Team Cohesion = Performance

All staff have access to a company nurse to assist their health and well being. The organisation has also run a smoking cessation programme and negotiated corporate rates at local gym.

The directors and senior managers are approachable and have an open door policy and a director holds a meeting with all staff once a month. The directors and senior managers also do all of the cooking at the staff summer barbeque.

The company make sure that it pays the upper quartile rates of pay and regularly reviews this and offer a competitive bonus scheme that is linked to the profit generated. The company offers free shares based on the results achieved and these are added to the share incentive plans.

The company presently operate an employee of the quarter and employee of the year scheme.

Every quarter, staff nominate colleagues for the Grey Spirit award. A randomly drawn panel of 8 members of staff consider all nominations and decide who has made an outstanding contribution to the agency. The award is chosen by the winner and is whatever they would really like to do. The favourite tends to be red letter day experiences.

Grey London encourage team work and arrange team events such as departmental or team away days, cross team lunches and team building community work.

The team is the critical pillar of Golley Slater's culture. Pride is taken in the ability to bring people together, to dismantle barriers and to ensure that creativity permeates every part of the company's operational being. Golley Slater works hard to maintain a relaxed and informal workplace. To assist teamwork, annual staff events and team building days take place.

Golley Slater provides all managers with a ‘Core Training Module'. All managers and senior staff are encouraged to attend the training sessions to assist them with their managerial roles.

Glu recognises achievement. Once a quarter, employee's achievements are rewarded and recognised via the “Best of Glu Award”. This is voted for by the employees themselves and rewards staff who strive to continually display the organisation's cultural values.

Glu recognises achievement. Once a quarter, employee's achievements are rewarded and recognised via the “Best of Glu Award”. This is voted for by the employees themselves and rewards staff who strive to continually display the organisation's cultural values.

Actively encourage all employees to achieve professional qualifications relevant to their role. Providing sponsorship for further education courses and have a strong framework of mentoring, performance review and personal development planning. They have structured professional development schemes in place and many of their staff participate in activities outside as a means of developing and growing personal skills.

Strong and visible commitment to staff involvement and funding of charitable projects both within the UK and overseas. They have recently supported the development of a mini barrage project in Mali - two of our engineers visited Mafele to help with the design and build of the barrage. They have two engineers about to visit Nepal to provide support for a water project.

Several green initiatives such as greener IT equipment and a recycling scheme has reduced Bayford's carbon footprint by approximately 459 tonnes. On top of that the company gets heavily involved in fundraising events with time off given to employees for local activities and the board of directors get involved having recently dressed up as Teenage Mutant Ninja Turtles at a fancy dress ball.

The management team work in focus groups to find ways to improve different areas of the business for the benefit of the whole organisation. Bayford believe that by employing quality individuals and training them where appropriate they can allow a great deal of freedom to empower managers within their role.

Teams are encouraged to take ownership of team targets. All teams are involved in setting their own team targets and they meet regularly to review their progress. During these meetings, team members are actively encouraged to suggest improvements in what they do or how they work, in order to excel team targets. This encourages strong teams as everybody knows what is expected of them working towards one common goal.

FRC Group operates an Intermediate Labour Market Programme which we call ‘Driving Change.' Every year they employ 21 individuals from long term unemployment and socially excluded backgrounds and employ them for a year.

Foster's EMEA have continued to include a number of individuals within there business to attend coaching courses to help develop their skills & they are rolling out a coaching champion programme to embed a coaching culture in house.

Fo*STar Awards are also used to reward employees who exemplify the Foster's behaviour.