AoC is flexible and allows employees to work from home on an occasional basis to accommodate personal appointments/deliveries etc. Their IT system allows full access to the office systems remotely and makes this a realistic alternative to being in the office. The company also ran a practical session on Stress Relief at the recent all staff away day, understanding the importance of maintaining a healthy work/life balance.

AoC is flexible and allows employees to work from home on an occasional basis to accommodate personal appointments/deliveries etc. Their IT system allows full access to the office systems remotely and makes this a realistic alternative to being in the office. The company also ran a practical session on Stress Relief at the recent all staff away day, understanding the importance of maintaining a healthy work/life balance.

To ensure employee recognition the organisation have a Team of the Month award nominated by fellow colleagues, they also have a The Team of the Month award funds are provided for the winning team to go out on a social event of their choice. At Directors discretion other team rewards/bonuses may also be awarded. Team building events occur 3-5 times a year. Most recently the Senior Leadership Team undertook ‘Insights' training to consider how they work together and interact as a team. This programme involved a number of team building sessions. The 'Work in the Community' initiative was also attended and proved to be a fabulous team building event.

Chris Leach is an inspiring, creative and passionate leader. He has a clear and informal communication style, underpinned with formal training, an exceptional understanding of his people, his business and the industry. Chris is consultative whilst also decisive and authoritative. He is quick in recognising good work and does this publicly. He is also quick to highlight issues which need to be rectified and ensures that his team respond. Chris hires people with the desire to succeed regardless of qualifications and experience. Almost every member of the sales team has been trained from scratch after talent, attitude and drive has been identified at interview. Chris started in aviation at the bottom, loading cargo aircraft. He knows that with the right raw material, training and steering, anything is possible and he will bring out the best in everyone.

Employees receive on average 40 hours training per year, with an average spend of £1000 per employee. Training activities include Legal aspects of chartering, Sales techniques, Dangerous goods training, CRM systems/Marketing, Time Management, Recruitment and selection, Appraisals, Residential, advanced leadership training. CIMA – Finance, CPD work - Legal department and CRM training – Marketing are supported either through time off, funding or other resources There are strategies in place to manage talent within the organisation include structured salary scale.

?What If! have developed a work experience programme that means they are committed to giving the opportunity to young people in the local area to apply for work experience at ?What If! They have a policy to make sure that they avoid nepotism from the children of clients or our families. They are committed to helping young people to have a start in a company like ours who do not have any contact in this industry.

?What If! have developed a work experience programme that means they are committed to giving the opportunity to young people in the local area to apply for work experience at ?What If! They have a policy to make sure that they avoid nepotism from the children of clients or our families. They are committed to helping young people to have a start in a company like ours who do not have any contact in this industry.

People managers within Age UK North Tyneside are constantly reinforcing the values of the organisation to help promote the way in which they look for respect to be given to one and other. Their code of conduct policy also helps to create a way of working which is accepted by all. As part of the sustainability of the organisation and the diversity agenda they apply for grant funding and tender opportunities and a number of tool kits are used to support managers to help them prepare applications which in turn supports their business development and understanding.

People managers within Age UK North Tyneside are constantly reinforcing the values of the organisation to help promote the way in which they look for respect to be given to one and other. Their code of conduct policy also helps to create a way of working which is accepted by all. As part of the sustainability of the organisation and the diversity agenda they apply for grant funding and tender opportunities and a number of tool kits are used to support managers to help them prepare applications which in turn supports their business development and understanding.

Particular work this year has been on the carbon footprint of staff travel. All under desk bins are removed and replaced by recycling centres. Also a "Not In The Bin" scheme to recycle unwanted equipment is in place. They have been running a sustainability training course for all staff for over ten years. This not only addresses specifics but also deals with the broader context so people really understand the issues.

Staff are involved in regular events held by the Chief Executive. There is also a rolling piece on the front page of the intranet and a rolling Chief Exec notice board on which staff can comment. She operates in an open and honest style, not only giving direction but explaining why that is the direction and is as open and honest with bad news as with good. She demonstrates that she really cares about the organisation's mission and is seen to be a member of the team, sleeves rolled up delivering.

The organisation have team lunches to celebrate birthdays and other special occasions or achievements. The council encourages staff to put themselves forward for external awards and recognition. Wherever appropriate staff from the team will be sponsored by the council to attend award ceremonies and events. They are running three pilot schemes for "an even better place to work" programme which will be rolled out across the council in the New Year. This is an inclusive and innovative programme to assist staff to manage their morale and motivation and build better relationships within the team.

The Council's safety adviser gives advice and support for quitting smoking and holds a budget to fund smoking cessation products. We have lunchtime fitness classes at the Council such as ‘gut busters', Pilates and yoga. They have run several health screening days where staff can have their cholesterol, blood pressure, BMI and bone density. They also have a range of flexible working policies including non standard working hours, flexi-time, flexible working for parents and carers and paid time off for urgent family leave. They also hold events such as ‘Bring your children to work' day.

The organisation holds a ‘Going the Extra Mile' award each month and annual staff achievements awards ceremonies. Employees have access to a comprehensive total reward package which includes a robust pay and grading system, flexible working packages, health and well being initiatives and local supplier discounts. Staff also receive discounted travel via Warrington Borough Transport.

Warrington recently hosted the English Half Marathon which captured the interest of a number of employees who were able to enter at a discounted rate. There are monthly competitions for staff to undertake with tickets for shows and meals in local restaurants as prizes. The organisation holds an annual staff achievement award programme. This is about service away days where service groups come together away from the workplace to focus partly on the needs of the business and significantly on interaction with each other at work and service priorities.

The organisation offer various management courses including "Managing for First Time". They also offer various informal line manager days to help to build on the management skills that employees have.

The organisation review their salary structure on a regular basis and deal with anomalies. They also ask for regular feedback through supervisions and balanced scorecard reviews.