL ensures that all employees enjoy fun social events as a form of reward as well as a valuable exercise in team building. Recent events have included a trip to Cannes for a team which had significantly outperformed projections, a karaoke night for another team to celebrate getting half way to its annual targets and team building dinners to welcome new joiners. There is also the annual awards ceremony and a divisional Big Billers Club, which meets regularly for nights out and trips, for example to Vegas and New York.

Each year in February they hold the annual HCL Awards Ceremony. This is the biggest event in the company calendar at which the achievements of their brightest stars and the whole company are publicly recognised. With a large budget devoted to the event, the party is held every year in a different flagship London location. Employees from all their offices have transport and hotel accommodation arranged and paid for. The Company's brightest star is rewarded with a high performance sports car and support employees, rising stars and bright new starters are also rewarded with cash and other prizes. This year, all staff were invited to vote on their choice of the top prizes for the HCL Awards and they chose a luxury long haul trip for the 8 - 12 top performers from each of their four divisions. The biggest biller will also get a Porsche Boxter. Support staff will be rewarded with a luxury European trip and there will also be cash prizes and winners also receive personalised award plaques.

The senior management team provide constant support and feedback internally to staff via established communications channels. There is sometimes a need to go outside of these and the senior management team in difficult times will often be seen floor walking to engage and re-energise the workforce. The Managing Director has his office on the same floor as consultants and it is not unusual for him to ‘hot-desk' when visiting other offices around the business and other senior managers will move around the business as much as possible. Both the Chief Executive and Managing Director give regular “blogs” that can be responded to with transparency online enabling them to be upfront and honest with their employees.

Hays unique culture and environment utilises the strength of teams as a way of delivering excellence in recruitment and customer service to their clients, temporary workers and applicants. All teams are encouraged to meet together weekly to cascade messages, share issues and build knowledge. Managers are encouraged to manage teams as well as individuals and to ensure team events occur on a regular basis in order to strengthen the bond; this often includes a social element as well as business focussed activity. Office based incentives promote the strength of the team and awards enable the team to celebrate together both in a social context and on sports and experience events for example a paintballing day. Management conferences seek to encourage team building across specialist business functions and areas. These events often feature team events and utilise teams to solve problems and generate ideas and discussion.

Their communication strategy ensures that the leaders of the firm interact and communicate with staff at all levels, for example the three year strategy was rolled out not just to the partners but to all staff. The leaders believe in empowering employees whilst giving full support, for example the Chief Executive fully supports the Healthy Working Lives committee and Health and Safety committee, however he allows more junior employees to manage the groups. The leaders are actively involved in staff meetings, department meetings, and Practice Group meetings and attend the social events which are open to all levels of staff. The leaders ensure that they action feedback and suggestions of staff. All offices are open plan and they operate an open door policy throughout. There are half year presentations which take place twice a year to all staff in a local venue with drinks and canapés provided afterwards so that staff can ask questions informally.

Their communication strategy ensures that the leaders of the firm interact and communicate with staff at all levels, for example the three year strategy was rolled out not just to the partners but to all staff. The leaders believe in empowering employees whilst giving full support, for example the Chief Executive fully supports the Healthy Working Lives committee and Health and Safety committee, however he allows more junior employees to manage the groups. The leaders are actively involved in staff meetings, department meetings, and Practice Group meetings and attend the social events which are open to all levels of staff. The leaders ensure that they action feedback and suggestions of staff. All offices are open plan and they operate an open door policy throughout. There are half year presentations which take place twice a year to all staff in a local venue with drinks and canapés provided afterwards so that staff can ask questions informally.

Granby Marketing Services believe that businesses are responsible for achieving good environmental practice and operating in a sustainable manner.They are committed to reducing their environmental impact and continually improving their environmental performance as an integral and fundamental part of the business strategy and operating methods. They also support local charities by donating client surplus stock wherever possible. They liaise with local employment agencies i.e. job centre and local colleges to ensure that when they recruit they utilise local resources.

Granby Marketing Services believe that businesses are responsible for achieving good environmental practice and operating in a sustainable manner.They are committed to reducing their environmental impact and continually improving their environmental performance as an integral and fundamental part of the business strategy and operating methods. They also support local charities by donating client surplus stock wherever possible. They liaise with local employment agencies i.e. job centre and local colleges to ensure that when they recruit they utilise local resources.

Gensler lead sustainability efforts through a dedicated Sustainability Committee. This committee is made up of individuals who feel passionately about working within and promoting the issues of sustainability in the environment. New recycling or reduction schemes are communicated and promoted internally at monthly or six-monthly all staff meetings through bespoke humorous videos. Gensler's Community Outreach programme is driven entirely on the interests and entrepreneurship of all those involved. Through a volunteered Community Outreach Committee, their support of local charitable organisations is organised and implemented. The Community Outreach programme incorporates staff from all disciplines and levels working together on a diverse range of projects that have a long lasting positive impact on the charities they support. To demonstrate their commitment to effectively manage projects, sustain and protect the environment, they identify and evaluate the environmental aspects of all projects undertaken, setting measurable and realistic environmental objectives and targets to improve the environmental performance across the business. They also source environmentally sustainable materials, reduce their waste and consumption of energy and maximise opportunities to re-use and recycle where possible.

Employees are rewarded by both financial and non financial ways. These include the appointment process where employees may be promoted annually to become associates, senior associates, principals or managing principals. Individuals who become ‘titled staff members' are nominated by the peer group they may be appointed to join. It would also include financial bonus where employees benefit from six-monthly performance and profit related bonuses which are tied into the six-monthly celebration of the ‘all staff' meeting and the annual ‘all staff' meeting.

Futures Housing have a strategy and various policies and procedures to support their commitment to the environment. They monitor energy usage and waste and have recycling points at all offices and sites. They have also have introduced video and telephone conferencing to reduce car travel and promote car sharing, cycling to work, providing secure bicycle bins and shower facilities. They do a great deal for their communities including holding yearly community events and providing financial support to local sports teams and music groups. They raise money for a wide variety of charities throughout the year, including Comic Relief, Wear it Pink Day for Breast Cancer and Children in Need and annually board directors match monies raised by team members up to limit.

They provide a competitive range of benefits which include flexible working, personal development opportunities and career breaks. In addition to these they also offer concessionary days off at Christmas and time is given for teams to enjoy a Christmas lunch together. They are hoping to introduce a reward strategy to offer other flexible benefits.

Employees are recognised by being verbally acknowledged for their effort and attainment and rewarded with cash prizes, incentives and financial reimbursement at the end of the month. There is also fun and games on the sales floor with raffles and computer games.

Freshstart have a culture of work hard - play hard and they believe they understand what makes their staff "tick" They take the wellbeing of their staff seriously, understanding, appreciating and recognising that staff have a choice of employers, so even in a recession, they are fair, respectful and tolerant.

ESRI (UK) rewards employees with a combination of financial and non-financial rewards. They financially reward those employees with additional responsibilities or increased levels of capability as well as paying a bonus to employees who pass work related qualifications. In terms of non-financial reward, they allow employees to attend sporting events or other events on behalf of the Company.

Employees are rewarded in various ways. Milestone recognition is given by the Managing Director or Director who will make a short presentation and give the employee a card and gift from the Company and their fellow employees. There are also discretionary bonuses and gestures of thanks. The Company may also reward an employee if their suggestion to their newly formed Business Innovation Panel is adopted by the Company. This new forum allows employees to make a real contribution to driving innovation and making improvements in the business.

If someone within the management team expressed interest in a workshop for more formal qualifications it would be supported within the business. eSpares operate an open door policy and it would always be their standard to support and mentor a colleague who needs it.

If someone within the management team expressed interest in a workshop for more formal qualifications it would be supported within the business. eSpares operate an open door policy and it would always be their standard to support and mentor a colleague who needs it.

People managers are given a great deal of support. There is a Management Development Programme in place and the types of training they might receive includes mandatory training, corporate level training and divisional / individual training. 360 feed back is given as part of the Management Development Programme and internal coaching and mentoring is continual.

The Equality Commission has a dedicated environmental champion who is responsible for driving forward their efforts to reduce the impact they have on the environment. They recycle wherever possible and all paper is sent away for shredding. All divisions have recycling bins on every floor. These include bins for plastic bottles, general waste, non confidential paper and cans. They are currently reviewing their Corporate Responsibility Policy which is to be put in place in 2010.

People are encouraged to share lifts with each other through the company car share scheme whilst a bike buddy scheme helps new cyclists cycle to work safely and build their confidence when commuting. Employees can take up to 3 days, fully paid, per year to help and support the community through various initiatives including clearing waste ground for projects, building gardens in schools for children to learn about plants, gardening and healthy eating.

People are encouraged to share lifts with each other through the company car share scheme whilst a bike buddy scheme helps new cyclists cycle to work safely and build their confidence when commuting. Employees can take up to 3 days, fully paid, per year to help and support the community through various initiatives including clearing waste ground for projects, building gardens in schools for children to learn about plants, gardening and healthy eating.

A Health Improvement Officer is on hand to help employees improve their wellbeing in numerous areas. The Officer occasionally arranges dedicated health weeks and is able to advise on how to stop smoking, eat healthily and lose weight. They recently had a 10% weight loss programme where members of staff attend a weekly weigh in and receive dietary advice to support them and help them achieve their goal.

A Health Improvement Officer is on hand to help employees improve their wellbeing in numerous areas. The Officer occasionally arranges dedicated health weeks and is able to advise on how to stop smoking, eat healthily and lose weight. They recently had a 10% weight loss programme where members of staff attend a weekly weigh in and receive dietary advice to support them and help them achieve their goal.

Drivers Jonas were the first property consultancy to become carbon neutral which set an example to the rest of the property industry. They have also signed up to the 10:10 campaign to reduce their carbon emissions by 10% in 2010.

They encourage staff to get involved in areas of business outside of their day to day job, such as joining working parties. These include the Innovations Forum, the Sports Committee, Graduate Recruitment, Social Committee and in organising Drivers Jonas Charitable Foundation events such as the Auction of Promises, the Business Challenges and the firm-wide Fun Day.

Davis Langdon run a series of programmes to develop their employees, for example the Graduate Development Programme which helps their graduates pass their professional exams, the Leadership Development Programme which focuses on personal and interpersonal management skills and Partner Development Programme. They also encourage networking sessions and internal ad hoc training sessions amongst the technical teams. Their appraisal system; the Performance Development Review; is aimed to provide every individual with the knowledge, skills and experience they need to achieve their annual objectives, develop their competencies and achieve their desired career path. They are also currently in the process of implementing a talent management programme to identify performance and then enable a tailored approach to manage their employees.

Davis Langdon run a series of programmes to develop their employees, for example the Graduate Development Programme which helps their graduates pass their professional exams, the Leadership Development Programme which focuses on personal and interpersonal management skills and Partner Development Programme. They also encourage networking sessions and internal ad hoc training sessions amongst the technical teams. Their appraisal system; the Performance Development Review; is aimed to provide every individual with the knowledge, skills and experience they need to achieve their annual objectives, develop their competencies and achieve their desired career path. They are also currently in the process of implementing a talent management programme to identify performance and then enable a tailored approach to manage their employees.

The council was shortlisted for an award for its wellbeing programme by the PPMA in 2009 and won the employee benefits best absence management strategy in 2009. They have held regular wellbeing weeks to promote a range of activities that promote healthy practices in the workplace including nutrition classes, meditation sessions, healthy food in the staff canteen, the launch of a cycle to work scheme and encouraging staff to become more active during the working day. The nutrition sessions are the most popular events with 20 staff attending an 8 week programme looking at healthy eating and exercise. They continue to offer neck and shoulder massages, Tai Chi classes, flu jabs, sports activities and health screenings.

The council was shortlisted for an award for its wellbeing programme by the PPMA in 2009 and won the employee benefits best absence management strategy in 2009. They have held regular wellbeing weeks to promote a range of activities that promote healthy practices in the workplace including nutrition classes, meditation sessions, healthy food in the staff canteen, the launch of a cycle to work scheme and encouraging staff to become more active during the working day. The nutrition sessions are the most popular events with 20 staff attending an 8 week programme looking at healthy eating and exercise. They continue to offer neck and shoulder massages, Tai Chi classes, flu jabs, sports activities and health screenings.

Staff are encouraged to keep fit and healthy. The company pay for gym memberships for all employees who would like to join a local gym, breakfast is provided free of charge and there is fresh fruit twice a week. The work life balance is addressed by changing business opening hours to help employees with their journey to work. They provide employees with the opportunity to work flexible working hours and working from home where possible. They realise how important family is and employee's families are invited to certain social events for example trips to Thorpe Park and Royal Ascot.

The company's charitable donations policy allows for £3000 to be donated to charity per annum. There is a company lunch held once a month where employees make a £2 donation and all proceeds go to a different charity each month. They also give back to their local community, offering a great deal of support to the Peace Hospice, volunteering over Christmas to fundraise and wrap presents as well as sponsoring the Christmas lights for the annual memorial event. They support the environment by using sustainable sources for their office furniture and having built in recycling points and recycling boxes on all desks.

Employees are rewarded and recognised for their efforts. Where appropriate; celebrations and rewards are announced in the monthly team briefings, posted on notice boards and the intranet. Occasionally a company "Town Hall" meeting will take place to present awards.

Controlled Therapeutics support their employees by providing an occupational health advisor who visits the site once a month. As an organisation, they understand that the work life balance is important so also offer flexible working where possible and employees can receive time off in for any extra hours worked.

Comstor has an absolute open door policy and most managers work with employees in open plan areas. They interact with employees through day to day availability and during one to ones. Communication is through quarterly staff updates, in newsletters and via the intranet. The Leader is very open, approachable and inclusive.

Comstor has an absolute open door policy and most managers work with employees in open plan areas. They interact with employees through day to day availability and during one to ones. Communication is through quarterly staff updates, in newsletters and via the intranet. The Leader is very open, approachable and inclusive.

Communicator Corp have a wide mix of training activities from Microsoft Developer Qualifications, customer care, personal development to sales training. Employees are supported with a mixture of funding, time and flexi-working to accommodate professional qualifications. Employees are proactively encouraged to share knowledge through working in cross discipline projects, learning meetings and workshops.

Communicator Corp run a free breakfast club scheme with a chill out and break out area for all employees to use. Their office has shower and changing facilities which support staff in training for sporting activities such as lunch time runs. Working hours are monitored by HR and the senior management team to ensure employees have adequate support for their responsibilities. All managers communicate with each individual about current work levels to actively promote their work life balance. This ensures that every team member is being cared for and monitored. Work life balance is simply part of Communicator Corp's culture, with examples being set by senior management, supervisors and developed across the entire business.

The Commission for Rural Communities uses action learning sets to support the management development programme. Managers will also receive external support from third party coaches or mentors should it be deemed beneficial for the individual. If a manager's personal development plan outlines a need for it then the CRC will support them in achieving extra qualifications to develop them within the role.

They recently held an all staff conference. This involved a combination of some site visits, so people can see the results of the policies that they influence have on the ground. Feedback was really positive and the feedback to other groups at the conference unleashed peoples innovative and creative sides. Some groups acted out their feedback, others made creative use of technology and produced a short slide show. The CRC is small, flexible, friendly and fun. It attracts people who are dedicated to the organisations remit who have expert knowledge that others value.

Coinadrink is a family business and wellbeing is very important. They provide a flexible working environment which helps employees balance home and work life and they accommodate changing hours and time off where possible. Families are also always welcome and invited to events and special occasions.

Coinadrink is a family business and wellbeing is very important. They provide a flexible working environment which helps employees balance home and work life and they accommodate changing hours and time off where possible. Families are also always welcome and invited to events and special occasions.

They ensure that their employees are rewarded for their efforts in various ways. They ensure all remuneration is in line with market rates and are currently enhancing and reviewing their firm wide bonus scheme for high performers to align with market/sector changes in approach to remuneration. They also ensure that there are regular communications acknowledging individual, team and firm successes.

There are various training available to employees to support their development. This includes a winning business workshop, developing a coaching approach workshop and delegation and supervision. They encourage employees to be proactive in their own development and will devise a tailored development plan for anyone who requests it. They also strive to manage talent effectively and have a process called Stargazing in place, which is a structured way of tracking talent to identify star performers and have also established a development programme to manage them effectively and to ensure that they are actively engaged in the business.

Clarion Events Limited recognises employees for going beyond the call of duty in demonstrating the company values. They also offer a Eureka Scheme to reward those for successful new ideas. They recruit, appraise and promote according to their values which ensures that their employees are empowered and incentivised to succeed.

At Clarion Events Limited, the managing directors are very approachable; sitting in an open plan office where they are accessible to all staff, without appointment. Communication is via the intranet which is used by the Leader and senior managers to update staff and to enable them to comment and there are monthly update meetings in the head office over some nibbles and drinks. The leader of the organisation passionately believes in Clarion and the staff and his passion and enthusiasm is infectious.

Every year staff are invited to attend the Executive Stretch which is a weekend long team building exercise run by the reserve forces. The Chairman also holds an annual Christmas reception for every employee at the council. Teams are also rewarded for success in any particular projects they may have worked on together and are praised through the council media.

Chiltern District Council has a strong focus on staff development which is reflected in their level of investment which is twice the national average that would normally be spent on training. They offer a wide range of non course based development through secondments, coaching and mentoring, inter-authority team challenges and project work. Formal courses and qualifications include Microsoft training, ECDL, presentation skills and writing for the web among many others. Knowledge sharing is also widespread through articles in the staff newsletter and briefings by colleagues who have attended other courses.

The company pay for each and every employee to go through a medical screening process every year in an effort to maintain a healthy workforce. This is supported through the provision of fruit, cereal bars and herbal teas, bottled water and water fountains are also available to encourage people to stay hydrated.

Chartwell have acquired extensive resources on training, guidance and information for managers which is all available on the company intranet giving them quick and easy access to a wealth of knowledge that can help them at any time. Managers are also encouraged to attend any industry events aimed specifically at managers as well as any motivational seminars.

They are committed to the continuous development of their people. They want their people to grow with the company and that takes investment. In addition to a formal appraisal scheme, every employee has an individual development plan designed to help them achieve their own career objectives and support the long-term objectives of the company. Every employee undergoes bespoke internal training, such as Management Training and Appraisal Training, to meet their own specific needs. They also encourage staff to spend time working in other departments to help them get a better understanding of the business as a whole. In addition they actively encourage out staff to up-skill by taking formal professional qualifications in marketing, procurement and accountancy. As well as paying for these courses, they ensure staff are given the necessary time off to attend and complete them. They also run a mentoring scheme and their commitment to the development of their staff has been recognized by Investors In People.

Charterhouse firmly believes in the value of work life balance, happy staff equal productive staff. Flexible and mobile working is supported through technology, all staff have laptops and blackberries and they focus on their staff's output rather than input. They believe that if you work hard you should also make time for play. They recently installed a ‘breakout' room to encourage staff to escape their desks and relax. The room is furnished with comfortable chairs, Sky TV a football table and pool table. On a Friday they have a ‘4 'clock social' where staff can convene for drinks, snacks and a catch up. It's a great way to get people mixing and create the team culture that they value. They also organize regular company events and encourage staff to bring along their partners and families.

This organisation continues to foster strong relationships with the communities in which they are based and have links with local businesses, primary schools and charities. Recently they participated in a reading scheme with a school that is based close to their London head office. Employees have the option to get involved with the ride to work scheme on an annual basis, which not only promotes a healthier lifestyle for employees but also reduces the environmental impact of the journey to work for those employees who take part in the scheme. Wherever possible throughout the office, measures have been introduced to increase energy efficiency and reduce energy consumption, ensuring that as much of the paper used throughout the offices are recycled and where possible they use paper that is either recycled or obtained from a sustainable source.

Charles Stanley has a benefits system in place called Choice, through this benefit employees can book holidays, view total reward statements and update their personal details. Employees within this organisation are rewarded for their efforts in variety of ways, primarily financial recognistion.

To encourage employee's personal growth within the organisation employees can attend skills training sessions throughout the year, trainee solicitors have a structured training programme in line with requirements set out by the Solicitors Regulation Authority. They also support professional development through further learning and external training courses, attendance at industry networking events and provide internal training and seminars for employees to further develop their skills.

This organisation provides a supportive and friendly working environment with an ‘open door' policy by management. The practice has identified that internal communication is key to ensuring a collaborative environment. Great efforts are made to promote transparency and knowledge sharing amongst employees through regular updates from each service, communication emails and internal events. In addition to support and develop management training there is a new partner training programme and newly qualified solicitors training programme that operates on an annual basis.

The pay system is very transparent throughout the organisation and everyone knows what they need to do achieve certain levels within the appraisal process which is directly linked with the pay each year. There are plenty of great schemes and benefits in place to reward employees for the work they do including fitness sessions, language sessions, a pension fund, childcare vouchers and various clubs and societies.

The Central Office of Information have their own welfare officer who can offer advice on topics such as stress management whilst annual health checks help employees to monitor their overall health. Employees are encouraged to maintain a fit and active lifestyle through cycle to work schemes, gym memberships and free fitness sessions.

The organistaion pursue a policy of supporting charities close to the heart of the Center Parcs brand, they focus support on children's and environmental charities and have long standing arrangements with several charities for terminally ill children, providing much need holidays for seriously ill children and their families. Recently adopted the Great Ormond Street Hospital Children's Charity as their main corporate charity. They have two purpose built Nature Educational Centre's and a biodiversity programme which protects species, plants and wild flowers and they engage local naturalists to carry out ecological monitoring on all villages. In addition to this they run a 'Community Hero' programme, which recognise's employees who do work for local charities and community groups.

This organisation supports employees with occupational health care that's provided by teams of nurses who work in their village medical centres, they encourage wellness through a variety of approaches such as poster campaigns and health promotion days. Flexibility is also available to accommodate both personal and medical appointments and employees can elect time in lieu if they chose. There are a range of events held through out the year where employees can invite their families such as bonfire night.

Cardinal Newman College offer support to their managers in a variety of ways starting with internal management training as well as the full support and mentoring offered by the senior managers within the organisation. They occasionally have guest coaches or mentors available to administer training at staff events or training days.

The inclusive ethos of the college provides a strong foundation, upon which respect of different faiths and cultures allows its students and employees to thrive and develop as individuals in an atmosphere of mutual respect. Expectations and standards are very high throughout the college. The mission and ethos is lived out in all that the College does. Students, staff and governors are rightly proud of the college. In their attitudes and daily work they fully embrace the life of a Catholic community built on faith, respect, love and trust where each individual is nurtured and valued as unique.

Campbell Reith has a flexible approach to accommodate personal or medical appointments and time is given during company hours, time in lieu is also given for weekends and out of hours working. The company also has an open door policy and if a staff member requires help managing stress then this can easily be discussed with senior managers. In addition to support employees maintain a work/life balance child care is available.

They have an environmental and geotechnical department, who manage and maintain company policies. Campbell Reith is currently in the process of developing an Environmental Action Plan to minimise the environmental impacts of their own business as well as in their engineering solutions. As all partners of Campbell Reith are chartered professionals, corporate social responsibility has been a requisite part of the professional development of all these key management staff since their formation. All offices have established links with local schools, colleges and universities and regularly attend careers events advising students of all ages on what benefits a career in engineering may offer them.

As part of the Addenbrooke's Life initiative, they have introduced a nationally recognised health and wellbeing programme where staff social events play a large role. This is possible as they get sponsored for many of their larger events. Things like their staff painting and poetry competition really take no cost at all, just time. Team building can take a variety of forms, some is conducted and organised at local level. Others prefer a more structured and formal approach. It is seen as important that teams decide themselves which approach is most suited to their own needs.

As part of the Addenbrooke's Life initiative, they have introduced a nationally recognised health and wellbeing programme where staff social events play a large role. This is possible as they get sponsored for many of their larger events. Things like their staff painting and poetry competition really take no cost at all, just time. Team building can take a variety of forms, some is conducted and organised at local level. Others prefer a more structured and formal approach. It is seen as important that teams decide themselves which approach is most suited to their own needs.

CA has a range of toolkits/support available for managers via their management academy site on their learning management system. CA have been running a series of management coaching programmes where each manager gets three personal one on one coaching post programme. They also run a mentoring scheme where employees are given a mentor they can speak confidentially with. All Managers are encouraged to join professional appropriate organisations and to attend seminars and conferences.

CA has a range of toolkits/support available for managers via their management academy site on their learning management system. CA have been running a series of management coaching programmes where each manager gets three personal one on one coaching post programme. They also run a mentoring scheme where employees are given a mentor they can speak confidentially with. All Managers are encouraged to join professional appropriate organisations and to attend seminars and conferences.

The majority of training activities are run internally to support their knowledge-sharing culture. The company has a comprehensive induction programme and training academy. An external provider gives coaching sessions to those who have been identified as needing some targeted 1-2-1 sessions. Various ad-hoc knowledge sharing events and activities are held, usually in the form of learning lunches. Employees are actively encouraged to develop their knowledge by studying for formal qualifications. buyingTeam provide financial and time support for employees wishing to pursue accredited qualifications relating to their work including CIPS and CIPD. An online knowledge management system is used for sharing procurement knowledge, where employees can add their knowledge and experience of areas they have worked in. They try to offer as much variety in work as they can and expose employees to as many different experiences as possible, so that employees can make informed decisions about the right career path for them.

The majority of training activities are run internally to support their knowledge-sharing culture. The company has a comprehensive induction programme and training academy. An external provider gives coaching sessions to those who have been identified as needing some targeted 1-2-1 sessions. Various ad-hoc knowledge sharing events and activities are held, usually in the form of learning lunches. Employees are actively encouraged to develop their knowledge by studying for formal qualifications. buyingTeam provide financial and time support for employees wishing to pursue accredited qualifications relating to their work including CIPS and CIPD. An online knowledge management system is used for sharing procurement knowledge, where employees can add their knowledge and experience of areas they have worked in. They try to offer as much variety in work as they can and expose employees to as many different experiences as possible, so that employees can make informed decisions about the right career path for them.

They have a dedicated team of a dozen people representing advisers and back-office staff who meet on a regular basis to champion the organisations efforts to reduce their impact on the environment. They have various monitoring programmes set up to monitor use and consumption, including mileage, energy consumption and paper consumption, against their targets. All programmes are updated on a weekly/monthly basis on the intranet site. They also recycle paper, glass and plastics. Internally they now use 100% recycled paper, purchase 100% recycled print toner cartridges for main/shared office printers and use 100% renewable electricity. They also strive to give back to the local community. They have adopted a charity to sponsor for the year ahead, have offered cardiac first aid courses to willing staff as a public service and have conducted a range of student placement opportunities which allow students to gain value from experiencing core business activities in a dynamic working environment.

Employees are recognised for their achievements in many ways. Individual recognition, for example, for the most generated leads, is given within individual teams; peer recognition is posted on the company intranet site and individualised letters of recognition accompanying the pay review letters are also sent.

Burnley Borough Council are in the process of developing a total rewards booklet which will be designed to give employees a full breakdown of their salary and benefits package. Benefits include final salary pensions, equal pay structure, market supplements, generous leave allowance, flexi-time and incremental pay scales.

The Council was awarded funding to plant a million trees in the Forest of Burnley. The bid was prepared by a member of staff from the Planning Service. They have developed a Carbon Management Plan which includes advice on how all local organisations can embed carbon management into their own organisations and the Council itself is following this plan. They have also signed the Nottingham declaration on climate change and also signed the 10-10 initiative pledging to cut their carbon footprint by 10% by 2010. This is on top of a wider pledge to reduce carbon emissions by 25% by 2013. In signing up to the 10-10 initiative the Council took a leadership role and actively challenges other organisations to follow suit.

This organisation provides both formal and informal activities such as recognition of teams' success is given through celebatory dinners and away days. Employees with long service are invited to attend a long service award lunch and for those employees retiring there is a retirement party held.

This organisation provides both formal and informal activities such as recognition of teams' success is given through celebatory dinners and away days. Employees with long service are invited to attend a long service award lunch and for those employees retiring there is a retirement party held.

The Leader of this organisation operates an open door policy throughout the organisation and encourages interaction with open plan floor arrangements. The Leader and senior management also interact with employees through organisational walks, participation in charity fundraising events in-house and regular departmental meetings.

Buhler Sortex promote wellbeing within the organisation through a range of different programmes such as a no smoking policy where employees have been offered assistance to give up smoking, eating healthily and providing healthy options in staff canteen. There is also a sports club that provides activities such as salsa dancing, badminton and football. They have a flexible approach to accommodate personal or medical appointments through time credit under flexi time rules and provide opportunities where employees' families are invited to events such as family open day, children's parties and staff dinner dances.

At the core of Brockenhurst's or Brock as everyone knows it locally, approach has been recognition that if the students are to have a great educational experience then the people who provide that opportunity both front of house and behind the scenes must be motivated, interested and knowledgeable. The latest step on the improvement journey has been the introduction of Good to Great a change process that has staff at its heart. Once a year all staff are involved in identifying the areas of change that would make most contribution to improving the college's performance. This is used to prioritise projects and investment. Last year this process led to major changes in the sixth-form timetable, the introduction of personalised learning, a revision of the tutorial system and a drive on reducing paperwork – the bane of any educational establishment. The college works hard to build and maintain a shared sense of mission and does this through detailed induction and training; all college training days, end of term socials, morning meetings, weekly staff newsletters and ½ termly newsletters.

At the core of Brockenhurst's or Brock as everyone knows it locally, approach has been recognition that if the students are to have a great educational experience then the people who provide that opportunity both front of house and behind the scenes must be motivated, interested and knowledgeable. The latest step on the improvement journey has been the introduction of Good to Great a change process that has staff at its heart. Once a year all staff are involved in identifying the areas of change that would make most contribution to improving the college's performance. This is used to prioritise projects and investment. Last year this process led to major changes in the sixth-form timetable, the introduction of personalised learning, a revision of the tutorial system and a drive on reducing paperwork – the bane of any educational establishment. The college works hard to build and maintain a shared sense of mission and does this through detailed induction and training; all college training days, end of term socials, morning meetings, weekly staff newsletters and ½ termly newsletters.

This organisation has a flexible approach to accommodate both personal and medical appointments to support the work/life balance. Employees who work overtime or weekends are encouraged to either bank the hours or take time in lieu. They monitor employee wellbeing on an individual basis rather than formally. Employees also have the opportunity to invite partners to Christmas and Summer parties.

Within the workplace senior leaders work alongside their teams in an open plan office where possible and operate an open door policy. There are regular updates and communications about the business. In addition there are ‘all hands' meetings at which the leaders update the employees on strategy, new wins, pipeline and financials.

This organisation provides and encourages team activities to be carried out throughout the year, both formal and informal these activities range from quiz and bowling nights to treasure hunts, netball matches and a Christmas lunch.

BACP ensure employees are rewarded for their efforts through subsidised social events, occasionally gifted additional holiday around Christmas / New Year, encourage a good working environment and positive workplace culture.

Bottomline Technologies Europe Limited supports a wide range of charitable activities and offer a ‘give as you earn' through payroll. To encourage charitable activities employees receive charity sponsorship for marathons and the total raised by the employee is matched by the company through their company contributions. With many of their charitable donations made to local charities and organisations, they also provide financial support to the Reading Boys Boxing Club, through both direct donations and through hire of the facility for fitness classes.

Bottomline success plays a tremendous part in the high morale of the employees and as more employees are being rewarded with stock options, they are also shareholders and therefore personally invested in the company's success. This organisation recognises that employees sometimes work long hours and hard to achieve excellence, with this in mind they understand the importance of work/life balance and operate a flexible working policy, time off in lieu and attendance at family events.

The company give a lot back to the community and provide regular annual support to international, national and local charities and ad hoc support to staff involved in charitable activities. They also support local schools by providing prizes and trophies each year to pupils. In November and December alone they attended and provided monetary prizes and trophies to four local secondary schools for pupils who have excelled in Science and Technology. They also organise educational events in schools and accept a number of work experience pupils each year from eight local secondary schools. As well as this BMT support a large number of charities throughout the year and every year they provide paid time off and facilities for homeless food parcels to be collected and delivered whilst also making up Christmas boxes for children in deprived areas of eastern Europe.

The Company promotes and encourages a healthy lifestyle for all staff. They pay staff up to £200 per year for sporting activities and gym membership and provide interest free loans for bicycle purchases as well as providing cycle racks, showers and lockers for kit. As a preventative measure they also hold two workshops per year entitled Stress and Lifestyle Management presented by a qualified general practitioner. The company monitor the number of hours employees are working by ensuring that employees starting work early or finishing late sign in and out. To discourage long working hours the building is only open from 7am until 7pm and is closed at weekends.

The organisation awards employees with a High Achiever Reward and Recognition Programme. They also have a Milestone Recognition award that is awarded to employees at 5 year intervals. Instant Recognition is recognised through a choice of small gifts or gift vouchers. Rewards for ideas or innovation are also awarded to staff for special awards, which are part of the High Achiever Programme.

The organisation awards employees with a High Achiever Reward and Recognition Programme. They also have a Milestone Recognition award that is awarded to employees at 5 year intervals. Instant Recognition is recognised through a choice of small gifts or gift vouchers. Rewards for ideas or innovation are also awarded to staff for special awards, which are part of the High Achiever Programme.

The organisations Green Committee has recently been set up, since then there has been a range of changes within the workplace and they have also implemented a better recycling programme, they have also set up a cycle to work scheme and are trying to actively promote car sharing. Employees are encouraged to take part in various charitable activities and charity days in the office such as Jeans for Genes and Breast Cancer days.

BII provides recognition for employees through a performance reward called The Extra Mile award, this is given to one employee every two months. They also have a long service award for 10 years service of a gift voucher for £100 and a bottle of champagne. In addition a £50 award is given for the best suggestion submitted to the staff suggestions box every two months.

Baxter Healthcare ensure people feel valued and are rewarded for their contributions fairly, they encourage employees to be fully aware of what their job entails and what is expected of them and encourage innovation and continuous improvement.

Baxter Healthcare ensure people feel valued and are rewarded for their contributions fairly, they encourage employees to be fully aware of what their job entails and what is expected of them and encourage innovation and continuous improvement.

Arcimedes is a small company comprising of varied and interesting roles, over a wide range of ages and levels which gives employees the opportunity to develop skills and to tap into the knowledge and experience of others. Within this company employees can be recognised for their efforts and performance with letters from the CEO. There is an annual reward called the CEO award, nominations are made by departmental heads and the winner is agreed by the Awards Committee.

Arcimedes is a small company comprising of varied and interesting roles, over a wide range of ages and levels which gives employees the opportunity to develop skills and to tap into the knowledge and experience of others. Within this company employees can be recognised for their efforts and performance with letters from the CEO. There is an annual reward called the CEO award, nominations are made by departmental heads and the winner is agreed by the Awards Committee.

There are regular personal performance reviews to identify employee's strengths and needs, specialised training plans are also identified. The range of support provided includes training, work shadowing and a buddy system. For other areas there's team leader and leadership training available for those employees who want to progress.

This organisation sets annual objectives and targets with the aim of continuous improvement and improving the sustainability regarding the environment. Within the workplace they encourage recycling cardboards, plastics, metals and paper. Andor has recently been accredited to ISO 14001 Environmental standard.

In Amnesty International UK each team has an environmental champion or dedicated ‘green team' responsible for driving their efforts to reduce their impact on the environment. They monitor the organisation's impact on the environment by Facilities Management and outcomes are fed back to staff regularly, calculate their carbon footprint and ensure everyone adheres to the Environment Policy Statement. Paper is turned into scrap books and recycled where possible. Batteries, cartridges, food waste and plastic are recycled. Amnesty International UK have an Environment Policy statement, mark Environment Day, they offer season ticket loans, bike loans, have bike sheds in the car park and there are showers in the building. Staff need to have Directors' permission if they need to travel by air. They use video conferencing facilities, source local suppliers and consolidate suppliers to reduce deliveries. They started to measure their environmental impact last year and they will use the GRI (Global Reporting Initiative), a sustainability reporting framework, as one of the reporting frameworks for their report. Amnesty International UK is pleased to be a part of the community and they are looking to develop work placements for local schools.

Amnesty International UK offers excellent benefits to all staff especially maternity benefits and flexible working. Staff have a lot of autonomy over their work. Amnesty International UK is a fantastic environment to work in and friendly. AIUK is flexible with the work and there is a lot of variety within roles.

Managers participate in an International Management Development Programme which encompasses 5 key skills workshops: Build the Team; Develop the Team; Lead the Team; Lead the Business; Navigating the Matrix. Amgen provide a dedicated area of their intranet as a Manager 'Toolkit' providing resources on career development of staff, recognition and reward and recruitment tools.

Annually, Amgen supports one national charity plus one charity local to each site. The nominated charities are reviewed annually. There is a Corporate Social Responsibility Committee and employees are invited to submit their nominations for charitable support to the CSR Committee. Issues associated with Amgen's impact on the environment are managed through the Facilities Operations team. The team regularly reviews Amgen's environmental programme and looks for new ways to improve their efforts and reduce their impact on the environment. Ideas are discussed at the Staff Consultation Forum. Amgen currently have a recycling programme and have switched many of their stationery products over to recycled alternatives. Amgen monitor the levels of waste that they produce, looking at recyclables versus waste going to landfill. Amgen also monitor their power usage so they can review the impact of any energy initiatives. The travel policy has targets set to reduce things like single car occupancy and Amgen run travel surveys to understand how their staff travel to work.

All new starters attend a corporate induction within the first month of joining, this is held with new employees from all parts of the business and encourages different divisions to interact at an early stage and find out what goes on in each area.

This organisation has a structured wellbeing programme and benchmarks this against their competitors. Part time working, compressed hours and working from home are available across Amey and employees are also entitled to apply for a career break up to a maximum of 5 years.

When new managers are appointed, development plans are devised to support them in their new role. This organisation are currently implementing a 12 month internal training plan for managers, along with a competency framework for managers which will highlight managers strengths and areas of improvement.

Allpay goes to great effort to make the workplace a happy and rewarding place to work. The company offers free eye tests every two years and for individuals needing glasses the company will contribute up to £50 towards them. There is a relaxation area in the open plan office where employees can use the sofas to chill out and read books, magazines or just have a chat.

This organisation carries out a range of charitable activities such as baking and selling cakes for Children in Need and recently the Managing Director has taken part in a sponsored cycle ride to Paris in aid of Caravan (the grocery retailer's charity).

The benefits package for all employees includes a pension, private medical insurance with family membership, free lunch and drinks, many fully funded staff events, Christmas gifts and loyal service gifts.

Employees are encouraged to take part in charitable activities. Examples of events have included charity walks, car washing, cake sales and sporting events. 50% of all funds raised go to a nominated charity and the balance is made available for employees to nominate local charities to receive donations. An employee engagement team is responsible for raising green issues and finding ways to protect the environment

The company do not operate a long hour's culture and encourage employees to leave on time. To ensure employees have a healthy balance between work and home life there is no weekend work and families are welcome at social events organised by the company. Fresh fruit is provided to all employees twice a week. Employees have regular one to ones with their manager where employees have the chance to talk about any issues including stress management.

This organisation has annual awards and provides profit shares and bonuses to all employees. Following the salary review process they publish the promotions list on the intranet with a congratulatory note from the CEO. The line managers of the organisation are encouraged to have regular discussions with their team members to discuss progress, performance and to recognise good work and extra effort. They regularly communicate with employees and positively encourage them to provide their comments, views and ideas about working for AECOM, the employees are involved in the analysis of the data and in planning actions for improvement and give them in-depth feedback on survey results and actions for improvement.

There is a strong level of commitment from the CEO for community work by employees. In regional offices, working groups have been established to build links with the local community, focusing on local schools. This working group is co-ordinated by the Community and Charities Manager and supported by individuals who have volunteered to become main points of contact for specific schools. In addition to this to support local school children AECOM offers work experience opportunities, offering opportunities to work shadow engineers, planner, consultants both in the office and on site.

There are personal development plans in place to support employees with their day to day job role, they invest in their staff through the provision of training and opportunities for personal development and growth. A key on- going explicit strategic aim of the Company is to be a fun, challenging and innovative place to work.

There are personal development plans in place to support employees with their day to day job role, they invest in their staff through the provision of training and opportunities for personal development and growth. A key on- going explicit strategic aim of the Company is to be a fun, challenging and innovative place to work.

ACCA operate an internal environmental management system which tracks several issues including energy use, water use, waste generation and disposal, paper use and business travel. The Charity and Events team within ACCA meet regularly to promote fund raising events on the staff intranet. Any member of staff interested in getting involved to raise funds can get ideas or take part in sponsored events like marathons, walks and abseiling.

Employees are provided with performance related pay increases to reward them for their efforts, what the individual receives is partially determined by their appraisal rating to ensure that individuals who achieve their annual performance objectives are rewarded appropriately. The Chief Executive Awards have been designed for those employees who have gone the extra mile, they can range from providing excellent customer service to finding ways to work more efficiently, each category has a prize of £1000.

The company pride themselves on the level of training they offer to managers and continually strive to improve and invest in training. All managers are provided with their own individual personal career plans to maximise their potential. ABC have employed their own internal trainer for the benefit of the entire business who oversees any internal management training needs, coaching and mentoring.

The company pride themselves on the level of training they offer to managers and continually strive to improve and invest in training. All managers are provided with their own individual personal career plans to maximise their potential. ABC have employed their own internal trainer for the benefit of the entire business who oversees any internal management training needs, coaching and mentoring.

A G Parfett & Sons reward employees for their efforts by a performance related bonus each year. If an employee is recognised for their talent there are a range of development opportunities available, this can range from teaching an employee to read or write through to transferring a junior manager to another depot to 'act up' in a more senior role.

To support employees health and wellbeing employees are allowed paid time off to attend medical appointments and some areas have a quit smoking programme that is funded by the organisation. To encourage employees to get fit there is a cycle to work scheme in place.

As a result of the leader and senior managers being actively involved in a number of charities, genuine support is promoted from a top level. The CEO of 3663 is the current Chairman of Hospitality Action, along with other board member involvement. Whilst they do not donate a set proportion of their profits to the charity, 3663 do donate in the region of £120,000 per year to Hospitality Action plus further fundraising monies from any activities undertaken.

Employee performance is recognised with things like employee of the month where anyone within the business can nominate an individual. Employees can also be recognised for long service and for ideas of innovation. This organisation hold special awards for teams and sites as a whole, 3663's annual National Accounts Oscars recognise exceptional performance in the national accounts teams.

23red is a very social agency with events ranging from those organised by the company to ad hoc events organised by different employees. The company has a social committee that changes every 6 months, to ensure that as many people as possible have a say in organising events. Being a creative community is a part of 23red's vision and very much what the agency wants to encourage in all staff. In support of this, the company holds away days with an external company designed around how to be more creative. This day involves a number of different activities to get people talking, thinking and to push them out of their comfort zone.

All employees are based in an open plan office where open communication rather than emailing is always encouraged. Everyone is accessible and available to speak at all times. 23red has a mentoring system with mentors assigned to new employees on their first day at the agency. This is an important way in which senior members of staff engage with employees on an individual level. Members of the board are regular attendees at many social events. 23red have held date nights in the past where members of the board were put with smaller groups and took them out for a meal to be able to chat in an informal setting. There are also opportunities to mingle with the leaders at 23red at Beer o'clock and at Brainstorms which the senior management team regularly attend.

All staff are allowed paid time off to enable them to take part and assist in community initiatives. The company have a sustainability group, an internal group comprising members of each department who review green issues across the company. They also offer training based opportunities to school leavers in the form of apprenticeships.

There is a corporate training programme in place to assist learning and development, this also includes management training. The company are supportive of internal candidates for promotions and 36% of current managers have been promoted from within.

World Events offer training both internal and external, appraisals mid term and annual and actively support internal promotion.

World Events offer training both internal and external, appraisals mid term and annual and actively support internal promotion.

Employees can nominate anyone from within the company to be considered for recognition awards. If a line manager seconds the nomination, the employee receives a £10 voucher of their choice. Should an employee receive recognition three times in a quarter then they are treated to dinner on the company and awarded with a bottle of champagne at the quarterly meeting.

Employees can nominate anyone from within the company to be considered for recognition awards. If a line manager seconds the nomination, the employee receives a £10 voucher of their choice. Should an employee receive recognition three times in a quarter then they are treated to dinner on the company and awarded with a bottle of champagne at the quarterly meeting.

Employees can be sponsored to attend courses and take professional qualifications that are specifically related to the needs of the business to aid their development within the role at the company. There are also bespoke training programmes in place to support an employee Personal Development Plan.

WDMP have invested in leadership training courses for their people managers to get the best out of their management structure, an individual coaching programme is tailored to meet specific development requirements. The management team meet on a weekly basis to discuss and resolve key challenges in the business.

At WCEC Architects, all leaders are approachable and available. The leaders and senior managers are passionate about retaining a relaxed and fun working environment.

They encourage staff to become involved in local education initiatives - for example they allow staff members to work flexibly so they can lecture at the local University. They also have an active Environment Group which actively looks to reduce environmental impact both within the organisation through initiatives such as recycling, bicycle to work scheme and also to reduce environmental impact through the way they design their buildings.

Managers are encouraged to attend training courses and these are subsidised by the company. Some qualifications include CIPD, ILT and PRINCE2. Managers are also mentored by the directors having weekly informal catch ups. Most managerial positions are through internal promotions.

Strong teams are built with the introduction of different teams and functions and how a new employee's role is interlinked with other departments. There are also regular meetings where each department share their results against their key performance indicators.

All employees receive an annual discretionary payment at the end of season specifically from the board of directors. Occasional lunches, breakfasts on match days, meals, Christmas and end of season parties are just some of the ways the company show there gratitude to employees.

Senior managers at Watford Football Club receive private health care and all employees receive lengthy lunches to enable them to participate in physical activity.

The organisation upholds strong family values when considering employees. This creates a strong bond and mutual trust between management and staff who know how each other react when dealing with a difficult technical or commercial matter. Each employee can then be rewarded with the satisfaction of a job well done, financially, or through some other incentive, which is equally appreciated.

There are regular training opportunities to support and develop the organisation's people managers. The company takes time to ensure that managers are engaged with the general company strategy.

Since 2006, employees have been recognised in the bi-annual staff recognition awards, employees are rewarded for outstanding contribution or going the extra mile.

Since 2006, employees have been recognised in the bi-annual staff recognition awards, employees are rewarded for outstanding contribution or going the extra mile.

Employees at Vets Now are recognised for their dedication and loyalty with a series of awards such as Star Veterinary Surgeon of the Year, Star Veterinary Nurse of the Year, Star Receptionist of the Year, Ambulance Staff Star, Support Staff Star, Team of Stars, Clinical Excellence and Client Care Excellence.

The induction process, on-site training programme and staff meetings are a few of the ways strong teams are built. However, the team building events for regional, senior and clinical staff really enhance this.

Employee benefits include health screening medicals and health and dental insurance, employees also receive 2 pieces of fresh fruit each day.

Benefits within Vectura are comprehensive and are focused upon employee welfare, while bonuses are linked to the achievement of organisational goals. They also receive shares which enables employees to participate in the long term success of the company.

The firm has again this year offered free flu vaccinations to all staff, and well over a quarter of the firm took the opportunity to protect their health. Their on-site café facility includes vending machines and there are healthy options available alongside the traditional crisps and chocolate.

The firm encourages a number of activities outside the workplace which are valuable sources of personal growth. There is a particular focus on members of staff acting as school governors, utilising contacts and expertise within the education sector. Trainee Solicitors have also been involved with the Young Enterprise scheme, providing mentoring support to groups of students in setting up and running a business.

Clear career progression is supported by policies and procedures for professional development. They have active training, appraisal and mentoring programmes in place to ensure employees have the opportunity to progress. Training needs are established by carrying out both performance and development reviews.

The company's values are central to its way of working and culture. The company has established a charitable trust which administers the company's donations of £100,000 per year to registered charities in the UK and overseas. Employees also visit various universities throughout the year to give lectures and presentations on planning and urban design topics.

Best Year Yet leadership teams and joint senior management teams encourage employees at Treloar Trust to work together making sure they achieve the best outcome out of every situation, employees also get involved in a Health Centre raising the game programme.

Their Talent Management Programme help's the company identify, develop and retain talented staff. Managers can undertake structured training and development programmes to stretch them beyond the level they are currently operating and to achieve their identified goals.

Transmark Fcx Ltd have a staff suggestion box and good ideas are rewarded with gift vouchers.

Employees are rewarded for their efforts through social functions, like the Christmas Party and Summer trip. Transmark Fcx Ltd also have a generous bonus scheme and suggestion scheme rewards.

They hold annual conferences and Christmas Parties as well as holding regular outside of work events for all their employees. Charity fund raising events are also held on a regular basis.

Training for Travel provides their employees that have shown dedication to the company with long service awards.

Toshiba Information Systems have a wellbeing budget with incentives such as cholesterol checks, sun and skincare awareness, blood pressure checks along with an on-site free gym with personal trainer available twice per week. They also sponsor the Toshiba football team and promote social events such as mountain biking.

They hold a Sales Person of the Year awards ceremony every April. They also hold quarterly Kaizen awards in recognition for improvement ideas.

The senior management team conduct monthly face to face meetings with their teams ensuring that everybody has the opportunity to interact with a board director. The directors will personally hand out any achievement awards and attend team celebrations when quarterly targets are achieved.

The senior management team conduct monthly face to face meetings with their teams ensuring that everybody has the opportunity to interact with a board director. The directors will personally hand out any achievement awards and attend team celebrations when quarterly targets are achieved.

Employees are supported through sponsored training and accreditation such as a coaching and mentoring qualification or even post graduate studies. An Options Development Programme helps to develop people from within and move them to the next level and further progression.

Tesco.com has a Leadership Development Programme to help managers fulfil their potential and is supported by workshops that focus on specific aspects of people processes. There is also a sharepoint website for people managers to gain up to date guidance on people management.

Managing Director, Stephen Gleave has led the initiative for improving leadership within the business. Stephen has a high profile within the firm and is a regular presence in each office. Improvements are sought after in individual and management performance. The equity directors have committed the business to an active leadership programme.

The Taylor Young Academy is a new initiative which is bringing together the IIP training and establishing a training prospectus for all staff. The appraisal process identifies collective needs across the business. In a professional office there are a range of employees with qualifications to pursue, to build upon and to diversify. Taylor Young is keen to balance the needs of the individuals with those of the firm.

EPCglobal have introduced a new CSR policy to encourage staff to work together for the good of a charity. They also hold sport and team events between all three UK offices.

EPCglobal encourage flexible working where needed and has employee assistance programmes. A health and well being initiative has recently been released to staff.