At Gocompare.com they have a Health and Well-being Committee consisting of a member from each department, ensuring they provide a varied and relevant H&W provision to their staff. Each week they hold a weight and nutrition session with a trained professional during work hours and five- a-side football, squash club and boot camp after work – all of which are subsidised by the company. This is a great forum for staff to come together as a team and support each other in their objectives for eating well and having a healthier lifestyle. Where possible they link the seasonal board to their charity work to raise money and awareness of important health issues such as Breast Cancer Care and Movember. They ensure the information is timely and accurate and their dedicated H&W intranet page facilitates this. They have information about healthy eating (such as low-fat recipes), losing weight, stress management, and other mental health issues featured here. They also have subsidised access to heart and health monitoring with a company doctor, run stress audits with all staff, and smoking cessation sessions during work hours for those who are interested.

Over the last few years the company have raised thousands of pounds for many charities. They are always keen to support local charities and give something back to the community. Last year alone they sponsored their PR agency who ran the London Marathon for Merlin, and the friend of an employee who ran 1027 miles solo around the entire perimeter of Wales within 42 days. They also sponsored customers, including Ben the Ironman who ran 3 marathons for his son and Whizzkids, and another who is taking part in the Toughest Footrace on Earth for Hope Childrens Charity. Another 153 charities so far all over the UK are benefiting from their help in the FSI's "The Big Small Charity Draw". Another area of their charity commitment is helping the local community. They are proud sponsors of two local sports clubs, including a children's football team and cricket team.

Outstanding performance is rewarded in various ways: bonuses, pay rises, duvet days and other options. Each manager has 6 monthly and annual appraisals with team members, during which they have an opportunity to recognise their successes and achievements. They also praise all of their employees throughout the year.

Outstanding performance is rewarded in various ways: bonuses, pay rises, duvet days and other options. Each manager has 6 monthly and annual appraisals with team members, during which they have an opportunity to recognise their successes and achievements. They also praise all of their employees throughout the year.

The company is a socially focused organisation and rewards employees with an annual Christmas and summer party. For the 2012 summer party the company wanted to really involve every member of staff and gauge exactly the type of party they would enjoy rather than making any assumptions. They ran a competition called ‘The Best Party Proposition' where they called for party themes and ideas. They have a superb response rate that really shed light on the type of social event staff would enjoy. The winning idea was executed (incorporating elements of other suggestions) and the person that submitted the winning idea received a prize on the evening. The evening took place at a Central London rooftop venue and the ‘Festival' themed party was a night to remember. Employees were entertained from the moment they left the office – with rock n roll bingo, a fortune teller, a magician, karaoke, live music, a photo booth, a bbq and cocktails.

The company is a socially focused organisation and rewards employees with an annual Christmas and summer party. For the 2012 summer party the company wanted to really involve every member of staff and gauge exactly the type of party they would enjoy rather than making any assumptions. They ran a competition called ‘The Best Party Proposition' where they called for party themes and ideas. They have a superb response rate that really shed light on the type of social event staff would enjoy. The winning idea was executed (incorporating elements of other suggestions) and the person that submitted the winning idea received a prize on the evening. The evening took place at a Central London rooftop venue and the ‘Festival' themed party was a night to remember. Employees were entertained from the moment they left the office – with rock n roll bingo, a fortune teller, a magician, karaoke, live music, a photo booth, a bbq and cocktails.

The company has plotted out a clear career path and expectations for employees based on the successes of numerous existing GCS workers. This allows the business to compare and contrast the performance of newcomers with people who have already come through the ranks. This allows the directors to set realistic, achievable and motivational minimum expectation levels for all staff. The company offers numerous on-track bonuses and competitions to reward successes individually and as teams. The business also increases the salary of management to recognise their extra responsibility and offers the opportunity to earn bonuses based on the performance of their team.

Creating a dedicated Human Resources department for the first time in company history has allowed GCS to increase focus on employee development. Each area within HR is clearly defined and allows for a far more effective department, providing greatly improved employee development within GCS. The department comprises; A Human Resources Manager, overseeing all general matters of staffing and contractual affairs, as well as pastoral care of employees. An internal Recruitment Manager, whose purpose is to identify and engage the best prospects for the GCS Academy, as well as to source experienced recruiters and champion the potential of a career with GCS. A Training Manager, whose focus is the training of all GCS employees, from daily involvement with the members of the Academy, through to the organisation and involvement in delivery of the GCS Masterclass programme for resourcers, then the ongoing ad-hoc training of junior consultants and above. An Administration Manager who ensures smooth running of back-office function. This streamlining of responsibility has led to the training manager having more time to focus on individuals, as well as build stronger relationships with the company's selected external training experts to bespoke training for the specific needs of trainees. The company have also invested in the implementation of a sophisticated HR system, Cascade, to further increase the efficacy of the department for the benefit of all employees present and future. All job specifications have been rewritten, creating clarity of role responsibility, and transparent promotion targets have been documented and made available to all staff.

Every member of staff receives training and/or development every week in addition to any course, qualification or training they are undertaking. Everything they achieve is achieved through their people.

Every member of staff receives training and/or development every week in addition to any course, qualification or training they are undertaking. Everything they achieve is achieved through their people.

The senior management team at Foundation involved all staff in the development of the organisation's three year Strategic Plan 2012 - 2015. This involved meeting staff and customers at a series of "World Cafés" at which issues facing the organisation were discussed, and staff had the opportunity to put forward their ideas, comments and suggestions. Some staff also accompanied customers to customer meetings to assist them to take part.

The senior management team at Foundation involved all staff in the development of the organisation's three year Strategic Plan 2012 - 2015. This involved meeting staff and customers at a series of "World Cafés" at which issues facing the organisation were discussed, and staff had the opportunity to put forward their ideas, comments and suggestions. Some staff also accompanied customers to customer meetings to assist them to take part.

Forward allows staff to take twenty days innovation leave. If employees have a new product or business idea they can put this to their investment team who will then decide if the new business idea is viable. If they are viable Forward allows employees to take innovation leave and work on them with a view to turning the idea into something profitable. As a business the company foster a culture of innovation and improvements and give employees time and resource in order to move their ideas forward.

For the second year in a row the company were lucky enough to be taken to Las Vegas for their company Christmas party in December 2011. The company covered all costs, flights, accommodation, meals and entertainment. This was a fantastic team building event and was also seen as a reward for each employee's contribution to the company's ongoing success.

F5 have internal L&D resources available for their employees including a soft skills curriculum available for employees and managers to attend, for example four weeks of Technical training in Seattle office for all new UK-based technical employees and one week for Sales Bootcamp . The in-house soft skills training courses held in the UK are effective tools for employee development but it is impossible to calculate the investment/spend as F5's internal systems do not capture this information. The company have also introduced the Personal Development Plan for each employee. This is created in collaboration between the employee and manager to leverage strengths and give an opportunity to improve where appropriate. The PDP is targeted at individual needs and focusses on the individual's goals and where they want to develop. All of F5's managers are trained to coach/mentor their employees and their technical teams have a technical Mentor as part of the structure.

Quantum Engagement Survey provides a forum for collecting feedback and evaluating levels of morale and motivation at F5. Faciilitated team sessions are interactive, where team members provide input and prepare team action plans designed to make F5 a better place to work.

Once a month Exposure hosts a new exhibition within their dedicated gallery space. The Exposure gallery provides a platform for established artists and emerging creatives to showcase their work - selected not only for their innovative practice but also their aesthetic qualities. So far this year has seen a diverse collection of work from the Launch of ‘The New British' Magazine that was designed and edited by Kez Glozier and Neville Brody to the ‘Not Just a Mum' photography exhibition from the hip group Mothers Meeting founded by Jenny Scott. With each new exhibition comes a private view launch event where the company open the gallery and bar to the public. Running alongside their monthly gallery exhibitions Exposure also hosts creative lectures and inspiration sessions from guest speakers and friends of Exposure, including Mutate Britain and Matt Stuart.

Once a month Exposure hosts a new exhibition within their dedicated gallery space. The Exposure gallery provides a platform for established artists and emerging creatives to showcase their work - selected not only for their innovative practice but also their aesthetic qualities. So far this year has seen a diverse collection of work from the Launch of ‘The New British' Magazine that was designed and edited by Kez Glozier and Neville Brody to the ‘Not Just a Mum' photography exhibition from the hip group Mothers Meeting founded by Jenny Scott. With each new exhibition comes a private view launch event where the company open the gallery and bar to the public. Running alongside their monthly gallery exhibitions Exposure also hosts creative lectures and inspiration sessions from guest speakers and friends of Exposure, including Mutate Britain and Matt Stuart.

Directors and managers in the business are approachable and open minded, such that staff are able to bring opinions or suggestions to them to discuss. It is well known within the business that if processes become outdated that suggestions for improvement can be made and will be reviewed at the top level. An email account is setup so that suggestions and questions can be submitted electronically. The company also tries to integrate questions and suggestions into company meetings and conferences.

ExCeL London operates extensive CRS initiatives which ensure the Company gives something back to the local community and wider world. In relation to local community projects, ExCeL gives around £1m in donations and gifts in kind to the London Borough of Newham which is one of London's most deprived boroughs. This is supported through key projects: Community Food Enterprise, Newham All Stars Sports Academy (NASSA) and .ExCeL in the Arts Camp. In addition, the company has also supported the community through free meeting space, sponsorship for local groups such as Custom House FC, conducting school tours, providing careers advice, participation in Banking on Talent scheme (2 athletes), running a Young Enterprise scheme, offering tickets/competitions to local residents and supporting the Ascension Eagles. In 2011, ExCeL had a £1.6 billion economic impact for London. This has ultimately supported up to 38,000 jobs in the capital. This is a massive impact on ‘the wider world' of London, bearing in mind that ExCeL is a privately owned business and not funded in any way by Government or local authorities like many other venues of similar nature.