All staff are contractually obliged to participate in the annual appraisal process and are required as part of peformance review to undertake a minimum of 30 hours of CPD each year. This continues to develop the individual and maintain their subject or relevant area currency. The college appraisal scheme is designed to encourage the member of staff to reflect on their personal contribution each year, to set measurable objectives linked to the development of their area and future business objectives and to identify their training needs which enable the achievement of the objectives. This ensures currency for staff, improves the individual's market worth whilst meeting organisational objectives. Subject and Operational Managers identify the development needs for their areas based on their objectives for the operating cycle. As part of induction, individual training needs are identified for new members of staff. Core competencies are set by the college and new staff are assessed against these to identify early needs.

All staff are contractually obliged to participate in the annual appraisal process and are required as part of peformance review to undertake a minimum of 30 hours of CPD each year. This continues to develop the individual and maintain their subject or relevant area currency. The college appraisal scheme is designed to encourage the member of staff to reflect on their personal contribution each year, to set measurable objectives linked to the development of their area and future business objectives and to identify their training needs which enable the achievement of the objectives. This ensures currency for staff, improves the individual's market worth whilst meeting organisational objectives. Subject and Operational Managers identify the development needs for their areas based on their objectives for the operating cycle. As part of induction, individual training needs are identified for new members of staff. Core competencies are set by the college and new staff are assessed against these to identify early needs.

Luminus encourages all employees to be healthy. Their impressive suite of health and wellbeing benefits include an online personal health management system, subsidised gym membership, pension and non-contributory health plan (recently expanded to employees' children). The company believe the most effective wellbeing tool they have is their flexible working policy. Whether it is offering bank workers term-time contracts, or enabling full-time employees to work around rush hour traffic, everyone benefits from this approach. It also ensures that managers are able to monitor their employees' working hours, ensuring a healthy work-life balance. Employees can accrue time and take up to an extra 13 days leave a year, on top of their already generous leave allowance. For some employees, i.e. those with more than five years service, this can amount to up to 43 days (excluding public holidays). Staff are keen to stay with Luminus because of the interest they take in their health and wellbeing, resulting in: an increase in staff retention level to 96.1% (2009: 88.8%), a 40% reduction in sickness absence to 3.4% (8.3% in 2009), and increased staff satisfaction and motivation as evidenced through their 2010 employee survey results.

During Summer 2011 Chan held Premium Brand Employer meetings for all employees over a lunch hour so he could hear views on how they can achieve their 2020 Vision: The Road to Renewal. In these highly interactive weekly sessions he encouraged everyone to be open and honest in their feedback. These meetings greatly impacted on employee engagement as it underlined to all employees that the Senior Management Team were open to constructive feedback. Following these meetings various initiatives have been put in place, including integrating their trades team in their monthly staff conferences instead of holding a separate quarterly meeting for them.

LMH arranged an It's a Knock Out Competition against other Housing Associations. This was held on a Sunday and all staff attended bringing their families along for a fun packed day. The employees were put into teams and competed against other Housing Associations through a variety of assault courses and team tasks. Activities for children and those staff who came to support the event were also put on including hook a duck and other prize winning games. The event also raised a significant amount of money for our local charities.

The company currently have an annual staff focus awards whereby all staff are able to vote for staff and tenants for specific awards including Employee of the Year and Team Manager of the Year. Some of LMH's tenants and partners are also invited to attend these events and there are specific awards that staff can vote for tenants/partners. The Focus Awards are an important part of LMH's approach to recognising and celebrating the achievements of their staff.

The company have undertaken a number of opportunities to provide face to face contact and the opportunity for colleagues to ask questions and get answers as well as providing general feedback and input. One example of this is the lunch bag sessions run by the Chief Executive to involve all colleagues in the future direction of the Group. A number of departments have also run drop in sessions, such as ICT and Learning and Development to encourage individuals to resolve queries and get to know internal colleagues, other teams such as Finance are planning to follow suit. The company find that by offering flexible opportunities to come and ask questions in a local setting will encourage more colleagues to get involved with Group activities. In addition for those colleagues who may not want to contribute in a face to face setting they carry out a number of ad hoc surveys internally throughout the year on a variety of topics.

The company's managers are well respected within their individual team which is testimony to their fair but supportive outlook with colleagues. Managers consider succession within their teams and encourage individuals to make the most of development opportunities and support provided to get the best from the individuals and to keep them motivated. Through the appraisals and also the applications for the Leadership programme managers will indicate the next likely career move for the individual and will work things into the appraisal to support these ambitions.

In summer 2011 the company held an all staff event at the University's sport facilities to promote the facilities to encourage employees to sign up for membership. The event included dodgeball, swimming, 5 a side football, climbing wall, spinning, image consultancy, and walking tours amongst other things. For the last two years the company have also run an employee baking league. This has been particularly effective for engaging their staff in something fun at work , mixing with other people and encouraging them to take a break! In previous years they have offered an employee Wellbeing Week every January. Employees can participate in a number of healthy activities during their working time to improve their health, safety and wellbeing. Free fruit is also provided during the week. The idea for the week is that they provide free of charge taster sessions that employees can then choose to continue in their own time to improve their lifestyles.

In summer 2011 the company held an all staff event at the University's sport facilities to promote the facilities to encourage employees to sign up for membership. The event included dodgeball, swimming, 5 a side football, climbing wall, spinning, image consultancy, and walking tours amongst other things. For the last two years the company have also run an employee baking league. This has been particularly effective for engaging their staff in something fun at work , mixing with other people and encouraging them to take a break! In previous years they have offered an employee Wellbeing Week every January. Employees can participate in a number of healthy activities during their working time to improve their health, safety and wellbeing. Free fruit is also provided during the week. The idea for the week is that they provide free of charge taster sessions that employees can then choose to continue in their own time to improve their lifestyles.

Kaizen works towards high expectations of both adults and children. To ensure the team is driving towards success they carefully recognise and reward individual's efforts. An example of where this is most effective is their extending schools provision - after school clubs. Adults who take on the responsibility of running an after school club are expected to organise, plan, manage the resources, including a small budget and run the club out of their normal working hours. Adults who take up this opportunity have professional support with planning and organisation if needed. This additional responsibility is rewarded by one day's paid leave which can be taken at any point throughout the school year. By introducing this reward Kaizen have found that it encourages more adults to step up and lead an after school provision which in turn means that they can offer a wide variety of out of hours learning opportunities to the children.

Kaizen works towards high expectations of both adults and children. To ensure the team is driving towards success they carefully recognise and reward individual's efforts. An example of where this is most effective is their extending schools provision - after school clubs. Adults who take on the responsibility of running an after school club are expected to organise, plan, manage the resources, including a small budget and run the club out of their normal working hours. Adults who take up this opportunity have professional support with planning and organisation if needed. This additional responsibility is rewarded by one day's paid leave which can be taken at any point throughout the school year. By introducing this reward Kaizen have found that it encourages more adults to step up and lead an after school provision which in turn means that they can offer a wide variety of out of hours learning opportunities to the children.

Senior Management frequently recognise success in a variety of ways e.g. through celebration events, awards at weekly staff briefing, letters of thanks, certificates on the college website and intranet.

Employee development is fully supported here. All training directly related to an employees' role is fully funded, including fees and time for external qualifications such as NVQs, professional qualifications, teacher training and other postgraduate courses. There is also a fund to contribute to personal development activities not directly related to job roles.

Holycross Sixth Form College educate young people in order that they have the opportunity to develop spiritually, morally and intellectually. Holycross have an environmental group comprising staff and students which works in the local community doing conservation work, for example tree planting.

Holycross Sixth Form College educate young people in order that they have the opportunity to develop spiritually, morally and intellectually. Holycross have an environmental group comprising staff and students which works in the local community doing conservation work, for example tree planting.

The organisation is a charitable housing association providing a wide range of housing and support services for the families and single people including those with special needs. They are a well-established provider of support to people with complex needs, both in the community and living in their own supported housing schemes, supporting people with learning difficulties, mental health issues, young people, women and the homeless. Their aim is to provide appropriate support to each person living in their own home to enable them to develop independent living skills, be involved in decisions regarding their life and participate in their local community. They also run charity shops.

The organisation is a charitable housing association providing a wide range of housing and support services for the families and single people including those with special needs. They are a well-established provider of support to people with complex needs, both in the community and living in their own supported housing schemes, supporting people with learning difficulties, mental health issues, young people, women and the homeless. Their aim is to provide appropriate support to each person living in their own home to enable them to develop independent living skills, be involved in decisions regarding their life and participate in their local community. They also run charity shops.

In the last 12 months there has been the formation of a Senior Managers' Group which means there is a core group of managers responsible for key aspects such as managing attendance and working together to support the Leadership Team as well as managers and colleagues within their teams. It enables idea sharing and a cohesive approach to guiding and supporting colleagues across the Trust, as well as an additional forum for sharing ideas and listening and learning from experiences. Nick Atkin the Chief Executive is an exceptional leader who is the driving force behind the performance, direction and success of the organisation. What makes him distinctive is his approach to business, to the customers; to colleagues and to the working environment he has created. In business, he is very driven and extremely determined. He leads by example, is very well respected and strives for excellence and success. He is innovative, encourages new ideas and radical thinking and embraces change. On a personal level, he is extremely personable and supportive, accessible and takes a personal interest in all colleagues.

In the last 12 months there has been the formation of a Senior Managers' Group which means there is a core group of managers responsible for key aspects such as managing attendance and working together to support the Leadership Team as well as managers and colleagues within their teams. It enables idea sharing and a cohesive approach to guiding and supporting colleagues across the Trust, as well as an additional forum for sharing ideas and listening and learning from experiences. Nick Atkin the Chief Executive is an exceptional leader who is the driving force behind the performance, direction and success of the organisation. What makes him distinctive is his approach to business, to the customers; to colleagues and to the working environment he has created. In business, he is very driven and extremely determined. He leads by example, is very well respected and strives for excellence and success. He is innovative, encourages new ideas and radical thinking and embraces change. On a personal level, he is extremely personable and supportive, accessible and takes a personal interest in all colleagues.