People Managers Matter

For the last two years Story Homes has funded a sports programme which supports nine schools in Carlisle which is ran in partnership with Carlisle District Sport and Physical Activity Alliance Foundation (SPAAF). The programme funds physical education lessons for schools. It started in September 2012, aiming to keep the Olympic legacy alive amongst school pupils. Fred Story was inspired to contact SPAAF and get the scheme up and running after learning that funding for sport in schools was being cut, leaving children with even less opportunity to participate in the sport they had seen in the Olympic Games. Through Story Homes funding, SPAAF coaches spent half a day each week working with the children in their own schools, teaching new sports and encouraging them to get involved in physical activity. They promoted health, hygiene and fitness alongside confidence, self-esteem and motivation to achieve and succeed in sport. In 2010, in order to showcase and encourage interest in site based careers such as bricklaying, joinery, roofing, plumbing and groundworks, Story Homes recruited a team of apprentices, along with their subcontractors, who were challenged to build a 4-bed house at their Magellan Park development. This was filmed and shown on ITV4 in March 2011 as part of a three part series called "Rookie Builders." The majority of apprentices were recruited from the high unemployment area following a jobs fair in order for local people and the community to benefit .

In order to build a capable, engaged and motivated workforce Story Homes believe they need to speak and listen to all colleagues at all levels. This is something they have built on since their first employee survey in 2010. The Aspire Performance and Development framework provides a robust foundation to build on and deliver throughout their workforce.

St Anne's have recently re-invested in a new EAP, which provides day one stress intervention and serious illness/accident support. This has been effective in returning people to work and supporting them through periods of depression and anxiety.

Staff development is integral to St Anne's culture and is covered as part of PDRs and appraisals. Staff can aim to complete competencies at a higher level than their role if they wish.

In July, Spirit Pub Company held a Summer Bash at their support centre organised by their fun and fundraising team, GRIN, giving employees the opportunity to socialise. They wanted to give a relaxed feel to the event so right from the start they themed it as though the invitation was coming from “Cosmic the Dog” rather than Spirit. The name Cosmic came from the entertainment which they had organised, a fun band called the Cosmic Sausages who went from table to table singing and interacting with our employees. The event, held in the atrium where the bar is located, was totally free to employees and included BBQ food, a full range of drinks and entertainment. Employees could finish work at 4pm to join in the fun. Their atrium was so full with employees that they needed to re-jig the chairs and tables to fit everyone in. Cosmic became famous and the excitement spread, employees were talking about it for weeks running up to and after the event. So much so that they are bringing Cosmic back later in the year for their Christmas bash! Their new approach of “making people smile” has helped to break down barriers between the support team and the operations team to work more effectively.

Spirit Pub Company offers “employee care”, an employee assistance programme, provided by First Assist. It's a confidential service where employees have access to a website and a helpline providing advice and support on all aspects of their lives from financial concerns through to quitting smoking. The helpline is available 24 hours a day 365 days a year and is completely free of charge. There is also a telephone counselling service and face to face counselling service available. They also offer employees at the support centre a discounted gym membership at a local golf and country club in Burton where employees can receive a corporate rate peak membership of £49 per month with no joining fee, compared to their usual rate of £65.50 with a £199 joining fee. Memberships can be extended to golf at a special rate too.

The MRAP scheme (Market Rate Adjustment Programme) was launched in 2008 in response to feedback SIX received on their remuneration section of the employee survey of that year. The MRAP scheme was created with two objectives in mind: (1) to invest money into basic wages part way through the year (rather than waiting for year end) if their salary benchmarking process shows that an individual has fallen below market rate, and (2) to reward individuals with one off cash bonuses for outstanding contribution to a particular project or business issue. The budget for the MRAP scheme is reviewed on a quarterly basis and financial rewards are offered to individual employees for either outstanding contribution during that quarter to their business, whether it be through new ideas put forward, innovative solutions or the successful completion of a project, or investment into their basic salary if the market has shifted. These payments are a separate reward to their annual bonus or annual salary review. HR work closely with line managers to review nominations for the MRAP list. If they are unable to financially reward an individual in one quarter, they remain on the list and are prioritised for the next quarter. The MRAP initiative has been effective in bringing the philosophy of contribution and reward closer together and strengthens employee engagement with the organisation.

The MRAP scheme (Market Rate Adjustment Programme) was launched in 2008 in response to feedback SIX received on their remuneration section of the employee survey of that year. The MRAP scheme was created with two objectives in mind: (1) to invest money into basic wages part way through the year (rather than waiting for year end) if their salary benchmarking process shows that an individual has fallen below market rate, and (2) to reward individuals with one off cash bonuses for outstanding contribution to a particular project or business issue. The budget for the MRAP scheme is reviewed on a quarterly basis and financial rewards are offered to individual employees for either outstanding contribution during that quarter to their business, whether it be through new ideas put forward, innovative solutions or the successful completion of a project, or investment into their basic salary if the market has shifted. These payments are a separate reward to their annual bonus or annual salary review. HR work closely with line managers to review nominations for the MRAP list. If they are unable to financially reward an individual in one quarter, they remain on the list and are prioritised for the next quarter. The MRAP initiative has been effective in bringing the philosophy of contribution and reward closer together and strengthens employee engagement with the organisation.

Earlier in the year Save Britain Money's CEO challenged a member of staff to organise a memorable event in a brewery. The night was superb with over 80 members of staff attending and some of their in-house DJs were on hand to provide the entertainment. With beer on tap, plenty of food and the token karaoke machine, the night was a great success.

Save Britain Money have a Green 12 scheme, which is a performance management scheme which sets benchmarks for their new starters over a 12 week period. The aim is to allow staff to develop within the organisation and provides tailored support and 1-2-1 coaching for those in need. They have an improved retention rate and they feel that this is a direct result of this scheme.

SAS is committed to enhancing individual, team and organisational effectiveness in order to help SAS UK accomplish strategic goals. Providing access to cost effective, high-quality learning programs, resources and services tailored to the needs and requirements of the organisation. The aim is to encourage a culture of learning and knowledge sharing that supports the aspirations of employees and the organisation. There is support and guidance available to help employees and team take ownership of their own development. There is not an open programme of courses if the employee or team require anything from technical to soft skills, personal development to business skills, support and guidance is available and provided using the most suitable learning interventions.

SAS is committed to enhancing individual, team and organisational effectiveness in order to help SAS UK accomplish strategic goals. Providing access to cost effective, high-quality learning programs, resources and services tailored to the needs and requirements of the organisation. The aim is to encourage a culture of learning and knowledge sharing that supports the aspirations of employees and the organisation. There is support and guidance available to help employees and team take ownership of their own development. There is not an open programme of courses if the employee or team require anything from technical to soft skills, personal development to business skills, support and guidance is available and provided using the most suitable learning interventions.

ResourceBank have recently established a colleague forum which is made up of five representatives from across the business. The group meets up with Richard every quarter for a relaxed discussion over a working lunch whereby any issues can be brought up and discussed openly. It is not a decision making forum but ideas are brought to it for consideration and many go on to be implemented. So far the forum has successfully suggested improvements to the induction programme, appraisals, clarity over home working and recognition for long serving colleagues.

Each member of the team at ResourceBank has a detailed job specification which clearly identifies and recognises what their role entails. This is reviewed as part of the annual appraisal process. The whole team is involved in recognising and rewarding a job well done. Each quarter nominations are sought for the elements of excellence award. Anyone in the company can nominate a colleague they feel deserves recognition for going the extra mile. All those nominated receive a £25 voucher and the winner £200.

In April 2013, Redcats announced to all employees that they wanted to ‘make a difference to employees' and to ‘thank them' for their hard work so they developed a challenge. If they could beat last years turnover in sales (between April and June 2013) they would close the business for one day and take every employee to Alton Towers for a day out. The finance team developed a dashboard so everyone could track business progress as well as weekly verbal updates by line managers. Employees got involved and excitement grew as the weeks got nearer the provisional date in July. Two weeks prior to the provisional date they were able to announce they had reached the target and were able to have a day off work to have a treat and go to Alton Towers for the day. The fun team got on with organising the details of the day. Transport was organised via coaches, bingo games were held and football cards (monies raised for company charity) on the bus as well provided bacon or egg butties. When they reached their destination they received ‘fast track' tickets so no queuing on certain rides. Everyone could have a go on any ride they wished or do whatever they they wanted during the day. A private markee was arranged for lunch where there was an extensive buffet with hot and cold food. The weather was kind to them so sitting outside in the sun was a great option. The feedback was fantastic, everyone had a great day out, thoroughly enjoyed it all and didn't spend a penny!

In April 2013, Redcats announced to all employees that they wanted to ‘make a difference to employees' and to ‘thank them' for their hard work so they developed a challenge. If they could beat last years turnover in sales (between April and June 2013) they would close the business for one day and take every employee to Alton Towers for a day out. The finance team developed a dashboard so everyone could track business progress as well as weekly verbal updates by line managers. Employees got involved and excitement grew as the weeks got nearer the provisional date in July. Two weeks prior to the provisional date they were able to announce they had reached the target and were able to have a day off work to have a treat and go to Alton Towers for the day. The fun team got on with organising the details of the day. Transport was organised via coaches, bingo games were held and football cards (monies raised for company charity) on the bus as well provided bacon or egg butties. When they reached their destination they received ‘fast track' tickets so no queuing on certain rides. Everyone could have a go on any ride they wished or do whatever they they wanted during the day. A private markee was arranged for lunch where there was an extensive buffet with hot and cold food. The weather was kind to them so sitting outside in the sun was a great option. The feedback was fantastic, everyone had a great day out, thoroughly enjoyed it all and didn't spend a penny!

Randstad consultants are most inspired and engagement when they can work in partnership with the leadership team; both putting their ideas forward and learning from their role models. The high performance camps channelled this, inviting feedback and acting as ambassadors for consultants. Employees' invitation to a two-day event had already created interest and heightened project awareness and engagement levels. To maximise engagement, the event was attended by Randstad UK's CEO and Randstad business support's managing director. In their employees' eyes, this really added value to the event. Firstly, it actively demonstrated how important the event was. Secondly, it gave employees direct access to senior team members in an informal, fun and inspirational environment. Mark Bull and Ruth Jacobs were actively involved in physical and mental challenges. Their people enjoyed ‘getting their hands dirty' in the team-building events alongside some of Randstad's most senior leaders.

Randstad hosts numerous team building days; these range from more formal training days to inspirational ‘directors day', which are always eagerly anticipated. In 2013, one of Randstad's most successful team building events was delivered within their Randstad Care business line. As opposed to being a tactical team building event – the bespoke and strategic event was created in direct response to external market research report and internal employee feedback. Firstly, the Randstad Care team surveyed both existing current clients and prospective clients. This gave the team valuable feedback on both business perceptions and experiences and helping identify where they were already successful and where improvements could be made. Once the findings were in place, all employees were invited to two-day events to combine the learning obtained from the research and to further build team morale and communication. The engaging agenda ranged from practical workshops to outward bound courses, culminating in a sensational and aspirational Randstad Talent evening. The event offered a superb blend of business benefits and social activation. This activity received exceptional feedback as it gave teams valuable insight into their market and gave them an opportunity to shape what the future of their business would look like. Employees recognised that in addition to the fun team-building element, this unique event also really helped them to further succeed in their jobs and supported their career development.

Over the past year, Raglan have introduced new benefits including holiday trading and cycle to work, which help staff to make the most of their free time and work life balance. A series of workshops in all the offices have publicised the many wellbeing services available from their employee assistance providers, including an online health and wellbeing portal called Vitality. Their occupational health providers give them access to a vast range of online health information. The new intranet features 4 pages dedicated to staff's wellbeing which are regularly updated. They recently spent the first day of a 2 day conference for their top 45 managers focusing on wellbeing and resilience issues and will be discussing with them how they cascase this down to team level. They are also currently offering free flu jabs for all staff.

Over the past year, Raglan have introduced new benefits including holiday trading and cycle to work, which help staff to make the most of their free time and work life balance. A series of workshops in all the offices have publicised the many wellbeing services available from their employee assistance providers, including an online health and wellbeing portal called Vitality. Their occupational health providers give them access to a vast range of online health information. The new intranet features 4 pages dedicated to staff's wellbeing which are regularly updated. They recently spent the first day of a 2 day conference for their top 45 managers focusing on wellbeing and resilience issues and will be discussing with them how they cascase this down to team level. They are also currently offering free flu jabs for all staff.

An action from Posturite's summer 2013 conference was to hold a series of workshops hosted by their sales director Geoff Thompson. These workshops helped them in the development of a new business strategy. They have learnt how to talk to the right people at the right level, expand existing accounts and get to the stage where they are in an enviable position of being able to more or less hand pick their new customers. They are obviously helped by the fact that they are clear market leaders and they have a strong level of brand awareness but the process helped them to focus – this entire process was stimulated and driven by their summer sales conference which the whole company attended.

At Posturite, they practice what they preach. Every single one of their employees is given thorough training on DSE regulations and the benefits of using ergonomics in their everyday lives – it's what they do. They are all positively encouraged to test and sample the products they sell – it helps all staff to have an understanding of what they do and why they do it. This is the case for both office and home based staff. Every member of staff is equipped with a sit /stand desk and a variety of the very best ergonomic equipment helping them understand musculoskeletal disorders. Every single member of their staff understands what they do and why they do it. A large proportion (60%+)of their staff are either sports science graduates or healthcare professionals (e.g. Physiotherapists) – they advise companies on how to care for the health and wellbeing of their employees and this has a knock on effect on them too. Posturite encourage participation in sports too – they were the winners of the 2012 corporate Football World Cup – they beat Google in the final at Anfield! Additionally, they support grass roots cricket in Sussex, the home county of Posturite by sponsoring the youth teams in the east area cricket league.

A shift in PhotoBox's marketing mix during 2013 has seen the PhotoBox brand advertise on TV for the first time. While clearly aligned with their objective of engaging customers and driving sales this change has contributed enormously to the sense of significance, pride and engagement of employees. There's no doubting the positive effect this has had on their business internally, providing evidence that included in the mix of levers of engagement is a belief in the vision/brand of their company.

A shift in PhotoBox's marketing mix during 2013 has seen the PhotoBox brand advertise on TV for the first time. While clearly aligned with their objective of engaging customers and driving sales this change has contributed enormously to the sense of significance, pride and engagement of employees. There's no doubting the positive effect this has had on their business internally, providing evidence that included in the mix of levers of engagement is a belief in the vision/brand of their company.

In August 2013 Pearlfisher hosted their annual Creative Day. This is an event specially designed for their studio to get out of the office, out from behind their computers, and take part in activities that aim to inspire them in new ways and build team relations. They hire an external venue and provide food, drinks, transportation and materials for all their employees. Pearlfisher covers all costs for the team building creative event. For their team building event this year, they hired an old mansion house on the river in Hammersmith London, organised organic catering for the full day, including breakfast, lunch and tea/coffee/juice/snacks throughout the day. All Pearlfisher employees were picked up from the agency with a bus that they hired for the day and were transported to and from the venue. On the day, the team were set tasks by using the inspiring space/rooms of the Mansion House to fulfil design briefs. They promoted internal collaboration and co-creation resulting in some great future design concepts that have begun to inspire and influence the work they are now doing for themselves and for their clients. As an agency that designs the future, Pearlfisher also close the studio for 2 days a year and host internal days for the whole company in which their Futures Director presents big picture change in 1 of 4 areas – Taste, Luxury, Body and Connection. They are then tasked with breaking into smaller groups to come up with ideas for future design concepts based on the changes they've been presenting. These sessions are fantastic team building exercises because the whole company is encouraged to participate, present and work with people they don't usually work with.

It was suggested by one of Pearlfisher's Strategists that a good way to ask people for their feedback would be to use Survey Monkey. They now use the anonymous questionnaire email tool to ask for staff feedback about all aspects of the company from where they should host their next First Thursday social event to lectures their team would like to attend.

Pagan Osbourne provide the framework and training but it is their managers who bring everything to life. They work closely with their team so that they are aware of exactly what's going on so are perfectly placed to give timely praise and recognise a job well done. Every year, new objectives are set in conjunction with the individual and every month the manager holds a 1-1 meeting where they review progress, and can help alleviate pressure points if and when they appear. Their annual Personal Development Review (PDR) records the person's overall performance and their rating influences pay awards, as exceptional performance is given above average pay increases (when the business is able to do so). As managers are aware of progress and regularly check client feedback and commendations, they personally recognise achievements and make sure that their director also knows of any key successes. In turn, the management board then recognise successes by sending cards to high achievers on a monthly basis and praising top performers in their monthly blog.

Pagan Osborne have held several social events throughout the year, from quiz nights to a fireworks night at the end of the Edinburgh Festival. They recently put on a pizza and wine night to celebrate the successful move into their new Edinburgh office, and to thank colleagues for all their hard work. Probably the most memorable and talked about event was their participation in the CHAS beat the borders day. 15 staff members of all ages from 4 of their 5 offices, took part but even those who didn't enter were still talking about it. The day was physically challenging but the team raised over £5,000. Some of them are already asking if they can do it again next year! The most recent internal event was held by the manager of the Executry team – Fiona Shields. Fiona planned a half day team event in the Edinburgh office, where part of the day was spent looking at personality types within the team to help them communicate better by recognising each other's strengths and adapting their communication style to suit different personalities. After the session the team were taken out for lunch and then enjoyed the Edinburgh Festival. Additionally, several managers and teams have organised team events over the weekend, for example, drinks and dinner at one manager's house and an outdoor barbeque which the whole team, their partners and children were invited to.

All staff are invited, twice a year, to a fun day – in which they join with a random selection of their colleagues (numbering 25-30) in a half day fun event of their own design. The emphasis is on team building and networking in a fun (usually competitive!) environment. Recent examples have included: go-carting, Crystal Maze-type challenges, cocktail and pizza making, walking history tours, table football/ping pong competitions, pub quizzes, attending greyhound racing, crazy bingo, a murder mystery, and amateur magician classes. In addition, they have a company-wide team building and fun event that takes place around midsummer's day, each year. Previous examples include a company values-themed fashion show (swapping a donation to Age Concern for a variety of vintage clothing as base materials!) and this year all staff went to Pineapple Dance Studios where they were separated in to random teams, paired with professional choreographers and entered in to a team dance-off, on stage at the Lyric Theatre in London's West End. Each team is invited to host a monthly drinks and social party of their own theming. A budget is provided to cover the cost of drinks, food and entertainment props. Recent examples include a “Casino Royale” evening, a kids-themed party (e.g. with pass-the-parcel and musical chairs), a US-style “Frat” party complete with party games, and a New Zealand wine-tasting evening.

In October 2013, the senior management team at Octopus were searching for ways to bridge any perception of distance between themselves and the rest of the company as a result of their significant growth. They decided to don the aprons and chef's hats and cooked a Jamaican-themed lunch of goat curry (complete with side dishes, vege options and pudding) for the entire company. This was achieved with the help of just one trained chef to help guide them – they arrived at 6am to help set up a temporary kitchen and worked solidly until the middle of the afternoon in order to cover all aspects of service. All staff were invited to 6 different sittings and were sat randomly in order to create a mixed environment in a relaxed setting where employees mingled between teams and all levels of seniority/tenure in the company. The event was such a success in building positive levels of engagement that two more “cook offs” were planned for November and December 2013 and there are more on the agenda for 2014.

Ochre House has nurtured a culture of personal accountability and empowerement. They encourage their people to ‘ask for forgiveness rather than permission' and in turn they ask all of their people to manage their own career journey. As such the organisation places much emphasis on personal brand. Sue Brooks, Managing Director, is a recognised thought leader in the industry and is widely hailed as an innovative and expert thinker by professionals beyond the confines of Ochre House. As such her own personal brand is very powerful and she is both an inspiration and a role model to all Ochre House colleagues, truly leading by example.

One of the key tenets of the ‘way of working' at Ochre House is empowerment through personal responsibility. One of their development mantras is ‘see it, mean it, lead it' and through this the organisation urge colleagues to run with any idea they truly believe can make a difference. They support this through "Passport". The organisation believe that there is no better way to hear what people are saying, and to benefit from their ideas and feedback, than to encourage and enable them to join virtual teams and projects that operate outside their day to day role. In this way the company benefits from hearing a wide range of different ideas and the individuals benefit from working with new colleagues and leaders and evidencing their determination to develop themselves. The company also encourage subject experts within Ochre House to blog and these blogs are then shared on social media sites and within the company. This gives colleagues a chance to showcase their expertise, thinking, and opinion.

The company has retained the key principles that have been so crucial to its ongoing success. They continue to operate within a fun and vibrant working environment where people can reach their full potential and enjoy the processes in getting there. ARK proves it is a great workplace because it views everybody as a valuable asset.

The company has retained the key principles that have been so crucial to its ongoing success. They continue to operate within a fun and vibrant working environment where people can reach their full potential and enjoy the processes in getting there. ARK proves it is a great workplace because it views everybody as a valuable asset.

Managers undertake a review of their teams and individual employees and recognise when new employees are required or when a role needs to be changed to reflect the needs of the organisation.
They continually review the role of the individuals in their teams and consider appropriate ways of ensuring that what is required is completed. They support new employees during their probationary period with reviews at 1, 3 and 6 months in order to ensure they have all the required support they need. In addition to this, all employees have 4 weekly supervision meetings which are clearly documented with their manager and approved by the manager's manager. They also hold regular team meetings with team members along with other members of the senior management teams as appropriate. In addition most employees have a regular one-to-one meeting with their manager during which any issues they have can be raised and discussed. Managers will invite feedback from employees at team meetings and one-to-one meetings which are formally recorded.

There is constant consultation and engagement taking place between the organisation and its people and mechanisms such as the staff and carer consultation forums are used as “temperature checks” to gauge people's views on the way in which the organisation manages and develops them. The results from the survey will initially be understood by the senior team within the organisation and then fed back to the line managers. They will then be assisted and supported in producing a presentation to present to their teams and facilitate a feedback session in order to develop local action plans which can then be co-ordinated into an organisations action plan.

The wellbeing of employees is at the forefront of the Company's mind and it is in constant communication with employees. An Employee Assistance Programme is available for employees to help them through crises and without which their well-being could be compromised. The Employee Assistance Programme has well-being nurses and counsellors to assist with anxiety, stress and depression. They have introduced alcohol and drugs testing, not to be punitive, but to bring support to those that need it. Often when people are anxious, stressed or depressed they are more vulnerable and susceptible to addiction as a coping mechanism. The Company seeks to help and support those who are positive on a random test and not invoke the disciplinary procedure, but start a programme of support. They also have private medical, permanent health insurance cover and then an array of well-being items that can be purchased with disposable income through flexible benefits.

MWH's chosen corporate charity is WaterAid which they chose to support as it is a charity which reflects their vision of Building a Better World through delivering clean water supplies. They have appointed a Steering Group and a network of WaterAid Reps within each MWH office. The steering group and reps organise a diverse range of employee fundraising events within their local offices throughout the year. Fundraising events include activities such as dress down days, cake and sweet sales. MWH also auctioned surplus office furniture with the proceeds being donated to WaterAid. We have an increasing number of individuals and teams who take part in WaterAid National events such as The Great North Run, 6 peaks and other sporting challenges. During 2012/13 they raised £15,660 for WaterAid.

Mike Sunley has been the driving force behind Lexington since establishing the business in 2002. His determination, positivity and motivation have ensured that the company has grown year on year both in terms of turnover and people. From the start Mike wanted to do things differently and this has enabled Lexington to develop a strong culture. It's more than Mike's tireless approach to the very best food, people and service; he's also ensured Lexington is recognised as one of the UK's leading contract caterers, with an enviable reputation as one of the best employers in their sector. In a recent Investors in People audit, where Gold standard was achieved, employees commented that Mike is 'visible, communicative, professional, fun, approachable and recognises people!' Mike was also named the 'Foodservice Caterer of the Year' at the 30th anniversary of the prestigious Catey Awards in July 2013. The Foodservice Caterer award recognises an individual who has made an outstanding contribution to the catering and wider hospitality world, who has combined innovation with sound financial performance as well as demonstrating clear business achievements. Mike was praised for driving business innovations across the company and operating Lexington with strong people focused policies at the heart of the business. In a time when many companies were cutting back on investment in their people it was made clear that Mike's continued investment in training and people retention has paid dividends for the company's growth and wider business success.

Mike Sunley has been the driving force behind Lexington since establishing the business in 2002. His determination, positivity and motivation have ensured that the company has grown year on year both in terms of turnover and people. From the start Mike wanted to do things differently and this has enabled Lexington to develop a strong culture. It's more than Mike's tireless approach to the very best food, people and service; he's also ensured Lexington is recognised as one of the UK's leading contract caterers, with an enviable reputation as one of the best employers in their sector. In a recent Investors in People audit, where Gold standard was achieved, employees commented that Mike is 'visible, communicative, professional, fun, approachable and recognises people!' Mike was also named the 'Foodservice Caterer of the Year' at the 30th anniversary of the prestigious Catey Awards in July 2013. The Foodservice Caterer award recognises an individual who has made an outstanding contribution to the catering and wider hospitality world, who has combined innovation with sound financial performance as well as demonstrating clear business achievements. Mike was praised for driving business innovations across the company and operating Lexington with strong people focused policies at the heart of the business. In a time when many companies were cutting back on investment in their people it was made clear that Mike's continued investment in training and people retention has paid dividends for the company's growth and wider business success.

Legal and General offer sponsorship matching and time matching requests up to £500 per person per year. Employees can mix and match to claim time and sponsorship matching throughout the year up to the value of £500. Gives those employees who don't have the chance to fundraise, but do value work volunteering on behalf of a charity the chance to claim matching. Time matching is based on £20 per hour. The company matches up to £25 of the employee's monthly 'Give as you earn' contribution.

In Legal and General their drive to create a transparent and straightforward place to work where all employees can perform at their best, is supported by the reward structure which is aligned to the performance management process. Their performance and reward process recognises how employees go about things, as well as what they achieve. A great performance is about delivering results in a way that lives up to the Legal and General goals, brand and demonstrates the six behaviours. An individual's performance influences their salary and bonus. Salary is reviewed each year against how they have performed in their role and the bonus reflects how they have got on against their objectives and how they've gone about achieving them. Their salary and bonus pots always take into account company performance and the economic environment. Salary and bonus are part of the Total Reward package and sit alongside a wide range of financial, wellbeing, community benefits and staff discounts.

The family fun day is a company funded event to say thank you to all staff at ITW and their families. They hire a venue and this year it was a pleasure boat cruise along the Thames. It's a great party, always well organised and it's great for team-building. The inclusion of family members extends the thank you to husbands/wives/partners and children of all hard working and loyal staff. Their team bonus fund is based on target achievements and allocated to an event for all employees as part of continued team building and recognition.

The family fun day is a company funded event to say thank you to all staff at ITW and their families. They hire a venue and this year it was a pleasure boat cruise along the Thames. It's a great party, always well organised and it's great for team-building. The inclusion of family members extends the thank you to husbands/wives/partners and children of all hard working and loyal staff. Their team bonus fund is based on target achievements and allocated to an event for all employees as part of continued team building and recognition.

IRESS have a recognition award scheme that is used to recognise the outstanding achievements of employees. The award is intended for individuals who perform over and above their job description and who excel in the company's core values. It is particularly powerful in that it enables any individual to make a nomination for any other individual, team or department. It also encourages managers to reward team members via individual recognition and vouchers schemes. Company wide recognition of the individuals receiving awards and their achievements are then provided via the engagement team newsletters and their intranet. IRESS are currently reviewing the criteria of the recognition award scheme so that, alongside their valued behaviours, they can also align it to their primary purpose, winning ambition and strategy signposts.

Sports & social teams are in place at each of IRESS' six locations to arrange a variety of events. The company provides funding for each team based on a per head sum of money. All of the sports and social teams work in close liaison with people at their respective locations to determine the type of events people would like to attend. They are then responsible for allocating this money in support of events. These social occasions engender a real sense of team spirit enabling their people to enjoy one another's company and interact with each other outside of the office. Each team organises a summer event and this year these included the previously named Avelo X-Factor night, a Poulton Palooza and a fun day for Cheltenham employees and their families. Smaller events are held throughout the year and in recent months, have included monthly meals, quiz-nights, inter-office cricket, football matches and trips to sporting fixtures, ten-pin bowling and the theatre.

Hifx provide incentive linked pay schemes to all employees regardless of job function. Management and support services staff are eligible for a quarterly bonus that is a % of their annual basic salary.Each employee is linked to the performance of the company (or their dept) financial results (top line and/or bottom line) as well as key customer metrics such as NPS (net promoter score - driving customer excellence). Employees are paid against a blend of company metrics dependant on their role. For some involved in IT/technology and payment processing this will be STP (straight-through processing) element of bonus pay (for driving automation and efficient payment services). They then pay some functions (e.g. sales, marketing and management) on customer conversions. Some of the senior management are paid against staff survey results (e.g. senior directors and HR director and HR team). They then pay an element of people's bonus pay linked to personal / team performance (e.g. progress against actions). By having a universal framework for how they pay bonuses, they ensure that everyone from board level to the post-room is aligned to the same objectives and focused on customer service excellence. In addition to bonus/incentive pay, they also recognise star performers (or those people that go beyond the call of duty) and regularly organise fun activities such as go-karting, nights out, trips to special places (e.g. Maclaren racing Head office). Hifx also provide high performers with awards known at HiFX as "ITNs" (interesting to note) with recognition awards given for exceptional behaviour.

The CEO at Hifx 'walks the floor' every day and takes time to speak to staff and understand how they are getting on within their roles and what challenges they may currently be facing. The CEO, personally leads each staff communciation presentation and takes sigificant time to prepare for these presentations. Their CEO presents in an open/honest manner that is not sugar coated in 'management speak'. He allows people to ask questions without fear and takes time to answer all questions raised, Ensuring any questions not answered in the meeting are answered ASAP after presentations.

The Green Room's most recent team building event took place at their last Vision Day. It involved splitting the teams in cross-functional groups and setting them a task which incorporated elements of each of their roles whilst encapsulating creativity (the focus of our business) at it's core. The aim of the session was: *Embed some of the key themes shared in the morning sessions * Encourage team members to 'think freely' and come up with initiatives that could positively impact the business * bring the teams closer together * enhance individuals' understanding of one another's roles in the business and how to work with one another's strengths to maximise results across the board * develop some competitive spirit in a fun way * Encourage teams to look at issues and opportunties for the business and come up with new solutions & initiatives The event was a complete success in terms of bringing the teams closer together and enhancing understanding and overall working relationships.

The Green Room's most recent team building event took place at their last Vision Day. It involved splitting the teams in cross-functional groups and setting them a task which incorporated elements of each of their roles whilst encapsulating creativity (the focus of our business) at it's core. The aim of the session was: *Embed some of the key themes shared in the morning sessions * Encourage team members to 'think freely' and come up with initiatives that could positively impact the business * bring the teams closer together * enhance individuals' understanding of one another's roles in the business and how to work with one another's strengths to maximise results across the board * develop some competitive spirit in a fun way * Encourage teams to look at issues and opportunties for the business and come up with new solutions & initiatives The event was a complete success in terms of bringing the teams closer together and enhancing understanding and overall working relationships.

Managers at GMCP have regular KITs with their staff, which involve reviewing performance. These meetings are also used to discuss any issues and to ensure that the expectations of both parties are consistent. To enable transparency and ease of use they have devised an easy performance monitoring system, based on traffic lights, which clearly show individual performance against targets. The Managers demonstrate understanding for individuals' workload and pressures in work. Respect employees' life outside of work: time for family, friends and outside interests/hobbies
GMCP managers ensure that all their staff are aware of and have access to flexible working arrangements. Managers also monitor staff hours to ensure that staff are not over working and that any accrued hours are taken.

At GMCP a staff Working Group has recently been established, to bring staff wellbeing issues to the fore, and create a culture where negative issues are identified, minimised and managed before they affect the health of staff. They are working with a small team of staff (20 volunteers) who are helping through: Attendance at meetings, focus groups in their own teams, highlighting triggers, making suggestions for reducing the negative impact of work, offering ideas and solutions to promote a greater sense of wellbeing and one that everyone enjoys… trying out different approaches to identify what works for them. They have a budget of £1,000 to test out ideas and make recommendations for a programme that will be rolled out by March 2014. Friday afternoon Reiki sessions at thier Head Office are booking up fast! In establishing the group, they were especially keen to include people who understand how work can add to stress levels, through personal experience. They also appealed for volunteers who rarely feel stressed or are more resilient to the pressures work – so that they can better promote a healthy work-life balance. Through this Project Team, thye are designing a programme of support that is relevant and accessible to all staff and helps them reduce the negative impact of work on their lives. They already have a free Medicash scheme, providing access to doctors, counselling / therapies but GMCP want to do more to tailor a bespoke package of support available on site, at the right times for their staff

MD Jim Moseley places enormous value on the vision, culture and values of the company, and puts the company's continuing success down to the way people are empowered to do their jobs. He has previously said that as the company grows his biggest concern is to retain the family feel of the business, as losing this would be more of a danger to its long-term success than not hitting commercial targets. To prove his commitment to this philosophy, Jim takes an active role in ensuring that the company's family feel is safeguarded, from 'walking the floor' to regularly chat with employees, to attending regular company breakfast meetings where employees can publicly - or anonymously by written questions - ask him anything they like. He also takes an active role in welcoming all new employees, who are invited to a breakfast with the Executive Team. This has proved exceptionally successful as not only do new starters meet the MD and members of the Executive Team in person, they also see for themselves how the company lives its vision and values each and every day. His care for employees is evident as he makes sure that he gets to know all of the people personally.

Line managers are charged with continuing to reinforce including making the link between each employees personal objectives with those of the business in order that all can see their role in delivering the business ambition. Creating a culture of openess where all are encouraged to express their views - in 121's, small groups/teams, functional and all employee sessions. Mechanisms to name the "elephant in the room" so that all conversations are transparent no matter how uncomfortable they might be. Constant ongoing training/workshops; recognition through peers twice yearly Special Achievement Awards, leaders, Breakfast Club, emails, thank you, functional sessions, line manager thank you, performance rating, feedback etc . Coaches/trains line managers re role/expectations; Encourage work/life balance policies/communications.

FreshMinds conduct Friday morning breakfast meetings every week which bring everyone together in an informal and fun environment. There is a rota so everyone has the chance to speak about a topic they think may be relevant to their company, the work they do or their clients. FreshMinds conduct away days at least twice a year. These away days include presentations around strategy, speakers, group brainstorming sessions and team building activities, such as go-karting and most recently Dragon boat racing. FreshMinds also have half yearly celebrations such as the Summer BBQ and Christmas Party. Once a year, employees are able to attend a subsidised skiing holiday and the company has also arranged cultural nights out on the Southbank and participation in Tough Mudder - military style physical training day. Once a month Freshminds provide a budget for employees to arrange attendance at a cultural event and drinks/socialising afterwards/before.

FreshMinds offer many extra curricular actives within the company such as Bake Club, Running Club, Climbing Club and the FreshMinds netball team to name a few. In the last twelve months they have organised free gym trials and free month long boot camp training trials, as well as arranging a refit of the basement to provide bike storage and showers. They also offer free eye care vouchers and their flexible benefits include private medical and optional dental cover. On birthdays they offer an hour lie-in and the employee receives a card and a cake/cheese/plant or other gift. FreshMinds provides fresh fruit every morning and breakfast every Friday as well as drinks at the end of the day on Friday.

Managers and team leaders are responsible for conducting 6 monthly reviews with their individual team. Depending on the various job roles within the business, managers or team leaders will provide evidence to support what they are discussing with the employee, for example, in the sales department they are able to produce KPI figures for each employee, these are in turn rewarded with bonus payments based on their achievements. Performance reviews set out achievable and realistic goals and objectives for the next 6 months, and both the manager and employee set agreed timescales to achieve these in. There are many opportunities for more informal feedback, both face to face, via announcements in meetings and via whole-company or departmental emails.

To use it as part of EducationCity's journey towards continuous improvement, together with other sources of information and feedback. They believe it will be particularly helpful to have access to the benchmarking data that will be provided after the survey has been completed. They have worked extremely hard in the last 2-3 years to become an employer of choice and apply the same excellence they use on their product, to the way they treat and develop their employees. EducationCity have won two local business awards this year, including SME of the Year for Stamford and Rutland. EducationCity view the feedback they will gain through participating in the survey as essential in helping them on the next part of their journey. They are already evaluating Investors In People as the next possible step but wish to build on what they learn through this process first. Any action taken will be set within a framework of meeting strategic need and cultural and ethical fit, together with the smart use of resources available to them.

Best Companies! Duplo International are unique in their industry in striving to achieve this award year on year. They anaylse the results and feedback the results which leads to improvements and changes within their business.

Duplo's building has sun scoops, air scoops, solar panels and heat pumps. Duplo International are a founder member of the Two Sides organisation. It shows that the print and paper industry is one of the only truly sustainable industries that exists.

The Chairman, MD and General Manager visit branches on a very regular basis at least weekly and make a point of talking to all staff, retail and workshop, not just the manager about a wide range of topics, seeking feedback and ideas on: how to improve the customer experience; views on product range; marketing materials and sales opportunities. Each member of staff is personally known and this helps to establish a good dialogue and opportunity to raise any issues or concerns that they may have. As a small company with many employees having long service - average service is almost 11 years, there has developed an extended family culture with a strong ethos of doing the right thing: for customers and each other.

The Chairman, MD and General Manager visit branches on a very regular basis at least weekly and make a point of talking to all staff, retail and workshop, not just the manager about a wide range of topics, seeking feedback and ideas on: how to improve the customer experience; views on product range; marketing materials and sales opportunities. Each member of staff is personally known and this helps to establish a good dialogue and opportunity to raise any issues or concerns that they may have. As a small company with many employees having long service - average service is almost 11 years, there has developed an extended family culture with a strong ethos of doing the right thing: for customers and each other.

Byron recognise that wellbeing motivates their people, especially after receiving the results from last year's survey. Whilst they believe their flexible working approach is one of the best in the industry, they have invested time in reviewing their wellbeing offering and making sure their programme is great for their people. Byron give their people free access to the food on their menus, therefore it's important they communicate the benefits of healthy eating. All Byron's food is produced and cooked in the most nutritious and healthy way possible. They also offer free fruit and water and have set up Byron United – their football team which all employees can be a part of through inter-restaurant matches. They also provide an occupational health programme which they talk about in their Meat magazine and enable their GMs to promote the benefits of this to their people. This has encouraged a number of their employees to use the service and receive the benefits it provides. By the end of 2013 they will have fully rolled out an online benefits scheme which includes wellbeing services such as subsidised gym membership, health insurance and a cycle to work scheme. Byron's people can also access experts who help them quit smoking or lose weight, for example. By making sure thei people have these benefits they will create a workforce of happy, healthy and engaged people which will positively impact productivity and their growth.

Secret squirrel is Byron's monthly mystery guest programme and to make this competitive they introduced the ‘Squirrel Cup'. This pits restaurants against each other to strive for the best customer satisfaction scores across the year. At the end of the financial year, scores are averaged out and everyone from the winning restaurant is taken out for the day to a secret location where they take part in different fun activities. For example ,we've been go karting, punted up the river in Oxford and even had our CEO, Tom, dress as a squirrel. We think he will do this on a regular basis – he seemed to like it!! This has proven to be huge success, with Byron's mystery guest scores rising by 2% across the business as a whole. It's the talk of the restaurants and even covered in their employee magazine on a leader board. This year they took the winning restaurant out for the day Go-Karting and then for a long lunch and then out into the early hours of the morning!

Sponsoring beehives is among the more unusual environmental initiatives at Brookwood. The company has a Planet Matters Team of people who discuss and implement new initiatives, running vegetable and herb plots, using local suppliers, fairly traded products and refillable water bottles. There's a Waste Less programme to reduce and monitor food wastage and last year the firm had a Planet Matters Day. Every single one of its catering operations in schools – all 96 of them – took part, planning a day to raise awareness that the planet matters to it, its schools, and pupils who eat in its restaurants. They helped pupils grow herbs and vegetables for the kitchens, and encouraged them to reduce food waste and drink tap water in reusable, not plastic bottles. People say it genuinely cares about the environment. More than a third of employees got involved with charitable activities in work time last year, and the firm supports the charities Build Africa, Magic Breakfast and Springboard. It encourages people to do their bit.

Brookwood offers term time only contracts to a high proportion of employees, and this ensures they have a good work/life balance, particularly helping parents work. People say it really does help them find the right balance and stops the job interfering with responsibilities at home. Managers get private health care, and senior managers also have psychiatric cover to mitigate the risk of stress. People don't feel their health is suffering because of work or believe they are under too much pressure to perform well. It probably helps that there's a defined school dinner time, because employees say work deadlines are realistic too.

The leader of BRE his highly visible, he takes time to get to know his employees. His messages are consistent on the strategy and direction for the organisation and he builds upon their successes. The Senior Management team have brought together the different parts of the business and the directors and their staff now work across business areas.

The leader of BRE his highly visible, he takes time to get to know his employees. His messages are consistent on the strategy and direction for the organisation and he builds upon their successes. The Senior Management team have brought together the different parts of the business and the directors and their staff now work across business areas.

Brammer aligns a scheduled programme of training and development directly to its business strategy, in order that employees can better execute the demands of their customers. It is the programme as a whole that makes the difference. The programmes are defined by business function and job role, to ensure absolute relevance, so that nobody attends a training course, which isn't related to their needs. The training is carefully designed to address business critical objectives for both Brammer and its customers, and it addresses the individual needs of the employees. As examples, Brammer has operated a number of training programmes to support the manufacturing need to reduce costs and increase productivity, and has done this in close collaboration with its supply partners. A recent example of this has been a structured programme to help UK manufacturers reduce their energy costs, and working in partnership with Siemens, Brammer employees have acquired the right knowledge and education to drive customer energy cost savings. The programme has already added real benefits, and is receiving acclaim from customers and industry sources. On a more individual basis, Brammer has an ongoing programme of management development training, which suits the individual needs of those wanting to progress their careers within the organisation. Packaged together, the Brammer employee training programme demonstrates absolute commitment to the growth and development of its employees.

Brammer aligns a scheduled programme of training and development directly to its business strategy, in order that employees can better execute the demands of their customers. It is the programme as a whole that makes the difference. The programmes are defined by business function and job role, to ensure absolute relevance, so that nobody attends a training course, which isn't related to their needs. The training is carefully designed to address business critical objectives for both Brammer and its customers, and it addresses the individual needs of the employees. As examples, Brammer has operated a number of training programmes to support the manufacturing need to reduce costs and increase productivity, and has done this in close collaboration with its supply partners. A recent example of this has been a structured programme to help UK manufacturers reduce their energy costs, and working in partnership with Siemens, Brammer employees have acquired the right knowledge and education to drive customer energy cost savings. The programme has already added real benefits, and is receiving acclaim from customers and industry sources. On a more individual basis, Brammer has an ongoing programme of management development training, which suits the individual needs of those wanting to progress their careers within the organisation. Packaged together, the Brammer employee training programme demonstrates absolute commitment to the growth and development of its employees.

In 2014 Blue Cross will be introducing 'well doneness' awards where their people will be awarded a certificate for doing something which is outstanding and they want to recognise, then people will be entered into an end of year award process with organisation-wide recognition.

Blue Cross actively encourage all new employees at Induction to contact any member of the Executive Team to ask questions or seek clarification on any issue and they do get contact and feedback directly as a result. To embrace the areas Blue Cross excel in and to put together a robust action plan to address areas where they can improve.

BEN's commitment to employee learning and development is demonstrated through their development pathway which begins with a full induction programme relevant to each individual's area of work. All new care colleagues complete the refreshed common induction standards which, along with all induction programmes, are completed within the first twelve weeks of joining BEN. This is followed by a robust supervision and appraisal programme which includes the setting of challenging objectives and a full training needs analysis to highlight further personal or professional training needs. This process is reinforced by regular mandatory updates and CPD training which is offered to everyone. All colleagues are given time during their normal working hours to allow for assessor visits/attending training and for attendance at external training/conferences and other CPD activity. BEN are currently very fortunate in receiving some workforce development funding primarily for QCF level 2, dementia and end of life qualification and therefore, our actual expenditure does not accurately reflect the current level of training and development being undertaken. Also, for the fact that they utilise internal trainers for many topics including dementia, moving and handling and first aid. BEN's success in promoting the importance of training and development can be illustrated by the fact that over 75% of their care colleagues are qualified to QCF level 2 or 3 in Health and Social Care. Alongside this, management, line-management, supervisory and non-care colleagues are also encouraged to work towards similar awards in their own role. BEN's colleagues' training achievements are recognised through the Annual BEN Training Awards, a series of awards presentation ceremonies which are held at BEN locations across the country. Here, individual and group achievements are recognised in the presence of invited guests e.g. commissioning bodies, training partners, BEN Management Board Members with BEN certificates presented by local mayors or dignitaries.

BEN runs appraisal and supervision training sessions to ensure that Managers feel confident with the appraisal process and understand the value of it. This ensures they appraise fairly and effectively, agreeing SMART objectives with their team members and reviewing these regularly by means of follow-up meetings and annual appraisals. They also review their appraisal forms and guidance regularly, taking into account feedback from both managers and appraisees, to ensure the process stays effective and relevant. BEN encourages its managers to manage on a personal level, operating an open-door policy to cultivate a culture of open communication and trust.

Employees are rewarded for excellent performance by providing incentives for high achievers. Bonus payments and Salary Reviews are also given on an ad hoc basis.

The organisation provides free fruit for employees and also have a free counselling service which is provided by BCW's Health Care Providers which allows staff to have up to six counselling sessions which are in total confidence.

Aspire Outsourcing encourages its people to have a healthy lifestyle and diet, and promotes fitness and general wellbeing within the workforce. People certainly don't feel that their health is suffering because of their work. Work deadlines are realistic, and people rarely feel that the organisation takes advantage of them. Recruitment might sometimes be viewed as a high-pressure industry, but at Aspire Outsourcing, people don't feel under too much pressure to perform well either.

Aspire Outsourcing encourages its people to have a healthy lifestyle and diet, and promotes fitness and general wellbeing within the workforce. People certainly don't feel that their health is suffering because of their work. Work deadlines are realistic, and people rarely feel that the organisation takes advantage of them. Recruitment might sometimes be viewed as a high-pressure industry, but at Aspire Outsourcing, people don't feel under too much pressure to perform well either.

Following the aquisition in 2012, Artelia recognised a need to develop the UK HR Department, to accommodate the expanding workforce. Rather than recruiting, Artelia made the decision to offer a development opportunity for the in post HR and Payroll Manager, Sarah Dier. Sarah was already part qualified, but needed further training to increase knowledge and skills to support the business. She jumped at the opportunity and is now enrolled on the CIPD Post Graduate Diploma in Human Resourse Management. This is a 2 year study programme that includes 6 hours of classroom study a week. Artelia are fulling supporting Sarah, both financially and by enabling her the time off she needs to attend class and exams etc. A win win situation!!

In November 2012, a team of willing gentlemen took part in MOvember. The Company matched all funds raised to a maximum of £500. The Company makes these decisions on an ad hoc basis depending on the cause and in consultation with COM2. Self Unlimited is a charity which supports adults with learning difficulties. Artelia have run volunteer days at several of the charity's sites helping out with gardening, fence building and general maintenance. They have also provided professional advice on construction and property matters on a pro bono basis.

Shirin Dehghan awarded 'Top Woman in Mobile' by Real Business; Shirin Dehghan wins inaugural ‘Women in Business' Award. This year saw Shirin Dehgan of Arieso win Female Entrepreneur of the Year. She has drive, commercial acumen, customer focus and communicates and lives values including the importance of execution and delivery.

Shirin Dehghan awarded 'Top Woman in Mobile' by Real Business; Shirin Dehghan wins inaugural ‘Women in Business' Award. This year saw Shirin Dehgan of Arieso win Female Entrepreneur of the Year. She has drive, commercial acumen, customer focus and communicates and lives values including the importance of execution and delivery.

Westmill have a strong Action Learning approach. This works for them for two reasons. Firstly, the company want their people to be part of their future therefore engage every single employee in a process to derive the Mission and Behaviours. This is action learning because it is the line managers and their leadership team who create and deliver the process to do this. This builds important skills around project management, facilitation, leadership and listening on a real business issue rather than in simulated training exercises. Westmill people learn and develop key skills and the business benefits from the work they are doing on a real business issue.

Westmill have a strong Action Learning approach. This works for them for two reasons. Firstly, the company want their people to be part of their future therefore engage every single employee in a process to derive the Mission and Behaviours. This is action learning because it is the line managers and their leadership team who create and deliver the process to do this. This builds important skills around project management, facilitation, leadership and listening on a real business issue rather than in simulated training exercises. Westmill people learn and develop key skills and the business benefits from the work they are doing on a real business issue.

TCHA encourage their managers to lead by example and to inspire and motivate their teams. Their managers all utilise a company specific competency framework for appraisals and one to ones. They also have 360 feedback in place and regular team meetings and working groups.

TCHA encourage their managers to lead by example and to inspire and motivate their teams. Their managers all utilise a company specific competency framework for appraisals and one to ones. They also have 360 feedback in place and regular team meetings and working groups.

The company employ two permanent fitness instructors who work in the Bracknell office gym. They also pay gym membership for employees in all other offices. Their on-line health and well being portal gives access to a comprehensive wellness information centre, which addresses a wide range of medical and well being issues, and their interactive online lifestyle programme. Towry entered 112 employees in 16 teams in last year's Global Corporate Challenge, and between them they clocked up nearly 56,000 measuring their daily step, swim and cycle count. The daily step average of 12,926 per person (5.15 miles) was an 11% improvement on last year.

The company employ two permanent fitness instructors who work in the Bracknell office gym. They also pay gym membership for employees in all other offices. Their on-line health and well being portal gives access to a comprehensive wellness information centre, which addresses a wide range of medical and well being issues, and their interactive online lifestyle programme. Towry entered 112 employees in 16 teams in last year's Global Corporate Challenge, and between them they clocked up nearly 56,000 measuring their daily step, swim and cycle count. The daily step average of 12,926 per person (5.15 miles) was an 11% improvement on last year.

The company use a career road map to ensure that each consultant knows in which direction their career is going, what they need to do to get there, what coaching will be offered to help them and what awards will be accrued when they reach their goal. Employees are rewarded through bonuses and incentives which encourage them to work at maximum capacity. After every year of service, the Directors take the individual employee for congratulatory drinks and discuss their successes. Listening to the employees ambitions, the Director(s) suggest potential development and further avenues for exploration. Employees are made aware of opportunities to develop in terms of promotions or sideways movements.

The entire organisation is rewarded for their hard work through an attractive incentive system which is two-fold; offering generic rewards that everyone competes for, and personalised prizes that ensure a heightened sense of employee satisfaction. By setting generic achievable targets on a weekly, quarterly and one off basis - consultants work towards rewards such as an exotic holiday for their entire team, Mont-blanc pens, Friday beers, sports car racing days, spa weekends in 5 star hotels, additional holiday time, Ipads or lunches at Michelin-starred restaurants. An additional 'money can't buy' luxury experience, that has been tailored to suit a particular high performing individual's interests, is given out on a quarterly basis. For instance, Alka Graham (mother of two) generated £1m revenue for TJC and was presented with her choice of reward (a family trip to see her favourite band in Paris), by TJC's CEO at a company-wide function. Not forgetting other integral members of staff, the administration and operations teams are also exposed to this target system if they meet their KPI's or are nominated as Employee of the Month. Recognition and appreciation is integral to the business and was reflected in last year's low attrition figures. Smaller day to day accomplishments and innovative acts are highlighted to the company at large via congratulatory company-wide emails, which encourage both the team and individuals to succeed.

All managers have been trained on the 'measuring success' process, including how to agree SMART objectives, give effective feedback and assess performance. Managers recognise and reward colleagues in their teams in a number of informal and ad-hoc ways. These range from 'thank yous', notes from a member of the leadership team or CEO, a team lunch out, an afternoon off, food and drink. In addition, managers are encouraged to nominate their team members for formal recognition through the colleague Awards and Colleague Recognition events throughout the year.

All managers have been trained on the 'measuring success' process, including how to agree SMART objectives, give effective feedback and assess performance. Managers recognise and reward colleagues in their teams in a number of informal and ad-hoc ways. These range from 'thank yous', notes from a member of the leadership team or CEO, a team lunch out, an afternoon off, food and drink. In addition, managers are encouraged to nominate their team members for formal recognition through the colleague Awards and Colleague Recognition events throughout the year.

Steer Davies Gleave realise that the most valuable, and therefore, respected assets are their PEOPLE. That is why they put so much importance in a company-wide learning and development programme that helps their people to be the best they can be. The L&D programme not only includes professional qualifications, but also handmade internal workshops given by consultants for the company's consultants. They have developed a sophisticated online system, whereby any member of staff can preview all the forthcoming workshops and seminars and can elect to attend. Many of these workshops take place during lunch (with lunch!), so learning can be done quickly and efficiently, without eating into evenings or even needing to leave the building. All of the seminars and workshops are recorded by video and can be viewed via the company's intranet system. They also have a network of video conferencing systems, that enable any member of staff from home or another office to be part of the workshop.

The main focus of wellbeing initiatives at Steer Davies Gleave, centres around EXERCISE. The company realises that the success of the company depends heavily on the productivity and performance of staff, and they have seen for themselves that their health and wellness initiatives achieve lower levels of absenteeism, increased productivity and a happier healthier people. They introduced a series of sports initiatives that could be participated in during office hours and on-site, thus making it easy for staff to take part. They run weekly yoga classes in the board room, have lunchtime football, netball and badminton in outdoor spaces near the office, and have a lunchtime aerobics class. They even supply equipment for all of these sports including yoga mats, footballs, net balls and bibs. All of the sports activities are either free or heavily subsidised. The company even added four showers in the building, supplied free clean towels and shower products so employees had somewhere to get clean afterwards.

The Sporting Index Group believes that by developing their employees, they are able to show reward for exceptional performance. They pride themselves on having many managers who have been promoted within the organisation. The company provides support, coaching, training and encourages exposure to areas of the business which employees are interested in. A recent example was an employee within the technology team being asked about their career aspirations in their annual review and they said they would like to move into an area which was client facing. The company arranged a mentoring scheme between the employee and a client facing manager to help the employee gain exposure and experience in the area, with a view to gradually developing their skills so the employee could move into the new area of the business.

The Sporting Index Group believes that by developing their employees, they are able to show reward for exceptional performance. They pride themselves on having many managers who have been promoted within the organisation. The company provides support, coaching, training and encourages exposure to areas of the business which employees are interested in. A recent example was an employee within the technology team being asked about their career aspirations in their annual review and they said they would like to move into an area which was client facing. The company arranged a mentoring scheme between the employee and a client facing manager to help the employee gain exposure and experience in the area, with a view to gradually developing their skills so the employee could move into the new area of the business.

In the last year they have held and supported several charity events for 'Movember', Children in Need, Children Today and Harris Hospice. Furthermore, they give their supplier gifts to their nominated charity for them to distribute to patients and use as charity raffle gifts.

In the last year they have held and supported several charity events for 'Movember', Children in Need, Children Today and Harris Hospice. Furthermore, they give their supplier gifts to their nominated charity for them to distribute to patients and use as charity raffle gifts.

The Principal and Senior Management Team get out and about and ‘walk the floor' a symbolic act that conveys their philosophy,of employee engagement rather than hiding themselves away. The above generates immense respect and employee engagement to the highest level, as staff are listened to and ideas and feedback, which gives credence to the ethos that Selby College staff are valued.

The Principal in Selby College is focused on people, which makes him an outstanding leader. Instead of seeing people as one of the many priorities, they always put the emphasis on people issues first. They are able to see matters holistically, acting in a way that makes a difference to the immediate recipient and how they can further create an outstanding atmosphere in the workplace, that will not only benefit staff but feed through to learners. In the current climate of economic uncertainty the Principal at Selby College demonstrates their personal integrity, in addition to their leadership ability to inspire trust in their staff, through an open door policy, where any member of staff can approach him to discuss any matter at anytime. Also, they regularly communicate with all staff members, asking how they are and talk through any problems. This could be done over a coffee or an informal conversation. There are few organisations where any staff member can talk to the Principal without an appointment or fear of reprisal. However, the above is testament to positive culture the Principal has created, which is the opposite of many organisations.

The CEO has embedded a culture within the organisation that nurtures and provides the environment for innovation and employee self-expression. The open-door policy and employee communications within Riverbed enables each and every employee to directly communicate their ideas and thoughts to Jerry Kennelly and his executive team.

The CEO has embedded a culture within the organisation that nurtures and provides the environment for innovation and employee self-expression. The open-door policy and employee communications within Riverbed enables each and every employee to directly communicate their ideas and thoughts to Jerry Kennelly and his executive team.

Managers listen to employees' needs and concerns and contact HR for guidance when necessary. An example would be a manager asking for the company to pay for a taxi for a member of staff to be able to come to work whilst using crutches, thus making the individual's travelling a lot easier. Managers develop an understanding of the individual's ambitions by discussions during appraisals and can then help to set appropriate objectives. Managers at Punter Southall Group are encouraged to be receptive to employees - to be open and approachable in an open plan office. HR helps managers understand the sickness absence management policy and other wellbeing at work policies.

Punter Southall Group grant an increase to salary following exam passes in various professional courses. They believe this is effective as it encourages their staff to develop themselves professionally and thereby enhance their future career prospects, but it is also valuable to the business as it can indicate to its clients that its staff are professionally trained and qualified.

Every year the Company goes on a 5 star incentive trip which is for employees who have met their objectives and performed at the very top of their game. One of the highlight events on all 5 star trips is a team helicopter ride. In May 2012, 18 staff members and Directors enjoyed a trip of a lifetime to Hong Kong. In previous years, the trips have included the Seychelles, Monaco, Barcelona, New York, Las Vegas and this year Sun City. These trips include staying in a luxury resort as well as enjoying high adrenaline activities and wonderful meals, evenings socialising and some unforgettable memories. Because it is a mix of staff, everyone has a chance to bond and get to know each other outside of a work environment. Everyone returns with their own stories, pictures, and memories. These are truly trips of a life time and the motivation to return to another 5 star trip is always high in the agenda!

Every year the Company goes on a 5 star incentive trip which is for employees who have met their objectives and performed at the very top of their game. One of the highlight events on all 5 star trips is a team helicopter ride. In May 2012, 18 staff members and Directors enjoyed a trip of a lifetime to Hong Kong. In previous years, the trips have included the Seychelles, Monaco, Barcelona, New York, Las Vegas and this year Sun City. These trips include staying in a luxury resort as well as enjoying high adrenaline activities and wonderful meals, evenings socialising and some unforgettable memories. Because it is a mix of staff, everyone has a chance to bond and get to know each other outside of a work environment. Everyone returns with their own stories, pictures, and memories. These are truly trips of a life time and the motivation to return to another 5 star trip is always high in the agenda!

At Porter Novelli, managers have regular meetings with their Line Managers, Resource Planning meetings and 360 Appraisals.

At Porter Novelli, the well-being of employees is taken seriously. The company has piloted a programme which involves a series of lunchtime sessions to support your Mind, Body or Soul. For example, a personal trainer came in to give free exercise and dietary advice, the company also had pop up shops from Aveda and Stella & Dot. These invited experts improved staff's knowledge on things ranging from personal finance to ordering wine at client lunches.

The company has an Employee Assistance Programme (EAP) where all employees have access to a confidential Assistance Programme that is managed by an external supplier. They have "Break Out" areas in all of the company offices, these are areas where staff can get away from their desks at lunchtimes or for short breaks to relax or have informal meetings

Pertemps Professional Staffing Network Limited has a training programme that has been rolled out and further developed over the past year. The programme trains managers around setting goals, coaching and recognising the importance of being a leader and role model.

As the local children's sports clubs struggle for funding, Party Delights Ltd "sponsor" a number of the teams and supply all fund raising events with products at cost.

Party Delights Ltd believe that by giving the employees a clean and pleasant working environment, along with a sensible working day (37.5 hours per week), work/live balance is maintained.

Mazda Motors UK holds quarterly Business Breakfasts which are opportunities to give more detailed updates on the performance of the Company and topical issues. It is also an opportunity for employees to share and discuss any issues or feedback they would like to give.

Mazda runs a Personal Development Planning process alongside the company's Performance Management process, this includes the capture of development needs and career goals, which the company collates and endeavours to manage.

The Social Committee at Lloyd & Whyte Group Ltd underpins the company's strategy around culture, and its importance should not be under estimated within the business. Every year, the company has a budget to be utilised in organising a family summer event and an employee only Christmas event. Last year 67 employees attended the Christmas party and year on year the company always has good attendance. The event starts with a champagne reception, closely followed with a speech from Matthew, the company's MD, who gives a strategic over view of the year. Importantly it is also an opportunity for Matthew and the Group to recognise some of the people within the Companies who are consistently excelling in what they do and without whom; the business could not do without. They then have a 3 course meal, finished off with dancing the night away. The night is paid for by the Group and the company always receives lots of thank you's after the event.

Lloyd & Whyte Group Ltd believe their charity work has been extremely rewarding over the last few years, and it has been something that everyone has been touched by and contributed to at one point or another. The substantial sums raised by the company's various nominated charities, have given people in the community the opportunities and support that people take for granted on a day to day basis. The company are collectively very proud of what they have achieved and can see the impact it has on others outside of the Group.

At the annual head office party, awards are given to the winning unit for the following categories: Best Sales, Best Mystery Diner Score, Head Chef of the Year, General Manager of the Year, Best Training Unit, Ten Years' Service. The awards are recognised with an inscription on a cup, a cash prize and are announced to the whole company. The awards promote healthy competition and recognise outstanding performance.

Living Ventures Ltd's training is compulsory for ALL employees, no matter what their previous experience or qualifications are. Every member of staff undertakes at least 2 weeks training alongside a dedicated In Store Trainer. All Managers undertake a 10 week training period with departmental rotation before running a solo shift. The company also operates succession planning where the preference for internal promotion is paramount.

Lexmark strives to be an environmentally responsible provider of products and services. From the way they design with the environment in mind, to how they engineer their packaging to reduce materials, all the way to the collection programs they provide and the company's environmentally progressive approaches to recycling. Lexmark's MD is a member of the local Chamber of Commerce where he actively participates in providing insights on key business areas.

Lexmark strives to be an environmentally responsible provider of products and services. From the way they design with the environment in mind, to how they engineer their packaging to reduce materials, all the way to the collection programs they provide and the company's environmentally progressive approaches to recycling. Lexmark's MD is a member of the local Chamber of Commerce where he actively participates in providing insights on key business areas.

Kumon Educational UK provides an appraisal framework which includes details of the objectives for the forthcoming year. This is signed by both parties, to ensure that what is being requested is agreed and manageable. Through the objective process, Associates can earn up to 25% of basic salary through the achievement of objectives. There is also a Staff Recognition scheme, which runs at the end of the year to reward Associates who have gone above and beyond in their roles. In addition, Associates are rewarded ad-hoc if they go above and beyond the normal expectations, for example weekends away, retail vouchers, wine and flowers.

Kumon Educational UK provides an appraisal framework which includes details of the objectives for the forthcoming year. This is signed by both parties, to ensure that what is being requested is agreed and manageable. Through the objective process, Associates can earn up to 25% of basic salary through the achievement of objectives. There is also a Staff Recognition scheme, which runs at the end of the year to reward Associates who have gone above and beyond in their roles. In addition, Associates are rewarded ad-hoc if they go above and beyond the normal expectations, for example weekends away, retail vouchers, wine and flowers.

Juniper Training Ltd doesn't have a long-working hour's culture. Centres close no later than 4.30pm, and never open on weekends or bank holidays. The company have up to 30 holidays per year, plus bank holidays and attempt to grant as many flexible working requests as possible, with the option to buy an additional 5 days. Juniper send birthday cards to all members of staff, which each member of the management board sign/write a personal message. The centres have been refurbished to give staff a better working environment, and 3 of the centres moved to better premises. Juniper introduced free flu jabs, NHS health checks and cycle to work scheme. The company also hold birthday meetings where staff come together for an informal feedback meeting with SMT, have birthday cake & games and a half day finish. Several staff have late starts as they go to gym classes before work once a week. The company have held wellness sessions in centres, with one centre doing Zumba.

Juniper Training Ltd doesn't have a long-working hour's culture. Centres close no later than 4.30pm, and never open on weekends or bank holidays. The company have up to 30 holidays per year, plus bank holidays and attempt to grant as many flexible working requests as possible, with the option to buy an additional 5 days. Juniper send birthday cards to all members of staff, which each member of the management board sign/write a personal message. The centres have been refurbished to give staff a better working environment, and 3 of the centres moved to better premises. Juniper introduced free flu jabs, NHS health checks and cycle to work scheme. The company also hold birthday meetings where staff come together for an informal feedback meeting with SMT, have birthday cake & games and a half day finish. Several staff have late starts as they go to gym classes before work once a week. The company have held wellness sessions in centres, with one centre doing Zumba.

The John Bowler Group have unlimited bonus awards and pay increases available to all employees for exceptional effort or performance. They have had employees in the past who have received 4 salary increases in one year, and an employee who was awarded a 25% increase for their substantial and consistent contribution to the company. The company also offer a suggestion scheme with £50 for any suggestion which is adopted.

The John Bowler Group has moved to brand new light, airy offices in the countryside with ample parking and a free, well equipped gym. The company also encourage a healthy work/home life balance – staff leave on time and are encouraged to go home and forget about work until the next day. The John Bowler Group believes that these two things have significantly enhanced the wellbeing of their employees.

Jack Wills support the wellbeing of their employees in practical ways such as free fruit and drinks in their well equipped kitchens. There is also a gym available to all of their HO and DC employees which is open 24/7 and includes organised classes .They also offer flu jabs, table tennis and snooker facilities.

For their store management teams Jack Wills held an Annual Christmas Conference which was called 'From Great to greatest, this gave all the Directors an opportunity to present their vision of what Great looked like. It was vital that the managers truly understood and could live the Brand. There was then the opportunity for managers to work together in breakout groups, giving them all a real sense of the standards expected, this was particularly important as they have been through a huge growth in the number of stores, and had many managers who were embarking on their first Christmas with Jack Wills and in some cases their first Christmas in Retail.

Managers are responsible for the implementation of what the organisation does, so setting and reviewing the objectives and nominating their own staff where appropriate. Managers are also responsible for ensuring their teams understand what they should be achieving collectively and how this fits with what the organisation are looking to achieve as a whole. All objectives are SMART and Managers are trained in this. HR performs reviews to ensure all staff are clear on what they are working on and why. There are several means to recognise good work, through the performance review process, through the annual staff nomination process or at monthly staff meetings where achievements are recognised.

Assureweb have held a company quiz, a Christmas party and a May Ball which encompassed a staff awards/recognition ceremony. The company have held poker nights to raise money for charity.

Imparta offers a profit-share pool to all members of staff. 5% of profit is shared out amongst the employees, excluding senior managers and staff on commission, on an annual basis. This rewards people for their hard work and helps to align their individual interests with the success of the organisation as a whole.

Imparta had a company paid trip to London Zoo for an evening called 'Zoo Lates'. The evening was fantastic from a team bonding perspective and also a great way for new employees to meet their colleagues in a relaxed environment.

iD Experential's annual trip to Royal Ascot is one of the most eagerly awaited events of the year. In 2012 they hired their own area on the Silks Lawn. Their Christmas party was also a key event which had an 'Only Way is Essex' theme and a special guest appearance from Arg and Lydia, two of the TV shows cast who sang to the agency while they were having dinner . Everyone is already excited for this year's bash, although the theme and location are a closely guarded secret until nearer the time to ensure maximum impact for the agency! Every Friday afternoon iD's social committee iPARTY provides refreshments in the reception area so that the agency can finish the working week together.

Managers review their team members consistently both through and at the end of projects as well as calendared appraisals and monitor performance and support required. Managers also have regular informal meetings with staff both in one to ones or teams in their relaxed office reception area. This fosters an inclusive and comfortable atmosphere in which to support departments on a regular basis. By splitting capabilities into Skills, Knowledge and Behaviours, the managers can focus support in the most focused area. They are aware team members have different needs and look at adapting their management style and level of support or input depending on each individual's needs.

In reality the company has three leaders, Stuart Becker (Managing Director), Russell Langridge (Sales & Marketing Director) & Dale Perry (Finance, IT & HR Director) as they are all equal shareholders in the holding company. HRG believe that by being "one of the workers", by always "having their doors open", by being one of the first in and one of the last out everyday, projects a level of commitment that the employees hopefully respect. The Leaders are always willing to listen to their senior management team or anybody else for that matter and over the years have made many decisions that eminated from beyond the Board. They firmly believe in leading by example, which may not be distinctive but they do feel they do it very well.

In the last 12 months, 100% of staff would have had a pay rise, apart from those who had only just joined HRG. The last pay review was July 1st 2012.

Hermes Field Managers regularly need to interview potential self employed couriers to provide services for them. There are around 150 Field Managers, many of whom took the decision to conduct interviews in the homes of potential couriers. Through feedback from the employee focus groups and team meetings and risk assessments, there was a significant risk to lone working in this situation. The company introduced a policy for Field Managers to interview potential couriers in public places and giving them an allowance to buy a drink etc. Hermes' head office was relocated three years ago and was designed to give employees maximum comfort, from the ergonomically designed chairs and desks, to a subsidised restaurant. The depot network is also constantly being upgraded so that employees across the business have better working conditions. i.e. more space, parking, light, rest areas and meeting rooms.

Hermes Field Managers regularly need to interview potential self employed couriers to provide services for them. There are around 150 Field Managers, many of whom took the decision to conduct interviews in the homes of potential couriers. Through feedback from the employee focus groups and team meetings and risk assessments, there was a significant risk to lone working in this situation. The company introduced a policy for Field Managers to interview potential couriers in public places and giving them an allowance to buy a drink etc. Hermes' head office was relocated three years ago and was designed to give employees maximum comfort, from the ergonomically designed chairs and desks, to a subsidised restaurant. The depot network is also constantly being upgraded so that employees across the business have better working conditions. i.e. more space, parking, light, rest areas and meeting rooms.

The company conduct an 'Annual Career Development Review'. Within this review personal development and training needs are assessed and a plan for the employee's forthcoming year is put together between themselves and their line manager. The company allows a standard of 10 days training per year, per employee.

The Golder Trust for Orphans was formed to provide support to children and families in Africa who have been orphaned by the AIDS pandemic. The Trust is funded by Golder staff worldwide and provides financial support to Non-Governmental Organisations caring for and counselling families and dependents of people living with HIV/AIDS. To date, their efforts have supported over 1000 children in Africa.

Bi annual wellwoman/wellman health checks paid for by the firm. EAP programme available through the private medical scheme. Annual flu vaccinations, Eye test vouchers and contribution towards lenses if required for VDU use. Workstation assessments.

As part of the firm's core values, the firm awards one staff member per year with "A great client service award". All those nominated are recognised at a drinks evening where their achievements are listed. Last year's winner won a weekend away for two at a luxury spa hotel. In addition, they have a prominent space on our internal intranet "Foxnet" where great efforts by staff (for both internal and external clients) are recognised.

Foolproof is led by the Managing Director, Leslie Fountain. What is distinctive about her approach to management is how she applies her own and the company's values through all levels of the company. Leslie demonstrates how she expects people to work and behave by leading by example. Leslie is continuously on the office floor and sits within the open plan office, to support a true open door culture. Leslie takes opportunities to add her own touches to individuals' work and engages in creative discussions to broaden the employees' views on projects. In summary, Leslie's management style encourages Foolproofers to adapt a more open and creative approach to work as demonstrated by her.

A particularly memorable and enjoyable social event that they recently held, was the Foolproof 10th Birthday Party. This was a really exciting time, where everyone, including ex-staff, was invited to spend the evening at Caistor Hall Hotel in Norfolk to celebrate with food, drink and accommodation expensed by the company. This was a memorable evening, where past, current and future successes were celebrated. This was also an opportunity for Management to announce the exciting news of the acquisition of their Singapore office!

At Corven they offer a comprehensive bonus package to all of their employees across all career bands/grades. It consists of a number of different elements measured against individual and company performance. One of the elements of their bonus package that they believe is unique, compared to other similar sized organisations, is the eligibility of anyone within the organisation to receive a sales bonus for their contributions to gaining new business. Sales bonuses are not linked to status or career levels but based on individual contributions towards winning new business for Corven and can greatly enhance individual remuneration packages.

At Corven they offer a comprehensive bonus package to all of their employees across all career bands/grades. It consists of a number of different elements measured against individual and company performance. One of the elements of their bonus package that they believe is unique, compared to other similar sized organisations, is the eligibility of anyone within the organisation to receive a sales bonus for their contributions to gaining new business. Sales bonuses are not linked to status or career levels but based on individual contributions towards winning new business for Corven and can greatly enhance individual remuneration packages.

The senior management team work closely with managers to ensure that they are aware of targets and objectives and have the resources at their disposal to achieve the required end result. Clients often acknowledge a job well done. This client communication is shared throughout the Company.

The senior management team work closely with managers to ensure that they are aware of targets and objectives and have the resources at their disposal to achieve the required end result. Clients often acknowledge a job well done. This client communication is shared throughout the Company.

CBG Consultants have all the standard good practice processes in place to gather feedback face to face, with regular formal meetings, presentations and informal conversation etc. They believe their open door policy and no blame culture provides the right environment to encourage honesty and transparency. The company also have a dedicated feedback
e-mail address which gives staff the opportunity to provide feedback in an anonymous way. This year CBG have also undergone their Investors in People re-assessment and they are delighted to have achieved BRONZE status.

CBG Consultants have all the standard good practice processes in place to gather feedback face to face, with regular formal meetings, presentations and informal conversation etc. They believe their open door policy and no blame culture provides the right environment to encourage honesty and transparency. The company also have a dedicated feedback
e-mail address which gives staff the opportunity to provide feedback in an anonymous way. This year CBG have also undergone their Investors in People re-assessment and they are delighted to have achieved BRONZE status.

Within their organisation Career Legal have several awards which are designed to reward success, diligence, team and personal effort and going above and beyond. All employees are eligible for nomination and are designed not just for the fee earners but also those in support positions. The rewards themselves come in various forms and usually are something the winner has requested which has led to a variety of gifts including a sofa as the winner had just moved house, a golf buggy someone had always wanted and a spa day because it was a treat. Career Legal feel that the option to choose the reward makes it more personal ensuring the gift is extra special as it is something the recipient truly wants and will enjoy all the more.

Christmas Party – it will always be top of the list. It is the event that all the staff look forward to.. We are City based and well aware of the fall in the number of companies holding Christmas parties over recent years. The MD of the company is proud to buck this trend, feeling that a party to show their appreciation, showcase success and say thank you for your efforts is not a luxury but a must. Year on year it is the most talked about event in the office with excitement building up weeks in advance. The company pays for food, drink and a DJ so all can let their hair down. In keeping with the family ethos of the company partners are also invited to come along and enjoy the festive cheer. Inevitably the budding singers who work for us provided some of the entertainment on the night which is always a highlight.

Over the years, Business Stream has grown and changed in response to customers' needs and market developments. To help staff to fully engage with and understand their business strategy, they literally drew them a picture – the big picture. The big picture is a visual interpretation of their business strategy as a music festival. More specifically, its objectives are to ensure people recognise and feel valued for their contribution, break down silos, create a sustainable process for engagement, keep people in the business focused on key priorities and have some fun. The festival is all about making fans, of our staff as well as our customers, by highlighting what benefits they offer and how their teams work together internally to deliver them.

Within their learning and development programme, Business Stream put a strong focus on developing leadership skills and nurturing the talent and potential of their existing staff. Over the past three years, 58 people have been on the Talent Stream training programme and this year they introduced an eLearning portal to give even more staff access to development programmes. Business Stream also introduced a two-year management trainee programme called the Business Stream apprentice. The apprentice gives four individuals the opportunity to rotate across all the functions in their business, gaining insight into how Business Stream works from every angle. They also receive training and development, mentoring from senior management and coaching throughout.

British Gas' people enjoy regular opportunities to air their views on subjects important to them. Working as a team to address the issues raised is essential to maintain good workplace relations. To create a culture of ongoing feedback, the company not only coach their managers but also have more formal feedback processes in place. Their annual engagement survey gathers feedback from right across the organisation. The survey has developed over the years and now really focuses on those factors they know drive their people's engagement.

British Gas' people enjoy regular opportunities to air their views on subjects important to them. Working as a team to address the issues raised is essential to maintain good workplace relations. To create a culture of ongoing feedback, the company not only coach their managers but also have more formal feedback processes in place. Their annual engagement survey gathers feedback from right across the organisation. The survey has developed over the years and now really focuses on those factors they know drive their people's engagement.

June 2012 saw another of Boxwood's legendary Summer Fun Day weekends – a sociable and fun weekend to thank their employees and their families for their effort and support during the year. This year the company took over Tylney Hall in Hampshire and managed to dodge most of the rain! The highlights were: a treasure hunt in the grounds of the hotel for the children, whilst ‘grown-ups' sampled fine canapés and champagne in a fantastic walled-garden, a fantastic hog-roast and BBQ accompanied by live entertainers – a roving magician, caricaturist, Barber Shop Quartet and late-evening live music. Even the ‘little ones' were kept entertained later with their own movie room before being swept away to bed by the babysitters. On Sunday they had an event-packed day of fun including: hovercraft racing, Segways, bunjee trampolines, bouncy castles, cake decorating, canapé making, face-painting - to name but a few! After a lazy lunch and more activities, families then made their way home on the Sunday afternoon.

Each year the company hold their annual ‘Boxwood essence awards' as part of their April Away Day to celebrate those who are outstanding role-models and are held in high esteem by their peers for their actions and/or behaviours. Whilst there are prizes for the winners, the primary purpose is to recognise and celebrate individual and team contributions over the last year and to engage all of their people in the nominations process.

BMS introduced a number of new Well Being initiatives in 2012 and these included the subsidised funding of a well being activity and an annual health assessment. The comprehensive health assessments were held on site and each employee received a personalised health report giving the overall status of their well being and advice and recommendations on appropriate individual health targets and ways to maintain or improve their health. Both options were well received and take up was higher than anticipated. The activity funding was attractive because it allows individuals to do an activity of their personal choice rather than being limited to gym-based options and the health assessment was attractive because it was convenient to schedule in a welcoming environment and only took an hour out of the employee's day.

Managers undertake a formal bi yearly review and have regular performance conversations to ensure that the objectives remain specific, realistic and achievable based on the individual team members' roles. These formal reviews are documented and completion is reported to the BMS Group Board. BMS performance management process includes the setting of SMART objectives to ensure that what is expected from their employees is realistic and achievable. The completion of these objectives is linked to the bonus reward to recognise those that have performed well.

As a company Berkeley Scott strives to ensure that all of its employees are set challenging targets to get the best out of them, that are both realistic and achievable. The Managers of the business are given the autonomy and freedom to set their own financial targets, budgets and Key Performance indicators, which are benchmarked internally across the parent company and then externally across the sector. All managers are encouraged to operate an open door policy to facilitate open and approachable relationships with their teams. The Managing Director has individual 1:1s with each employee at least twice a year, to ensure that they have a clear understanding of how they feel within their role, which is then cascaded to the managers.

As a company Berkeley Scott strives to ensure that all of its employees are set challenging targets to get the best out of them, that are both realistic and achievable. The Managers of the business are given the autonomy and freedom to set their own financial targets, budgets and Key Performance indicators, which are benchmarked internally across the parent company and then externally across the sector. All managers are encouraged to operate an open door policy to facilitate open and approachable relationships with their teams. The Managing Director has individual 1:1s with each employee at least twice a year, to ensure that they have a clear understanding of how they feel within their role, which is then cascaded to the managers.

Project teams regularly complete volunteering activities in their local area to give back to the communities BAM are working within. e.g. BAM Plant redevelopment of a school playground into a beach themed play area.

BAM have introduced various benefits for staff and identified and dealt with any issues identified within individual teams. Full analysis and a debrief of the Best Companies survey will be completed and all senior managers will be given feedback and asked for ideas on improvement. Reviews will be undertaken to evaluate the impact following any improvements implemented.

Avanta has a monthly team-based incentive scheme that seeks to reward employees collectively for achieving increases in performance. The main aim of the scheme to increase the number of job starts that can be sustained into claimed outcomes and sustainments. Each branch is set a monthly target based on a benchmark of their previous three months' performance. Performance is measured by the number of job starts, including first and subsequent jobs, as well as the number of starts on the Enterprise programme. In each of the five regions, the branch that demonstrates the highest level of improvement against their benchmark will receive the incentive. Measuring improvement on performance means that small branches have an equal chance of winning compared to their large branches. Each eligible member of a winning branch will receive £400.

Avanta has a monthly team-based incentive scheme that seeks to reward employees collectively for achieving increases in performance. The main aim of the scheme to increase the number of job starts that can be sustained into claimed outcomes and sustainments. Each branch is set a monthly target based on a benchmark of their previous three months' performance. Performance is measured by the number of job starts, including first and subsequent jobs, as well as the number of starts on the Enterprise programme. In each of the five regions, the branch that demonstrates the highest level of improvement against their benchmark will receive the incentive. Measuring improvement on performance means that small branches have an equal chance of winning compared to their large branches. Each eligible member of a winning branch will receive £400.

Astbury Marsden aim to continually recognise and reward employees and they provide a number of incentives: Consultant and Contribution of the Month As part of their monthyl update meetings, they recognise the Consultant who has billed the most as well as the person in the business who has made an all round contribution, this can be a sales or support person. Quarterly High Achievers Lunch Anyone who has billed £75k in perm fees or completed 9 contract deals in the quarter as well as the person who has made the biggest contribution to the business is treated to the MD's quarterly incentive lunch. This is an all expenses paid afternoon out of the office to enjoy lunch at one of the finest resturants and it promises to be an afternoon to remember!

This year, Astbury Marsden top billers were rewarded for their hard work with an all expenses paid trip to Ibiza. The group left the office on Friday morning for their flight to Ibiza. They stayed in the world renowned 'Pacha Hotel' and were given free entry to the VIP area of a number of clubs. The next day was spent lounging on the beautiful beaches of Ibiza and was followed up with a delicious meal in one of Ibiza's most exclusive restaurants. As usual, the people on the trip said it was one of the best weekend's of their lives, you can't ask more than that!!

Everyone is encouraged to take on as much responsibility as they desire and to be accountable for activities within their control. Staff are given flexibility and autonomy and although guided toward reaching agreed goals, are encouraged to find their own way, asking for assistance when needed. Recognise and reward a job well done. Monthly scorecard to provide metric to Agents and allows them to understand their performance against set and attainable goals

Staff have quarterly goals and are rewarded based on their achievement. They consistently receive feedback on their progress and status against goal. Agents are recognised for being "star performers" based on their output and quality. They receive early access to the rota, Amazon gift certificates and publicity on the Forum when they receive "star status."

There is an annual allowance of £200 to spend as the employee chooses on an activity that they feel will aid their personal development in some way. Ths could be learning a language, help with quitting smoking, learning to drive, music lessons, an evening class or something of a similar nature. It needs to be a genuine development or learning of a skill not just an activity.

3 Monkeys often have fun and memorable social events. Every Friday afternoon, they finish work at around 4.30pm and meet in the kitchen area for drinks and nibbles. It's called TMIF - Thank Monkey It's Friday! It's usually themed and it's a chance to catch-up on what's been happening around the business over the past week. 3 Monkeys welcome all new starters, discuss new business wins and talk through any briefs they are working on to allow anyone to get involved if they so wish. TMIF usually ends up with a group of people moving on to the local downstairs! The Christmas party in December 2012 was an amazing day out. Everyone exchanged their Secret Santa presents, then headed out to Hyde Park to Winter Wonderland. Around lunchtime when everyone all started to get hungry, they were wined and dined at a beautiful restaurant in Covent Garden, had entertainment and then went on to more bars and ended up in a Karaoke bar in Soho!

Manager's main way of monitoring a job well done is through the clients being happy and having good support plans and risk assessments in place. Managers will then recognise this by praising staff, giving recognition at team meetings, through the Talent Reviews and by nominating staff for staff excellence awards. Managers take people's needs and desires into consideration when setting up rotas. For example, if possible they don't roster people on duty on nights they may have regular social activities or ask team members to swap shifts in order to be as accommodating as possible. Managers ensure that staff abide by the Code of Conduct and lay down what is expected in specific services at team meetings and through supervision. They ensure staff understand how they impact on the bigger picture at the Talent Review, where their objectives link to the organisational business plan and their Key Performance Indicators link to the organisational ones.

This year, they have invested hugely in introducing e-learning across the organisation. 15 packages have been launched since May 2011 and since then, 898 modules have been passed. Feedback has been complimentary and positive and has allowed for a more flexible approach to learning allowing a dispersed and busy workforce to access specialist training at a time and place that suits them. This has had the advantage of reducing their costs whilst ensuring staff are engaged and motivated as well as being 'up to date' on training. The content of these packages are very interactive, fun and informative. An example of the difference this makes is that one service even has a learning competition which sees staff competing for the best scores and most modules successfully completed. This has really seen a transformation where staff see learning as a fun and essential part of their role.

The staff Winter Celebration Event is held each year in December which combines the Trust's staff awards and a Christmas party. 250 employees attend the event which is a mixture of information about the Trust, a celebration of the year and the awarding of staff awards. Staff take part in organising the event and some staff take part in the event such as singing and games. All staff who attend receive free transport to and from the event, vouchers for drinks, a meal and a day off.

The provision of a Quiet Room has helped the wellbeing of employees. This is now provided in the Headquarters and the Greenwood Road Centre which contains 90% of the employees. This environment provides a tranquil space for staff to use anytime during their work time to reflect or have some time away from any stressful situations. The Trust has also provided excellent rest facilities for staff which provides free drinks and a place away from desks where they can eat in pleasant surroundings. The Trust has also introduced a no eating lunch at desk policy. This is to encourage staff to take a break away from their work to refuel and re-energise ready for work in the afternoon. The Trust also provides an employee assistance programme and talks on health subjects throughout the year.

To give back to the wider world, aside from the work that they do as an organisation, they have a wood chip burning boiler installed in their Scottish office which burns FSC wood chip pellets sourced locally to provide hot water and heat. They also have compost caddies at all tea points which are emptied into the wormery to reduce waste sent to land fill.

At WWF-UK they strive to create an open culture and people are actively encouraged to put forward ideas, suggestions, proposals or problems. As well as having an open door policy where people feel comfortable talking through their views with colleagues, managers and senior managers, people get the opportunity to attend all employee talks at least six times a year where they can ask questions of the senior managers, directors and others in the organisation. They run drop-in sessions with project teams and directors so people can go along and chat through their thoughts and ideas on particular areas of work and/or topical issues. They recently ran a ‘Question Time' event where members of the Management Team answered questions as a panel. They also seek feedback through facilitated workshops and informal networks on key events and issues.