Since McArthurGlen's largest UK Designer Outlet, Cheshire Oaks, was built in 1995, McArthurGlen has been continually engaged with Cheshire Wildlife in conserving an ancient wetland habitat that now surrounds the site on three sides. This strip of woodland is home to a colony of Great Crested Newts which are an endangered European Protected Species. A scheme partly funded by McArthurGlen, helps the management and maintenance of this licensed site including the reintroduction of black poplar trees which are native to the area. The Cheshire Oaks Facilities and cleaning teams are seeking an accreditation to enter this restricted zone to further aid in ensuring that the environment is kept clear of litter and pollutants. Cheshire Wildlife report an estimated growth in newt numbers of around 30% over the past three years.

The training plan that is in place is a full and comprehensive list of provision that appeals to different learning styles and abilities. In response to demand for flexible learning the offer has featured the following: •Further Education: Prince 2 Foundation and Practitioner and Professional Studies •Personal Development Plans- freely to complete •Behavioural Development: Communicating for Results ,Managing Success, Executive Impact, Practical Employment Law, Presentation Skills ,Advanced Presentation Skills, Time Management, Influencing Skills, Impact, Property Business Report Writing, Debt and Insolvency, Contracts - Understanding and Negotiating, Project Management, Health and Safety Offer – NEBOSH General Certificate, NEBOSH International General Certificate, CIEH Basic Food Hygiene, IEMA Environmental Course, International Managing Safely, IOSH Managing Safely ,NEBOSH Fire Certificate •IMS, 50 Lessons, Windsor Leadership Trust. Offered primarily for the leadership team within the business, however is also available for individuals interested in developing networking opportunities. •Coaching Opportunities: Stephen Marshall Clear Sight Executive and Martin Longdon Coaching Hot House •Self-Help Development Guides are designed to be downloaded and used individually as a refresher or as introduction to a new topic area.

Mazda Motors UK holds quarterly Business Breakfasts which are opportunities to give more detailed updates on the performance of the Company and topical issues. It is also an opportunity for employees to share and discuss any issues or feedback they would like to give.

Mazda runs a Personal Development Planning process alongside the company's Performance Management process, this includes the capture of development needs and career goals, which the company collates and endeavours to manage.

They are proud to say that they have a strong culture in and out of work and throughout the year they have an active social scene with sporting events, fun days and a variety of nights out. The summer party was a particularly memorable party and was one of their highlights. Last year they revisited the venue where they held their 20th anniversary due to positive feedback from staff and it gave the opportunity for staff from all parts of the business to socialise in a more informal setting and meet new colleagues.

As part of their flexible benefits package, they have included a health and wellbeing section, which covers a health cash plan and private medical insurance. The health cash plan is a core benefit and enables all staff to obtain a refund on eye care, dental care etc. to a specific amount, which can be increased, if required. They also assess individual needs within the business through a risk assessment process and depending on the result of this, they provide staff with the additional support that they require. Typical examples of this is when they have provided footrests, wrist supports, ergonomic chairs, specifically adapted keyboards, flexible monitors and monitor stands, laptop stands, braille keyboards and showers for staff who wish to cycle to work or exercise during lunch. They also offer free refreshments throughout the business locations.

A recent memorable social event that was held by the organisation was the staff Halloween party, where they also raised money for charity. The event included a Halloween themed quiz, best fancy dress prize and charity raffle. They hired and decorated the event to get the teams in the mood and also provided catering and drink.

The organisation listens to employees and seeks their ideas and feedback. They have an on-going Idea of the Month suggestion box and staff are encouraged to put their ideas forward at any time. If chosen they are given the opportunity to take control of the idea and see it through as a personal project. Rewards are given to the staff members whose ideas are taken up and have included TVs, shopping vouchers etc.

There is a very strong openness to new ideas, approaches and ways of improving the business, with very little bureaucracy or barriers to staff bringing ideas to the Senior Leadership Team and having the opportunity to try them. They conduct an internal staff survey annually, in order to get an idea of employee opinion and seek feedback in improving how they work. As a result of previous year's surveys, they have implemented many organisational changes. Most recently, in 2011 they amended their annual holiday entitlement in order to provide a more attractive package for employees, with new starters beginning on 25 days entitlement instead of the previous 20. They also introduced a company pension scheme which has seen almost a 30% take up in the past 12 months.

In 2009 they created their charitable foundation, the Mando Group Foundation and in doing so made a commitment to donate 10% of their net profit to charitable causes. They work in partnership with the Community Foundation for Merseyside, who help manage their funds; their vision is to see local community and international causes transformed through their work. The three main areas in which they invest to achieve this vision are: To enhance the education and employability of young people in Merseyside through sharing what they know best - our digital and leadership skills. To work with international charities in developing countries which is voted for annually by staff and each year the majority of their internal fundraising is done in support of this charity. At the end of the year, the final figure is then matched by the Foundation, doubling their employee's efforts and helping to make a real difference in the causes that motivate their staff.

Every summer a themed party is held for Senior Managers and Head Office Staff. Fancy dress is essential and accommodation and breakfast is provided for all. In July 2012, the company hosted a Prehistoric Party with campfires, dinosaurs, a free bar, a hog roast buffet, live music, fire breathers, a live band and a DJ.

Living Ventures Ltd's training is compulsory for ALL employees, no matter what their previous experience or qualifications are. Every member of staff undertakes at least 2 weeks training alongside a dedicated In Store Trainer. All Managers undertake a 10 week training period with departmental rotation before running a solo shift. The company also operates succession planning where the preference for internal promotion is paramount.

This year the Head of HR and an external consultant visited all of the projects and gave feedback on the Best Company results for last year. These sessions gave a chance for all of their employees to discuss openly what was important to them. They discussed the positives and negatives of working at Langley House Trust. From these sessions employees were encouraged to suggest solutions to the challenges that they have been facing, this has been crafted into a working document that is reviewed monthly by senior management and the progress of all the solutions being implemented is monitored.

Langley House have Senior Management talkbacks with all of their project teams. These have helped to improve communication within the Trust. Many of their project workers did not understand why some of the changes that had been implemented had to be done. It was good to be able to explain how the legislation that regulates them means Lanagley House sometimes have to make changes and get employees to do this in a different way. They introduced a credit card with their values on which has been well received and their senior team ask for feedback to make sure they are demonstrating these values by the actions they are taking.

International Craft Skills is a unique week long residential program that takes place annually at the end of JWT graduate recruits' first year. It consolidates and tests their learning, develops them as individuals and potential leaders and above all connects them and makes them feel truly part of an international community, not an abstract network. In 2012, 34 delegates from London, Lisbon, Milan, New York, Moscow, Dublin, Cairo, Beirut and Tunis gathered in JWT Portugal. The week kicks off with a Myers Briggs workshop, so delegates can then apply their understanding throughout the week in their pitch teams. In parallel, the teams receive daily presentation skills coaching and are encouraged to step out of their comfort zones and take creative risks in their final pitches to clients.

International Craft Skills is a unique week long residential program that takes place annually at the end of JWT graduate recruits' first year. It consolidates and tests their learning, develops them as individuals and potential leaders and above all connects them and makes them feel truly part of an international community, not an abstract network. In 2012, 34 delegates from London, Lisbon, Milan, New York, Moscow, Dublin, Cairo, Beirut and Tunis gathered in JWT Portugal. The week kicks off with a Myers Briggs workshop, so delegates can then apply their understanding throughout the week in their pitch teams. In parallel, the teams receive daily presentation skills coaching and are encouraged to step out of their comfort zones and take creative risks in their final pitches to clients.

Juniper Training Ltd doesn't have a long-working hour's culture. Centres close no later than 4.30pm, and never open on weekends or bank holidays. The company have up to 30 holidays per year, plus bank holidays and attempt to grant as many flexible working requests as possible, with the option to buy an additional 5 days. Juniper send birthday cards to all members of staff, which each member of the management board sign/write a personal message. The centres have been refurbished to give staff a better working environment, and 3 of the centres moved to better premises. Juniper introduced free flu jabs, NHS health checks and cycle to work scheme. The company also hold birthday meetings where staff come together for an informal feedback meeting with SMT, have birthday cake & games and a half day finish. Several staff have late starts as they go to gym classes before work once a week. The company have held wellness sessions in centres, with one centre doing Zumba.

Juniper Training Ltd doesn't have a long-working hour's culture. Centres close no later than 4.30pm, and never open on weekends or bank holidays. The company have up to 30 holidays per year, plus bank holidays and attempt to grant as many flexible working requests as possible, with the option to buy an additional 5 days. Juniper send birthday cards to all members of staff, which each member of the management board sign/write a personal message. The centres have been refurbished to give staff a better working environment, and 3 of the centres moved to better premises. Juniper introduced free flu jabs, NHS health checks and cycle to work scheme. The company also hold birthday meetings where staff come together for an informal feedback meeting with SMT, have birthday cake & games and a half day finish. Several staff have late starts as they go to gym classes before work once a week. The company have held wellness sessions in centres, with one centre doing Zumba.

The John Bowler Group have unlimited bonus awards and pay increases available to all employees for exceptional effort or performance. They have had employees in the past who have received 4 salary increases in one year, and an employee who was awarded a 25% increase for their substantial and consistent contribution to the company. The company also offer a suggestion scheme with £50 for any suggestion which is adopted.

The John Bowler Group has moved to brand new light, airy offices in the countryside with ample parking and a free, well equipped gym. The company also encourage a healthy work/home life balance – staff leave on time and are encouraged to go home and forget about work until the next day. The John Bowler Group believes that these two things have significantly enhanced the wellbeing of their employees.