Growth Fuels Engagement

Radley Yeldar have a budget specifically for fun and social events. They run a range of away days during the year so that everyone has the opportunity do get out and do something that appeals to them with their colleagues. They hold RY Community Days volunteering in the local community and other activites include: football, cheese tasting, poker and wine tasting And of course the RY Summer and Christmas party. A recent team bulding workshop focused on encouraging people to: Develop greater trust in one another through honest adult feedback, Develop greater degrees of openness and honesty with one another, Use plain honest speaking as a way of building trusting relationships, Recognise the tension between personal performance and team ethos and develop personal strategies to manage the tension.

Radley Yeldar have a budget specifically for fun and social events. They run a range of away days during the year so that everyone has the opportunity do get out and do something that appeals to them with their colleagues. They hold RY Community Days volunteering in the local community and other activites include: football, cheese tasting, poker and wine tasting And of course the RY Summer and Christmas party. A recent team bulding workshop focused on encouraging people to: Develop greater trust in one another through honest adult feedback, Develop greater degrees of openness and honesty with one another, Use plain honest speaking as a way of building trusting relationships, Recognise the tension between personal performance and team ethos and develop personal strategies to manage the tension.

Some examples of the sorts of training activities that Qiagen employees might undertake are courses, mentorship, coaching and online sessions. There is internal coaching/ mentoring for women at work.

Some examples of the sorts of training activities that Qiagen employees might undertake are courses, mentorship, coaching and online sessions. There is internal coaching/ mentoring for women at work.

At QBE the company takes a flexible approach to accommodating requests for time off work, in particular supporting those whose requests are on medical grounds and time off in lieu is offered at manager's discretion. QBE is undertaking a long-term strategy alignment and brand programme which began in 2008 when it embarked on an inside-out approach that saw all UK and European employees attend The Big Difference workshops. The workshops equipped QBE people with the knowledge of who QBE is, where it has come from and where it is going. This continued with The Big Goal where employees were asked to give feedback on how QBE could improve the experiences its key stakeholders have of QBE. This resulted in a number of key initiatives, for example, buying and selling of holiday entitlement.

On average employees receive 8 hours per year of formal training with an average spend per employee on training per year of £550. Examples of the sorts of training activities their employees might undertake are: Technical/Role Specific - e.g. insurance/claims related, Personal/Soft Skills - e.g. effective communications, presentation skills, assertiveness, IT - e.g. system specific, MS Word, Excel, PowerPoint, Project, Management Skills – various levels of people management development, development around performance management, Professional Studies – support to various professional qualification studies and qualifications across the business and Induction/Cultural – Welcome to QBE and OPENUP QBE Awareness. QBE uses a variety of training delivery methods and their comprehensive website gives easy access for employees to see the overall offering as well as instant access to eLearning or online reading and recorded WebEx sessions on specific subjects.

Salford Software Ltd ensure that employees feel they are rewarded for their efforts with performance related payments, one off financial and non financial recognition awards.

On average employees receive 8 hours per year formal training with an average spend per employee on training per year of £800. Examples of the sorts of training activities that employees at Salford Software Ltd might undertake are professional qualifications with field of expertise plus regular updates on new products or sytems.

Appreciation is instant and communicated company wide via the electronic mail system. Rewards for ideas or innovation are part of the discretionary annual bonus at the end of the year.

Appreciation is instant and communicated company wide via the electronic mail system. Rewards for ideas or innovation are part of the discretionary annual bonus at the end of the year.

Populous sponsor the ABS fun run as well as taking part and were presented by the Company's Award for the most significant contribution to the ABS in the Course of the year 2010. Populous also donate computers to schools and take part in educational days with school children in addition to donating sports equipment to schools.

Populous have live Q&A surgery sessions at staff meetings. They have no cellular offices so all leader/ senior managers are approachable and work in open plan offices alongside employees. They hold regular staff meetings, talks and office parties and events and all new staff are invited to introduce themselves to the board at a board meeting (collectively). Populous believe that they have approachable leaders.

On average, employees receive 40 hours per year formal training with an average spend of £300 per employee per year. Employees at Ponti's undertake training activities such as: Induction, Fire training, Food Hygiene Supervisory training, Influencing Employee behaviour, Management Development Programme, Barista coffee training, Train the Trainer course and NVQ's.

On average, employees receive 40 hours per year formal training with an average spend of £300 per employee per year. Employees at Ponti's undertake training activities such as: Induction, Fire training, Food Hygiene Supervisory training, Influencing Employee behaviour, Management Development Programme, Barista coffee training, Train the Trainer course and NVQ's.

They reward employees both monetarily with generous pay, bonus, flexible benefits and pension plans, and in broader terms with their commitment to training, support, recognition and opportunities for career development. As well as custom employee award and recognition schemes such as the GEM awards, they also invest a great deal of time in their in-house training programme so that their employees feel fully challenged, developed and rewarded, not only financially but also socially and professionally.

Penspen Ltd say that the e-cards at Christmas are a great idea as they are both sustainable and a great way of freeing up additioanl funds for charity. They also encourage small enterprise giving, supporting charity bungee jumps etc. The weekly 'Ramble and Roll' through Richmond Park also requests a small charitable donation to be given in order to take part. A number of their employees help and support local fundraising activities via small group enterprise eg. by raising money for their nearest Elizabeth Fitzroy Home, which provides support for people with disabilities.

Due to the nature of the business Patton Group have numerous training schemes happening: Site Safety Supervisors, Microsoft Office/Project Planning software, Management and Leadership, Communication Skills, Appraisals Training, Professional Memberships e.g. CIOB, RICS, CIPD, CIM, MSC Project Management/ BSc Construction Engineering, NVQ 3 Bench Joinery, First Aid, Numerous H&S courses, NVQ's in Plant Operation.

Supportive, enthusiastic and driven, the 76 year old Chairman, David Patton is an inspiration to everyone in the Company. He still very actively involved in the company as our Chairman and his son Neil is now Managing Director.

Palmrium Management have access to a dedicated recruitment and training organisation (elite). Management are also given membership to governing bodies i.e. CIPS and ACCA

Palmrium Management have access to a dedicated recruitment and training organisation (elite). Management are also given membership to governing bodies i.e. CIPS and ACCA

Partners are encouraged to give regular thanks and timely feedback. Staff have regular mentor meetings to discuss work and career development. There is a firm wide bonus so that staff can earn an additional performance related bonus when climate permits and budget is exceeded. Legal staff are also on a performance related career structure so that promotion decisions are made on the basis of merit and individual contribution.

A technical training programme is provided for each practice group in the firm. These programmes typically involve a mix of new legal developments, refreshers on core areas of black letter law and practice and updates on key industry sectors. The format of this training range from traditional talks, to workshops based on case studies and where appropriate, more informal group discussions and debriefs. A comprehensive range of skills training sessions is provided within the Client and Business Development Skills area to help support the overall strategy for client and business development in the firm. Courses cover content such as effective client relationship management, client listening, pitch training and creating new business opportunities.

All employees at NuStar are eligible for a bonus. Some employees are eligible for the company's Long Term Incentive plan. NuStar have introduced Total Reward Statements which will be issued to all European employees.

Any support, information or advice is offered through NuStar's Wellness Fairs. All employees are encouraged to raise any issues with their managers. Stress counselling is available free of charge through NuStar's Private Medical Insurance provider.

Examples of training activities that employees might undertake at Novotel UK are: Induction Next -an E-learning tool, Food & Safety E-learning, Health & Safety E learning and Accor Internal Management Training.

Employees at Novotel UK undergo formal team building once to twice a year. A recent example of this is when a team was sent to The Art of Engagement.

Funds are matched up to £100 per employee per year and Nippon Gohsei attend Community liaison meetings.

Nippon Gohsei offer the Pru Health Vitality Scheme.

Newton held a Summer Weekend which was 3 days down in Newquay doing activities that included surfing, coast steering, zip line, assault course/teambuilding, black tie dinner and beach BBQ. Partners were also invited. There was also a Winter ski-trip which was a long weekend skiing in the French Alps. There are quarterly activity days. These have included a spa day, Alton Towers, caving and gorge walking in Wales and go-karting. Bi-weekly Thursday night fun has included a casino night, going to the dogs, fencing, going for nice meals and themed BBQ nights.

Newton held a Summer Weekend which was 3 days down in Newquay doing activities that included surfing, coast steering, zip line, assault course/teambuilding, black tie dinner and beach BBQ. Partners were also invited. There was also a Winter ski-trip which was a long weekend skiing in the French Alps. There are quarterly activity days. These have included a spa day, Alton Towers, caving and gorge walking in Wales and go-karting. Bi-weekly Thursday night fun has included a casino night, going to the dogs, fencing, going for nice meals and themed BBQ nights.

Andrew Jackson is an excellent ambassador for the Company. He exudes confidence and passion through his knowledge, approachability and desire to listen to and make time for employees and customers who ensure that the Company is successful. Andrew Jackson lives and breathes the values of the Company. He is a trusted and inspirational leader who, with the direction of the Board of Directors, strives to maintain and improve sustainable growth and competitive advantage to ensure that Mole Valley Farmers provide for future generations. Andrew farms in his spare time and organises social events for his local farming community.

Andrew Jackson is an excellent ambassador for the Company. He exudes confidence and passion through his knowledge, approachability and desire to listen to and make time for employees and customers who ensure that the Company is successful. Andrew Jackson lives and breathes the values of the Company. He is a trusted and inspirational leader who, with the direction of the Board of Directors, strives to maintain and improve sustainable growth and competitive advantage to ensure that Mole Valley Farmers provide for future generations. Andrew farms in his spare time and organises social events for his local farming community.

Masternaut offers generous basic salaries which are well above average for its industry sector.Salespeople receive generous commission and bonuses - and have uncapped earnings potential. One-to-one meetings with the MD - Martin Port has a 'management by walking around' style - he establishes a regular dialogue with all staff and offers praise and encouragement to make colleagues feel valued and their achievements recognised. Colleagues can book a 1-2-1 with Martin whenever they want, and this open door policy encourages staff to tell management about their successes and achievements.

Masternaut has spent approximately £25,000 on fun and social events per head in the last year. Some examples of these events are; Family fun day - where all employees and their families were invited. An annual Xmas party which includes a formal reception, dinner and dancing, plus an awards ceremony. Awards are presented to different departments which celebrates and recognises their team success and 'Martin's Den' - an annual Dragon's Den style event where employees can pitch to the board in teams and at the end of the night the most innovative idea wins investment.

Manhattan Associates provide work experience placements for students at local schools. They try to select a local charity to support at christmas time, for example they purchased gifts for underpriviledge children with disabilities. They also collect shampoos and soaps from employee travel and these are distributed to a local womens shelter.

Sales employees are rewarded by meeting quota and going to Presidents Club. There are 5 spaces for other employees to join them nominated by their peers - this year the trip is to Cancun. They provide spot bonuses for those employees who are not eligible to participate in an annual bonus plan, a monetary amount awarded dependant on effort.

The Mace Star awards are in their second year. Employees are given the opportunity to nominate a colleague or a team for a range of award categories. Winners are announced at the annual end of year celebration. Line managers are encouraged, through the Managing People @ Mace programme which this year is focussing on giving feedback, to reward employees informally by ensuring they are thanked for doing a good job and get the recognition that they deserve. Mace believes that this informal approach has a greater positive effect on employee engagement than a formalised system.

The Mace Star awards are in their second year. Employees are given the opportunity to nominate a colleague or a team for a range of award categories. Winners are announced at the annual end of year celebration. Line managers are encouraged, through the Managing People @ Mace programme which this year is focussing on giving feedback, to reward employees informally by ensuring they are thanked for doing a good job and get the recognition that they deserve. Mace believes that this informal approach has a greater positive effect on employee engagement than a formalised system.

As part of their health and well being focus Lloyd's had themed food in their on-site restaurants and seminars on nutrition and health eating. Their restaurants always offer healthy food options which are clearly labelled. There is an Employee Assistance Programme with advice and counselling available. Lloyd's offer external Occupational Health support and Private Medical Insurance to help with costs of any treatment. There is an on-site nurse available for advice. Voluntary health assessments are available which include tests and advice. Health assessments are offered to all employees every two years.

Lloyd's is a founding member of ClimatWise, a group of companies from the insurance sector that have signed up to a set of principles that enable the industry to address climate change issues. Lloyd's is also a member of the United Nations Environment Programme Finance Initiative which is an international grouping of companies seeking to make a positive impact on environmental issues. Through Lloyd's 360 Risk Insight Programme, Lloyd's has engaged in debates on climate change. In addition, Lloyd's manages the building used by hundreds of businesses and individuals that gather to conduct insurance business. Therefore any improvements Lloyd's makes to the building or working practices of the market directly affects many other businesses and employees.

The company sets aside a sum of money each year and matches funds raised by their staff. As a publishing company their aim is to support charities involved in literacy and reading. They work with a local junior school on a reading partnership scheme.

Little Brown Book Group held a dragon boat race in July 2010. The company hold several events for their employees each year.

The employee well being team and pharmacy division have linked up to offer all staff a free health check by a trained pharmacist. In 15 minutes, the pharmacist carries out a variety of key tests including blood sugar, blood pressure, cholesterol monitoring, body mass index assessment and general health advice thus covering all the types of test offered at a well man/woman clinic within the NHS. These tests can help identify serious conditions like diabetes and high blood pressure.

The Society invested nearly £15,000 in the employee association. During this time there were approximately 1000 employee association members. This cost includes the annual dinner which is heavily subsidised by the Society with half of the venue amount being paid as well as all transport costs. This is a total of approx £11000 per year for the annual dinner only. The employee association is run by its employees. As well as the annual dinner, events include darts competition, pub quizzes, trips to Dublin, pantomimes, strictly come dancing live tour, pub concerts, X factor tour, family days to Drayton Manor Park etc. and many more.

L&Q have team and individual rewards for great work towards targets. This includes dining out, theatre tickets, a bottle of wine, flowers, chocolates, book, CD or store voucher. They also hold annual outstanding achievers awards, they receive 2.5% of salary as a bonus for 5% of staff. The staff also receive an attendance award for 100% attendance of one day's additional annual leave and they have professional qualification awards of £100 for a pass and £200 for a pass with distinction.

L&Q encourage their employees to use the firstassist health & wellbeing service which provides an online service to assist their employees to measure and improve their overall health. The online service Fitness2live's include health assessments, weight loss, lifestyle plans and expert training programmes for events ranging from fun runs to corporate triathlons. Members also have access to an extensive library of fitness and nutrition articles and hundreds of healthy recipes. They have an employee assistance programme from first assist in order for our employees to receive access to a 24 hour telephone counselling and legal information service, to support them with a wide range of personal and work related problems in areas such as stress, relationship difficulties, bereavement, anxiety, family worries, alcohol/drug abuse, employment or financial concerns.

Knowledge for Action training activities include Sales approach training, NLP and Dale Carnegie Training.

Knowledge to action have a budget specifically for fun and social events, which have included their Christmas Party and a Summer Polo event. Team recognition is provided in the form of monthly bowling competition and bonuses for hitting targets are provided.

75 employees were able to take part in charitable activities without any financial loss between September 2009 and September 2010. Some of these activities included a Pub Quiz, Golf Day, Running Event, Cycling Tour, Abseiling, Auction and a raffle.

Employee recognition and rewards are areas that Juniper feels passionately about. Juniper's Total Rewards Philosophy is to recognise company performance and individual performance in the compensation package. To that end, Juniper offers a pay and compensation programme that recognises and rewards employees' contributions toward achieving the company's strategic goals and business objectives. They differentiate and pay for performance simply stating the “better the performance, the greater the rewards”. Salary, bonus and long term incentive allocation decisions are based on performance.

The management regularly reviews performance of all staff. Strengths and weaknesses of all individuals are identified. Strategic decisions are then taken to develop and promote particular individuals with special aptitudes to roles and positions, current or emerging. They might be assigned to specific projects which would provide them with the appropriate training and practical experience. Often this is a reciprocal process which dovetails individual aspirations with the needs of the company.

Employees are congratulated by Directors and other team leaders upon achieving any success. The annual bonus award is also based on a clear and transparent system of scoring which is performance based which ensures that staff feel that they are rewarded for their efforts. Worthwhile achievements are also mentioned in the company newsletter, the Intranet and Twitter.

Employees feel they are rewarded for their efforts with continuous recognition through appraisals and 1-1 meetings. There are Company incentive schemes where reward is linked to performance. Incentivised suggestion schemes are in place and Intrinsic celebrate success through company newsletters and employee reward initiatives.

Performance is recognised throughout the company by incentive schemes which are linked to individual performance objectives. Intrinsic also have regular employee events where a number of employees have received Virgin Experience Days and holiday vouchers for outstanding performance. Intrinsic's culture is one of great communication and teamworking. Line management throughout the company heavily believe in acknowledging and rewarding a job well done. The company's newsletter takes this one step further by celebrating success of exams, promotions and outstanding achievements. Intrinsic believe that celebrating success is a key ingredient to a motivated workforce. Ideas to improve customer service, company performance and ideas on new service branding are actively encouraged with their incentivised suggestion scheme. The suggestion scheme offers vouchers for the best suggestion each quarter.

Informatica are committed to paying above average base salaries when measured against their peers in the industry. They gather the latest market data from a variety of sources: industry specific surveys, functionally specific surveys, geographically specific surveys, internal and external recruiters and competitors; plus the opportunity for additional rewards when individuals and/or company business objectives are achieved. They provide a variety of compensation components aimed at enhancing employee satisfaction, driving organisational performance and rewarding employee performance.

Special consideration may be given to employees whose contributions have enhanced cross-geography working or understanding. All employees are eligible and anyone may put forward a co-worker for consideration. Their names and the reason for the award are announced by the Executive team at the quarterly global all-hands meeting and the individuals are presented with a special award in the form of a personalised “trophy” as well as a letter of recognition from our CEO.

Health Interactions provide external and internal training. External training: Management training workshops (2 days) Trusted Advisor workshops (2 days) Statistics for Non- statisticians workshop (1 day) Internal training: Financial Management Sessions PPT 2003 Basic and Hints and tips Roche Compliance training Proofreading / QC Data checking session Manuscript writing: from CSR to publication From manuscript to news item Copyright issues Identifying the right style for the right audience: patient information material Writing for the Web Writing for a poster Getting the best from Microsoft Word Drug discovery What to expect on-site and any top tips Advisory Boards Clinical Trials GPP2 and compliance processes Clinical trial design Medical Communications Effective use of Excel for KEE mapping Business development: Optimal approaches to pitches and proposals Devising ideas, themes and straplines for advertising campaigns Maconomy Update Refman POIPS Working at HI.

The Leader interacts socially at Friday evening drinks and at adhoc communication and celebration events. The Leader is inclusive, inspirational, approachable, strategic, vision for the business.

Employee recognition awards are given throughout the year and announced monthly in the Management Team's monthly newsletter. They also have an awards ceremony at their Christmas party. Employees receiving a recognition award get a letter thanking them for their efforts and are awarded vouchers of their choice. Nominations can be made by peers or managers. A suggestions scheme is also in place. Anyone who makes a suggestion receives a mug and those who make a suggestion that results in a tangible benefit for the company receive an award in the form of vouchers.

Managers have access to an additional set of guidelines in the HR manual which talk them through how to handle key issues and situations. They run workshops as part of the management development programme. One of the aims is to get managers together from different parts of the business so they can build their support networks. They also have a document which clearly outlines the expectations of a line manager at Hay Group so managers know what they are aspiring to. All managers have access to 1-2-1s and ad hoc advice and support from their HR business partner.

Employees are encouraged to eat healthily and they are offered a free range of healthy meals whilst on duty as well as fresh fruit. They have signed up to the 'cycle to work scheme' where they loan employees money to buy a bike.

All of their offices are open plan and all employees operate an open door policy to encourage open and honest communication. The Company director knows all employees first names and ensures they are all greeted and made to feel an important part of the team. The Directors of the company make regular visits to all sites to speak to the employees. Birthday cards are sent by the directors for birthdays, Christmas and family events such as a new baby, wedding etc. They arrange a mix of social activities, all food and drink related.

glue value chances for the agency to bond socially as it produces more effective teams and relationships. They ensure that they take all glue employees away for one weekend a year to a festival during the summer to simply have some fun and bond with fellow colleagues outside the formal confines of the office. This year gllue went to the Big Chill Festival and had their own enclosure within one of the campsites. Each department has an annual away-day which focuses on building and developing team work. They have regular special cinema screenings where they show work by glue staff.

Some of the training activities that employees may take are IPA Foundation/Advanced certificates run by the Institute of Practitioners in Advertising, Team Management Skills, Presentation Skills, Microsoft Office training, Social Media training, Digital Bitesize sessions where staff share knowledge about their particular field of expertise, Digital Immersion sessions - half day programme where each head speaks to new starters about how the role of their department fits into the rest of the agency.

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

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

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

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

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

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

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

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

A lot of work is done at the weekends so Fast Track offer days in lieu. These are capped at 15 days a year to encourage work/life balance. Fast Track have a Chairman's BBQ every year at the Chairman's home where family and friends are invited. There are running groups and keep fit classes at lunch time in the park.

Fast Track Sales Ltd hold several company team events including an annual "sports day" and BBQ in October and an annual Christmas Party. They also have at least one other business focused but interactive fun away day each year. They also endorse and take part in office organised initiatives such as a charity fund raising. Fast Track Sales Ltd also support their company sports teams such as their netball and football team by contributing to their subs.

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

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

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

Experien QAS have participated in two Experian management training programmes for their senior managers (Inspire) and their managers (Engage.) They have also trained 4 senior HR professionals in facilitating 360 degree feedback qualifications so they could roll this out to support all their managers. Experien QAS encourage managers to network and attend relevant management seminars. They also hold an offsite 2 day management meeting once per year with colleagues from the international Experian QAS offices. HR also regularly run bespoke workshops for managers as relevant to their current needs eg Capability workshop or Performance Appraisal workshop.

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

Enotria Winecellars Ltd provide internal awards to their employees to recognise employee's contributions. They have Annual Company Awards where they recognise exceptional performance as well as recognising important employee milestones by presenting length of service awards and gifts. Instant Recognition is given to colleagues in the form of Team/Department awards from Line Managers. They also have a Suggestion Scheme which is both intranet and paper based which offers rewards for ideas or innovation.

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

They have an on-line resource centre for managers with “how do I” guides and webinars and support their people managers undertaking external People Management related qualifications. 360 feedback is offered to all employees at all levels and includes a 2 hour coaching session with an internally accredited coach who also provides career coaching. They have management forums such as the monthly District Managers' meeting development and information sharing event and their high potential employees are segmented by career stages to enable differentiated development experiences to be offered. Emerging leaders attend their annual High Contributors Programme at Cranfield University over a 5 month period. Mid-level high potentials attend Sustaining High Performance at IMD Lausanne and executive level high potentials attend their Executive Leadership Development Programmes.

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

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

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

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

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

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

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

Escalate is their in house talent development scheme. All staff are enrolled into Escalate which is a structured development programme for all levels to encourage life long learning and promotion of skills within the business. They have recently launched their 'mentoring scheme' - all employees were given the opportunity to apply for the scheme and 12 have now been chosen to be mentored by the directors of the group.

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

Some team events include inter agency softball, karaoke, company drinks and weekend to Spain. The company work away weekend is a way to encourage cross communication across and within departments, as well as encouraging integration for new joiners with other members of the agency.

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

Coleg Morgannwg prides itself on having an effective approach to reward, recognition and health & well being. With regard to remuneration the college has a robust, fair system for the assessment of salary for academic staff. They have a policy and process for the re-grading of support staff. They continue their work in relation to the health & well being group to further embed healthy working practices in the college. They ensure that all managers are aware of the opportunities to nominate staff members for various awards and recognition for their contribution.

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

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

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

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

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

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

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

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

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

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

The event that staff are taking part in this year is Race for Life. They also take steps to recycle office based materials such as paper, plastics and ink cartridges and the staff in the lab recycle solvents. They are moving to new offices with CRUK situated at the Angel in Islington. This will consolidate all office based activities in one place reducing their carbon footprint. CRUK encourage employees to use public transport whenever feasible and they operate a cycle purchase scheme for those who wish to cycle to work.

The event that staff are taking part in this year is Race for Life. They also take steps to recycle office based materials such as paper, plastics and ink cartridges and the staff in the lab recycle solvents. They are moving to new offices with CRUK situated at the Angel in Islington. This will consolidate all office based activities in one place reducing their carbon footprint. CRUK encourage employees to use public transport whenever feasible and they operate a cycle purchase scheme for those who wish to cycle to work.

Cambian provide support for their managers through appraisals and coaching with their HR manager, specifically for HR related processes. Support is identified on an individual basis. Managers have the option to attend seminars, managers forums and any other peer support activities that they wish. All facilities have a CPD budget and allocate accordingly.

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

Burgess Hodgson are a training firm in that they recruit trainee accountants on an annual basis. They believe they are the largest recruiter of trainees in Kent. This makes them unique where other firms only employ qualifieds. They firmly believe on training and promoting from within. This comes at a significant cost. Each trainee costs between £10-15,000 to qualify and they take on four or five a year. At any one time, Burgess Hodgson could have as many as 20 people training for official qualifications.

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

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

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

For those employees who need to work from home occasionally, laptops and blackberries are provided. The firm's policy is that everyone works in the firm's offices as members of a team, unless there is no alternative, to foster a sense of community and discourage long hours working. In this way Bristows aim to decrease the incidence of depression, isolation and anxiety. Opportunities to work flexibly are widely taken up by staff in all employee groups.

For those employees who need to work from home occasionally, laptops and blackberries are provided. The firm's policy is that everyone works in the firm's offices as members of a team, unless there is no alternative, to foster a sense of community and discourage long hours working. In this way Bristows aim to decrease the incidence of depression, isolation and anxiety. Opportunities to work flexibly are widely taken up by staff in all employee groups.

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

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

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

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

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

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

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.

Particular work this year has been on the carbon footprint of staff travel. All under desk bins are removed and replaced by recycling centres. Also a "Not In The Bin" scheme to recycle unwanted equipment is in place. They have been running a sustainability training course for all staff for over ten years. This not only addresses specifics but also deals with the broader context so people really understand the issues.

Particular work this year has been on the carbon footprint of staff travel. All under desk bins are removed and replaced by recycling centres. Also a "Not In The Bin" scheme to recycle unwanted equipment is in place. They have been running a sustainability training course for all staff for over ten years. This not only addresses specifics but also deals with the broader context so people really understand the issues.

The organisation holds a ‘Going the Extra Mile' award each month and annual staff achievements awards ceremonies. Employees have access to a comprehensive total reward package which includes a robust pay and grading system, flexible working packages, health and well being initiatives and local supplier discounts. Staff also receive discounted travel via Warrington Borough Transport.

The organisation holds a ‘Going the Extra Mile' award each month and annual staff achievements awards ceremonies. Employees have access to a comprehensive total reward package which includes a robust pay and grading system, flexible working packages, health and well being initiatives and local supplier discounts. Staff also receive discounted travel via Warrington Borough Transport.

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

The company offer continuous professional development, teaching qualifications, industry specific qualifications, professional charterships and working groups. Teams are involved in projects and the organisation have talent management, people strategy and succession planning.

The Leadership Trust is a charity. All profits they make are distributed in grants and bursaries to other voluntary organisations in order to further their leadership development. Since starting their grants and bursaries scheme they have donated in excess of £3.4M.

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

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

External courses are provided to employees. The organisation also offers internal staff development where staff can pick and mix their programme. Teaching staff are supported in completing a PGCE and given teaching sessions to allow them to complete this successfully. Other qualifications have been supported where staff have been given time off site to attend college or a training venue. The college will also pay a contribution to course fees.

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

The Leader is open and honest, very approachable and informal, feeds back to people, openly recognises good ideas/suggestions, doesn't dismiss the less good ideas/suggestions, gets involved, creating a culture of engagement - bottom up approach.

Flowers and recognition are given to staff after 25 years of service. Champagne is given to employees for naming "Spotlight". The organisation hold regular staff meetings to discuss issues and ideas. The organisation are involved with Investors in People and offer counselling for staff. They also have an open door policy of SLT.

Flowers and recognition are given to staff after 25 years of service. Champagne is given to employees for naming "Spotlight". The organisation hold regular staff meetings to discuss issues and ideas. The organisation are involved with Investors in People and offer counselling for staff. They also have an open door policy of SLT.

The people directorate undertake a 'Team of the month' award. Any officer can nominate a team within their directorate for actions above and beyond what would normally be expected. This can include targets achieved much earlier than planned and teams pulling together. All nominations are discussed at a divisional leadership team meeting and nominees are notified of the result. The award is £50 which is transferred to a nominated cost centre and a certificate which is framed and presented by the Director for People or the relevant Service Director.

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

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

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

The Leader will let staff know at the earliest opportunity about issues that may affect the college moving forward and which could potentially affect their jobs. Although they are facing budgetary restraints she has ensured that staff have received a non-consolidated bonus as recognition for their contribution, while we cannot afford a pay rise generally applied to wages. She has involved all staff in their recent Ofsted Inspection success and ensured they were all equally recognised for their support.

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

Effective Talent Management and Leadership Development is a key objective for Chief Executives, Chairs and Boards. Best Practice research suggests that there are eight pre-conditions or essentials for successful Talent Management and Leadership Development. The NHS East of England propose that these essentials are simplified and embedded into the SHA and PCT Talent and Leadership plans to provide a consistent and coherent focus of attention, ensuring that they are spoilt for choice for Leaders and Talent across the NHS both now and in the future.

The NHS East of England are a high performing organisation that makes many exciting demands of their staff. They offer a vibrant, dynamic working environment that gives opportunities for people to explore both breadth and depth in their roles. While the pace is fast and the expectations are high, they give back to their staff as much as they give to the organisation.

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

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

Training activities within the organisation include Pensions Scheme training, Data Protection, IT Systems and Corporate training. Formal qualifications are also supported through time off or funds.

In order to support people managers in the organisation, they have Internal management development training, meetings and internal/external coaching available.

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

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

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

On average employees receive twenty hours formal training per year including Teacher training, Assessor and Verifer Awards, First Aid at Work, Manual Handling, Health & Safety, a variety of IT training, Active Listening Skills, attendance at numerous internal and external conferences and seminars, Autism Awareness Sessions, Child Protection Training, Subject-specific update, legislative and professional courses ie British Canoe Union training, BSc in Information & Library Studies, Rabbit Welfare training.

The leader/senior management interact with employees on a day to day basis in and around Head Office. They visit schemes, there are meetings which more junior staff attend and there are regular staff briefings. The Leader puts clients at the forefront of leadership, decision making and strategic developments and champions marginalised groups.

Management tool kits/resources give access to training, checklists and induction and support from colleagues. There is pay/support for external management qualifications. Typically ILM, CMS,DMS and MBA courses have been supported. Also there is training in Health and Social Care. There is access to individually identified training i.e. ILM or in-house Managers Toolkit Training. Other Seminars/managers forums or other peer support opportunities are meetings for Heads of Service, specific meetings for housing managers and floating support managers.

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

Over the last 26 years John Mulloy has been instrumental in delivering award winning developments, top class service and innovative initiatives. Under John's leadership Hillcrest Housing Association has evolved from solely being a housing provider to being the parent company of a group of companies providing housing, care and wider role activities. It is John's determination to move the Group on and embrace the best new ideas and initiatives that make his leadership skills distinct. The Group is never standing still and is always exploring new ideas, projects and ways of working. This makes it exciting for employees to be part of the Group. Everyday is never the same for a lot of people within the Group.

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

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

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

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

To encourage strong relationships between staff members at EPCC at the University of Edinburgh, all staff attend a bi-annual away day that is designed to actively augment the sense of team membership.

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

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

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

Health and wellbeing are given a high value and part of the Company's ethos. Westfield Health provides a higher level of access to health care and working with partners such as NHS helps provide information and support for employees e.g. Cancer awareness sessions. Staff have also been provided with free pedometers to encourage walking.

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

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

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

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

Staff at Clydebank College receive rewards for their efforts in the form of staff awards, they also enter external awards to recognise their staff and the college. At all staff events they highlight good practice and positive feedback. They also have features in newsletters & internal communication.

Careers South West has a reward and recognition policy and through this maintains a reward and benefit structure that is both fair and market competitive in the South West. A fair fixed point and broad banded salary structure is in place. The organisation offer flexible working, such as working from home where required, urgent family leave, enhanced maternity and paternity leave, parental leave, term time working and casual hour contracts. Overall their reward and recognition methods help to ensure employees are able to maintain a good work/life balance which in turn supports employee wellbeing within the organisation.

CSW maintains good employee relations by briefing, listening and responding to views within the team. It continuously improves internal communications and has both the capacity and capability to allow its employees to be involved in delivery developments. It actively encourages feedback and rewards successful suggestions. As a result, any change is managed positively by planning and systematically executing a plan of action and is able from within to continuously question and discontinue practice which is no longer effective.

An MA in teaching and learning is provided free and run by the Institute of Education, University of London. A Coaching Diploma, accredited by Middlesex University, is open to all services and teaching staff. Regular Friday afternoon sessions are run on teaching and learning, teachers teaching teachers. Long-term management development programmes are run for senior, middle and aspiring leaders. Mentoring by both external and internal staff is available for managers and work shadowing is available to all staff.

The organisation have run work discussion groups with a consultant psychotherapist who meets managers so that they can talk outside of line management structures about work problems. The aim is to encourage collaborative working, shared values and the sharing of experience and best practice. 3 development programmes are run: one for senior leaders, one for middle managers and one for aspiring leaders. A leadership survey is carried out annually between middle and senior managers.