Team Cohesion = Performance

They support employees and their well being by undertaking a rolling programme of baseline health assessments and regular monthly health promotions. In addition to the core Healthy Hearts Programme and health topics they actively review suggestions for health promotions through from employee focus groups. They operate a flexible working programme incorporating home working and a Parental Leave Policy which allows for additional unpaid leave to be taken. The number of hours employees work is monitored and they can accrue lieu time. The occupational health department regularly hold campaigns to make employees aware of health and safety which covers the importance of a work life balance.

There is a budget in place for teams to socialise outside of work. The West Wales catchments have held events such as ten pin bowling and kayaking and many retirement evenings with a pub meal in a relaxing sociable environment. Teams are involved in sponsored community events such as events such as beach cleans and undertaking projects such as creating a garden for a school. There are also two formal team building ‘away days' per team each year. This involves activities chosen by the team and involves every member of the team.

Employees are recognised for their contributions. Those who have achieved long service are rewarded with a £250 bonus after five years service with the provision that the money must be spent doing something fun with other people in the company. Employees also receive vouchers and other thank you gifts from their line managers as applicable, for working overtime or going beyond their job role to assist the company.

They take a very informal approach to looking after employee wellbeing. Although they have policies and procedures, they regularly work outside of these to ensure the wellbeing of the employees comes first. For example, they offer enhanced sickness pay, very flexible working hours and home visits as often as the employee would like. Some members of staff contact senior managers and directors outside of the normal working hours for chats of support or encouragement, a practice that is very unique to JoJo and encouraged at all times. They conduct annual audits across the company to measure any stress levels and ensure all employees are achieving a good work/life balance. Many employees have the ability to log in to their desks from home which permits them to be more flexible. Employees are encouraged to leave work on time and all holiday must be taken each year. In special circumstances employees are given additional time off for special occasions or sabbaticals. Parents are encouraged to return to work and take up part time roles and JoJo has a large proportion of part time roles which works well for parents. There are events organised throughout the year which always involve family members.

JoJo contributes to numerous small charities which are based in the local vicinity of the JoJo stores. For example, they give a Christmas gift to all the children in care in Torfean, the borough local to the head office. These presents are collected up from the design studio and the head office and generous stockings are made up from items taken from stock. The senior designer at the London Design Studio has been designated Environmental Champion for the company and has been pro-active in implementing a company policy on environmental issues, ensuring that every element of design and production takes its environmental impact into consideration. They have an informal system of monitoring their effects on the environment and are constantly striving to reduce their impact. Such attempts have included ensuring that all packaging is responsibly sourced, reducing the amount of packaging and keeping the chemicals used to a minimum. The company re-uses as many materials as possible, including packaging and bubble wrap and all paper, cardboard, plastics and cans are recycled. The company has also introduced the Government bike scheme to encourage employees to cycle to work

Jobsite take the health and wellbeing of their employees very seriously and as such free flu vaccinations are offered to all employees as well as Tamiflu tablets, free healthcare is also provided as well as eye tests and a substantial contribution to new spectacles if required. Employees also have the benefit of enviormentally friendly office surroundings and flexi working is available in some areas. Ladies returning from maternity leave are encouraged to return to work on a part-time basis and several remain on these hours which Jobsite are happy to accommodate. Some departments work on a staggered start and finish time and they are quite flexible about people working from home in some areas.

Jobsite take the health and wellbeing of their employees very seriously and as such free flu vaccinations are offered to all employees as well as Tamiflu tablets, free healthcare is also provided as well as eye tests and a substantial contribution to new spectacles if required. Employees also have the benefit of enviormentally friendly office surroundings and flexi working is available in some areas. Ladies returning from maternity leave are encouraged to return to work on a part-time basis and several remain on these hours which Jobsite are happy to accommodate. Some departments work on a staggered start and finish time and they are quite flexible about people working from home in some areas.

As a College they have a vast range of internal resource so they can therefore usually provide the required support for the development needs identified by any member of staff. The College has a scheme in place called Communities of Practice where peers share best practice, share ideas and support each other which can help managers to develop within the role. As an organisation they live their values, teamwork, integrity, customer focus, confidence, success, at all levels of the organisation and they are used in decision making at the highest level by the senior management team and the board of governors.

Every member of staff benefits from generous annual leave, a final salary pension scheme, bike to work scheme, childcare vouchers, as well as reduced price membership at either the College's own spa & gym or others in the city, as well as a range of discounts at theatres and local shops. Staff are encouraged to have a healthy work / life balance.

The Leader of the organisation, Justin, commits a huge amount of his time to communicating and engaging with colleagues. From the face-to-face events that he does every month and his weekly store visits to the regular 'all colleague letters, responses to the Tell Justin suggestions and filming the monthly briefing and column in the Journal. The impact that this has is tangible as colleagues show huge warmth and respect for him and clearly find him very approachable. Every member of the board holds a ‘Start the day with' session every month. These are breakfast listening groups held with a colleague from every store in a region. With no set topic these are a chance for colleagues to say what is on their minds and to ask questions raised by themselves or their colleagues back in store. The operating board and directors tend to spend most Friday's visiting stores or depots to spend time face to face with colleagues and customers to hear first hand what is working well and where the opportunities are to improve the way they work or the way they implement new ideas for their customers.

The Leader of the organisation, Justin, commits a huge amount of his time to communicating and engaging with colleagues. From the face-to-face events that he does every month and his weekly store visits to the regular 'all colleague letters, responses to the Tell Justin suggestions and filming the monthly briefing and column in the Journal. The impact that this has is tangible as colleagues show huge warmth and respect for him and clearly find him very approachable. Every member of the board holds a ‘Start the day with' session every month. These are breakfast listening groups held with a colleague from every store in a region. With no set topic these are a chance for colleagues to say what is on their minds and to ask questions raised by themselves or their colleagues back in store. The operating board and directors tend to spend most Friday's visiting stores or depots to spend time face to face with colleagues and customers to hear first hand what is working well and where the opportunities are to improve the way they work or the way they implement new ideas for their customers.

Colin Forrest, the Chief Executive at ISG Pearce, attends every new employee induction session, is visible sitting along side other employees at the head office and will answer any question posted to him on the "ask Colin" intranet forum. He also holds a Q&A session at each of the twice a year business presentations and is happy to be put on the spot and address any issues or concerns or general comments made by employees within all levels in the company. At least one member of the Executive team will always attend the company social events organised.

Any member of staff can undertake a Performance Development Plan (PDP) to plot their progress through ‘career pathways'. The purpose of the PDP could be for career progression, technical or soft skills development in a current role. They also provide their employees with extensive training such as commercial awareness training for all site staff to improve knowledge of contracts and ISG Pearce commercial processes, equality and diversity training and operational processes training to maximise consistency in the use of ISG Pearce systems and processes across all sites. They also offer training of a variety of soft skills such as assertiveness, conflict avoidance and stress management and avoidance, all of which their delegates have found to be useful at both work and home. The ISG Pearce Graduate Training Scheme includes a structured 2 year programme that develops graduates' technical knowledge and skills and improves their awareness of the company and construction industry in general.

The appraisal system incorporates a training plan where any courses/qualifications that will enhance performance are identified. This incorporates management qualifications. Internal management development training is available and whenever possible Inventures recruit internally. Succession planning is supported through mentoring and coaching to develop management. This approach enables knowledge and skill transfer. The appraisal process is 360. Internal coaching/mentoring is facilitated for all new starters and where there are specific requirements for knowledge transfer. Where there are opportunities or specific requirements for knowledge transfer external coaching/mentoring is arranged. In addition, external experts are regularly invited to attend internal meetings to share their knowledge and experience. Inventures also provides mentoring to external organisations. Board meetings are held on a quarterly basis. Other managers forums and seminars are held when there is a business need.

Inventures was established following a management buy out in 2005. The Leader of the organisation, David Lawrence, purchased Inventures with five fellow directors and established it as a consultancy in the private sector. The Leader met with each individual and discussed what opportunities were available for them and recruited people into the new private sector organisation. This entrepreneurial move saved many people's jobs and ensured that the new organisation retained specialist skills and experience that benefited Inventure's unique selling point and enabled its transition into a profit making enterprise. The leader ensures that he meets all new recruits personally to welcome them to the organisation and assure them that his door is open to them. His approach is very personal, taking time to know every single member of staff, to understand their interests inside and outside of work.

i-level operate a monthly staff meeting in one location where different leaders host each month. They also have live Q&A or surgery sessions. The workspace is open plan even senior management sit on the same floor and not closed off from other employees. The layout of the office promotes easy access for all employees. The company hold Intranet blogs or present regular pieces of information in the organisation newsletter/magazine. They believe the sort of communication should be face-to-face. For a company of close to 150 employees, he knows everybody by name, position and contribution to i-level. The company is undergoing significant cultural and structural change and the leadership have ensured they hold regular updates at monthly meetings as well as ensuring he is accessible to every member of the business. The leadership believe in a strengths based culture and this involves tearing up the old rule book to identify and nurture what people are naturally good at and to tie this into their individual performance development structure.

i-level works extensively with the strengths academy and external management consultancy that focuses on helping employees to identify and nurture their strengths, and how to best apply this in their careers, the work-place and in their contribution to building super teams and department road-maps. Whilst it is a recession and most companies have held back on hires, i-level have a legacy of developing outstanding media talent. They recruited 19 graduates to participate in a comprehensive Graduate Development Programme this year known as i-Cademy. To promote work life balance and new experience, i-level provide all employees with a £150 allowance per year to spend on any training, with the specific condition that it is non work related. Continuous Professional Development (CPD) logs are an initiatives that operate an “on-line learning CV” where all professional training is recorded and used as a record for professional development and performance reviews. i-level have a comprehensive Performance Appraisal System. Employees are appraised at 3 months, 6 months and 12 months when they commence with i-level and then every 6 months following this. they take their appraisal process seriously and the annual reviews involve 360 degree feedback from clients, suppliers and colleagues. Employees also have their opportunity to provide detailed feedback about their progress and how they would like to develop professionally and personally.

The culture of Idis is very dynamic and encourages entrepreneurship. This is clearly driven by Natalie, their leader. She is a charismatic leader and passionate communicator, who is keen to provide updates and communicate with all staff. Examples include, leading the ad-hoc company “bus stop” meetings and attending team meetings. They also run a lunch with Natalie programme, where a couple of times a month a staff member will go to lunch with Natalie, individuals are randomly selected and it could be an employee from any level or department. The purpose of this is to get first hand feedback from staff and temperature check what the organisation are doing well and what they could be doing better. Natalie also leads our staff innovation team, providing a monthly forum to explore new ideas and how they can be implemented into the business.

The HR department work in strong partnership with people managers in Idis to coach and empower them to be more effective in their roles. To encourage people managers to further develop their skills the company support and fund external qualifications and 360 feedback is provided annually to senior managers, members of the directors team also have access to external business coaches as well as Management and Leadership academies.

Employees are rewarded and recognised for their efforts. Managers are encouraged to acknowledge good performance directly with their staff. Milestone recognition is given and usually takes the form of a celebratory event and a gift and instant recognition is usually by email.

Employees are rewarded through various means. There is an appraisal process in place during which employees and managers are encouraged to give balanced feedback. All employees are also eligible for a bonus. This is directly performance related therefore recognises those who have achieved.

Hyndurn Borough Council recognise and reward high performance teams and individuals in various ways such as Local Heroes in their newsletter, the Great Big Thank You event, Hyndsight, personal letters of congratulation from the Managing Director and token payments in recognition of staff who go the extra mile. Job evaluations are conducted regularly to ensure that salaries are paid equally for jobs across the organisation.

Over the last few years HBC has introduced many actions to reduce CO2 emissions and related environmental impacts from its operations. Some highlights of this include innovation in the vehicle fleet including environmentally friendly mayoral car and caretakers vans, measures to encourage staff to purchase more fuel efficient vehicles and efficient use of computer equipment with a central energy management system. More recently, the energy performance of 10 of the main buildings has been audited and they are committed to considering how to bring forward improvements to the energy efficiency of those buildings. To help with this, they created a Property Services post with an increased emphasis on energy management.

Teams are rewarded and recognised in many ways. These include Bar3 events, which are themed events designed for all employees to come together, relax and have fun. There are Christmas party's held in Maidenhead and Glasgow and all employees are invited. For the employees working in retail stores and unable to attend, they provide £30 per head for local arrangements to be made. Individual teams also run annual events which are about connecting as a group as well as focussed on work. There are also team celebrations, for example, the retail team has monthly store team incentives to celebrate successes in different campaigns and successful teams are rewarded and recognised via their 3 Cheers scheme, where they will receive both a thank you and voucher or points to be spent in the online prize store. Formal team building also takes place. For example, they recently ran a two day event for an HR team. It started off with an icebreaker and a session from the manager describing her view of the challenges the business and the team faced. There were development exercises focused on being more influential in the business and with each other as well as how to make effective requests and commitments in this team.

Most of the management and leadership development is about how to manage relationships with others. They have a micro-site that supports managers on the Fearless programme which contains pre and post course materials as well as discussion boards and additional content. They also provide a managers tool kit to support managers with the performance management process. They have internal management and leadership programmes, Aspire and Inspire, which includes coaching and a 360 degree feedback element. Should managers wish to take external qualifications they offer sponsorship, funding of fees, contribution towards the costs of core texts and materials, travel costs and they also provide study leave and time off for exams.

There are various events organised to ensure that teams spend time together outside of the workplace including the annual dinner and dance, educationals and theme park visits. There is also a fund in place which can be used at the team's discretion to arrange such events. Formal teambuilding events are also held several times a year. The most recent involved the senior management team and directors spending an away day brainstorming new ideas and discussing the progress of the company in the future. This ended with a social meal.

There are various events organised to ensure that teams spend time together outside of the workplace including the annual dinner and dance, educationals and theme park visits. There is also a fund in place which can be used at the team's discretion to arrange such events. Formal teambuilding events are also held several times a year. The most recent involved the senior management team and directors spending an away day brainstorming new ideas and discussing the progress of the company in the future. This ended with a social meal.

Under the Hats Off awards program, employees can nominate their colleagues for awards that recognise their efforts and achievements. As well as rewarding employees, this also serves to form stronger bonds between teams.

Hitachi Data Systems have an on line management resource centre, providing a central hub for all people related transactions, performance management, management development tools and compensation planning. All managers also have access to Skillsport, an on-line training resource that can be accessed at any time to develop a wide range of management skills.

Hinckley & Bosworth Borough Council provide dedicated sessions for people who want to quit smoking. They have a health improvement officer who promotes healthy lifestyles to staff. They help to manage stress within the workforce by working with a union to provide 1-2-1 sessions and they support paid OCC health counselling for stress and other mental health issues. The company also hold staff walks and yoga sessions.

Hinckley & Bosworth Borough Council provide dedicated sessions for people who want to quit smoking. They have a health improvement officer who promotes healthy lifestyles to staff. They help to manage stress within the workforce by working with a union to provide 1-2-1 sessions and they support paid OCC health counselling for stress and other mental health issues. The company also hold staff walks and yoga sessions.

Employees are recognised and rewarded in many ways. In recognition of commitment, after ten years service and every subsequent five years, employees receive a certificate and a cheque. Managers can also give awards for going the extra mile where employees are rewarded with shopping vouchers. There is also a Bright Spark suggestion scheme in place where ideas are initially filtered by staff consultation group representatives. If an idea is adopted, the person suggesting it receives a financial reward dependent on whether the benefits are local, regional or national.

Employees are recognised and rewarded in many ways. In recognition of commitment, after ten years service and every subsequent five years, employees receive a certificate and a cheque. Managers can also give awards for going the extra mile where employees are rewarded with shopping vouchers. There is also a Bright Spark suggestion scheme in place where ideas are initially filtered by staff consultation group representatives. If an idea is adopted, the person suggesting it receives a financial reward dependent on whether the benefits are local, regional or national.

At Herman Miller they feel that respecting the environment is more than good business practice, it is the right thing to do. They have a revive, reuse and recycle policy in place whereby equipment is refurbished and re sold, re used or recycled in the most environmentally friendly way.

The Leader lives the culture of the business and shows respect to all his staff. On his visits he goes around and talks to all his staff and understands the company is nothing without a strong engaged work force. All sites are open plan and all managers' doors must be left open unless a private meeting is in progress which encourages an open culture. Managers communicate through weekly monthly meetings and when required.

There has been inspirational leadership training for over forty senior managers over the last year. Managers are supported through access to resources on the intranet site. They also receive internal coaching and mentoring from Human Resources and group managers as well as 360 feedback.

Potential managers within the organisation are identified early on and given the nurturing and support that they need to move up to higher levels. Managers are mentored by more senior staff from within Hereford Sixth Form College whilst also extending the mentoring process through other sixth form colleges. Managers are also encouraged to attend any West Midlands management and teacher groups to extend and share their knowledge.

Potential managers within the organisation are identified early on and given the nurturing and support that they need to move up to higher levels. Managers are mentored by more senior staff from within Hereford Sixth Form College whilst also extending the mentoring process through other sixth form colleges. Managers are also encouraged to attend any West Midlands management and teacher groups to extend and share their knowledge.

Managers receive leadership and supervisory skills training, coaching and mentoring. There is also a buddy system for new employees to give them additional support. Those wishing to undertake external qualifications, such as the MBA or MA receive pay and support. Managers are encouraged to mix with their teams, for example by having lunch with employees to develop better relationships.

Managers receive leadership and supervisory skills training, coaching and mentoring. There is also a buddy system for new employees to give them additional support. Those wishing to undertake external qualifications, such as the MBA or MA receive pay and support. Managers are encouraged to mix with their teams, for example by having lunch with employees to develop better relationships.

They have a budget in place specifically for fun and social events to encourage team bonding and socialising outside of work. These events include the Christmas Annual Awards, visits to restaurants in London and the Peach Seminar in London for the executive team and general managers.

They have a budget in place specifically for fun and social events to encourage team bonding and socialising outside of work. These events include the Christmas Annual Awards, visits to restaurants in London and the Peach Seminar in London for the executive team and general managers.

The HPA encourages personal growth and many staff use the Continuing Professional Development (CPD) route to ensure that they are up to date. The main centre's run a number of lunchtime seminars on a diverse range of scientific topics. These are open to all staff irrespective of discipline. They have strong collaborative arrangements with a number of professional and academic institutions allowing for the interchange of ideas, some of this takes place nationally and internationally.

They recently introduced an annual VIP Award, Values in Practice. This has six categories that colleagues can be nominated for. These awards were presented by Sir Liam Donaldson and are a public recognition of the outstanding effort made by HPA staff. All local newsletters publish examples of the work that staff are doing, much of it in collaboration with other agencies or organisations. At a local level managers are encouraged to praise achievement whether individually or in team meetings.

All managers including the CEO operate an open door policy and work in close proximity to their teams. New employees are invited to meet the CEO and senior leaders over specially convened buffet lunches and staff also have the chance to ask the leaders questions through the staff council. The CEO, Shaun Reason always makes an effort to talk to staff, not only about work but finds common ground on a personal level too. He invites criticism and responds to this by not acting defensively but by explaining/upholding the decision/action or by taking action to address the issue raised. He has also introduced a staff suggestion scheme that can be accessed anonymously which he personally deals with.

Employees are encouraged to organise and get involved with fundraising activities. Activities undertaken by employees have included a sky dive, swimathon and staff have also helped to decorate a youth centre and supported opportunity days for young people with learning difficulties and disabilities. The company is very much part of the community support infrastructure within and beyond Hertfordshire and they recruit local people where they can. HCS have an Environmental and Health & Safety Committee that meets regularly, with staff representatives from across the company. They have been instrumental in introducing their 'no-personal bin' policy and reducing their electricity usage with a 'lights off' campaign.

HCL ensures that all employees enjoy fun social events as a form of reward as well as a valuable exercise in team building. Recent events have included a trip to Cannes for a team which had significantly outperformed projections, a karaoke night for another team to celebrate getting half way to its annual targets and team building dinners to welcome new joiners. There is also the annual awards ceremony and a divisional Big Billers Club, which meets regularly for nights out and trips, for example to Vegas and New York.

Each year in February they hold the annual HCL Awards Ceremony. This is the biggest event in the company calendar at which the achievements of their brightest stars and the whole company are publicly recognised. With a large budget devoted to the event, the party is held every year in a different flagship London location. Employees from all their offices have transport and hotel accommodation arranged and paid for. The Company's brightest star is rewarded with a high performance sports car and support employees, rising stars and bright new starters are also rewarded with cash and other prizes. This year, all staff were invited to vote on their choice of the top prizes for the HCL Awards and they chose a luxury long haul trip for the 8 - 12 top performers from each of their four divisions. The biggest biller will also get a Porsche Boxter. Support staff will be rewarded with a luxury European trip and there will also be cash prizes and winners also receive personalised award plaques.

Hays unique culture and environment utilises the strength of teams as a way of delivering excellence in recruitment and customer service to their clients, temporary workers and applicants. All teams are encouraged to meet together weekly to cascade messages, share issues and build knowledge. Managers are encouraged to manage teams as well as individuals and to ensure team events occur on a regular basis in order to strengthen the bond; this often includes a social element as well as business focussed activity. Office based incentives promote the strength of the team and awards enable the team to celebrate together both in a social context and on sports and experience events for example a paintballing day. Management conferences seek to encourage team building across specialist business functions and areas. These events often feature team events and utilise teams to solve problems and generate ideas and discussion.

The senior management team provide constant support and feedback internally to staff via established communications channels. There is sometimes a need to go outside of these and the senior management team in difficult times will often be seen floor walking to engage and re-energise the workforce. The Managing Director has his office on the same floor as consultants and it is not unusual for him to ‘hot-desk' when visiting other offices around the business and other senior managers will move around the business as much as possible. Both the Chief Executive and Managing Director give regular “blogs” that can be responded to with transparency online enabling them to be upfront and honest with their employees.

Granby Marketing Services believe that businesses are responsible for achieving good environmental practice and operating in a sustainable manner.They are committed to reducing their environmental impact and continually improving their environmental performance as an integral and fundamental part of the business strategy and operating methods. They also support local charities by donating client surplus stock wherever possible. They liaise with local employment agencies i.e. job centre and local colleges to ensure that when they recruit they utilise local resources.

Granby Marketing Services believe that businesses are responsible for achieving good environmental practice and operating in a sustainable manner.They are committed to reducing their environmental impact and continually improving their environmental performance as an integral and fundamental part of the business strategy and operating methods. They also support local charities by donating client surplus stock wherever possible. They liaise with local employment agencies i.e. job centre and local colleges to ensure that when they recruit they utilise local resources.

All employees are rewarded with twenty hours of paid time to undergo any training offered from the substantial Talent Development programme or external training. They request that these twenty hours are then matched by a further twenty hours of volunteered time annually. Other training that employees might undergo includes Gensler University, Annual 'Learning at Work Day' and Project Manager training. Over 90% of the large Talent Development programme is sourced and delivered internally. They hold an enormous amount of industry and cultural knowledge and talent from all areas of the globe their primary goal is to develop this.

Gensler lead sustainability efforts through a dedicated Sustainability Committee. This committee is made up of individuals who feel passionately about working within and promoting the issues of sustainability in the environment. New recycling or reduction schemes are communicated and promoted internally at monthly or six-monthly all staff meetings through bespoke humorous videos. Gensler's Community Outreach programme is driven entirely on the interests and entrepreneurship of all those involved. Through a volunteered Community Outreach Committee, their support of local charitable organisations is organised and implemented. The Community Outreach programme incorporates staff from all disciplines and levels working together on a diverse range of projects that have a long lasting positive impact on the charities they support. To demonstrate their commitment to effectively manage projects, sustain and protect the environment, they identify and evaluate the environmental aspects of all projects undertaken, setting measurable and realistic environmental objectives and targets to improve the environmental performance across the business. They also source environmentally sustainable materials, reduce their waste and consumption of energy and maximise opportunities to re-use and recycle where possible.

There is a variety of training opportunities available for employees including Leadership Programme, Management Development Programme and NVQs. Employees share information and knowledge through many means. Every quarter they have a Group Wider Management Team where they encourage teams to take the floor and share their successes and learning points; involving motivational speakers from time to time. There is also an annual staff event which provides a forum for sharing ideas across the group and the intranet is a constant source for knowledge sharing. Employees are also encouraged to have involvement in local community projects, work experience initiatives and skills festivals with local schools, colleges and universities and to maintain a continuous professional development log to help their progression.

They provide a competitive range of benefits which include flexible working, personal development opportunities and career breaks. In addition to these they also offer concessionary days off at Christmas and time is given for teams to enjoy a Christmas lunch together. They are hoping to introduce a reward strategy to offer other flexible benefits.

Employees are recognised by being verbally acknowledged for their effort and attainment and rewarded with cash prizes, incentives and financial reimbursement at the end of the month. There is also fun and games on the sales floor with raffles and computer games.

Freshstart have a culture of work hard - play hard and they believe they understand what makes their staff "tick" They take the wellbeing of their staff seriously, understanding, appreciating and recognising that staff have a choice of employers, so even in a recession, they are fair, respectful and tolerant.

Employees are rewarded in various ways. Milestone recognition is given by the Managing Director or Director who will make a short presentation and give the employee a card and gift from the Company and their fellow employees. There are also discretionary bonuses and gestures of thanks. The Company may also reward an employee if their suggestion to their newly formed Business Innovation Panel is adopted by the Company. This new forum allows employees to make a real contribution to driving innovation and making improvements in the business.

Employees are rewarded in various ways. Milestone recognition is given by the Managing Director or Director who will make a short presentation and give the employee a card and gift from the Company and their fellow employees. There are also discretionary bonuses and gestures of thanks. The Company may also reward an employee if their suggestion to their newly formed Business Innovation Panel is adopted by the Company. This new forum allows employees to make a real contribution to driving innovation and making improvements in the business.

As a small company eSpares encourage everyone to get involved in the areas of the business that are of interest to them and where they can add value. No one is pigeonholed into a job description and the organisation do their best to accommodate employee requests for flexible working hours and the ability to work from home.

If someone within the management team expressed interest in a workshop for more formal qualifications it would be supported within the business. eSpares operate an open door policy and it would always be their standard to support and mentor a colleague who needs it.

People managers are given a great deal of support. There is a Management Development Programme in place and the types of training they might receive includes mandatory training, corporate level training and divisional / individual training. 360 feed back is given as part of the Management Development Programme and internal coaching and mentoring is continual.

People managers are given a great deal of support. There is a Management Development Programme in place and the types of training they might receive includes mandatory training, corporate level training and divisional / individual training. 360 feed back is given as part of the Management Development Programme and internal coaching and mentoring is continual.

ENS Employees receive free occupational health checks as well as offering total flexibility to accommodate any personal or medical appointments. Whenever possible employees are given time off in lieu to help ensure that staff never work excessive hours.

Anyone wishing to take part in relevant further training through recognised formal qualifications are fully funded and supported with paid study leave. The average spend that the company invests in training is £2,500 per employee each year with approximately 200 hours allocated on average per person.

People are encouraged to share lifts with each other through the company car share scheme whilst a bike buddy scheme helps new cyclists cycle to work safely and build their confidence when commuting. Employees can take up to 3 days, fully paid, per year to help and support the community through various initiatives including clearing waste ground for projects, building gardens in schools for children to learn about plants, gardening and healthy eating.

People are encouraged to share lifts with each other through the company car share scheme whilst a bike buddy scheme helps new cyclists cycle to work safely and build their confidence when commuting. Employees can take up to 3 days, fully paid, per year to help and support the community through various initiatives including clearing waste ground for projects, building gardens in schools for children to learn about plants, gardening and healthy eating.

A Health Improvement Officer is on hand to help employees improve their wellbeing in numerous areas. The Officer occasionally arranges dedicated health weeks and is able to advise on how to stop smoking, eat healthily and lose weight. They recently had a 10% weight loss programme where members of staff attend a weekly weigh in and receive dietary advice to support them and help them achieve their goal.

A Health Improvement Officer is on hand to help employees improve their wellbeing in numerous areas. The Officer occasionally arranges dedicated health weeks and is able to advise on how to stop smoking, eat healthily and lose weight. They recently had a 10% weight loss programme where members of staff attend a weekly weigh in and receive dietary advice to support them and help them achieve their goal.

There are various events organised to allow employees to socialise with one another and have fun. These have included the staff party, team away days and a staff conference. Teams are recognised with a team reward scheme.

The organisation makes a big effort to put fun into raising money for charity. On the recent Children in Need Event they dressed up for work in outfits from the 60s, 70s and 80s. They also assist with arranging work placements for tenants on their Home2Work Scheme. They have two people in their dedicated energy team who are responsible for all of the organisation's energy management and recycling issues. They have installed energy monitors at headquarters and are investigating energy management systems for main office and all associated offices and buildings. Facilities exist for recycling glass, plastic, cardboard, paper, toner and printer cartridges and batteries. As an organisation they plant a number of trees to help off-set their carbon footprint.

Managers are offered a great deal of support such as the management tool kit designed to help line managers manage effectively as well as 360 feed back, mentoring and coaching. There is access to programmes such as the Leadership Development Programme, Personal and Interpersonal Management Skills and Essential Leadership and Management Skills. If managers wish to take external qualifications there is a sponsorship policy in place to assist them.

Davis Langdon run a series of programmes to develop their employees, for example the Graduate Development Programme which helps their graduates pass their professional exams, the Leadership Development Programme which focuses on personal and interpersonal management skills and Partner Development Programme. They also encourage networking sessions and internal ad hoc training sessions amongst the technical teams. Their appraisal system; the Performance Development Review; is aimed to provide every individual with the knowledge, skills and experience they need to achieve their annual objectives, develop their competencies and achieve their desired career path. They are also currently in the process of implementing a talent management programme to identify performance and then enable a tailored approach to manage their employees.

The council was shortlisted for an award for its wellbeing programme by the PPMA in 2009 and won the employee benefits best absence management strategy in 2009. They have held regular wellbeing weeks to promote a range of activities that promote healthy practices in the workplace including nutrition classes, meditation sessions, healthy food in the staff canteen, the launch of a cycle to work scheme and encouraging staff to become more active during the working day. The nutrition sessions are the most popular events with 20 staff attending an 8 week programme looking at healthy eating and exercise. They continue to offer neck and shoulder massages, Tai Chi classes, flu jabs, sports activities and health screenings.

The council was shortlisted for an award for its wellbeing programme by the PPMA in 2009 and won the employee benefits best absence management strategy in 2009. They have held regular wellbeing weeks to promote a range of activities that promote healthy practices in the workplace including nutrition classes, meditation sessions, healthy food in the staff canteen, the launch of a cycle to work scheme and encouraging staff to become more active during the working day. The nutrition sessions are the most popular events with 20 staff attending an 8 week programme looking at healthy eating and exercise. They continue to offer neck and shoulder massages, Tai Chi classes, flu jabs, sports activities and health screenings.

Staff are encouraged to keep fit and healthy. The company pay for gym memberships for all employees who would like to join a local gym, breakfast is provided free of charge and there is fresh fruit twice a week. The work life balance is addressed by changing business opening hours to help employees with their journey to work. They provide employees with the opportunity to work flexible working hours and working from home where possible. They realise how important family is and employee's families are invited to certain social events for example trips to Thorpe Park and Royal Ascot.

The company's charitable donations policy allows for £3000 to be donated to charity per annum. There is a company lunch held once a month where employees make a £2 donation and all proceeds go to a different charity each month. They also give back to their local community, offering a great deal of support to the Peace Hospice, volunteering over Christmas to fundraise and wrap presents as well as sponsoring the Christmas lights for the annual memorial event. They support the environment by using sustainable sources for their office furniture and having built in recycling points and recycling boxes on all desks.

Controlled Therapeutics support their employees by providing an occupational health advisor who visits the site once a month. As an organisation, they understand that the work life balance is important so also offer flexible working where possible and employees can receive time off in for any extra hours worked.

Employees are rewarded and recognised for their efforts. Where appropriate; celebrations and rewards are announced in the monthly team briefings, posted on notice boards and the intranet. Occasionally a company "Town Hall" meeting will take place to present awards.

Comstor support their employees by allowing flexibility to work from home where possible and accommodate personal and medical appointments. They also give access to qualified external counselling. They recognise that family life is important and employee's families are invited to events.

Comstor has an absolute open door policy and most managers work with employees in open plan areas. They interact with employees through day to day availability and during one to ones. Communication is through quarterly staff updates, in newsletters and via the intranet. The Leader is very open, approachable and inclusive.

Communicator Corp have a wide mix of training activities from Microsoft Developer Qualifications, customer care, personal development to sales training. Employees are supported with a mixture of funding, time and flexi-working to accommodate professional qualifications. Employees are proactively encouraged to share knowledge through working in cross discipline projects, learning meetings and workshops.

Communicator Corp have a wide mix of training activities from Microsoft Developer Qualifications, customer care, personal development to sales training. Employees are supported with a mixture of funding, time and flexi-working to accommodate professional qualifications. Employees are proactively encouraged to share knowledge through working in cross discipline projects, learning meetings and workshops.

The Commission for Rural Communities uses action learning sets to support the management development programme. Managers will also receive external support from third party coaches or mentors should it be deemed beneficial for the individual. If a manager's personal development plan outlines a need for it then the CRC will support them in achieving extra qualifications to develop them within the role.

They recently held an all staff conference. This involved a combination of some site visits, so people can see the results of the policies that they influence have on the ground. Feedback was really positive and the feedback to other groups at the conference unleashed peoples innovative and creative sides. Some groups acted out their feedback, others made creative use of technology and produced a short slide show. The CRC is small, flexible, friendly and fun. It attracts people who are dedicated to the organisations remit who have expert knowledge that others value.

Coinadrink is a family business and wellbeing is very important. They provide a flexible working environment which helps employees balance home and work life and they accommodate changing hours and time off where possible. Families are also always welcome and invited to events and special occasions.

Coinadrink is a family business and wellbeing is very important. They provide a flexible working environment which helps employees balance home and work life and they accommodate changing hours and time off where possible. Families are also always welcome and invited to events and special occasions.

They ensure that their employees are rewarded for their efforts in various ways. They ensure all remuneration is in line with market rates and are currently enhancing and reviewing their firm wide bonus scheme for high performers to align with market/sector changes in approach to remuneration. They also ensure that there are regular communications acknowledging individual, team and firm successes.

They ensure that their employees are rewarded for their efforts in various ways. They ensure all remuneration is in line with market rates and are currently enhancing and reviewing their firm wide bonus scheme for high performers to align with market/sector changes in approach to remuneration. They also ensure that there are regular communications acknowledging individual, team and firm successes.

At Clarion Events Limited, the managing directors are very approachable; sitting in an open plan office where they are accessible to all staff, without appointment. Communication is via the intranet which is used by the Leader and senior managers to update staff and to enable them to comment and there are monthly update meetings in the head office over some nibbles and drinks. The leader of the organisation passionately believes in Clarion and the staff and his passion and enthusiasm is infectious.

At Clarion Events Limited, the managing directors are very approachable; sitting in an open plan office where they are accessible to all staff, without appointment. Communication is via the intranet which is used by the Leader and senior managers to update staff and to enable them to comment and there are monthly update meetings in the head office over some nibbles and drinks. The leader of the organisation passionately believes in Clarion and the staff and his passion and enthusiasm is infectious.

Chiltern District Council has a strong focus on staff development which is reflected in their level of investment which is twice the national average that would normally be spent on training. They offer a wide range of non course based development through secondments, coaching and mentoring, inter-authority team challenges and project work. Formal courses and qualifications include Microsoft training, ECDL, presentation skills and writing for the web among many others. Knowledge sharing is also widespread through articles in the staff newsletter and briefings by colleagues who have attended other courses.

Every year staff are invited to attend the Executive Stretch which is a weekend long team building exercise run by the reserve forces. The Chairman also holds an annual Christmas reception for every employee at the council. Teams are also rewarded for success in any particular projects they may have worked on together and are praised through the council media.

Chartwell have acquired extensive resources on training, guidance and information for managers which is all available on the company intranet giving them quick and easy access to a wealth of knowledge that can help them at any time. Managers are also encouraged to attend any industry events aimed specifically at managers as well as any motivational seminars.

Chartwell have acquired extensive resources on training, guidance and information for managers which is all available on the company intranet giving them quick and easy access to a wealth of knowledge that can help them at any time. Managers are also encouraged to attend any industry events aimed specifically at managers as well as any motivational seminars.

This organisation has a flexible approach to accommodate employees with personal and medical appointments and time in lieu is also available though employees having the option to either leave early or come in later. There is an on-site doctor and nurse who provide a drop in service and regular health checks for employees at no cost to the individual. In addition to encourage work/life balance they also support employees through a subsidised gym membership and child care vouchers.

This organisation continues to foster strong relationships with the communities in which they are based and have links with local businesses, primary schools and charities. Recently they participated in a reading scheme with a school that is based close to their London head office. Employees have the option to get involved with the ride to work scheme on an annual basis, which not only promotes a healthier lifestyle for employees but also reduces the environmental impact of the journey to work for those employees who take part in the scheme. Wherever possible throughout the office, measures have been introduced to increase energy efficiency and reduce energy consumption, ensuring that as much of the paper used throughout the offices are recycled and where possible they use paper that is either recycled or obtained from a sustainable source.

Charles Russell provides a range of different events for teams such as quiz nights, firm wide drinks and a River Thames boat party. Individual offices have their own events and sporting activities which include tennis tournaments, regular football and netball tournaments. In addition annual away days are a regular feature within the organisation and varies from service to service

This organisation provides a supportive and friendly working environment with an ‘open door' policy by management. The practice has identified that internal communication is key to ensuring a collaborative environment. Great efforts are made to promote transparency and knowledge sharing amongst employees through regular updates from each service, communication emails and internal events. In addition to support and develop management training there is a new partner training programme and newly qualified solicitors training programme that operates on an annual basis.

The organistaion pursue a policy of supporting charities close to the heart of the Center Parcs brand, they focus support on children's and environmental charities and have long standing arrangements with several charities for terminally ill children, providing much need holidays for seriously ill children and their families. Recently adopted the Great Ormond Street Hospital Children's Charity as their main corporate charity. They have two purpose built Nature Educational Centre's and a biodiversity programme which protects species, plants and wild flowers and they engage local naturalists to carry out ecological monitoring on all villages. In addition to this they run a 'Community Hero' programme, which recognise's employees who do work for local charities and community groups.

The organistaion pursue a policy of supporting charities close to the heart of the Center Parcs brand, they focus support on children's and environmental charities and have long standing arrangements with several charities for terminally ill children, providing much need holidays for seriously ill children and their families. Recently adopted the Great Ormond Street Hospital Children's Charity as their main corporate charity. They have two purpose built Nature Educational Centre's and a biodiversity programme which protects species, plants and wild flowers and they engage local naturalists to carry out ecological monitoring on all villages. In addition to this they run a 'Community Hero' programme, which recognise's employees who do work for local charities and community groups.

The inclusive ethos of the college provides a strong foundation, upon which respect of different faiths and cultures allows its students and employees to thrive and develop as individuals in an atmosphere of mutual respect. Expectations and standards are very high throughout the college. The mission and ethos is lived out in all that the College does. Students, staff and governors are rightly proud of the college. In their attitudes and daily work they fully embrace the life of a Catholic community built on faith, respect, love and trust where each individual is nurtured and valued as unique.

Cardinal Newman College offer support to their managers in a variety of ways starting with internal management training as well as the full support and mentoring offered by the senior managers within the organisation. They occasionally have guest coaches or mentors available to administer training at staff events or training days.

They have an environmental and geotechnical department, who manage and maintain company policies. Campbell Reith is currently in the process of developing an Environmental Action Plan to minimise the environmental impacts of their own business as well as in their engineering solutions. As all partners of Campbell Reith are chartered professionals, corporate social responsibility has been a requisite part of the professional development of all these key management staff since their formation. All offices have established links with local schools, colleges and universities and regularly attend careers events advising students of all ages on what benefits a career in engineering may offer them.

They have an environmental and geotechnical department, who manage and maintain company policies. Campbell Reith is currently in the process of developing an Environmental Action Plan to minimise the environmental impacts of their own business as well as in their engineering solutions. As all partners of Campbell Reith are chartered professionals, corporate social responsibility has been a requisite part of the professional development of all these key management staff since their formation. All offices have established links with local schools, colleges and universities and regularly attend careers events advising students of all ages on what benefits a career in engineering may offer them.

As part of the Addenbrooke's Life initiative, they have introduced a nationally recognised health and wellbeing programme where staff social events play a large role. This is possible as they get sponsored for many of their larger events. Things like their staff painting and poetry competition really take no cost at all, just time. Team building can take a variety of forms, some is conducted and organised at local level. Others prefer a more structured and formal approach. It is seen as important that teams decide themselves which approach is most suited to their own needs.

As part of the Addenbrooke's Life initiative, they have introduced a nationally recognised health and wellbeing programme where staff social events play a large role. This is possible as they get sponsored for many of their larger events. Things like their staff painting and poetry competition really take no cost at all, just time. Team building can take a variety of forms, some is conducted and organised at local level. Others prefer a more structured and formal approach. It is seen as important that teams decide themselves which approach is most suited to their own needs.

Employees are rewarded for their efforts through various ways. Financially there are non-contractual bonus and differentiated pay reviews. They also ensure that regular thank yous are given to ensure that employees feel appreciated.

Employees are recognised for their achievements in many ways. Individual recognition, for example, for the most generated leads, is given within individual teams; peer recognition is posted on the company intranet site and individualised letters of recognition accompanying the pay review letters are also sent.

Burnley Borough Council are in the process of developing a total rewards booklet which will be designed to give employees a full breakdown of their salary and benefits package. Benefits include final salary pensions, equal pay structure, market supplements, generous leave allowance, flexi-time and incremental pay scales.

The Council was awarded funding to plant a million trees in the Forest of Burnley. The bid was prepared by a member of staff from the Planning Service. They have developed a Carbon Management Plan which includes advice on how all local organisations can embed carbon management into their own organisations and the Council itself is following this plan. They have also signed the Nottingham declaration on climate change and also signed the 10-10 initiative pledging to cut their carbon footprint by 10% by 2010. This is on top of a wider pledge to reduce carbon emissions by 25% by 2013. In signing up to the 10-10 initiative the Council took a leadership role and actively challenges other organisations to follow suit.

This organisation provides both formal and informal activities such as recognition of teams' success is given through celebatory dinners and away days. Employees with long service are invited to attend a long service award lunch and for those employees retiring there is a retirement party held.

This organisation provides both formal and informal activities such as recognition of teams' success is given through celebatory dinners and away days. Employees with long service are invited to attend a long service award lunch and for those employees retiring there is a retirement party held.

The Leader of this organisation operates an open door policy throughout the organisation and encourages interaction with open plan floor arrangements. The Leader and senior management also interact with employees through organisational walks, participation in charity fundraising events in-house and regular departmental meetings.

Buhler Sortex promote wellbeing within the organisation through a range of different programmes such as a no smoking policy where employees have been offered assistance to give up smoking, eating healthily and providing healthy options in staff canteen. There is also a sports club that provides activities such as salsa dancing, badminton and football. They have a flexible approach to accommodate personal or medical appointments through time credit under flexi time rules and provide opportunities where employees' families are invited to events such as family open day, children's parties and staff dinner dances.

At the core of Brockenhurst's or Brock as everyone knows it locally, approach has been recognition that if the students are to have a great educational experience then the people who provide that opportunity both front of house and behind the scenes must be motivated, interested and knowledgeable. The latest step on the improvement journey has been the introduction of Good to Great a change process that has staff at its heart. Once a year all staff are involved in identifying the areas of change that would make most contribution to improving the college's performance. This is used to prioritise projects and investment. Last year this process led to major changes in the sixth-form timetable, the introduction of personalised learning, a revision of the tutorial system and a drive on reducing paperwork – the bane of any educational establishment. The college works hard to build and maintain a shared sense of mission and does this through detailed induction and training; all college training days, end of term socials, morning meetings, weekly staff newsletters and ½ termly newsletters.

At the core of Brockenhurst's or Brock as everyone knows it locally, approach has been recognition that if the students are to have a great educational experience then the people who provide that opportunity both front of house and behind the scenes must be motivated, interested and knowledgeable. The latest step on the improvement journey has been the introduction of Good to Great a change process that has staff at its heart. Once a year all staff are involved in identifying the areas of change that would make most contribution to improving the college's performance. This is used to prioritise projects and investment. Last year this process led to major changes in the sixth-form timetable, the introduction of personalised learning, a revision of the tutorial system and a drive on reducing paperwork – the bane of any educational establishment. The college works hard to build and maintain a shared sense of mission and does this through detailed induction and training; all college training days, end of term socials, morning meetings, weekly staff newsletters and ½ termly newsletters.

This organisation has a flexible approach to accommodate both personal and medical appointments to support the work/life balance. Employees who work overtime or weekends are encouraged to either bank the hours or take time in lieu. They monitor employee wellbeing on an individual basis rather than formally. Employees also have the opportunity to invite partners to Christmas and Summer parties.

Within the workplace senior leaders work alongside their teams in an open plan office where possible and operate an open door policy. There are regular updates and communications about the business. In addition there are ‘all hands' meetings at which the leaders update the employees on strategy, new wins, pipeline and financials.

BACP ensure employees are rewarded for their efforts through subsidised social events, occasionally gifted additional holiday around Christmas / New Year, encourage a good working environment and positive workplace culture.

This organisation provides and encourages team activities to be carried out throughout the year, both formal and informal these activities range from quiz and bowling nights to treasure hunts, netball matches and a Christmas lunch.

Bottomline Technologies Europe Limited supports a wide range of charitable activities and offer a ‘give as you earn' through payroll. To encourage charitable activities employees receive charity sponsorship for marathons and the total raised by the employee is matched by the company through their company contributions. With many of their charitable donations made to local charities and organisations, they also provide financial support to the Reading Boys Boxing Club, through both direct donations and through hire of the facility for fitness classes.

Bottomline success plays a tremendous part in the high morale of the employees and as more employees are being rewarded with stock options, they are also shareholders and therefore personally invested in the company's success. This organisation recognises that employees sometimes work long hours and hard to achieve excellence, with this in mind they understand the importance of work/life balance and operate a flexible working policy, time off in lieu and attendance at family events.

The Company promotes and encourages a healthy lifestyle for all staff. They pay staff up to £200 per year for sporting activities and gym membership and provide interest free loans for bicycle purchases as well as providing cycle racks, showers and lockers for kit. As a preventative measure they also hold two workshops per year entitled Stress and Lifestyle Management presented by a qualified general practitioner. The company monitor the number of hours employees are working by ensuring that employees starting work early or finishing late sign in and out. To discourage long working hours the building is only open from 7am until 7pm and is closed at weekends.

The Company promotes and encourages a healthy lifestyle for all staff. They pay staff up to £200 per year for sporting activities and gym membership and provide interest free loans for bicycle purchases as well as providing cycle racks, showers and lockers for kit. As a preventative measure they also hold two workshops per year entitled Stress and Lifestyle Management presented by a qualified general practitioner. The company monitor the number of hours employees are working by ensuring that employees starting work early or finishing late sign in and out. To discourage long working hours the building is only open from 7am until 7pm and is closed at weekends.

This organisation provides a range of different team activities through out the year such as quiz nights and buffet in the local pub and a party at Christmas. They recently had a treasure hunt in Windsor town centre for all employees followed by river boat trip in the evening.

BII provides recognition for employees through a performance reward called The Extra Mile award, this is given to one employee every two months. They also have a long service award for 10 years service of a gift voucher for £100 and a bottle of champagne. In addition a £50 award is given for the best suggestion submitted to the staff suggestions box every two months.

Baxter Healthcare ensure people feel valued and are rewarded for their contributions fairly, they encourage employees to be fully aware of what their job entails and what is expected of them and encourage innovation and continuous improvement.

The Baxter International Foundation helps non-profit organisations expand access to healthcare around the world. This foundation focuses on improving the quality and accessibility of direct healthcare services, with a special emphasis on the needs of the disadvantaged and children. Baxter also get involved in a number of local initiatives to support the community including volunteering at the local school which involved planting bulbs in their garden, painting the local sports pavilion, clearing rubbish to give it a general tidy up and sponsoring the local youth soccer academy.

There are regular personal performance reviews to identify employee's strengths and needs, specialised training plans are also identified. The range of support provided includes training, work shadowing and a buddy system. For other areas there's team leader and leadership training available for those employees who want to progress.

This organisation sets annual objectives and targets with the aim of continuous improvement and improving the sustainability regarding the environment. Within the workplace they encourage recycling cardboards, plastics, metals and paper. Andor has recently been accredited to ISO 14001 Environmental standard.

This organisation has a structured wellbeing programme and benchmarks this against their competitors. Part time working, compressed hours and working from home are available across Amey and employees are also entitled to apply for a career break up to a maximum of 5 years.

This organisation has a structured wellbeing programme and benchmarks this against their competitors. Part time working, compressed hours and working from home are available across Amey and employees are also entitled to apply for a career break up to a maximum of 5 years.

Allpay goes to great effort to make the workplace a happy and rewarding place to work. The company offers free eye tests every two years and for individuals needing glasses the company will contribute up to £50 towards them. There is a relaxation area in the open plan office where employees can use the sofas to chill out and read books, magazines or just have a chat.

Allpay goes to great effort to make the workplace a happy and rewarding place to work. The company offers free eye tests every two years and for individuals needing glasses the company will contribute up to £50 towards them. There is a relaxation area in the open plan office where employees can use the sofas to chill out and read books, magazines or just have a chat.

All staff at Allied Mills receive an annual health check via their occupational health provider. They also conduct an informal periodic review of working hours to ensure compliance with the Working Time Directive as well as employee wellbeing.

The benefits package for all employees includes a pension, private medical insurance with family membership, free lunch and drinks, many fully funded staff events, Christmas gifts and loyal service gifts.

The leaders and senior managers work along side all levels of employees in open plan offices and are approachable at any time. Senior managers can often be seen walking around the office, interacting with employees and getting involved. The leader of the organisation truly cares about the staff and values them as the company's best asset and feels everyone at whatever level contributes to the bigger picture and success of the company. The senior management team and directors all contribute to articles on the intranet and in the newsletter to ensure employees are kept informed and up to date with the direction the company is going in.

The company do not operate a long hour's culture and encourage employees to leave on time. To ensure employees have a healthy balance between work and home life there is no weekend work and families are welcome at social events organised by the company. Fresh fruit is provided to all employees twice a week. Employees have regular one to ones with their manager where employees have the chance to talk about any issues including stress management.

This organisation has annual awards and provides profit shares and bonuses to all employees. Following the salary review process they publish the promotions list on the intranet with a congratulatory note from the CEO. The line managers of the organisation are encouraged to have regular discussions with their team members to discuss progress, performance and to recognise good work and extra effort. They regularly communicate with employees and positively encourage them to provide their comments, views and ideas about working for AECOM, the employees are involved in the analysis of the data and in planning actions for improvement and give them in-depth feedback on survey results and actions for improvement.

This organisation has annual awards and provides profit shares and bonuses to all employees. Following the salary review process they publish the promotions list on the intranet with a congratulatory note from the CEO. The line managers of the organisation are encouraged to have regular discussions with their team members to discuss progress, performance and to recognise good work and extra effort. They regularly communicate with employees and positively encourage them to provide their comments, views and ideas about working for AECOM, the employees are involved in the analysis of the data and in planning actions for improvement and give them in-depth feedback on survey results and actions for improvement.

This organisation have a recognised trade union with whom they negotiate all aspects of pay and benefits, the pay system and details are available to all staff and clearly sets out how staff progress within their pay scale. In addition they have a Consultant Job Family which covers the consultants within the Company and sets out the roles at each of the 7 levels of Consultant as a career path.

There are personal development plans in place to support employees with their day to day job role, they invest in their staff through the provision of training and opportunities for personal development and growth. A key on- going explicit strategic aim of the Company is to be a fun, challenging and innovative place to work.

Employees are provided with performance related pay increases to reward them for their efforts, what the individual receives is partially determined by their appraisal rating to ensure that individuals who achieve their annual performance objectives are rewarded appropriately. The Chief Executive Awards have been designed for those employees who have gone the extra mile, they can range from providing excellent customer service to finding ways to work more efficiently, each category has a prize of £1000.

Employees are provided with performance related pay increases to reward them for their efforts, what the individual receives is partially determined by their appraisal rating to ensure that individuals who achieve their annual performance objectives are rewarded appropriately. The Chief Executive Awards have been designed for those employees who have gone the extra mile, they can range from providing excellent customer service to finding ways to work more efficiently, each category has a prize of £1000.

Employees are rewarded in a variety of ways for their hard work and effort. ABC are vocal in celebrating success in training and performance and awards are given at the annual company conference. They also hold a quarterly reward and recognition event designed to reward the highest performers in the business.

The company pride themselves on the level of training they offer to managers and continually strive to improve and invest in training. All managers are provided with their own individual personal career plans to maximise their potential. ABC have employed their own internal trainer for the benefit of the entire business who oversees any internal management training needs, coaching and mentoring.

A G Parfett & Sons reward employees for their efforts by a performance related bonus each year. If an employee is recognised for their talent there are a range of development opportunities available, this can range from teaching an employee to read or write through to transferring a junior manager to another depot to 'act up' in a more senior role.

A G Parfett & Sons reward employees for their efforts by a performance related bonus each year. If an employee is recognised for their talent there are a range of development opportunities available, this can range from teaching an employee to read or write through to transferring a junior manager to another depot to 'act up' in a more senior role.

To promote recognition across the business, the First for Service department have developed a set of recognition guidelines. Their aim is to create a standard framework to recognise their employees in a fair and consistent manner. There is an annual benefits survey in place and regular communications to ensure 3663 are giving employees the rewards and benefits they value most as well as promoting awareness and understanding of all the benefits available to them.

As a result of the leader and senior managers being actively involved in a number of charities, genuine support is promoted from a top level. The CEO of 3663 is the current Chairman of Hospitality Action, along with other board member involvement. Whilst they do not donate a set proportion of their profits to the charity, 3663 do donate in the region of £120,000 per year to Hospitality Action plus further fundraising monies from any activities undertaken.

All employees are based in an open plan office where open communication rather than emailing is always encouraged. Everyone is accessible and available to speak at all times. 23red has a mentoring system with mentors assigned to new employees on their first day at the agency. This is an important way in which senior members of staff engage with employees on an individual level. Members of the board are regular attendees at many social events. 23red have held date nights in the past where members of the board were put with smaller groups and took them out for a meal to be able to chat in an informal setting. There are also opportunities to mingle with the leaders at 23red at Beer o'clock and at Brainstorms which the senior management team regularly attend.

All employees are based in an open plan office where open communication rather than emailing is always encouraged. Everyone is accessible and available to speak at all times. 23red has a mentoring system with mentors assigned to new employees on their first day at the agency. This is an important way in which senior members of staff engage with employees on an individual level. Members of the board are regular attendees at many social events. 23red have held date nights in the past where members of the board were put with smaller groups and took them out for a meal to be able to chat in an informal setting. There are also opportunities to mingle with the leaders at 23red at Beer o'clock and at Brainstorms which the senior management team regularly attend.

There is a corporate training programme in place to assist learning and development, this also includes management training. The company are supportive of internal candidates for promotions and 36% of current managers have been promoted from within.

All staff are allowed paid time off to enable them to take part and assist in community initiatives. The company have a sustainability group, an internal group comprising members of each department who review green issues across the company. They also offer training based opportunities to school leavers in the form of apprenticeships.

World Events encourage teamwork with company conferences, team away days and a new starters' dinner.

World Events offer training both internal and external, appraisals mid term and annual and actively support internal promotion.

Employees can nominate anyone from within the company to be considered for recognition awards. If a line manager seconds the nomination, the employee receives a £10 voucher of their choice. Should an employee receive recognition three times in a quarter then they are treated to dinner on the company and awarded with a bottle of champagne at the quarterly meeting.

The closing of the operational year and the launching of a new one is a big event in the company where staff present results for the year and priorities for the coming year before partaking in fun activities in the afternoon followed by a party in the evening. The photo wall at head office is a constant reminder of such events that promote the feeling of being part of a team.

At WCEC Architects, all leaders are approachable and available. The leaders and senior managers are passionate about retaining a relaxed and fun working environment.

They encourage staff to become involved in local education initiatives - for example they allow staff members to work flexibly so they can lecture at the local University. They also have an active Environment Group which actively looks to reduce environmental impact both within the organisation through initiatives such as recycling, bicycle to work scheme and also to reduce environmental impact through the way they design their buildings.

The flat hierarchy of management and open plan offices mean that management and directors are approachable and interact with staff. Directors and managers also socialise weekly with staff.

Managers are encouraged to attend training courses and these are subsidised by the company. Some qualifications include CIPD, ILT and PRINCE2. Managers are also mentored by the directors having weekly informal catch ups. Most managerial positions are through internal promotions.

All employees receive an annual discretionary payment at the end of season specifically from the board of directors. Occasional lunches, breakfasts on match days, meals, Christmas and end of season parties are just some of the ways the company show there gratitude to employees.

All employees receive an annual discretionary payment at the end of season specifically from the board of directors. Occasional lunches, breakfasts on match days, meals, Christmas and end of season parties are just some of the ways the company show there gratitude to employees.

There are regular training opportunities to support and develop the organisation's people managers. The company takes time to ensure that managers are engaged with the general company strategy.

W.B.Simpson & Sons employ a full time Health and Safety Manager to monitor the health and general well being of employees. The company also considers the impact and effect of the company strategy on employees and communicates this to them.

Employees that go above and beyond have the opportunity of receiving a Performance award; other rewards include team away days.

Since 2006, employees have been recognised in the bi-annual staff recognition awards, employees are rewarded for outstanding contribution or going the extra mile.

Employees at Vets Now are recognised for their dedication and loyalty with a series of awards such as Star Veterinary Surgeon of the Year, Star Veterinary Nurse of the Year, Star Receptionist of the Year, Ambulance Staff Star, Support Staff Star, Team of Stars, Clinical Excellence and Client Care Excellence.

Employees at Vets Now are recognised for their dedication and loyalty with a series of awards such as Star Veterinary Surgeon of the Year, Star Veterinary Nurse of the Year, Star Receptionist of the Year, Ambulance Staff Star, Support Staff Star, Team of Stars, Clinical Excellence and Client Care Excellence.

Benefits within Vectura are comprehensive and are focused upon employee welfare, while bonuses are linked to the achievement of organisational goals. They also receive shares which enables employees to participate in the long term success of the company.

Benefits within Vectura are comprehensive and are focused upon employee welfare, while bonuses are linked to the achievement of organisational goals. They also receive shares which enables employees to participate in the long term success of the company.

The firm has again this year offered free flu vaccinations to all staff, and well over a quarter of the firm took the opportunity to protect their health. Their on-site café facility includes vending machines and there are healthy options available alongside the traditional crisps and chocolate.

The firm has again this year offered free flu vaccinations to all staff, and well over a quarter of the firm took the opportunity to protect their health. Their on-site café facility includes vending machines and there are healthy options available alongside the traditional crisps and chocolate.

Their Talent Management Programme help's the company identify, develop and retain talented staff. Managers can undertake structured training and development programmes to stretch them beyond the level they are currently operating and to achieve their identified goals.

Best Year Yet leadership teams and joint senior management teams encourage employees at Treloar Trust to work together making sure they achieve the best outcome out of every situation, employees also get involved in a Health Centre raising the game programme.

Employees are rewarded for their efforts through social functions, like the Christmas Party and Summer trip. Transmark Fcx Ltd also have a generous bonus scheme and suggestion scheme rewards.

Transmark Fcx Ltd have a staff suggestion box and good ideas are rewarded with gift vouchers.

Training for Travel provides their employees that have shown dedication to the company with long service awards.

They offer and fund external training and qualification courses to employees. Regular internal training is conducted with staff and the company structure often changes to take into account staff skills and talents.

Toshiba Information Systems have an extensive environmental policy; they hire agencies that are Wi and RoHS compliant and are currently recycling at 97.5% at the Plymouth factory. They have also recently won a National Award from IIP (Plymouth factory) for ‘Learning at Work'.

Toshiba Information Systems have a wellbeing budget with incentives such as cholesterol checks, sun and skincare awareness, blood pressure checks along with an on-site free gym with personal trainer available twice per week. They also sponsor the Toshiba football team and promote social events such as mountain biking.