Spire's Senior Management team 'live' the ethos, principles and values of the organisation particularly on a day to day basis. They take the time to greet colleagues and walk around the office every day and get to know colleagues on a personal level, and not just a work basis. There is an open door policy with no ivory towers at Spire. As is the Spire way, they work hard and always model the positive working culture by remaining in good spirit and not bringing bad moods to work. The Senior Management Team encourages flexibility and don't expect colleagues to stay late and work long hours. If for any reason, colleagues do stay later than normal; Senior Managers will take the time to ask why to see how they can help. A good work life balance is very important to their Senior Management Team who champions the Mi Life initiative and encourages flexibility. They encourage time away from day to day work as it is recognised that this is an important part of the job. They will always treat all colleagues with respect. The Senior Management Team will also challenge where their values are not lived, and encourage colleagues to take appropriate intervention to maintain their positive culture at Spire. The Senior Management Team regularly gets involved in fun activities to generate team spirit.

Every year they hold a Spire's Customer Services week to say thank you to everyone for their continued hard work. It is a week when all Spire colleagues are reminded of the important part they play in the customer journey with fun activities, such as guess the baby competition and awards to nominate colleagues in categories ranging from The Florence Nightingale award to more humorous ones like the megaphone and most accident prone. Work shadowing colleagues from other teams plays an important part as this helps not only increase skills and knowledge, but to also see how best they can work together. Spire's Management Team go back to the floor during the week and then they have a celebratory finale lunch, where team cohesion is at its strongest. To promote team work they aim to do this in a fun, positive and creative way. Their 'Cocktails with their Customer Services and Customer Engagement Team' is a great example of how they promote, share ideas and feedback and get to know colleagues better. Everyone gets involved throughout the week and participates in one way or another. It's a popular team building event with colleagues taking the lead in delivering and bringing it to fruition.

SPF Private Clients plan to arrange meetings with the company's leaders and senior management to discuss the results of the survey.

SPF Private Clients' Sales Consultants are rewarded in line with the company's TCF (Treating Customers Fairly) principles.

Employee development is encouraged at every level within the business within the parameters of Speedy Hire's “Career Journey” and this is evidenced tangibly in the volume of roles that are obtained by individuals already working within Speedy. 25% of vacancies within Speedy are filled internally as individuals are encouraged to complete both role based and aspiration training and development, preparing them well for their next career move. The development of the employee starts at the “Qualified” level of the Career Journey. Inductions to the business are tailored for each discipline and each team member has a career journey that highlights courses required, relevant qualifications and on the job training to support them through three levels of competency through the “Developed” level to “Expert”. At this point, the team member is in a great place to progress to their next career move. Each course is supported by their internal Training Academy to ensure each individual training log is up to date and the booking process is seamless. The leaders in the business are supported with tailor made management courses at different levels that will give each attendee a qualification from the CMI (Level 3 or 5) and there are various leadership plus modules and 360 feedback put in place to develop them further. Development is seen at every level and a number of current Directors started in the business at entry level. The internal mobility supported by the Career Journey is certainly one of the best examples of their commitment to employee development. In addition to this, Speedy Hire have a Human resources Service Charter manual that details all of the services they provide for employees to ensure managers and employees know what they have access to and what extra services they provide to support them in their development.

Employee development is encouraged at every level within the business within the parameters of Speedy Hire's “Career Journey” and this is evidenced tangibly in the volume of roles that are obtained by individuals already working within Speedy. 25% of vacancies within Speedy are filled internally as individuals are encouraged to complete both role based and aspiration training and development, preparing them well for their next career move. The development of the employee starts at the “Qualified” level of the Career Journey. Inductions to the business are tailored for each discipline and each team member has a career journey that highlights courses required, relevant qualifications and on the job training to support them through three levels of competency through the “Developed” level to “Expert”. At this point, the team member is in a great place to progress to their next career move. Each course is supported by their internal Training Academy to ensure each individual training log is up to date and the booking process is seamless. The leaders in the business are supported with tailor made management courses at different levels that will give each attendee a qualification from the CMI (Level 3 or 5) and there are various leadership plus modules and 360 feedback put in place to develop them further. Development is seen at every level and a number of current Directors started in the business at entry level. The internal mobility supported by the Career Journey is certainly one of the best examples of their commitment to employee development. In addition to this, Speedy Hire have a Human resources Service Charter manual that details all of the services they provide for employees to ensure managers and employees know what they have access to and what extra services they provide to support them in their development.

Senior managers at Spectrum Housing are aware of the values and were all involved in deciding what these should be. All senior managers act as role models and are aware of the need to act in line with the values and lead by example. They are all accountable for their behaviours and the values underpin everything that the organisation does. Senior Managers work in creative ways and have backed a ‘smarter working' project group. This has been trailed in Finance with the senior Finance and IT managers overseeing it. The results have been positive and employees have been allowed to come up with creative ways of solving problems. These groups will be set up in all departments. Senior managers go to all sites every other month to give a presentation on Bigger News. These managers give sessions throughout the day then spend the day at the site. Managers go to sites they wouldn't usually therefore meeting new people and developing relationships. These managers offer shadowing to all staff and take part in back to the floor days. There is the ‘one voice' section on the intranet where managers can update everyone on progress and offer thanks or congratulations. Senior managers use the Spectrum leadership competencies to ensure they act in a professional and responsible manner. All senior managers have or are undertaking a coaching and ILM qualification so every day they act as a role model.

Senior managers at Spectrum Housing are aware of the values and were all involved in deciding what these should be. All senior managers act as role models and are aware of the need to act in line with the values and lead by example. They are all accountable for their behaviours and the values underpin everything that the organisation does. Senior Managers work in creative ways and have backed a ‘smarter working' project group. This has been trailed in Finance with the senior Finance and IT managers overseeing it. The results have been positive and employees have been allowed to come up with creative ways of solving problems. These groups will be set up in all departments. Senior managers go to all sites every other month to give a presentation on Bigger News. These managers give sessions throughout the day then spend the day at the site. Managers go to sites they wouldn't usually therefore meeting new people and developing relationships. These managers offer shadowing to all staff and take part in back to the floor days. There is the ‘one voice' section on the intranet where managers can update everyone on progress and offer thanks or congratulations. Senior managers use the Spectrum leadership competencies to ensure they act in a professional and responsible manner. All senior managers have or are undertaking a coaching and ILM qualification so every day they act as a role model.

Spark44 hold an annual Summer Event and this year they arranged a ‘sports days' themed event at a country house in Oxfordshire for the London and Birmingham Offices. Separated into teams, people tried their hands at everything from egg and spoon races to backwards jeep driving. The day culminated in a BBQ. They also held a company party including both UK offices providing transport and accommodation in London for the Birmingham team.

Spark44 aim to always fill positions internally. Their quarterly appraisal programme is objective driven enabling them to identify areas for development. They also support professional training and study leave.

They continuously encourage staff to let them know of any other benefits they may like and how they can improve the ones they have. They have increased the amount of football the staff can play during the week and introduced discounted yoga sessions earlier in the year. They have recently expanded into a new office and this will allow them to create a dedicated chill out area with, pool/snooker, games, chess, computer consoles and general space to relax for staff.

Once all the feedback is in, management will sit down and go through all the ideas that have been put forward. These are then divided up into the relevant teams and that team head is then responsible for implementing their teams ideas. They produce documents that can be viewed by staff across the company so they can see the progress being made. A list is put up on the internal intranet so staff can see in real time what has been achieved and what is still to be done.

The buddy system allows employees to buddy up with a more experienced member of the team to learn more and to have a mentor. Both parties are able to learn and develop their skills. They also invest £1500 per physio for their CPD training in order to develop themselves.

The buddy system allows employees to buddy up with a more experienced member of the team to learn more and to have a mentor. Both parties are able to learn and develop their skills. They also invest £1500 per physio for their CPD training in order to develop themselves.

The best example of how their organisation supports employee development is through their award winning Graduate scheme. Savills recently came first, for the third year running, in the Property category of the 'Graduate Employers of Choice' at The Times Graduate Recruitment Awards. Their graduate recruitment programme identifies exceptional candidates who represent a core investment in the future of their business.

A long service award was introduced when employees attained 10 years service and for every 5 year milestone reached after that. This was in the form of additional 5 days holiday which could be taken anytime during the anniversary year,

Salford Royal operate an annual Staff Awards scheme which last year saw more than 200 individuals or teams nominated for being compassionate, supportive and dedicated to providing excellent patient care. More than 600 staff attended their most recent event, which saw awards for Collaboration, Administrative worker, Doctor, and Team of the Year. Staff nominated people within the award categories and they then vote for their preferred winner when the shortlist is announced. The Patient's Star Award gives patients and relatives the opportunity to nominate a team or individual who had gone above and beyond the call of duty to provide exceptional care, support or treatment. The shortlist is then put to the public vote in the local paper.

The Chief Executive at Salford Royal and the senior team have clearly articulated the vision for the organisation – to be the safest Trust in the NHS. This aim has remained constant for many years and all efforts are directed to this simple aim. He has engendered a culture of ‘quality improvement' by ensuring that people have the time and the tools to continuously improve the service they deliver and there has been a real drive to ensure that front line teams are empowered to make changes.

Given their size and geographic spread, it's hard to bring everyone together regularly, but they do run quarterly get together's across most of the sites shortly after financial results. These buzz sessions bring people together to find out more about the results and share the stories behind them. It's an opportunity for people to meet senior leaders, ask questions, bring their suggestions and build excitement for the future. They bring together people from different departments or sites into a room together to celebrate success together, these are people who wouldn't normally meet. On the social side, they give their leaders the power and a budget to run events locally to them. For many, this will be a Christmas social event or another kind of celebration. They havealso got a great resource in the Every One Fund, an online portal that allows people to organise volunteering events, get colleagues involved, or find out what's happening locally, as well as share their stories afterwards.

Their on site restaurant partners, Europa, have worked hard to improve the healthiness of their menus across the UK, adding healthy eating options, energy profile listings and food for those with special dietary requirements. They now have more salad bar options in the restaurants, and in London, they regularly run promotions such as introducing Superfoods and souptember, a campaign to eat healthy foods. In their commercial business, they provide their employees with free, fresh fruit.