Daily meetings are held by Multitech Managers to review and plan projects. During these meetings staff are reminded about the core values of the business and the importance of incorporating these values into their daily work.

Guy Scilly formed Multitech in 1998 and has successfully built it into a customer service focused company with exemplary staff at all levels. Being a Managing Director is often perceived as a barrier to approachability, but this is far from the case with Guy. Multitech is a reflection of his kind natured personality, and Multitech is people focused. Guy Scilly is a Managing Director who knows the name of every member of staff and whose door is always open for anyone needing support, whether professionally or personally. Without admirable continuity Guy communicates with staff and clients at all levels eloquently and honestly. His attention to detail is second to none and his ability to make business decisions is evident in the success of Multitech. However, Guy is not a man to become complacent and continually strives for improved personal development, participating in mentoring groups and maintaining and increasing his knowledge of industry best practices. The staff engagement Guy Scilly achieves is neither contrived nor forced; it is a naturally occurring result of having an approachable, respected leader who genuinely cares and who nurtures mutual respect among staff, and prioritises their welfare through an embedded culture of safety.

2013 was Multiply's 10th anniversary and to celebrate this they took all their employees away for an overnight stay at Aberfeldy. The theme was a pagan ritual ceremony and each employee had a specially chosen, bespoke outfit waiting for them in their room on arrival. Their team from London flew up to join this too and the whole company had a fantastic evening of entertainment and celebration. This event took several months to plan and was packed with unique and personal touches. All costs were fully covered by Multiply and the event was a fantastic success. They have various other team building events including a yearly Company Update BBQ in the summer which brings the whole agency together in either London or Edinburgh. They have also recently installed their own bespoke bar in the basement, and they have ‘down time Friday' to encourage everyone to get together for a Friday refreshment.

2013 was Multiply's 10th anniversary and to celebrate this they took all their employees away for an overnight stay at Aberfeldy. The theme was a pagan ritual ceremony and each employee had a specially chosen, bespoke outfit waiting for them in their room on arrival. Their team from London flew up to join this too and the whole company had a fantastic evening of entertainment and celebration. This event took several months to plan and was packed with unique and personal touches. All costs were fully covered by Multiply and the event was a fantastic success. They have various other team building events including a yearly Company Update BBQ in the summer which brings the whole agency together in either London or Edinburgh. They have also recently installed their own bespoke bar in the basement, and they have ‘down time Friday' to encourage everyone to get together for a Friday refreshment.

Morgan McKinley's senior leadership team demonstrate how much the company values mean by rewarding and recognising the individual who is voted for, by their colleagues, as champion of a particular value each quarter. Despite being a sales business this is not linked in any way to revenue generated, this is all about recognising those who consistently demonstrate their values and they reward this with vouchers and their 'Go Beyond' trip. Anyone at any level can be nominated including Directors and it is testament that every quarter, Directors are nominated. When anyone is being considered for promotion they must be able to provide evidence of commitment to the company values; this is deemed integral to their progression and development and a core element of the company's career pathway programme. Each week they highlight specific examples of excellence in each value and communicate to the business, again in recognition of how they want everyone in the business to behave.

Morgan McKinley's senior leadership team demonstrate how much the company values mean by rewarding and recognising the individual who is voted for, by their colleagues, as champion of a particular value each quarter. Despite being a sales business this is not linked in any way to revenue generated, this is all about recognising those who consistently demonstrate their values and they reward this with vouchers and their 'Go Beyond' trip. Anyone at any level can be nominated including Directors and it is testament that every quarter, Directors are nominated. When anyone is being considered for promotion they must be able to provide evidence of commitment to the company values; this is deemed integral to their progression and development and a core element of the company's career pathway programme. Each week they highlight specific examples of excellence in each value and communicate to the business, again in recognition of how they want everyone in the business to behave.

On 15th January Mindshare started a programme to evolve the way Mindshare works to be more collaborative, creative and responsive to how the media landscape is changing. The focus of their Transformation Programme is on behaviours as a way to transform their business and respond to the revolution in media and technology. On the 8th April, 'Future day 1', the whole company gathered together at the Bloomsbury Ballroom to mark the start of their journey of transformation. In the morning, very inspirational speakers articulated the case for transformation, shared stories, tools and techniques to support brainstorming, collaboration and creative thinking. In the afternoon, the whole company was split into groups and each employee had the opportunity to apply some of the learnings from the morning and to share their personal story of transformation, and the changes it brought to their lives. The most inspirational story from each group was selected and as a result a 'Book of transformation' was produced. This was not only a fantastic event where people from different areas of the business had the opportunity to bond, have fun and be inspired, but was also our first step towards changing people's behaviours to further embrace collaboration and creativity.

In 2011 Mindshare launched their Future Leaders Programme which was open to all Account Managers. The purpose was to offer 10 selected Account Managers a unique modular learning programme (over a period of 12 months) to accelerate personal and professional development and ultimately to nurture their Future Leaders giving them exposure to new exciting areas. The selected Future Leaders have also the opportunity to work on a live project briefed by their CEO, have the opportunity to network with senior members of the WPP group and are mentored by the Leadership Team. The programme has been a great success for developing junior talent and has also helped to reduce their turnover at this level.

MBA created #MBAgoodtimes to help build really positive relationships internally and to ensure that their agency is a really fun place to work. Initiatives include: - Friday nominations: They select someone who has done a particularly good job that week, a new starter, or someone celebrating a milestone to choose the lunch time pub destination and Friday afternoon Spotify theme. They go to a different pub every Friday so they are making the most of the amazing location of their office, And everyone suggests their songs that go with the Spotify theme which are played from 5pm. - Monday work out sessions: Over summer they had a boot camp every Tuesday night. To keep everyone fit and healthy! - Summer Party: The London and Brighton agency teams donned their finest nautical dress-up gear and they were on a boat for the afternoon cruising around Brighton. And this was followed up with a BBQ on the beach in the evening. Lots of fun in the sun. - Beer pong: They are the proud owners of some beer pong tables that get a serious work out. Competition is tough – people take their beer pong very seriously at MBA.

Contributions and promotions are announced in MBA's monthly agency meetings. Hard work and agency successes are celebrated on a Friday evening with free drinks. Senior employees are incentivised through profit related pay.

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.