NB is very supportive of charities. They offer to match employee fundraising which means that funds go to charities that mean something to them personally. They give all staff two days leave for charitable work which has helped local scouts, dog walking and school governorship. They also donated lockers from their basement showers to Broadway homelessness charity for one of their homeless shelters. They have an Environmental Committee, headed up by the EMS Manager, which is supported by representatives from across the company. This committee meets quarterly to review environmental performance of the organisation, and to identify potential improvement opportunities. The company operates a waste recycling system. All employees are educated to put recyclable waste into recycling bins, so as to minimise the amount of waste sent to landfill. Twice a year they run a 'Green Week' on the intranet, to raise awareness of climate change issues and provide advice on how they can reduce their impacts on the environment.

The senior management team have all "grown up" within the organisation from a graduate or just qualified level. They also get involved in corporate responsibility activities and they are high profile at our staff parties. They communicate with employees at company briefings and town hall meetings, which ensure that everyone understands the company's future strategy. There are also bi-monthly divisional director/associate breakfast briefings which are co-ordinated and hosted by peer group and allow another way to communicate.

Managers' Charter workshops have been designed to ensure managers are aware of their roles and responsibilities, these workshops are supported by the Managers' Charter and interactive development guide. A 3 tiered approach to management is available to cover the skills needed at various levels of management with a full programme of training available along with an accreditation via the Core Leadership Development Programme. All heads of units have attended an Exec Coaching for Performance workshop which develops their coaching and mentoring techniques as well as helping them to get the best out of their staff with the overall aim being to have more internally trained coaches available.

Health screening tests performed by an occupational nurse are on offer to all employees on site as part of the wellbeing programme resulting in lifestyle advice being given to everyone in order to maintain a healthy lifestyle. Flexi time is available for most staff and employees are able to bring their family along to some of the out of work activities such as heritage days, Christmas carol service and sports and social events.

Nando's have a learning and development team within the business providing a wide variety of internally organised and run courses that include various themes such as inductions, coaching and practical courses on restaurant management. They also have two external coaches and mentors who work with the regional managers providing specialist support and development on an ad hoc basis as and when the need arises.

Nando's have developed a Working in Management Teams programme which is designed to improve communication skills throughout the company by gaining a greater understanding about how their teams behave when working in a group. This initiative has also been adapted to include work on a community based project where people work together to support a worthy cause. Restaurant teams are able to make use of a £1500 per year staff fund which is used to celebrate with the team whilst there are also area parties celebrating overall success each quarter.

Each staff member is given the opportunity to choose a senior member of staff to become their mentor. Employees meet with their mentor, often for coffee or lunch, once a month to discuss career goals and seek guidance. All staff are also taught management skills at external training sessions.

Each staff member is given the opportunity to choose a senior member of staff to become their mentor. Employees meet with their mentor, often for coffee or lunch, once a month to discuss career goals and seek guidance. All staff are also taught management skills at external training sessions.

Morgan Stanley recognises it has a role and a responsibility in advancing sustainable global development which requires a sound economy, strong social institutions and a healthy environment. They also realise their long-term business goals are best achieved in societies that embrace sustainable development. Contributions they make with their clients to help minimise environmental and social risks, such as making sound investments in environmentally beneficial technologies, encouraging investors to mitigate environmental risks and engaging stakeholders in open and constructive dialogue, can have positive impacts for communities, businesses, governments and the environment. In turn, Morgan Stanley benefits from stronger relationships with clients and communities as well as from healthier, safer and more sustainable societies.

All employees have access to two types of training curricula: Financial product training to enable the technical development and management training to enable the professional development. Formal training is delivered in a variety of ways: classroom, online, Video-Conference and LiveMeeting. Sharing Knowledge is key to Morgan Stanley's culture and is typically undertaken at a divisional level using different tools. Some of these include ‘lunch and learn' events in which employees will come together in a less formal seminar for a briefing or seminar. Divisions will also make use of the intranet to share departmental knowledge and via Morgan Stanley today to share company information. Morgan Stanley has a number of strategies in place to manage talent. This includes key programmes that develop and engage with the workforce. An example of this is the Women's Leadership Development programme which focuses on the senior leadership Development Programme.

Molnycke have an International Environment, Health and Safety Manager who reports to a member of the board of directors. At each manufacturing location there is also a nominated ‘green' person with responsibility for environment. They have an Environmental Policy and Action plan in place and targets are established, continuously monitored and the results disseminated both internally and externally. They are committed to good recycling practice, both in their own production and in their recommendations to customers when disposing of used products for example, if not contaminated, packaging materials such as cardboard and corrugated board can and should be recycled. At a UK level charitable initiatives include Giving Something Back which enables employees at their office location to nominate local charities or good causes for a charitable donation from the Company. Sponsorship and involvement in Pride in Oldham is how the manufacturing site supports the local community.

Molnycke have an International Environment, Health and Safety Manager who reports to a member of the board of directors. At each manufacturing location there is also a nominated ‘green' person with responsibility for environment. They have an Environmental Policy and Action plan in place and targets are established, continuously monitored and the results disseminated both internally and externally. They are committed to good recycling practice, both in their own production and in their recommendations to customers when disposing of used products for example, if not contaminated, packaging materials such as cardboard and corrugated board can and should be recycled. At a UK level charitable initiatives include Giving Something Back which enables employees at their office location to nominate local charities or good causes for a charitable donation from the Company. Sponsorship and involvement in Pride in Oldham is how the manufacturing site supports the local community.

Minivator is fully supportive of its employee's commitment to charity and aims where possible to match funds raised. For example, in support of Children In Need, they matched what was raised through a book, DVD and CD sale. As an organisation, they try to recycle and reuse wherever possible, recycling paper, cardboard and metals for example.

Minivator is fully supportive of its employee's commitment to charity and aims where possible to match funds raised. For example, in support of Children In Need, they matched what was raised through a book, DVD and CD sale. As an organisation, they try to recycle and reuse wherever possible, recycling paper, cardboard and metals for example.

Employees are be invited to pitch a creative idea to a 'Dragon's Den' style panel encompassing the senior management with the incentive of winning £10,000 worth of investment in the idea which can be split between several employees or ideas.

A recent team building event at MCBD was an all agency meeting where changes to staff policies and agency life were communicated along with the management restructure, office refurbishment and their new branding and mission statement. The event was followed with a party.

The leader and senior management team participate in all company social functions and these gatherings and events provide a valuable opportunity to chat with staff informally. There are quarterly company update meetings that take place off site for all employees. All managers also work alongside their teams in an open plan office and the directors have an open door policy. They also encourage and support staff development, provide open and honest communication, and drive a culture of delivering outstanding service and ambition for future success and prosperity.

The leader and senior management team participate in all company social functions and these gatherings and events provide a valuable opportunity to chat with staff informally. There are quarterly company update meetings that take place off site for all employees. All managers also work alongside their teams in an open plan office and the directors have an open door policy. They also encourage and support staff development, provide open and honest communication, and drive a culture of delivering outstanding service and ambition for future success and prosperity.

Microsoft provide employees a career development framework with tools and guidance to understand the range of opportunities available. Employees are encouraged to have a development plan comprised of 70% growth activities relating to current job responsibilities, 20% coaching, mentoring and feedback and 10% reading, CDs, classes and seminars.

Microsoft encourages a culture of continuous feedback and recognition. Each department is able to implement awards as they see fit. Recognition currently in place includes star awards (thank you cards) and the ability to recognise colleagues through peer awards.