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

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

Beckton, Dickinson UK recognise employees' contributions by the following; Local Awards Sales Person of the Year and Customer Representative of the Year. Associates can also recognize their colleagues instantaneously after a job well done or simply thank one another by handing out little recognition token cards called ‘Fish Cards'. These cards are available to everyone and the card giver highlights the reasons why he/she is presenting the card to the receiver. BD-UK also have a Special Achievement Recognition Award or SARA which is a programme designed to recognise associate/s that make meritorious contributions that exceed performance and service expectations.

Beckton, Dickinson UK recognise employees' contributions by the following; Local Awards Sales Person of the Year and Customer Representative of the Year. Associates can also recognize their colleagues instantaneously after a job well done or simply thank one another by handing out little recognition token cards called ‘Fish Cards'. These cards are available to everyone and the card giver highlights the reasons why he/she is presenting the card to the receiver. BD-UK also have a Special Achievement Recognition Award or SARA which is a programme designed to recognise associate/s that make meritorious contributions that exceed performance and service expectations.

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

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

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

As part of this organisations annual personal performance review process in which all employees at all levels undertake an individual appraisal, a review is undertaken following the receipt of performance ratings to identify whether to provide Merit Awards to employees. Merit Awards are permanent uplifts to salary, and are achievable through very good or exceptional performance throughout the previous year. Any awards of this nature are considered and approved by the entire senior management team.

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

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

The leader of Avanti is an inspirational entrepreneur and leader who paints his vision clearly so that their people understand and act to deliver. He is also present at an all-staff quarterly meeting that ends with a Q&A with him. All senior team members manage by walkabout. Being a workforce of less than 100 with most based at the Head Offices, they all work closely with each other, especially their Senior Management Team

Excellent work is highlighted at staff quarterly meetings as are employee promotions. All-staff quarterly meetings are hosted by their CEO and company update emails from the CEO keep them informed of their progress. Avanti actively welcome new joiners and all new starters are introduced at the staff meetings and an email is circulated introducing them and their role to everyone. Avanti also have an intranet for all employees. They are also introducing a SharePoint based, file sharing infrastructure for all staff to be able to access information through one portal.

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

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

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

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

The company encourages participation in the FitNut Challenge which is a programme aimed at encouraging employees to take an interest in their own health and wellbeing. The FitNut Challenge is a team-based healthy eating and exercise campaign where individual participants improve their ‘feel good factor'. It kicks off with each person having their weight, height, blood pressure and body fat ratio recorded. Over the subsequent two months they are provided with a weekly newsletter outlining a diet and exercise regime. The team or person with the greatest improvement then selects a charity to receive a cash donation.

Aker Solutions reward strategy is based on their people policy. The policy expects the organisation to target reward systems to ensure a high performing culture. They reward people through a variety of means. Their base salary now includes any car allowance, meaning a higher salary for pensions and other salary-related benefits. They provide a varied range of benefits that aims to provide for all generations, including childcare vouchers, maternity and paternity schemes, bicycle voucher scheme, on-site gyms, occupational health provision, pension provision and other supporting insurances for people.

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

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