What are companies doing with regards to 'My Team'

EAP schemes are available across the firm and include access to online portals where helpful advice is immediately available. Face to face counselling is included, in addition to the 24/7 helpline. Kinetic have annual flu jabs, organising a nurse to come into the office to administer the vaccinations to encourage as many of the team as possible to take advantage of this benefit. Anyone who cannot take advantage of the on site programme has access to a drop in clinic where they can have the jab at their own convenience. Kinetic have gym membership as one of their flexible benefits and encourage staff to use this benefit to encourage well being and exercise in the firm. They also support a charity run every year where around a quarter of the office run in a 5K fun run fully subsidised by the firm called the 'Chartered City Race'. This is a great way of building team spirit, keeping fit while supporting a good cause. They try to arrange wellness weeks annually to raise the team's awareness of what is on offer and how they can benefit.

EAP schemes are available across the firm and include access to online portals where helpful advice is immediately available. Face to face counselling is included, in addition to the 24/7 helpline. Kinetic have annual flu jabs, organising a nurse to come into the office to administer the vaccinations to encourage as many of the team as possible to take advantage of this benefit. Anyone who cannot take advantage of the on site programme has access to a drop in clinic where they can have the jab at their own convenience. Kinetic have gym membership as one of their flexible benefits and encourage staff to use this benefit to encourage well being and exercise in the firm. They also support a charity run every year where around a quarter of the office run in a 5K fun run fully subsidised by the firm called the 'Chartered City Race'. This is a great way of building team spirit, keeping fit while supporting a good cause. They try to arrange wellness weeks annually to raise the team's awareness of what is on offer and how they can benefit.

JMC has a strong culture of ensuring that staff look after their well-being. All staff are offered a health scheme that can be used to fund a range of health related treatments including physiotherapy. JMC also provide a wide range of resources and support for those that wish to take a break from the working day and improve their fitness and/or relax. Their facilities include on-site gym, circuit training sessions at lunch, two table tennis tables, a badminton court, three mountain bikes that can be used for lunchtime rides, pool table and darts board. Anyone taking part in any competitive activities can do so under the “JMC's Team JMC banner”, and receive a range of free support options including funding, a branded weatherproof gazebo, their Team JMC van, branded clothing. Getting people involved in the above has been hugely beneficial for the business and the people involved. From just letting off some steam at lunch, to developing new skills and interests, through to getting to know people within the business that you wouldn't normally meet. JMC have also uncovered some real stars amongst the team that have gone on to achieve some amazing results including one of their engineers Jason Miles, who has won many 24-hour mountain bike races and Alex Lawton who is now Team GB triathlete.pasting

Staff are allocated a paid half-day every three months that they can use to “Give Something Back”. A member of staff's annual entitlement can be combined to allow them to undertake two days consecutive work if needed. JMC allow staff to suggest the causes that they would like to support rather than present themselves. This financial year they are supporting Salford Foodbank with all funds raised going to this great cause. Currently they have people using their Giving Something Back time to undertake shopping collections and deliveries, as well as packing food parcels for Foodbank visitors.

Being very proactive in supporting company-wide events, for example the Jelf Sales Conference and Central Services Conferences. The conferences give employees the chance to meet and network with their colleagues, sharing ideas, opinions and best practice.In 2014 these events also gave employees the opportunity to put forward suggestions to improve various practices within the company through a "Dragon's Den" workshop. As a result there is a clear action plan of initiatives sponsored by the Group Executive Board, many of which have already been implemented.

The senior management team are committed to acting as advocates for the 7 Jelf Guiding Principles during their day to day activities. They act as role models to show that their clients needs are paramount and that the company's objective to be their Trusted Adviser should drive the behaviour of all their staff. They guide, coach and support their direct reports to ensure that their people are managed well throughout all stages of the employee life cycle. They frequently "walk the floor" in order to understand employees' issues and thoughts about matters which concern them. They demonstrate that they are in touch with current issues and have an "open door" policy allowing staff to approach them too.

Each year ITC hold a staff party at the end of their financial year and as this year they were celebrating their 40th year, they celebrated in style. ITC paid to transport all their staff to a sailing club on the beach and hosted a Caribbean themed beach party with a live steel band, hog roast, surfboard simulator, authentic rum punch, volleyball and limbo dancing. All food and drink were paid for. As a result of the success of this year's sailing party they have, as a company, committed to next year hosting 'dash for a splash' as a thank you to all of their staff which will be held abroad.

Each year ITC hold a staff party at the end of their financial year and as this year they were celebrating their 40th year, they celebrated in style. ITC paid to transport all their staff to a sailing club on the beach and hosted a Caribbean themed beach party with a live steel band, hog roast, surfboard simulator, authentic rum punch, volleyball and limbo dancing. All food and drink were paid for. As a result of the success of this year's sailing party they have, as a company, committed to next year hosting 'dash for a splash' as a thank you to all of their staff which will be held abroad.

IPU recognise team members who have gone the extra mile by publicly recognising them at their company meetings and giving them a 9 foot tall medal. IPU send out company side emails to share in any successes.

IPU enlist the support of a local company to provide a well being service for all employees who wish to access it. This involves a health screen and personalised health report with advice on healthy living.

The International Tennis Federation's Christmas Party was organised around a fun team building event instead of simply going to a restaurant or bar. They have organised a team event in the style of Masterchef where all staff have to work with people they don't usually work with and there is a competitive edge to it too. Additionally, across the Federation, a number of charity fundraising events have taken place, including entering the Corporate Challenge in July plus various other social events which are open to everyone and included representation from all Federation departments.

The International Tennis Federation's Christmas Party was organised around a fun team building event instead of simply going to a restaurant or bar. They have organised a team event in the style of Masterchef where all staff have to work with people they don't usually work with and there is a competitive edge to it too. Additionally, across the Federation, a number of charity fundraising events have taken place, including entering the Corporate Challenge in July plus various other social events which are open to everyone and included representation from all Federation departments.

The company have a 'Celebrating Success' awards evening. There is an annual Christmas party and a lunch time hog roast event. Company wide initiatives are fully supported and it is encouraged that teams have regular team events. Most departments/teams within the last 18 months have had away days which have included army-type assault courses, chocolate making, Belbin team activities including facilitation by a Belbin facilitator, drumming workshop, Haka taught by a Maori warrior. These have taken place off-site away from the office.

Interchange and Consort Hotel's cultural values were identified by colleagues across their business, through a CEO sponsored project. Their SMT endeavour to ensure that business decisions are congruent with their values and that all colleagues are supported in, and recognised for, displaying behaviours in line with their values. Their main meeting rooms and CEO's office prominently display their values, and these are referred to during discussions. Many business visitors are given an overview of their values along with a set of “values cards” - business cards displaying their values. Every candidate is told about their values in the early stages of their recruitment process, and selection always includes questions related to these values. The company have ongoing values nominations where colleagues can nominate each other for behaviours in line with their values. Nominations are displayed on their Intranet and in their atrium, a prize draw is used to recognise nominees every few months and annual values awards are judged and presented by our SMT.

For a larger organisation, they have a surprisingly non-hierarchical atmosphere and senior managers freely invite staff to contact them directly with questions or feedback, to which they always reply. They are also regularly to be found in the kitchen making tea rounds! The senior managers are the first to applaud a colleague's good work and there are good news stories circulating daily, showcasing the excellent work of local teams and individuals. Importantly, their managers always relate their communications to the benefit their work brings to clients. Respect for each of their colleagues is paramount, as is being professional, ethical and above all, friendly.

The first themed week to be held as part of Shine, was Giving Back Week – a topic specifically identified as an area of importance to employees. Giving Back Week in July was launched by an introductory email to all staff from the CEO, Dean James. It encouraged everyone to get involved and prompted many staff to make full use of both their personal and team community giving days. The contact centre in Oban maintained the gardens at a local parrot sanctuary, the compliance team transformed a community space in Leeds, planting flower beds and litter picking, Derby colleagues spent the day in a local school, passing on CV and interview advice and the Midlands management team cleared pathways, chopped wood and fed the animals at a city farm.

In 2013, Informa became more focused on the issue of mental health in the workplace and all their UK HR directors have now received Mental Health in the Workplace Training. As one in four British adults experience at least one diagnosable mental health problem in any one year, Informa believe this is a valuable focus for them and also becomes a business issue. Flexible working is also supported around the Group and they have had a flexible working policy in place since 2006. Between 2012 and 2013, the proportion of Informa employees working part time increased from 7.5% to 8.6%. In a 2012 survey on flexible working, out of 141 respondents, 112 gave Informa a top rating of creating work/life balance and 84% said they couldn't continue working without the flexible working policy.

In 2013, Informa became more focused on the issue of mental health in the workplace and all their UK HR directors have now received Mental Health in the Workplace Training. As one in four British adults experience at least one diagnosable mental health problem in any one year, Informa believe this is a valuable focus for them and also becomes a business issue. Flexible working is also supported around the Group and they have had a flexible working policy in place since 2006. Between 2012 and 2013, the proportion of Informa employees working part time increased from 7.5% to 8.6%. In a 2012 survey on flexible working, out of 141 respondents, 112 gave Informa a top rating of creating work/life balance and 84% said they couldn't continue working without the flexible working policy.