What are companies doing with regards to 'My Team'

Marathon Oil rolled out an Employee Workplace Wellbeing Programme in January 2014 open to all offshore and onshore employees and contractors. Their aim is to bring a greater number of health interventions directly into the workplace that can have a positive impact on their workforce's health and wellbeing. Each month different wellness themes are explored with related activities and opportunities for a better understanding of how they can take control of their own health and wellbeing. Underpinning this, a Health Competition was launched open to all employees and contractors to have a number of biometrics recorded (weight, blood pressure, cholesterol etc). This information is stored confidentially then measured around mid-year with final results and winners (best overall improvement in health) being announced early next year.

Marathon Oil rolled out an Employee Workplace Wellbeing Programme in January 2014 open to all offshore and onshore employees and contractors. Their aim is to bring a greater number of health interventions directly into the workplace that can have a positive impact on their workforce's health and wellbeing. Each month different wellness themes are explored with related activities and opportunities for a better understanding of how they can take control of their own health and wellbeing. Underpinning this, a Health Competition was launched open to all employees and contractors to have a number of biometrics recorded (weight, blood pressure, cholesterol etc). This information is stored confidentially then measured around mid-year with final results and winners (best overall improvement in health) being announced early next year.

Malcolm Hollis want all of their employees to be confident and comfortable and to raise, ask a question or voice a concern. Malcolm Hollis understand that speaking up can be daunting for some, which is the reason they have an initiative called ‘AskJohn', a confidential system allowing them to anonymously pose your questions by email. The responses to these are published to all staff with the identity of the person asking the question remaining anonymous. Their open plan seating arrangements with senior members of staff seated alongside more junior members also naturally promotes ideas and feedback as do regular team and manager meetings across departments.

On payday each month, all offices stop work (provided no urgent work for clients is left unactioned) at 4.30pm to have drinks in the office as a thank you and ‘wind down' to the month. The drinks are provided by the company and are usually held in the office, however in the summer we often arrange to take drinks to the park to play softball or some other team activity. Malcolm Hollis also have a quarterly lunch in each office, paid for by the company and give staff their birthday off work, in addition to their allocated annual leave entitlement.

Their most recent team event was the summer quarterly company meeting, in which they presented the Livity business plan to the whole business. They did this outdoors in the local park, and added in some fun stuff like rounders and a quiz featuring everyone in the business, so they could all find out more about one another (such as guessing who was a childhood opera singer and who has danced with Pharrell Williams). Previously they went for lunch at The Clink restaurant at Brixton prison a restaurant onsite where prisoners gain experience in a real working environment and have a higher chance of sustainable employment post-release. Following this and a company meeting they took the team out to a local venue for a themed night out. They generally have at least two out of four of their events in a local venue to contribute to the local economy. The ‘Livity Talks' team have invited many inspiring people to the office to round off the week with a Friday afternoon talk, designed to inform and inspire. The most recent one was by Rob Burnet from Kenya based Well Told Story, a social enterprise that combines the power of good stories with strategy, creativity, deep analysis and hard science, to design and produce communications that spur positive social changes that can be proved and measured. A really aspirational talk for the teams who are working on projects with similar goals.

Sam and Michelle are committed to total transparency of business performance lived through their quarterly company meetings, a shared googledoc dashboard of key commercial and purpose metrics such as income contracted year to date, numbers of young people matched up with space on somewhereto, and new recruits to the Live Mag UK team. Sam and Michelle have always been true to the principle Livity have of taking feedback on anything and everything business-wide whether that's face to face, over email, google drive, or anonymously. This regularly comes up as something people really respect and enjoy about working at Livity. As well as these regular collective moments Sam and Michelle also take the opportunity to have individual moments that might make a difference to someone's day or long term - whether that's bringing ice creams in for the team on a hot day, handing out £20 notes to everyone on ‘blue Monday' to make it a bit more cheery, bringing those they don't work with often to meetings with them, having a cuppa with new people, or mentoring those with out-of-work entrepreneurial ambitions - there's a genuine commitment to personal engagement. How approachable and accessible they are is regularly referenced by their employees, and it's something Livity will protect, however much the business grows. They also take their themed socials very seriously! This has seen them over the years dress up as the a King and Queen, Cyndi Lauper and a Storm Trooper, a flapper girl and a gangster.

As part of their Liverpool Hope University's volunteering initiatives, staff and students host "Contact the Elderly" tea parties each summer.

There are a number of formal processes that take place at Liverpool Hope University, from team meetings to full departmental or Faculty forums. At these meetings, staff are encouraged to participate and make their views known. In addition, they have a corporate JCNC (Joint Consultation and Negotiation Committee) with their recognised trade unions that meet each term. At these meetings, the unions have the opportunity, on behalf of their members, to put forward any issues, ideas or comments and these are given full consideration by management. All these formal forums are minuted.

Every quarter Limelights hold company wide meetings that take place during the working day. The purpose of these meetings are to act as a knowledge sharing platform, provide an opportunity to celebrate success and create a platform to ensure the team are aligned to their strategy. The format of these meetings vary according to the content but are always interactive, participative and provide a unique platform for the team to input into wider strategies or projects as well as share ideas. Many of the sessions will have an element of sport built into the day, for example in March they held a session for the team at Fitness First's Fusion gym. As sport is what they do, the team are passionate about sport and physical activity and therefore, they use as many opportunities as they can to allow the team to take part in sport and try new fitness or sporting opportunities. Once a year they also hold an annual summit, which across three days and has previously been held at Watergate Bay, Cornwall. This provides an opportunity for team bonding, sharing of new strategies and the team to input new initiatives as well as a chance for them to celebrate success and reward employees for their hard work throughout the year. These quarterly meetings have proven invaluable over the past three years that they been in place in terms of team building, cross department integration and celebrating success.

An example of how Limelight support employee development was demonstrated with Alice. Alice was working as a co-ordinator in the CRM team and in the middle of 2013 she expressed an interest to develop her technology skills and asked that if there was an opportunity to work in the Technology Department, could she be considered. Following conversations between Department Heads it was decided that Alice should be given the opportunity, as she demonstrated passion, commitment and a desire for excellence and was transferred to that department at a co-ordination level. Whilst working in that team it was soon recognised that Alice had an aptitude for UX Designing and therefore, an opportunity was created to allow Alice to become a UX designer. She was put on a 5 day intense UX designing training course, which resulted in her achieving 88% in her final exams. Supporting staff who have a desire to develop in other areas is a key part of their talent management strategy and they will openly support and encourage employees who wish to develop their skills in other areas of the business. This was also seen with Rachel, now a Project Manager in their experience team who had expressed her desire to develop her live event management skills whilst working in the Marketing team. As a result she attended a CIPD course that introduced her to management and helped her to develop the skills she would require to manage a team.

The company has the Liebherr "Future Faces" incentive scheme which is designed to reward current employees that take an active and personal interest in the development and progression of Liebherr, by introducing individuals they feel have the ability to succeed as future team members.

Last year, the company paid for each employee to have a cash plan with BUPA, this gives each individual a pot of money to which they can claim against in areas such as dentistry, physiotherapy and prescriptions. This benefit also included up to 4 children under the age of 21, each with their own pot. This has now been extended to spouses. Liebherr-Great Britain Ltd have also worked closely with Hampton Knight last year in terms of occupational health; putting together a matrix showing critical areas that should be assessed on a regular basis.

Together with their neighbours on Timbermill Way, Liberty Wines cover the cost of keeping the road clear, well-lit and all the local vegetation trimmed and neat to discourage fly tipping and vandalism.

Liberty Wines have an open plan office and open door policy to ensure all staff are able to speak freely with senior managers and people are aware of what is happening throughout the business. The company have weekly team meetings that are attended by all senior management where appropriate - this is led by the Managing Director to ensure feedback and issues are communicated between the teams and with customers. Everyone at Liberty is passionate about premium wine and supporting the vineyards where the wine comes from - the senior management encourage the team to share views on recent trips to producers as well as their customers. Staff will often see senior managers and their teams bringing in produce to be shared and enjoyed, such as fine cheeses and olives. This encourages everyone to be interested in the venues where their wine is served and gain an understanding about the regions where the company import wine from.

Installation of the water machines, The Colour run event and health and fitness Occupation Health are all part of wellbeing in Leven Energy Services Limited.

In Leven Energy Services Limited they have Suggestion boxes and the Employee of the month Employee Forum. They also have Dress down Fridays.

The Leadership Team are committed to the values of the organisation through their interaction with their staff and clients. KM&T are very proud of the internal talent development of their team members. This is also reflected in the work with their clients as they endeavour to transfer their knowledge to their teams. This is the meaning of the organisation KMT the Leadership Team are committed to the values of the organisation through their interaction with their staff and clients. KM&T are very proud of the internal talent development of their team members. This is also reflected in the work with their clients as they endeavour to transfer their knowledge to their teams. This is the meaning of the organisation KM&T = Knowledge, Management and Transfer. The Leadership Team are all experienced Consultants who have progressed through the organisation. For this reason, they are respected amongst their peers. Equally they are respected by clients for their commercial awareness and professionalism. They conduct themselves with integrity and lead by example.

The Leadership Team are committed to the values of the organisation through their interaction with their staff and clients. KM&T are very proud of the internal talent development of their team members. This is also reflected in the work with their clients as they endeavour to transfer their knowledge to their teams. This is the meaning of the organisation KMT the Leadership Team are committed to the values of the organisation through their interaction with their staff and clients. KM&T are very proud of the internal talent development of their team members. This is also reflected in the work with their clients as they endeavour to transfer their knowledge to their teams. This is the meaning of the organisation KM&T = Knowledge, Management and Transfer. The Leadership Team are all experienced Consultants who have progressed through the organisation. For this reason, they are respected amongst their peers. Equally they are respected by clients for their commercial awareness and professionalism. They conduct themselves with integrity and lead by example.

All consultants are supported by a Practice Manager who is constant contact with them to ensure that they have everything they need on a practical and personal level to perform their role. This is especially necessary in a remote working environment. As careers with Kloud often incorporate remote working this is often a huge benefit to the wellbeing of employees. Being able to significantly reduce or eliminate commuting time enables our consultants to have more leisure time.

All consultants are supported by a Practice Manager who is constant contact with them to ensure that they have everything they need on a practical and personal level to perform their role. This is especially necessary in a remote working environment. As careers with Kloud often incorporate remote working this is often a huge benefit to the wellbeing of employees. Being able to significantly reduce or eliminate commuting time enables our consultants to have more leisure time.