They have an extensive health and wellbeing programme. The most recent event was the Clyde Valley 10K team. One of the Leaders sought participants in order to raise funds for the chosen charity. He got nominations from all areas of the business and the company paid for entrant's fees and corporate tops. They mixed staff from all areas of the company, who through fun training sessions, became more confident and closer, resulting in improved team working. The team developed a great bond and raised a significant amount of money. The participants were all at different levels of fitness, some ran, some walked, but they all encouraged each other and waited for each other at the finish line. They had a team night out to celebrate and have committed to doing it again next year and encouraging others to join them. The running club has continued and staff now go out for a run once a week. They also did the annual health walk, have an onsite gym, carry out annual health checks for staff and provide advice on general health issues.

They have an extensive health and wellbeing programme. The most recent event was the Clyde Valley 10K team. One of the Leaders sought participants in order to raise funds for the chosen charity. He got nominations from all areas of the business and the company paid for entrant's fees and corporate tops. They mixed staff from all areas of the company, who through fun training sessions, became more confident and closer, resulting in improved team working. The team developed a great bond and raised a significant amount of money. The participants were all at different levels of fitness, some ran, some walked, but they all encouraged each other and waited for each other at the finish line. They had a team night out to celebrate and have committed to doing it again next year and encouraging others to join them. The running club has continued and staff now go out for a run once a week. They also did the annual health walk, have an onsite gym, carry out annual health checks for staff and provide advice on general health issues.

The organisation supports employee development and has adopted a ‘coaching for improved performance' approach to people management and development. This approach is understood to be an on-going process, not a series of one-off events and team members record their development journey in the ‘My Personal Development Journal'. Annual Performance Development Reviews focus on individual team members' achievements and development is encouraged by granting people responsibility and authority to take on projects that interest them.

Their mission, vision and core purpose as a charity of beating breast cancer is a life changing method of giving back to which all staff buy-in and actively contribute. With this in mind, they recognise the importance of funding medical research, without which the charity would not exist and the key role the supporters play at every level to contribute to this. Staff are encouraged to volunteer at events and to fundraise themselves, for Breast Cancer Campaign and for other charities or causes. This year, all staff were asked to volunteer in October for one event outside the day job, an example set by the Chief Executive and Senior Management Team and recorded on a Wall of Wonder in the Fundraising Department.

Their mission, vision and core purpose as a charity of beating breast cancer is a life changing method of giving back to which all staff buy-in and actively contribute. With this in mind, they recognise the importance of funding medical research, without which the charity would not exist and the key role the supporters play at every level to contribute to this. Staff are encouraged to volunteer at events and to fundraise themselves, for Breast Cancer Campaign and for other charities or causes. This year, all staff were asked to volunteer in October for one event outside the day job, an example set by the Chief Executive and Senior Management Team and recorded on a Wall of Wonder in the Fundraising Department.

The college normally holds staff events at Christmas and the end of June when staff break up for the summer holidays. Last year a group of staff led by the Head of HR, got together and organised an end of term event in June 2011. On the last working afternoon of term, staff got together in the Union for a Fun Afternoon. The College had dominoes, a pool competition, bingo and races (three legged, space hopper and egg and spoon). The bar was open and burgers and chips were on sale. This event lasted about four hours with a large number of staff continuing the party mood by going out to the pubs in the town. It was a great success and lots of fun.

As well as the formal processes implemented by the college the managers within the college are tuned into the college culture of recognition and praise for a job well done. The college also has a thank you card system and the Christmas Stars which allow managers to recognise outstanding staff members. Managers meet regularly with staff to ask for feedback both at a team level and on an individual basis. The teams are relatively small which allows line managers to be able to pick up on any issues quickly and discuss these and find workable remedies.

Antrim Borough Council provides a holistic and innovative Wellbeing Programme aligned to their Health, Safety and Wellbeing Strategy. This includes a wide range of options for individuals including Individual Wellbeing Action Plans, Healthy Lifestyle Schemes, Cycle to Work Schemes, 'Quickfit' Health Checks, Health Surveillance Checks, Work Life Balance Policies, Carecall Counselling and a number of special events. Individual action plans are tailored to suit the needs of an individual at a point in time as the Council recognise that personal circumstances change over time and the programme is flexible enough to accommodate this.

Antrim Borough Council are an accredited Employer of Choice and a working group comprising representatives from across the Council meets monthly to ensure that relevant action plans are developed and implemented. The Council survey employees regularly on work life balance issues and incorporate the Health and Safety Executives Stress Management Standards within the survey. The results demonstrate that employees believe Council values staff and that relationships are good in the workplace. They use a 'Talkback' system to enable staff to forward ideas or ask questions but the primary method of listening to employees is through the line manager and their latest survey results showed that 89% of employees confirmed that their manager has an 'open door' approach. Line managers have also been fully trained to adopt a coaching style which focuses on listening to employees and encouraging them to fulfil their potential.

Managers allow time for 1:1's to take place with members of their team every 4-6 weeks and ensure that this is structured to discuss work, work life balance, Health and Safety and any other issues. Part of this process is allowing for an open conversation to take place between the manager and members of staff. They are encouraged to discuss any recent training their team have been on during team meetings and individual 1:1's and through these and appraisals managers should be working with individuals to determine training that will be useful in the future to help them grow and develop. Managers attend training themselves to identify possible signs of stress or workload issues to help prevent this occurring in their members of staff. Managers are the key to driving the direction and vision of the organisation to their team, this is done through team meetings and on an individual level at 1:1's.

Employee development is supported at Affinity Sutton and they are committed to ensuring that everyone has the opportunity to grow and their learning and development programme reflects that. They are passionate about continuous improvement and seek to ensure their people have the resources and working environment that promotes job satisfaction and employee wellbeing. There is targeted internal training supported by on the job coaching, regular one to ones, annual appraisals, an E-learning provision and ILM management programmes and there is also high level management support and endorsement.

A key part of Action's culture is that they have no hierarchy. Therefore words such as Senior are not used. Instead they have a Strategic Leadership Team. In the past year this group has undertaken its own review and development through surveying the needs of team/individual development and also shaping the content and purpose of the Senior Management Team. As a result of this the Senior Leadership Team now only meets six times per year and the items discussed are purely strategic and operational matters are dealt with locally or through regional teams. Stephen is a unique Chief Executive. He aims to meet as many employees as possible, operates a truly 'open door' policy and is accessible to every member of staff not just his direct reports. Despite being at Action for a number of years, he is constantly striving to make people who are blind or partially sighted at the centre of everything they do, through challenging and motivating staff to make them question they are doing the best they can and changing and shaping the organisation so it is able to meet the future needs and challenges.

The organisation sets clear restaurant KPI's with General Manager's agreement and rewards through a profit related bonus scheme available to all restaurant employees. Managers cascade targets to their team through team briefs and a daily follow ups, rewarding and recognising achievements. They hold appraisals twice yearly on all staff, reviewing actions and agreeing focus areas for development. They hold coffee chats and one to ones coupled with an open door policy which encourages feedback and two way communication. Managers also motivate staff with daily meetings to encourage and set the scene for every shift. Every manager sees their restaurant as a theatre and the team as the actors when they are open.

The organisation sets clear restaurant KPI's with General Manager's agreement and rewards through a profit related bonus scheme available to all restaurant employees. Managers cascade targets to their team through team briefs and a daily follow ups, rewarding and recognising achievements. They hold appraisals twice yearly on all staff, reviewing actions and agreeing focus areas for development. They hold coffee chats and one to ones coupled with an open door policy which encourages feedback and two way communication. Managers also motivate staff with daily meetings to encourage and set the scene for every shift. Every manager sees their restaurant as a theatre and the team as the actors when they are open.