The organisation has a number of processes in place that allows colleagues to feedback their ideas and suggestions. Firstly, the organisation makes use of the intranet, Sharepoint and social media, Yammer, as tools for knowledge and idea sharing. All employees have access to these sites. A suggestion facility allows employees to share and feedback any ideas and suggestions they may have on any area of the business. This is a straightforward and effective process to allow all employees to be heard. The organisation also holds regular ‘town hall' meetings, which all employees can attend. In these meetings, a brief executive report is made about the current status of the business. Employees will then have the opportunity to ask any questions they have, discuss any emerging issues, voice their concerns and feedback on any ideas and suggestions they may have. The meeting is usually fairly informal, allowing the employees to take the lead and discuss the topics they feel are necessary. Abellio also aims to gain feedback from employees by conducting yearly engagement surveys. A gap analysis is used to understand areas for development and the feasible measures necessary to close the gap.

The organisation has a number of processes in place that allows colleagues to feedback their ideas and suggestions. Firstly, the organisation makes use of the intranet, Sharepoint and social media, Yammer, as tools for knowledge and idea sharing. All employees have access to these sites. A suggestion facility allows employees to share and feedback any ideas and suggestions they may have on any area of the business. This is a straightforward and effective process to allow all employees to be heard. The organisation also holds regular ‘town hall' meetings, which all employees can attend. In these meetings, a brief executive report is made about the current status of the business. Employees will then have the opportunity to ask any questions they have, discuss any emerging issues, voice their concerns and feedback on any ideas and suggestions they may have. The meeting is usually fairly informal, allowing the employees to take the lead and discuss the topics they feel are necessary. Abellio also aims to gain feedback from employees by conducting yearly engagement surveys. A gap analysis is used to understand areas for development and the feasible measures necessary to close the gap.

Allowing the people of AMV to have a voice, is embedded in the company's culture. They have several processes in place to enable people to feedback ideas and suggestions. One example is the Account Management department suggestion box, in which everyone within that department is encouraged to post suggestions for improvements. The box is regularly checked and all suggestions are considered. Secondly, all employees at AMV have a free voice. It is engrained in their culture and everyone is supported and encouraged to share their ideas, thoughts and feedback to members of the management team. Thirdly, AMV use Survey Monkey surveys to conduct reviews of particular AMV offerings, which provides everyone with the opportunity to share anonymous feedback and insights and to share their thoughts on possible improvements.

Allowing the people of AMV to have a voice, is embedded in the company's culture. They have several processes in place to enable people to feedback ideas and suggestions. One example is the Account Management department suggestion box, in which everyone within that department is encouraged to post suggestions for improvements. The box is regularly checked and all suggestions are considered. Secondly, all employees at AMV have a free voice. It is engrained in their culture and everyone is supported and encouraged to share their ideas, thoughts and feedback to members of the management team. Thirdly, AMV use Survey Monkey surveys to conduct reviews of particular AMV offerings, which provides everyone with the opportunity to share anonymous feedback and insights and to share their thoughts on possible improvements.

He listens and acts! He is also very accessible to every employee at every level, and insists on meeting every new starter.

The organisation celebrate Thanks giving, Christmas, Eid and Divali.

They have monthly awards for staff who have demonstrated the behaviours which fall in line with their values, passion, integrity and partnership (PIP). The Managing Director presents the winner with an award and they promote it through their news magazine, News at the Core, and the monthly company up date held for staff members. They have mugs, stress balls, stickers and posters all promoting the values.

They have monthly awards for staff who have demonstrated the behaviours which fall in line with their values, passion, integrity and partnership (PIP). The Managing Director presents the winner with an award and they promote it through their news magazine, News at the Core, and the monthly company up date held for staff members. They have mugs, stress balls, stickers and posters all promoting the values.

Walsall Housing Group have a recognition scheme called Going the Extra Mile (GEM). “Going the Extra Mile” is defined as activities that have a positive impact on WHG's customers, colleagues or both. The recognition is not for ‘doing the day job' but for activities that are seen to be above and beyond what would normally be expected. GEM in the Community is a colleague recognition scheme that promotes community benefits and rewards positive, community-minded behaviour. The scheme is based on colleagues' voluntary involvement in groups or activities outside working hours. The Emerald GEM recognises teams who go the extra mile to protect and improve the environment by minimising the impact of the company's activities, promoting sustainability initiatives, or suggesting innovative ways for them to become a greener organisation. Colleagues can be nominated by anyone within the business and, if approved by the individual's line manager, their achievements are shared their ‘outstanding colleagues' wall in the main office. They also receive a prize, tailored to the team or the individual and have included restaurant meals, gift vouchers, flowers and days out.

Colleagues took a break from their day jobs to help create a community garden just minutes from Walsall town centre. WHG leased a plot of land to Caldmore Village Festival Group to create an outdoor space for use by the whole community. In time, it will be used by local residents for growing fruit, vegetables and plants, outdoor education and recreation. Work to transform the site received a boost when WHG announced it would hold a community benefit day to support the venture on the ground. Colleagues from across the organisation turned out in force to do their bit, despite the wet and windy conditions. They rolled up their sleeves and got stuck in by digging, weeding, laying paths, clearing and tidying, trimming and pruning. Mohammed Arif, Vice-Chairman of Caldmore Village Festival Group, stopped off at the community garden during the event and said: “The WHG volunteers had turned up on a rain soaked day and impressed me with their dedication and commitment. On behalf of the group, I wish to thank WHG colleagues and sub-contractors who assisted them once again to make their community garden a reality. All the partners in this project have stood tall and really contributed; I have nothing but admiration for everyone. “

Walker Prestons Solicitors offers an enjoyable and positive working environment with regular team-bonding and building exercises.

Walker Prestons Solicitors regularly rent out function halls and put on a party for all members of the organisation to help build morale and as an introduction for new staff to enjoy.

During the London Olympics and Paralympics 2012, the company's North West Victim Care Unit ran a programme of events focusing on team work and performance, showcasing the Olympic spirit. The units ran events for ‘best commissioned services' for victims of crime and ‘most commissioned services' by a Victim Care Officer to boost individual performance. The team event ‘The Olympic Race' included a competition which promoted increasing performance based on the number of referrals for support that each team made to their community branches. The number of referrals made by individuals was added together to create a team total and was updated daily on the ‘Olympic Race' track. At the end of the 14 day period the number of visits was totalled and the winning team were crowned Olympic champions. Each team also adopted an Olympic country. All team members worked together to represent their country in the most innovative and creative way. They decorated desks and the wider offices in line with the theme. At the closing ceremony each team represented their adopted country and one team from each site was judged ‘the winner'. The results for the competitions were announced and medals awarded to individuals and teams during a spectacular closing ceremony. The event focused on effective team working to support the aims and objectives of Victim Support and services that they provide. Another example saw the finance team undertake a number of events based on MBTI and increasing individual and team awareness to support the team working together.

In London locality Victim Support invited each of the divisions, the National Homicide Service, Locality Head Office, the Victim Care Unit and Supportline to nominate a member of their team to join a new communications working group. The purpose of the group is to act as a forum in which to engage with the London locality staff by acting as a channel of communication between senior management and staff regarding organisational concerns and issues; providing an opportunity for the participation and involvement of staff in developing an action plan in response to the findings of the employee engagement survey; discussing and agreeing actions to address areas for development identified through the survey and taking forward agreed actions with a view to seeking feedback from the respective teams. Meeting at least every two months, the communications group is popular within the locality. As a direct result of engagement with staff, the group have introduced several new initiatives including a work place shadowing scheme and a new London locality newsletter. Members of the group meet with their respective teams and divisions and provide a channel of two way communication whereby matters can be discussed and fed back to the group. Victim Support has also introduced monthly summaries of their senior management team meetings where staff are invited to raise any issues or concerns with their respective manager. Any matters raised are guaranteed to be discussed and considered at the next relevant senior management team meeting and are responded to accordingly.

Everyone within the Ultimate Finance Group contributes to their success. There are flexible working patterns with employees being able to flex their working hours subject to availability during core hours. The company find it difficult to explain the level of passion to deliver by every person within the organisation however, it is a truly united effort.

What works really well at the Ultimate Finance Group is the fact that there appears to be no political agenda by any member of staff. If people identify an opportunity the management will review and regularly support employees allowing them to deliver and drive their own personal development. The company seeks to promote from within allowing personnel to develop without leaving to a competitor or third party.

UKAR is committed to the development of their colleagues. Staff well-being is one of four elements which make up their corporate social responsibility charter, alongside their customers, their communities and the environment. They run numerous health and lifestyle initiatives including a comprehensive employee assistance programme; free financial planning advice; slimming groups; gym discounts; Zumba classes; Boxercise classes; and one aspect of colleague wellbeing they are particularly proud of is their close relationship with Heart Research UK. As a result of their focus upon healthy lifestyles , they were delighted when they were awarded Heart Research UK's bronze and silver award as part of the Healthy Heart Mark Employer programme, which was launched via Health Awareness days and almost 500 colleagues had lifestyle checks. They are proud to have received Gold Award accreditation from Heart Research UK following a recent assessment of their healthy lifestyle policies and initiatives. UKAR colleagues have also chosen Heart Research UK as their corporate charity of the year for 2013.

UKAR is committed to the development of their colleagues. Staff well-being is one of four elements which make up their corporate social responsibility charter, alongside their customers, their communities and the environment. They run numerous health and lifestyle initiatives including a comprehensive employee assistance programme; free financial planning advice; slimming groups; gym discounts; Zumba classes; Boxercise classes; and one aspect of colleague wellbeing they are particularly proud of is their close relationship with Heart Research UK. As a result of their focus upon healthy lifestyles , they were delighted when they were awarded Heart Research UK's bronze and silver award as part of the Healthy Heart Mark Employer programme, which was launched via Health Awareness days and almost 500 colleagues had lifestyle checks. They are proud to have received Gold Award accreditation from Heart Research UK following a recent assessment of their healthy lifestyle policies and initiatives. UKAR colleagues have also chosen Heart Research UK as their corporate charity of the year for 2013.

The combination of three actions seems to work exceptionally well at TRO. Firstly, their anonymous, online staff surveys allow the management to identify issues (good and less good) which staff want to raise. Secondly, in 2012 they initiated their ‘Time Out with Rob' sessions. These are opportunities for any member of staff to chat with Rob, their chairman, about any topic they wish to raise. The sessions are voluntary and can be conducted one-on-one, in pairs or larger groups and it is for members of staff to set the agenda, time and venue. Thirdly, as a result of combining the learning from the two above activities, TRO set up action groups to address the key issues and ideas arising. This process has given voice to a number of staff initiatives including their desire to look at further flexible working arrangements and broader job descriptions, to overcome the ‘summer spike' in work load, reshaping office layouts and relocating a client service team from one site to another.

Michael WB, TRO's managing director, joined TRO 18 years ago as a seasonal event executive. Everyone at TRO appreciates that Michael started at the bottom of the ladder and has worked his way up through a series of well-earned promotions to join the board and subsequently become the MD. Michael's style of operation, his decisions, actions and overall involvement in the business are hugely influenced by his organic development. Staff feel a great respect for his achievement; they have empathy for his views because he has been where they are and covered the ‘hard yards'. Furthermore, they are inspired by the thought that TRO is the kind of place where internal development is encouraged, as evidenced by Michael. It is because Michael knows his way around every single job within the business and because his natural style is open and accessible that TRO staff find him easy to deal with.