Pride Powers Performance

Each team within the company has gained stability in their departments leading to a lowering of stress levels and the ability to be on top of the work load. Employees are encouraged to take part in team activities to relax and the company has started a cycle to work scheme.

T J Crump Oakwrights operate an open door policy. The leader and senior managers are always available for individual or group discussions. Besides this there are regular company meetings at which the whole organisation is invited to discuss the last quarter's performance. Staff also receive one to one feedback via regular appraisals.

For the "Idol" awards there are ten winners and ten runners up per quarter, so at least 80 associates across the complex are recognised annually. Starwood has enhanced the "Wall of Fame" concept, by recognising any associate who is named in a positive guest comment. The comment is posted on the wall, with the associate's photograph and the associate receives an instant £10 voucher for Zavvi or HMV.

For the "Idol" awards there are ten winners and ten runners up per quarter, so at least 80 associates across the complex are recognised annually. Starwood has enhanced the "Wall of Fame" concept, by recognising any associate who is named in a positive guest comment. The comment is posted on the wall, with the associate's photograph and the associate receives an instant £10 voucher for Zavvi or HMV.

Employees enjoy the corporate away day that all staff attend, in addition to this they also hold team away days.

Employees enjoy the corporate away day that all staff attend, in addition to this they also hold team away days.

Employees have access to a free Assistance and Counselling Service. The company also hold a health and well being event across all sites on a monthly basis.

The company have an Employer Supported Police Scheme, offering employees paid time off to work as a Special Police Officer and support recognised charities through annual fund raising activities.

The organisation has monthly management meetings where top management highlight areas of good performance to team leaders. Regular departmental meetings are held where information about high-performing employees is shared. Positive feedback for individual employees from the ongoing customer satisfaction survey is emailed on a monthly basis to the whole department and shared with top management.

The bonus scheme, for the majority of staff, is team based which makes everyone work together to perform to the best of their abilities. The entertainment budget is split and each team decides what they would most prefer to do. Regular team meetings take place to review and discuss work issues.

The focus of working for SkillSoft is to provide great service to the customers. There are regular conference calls to inform members of staff on the business' performance and clear lines of communication to senior managers.

Full training is available to all managers. Senior management meetings take place every month and all managers are asked to attend. The senior management team is open and honest making a very comfortable working environment.

Associate of the Quarter – Nominees and winners are picked by fellow associates and recognises employees who have gone the extra mile and exceeded expectations. The winner and two runners up receive a financial award, with the winner's photo being placed at the front of house for all guests to see.

The company have a successful back to the floor management programme - this is where managers go back to line staff positions for the day, enabling them to have a good understanding of the various tasks employees undertake on a daily basis. Managers also receive £25 per head per year to take there teams out and promote team building activities.

Associate of the Quarter - Associates are nominated for this award by their fellow associates. The leadership team then decide on the person with the most valuable contribution for that quarter. These associates are then entered into Associate of the Year. There is also an Instant Recognition Programme where managers can reward associates for an achievement.

Associate of the Quarter - Associates are nominated for this award by their fellow associates. The leadership team then decide on the person with the most valuable contribution for that quarter. These associates are then entered into Associate of the Year. There is also an Instant Recognition Programme where managers can reward associates for an achievement.

Departments have the flexibility to set-up their own employee award and recognition schemes. An individual or team can be recommended for an award via a colleague or line manager, normally to recognise a particularly outstanding piece of work or contribution to the business. The awards can be monetary, flowers, or a team day out.

Departments have the flexibility to set-up their own employee award and recognition schemes. An individual or team can be recommended for an award via a colleague or line manager, normally to recognise a particularly outstanding piece of work or contribution to the business. The awards can be monetary, flowers, or a team day out.

Each Employee has been allocated an average of 30 hours training per year. They have been encouraged to produce development plans to access there progress and recognise any training needs. The company encourage membership of and pay fees for appropriate professional institutions.

Flexible working hours are in place to promote a better work life balance. The company offer an above average contribution pension scheme and a childcare voucher scheme. As well as this employees have access to an on site occupational nurse, medicals and vaccinations are also provided and 2009 will see the launch of a new wellness programme.

Using both internal and external assessors RTR is also currently running an NVQ programme available to all employees. Standard Operating Procedures are in place for all processes and procedures and new and existing employees are formally assessed against these for competency. Each individual employee has personal plans and targets clearly related to the overall objectives which are adjusted at bi-annual appraisal discussions and reviewed monthly in individual 1-2-1's with each of them.

Using both internal and external assessors RTR is also currently running an NVQ programme available to all employees. Standard Operating Procedures are in place for all processes and procedures and new and existing employees are formally assessed against these for competency. Each individual employee has personal plans and targets clearly related to the overall objectives which are adjusted at bi-annual appraisal discussions and reviewed monthly in individual 1-2-1's with each of them.

Teams regularly get together for lunches to get the opportunity to socialise in a different setting away from the workplace and get to know their colleagues in a less formal setting. Other activities include inter-team football matches, laser quest and go-karting.

Employees get to vote for the Most Valued Player award on a monthly basis whereas the quarterly Dining Club award is based on sales performance for the quarter and rewards the individual with dinner at a top restaurant. The annual Honours Club award is a points based system with the prize being a trip to New York.

Royal Haskoning supports an international social projects programme. The scheme is designed to enable staff to volunteer time to community projects and the company allocates one hour per employee per office to assign time to a project. The company also matches funds of up to £3000 raised for charity where fifteen or more employees have been involved.

Royal Haskoning supports an international social projects programme. The scheme is designed to enable staff to volunteer time to community projects and the company allocates one hour per employee per office to assign time to a project. The company also matches funds of up to £3000 raised for charity where fifteen or more employees have been involved.

They operate an open door policy, line manager reviews and appraisals, benefits and Healthsure policies are also available to employees.

They share economic and company information and how it impacts on them through regular trading statements. They have mixed team workshops on introduction of company policy. They operate an open door policy and visibility around the business.

A well being clinic is held every 6 months for employees exposed to dust or particle intake. The Ripple Group encourages open discussion regarding personal well being and actively encourages employees to devote some of their time to keeping fit.

A well being clinic is held every 6 months for employees exposed to dust or particle intake. The Ripple Group encourages open discussion regarding personal well being and actively encourages employees to devote some of their time to keeping fit.

Team leaders provide constant one on one feedback. On the job training and interaction with colleagues also allows feedback. This avoids patronisation and promotes equality.

Private medical insurance has been provided without charge to all employees since 1995. This was extended to include dentistry four years ago. Repton has installed showers for people to use and encourages employees to take extended lunch breaks to exercise once or twice a week. Cycle facilities are provided and various sporting events entered, like the Reading half marathon.

They provide private medical health insurance at the company's cost. They provide meals and refreshments for employees whilst at work. Health and Safety policies are maintained and enforced using a 3rd party company.

People managers have access to the Chairman at all times for advice on any issues, including personal. Any tools and training are provided without fail if the managers deem it necessary.

Rees Bradley Hepburn plan to be the first carbon neutral advertising agency in the UK by building carbon neutral offices that are scheduled to be completed by 2010. The company also provides gratis advertising work for charitable organisations such as Genesis and BEN.

There are regular health and safety work assessments and employees are given the opportunity to have a massage and unwind with regular visits by a holistic therapist.

The management development programme is open to all managers and to increase management skills there is the stepping stones programme. There is also a management competency framework and action plans.

The management development programme is open to all managers and to increase management skills there is the stepping stones programme. There is also a management competency framework and action plans.

Local and regional face to face events are conducted including, area manager and regional manager days. These give employees the opportunities to hear from and interact with senior managers and action plan with their peers.

Attract, retain and manage talent is central to the future growth and success of the business. They provide support and development to ensure their people have the opportunity to grow and realise their potential. To support this, everyone has access to internal vacancies for all roles across the globe via a transparent internal jobs market.

On a semi annual basis all employees are eligible for merit based salary increases, bonuses and stock option awards during these times. These awards include QCards, Qualstars, SuperQualstars, Patent Recognition Awards, and Division Achievement Awards.

On a semi annual basis all employees are eligible for merit based salary increases, bonuses and stock option awards during these times. These awards include QCards, Qualstars, SuperQualstars, Patent Recognition Awards, and Division Achievement Awards.

All new starters receive a letter from the Managing Director, welcoming them to PRUPIM. He also makes a point of meeting every new starter at an Induction Lunch which the board directors also attend. The board directors rotate around the business delivering key communications on a 6 weekly basis at PRUPIM's team meetings.

All new starters receive a letter from the Managing Director, welcoming them to PRUPIM. He also makes a point of meeting every new starter at an Induction Lunch which the board directors also attend. The board directors rotate around the business delivering key communications on a 6 weekly basis at PRUPIM's team meetings.

Prospects for People with Learning Disabilities works with local churches to support them to provide an inclusive church for people with learning disabilities and provides social care for people with learning disabilities. This organisation is also involved with lobbying groups for people with learning disabilities and the Christian community.

Prospects latest Investors in People report praised the learning and mutual support culture that leads to a very strong team ethic running through the whole organisation. This delivers shared ownership of Prospects goals. Recognition is given on a team basis as well as an individual basis.

Progress Housing Group provides paid subscriptions for health shield, this enables staff to reclaim the cost of fees incurred for optical or dental treatment. Staff are also given access to an advice line and counselling services. On site men's and women's MOTs are conducted to encourage staff to follow healthy lifestyles. Subsidised gym memberships are available.

Progress Housing Group provides paid subscriptions for health shield, this enables staff to reclaim the cost of fees incurred for optical or dental treatment. Staff are also given access to an advice line and counselling services. On site men's and women's MOTs are conducted to encourage staff to follow healthy lifestyles. Subsidised gym memberships are available.

The offices are designed in an open-plan manner, which encourages open interaction between all levels of management.

The offices are designed in an open-plan manner, which encourages open interaction between all levels of management.

Key initiatives in achieving a more effective management structure have been established in a mission, vision, values and goals which form the basis of the behavioural competencies. There is good communication at every level of the business and extensive investment in management development. This includes sales training, customer service and individual training as needed and e-learning for personal development.

Key initiatives in achieving a more effective management structure have been established in a mission, vision, values and goals which form the basis of the behavioural competencies. There is good communication at every level of the business and extensive investment in management development. This includes sales training, customer service and individual training as needed and e-learning for personal development.

Many of the business activities are run as projects, this ensures that people from different teams come together to deliver different initiatives. There is a strong social network which helps employees build relationships and gives a greater insight to their day-to-day working styles and approach.

With an open plan office, everyone is accessible including the Chief Executive and senior managers. The organisation holds a monthly meeting where the entire business gets together. The senior management team takes it in turn to host these sessions which updates employees on how the business is doing and what the objectives are for the coming month.

The organisation is currently developing extensive leadership and management development programmes which will run throughout 2009. All managers are provided with sound tools such as competency framework, staffing policies, rewards packages, advice and support.

The appraisal process provides a consistent approach to training needs analysis. Training needs are then built into a structured training plan which enables best use of the organisations resources. There is a generous training budget, which averages £750 per person and excellent training facilities at head office. There is a range of career enhancing opportunities such as secondments, acting up opportunities and professional qualifications.

The organisation is pro-active in health and safety practices. This includes personal workstation assessments which look at posture, levels of stress and the work life balance. All managers are trained in their responsibilities and attentiveness in health and safety responsibilities. The Employee Assistance Programmes are available to all staff and their family members and annual health awareness days are held.

Benefits and development opportunities exceed those of similar-sized companies and many staff cite this as one of the main reasons they stay at OPP. Everyone has a personal development plan, agreed with their manager each year and includes a commitment from OPP to support each individual's growth. As part of its people strategy OPP recruits, where possible, internally.

Nutricia has an employee charity fund raising committee that participates in the DANONE ‘Supporting Life' global corporate social responsibility programme.

Face to face communications are of primary importance. Managers engage through an open door policy and business-wide briefings. Inter-face meetings take place between the Vice President and employees and there are regular team and divisional meetings and conferences. Success is recognised and celebrated. Being spontaneous in the celebrations and having fun is what makes life living.

Norton Rose LLP pulls together fundraising efforts from across their offices in Europe, Asia and the Middle East. This has included supporting sustainable development in Africa, China earthquake relief, Thailand tsunami relief and supporting children living in the poorest regions of the world. Employees also run marathons and climb mountains for charity.

The organisation acknowledges people's efforts through formal thanks from senior management and informal praise at every level. There is a structured performance appraisal system, competitive salaries and benefit packages that are benchmarked each year. Norton Rose also holds team outings and events in public recognition of hard work.

The organisation provides a charitable trust where employees are encouraged to seek company funding for their favourite charities through the charities panel. The company supports local charities in a measurable way. They also have an environmental team, made up of a cross section of employees concentrating on reducing the carbon footprint.

The organisation provides a charitable trust where employees are encouraged to seek company funding for their favourite charities through the charities panel. The company supports local charities in a measurable way. They also have an environmental team, made up of a cross section of employees concentrating on reducing the carbon footprint.

They offer a cash back scheme to support employees with cost of dentist, optician bills, certain treatments and provision of counselling service. Contributions are given towards gym membership or other physical activities of choice. There are also relaxation areas and monthly visits from a practitioner providing on-site chair massages.

They provide staff suggestion schemes, and award vouchers to staff suggestions leading to improvements in our service delivery. Long service awards such as chocolates/wine for those who have been with the company for 10 years. There is also an employee of the year that gets awarded.

Bonuses, promotions, pay rises and merit awards are awarded to employees. They also have Shared Value Awards and Management recognition and praise including tokens of appreciation such as vouchers.

Performance Management at Navigant Consulting is a comprehensive programme with the purpose to achieve success for individuals and the organisation. They promote personal growth, encourage and drive motivation, recognise high performance, identifies and supports areas for development and enhances promotion.

The firm have a well developed appraisal system focussing on professional development which incorporates the preparation of a Personal Development Plan which sets out clear objectives for all staff to work towards. A company wide Training Plan was recently introduced which combines CPD with the requirement to attend courses on core business skills, skills based courses and more specialist technical training if appropriate.

Outstanding achievement is recognised personally by the MD or the respective Office Leader. Study trips are organised every 18 to 24 months, to which all employees are invited; the last one was a weekend trip to Rotterdam in April 2008. The firm also offer a bonus scheme which shares the profits of the company with all staff.

Employees are rewarded with a profit-related bonus scheme and 8% was awarded this year. Notices and/or personal letters of thanks are also issued when special achievements or efforts have been made.

Muntons plc have negotiated reduced membership fees at the local sports and leisure centre which covers gym, swimming and class based activities. They also have a company indoor cricket team which is made up of employees from all sectors of the business. As well as providing occupational health services they also plan to introduce "Bike to Work" and "Wellbeing" initiatives.

They offer a variable pay scheme and informal recognition and a one to one personal thank you, or recognition at at team events.

Recognition schemes are given to Individuals who have the opportunity to submit improvement ideas by completing a registration form. Their idea has to satisfy criteria of being an improvement outside of their normal working activity. Each quarter a cross functional panel meet to review submissions, employees then have the potential of receiving a recognition payment of up to £500.00.

Counselling and assistance is provided for all employees with work related or personal problems that affect job performance. A wide range of leave options are also offered including adoption, family care, wedding leave and maternity returners are encouraged to take a return to work coaching programme.

The Morrison & Foerster Foundation was established in 1986 as a non profit organisation to help the partners make the best use of their charitable resources in each of the communities the firm serves. The Foundation encourages private giving by matching qualifying charitable contributions made by employees. These include annual matching gift allowances for personal donations to non-discriminatory organisations.

For Colleagues in Focus, employees are nominated by their peers on a quarterly basis for recognition of achievements and projects worked on. There are many awards which are awarded to employees for their fantastic work including Spot Bonuses, Employee referral and the High Achievers Club.

Regular internal meetings are attended by all employees and conducted by members of the Executive Team and Country Managers. These meetings are also recorded on video and placed on the intranet for anyone unable to attend the UK meetings. Monday Matters is a direct internal email communication sent to all staff relaying relevant company information and news.

The views of staff and their career progression have always been of paramount concern to the Board. The organisation encourages employee's personal growth with dedicated training programmes, mentoring schemes and quarterly appraisals. All members of staff are assigned a mentor who they meet with regularly to act as extra guidance through their personal and career development.

The views of staff and their career progression have always been of paramount concern to the Board. The organisation encourages employee's personal growth with dedicated training programmes, mentoring schemes and quarterly appraisals. All members of staff are assigned a mentor who they meet with regularly to act as extra guidance through their personal and career development.

There is a flat management structure. Incentives are given to incorporate team performance and individual contribution. They hold team nights out and monthly wrap ups.

There is a flat management structure. Incentives are given to incorporate team performance and individual contribution. They hold team nights out and monthly wrap ups.

All employees have full communication of the vision and goals the business has going forward. They also encourage employees to feel able to make mistakes, learn from them and move on. The Managing Director is accessible to anyone at any time for any issue no matter what.

They have Commitment to Welsh Green Dragon environmental programmes. They Work towards full recyclability of all their products and have Commitment to expanding employment opportunities in there local area.

Staff in every office choose their own charity, ensuring local support is provided throughout the UK. All money raised by employees is matched to the charity by the company. As an energy consultant they are constantly reducing companies' energy costs and so reducing carbon emissions and improving the environment.

They have a gym within the office. They also provide help and support to stop smoking allowing time off work to attend support groups. All staff are given full pay when off for personal circumstances.

They believe their senior leaders should be highly visible and should communicate in a personable way. The breadth of channels and methods of engagement speaks volumes. Their range of engagement tools includes executive lunches, coffee mornings, divisional briefings, specific intranet sites, e-zines, podcasts, webcasts, branch TV broadcasts, DVDs such as Scottish Widows Our Story, Lloyds TSB radio recordings which employees can dial into via telephone..

They continue to operate various bonus schemes across the organisation including those that are specific to a role, for example in Sales. This ensures employees are rewarded fairly and appropriately.

All staff at Liquid Plastics are encouraged to have personal development plans. There is also a Future Leader Managers programme; potential managers can join this programme to help them develop skills for future use. This helps them to always, where possible, to promote from within.

Senior managers actively encourage staff to get involved with fundraising activities and always lead by example by getting involved themselves. At the annual Christmas party senior managers and directors sit on tables with their teams rather than all together.

Lighterlife has a dedicated charity, Little Havens. They also do fundraising for charities such as the Stroke Association and Breast Cancer. They also do their bit when it comes to recycling including donating unwanted paper to local schools. Employees also take part in the cycle to work and car share scheme.

Lighterlife has a dedicated charity, Little Havens. They also do fundraising for charities such as the Stroke Association and Breast Cancer. They also do their bit when it comes to recycling including donating unwanted paper to local schools. Employees also take part in the cycle to work and car share scheme.

All employees attend an annual away day abroad. The business always ensures they say thank you and acknowledge excellent work as a result of this they also give discretionary rewards such as thank you dinners or small tokens of appreciation, as well as financial bonuses.

All employees attend an annual away day abroad. The business always ensures they say thank you and acknowledge excellent work as a result of this they also give discretionary rewards such as thank you dinners or small tokens of appreciation, as well as financial bonuses.

Commitment to environmental issues means that staff are encouraged to use public transport or bicycles wherever possible, even if it takes longer. The recycling initiative has reduced their contribution to landfill waste by 70% over the past 12 months.

LDA Design offer an Inspiration Training fund which people can apply to for money and extra time off in order to visit a place, exhibition, training course or something else that will inspire them in their work.

Extensive Training; linking into the CPD's they provide extensive training open to all staff. Each individual is asked to identify their training requirements for the coming year in their annual review and wherever possible demand is met. They invest significantly in personalised management, marketing and personal development training using both in house and external training agencies.

A drinks night/tidy Friday takes place every fortnight and as well as having a good impact on the working environment, after the tidy up drinks are provided which enables everyone to relax and unwind after the week. This is a good chance for senior managers to chat with everyone in an informal and relaxed environment.

Managers are supported in this organisation by specific in house training, formalised Mentoring Programme and formal policies and procedures around Performance Management and Staff Development which is supported operationally by HR. Unusual for this organisations sector, a discretionary rather than formulaic bonus system allows them to recognise development in the broadest sense.

The company operate a non-hierarchical environment, this is demonstrated in a number of ways from the attitude of senior management, who encourage ideas from all individuals within the organisation, to the open plan lay out and ‘open-door' policies of managers. Using the ‘Ask Piers?' facility on the intranet, any member of staff can email the Chief Executive directly, openly or anonymously.

The group support a number of community initiatives and organisations by giving time, resources and financial support. Employee suggestions of such initiatives are actively encouraged.

The group support a number of community initiatives and organisations by giving time, resources and financial support. Employee suggestions of such initiatives are actively encouraged.

Kent County Council provide and manage a Total Benefits Package which includes non cash and cash awards, salary sacrifice schemes, carers leave and many more.

The council allow employees to volunteer in the local community. They also have implemented the Green Champion concept and trained environmental auditors and the Enterprise and Innovation Centre is run by the Kent Sustainable Business Partnership.

The traffic light system purpose is to raise awareness of issues in three categories; clients, organisational and environmental. Red traffic lights are alerts about serious issues that the whole business needs to be aware of. Amber traffic lights are alerts of potential problems that employees might see arising if they are not addressed. Green to recognise individuals for their contribution when a great job has been done. An analysis of the past month's traffic lights is given at the monthly meeting.

CHPD supports the wider community through the following methods: school projects with local schools, reading partners – employees helping pupils learn to read and write; mentoring – teenagers working with CHPD mentors; workshop for prefects to help them prepare for their responsibilities. London Better Together Day – Mural painting at a London school; Giving blood and charity fundraising.

Keltie have an annual retreat for all firm employees to attend and committees and focus groups on management and professional topics too.

Keltie have an annual retreat for all firm employees to attend and committees and focus groups on management and professional topics too.

A number of employees lecture from time to time to journalism students at London Universities, encouraging their own personal growth and keeping the businesses name in the minds of the talent of the next generation. They also support employees undertaking professional qualifications through sponsorship for studies and time off for exams.

John Brown Publishing send teams on educational excursions, for example the design team have in the last 12 months been to see the Alexandr Rodchenko show at the Hayward gallery, the Alan Fletcher show at the Design Museum and a talk by eighties design business guru Michael Peters. As well as encouraging team work this exposure to creativity filters into the work they create for clients.

The Training Director, meets with all the management team and conducts career development meetings. The Director ensures that all managers are fully motivated and supported and that they have individual career plans in place.They also work with external training providers who in turn work with the management team in developing their skills.

From day one all employees have a development plan and are given a career development manual on day one of induction. This is used to inform staff how they can develop their career and own personal growth.

The organisation has an open, relaxed and cheerful culture with excellent peer-to-peer and cross-hierarchical interaction. Senior management works within their teams. Everybody knows everybody else and with each group acquisition, new knowledge is shared amongst the management and staff.

The organisation has an open, relaxed and cheerful culture with excellent peer-to-peer and cross-hierarchical interaction. Senior management works within their teams. Everybody knows everybody else and with each group acquisition, new knowledge is shared amongst the management and staff.

Gym membership is encouraged to promote good health and well being and the organisation has arranged several corporate memberships where the annual costs are paid for by the company. Fresh fruit is provided daily throughout the offices and everyone in the UK is covered by BUPA, including partners and families.

Gym membership is encouraged to promote good health and well being and the organisation has arranged several corporate memberships where the annual costs are paid for by the company. Fresh fruit is provided daily throughout the offices and everyone in the UK is covered by BUPA, including partners and families.

Clear succession planning takes place to allow employees to develop and move in to management roles. ICON has a Leadership Development Programme and use 360 reviews and 180 competency assessments. There is also general management training for all levels from Manager to Director.

Clear succession planning takes place to allow employees to develop and move in to management roles. ICON has a Leadership Development Programme and use 360 reviews and 180 competency assessments. There is also general management training for all levels from Manager to Director.

‘Celebrating Our People Week' takes place every year, recognising and celebrating the contribution of all employees to the hotel's success. Through the hotel's recognition programme, staff members receive ‘Hystar' Awards throughout the year. Recognising staff for their achievements and giving an extraordinarily high number of perks, previous winners have won a two week holiday in Goa and the United States.

‘Celebrating Our People Week' takes place every year, recognising and celebrating the contribution of all employees to the hotel's success. Through the hotel's recognition programme, staff members receive ‘Hystar' Awards throughout the year. Recognising staff for their achievements and giving an extraordinarily high number of perks, previous winners have won a two week holiday in Goa and the United States.

The David Rankin Health and Safety Award is won on a quarterly basis by the best performing project across the quarter. It is an internal award designed to promote active competition between projects to enhance the safety of the working environment. Over the latest 24 months Holloway White Allom has consistently raised standards and the average performance of the business.

Employees receive annual appraisals where feedback on their achievements is given. The company also operates a transparent incentive scheme and a competitive remuneration package to reward staff.

Some employees visit a local primary school once a week for an hour to give up their time to help the children learn to read. Each member of staff is paired with 4 children whom they meet each week to help with their reading. The children are selected by the school, as those who would benefit from some extra help and some one to one time.

Some employees visit a local primary school once a week for an hour to give up their time to help the children learn to read. Each member of staff is paired with 4 children whom they meet each week to help with their reading. The children are selected by the school, as those who would benefit from some extra help and some one to one time.

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.

FRC Group operates an Intermediate Labour Market Programme which we call ‘Driving Change.' Every year they employ 21 individuals from long term unemployment and socially excluded backgrounds and employ them for a year.

As a social business they use a recycled biodiesel product, made from waste oil in the food manufacturing industry to power the fleet of vehicles in one of the operations. They measure the companies' carbon footprint and have found that last year, using biodiesel has reduced their carbon dioxide emissions by 11,000kg.

Fo*STar Awards are also used to reward employees who exemplify the Foster's behaviour.

Fo*STar Awards are also used to reward employees who exemplify the Foster's behaviour.

Foster Care Associates have team away days together with team building and team meetings to enhance communication channels. The Vision and Values of the company encompass the importance of working as one team.

FCA offers secondment opportunities to other areas of the business for learning and development experiences. They also offer buddying and mentoring programmes by experienced managers to support others. Promotion is often from within and vacancies are advertised internally.

Fitch Design Consultants offer assistance with professional qualifications. They also have external show pieces of new material, ideas and concepts for creative inspiration and training creativity days.

Strong teams are created through team and company meetings. They also hold a creative day and the studio design has been done in creative teams.

Training is available at employees request to develop and grow along with appraisals twice yearly.

Fisher German has company sports teams such as a cricket team. They are also proactive in terms of health and safety to protect employees interests.

FCm hold Buzz Nights which focus on team cohesion and achievements. They also hold area meetings and management conferences with fun team building events.

FCm's philosophies offer encouragement, support and development to all staff. Management and leadership conferences are held throughout the year where all levels are encouraged to put forward suggestions and join project teams.

Managers are very accessible and the company provides an array of social events throughout the year for all staff to get involved in.

Managers are very accessible and the company provides an array of social events throughout the year for all staff to get involved in.

The company runs an employee suggestion scheme which provides vouchers to employees for the suggestions they come up with. The rewards paid to employees are dependent on the type of suggestion the employee puts forward, with the greatest rewards paid for suggestions which drive the business forward, help improve business processes or reduce costs.

The company runs an employee suggestion scheme which provides vouchers to employees for the suggestions they come up with. The rewards paid to employees are dependent on the type of suggestion the employee puts forward, with the greatest rewards paid for suggestions which drive the business forward, help improve business processes or reduce costs.

Emerald runs an internal academy which is a broad based corporate university, offering a range of learning opportunities accessible to all employees. The emphasis on action learning means that programmes are formed around cross functional teams running real life projects which will then be implemented as part of the learning experience.

Emerald endeavours to use local companies where possible and is committed to being a loyal corporate citizen. They obtained the Two Ticks Disability in early 2007 and are committed to employing and developing people with disabilities. On an ongoing basis they work with local education establishments to provide young people with work experience and opportunities.

As part of the annual stress awareness day, all employees were given a company branded stress ball to reiterate that HR and senior managers are there to help in times of hardship and general work pressures.

As part of the annual stress awareness day, all employees were given a company branded stress ball to reiterate that HR and senior managers are there to help in times of hardship and general work pressures.

Associates can enter their ideas in the firm's annual Good Idea Programme. The programme awards ideas that are original and support the company's objectives. Initial winners receive gift vouchers, then a group of grand-prize winners are selected, each receiving a one week all expenses paid trip for two to sunny destinations such as this year's trip to Mexico.

The office structure is a key part of the culture at Edward Jones. The leadership team, general partners and country leader are approachable allowing associates to talk and work with the firm's leaders, have access to their experience and knowledge, share ideas and successes or concerns in an approach where the door is always open.

The reward and recognition scheme is designed to offer an instant recognition or a thank you for delivering an outstanding contribution, effort or performance at a level above and beyond an individual's normal job requirements.

The One Planet and One Community ambassador networks consist of employees who champion sustainability performance and EDF intend to give every employee the opportunity to be an ambassador.

The vision and values of the company are communicated through one to one meetings between the staff and the leaders of the organisation, career development literature, the intranet and through email statements from the career development manager.

Edenbrook provide employees with financial reward in the form of an incentive bonus for successful delivery to clients. They also bring people together to share in the success of the company holding regular events to keep people posted and celebrate success.

DWF holds partner conferences four times a year to allow the leadership of the firm to share the vision and strategy. It also provides an opportunity for the leaders to identify priorities, communicate core messages, share ideas and to gain commitment.

DWF holds partner conferences four times a year to allow the leadership of the firm to share the vision and strategy. It also provides an opportunity for the leaders to identify priorities, communicate core messages, share ideas and to gain commitment.

DLR funds and supports Serco's 'Community Ambassador' scheme whereby members of the local community are employed to establish issues relating to barriers and social inclusion at a local level which are fed back to the DLR to evaluate and resolve. They also attend and arrange events in order to explain how to use DLR.

Back to work interviews are encouraged between employees and line managers to ensure there are no problematic underlying reasons for absence, e.g. stress. Healthy eating options are available in the staff canteen and health fairs are regularly held within the office.

The parent company employs permanent health and safety staff who visit Digby Morgan offices regularly to advise management and employees on overall wellbeing, health strategy, office ergonomics etc. Employees also benefit from an inclusive private health insurance scheme, complementary flu vaccines and eye tests.

The parent company employs permanent health and safety staff who visit Digby Morgan offices regularly to advise management and employees on overall wellbeing, health strategy, office ergonomics etc. Employees also benefit from an inclusive private health insurance scheme, complementary flu vaccines and eye tests.

HR Heroes awards Global process where all nominees are recognised regardless of whether they go on to be a winner. This is for any reason which deems someone a hero in another's eyes could just be that someone has made your day, supported you, helped with a specific piece of work or been motivational.

Diageo encourages employees to live healthy well-balanced lives and has a number of programmes and facilities to assist employees to either evaluate their current level of wellbeing or to re-establish and maintain it. The appropriate course of action varies according to the situation.

Derwent Living operate a pay scheme that gives employees the opportunity to increase their pay by up to 6% each year. They also have a formal recognition and reward scheme which recognises both individual and team contributions.

They have a dedicated community development team and carry out a large number of community events including annual fun days and sponsorship of other community events.

Gold, Silver and Bronze awards are awarded to employees that go the extra mile, employees receive payments from £500-£1500. There are also on the spot awards of up to £150 for immediate recognition.

Gold, Silver and Bronze awards are awarded to employees that go the extra mile, employees receive payments from £500-£1500. There are also on the spot awards of up to £150 for immediate recognition.

DDB has a high investment in training and development. This is recognised as a key strength by employees and is a key factor in helping the staff retention rate to be consistently high. The organisation also participates in the IPA's continuous personal development initiative which enables employees to create a record of their personal development and training activities.

DDB has a high investment in training and development. This is recognised as a key strength by employees and is a key factor in helping the staff retention rate to be consistently high. The organisation also participates in the IPA's continuous personal development initiative which enables employees to create a record of their personal development and training activities.

All Darwin Rhodes offices are open plan encouraging a strong sense of being part of a team. In addition, a social committee organises regular events and inter branch team competitions which all help to foster a collaborative working environment.

All Darwin Rhodes offices are open plan encouraging a strong sense of being part of a team. In addition, a social committee organises regular events and inter branch team competitions which all help to foster a collaborative working environment.

As Danwood is privately owned, there is a clear figurehead at the helm of the business who inspires and motivates the staff. The Leader regularly communicates updates to the staff via email and takes part in one-on-one meetings in regional areas with teams.

As Danwood is privately owned, there is a clear figurehead at the helm of the business who inspires and motivates the staff. The Leader regularly communicates updates to the staff via email and takes part in one-on-one meetings in regional areas with teams.

In order to maintain well being, Dains provide fully equipped kitchen facilities for all employees to use, with free refreshments available.

Dains have recently overhauled their training programmes to include annual appraisals and reviews every 6 months, soft skills training and a technical training programme. They also provide mentors for all employees.