Team Cohesion = Performance

£25 Argos vouchers are given to staff for recognition of attitude or observations towards safety. They can also be passed out for outstanding work. Another form of employee recognition is being taken for meals or small awards such as t-shirts or torches.

Geometric Drilling have been awarded their Bronze Healthy Working Lives award and are working towards a silver award and information and advice is forwarded and posted on notice boards. Site staff are in an active job and are generally fit and healthy. All staff have to go on a medical. Staff hours are recorded in the office. Rig staff tend to work 12 hour shifts and usually either work 14 on 14 off or 21 on 21 off. If staff go over the 21 days then dispensation has to be requested from the office for that staff member to continue working. This ensures Geometric Drilling can keep an eye on staff well being. Geometric Drilling always try to ensure that staff have fair balance between work and time off and if they do work extra then they are paid overtime and Geometric Drilling always try to get extra time off given.

Everyone is treated on an individual basis and all L&D are assessed depending on the situation or person. Full classroom and on-line support is offered. There is also the opportunity to have a Personal coach. Fuller's operate a number of workshops for learning and open discussions. There are Managers' Training and Induction packs with full hands on and one to one support of the Fuller's training team. There is a Management development programme, designed for aspiring pub managers.

Fuller's are a family orientated business. Employees' families are also part of the company. There is an understanding that family life is very important to their employees. There is flexibility on juggling work and life priorities, as an example flexibility on attendance at work to attend school events is encouraged. The company doctor is actively involved in the company welfare. Fuller's provide counselling services when required and where appropriate, at company expense. For example general mental wellbeing, drink dependency and traumatic events.

FT Construction start Personal Growth at the grass roots with an annual intake of apprentices in the traditional building trades (Brickwork and Carpentry/Joinery). To achieve this they work closely with Construction Skills and Darlington College to offer a structured 3 year apprenticeship framework resulting in an Advanced Craft Apprenticeship and NVQ3 qualification in their chosen trade, along with a secure future Many of the apprentices have gone on to represent both their college and WTC at the Regional and National Skillbuild competitions. In addition to this FT Construction actively encourage further/higher education for their existing team at all levels and in many different career paths.

FT Construction conduct return to work interviews after absence. If it is a long term absence, this is carried out by H&S & HR Manager. They will always look at phased return if long term sick or reduced/light duties if possible and they also discuss life style changes, diet, exercise etc. FT Construction encourage people to take regular breaks away from their work station in specific areas on most sites.

FMC Technologies have a dedicated on-site Charity and Health Promotions committees which regularly run charity events and sponsored events. Participants are made up of volunteers who do this work during working hours. They annually sponsor a Safe Drive Stay Alive Campaign for the local community as well as employees. This is run by the emergency services in order to raise awareness of road safety issues. It is extremely powerful. Management actively engage in all employee charity events by showing support, endorsement, encouragement and are willing to be on the receiving end of the charity fun.

FMC Technologies have a dedicated on-site Charity and Health Promotions committees which regularly run charity events and sponsored events. Participants are made up of volunteers who do this work during working hours. They annually sponsor a Safe Drive Stay Alive Campaign for the local community as well as employees. This is run by the emergency services in order to raise awareness of road safety issues. It is extremely powerful. Management actively engage in all employee charity events by showing support, endorsement, encouragement and are willing to be on the receiving end of the charity fun.

For performance recognition First Step Finance have Employee of the Month, weekly and monthly prize for caseworkers and trophy for Best Telesales of the Month. There are Thank you cards, well done emails on daily basis for staff members who have done something to be recognised. Recognition is recognised during daily meetings in each department.

The most recent team building event was the Bowling Night. Families were invited to the event. There was bowling, Qasar, food and free bar for all to enjoy. A staff member on the microphone laughing and joking with all staff, embarrassing Directors who weren't very good!! Feed back from staff showed us that although this was the most recent team building event, it was also the best they have done so far.

Whilst First Direct don't have a specific budget for fun and social events they have an overall engagement budget which looks at events and activities to drive up engagement and make First Direct the best place to work. They have a Best Place to Work team designated to making coming to work at first direct a fantastic experience. Some of their previous events have included a football themed month to tie in with the World Cup which saw an inflatable table top football in the car park, a keepie uppie challenge with giant sized footballs across departments and a Wag Week with a nail and beauty bar and beauty gift stalls to appeal to their female population.

First Direct's intranet holds a recognition microsite where individuals can learn about what great recognition looks like, what kind of recognition is available and a leadership toolkit on the most effective ways to recognise their people. First Direct have also trained their leaders on the 'A Carrot a Day' principles and held a Chest Elton Recognition Masterclass to engage their leaders with what recognition done well does for their people and their business.

Over recent years FGAUK has invested heavily to enhance the working experience of its staff. Communication, company values, incentives, recognition, rewards, and engagement have all been areas of focus. Championed by a new MD in 2008 and senior management, these initiatives have been implemented through dedicated project committees comprising of the wider workforce. Morale and motivation has been driven through a ‘peer to peer' nomination scheme which rewards both top talent and excellence in line with their published company expectations, which form the core of their new corporate culture.

FGA UK have a Business Integration Committee who have introduced a project to establish and reduce FGA UK's carbon footprint in conjunction with "Good Business" in line with their position as the Car Manufacturer with the lowest Co2 emissions in industry. There is also Eco-Drive which is a unique technology that is designed to monitor and modify driving habits and behaviour of owners of FGA products.

Family Mosaic believe it is important to keep managers informed of bottom line business performance and progress on transformation projects. Their top 60 managers gather once a quarter to be briefed on this. In addition they use these events to hold master classes where they invite leaders of external organisations to share their knowledge and successful practices with their people managers. There is a STEPS Management Programme identifying and training current and future leaders.

The Customer Care Centre (one of the top 50 in the country) recognises colleague of the month as do other business units. Family Mosaic have an immediate bonus system which recognises great performance or cost saving initiatives. Amounts of £50 - £500 are paid out. More than 20 have been paid out after only 6 months of the year. Rewards for ideas or innovation are recognised in the Spot Bonus.

To ensure that employees feel they are rewarded for their efforts there is an employee of the quarter and staff bonus scheme. F M Conway encourage employees to use their holiday entitlement, they monitor working hours and provide additional part time, temp assistance when required. They discourage a long hours culture.

To ensure that employees feel they are rewarded for their efforts there is an employee of the quarter and staff bonus scheme. F M Conway encourage employees to use their holiday entitlement, they monitor working hours and provide additional part time, temp assistance when required. They discourage a long hours culture.

Experian QAS have Gazing sales training - this is classroom based training followed up with practical sessions with the trainer or manager to ensure it is being put into practice eg listening into sales calls. The Gazing sales methodology is embedded across the organisation and attended by all customer facing staff. Soft skills training is also offered with a calendar of events for staff to sign up to - this ensures they can organise a trainer to come in house without each person going on an external course. This helps towards achieving their individual PDP objectives in a cost and time effective way.

At Experian QAS a specific departmental entertainment allowance of £8 per month per head is provided for teams to spend time together participating in an activity or just socialising to help foster team spirit and working together. This budget is often used with other departments to encourage cross departmental working and to reinforce their culture of people enjoying working together and having fun too. For example, teams might go bowling or attend a comedy night together. At their National Company Meeting this year they had a company wide team building challenge - this was run by the Guinness World Records and consisted of team challenges at the tables staff were seated at during the day and then a company world record attempt!

Communications between management, directors and employees at Environmental Business Products ensure that employees know that they are thanked for their efforts. Monetary gratitude is shown on a case by case basis at the discretion of the management and directors.

At Environmental Business Products employees raise money for charities doing various events. This money is often matched by the company. Their Quality Team regularly work on how the company maintains its zero landfill policy and environmental systems. They are conducting a carbon footprinting assessment to see exactly what their carbon output is and their company is based on the reuse of already existing products. They have ISO accreditation for Quality and Environment and to date they have saved 50 million inkjet cartridges from landfill, by collecting them through their recycling schemes for reuse through remanufacturing. Through their recycling schemes Each One Counts and Support Your School, they promote environmental good practice to the general public as widely as possible and offer a free service where they pick up empty cartridges from addresses all over the UK or send free post recycling bags out to the public to post their items back to them.

At Enotria Winecellars employees vote every year for their choice of Christmas Party; informal or formal. They hold a summer Event/Party and this year they had the first “Enotria Sports day and BBQ Event”. On the last Thursday of every other month they hold “Social Thursday” it is always themed to add the fun element. People from across the business get involved by cooking and baking. Some of the events they have had so far are: The French Edition, The Pub Quiz to raise money for the British Heart Foundation Event, Spring is in the Air, The Spanish Edition, Chill'n & Grill'n the BBQ Edition and Go-Pink-Enotria to raise money for Breast Cancer UK.

At Enotria Winecellars employees vote every year for their choice of Christmas Party; informal or formal. They hold a summer Event/Party and this year they had the first “Enotria Sports day and BBQ Event”. On the last Thursday of every other month they hold “Social Thursday” it is always themed to add the fun element. People from across the business get involved by cooking and baking. Some of the events they have had so far are: The French Edition, The Pub Quiz to raise money for the British Heart Foundation Event, Spring is in the Air, The Spanish Edition, Chill'n & Grill'n the BBQ Edition and Go-Pink-Enotria to raise money for Breast Cancer UK.

EMC's internal learning and development framework is segmented into four categories: core curriculum, needs based training, function training and development interventions. Employees can work with their managers to create Individual Development Plans which set professional development goals that align with the employees' career aspirations and the needs of the business. All employees can upload their CV on to EMC's intranet to highlight their skills and experiences to all people managers globally, indicating their availability and suitability for specific virtual projects and other career opportunities. EMC University's Learning and Development programs are designed to attract, retain, and develop the best talent. EMC's Essential Curriculum teaches employees core competencies to succeed in their current position and advance to the next level.

EMC recognises exceptional performance twice annually at the Company Kick Off. On an annual basis, EMC Corporation hosts the President's Award which recognizes an employee or team who have demonstrated exemplary efforts in achieving results that further EMC's vision and mission. EMC's “Commitment@EMC” initiative celebrates and recognizes employees who demonstrate loyalty, dedication, and commitment to EMC at the key milestones. “Excellence@EMC” initiative allows employees to recognize and reward other employees for superior performance and employees can access the Excellence@ EMC gateway located on ChannelEMC enabling them to send thank you e-cards. EMC's annual global Innovation Conference harnesses the collective power of there employees' talents to help shape EMC's future offerings.

The Managers at Douglas & Gordon Limited work in open plan offices alongside their team .The Managing Director & HR Director meet most employees individually every 6 months to review their performance and aspirations.The Chairman and Manging Director also often visit offices and departments informally and are available for specific meetings on short notice on request. The Managing Director also provides a regular article for their in house magazine.

The Managers at Douglas & Gordon Limited work in open plan offices alongside their team .The Managing Director & HR Director meet most employees individually every 6 months to review their performance and aspirations.The Chairman and Manging Director also often visit offices and departments informally and are available for specific meetings on short notice on request. The Managing Director also provides a regular article for their in house magazine.

Employees at Dolphin are allowed time off at the beginning and end of the day for medical appointments. When their employees are required to work over their usual daily hours, they may arrange time of in lieu by arrangement with their manager. Office hours are also limited by Dolphin from 8am until 6pm; they are also usually closed at weekends. Informal monitoring of hours takes place by staff within the company.

Employees are given a small pension contribution and the teams success is often celebrated informally. All employees who worked on the last product release were taken out to celebrate the release and to thank staff for their efforts. Dolphin has recently begun to invest heavily in its people through learning programmes, in recognition of the fact that people drive the success of the organisation. Employees are encouraged towards continuing professional development and are free to request training in consultation with their manager at any time.

Direct Life and Pension hold several events throughout the year these include the Christmas party, team nights out, bowling night, quiz night and a barn dance. The company also have a team incentive budget for their staff.

Direct Life and Pension have a culture of feedback, communication of benefits, changes, rewards, staff briefings and regular one to one's and appraisals. Their staff are the most important factor in their ongoing success as a company. They have focused on being a great employer by giving their staff opportunities and development, being fair and treating them with respect and honesty.

The company hold several events throughout the year including the Halloween quiz, Easter bonnet competition and virtual Easter treasure hunt. They also hold anniversary, Christmas and year end parties, Summer BBQ, rounder's, bowling, top golf, fantasy football and team building events. Most of the events are focused on raising money for charity. Dentsply also hold a winter conference for all staff with updates on the business. In the evening a ball was held for employees and partners, fully funded by the company including overnight accommodation.

Staff can choose benefits which match their personal lifestyle needs. Employees are able to make "lifestyle changes" at appropriate times. Regular benefit workshops are held to inform employees of additional benefits and discounts available. They also hold a winter ball celebration and they have an annual award ceremony where they celebrate those members of the team that have "lived" the values and who have contributed "over and above". The ultimate winner relieves a prize of £2000. They also recognise performance through merit increases. A high proportion of their employees are rewarded through a bonus, commission and incentive scheme.

Team attendance at award ceremonies/conferences often involving trips away or abroad to encourage team cohesiveness and team spirit. The Sales department hold an annual Sales Team Building Conference and this year's conference is held in Amsterdam. The fully paid for trip abroad is a great way to thank the team for their hard work and for hitting targets this year. Each department is responsible for their own team building initiatives and all managers are encouraged (and given the budget) to organise team activities. The type of activities range from activity weekends, sports days, team quizzes and team away days.

Every other year managers receive formal employment law training which offers practical guidance on topics such as managing performance and absence within a legislative framework. This type of training gives managers important information and knowledge as well as building confidence to be able to know how to deal with situations in a constructive manner and following best practice guidelines. For newly appointed managers they offer either external training on the basic principles of management or depending on the volume of new managers the Company runs internal sessions called "Management Basics" - topics include appraisals, tips on motivation and having difficult conversations.

C&W has traditionally placed a significant emphasis on creating an environment that is fun to work in. Events this year which have contributed towards this include; All UK staff summer drinks party held at The Kensington Roof Gardens in September; Sponsored Pilates lessons are run in the Portman Square office on a regular basis, and are always over-subscribed; Team Away Days eg. Punting in Cambridge, School Race Day and Pub Quiz, Inter-Team softball match followed by drinks and pizza and a LondonTreasure Hunt followed by a drinks reception and dinner.

C&W has traditionally placed a significant emphasis on creating an environment that is fun to work in. Events this year which have contributed towards this include; All UK staff summer drinks party held at The Kensington Roof Gardens in September; Sponsored Pilates lessons are run in the Portman Square office on a regular basis, and are always over-subscribed; Team Away Days eg. Punting in Cambridge, School Race Day and Pub Quiz, Inter-Team softball match followed by drinks and pizza and a LondonTreasure Hunt followed by a drinks reception and dinner.

All employees are encouraged to maintain work life balance - employees are encouraged to request flexible working practices to fit in with their lifestyle and family needs. All staff attend stress awareness training and all staff have access to occupational health services.

All employees are encouraged to maintain work life balance - employees are encouraged to request flexible working practices to fit in with their lifestyle and family needs. All staff attend stress awareness training and all staff have access to occupational health services.

Training activities on offer at Crayon are Motivation, 44 club events, Think on Your Feet, Market Research, IDM Diploma. Time is given to attend courses and the company pays for nearly all training or will contribute 50% to large qualification. Employees carry out master classes to share their experiences and new ideas/techniques learned. Crayon produce development plans for all employees from appraisals, as well as fostering rising stars within departments.

There is pay/support for external management qualifications. Crayon run courses on managing people. There is internal management development training where Managers are trained through feedback and external trainers. 360 feedback is given through the appraisal system. There is a buddy system in place for internal coaching/mentoring. There is one to one coaching sessions for managers through external coaching/mentoring. Many managers belong to groups of senior managers in their disciplines.

Management tool kits/resources are included in the Performance Management Appraisal System. People Managers have management training NVQs and professional qualifications which are paid for and support by CHG. There is an on the job training buddy/mentor allocated to all new staff as part of their induction. Housing Diversity Network Coaching and Mentoring Programme is offered to all staff.

Management tool kits/resources are included in the Performance Management Appraisal System. People Managers have management training NVQs and professional qualifications which are paid for and support by CHG. There is an on the job training buddy/mentor allocated to all new staff as part of their induction. Housing Diversity Network Coaching and Mentoring Programme is offered to all staff.

The senior management team at Computer 2000 encourage a culture which is open and transparent. Directors work in teams and put themselves forward for 'pranks' such as the gunge tank, year end videos and parties. Management speak from the heart and are genuine, open, direct, honest and demonstrate humility in their communications. They personally recognise individual contributions and long service demonstrated most recently by personally arranging for bosses to fly in from Canada, USA, Germany and France for a presentation to an employee that had worked with the company for 25 years.

The senior management team at Computer 2000 encourage a culture which is open and transparent. Directors work in teams and put themselves forward for 'pranks' such as the gunge tank, year end videos and parties. Management speak from the heart and are genuine, open, direct, honest and demonstrate humility in their communications. They personally recognise individual contributions and long service demonstrated most recently by personally arranging for bosses to fly in from Canada, USA, Germany and France for a presentation to an employee that had worked with the company for 25 years.

Leaders and senior management are approachable, honest, positive, open regular team meetings, project work, client specific discussions and the quarterly 'becoming better managers' forum. They conduct an annual director's road show where they update all employees on the company's performance, targets and plans for the future. They also have a monthly MD forum; employees in small groups of 4/5 meet with the MD on an informal basis to discuss how the company is going and any key issues in the business.

Colway Ltd provide life assurance and a long term sickness benefits. If an employee is off for more than 26 weeks, they can apply to have up to 75% of their current salary paid through our provider company. They offer non-sickness bonus days. This gives the employee the chance to earn an extra days holiday. The company also have a strict policy that staff must take holidays and lunch breaks. The company offer a health screen to their staff and have Whizz-Kidz fund raising where some employees run marathons. Their new sandwich provider RED BOX offers more healthy lunch choices for employees.

Funding is allocated to ensure that the development needs of staff meet organisational aims and objectives and that they have priority. The continuous personal development needs of staff are recognised and will be supported. If a particular course does not relate directly to a specific job role a contribution to the costs of training may be requested. As well as external trainers the college will also use internal staff. Some of the courses that Coleg Morgannwg offer are, deaf awareness, drug awareness, ECDL, bullying and harassment and Indian head massage.

Funding is allocated to ensure that the development needs of staff meet organisational aims and objectives and that they have priority. The continuous personal development needs of staff are recognised and will be supported. If a particular course does not relate directly to a specific job role a contribution to the costs of training may be requested. As well as external trainers the college will also use internal staff. Some of the courses that Coleg Morgannwg offer are, deaf awareness, drug awareness, ECDL, bullying and harassment and Indian head massage.

A suite of training courses exist to enable people to develop and enhance their management skills. There is internal coaching/mentoring provided by Line Managers. External coaching/mentoring is provided by Keele University. There are other peer support opportunities in the form of seminars/managers forums. A basket of forums exist such as the Management Forum, Staff Meetings and Focus Groups which provide peer support and knowledge sharing opportunities.

A suite of training courses exist to enable people to develop and enhance their management skills. There is internal coaching/mentoring provided by Line Managers. External coaching/mentoring is provided by Keele University. There are other peer support opportunities in the form of seminars/managers forums. A basket of forums exist such as the Management Forum, Staff Meetings and Focus Groups which provide peer support and knowledge sharing opportunities.

Employees are very personally involved in the organisation's efforts to support charities. It is employees who nominate and organise the charity events with the support of the company. Employees spend a lot of their spare time each month baking cakes for the monthly charity days. Employees often come up with unique, fun ways to raise additional funds like bacon buttie sales, BBQ food for sale or fun runs and charity bike rides, raffles and games or quizzes. CHL likes to take suggestions from members of staff about how to improve CHL's environmental efforts and when suggestions come through they are quick to investigate these and take them on board where they can. There is a sense of team responsibility for being environmentally friendly and CHL has a conscience in this area.

Employees are very personally involved in the organisation's efforts to support charities. It is employees who nominate and organise the charity events with the support of the company. Employees spend a lot of their spare time each month baking cakes for the monthly charity days. Employees often come up with unique, fun ways to raise additional funds like bacon buttie sales, BBQ food for sale or fun runs and charity bike rides, raffles and games or quizzes. CHL likes to take suggestions from members of staff about how to improve CHL's environmental efforts and when suggestions come through they are quick to investigate these and take them on board where they can. There is a sense of team responsibility for being environmentally friendly and CHL has a conscience in this area.

The CEO of Chester & District Housing Trust is described as open and approachable, and a charismatic and inspirational leader. He often delivers briefings and encourages feedback and has a regular internet blog. All managers at Chester & District Housing Trust are easily accessible and all offices are open plan.

Chester & District Housing Trust support a community enterprise scheme to refurbish broken electrical goods. They have supplied a house to a local charity as a demonstration house of simple methods to save energy and reduce CO2 emissions. They use this to involve local residents in environmental projects. They have also installed solar panels to rural homes that are isolated from the national gas supply. All new homes that are built are designed to meet very high environmental standards. The support and improvement of the communities in which they operate is a fundamental commitment of the business.

Chandler Chicco has offered over 25 group training sessions to their staff in 2010. With regards to individual training and development they have supported over 50 different trainings, including supporting professional qualifications. CCC continues to run our successful innovate and eat sessions for staff. This forum is used for people to share key learning and experiences with other team members. As they don't have job titles individuals are recruited on a skills basis which encourages teams to learn and interact on a daily basis. The company have a unique 360 online appraisal system which is twinned with a professional mentor scheme.

Chandler Chicco has offered over 25 group training sessions to their staff in 2010. With regards to individual training and development they have supported over 50 different trainings, including supporting professional qualifications. CCC continues to run our successful innovate and eat sessions for staff. This forum is used for people to share key learning and experiences with other team members. As they don't have job titles individuals are recruited on a skills basis which encourages teams to learn and interact on a daily basis. The company have a unique 360 online appraisal system which is twinned with a professional mentor scheme.

CEL Group introduced a salary sacrifice Cycle-to-Work scheme through the online flexible benefits system. A core benefit for all employees is free private medical insurance for themselves through the online flexible benefits system. However, they can extend this cover to their dependants or family at corporate rates if they so wish. CEL Group encourages all staff to have regular eye examinations and fund their eye test through an eye care voucher scheme. They allow employees to flex their start and finish times. Through the online flexible benefits systems employees can opt to buy or sell up to 5 days holiday per year.

Several employees have studied for and achieved the NEBSM qualification and ILM Certificate in First Line Management. CEL Group introduce Line Managers and train them in the use of the new appraisal system and documentation. Line Manager workshops cover, amongst other things, their responsibilities in respect of people they manage. Senior Management Team is required to give 360 degree feedback to their peers. The Group Marketing Manager acts as mentor to marketing personnel and the Finance Director acts as mentor to several members of the senior management team.

Some examples of team activities that CCHA have are bowling, the Christmas party, celebratory events, bring your family to work days. At the Staff conference there is a theme of working together, a networking workshop with external expert/internally and externally, they look at the staff survey and look at current events and changes.

Some of the training activities CCHA carry out are core training - role specific, external qualifications, external training relevant to roles and customer services training. Formal qualifications supported either through time off, funding or other resources are Chartered Institute of Personnel and Development, Chartered Institiute of Housing, Degree and Masters qualifications, National Vocational Qualifications and Learning Academy.

Annual prizes awards for exceptional performance, nominated by Heads of Department and other members of staff. The categories presented are for academic staff, teaching quality, innovation in teaching, research quality, success with research income generation. For professional staff, customer service award, going beyond the call of duty, profiling raising for the school and professionalism. Each prize is worth £1,000 net. Successes are also recognised and communicated through company newsletters and all staff meetings. Prizes are also awarded to academic staff that publish in the top academic journals

Annual prizes awards for exceptional performance, nominated by Heads of Department and other members of staff. The categories presented are for academic staff, teaching quality, innovation in teaching, research quality, success with research income generation. For professional staff, customer service award, going beyond the call of duty, profiling raising for the school and professionalism. Each prize is worth £1,000 net. Successes are also recognised and communicated through company newsletters and all staff meetings. Prizes are also awarded to academic staff that publish in the top academic journals

Best Buy Europe is a family and they love to celebrate their achievements and get to know their colleagues across the UK. The Best Buy Europe Ball 2010 was the biggest corporate event of its kind in Europe and was attended by more than 7,000 colleagues. The Hollywood themed 'Premiere' was held at London's Excel Centre and featured performances from N-Dubz, Little Boots and Tinchy Stryder. Each colleague was sent their own personal invitation as a thank you for all their hard work, dedication and support over the past year.

The Carphone Warehouse have an internal training academy and they run workshops on a bi-weekly basis in their support centre. Topics include Problem solving, Insights discovery, Time management, Influencing skills. They have also designed a two day management development programme in partnership with Lane 4 Managing the Best Buy Europe Way Managing the BBE way is delivered in the UK by the MD team. Any people managers from CPW or Best Buy can attend. The workshops run each month, at locations across the country. This is an exciting programme, that will challenge every leader and allows the freedom and openness to take your own personal plans and tactics back to your team

There is an attendance bonus scheme for everyone who hasn't had a day off sick in a year. They get a cheque for £125. They also get entered into a draw and the winner receives £1,800 in addition to the £125 and the runner up receives £600 in addition to the £125. Once an employee has been with Cambridge for 3 months, take along 3 payslips and are given a card for the company shop. They can then purchase food and health and beauty products such as Marks and Spencer food and big bags of sweets!

An environment project team has just been established as part of the Lean initiative headed up by the Hygiene Manager. He and the Operations Manager have already introduced a number of initiatives to increase their recycling streams e.g. waste paper collection bins, plastic baling, metal collection. In addition they have been working with the Carbon Trust to identify means of reducing our Carbon Footprint.

Cambian provide several events throughout the year for their staff some of these include the Christmas party and sports day. Staff at Cambian also receive a dinner on achievement of their targets. Staff are provided with clinical away days, manager meetings and evenings.

Cambian provide several events throughout the year for their staff some of these include the Christmas party and sports day. Staff at Cambian also receive a dinner on achievement of their targets. Staff are provided with clinical away days, manager meetings and evenings.

Business and Enterprise North East have an Environmental Group drawn from a range of staff from across the business who undertake their role on a voluntary basis. Their role has involved the development of the Environment Strategy which sets out their long-term commitment to the environment. It describes success, proposes performance targets and identifies issues and solutions to overcome them and covers, carbon management, sustainable procurement and consumption, protecting the environment and people strategy.

Business and Enterprise North East have an Environmental Group drawn from a range of staff from across the business who undertake their role on a voluntary basis. Their role has involved the development of the Environment Strategy which sets out their long-term commitment to the environment. It describes success, proposes performance targets and identifies issues and solutions to overcome them and covers, carbon management, sustainable procurement and consumption, protecting the environment and people strategy.

Burgress Hodgson operates an environment of 'positive' reward. Those staff deemed to have performed exceptionally and delivered service quality beyond their job role are remunerated accordingly. They also reward staff for introducing new clients. This is usually a percentage of the first year's client fees.

Burgress Hodgson operates an environment of 'positive' reward. Those staff deemed to have performed exceptionally and delivered service quality beyond their job role are remunerated accordingly. They also reward staff for introducing new clients. This is usually a percentage of the first year's client fees.

The Leader knows who everyone is and knows a lot about them. He cares very much for them as individuals and has shown his support in numerous ways over the years in times of personal troubles as well as professional difficulties. He took part in the various fund raising events and could be found in the car park each Monday washing cars with everyone else or collecting the entrance fees at the family day. Everyone enjoys the fact that we do not have a heirarchical approach and the Leader himself is very approachable and very passionate about BRITA and the team.

When employees deserve recognition for high achievements then the Department Head or in some cases the Managing Director will send out a communication to the company to recognise the achievement and ensure that the individual's contribution is highlighted to their colleagues. Ad-hoc bonuses are also used where particularly good work has been done. For example, when ISO 9001 accreditation was achieved, the employees who completed the project were given an additional bonus. Ad hoc bonuses have also been paid out for exceptional sales achievements.

Brit Insurance provides an annual statement detailing a breakdown of all the benefits and compensation individuals receive. They also provide an annual performance review, annual salary review and performance related bonus.

Brit Insurance provides an annual statement detailing a breakdown of all the benefits and compensation individuals receive. They also provide an annual performance review, annual salary review and performance related bonus.

BCS LLP again were awarded the gold award again by Payroll Giving UK. They have a 22% participation level at present which is a real achievement in the current climate. They are also unique in that the Firm's charity of choice is voted on and actioned by their people and not by the Board for Business Development reasons. BCS LLP is also recognised as an expert in the charity legal sector by both the Legal 500 and Chambers and Partners. BCS LLP also carry out a great deal of pro-bono work. BCS LLP also have charitable organisation who use their client suite offices free of charge to hold their meetings. They also carry out the administration of charitable donations for a number of their charity clients.

BCS LLP operates a Staff Bonus Scheme. Essentially, if the Firm hits its financial target then each member of staff receives a share of those profits. This demonstrates to their people that they truly believe that they play a part in the success of BCS LLP and if they are to action those beliefs then they should be rewarded for the success of the firm as a whole. Employees are eligible to join the Scheme the moment that they join the Firm and should a bonus be payable, receive a pro-rated payment to reflect their contribution. The staff bonus ensures that individuals working towards a collective goal are rewarded.

Employees are encouraged to gain further personal development and offer support in gaining external management qualifications such as Accounts CIIPD. They also hold quarterly meetings for property, regionals, centre managers and attend trade conferences & exhibitions.

Employees are supported in a variety of ways and can work from home if need be. They offer flexible hours to suit their personal needs and view all employees as individuals and treat them according to their specific individual needs. The Board lead by example and promote a healthy lifestyle. They encourage all staff to do the same.

Employees are encouraged to mix with other departments through team building events and celebrations. Past events have included a masquerade ball and a summer day out which was extremely successful and received great feedback from employees. The day consisted of a BBQ, tug of war, football and space hopper races.

A large number of training courses are on offer to help develop their people managers and they have recently launched a new mentoring programme. They have also developed a performance management policy and training to help support their managers with effective management of their teams and have introduced external coaching which has helped focus the managers on their areas for development, develop their commercial ability to run the business and also help deal with change.

An annual bonus system is in operation and is based upon three criteria; Innovation – business development and process improvement, Satisfaction – retention of clients and quality of relationships with peers, Financial – meeting financial targets. All employees have a “BIG boasting sheet” where they are encouraged to record their evidence under these categories throughout the year. They are also regularly rewarded on an ad hoc basis, with champagne or a meal out with their partner for service/ results/dedication above and beyond the call of duty at the directors' discretion.

Employees may undertake a range of training activities from Managing & Motivating Staff, Client Handling Techniques, Selling Skills and Time & Project Management. The whole focus of their annual appraisal system is to challenge and enthuse staff to create their own “luck” and opportunities and they are open to suggestion from employees regarding their own development. Those with an interest in networking, membership of industry bodies, or in a specific business sector are encouraged and where appropriate, financially supported to pursue this. Younger staff are also encouraged to “shadow” more experienced staff and to attend networking, pitch and new business opportunities to advance their skills and experience.

There is an open door policy across BLP. Each year the Managing Partner hosts a strategy presentation for all staff which covers key achievements of the firm during the year, what BLP's goals are for the future and how they are going to get there. He notes key achievements across various departments and takes questions/feedback. This forum provides an opportunity for staff to ask questions. Department heads also hold lunches with fee-earners to answer any queries face-to-face and provide information of firm/department plans. The Managing Partner places great importance on cascading management information and plans to all staff as well as gathering their feedback.

Career development frameworks are in place for all staff including lawyers, secretaries and business services teams. The framework clearly sets out what individuals should be doing in their current role and what they should do to develop and gain promotion to the next level. There are broad salary bandings and individual performance determines where in the band employees sit. Exceptional merit bonuses are often awarded. The organisation work in a busy environment and reward staff for their contribution by an additional day's holiday over the Christmas period, an early finish on your birthday and time off in lieu as appropriate i.e. at the end of a deal.

This year BDP expect to have donated in the region of £41500 to charity. BDP has in place a CSR policy which sets out the way in which they feel they can best contribute to social and community programmes. They have also established the BDP Foundation, which has been set up to: - decide upon and contribute funding to firm-wide charitable donations; - select, contribute funding, and mentor educational sponsorships for BDP people, establishing follow-up and dissemination of best practice; - develop, co-ordinate, and share knowledge of BDP's educational and charitable activities; - select, contribute funding, and mentor student bursaries for non-BDP people; - project further BDP's reputation as a strongly people focussed organisation.

Aside from the intrinsic reward of working on quality architectural projects BDP's people receive monetary rewards in line with market rates that reflect their own contribution and the contribution of their part of the firm to the success of the organisation.

All employees are encouraged to submit ideas for business improvements and every idea is reviewed by the senior management team at the monthly board meeting. All ideas receive a small gift, with any implemented ideas receiving a reward through the benefits accounts. At the end of the year the best ideas can receive a cash bonus representing the impact it has had on the business, often related to ideas which have generated significant cost savings.

Balfour Beatty Plant & Fleet aims to support a good work/life balance, opening up the ability to request flexible working to all employees and remaining flexible in the way it supports individuals throughout their time with the business. They have recently introduced a Wellbeing Working Group, involving employees from across the company to put proposals to the board on initiatives that should be put in place for the benefit of employee wellbeing.

Azzurri communicate and engage with their employees through a number of channels including CEO's monthly update, newsletters, their Intranet and their employee representative forum. They have started to use e-newsletters called IMPRINT as a way of communicating new information to people in a more interesting and colourful format other than normal e-mail. They also have an Information and Consultation of Employees Council called Voice of Azzurri. There are 13 representatives from across the business who were nominated and voted for by all employees. They meet on a quarterly basis. The role of the VOA forum is to hold useful and worthwhile discussions between management and employees on a wide range of issues that impact all employees within the business where everybody can have their say and pass on ideas to the board.

Although there is no specific budget Azzurri does hold social events to increase team spirit which are fun including a bowling night, ‘Azzurri's Got Talent', a charity fundraising barbeque and quiz nights along with annual Christmas parties.

All of the companies 4 London charities were given £10,000 each plus Railway Children to which 50% of their Corporate Responsibility budget is donated. The company also have money tins throughout the building, sponsored sleep outs, quiz nights and pennies from heaven donations. Employees also undertake individual activities including a Trailwalker event where employees walked 100km in 3 days and Cookery workshop with the Kids Company.

As part of the companies Talking Talent framework they have ‘Voices 360', which is a feedback tool developed and used within their Leadership tool. The company also offer programmes in coaching, mentoring and leadership as part of this framework. The company are also open to individual employee development and all requests for qualifications are looked at on an individual basis and agreed when appropriate.

David Alberto makes it his business to visit centres regularly and speaks to all employees when he can. He is known as an inspirational leader in Avanta. His open door policy encourages all to speak with him whenever they need, take ideas to him and any Suggestions offered are taken seriously. David's invitations to events are spread widely so everyone has an opportunity to attend where possible. David starts any Induction day off with a presentation of the company, with an open and answer question and answers session. He has created an open culture and close family feel to Avanta, and has maintained this through a strong period of business growth. The current SMT started working with David in 2004, when the business started and they have continued to be part of this growing company alongside David, working as a team to build the best possible business that they can.

David Alberto makes it his business to visit centres regularly and speaks to all employees when he can. He is known as an inspirational leader in Avanta. His open door policy encourages all to speak with him whenever they need, take ideas to him and any Suggestions offered are taken seriously. David's invitations to events are spread widely so everyone has an opportunity to attend where possible. David starts any Induction day off with a presentation of the company, with an open and answer question and answers session. He has created an open culture and close family feel to Avanta, and has maintained this through a strong period of business growth. The current SMT started working with David in 2004, when the business started and they have continued to be part of this growing company alongside David, working as a team to build the best possible business that they can.

Each quarter, Autodesk UK holds "All Hands" meetings, a meeting for all UK employees to celebrate successes and share business updates. Employees and managers have the opportunity to nominate a colleague for going "above and beyond" and the winning nominee receives public recognition and a gift in front of their colleagues. "Autobucks" is a spot recognition bonus award program. It provides managers with a convenient, easy to use means of recognising and rewarding employees that demonstrate above and beyond performance. The purpose of a spot recognition program is to reward employees “on the spot” in order to recognise an exceptional work product or behaviour.

Autodesk is part of an extremely competitive global business environment. Their continued success as an organisation is dependent upon their ability to hire and engage great people throughout the world whose talents allow them to produce the best products and deliver the best solutions in the industry. There are many elements, like compensation and benefits, work environment and time off, that enable them to convince extraordinary people to decide to seek them out and once at Autodesk, stay with them. Their Total Rewards programmes are designed to help Autodesk accomplish their goal of attracting, retaining, and engaging the very best employees.

Managers at Elementus attend a variety of external courses such as ' People Management Skills for new managers'. New managers are trained externally over 1 to 3 days with their current training provider 'LDL' where they tailor the coaching to the specific management role. All new managers are also mentored by a member of the executive team. In 2010 Elementus introduced a new position of Customer Sales and Service Deputy Manager. This has been introduced to bridge the gap between consultants and managers and prepare them for Customer Sales and Service Manager positions when they become available. They currently have 5 people in this role.

A wide variety of training is completed every year, this includes; Internal technical training; which would include new procedures, quality awareness, using equipment etc, internal health and safety training; which would include display screen equipment usage, chemical usage and manual handling etc and internal environmental awareness training. In addition to this employees can also carry out external professional qualifications such as NEBOSH Diploma, AAT Level 4 NVQ in Accounting, BIOH P402 Asbestos Surveying etc, external technical and quality training provded by BSI and external commercial awareness training; which would include selling skills.

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.

Staff awards are held for customer service, learner of the year, employee of the year and the organisation also have an environmental award. The organisation also has dashboards and share point as corporate communications. Leadership training and development is in place and covers, grievance policy, equality statement, equality and diversity training and dignity at work policy.

Staff awards are held for customer service, learner of the year, employee of the year and the organisation also have an environmental award. The organisation also has dashboards and share point as corporate communications. Leadership training and development is in place and covers, grievance policy, equality statement, equality and diversity training and dignity at work policy.

The organisation are involved in the ‘Healthy Lives at Work' initiative and this will be rolled out at the new HQ. Employees are given more in depth financial information during staff days to reassure employees of their current financial position against their competitors. Lunch Seminars are in place to provide employees with an opportunity to understand what other departments do and focus groups are introduced and lead by senior managers to understand employee views on survey results and where ROSPA could improve.

The organisation are involved in the ‘Healthy Lives at Work' initiative and this will be rolled out at the new HQ. Employees are given more in depth financial information during staff days to reassure employees of their current financial position against their competitors. Lunch Seminars are in place to provide employees with an opportunity to understand what other departments do and focus groups are introduced and lead by senior managers to understand employee views on survey results and where ROSPA could improve.

Employees serious about losing weight are offered moral support. Time off is supported if an employee feels this is appropriate for managing stress, otherwise managers are encouraged to offer support on an ongoing basis. It is recognised that this is a real issue for some employees and time off/support from manager is provided. They provide a fully equipped fitness centre with new equipment that is available to staff to use any time outside working hours as long as the site is open, free of charge.

Employees serious about losing weight are offered moral support. Time off is supported if an employee feels this is appropriate for managing stress, otherwise managers are encouraged to offer support on an ongoing basis. It is recognised that this is a real issue for some employees and time off/support from manager is provided. They provide a fully equipped fitness centre with new equipment that is available to staff to use any time outside working hours as long as the site is open, free of charge.

The organisation hold a formal Christmas event for all staff to attend. They also have regular gatherings including visits to the races. They hold an annual awards event and nominations are made by staff, the winners are decided by a panel of judges. The staff social committee receive a budget of £2000 per year to organise events.

The organisation hold a formal Christmas event for all staff to attend. They also have regular gatherings including visits to the races. They hold an annual awards event and nominations are made by staff, the winners are decided by a panel of judges. The staff social committee receive a budget of £2000 per year to organise events.

Some training activities that Sussex Oakleaf's employees might undertake are Corporate Induction Days, Learning about Recovery, Professionalism and Self Awareness, Mental Health Awareness, Train the Trainer, Cultural Awareness, Risk Assessment, Safeguarding Vulnerable Adults, Child Protection, Motivational Interviewing, Managing Difficult and Aggressive Behaviours, Managing Absence, Lone Working, First Aid, Food & Mood, Basic Drug Awareness, Alcohol Awareness, Prevention of Homelessness, The Management LEADER Programme and IT clinics. Formal qualifications can be part-funded by the organisation if identified and agreed through 1:1s/annual appraisal with line manager. Paid time off for study is also available, if agreed with line manager. In house training can also provide qualifications (NOCN/NVQ) e.g. LEAD programme, Peer Support, Train the Trainer.

Some training activities that Sussex Oakleaf's employees might undertake are Corporate Induction Days, Learning about Recovery, Professionalism and Self Awareness, Mental Health Awareness, Train the Trainer, Cultural Awareness, Risk Assessment, Safeguarding Vulnerable Adults, Child Protection, Motivational Interviewing, Managing Difficult and Aggressive Behaviours, Managing Absence, Lone Working, First Aid, Food & Mood, Basic Drug Awareness, Alcohol Awareness, Prevention of Homelessness, The Management LEADER Programme and IT clinics. Formal qualifications can be part-funded by the organisation if identified and agreed through 1:1s/annual appraisal with line manager. Paid time off for study is also available, if agreed with line manager. In house training can also provide qualifications (NOCN/NVQ) e.g. LEAD programme, Peer Support, Train the Trainer.

There are a number of ways in which staff are rewarded, in addition to their salary. Honoraria payments are made where employees take on additional work beyond their usual role. The employee award scheme recognises where staff have 'gone the extra mile' and awards a financial payment or additional annual leave to the category winners. There is a team award as part of the annual Employee Award Scheme.

Strategic Directors have previously run customer excellence Workshops for staff. In addition our Chief Executive holds regular Chief's Chats on issues that may be of concern to staff. There is an open door policy in place at Stratford District Council. The leader has strong integrity and believes in a culture of transparency, openness, fairness and equality for all staff. He encourages flexibility within the organisation.

The organisation have an eye test scheme where they contribute to the cost of an eye test and also glasses if they are required for use with visual display equipment. They also operate a Vectis benefits scheme for staff which offers them discounts in a variety of locations and activities. Staff are contacted regularly by Vecits with their latest range of special offers. They are an accredited Investors In People Organisation which recognises individual contribution to the organisations success. They have a flexible working scheme, a final salary pension scheme, a sickness absence scheme and a flexi-time scheme.

As part of their wellbeing programme, which will be launched shortly there is also a facility for employees to complete an on-line healthy living questionnaire survey and this will signpost employees to where they can make improvements in their lifestyle. Employees are able to obtain reduced membership rates at gyms, both private clubs and the Council's two leisure centres. Employees are able to work flexi-time and where appropriate, work from home. There is an employee assistance programme in which employees have access to a 24/7 telephone counselling service. Face to face counselling will also provided where necessary.

Performance recognition is being introduced as is rewards for ideas or innovation. There are increments for milestone recognition and instant recognition is awarded as appropriate. There are long service awards.

Performance recognition is being introduced as is rewards for ideas or innovation. There are increments for milestone recognition and instant recognition is awarded as appropriate. There are long service awards.

Employees only have a contract for a maximum of 37 hours per week. Care Managers can authorise anyone wishing to work overtime for a maximum of 48 hours per week. These levels of work are in line with the European Time Working Directive and are in place to protect Sandwell's employees. Sandwell also employ a staff care counsellor for any employee experiencing specific personal or employment issues. The care counsellor can refer individuals for specialist counselling if necessary. Sandwell also has a specialist occupational health advisor who employees can see or be referred to with any physical or mental health issues.

Employees only have a contract for a maximum of 37 hours per week. Care Managers can authorise anyone wishing to work overtime for a maximum of 48 hours per week. These levels of work are in line with the European Time Working Directive and are in place to protect Sandwell's employees. Sandwell also employ a staff care counsellor for any employee experiencing specific personal or employment issues. The care counsellor can refer individuals for specialist counselling if necessary. Sandwell also has a specialist occupational health advisor who employees can see or be referred to with any physical or mental health issues.

Communication is the key to ensuring employees feel they are rewarded for their efforts and feel valued as part of the organisation. People's contribution to the organisation is recognised and valued. There are celebration awards, a staff suggestion scheme and being informed of the results of any suggestions made and letting staff know their opinions were valued. There is an appraisal system and staff receive feedback from their managers. The Council has adopted a rolling review process for Investors in People to ensure the mechanisms continue to be in place to support staff and let them know how valued their contribution is.

Communication is the key to ensuring employees feel they are rewarded for their efforts and feel valued as part of the organisation. People's contribution to the organisation is recognised and valued. There are celebration awards, a staff suggestion scheme and being informed of the results of any suggestions made and letting staff know their opinions were valued. There is an appraisal system and staff receive feedback from their managers. The Council has adopted a rolling review process for Investors in People to ensure the mechanisms continue to be in place to support staff and let them know how valued their contribution is.

QAC have taken a strategic approach to encourage an open culture and enthuse staff to bring forward information and ideas to take the college further forward. For example, an invitation was sent to all staff to send in a personal statement as to why they should be chosen to go to the AOC Conference of the year. There is an open door policy with no appointments required.

QAC have taken a strategic approach to encourage an open culture and enthuse staff to bring forward information and ideas to take the college further forward. For example, an invitation was sent to all staff to send in a personal statement as to why they should be chosen to go to the AOC Conference of the year. There is an open door policy with no appointments required.

Postcomm has a culture amongst its staff to raise money for charity. A number of staff have undertaken bike rides, runs for a variety of charities, e.g. Anthony Nolan Trust, British Heart Foundation, Breast Cancer awareness.

There are regular social events organised by staff. These events continue to be very popular 10 years after Postcomm's creation. They continually get feedback from staff saying Postcomm is the best place they have ever worked, not just because of the opportunities and rewards but because it is the friendliest place they have ever worked.

Staff are encouraged and supported to express their views and opinions on how they can make Poplar HARCA a better place to work and contribute to how they deliver services to residents which makes them feel valued. Poplar HARCA have an excellent range of benefits such as health screening, legal and personal counselling, childcare vouchers and subsidised schemes.

There is a reward for presenting ideas about Poplar Harca's Intranet New staff initiative where staff can pitch new ideas and be recognised for the best ones at the staff conference. There are Customer Service awards, HARCA Heroes award for excellent service and a 10-year recognition and Lifetime Achievement award for long service.

The College employed an in-house management development consultant for two years to support managers, SMT and some team development. Managers identify support networks to join in and the College is a member of a college peer review group and support each other in the group. HR provides regular in house training on policies and managers' role in them.

There is a staff Christmas party and Oscar ceremony with part employee contribution and summer staff barbeque also part contribution.

Assistance is offered via North Staffs Quit Smoking service to those who wish to stop. There are training courses for managers, self help CD available for employees to help manage stress and Cholesterol/glucose screening sessions organised for those staff who wish to have them. Additionally health information is available on the staff intranet, evoice. Health screening days are provided for osteoporosis, arterial stiffness assessment and healthy prostate is available. Lunchtime yoga classes are also offered to staff.

Progression through salary grades and additional leave linked to five years service are provided to reward staff for their efforts. In addition to this the Council also have the employee recognition scheme.

On average employees receive fifteen hours formal training each year, with an average spend of £250.75 per year per employee. examples of the sorts of training activities available are as follows: Safeguarding Children Training (Foundation, Level 1 and level 2) Equality & Diversity (Training and Qualifications) Awareness of special learning and other needs of students – e.g. autistic spectrum awareness, dyslexia awareness, visual impairment awareness, mental health awareness training E-Learning – innovative use of modern technologies to encourage personalised learning – e.g. podcasting on mobile phones, on-line teaching and learning, how to use blogs Management Techniques – e.g. performance review training, grievance & discipline training ICT – e.g. MS Office, in-house data management systems Finance and budgetary control Risk assessments Pastoral Tutoring training Setting SMART Targets.

There is pay/support for external management qualifications via application for further studies, Annual performance review, with development targets and resources aligned to outcome is in place. There is internal coaching/mentoring for all new starters,Teachers within ITT programme and newly qualified teachers are supported by specialist mentors. Capability and performance indicators are assigned for specialist mentoring/coaching support, dependent upon topic. Specialist network memberships are available e.g. teacher educator forums, strategic local partnerships to encourage engagement with the local community.

They pay average market rates for jobs but also have an excellent benefits package which is constantly being reviewed and benchmarked to maintain competitiveness and to attract and retain employees. As part of the benefits package they have a final salary pension scheme which remains open to new employees. They have recently introduced a dedicated staff benefits discount website, which enables their staff to obtain discounts on local services such as dining out or car leasing; discounts on leading brand names as well as holiday discounts, cheaper energy tariffs, home and car insurance deals and vouchers for discounts on family days out to theme parks and zoos. Managers regularly praise employees for doing a good job - verbally and through treats such as buying chocolates/cakes/biscuits/bottles of wine for the team.

The Director of Housing recently took his managers off site for a strategy awayday. The content of the day allowed managers time to self reflect and consider: What are the three best things about working in the Housing Services Department at Muir i.e. stuff you would never want to change? What consistently irritates you about working in the Housing Services Department or for Muir, this needs to be things they can change or influence? How do you think other Departments would describe the Housing Services Department and do they need to try to change this, if so how? The Director of Housing Services suddenly becomes the Chief Executive (this is hypothetical) and you have the opportunity to request one major change at Muir to make it a better and more effective organisation, what would it be? What practical ways can they improve how effectively they work as a team? What practical things can they do to improve motivation and engagement with their staff and teams, particularly across teams? How do they raise their profile with their teams and improve the staff views of ‘management'.

On average employees receive sixty hours of formal training a year and have included teacher training, Masters, Professional Qualifications, stress awareness, operational and NVQ's. Formal qualifications are supported either through time off, funding or other resources roughly four hours remission per week is given and one day per week to attend college.

Team celebrations and events are run by the manager of that Unit or School. Employees undergo formal team building. This happens on average once a year and is driven by individual managers.

Instant recognition is provided in the form of cards and personal notes from managers and senior managers. Internal communication is provided through 'Principal's Briefings' sent via e-mail to all staff. Full staff meetings, team meetings and briefings are also provided to communicate with staff. They also conduct other surveys including Investors in People, Customer Service Excellence (formerly Chartermark) and whilst these are not 'formally' Employee Engagement Surveys, they give the College a snapshot of staff views and give staff an opportunity to explain their feelings about the College.

The organisation has a budget specifically for fun and social events and have included the annual staff Christmas Party. The College provide wine and mince pies at the end of the Autumn Term to get employees in the Christmas spirit for the holidays. Employees have formal team building 3 – 5 times a year, 3 times per year for Academic staff as part of course reviews, less so for support staff. Management teams have 'away days' and teams undertake informal team-building activities.

There is internal management development training comprising of developing leaderships skills, influencing and negotiating skills, motivation, coaching and mentoring.

There is internal management development training comprising of developing leaderships skills, influencing and negotiating skills, motivation, coaching and mentoring.

Johnnie Johnson Housing regularly provide information and advice to their customers through their newsletter to help them reduce the cost of utilities and also reduce their own environmental impact. They have a large programme of refurbishment work, in which they are upgrading elements of their housing stock to provide more energy efficient homes for their customers. They are also starting to provide innovative measures, such as onsite generation of electricity from photo voltaic panels to help their customers save money and reduce the environmental impact of their properties.

A Group of representative staff from across the organisation meet regularly to discuss ideas and then consult with and engage with staff via their blog site on the intranet. In addition to this, all staff are offered the opportunity to receive a free winter flu-jab each Autumn either at Head Office or at a local pharmacy via a voucher. Employees also benefit from a flexi-time policy which enables staff to attend appointments outside of their core hours with flexible start and finish times. Time off in lieu can be used to accommodate personal appointments e.g. child's sports day. The full family friendly policy allows for unpaid leave and use of holiday entitlement as well as statutory parental and emergency time off and the attendance policy allows up to 2 hospital appointment days per annum.

Impact Housing Association regularly hold management training sessions especially the Institute of Leadership and Management qualification and internal events on managing attendance, discipline and grievances. They are currently running a CIH Management Development Programme. Where appropriate they pay for management qualifications. Impact hold four managers meetings a year where all the organisation's managers come together to discuss development and service improvement.

All staff carry out equality and diversity, customer service, personal safety, bullying and harassment training etc. Other popular training courses are NVQ Level 3 Advice and Guidance, ILM level 5 in Management. Normally these will be carried out in work time and funded by Impact. Also study time is provided at 2/5th of the working week for higher level courses.

Every year, employees are given the opportunity to nominate a charity for any monies raised to be donated to. The Social Committee is responsible for choosing 3 or 4 causes which the money raised throughout the year is divided between. Fundraising events go on within different offices throughout the year. Local offices regularly hold dress down days, bacon roll mornings, book sales, Burns lunches and lots more. Employees are allowed to participate in these activities during work hours in order to raise as much money as possible.

Every year, employees are given the opportunity to nominate a charity for any monies raised to be donated to. The Social Committee is responsible for choosing 3 or 4 causes which the money raised throughout the year is divided between. Fundraising events go on within different offices throughout the year. Local offices regularly hold dress down days, bacon roll mornings, book sales, Burns lunches and lots more. Employees are allowed to participate in these activities during work hours in order to raise as much money as possible.

GAD do a number of things to ensure employees feel appreciated and that they are rewarded for their continued or outstanding efforts. For this reason the company offer employees performance related pay, a thank you from the Leader during the monthly update, an acknowledgement and thank you in team meetings, success stories are also published in the e-GAD news.

GAD do a number of things to ensure employees feel appreciated and that they are rewarded for their continued or outstanding efforts. For this reason the company offer employees performance related pay, a thank you from the Leader during the monthly update, an acknowledgement and thank you in team meetings, success stories are also published in the e-GAD news.

Fenland District Council has a Health Improvement Co-Ordinator. They hold well being events and there are leisure services that employees can use.

Fenland District Council has a Health Improvement Co-Ordinator. They hold well being events and there are leisure services that employees can use.

At Essex County Council, they recognise that people managers respond to a wide variety of development opportunities. Work shadowing opportunities are provided, as are opportunities for secondments, whether on a full time or part time basis. These opportunities offer employees the chance to identify career opportunities within Essex County Council and develop skills that will enhance their career choices.

At Essex County Council, they recognise that people managers respond to a wide variety of development opportunities. Work shadowing opportunities are provided, as are opportunities for secondments, whether on a full time or part time basis. These opportunities offer employees the chance to identify career opportunities within Essex County Council and develop skills that will enhance their career choices.

In an effort to ensure employees feel rewarded and recognised for their efforts, additional pay increments or lump sum awards are given for exceptional performance. Bottles of champagne are also awarded to individuals at staff meetings and ‘Thanks' to teams or individuals by email or at group meetings.

Working hours and working practices are discussed regularly at line meetings within EPCC at the University of Edinburgh. Many employees also work from home one day a week particularly when they have a long commute to work. There is also a level of flexibility offered in terms of employees' core hours; if appointments need to be attended then the core hours can be amended to accommodate the individual.

Earthwatch give pubic recognition at mission meetings and there are thank you cards from Senior Management. They have a very robust intranet to share information, social events and photos. Recent achievements are communicated at the monthly mission meetings attended by all staff. Emails are sent by Heads of Department about departmental achievements with accolades to individuals who are highly accomplished.

As an environmental organisation, Earthwatch recognises that their day to day operation has an impact on the local, regional and global environments. They are committed to continuous improvements in their own performance and have development policies that enable them to put in place a strategy and process by which their efforts towards sustainable environmental improvements can be measured and monitored on an on-going basis.

There are live Q&A sessions through staff meetings and in service training events. Many managers work in open plan offices alongside employees and the CEO adopts this approach as well. There are regular updates by Senior Managers and the CEO via internal newsletters.

Dyslexia Action endeavour to recycle as many work materials as possible. They have an environmental policy which is published throughout the organisation. They increasingly use webinars as a meeting format, reducing the need for travel. They email and thereby have reduced their postage and paper use significantly. They ensure that all machinery is switched off at the end of working days.

Through Contribution Management & PRS schemes, employees may receive amendments to their salaries. Contribution Management is based on two elements, performance against a set of objectives and market rate analysis (the organisation aims to reward employees within the upper quartile of the market figure). PRS - employees have the potential to receive bonuses quarterly depending on productivity and achieving standards.

There are Hot Topic guidance sheets and information for managers, providing update on employment legislation and procedures. There is Delivery of training for managers on Attendance Management utlising the services of ACAS. There is a Leadership development programme, improving and enhancing leadership skills.

The GM motivates and supports employees from the top down and has drive, passion and enthusiasm for the organisation and its success. He encourages people to develop and reach their full potential, providing support and mentoring as appropriate. He has always encouraged an open door policy for all staff and although he operates at a highly strategic level, will still find time to work alongside frontline staff, particularly at busy times. This promotes a feeling of being valued and appreciated and staff feel the importance of their role is understood by top management.

Staff are able to vote for employees and a presentation ceremony is held at staff party and awards night. There is a night out for all staff to a restaurant. Attendance at Awards ceremonies e.g. Falme Award, Best Bar None Awards, Keepmoat Sports Awards etc.

The Council have proposals to introduce informal recognition advice and guidance to managers and formal recognition via annual awards. 25 and 40 years service are recognised with a gift, certificate, awards ceremony/dinner. 25 years receive £100 vouchers, 40 years receive £250 vouchers. As part of their plans for informal recognition, thank you cards are proposed.

The Council have proposals to introduce informal recognition advice and guidance to managers and formal recognition via annual awards. 25 and 40 years service are recognised with a gift, certificate, awards ceremony/dinner. 25 years receive £100 vouchers, 40 years receive £250 vouchers. As part of their plans for informal recognition, thank you cards are proposed.

The leadership have a scheduled 'walk about' and one member of SMT does 'walk about' every week and also visits staff workrooms for a chat. This is well known & welcomed by college staff. They are very open with staff and have been in the college for a long time. They are well respected.

The leadership have a scheduled 'walk about' and one member of SMT does 'walk about' every week and also visits staff workrooms for a chat. This is well known & welcomed by college staff. They are very open with staff and have been in the college for a long time. They are well respected.