Each member of staff is awarded an additional day's leave called Community Day. This is to be spent supporting local community and neighbourhood activities which range from cleaning up litter to garden competitions. Employees also nominate a charity to support each year and aim to raise up to £3000 in donations from a variety of fundraising events.

There is a generous training budget and the company target is to provide three development experiences for each employee per year. Decision making is delegated to the lowest possible level to encourage the use of staff's initiative and management training and experience is provided for "rising stars" even if not currently in a supervisory position.

All staff have access to a company nurse to assist their health and well being. The organisation has also run a smoking cessation programme and negotiated corporate rates at local gym.

All staff have access to a company nurse to assist their health and well being. The organisation has also run a smoking cessation programme and negotiated corporate rates at local gym.

The company presently operate an employee of the quarter and employee of the year scheme.

The company presently operate an employee of the quarter and employee of the year scheme.

Senior managers have had the opportunity to participate in one-to-one coaching with an external specialist. The programme commences with diagnostics and then a tailored coaching programme is developed to meet their specific needs.

All staff take part in a community day once a year which involves working on a wide range of projects within the local community. The projects include community farms, gardening for the elderly and working with disadvantaged kids. Corporate social responsibility is embedded within the organisation's culture and is integrated into everything that takes place from presentations and tips of the week to case studies and eco weeks.

Grey London encourage team work and arrange team events such as departmental or team away days, cross team lunches and team building community work.

Personal success can be judged in different ways and Grey London allows every individual to stretch and grow in ways which makes them feel fulfilled and rewarded. Since June, every employee has participated in the Vision and Values programme and teams are encouraged to share less formal but more frequent on-going feedback and run workshops to help Grey London be better at responding to it. Over the past 12 months some of the greatest successes have come from employees who were considered under-performers.

Golley Slater provides all managers with a ‘Core Training Module'. All managers and senior staff are encouraged to attend the training sessions to assist them with their managerial roles.

The organisation champion, celebrate and nurture raw and emerging talent and it is essential that personal development and training programmes not only deliver to Golley Slater's business needs but also open up career opportunities for individuals with aspiration and ambition. The organisation recognises that the employees are the life blood and it is their professionalism, skill, knowledge and experience that will ultimately deliver the return required.

Glu recognises achievement. Once a quarter, employee's achievements are rewarded and recognised via the “Best of Glu Award”. This is voted for by the employees themselves and rewards staff who strive to continually display the organisation's cultural values.

Glu recognises achievement. Once a quarter, employee's achievements are rewarded and recognised via the “Best of Glu Award”. This is voted for by the employees themselves and rewards staff who strive to continually display the organisation's cultural values.

Strong and visible commitment to staff involvement and funding of charitable projects both within the UK and overseas. They have recently supported the development of a mini barrage project in Mali - two of our engineers visited Mafele to help with the design and build of the barrage. They have two engineers about to visit Nepal to provide support for a water project.

The leadership style is reflected in the working environment. Employees enjoy considerable freedom to pursue their own ideas and to interact with others - the aim being to stimulate the creation of new and more effective solutions to difficult engineering challenges.

All new starters at Bayford are invited to the New Starters Lunch with the board of directors and are assigned a buddy to act as their personal mentor for the first six months. The MD and CEO go on road show's throughout different departments as an idea gathering and strategy sharing activity.

Several green initiatives such as greener IT equipment and a recycling scheme has reduced Bayford's carbon footprint by approximately 459 tonnes. On top of that the company gets heavily involved in fundraising events with time off given to employees for local activities and the board of directors get involved having recently dressed up as Teenage Mutant Ninja Turtles at a fancy dress ball.