The College annually supports a range of staff social events and activities as recognition of the input staff have to the College and its successes. The College supports the annual Christmas lunch and summer BBQ which are attended by a large proportion of the College staff. Employees also benefit from access to Total Reward Statements which gives each employee a clear and defined picture of the benefits they receive. The statement also highlights the College's pension contribution.

Employees benefit from an annual event called "Healthy Living Day" which incorporates information and advice on all the areas listed above as well as financial health. They have exhibitors, stalls, demonstrations and sessions providing information on various aspects of health, wellbeing and financial matters and the College recently offered staff the opportunity to take part in a healthy heart study programme in conjunction with the local health authority. The College also encourage employees to exercise. Staff are able to access free gym facilities at the sports campus, free lunchtime exercise classes, such as Zumba are also available.

Announcements in staff newsletters are made when staff successfully achieve something, i.e. obtaining a professional qualification. Letters from the CEO are sent to staff recognising their service, level of contribution to the service. There are ISIS Awards 'Inspiring Staff in Service' awarded to individuals and teams recognising their contribution to the organisation.

Announcements in staff newsletters are made when staff successfully achieve something, i.e. obtaining a professional qualification. Letters from the CEO are sent to staff recognising their service, level of contribution to the service. There are ISIS Awards 'Inspiring Staff in Service' awarded to individuals and teams recognising their contribution to the organisation.

They reward and recognise employees for their work and contributions in a number of ways. The organisation operates performance related pay and employees receive quarterly appraisals where they are assessed on their contribution to the organisation in terms of their behaviour, completion of key priorities and carrying out their role. Yorkshire Water also run a recognition scheme where employees are given vouchers by their managers as a token award to recognise their achievements. It may be used for people who have demonstrated their values in an outstanding way, to celebrate a great piece of work or to say 'thank you' for contributions which would not otherwise be rewarded in their basic salary.

Yorkshire Water has a strong employee supported volunteering programme as the foundation of its Community Investment Programme. Their volunteering activities focus on education and the environment and employees are able to choose from a selection of opportunities including reading with a child for 1 hour a week and becoming science and engineering ambassadors. Yorkshire Water has four education centres across the Yorkshire region providing free visits to primary, secondary and further education students. These visits encompass national curriculum requirements and educate future customers on issues to do with clean and waste water treatment. The organisation has a well established environment community made up of a number of different dedicated teams with specific environment related responsibilities. The teams meet on a regular basis to ensure the business as a whole has a joined up approach to the environment.

All UK employees benefit from private healthcare and through this, a range of information and self-help tools covering several health related topics is made available via the employee's flexible benefits portal - Your Choice. Wood Mackenzie has recently launched specific programmes focused on workplace ergonomics and stress management with tutorials and self-assessment tools made available via their e-learning platform. UK employees are also eligible for wellness check-ups which provide an ideal opportunity to receive advice on any medical concerns that they might have. Wood Mackenzie encourage staff to take exercise by offering corporate gym membership and they have recently launched a ‘cycle to work' scheme.

Wood Mackenzie have been Investors in People accredited since 2008 and they use the framework to promote their people management and development policies around the globe. This allows clear line of sight as to the rationale for investment in their people and their managers role in that process. Every effort is made to make the link between good management planning, execution and revision practices and their positive effect on staff engagement and performance. This theme permeates throughout all their internal management development programmes and is visibly supported by the senior management through their various contributions to development programmes.

Windmill adopt an open and flexible approach to wellbeing and consider all needs on an individual basis. Employees benefit from an employee assistance programme and subsidies towards the use of sports facilities and gym memberships. They are constantly implementing new ideas and are in the process of adopting a cycle to work scheme and organising activities such as picnics, where employees can bring their families. The company monitors the number of hour's employee's work to ensure there is a healthy balance between their home and work life and they allow staff to take time off in lieu for any extra hours worked.

Windmill adopt an open and flexible approach to wellbeing and consider all needs on an individual basis. Employees benefit from an employee assistance programme and subsidies towards the use of sports facilities and gym memberships. They are constantly implementing new ideas and are in the process of adopting a cycle to work scheme and organising activities such as picnics, where employees can bring their families. The company monitors the number of hour's employee's work to ensure there is a healthy balance between their home and work life and they allow staff to take time off in lieu for any extra hours worked.

The Chief Executive holds a monthly 'meet the Principal' breakfast/lunch with 15 staff chosen randomly through the HR system. The senior management team hold their weekly meeting at different sites across the College and invite staff from those sites, who may not always have the opportunity to drop in and see them, for lunch prior to the meeting. Each member of the senior management team also has responsibility for one of the sites and regularly attend their focus group meetings or events. For example, the College has a site dedicated to a Hair, Beauty and a complementary therapies salon which is run by staff and students as a commercial entity, the College executive team will all be receiving a treatment given by a learner in order to provide training experience and have an opportunity for a 1-1 dialogue.

In 2009, a Workforce Plan for the College was presented to governors for the first time. This included succession planning and talent management activities. The College has launched a number of programmes to manage talent and provide for succession planning. This includes: Routes to Success training programme launched through an external provider for the senior managers of the future; programme area leader development programme launched; training programme for first level support managers launched November 19th 2009. The College also has a rolling programme of employing apprentices. The aim of this is to provide future administrators for the College. Since the launch of the programme in October 2005 the College has recruited 13 business apprentices of which 5 are now in permanent roles in the College, 2 have gained external employment and 6 currently on the scheme.

Wedlake Bell acknowledge employees efforts and ensure a simple face to face thank you is given for hard work. The organisation rewards employees through annual discretionary bonuses, lunches, dinners with spouse or partner, flowers and chocolates.

Partners of the firm and managers have been given training on recognising signs of stress and pressure in employees. They regularly communicate with their staff and keep on top of individual's hours and workloads to ensure a good work/life balance. Social events are organised where employees families are invited including cricket days and film nights. Employees are encouraged to exercise and a cycle to work scheme has been implemented. Yoga classes and subsidised gym memberships are also provided.

Volunteering England hold regular support and supervision sessions. Positive feedback and recognition is given in the staff meetings. There are formal appraisals and six monthly reviews. They actively encourage staff to use their volunteering leave and provide advice on the best way to use their leave. Volunteering England monitor their use of energy and use low energy ICT equipment whilst old ICT equipment is given to Computer Aid International for recycling.

Volunteering England provide effective management training open to all staff and compulsory for line managers. For internal coaching and mentoring there are consultancy sessions available to all staff and there is informal mentoring available via the leadership group. External coaching is offered via training providers. There are seminars, manager's forums and other peer support opportunities available.

University Campus Suffolk (UCS) opened in 2007 and is among one of the newest higher education institutions in the UK. It is developing rapidly, and as a new organisation, its staff and students are having a major influence on the shape of the organisation and the direction in which it develops. The dedication and passion of UCS staff is relied upon in these years of growth and as such the organisation ensures that its staff are recognised and rewarded through annual awards ceremonies as well as ex gratia payments to staff in recognition of exceptional contribution or effort.

University Campus Suffolk aims to actively engage with the wider community across Suffolk and Great Yarmouth through a range of partnership projects, community activities and outreach work. Community engagement activity at UCS is about communicating and sharing knowledge with the local community, enriching cultural life and providing a service to their communities. The Community Engagement team provide a link to the local community, facilitating projects and events, making UCS accessible to everybody. UCS has brought together a number of staff to form the community engagement team. This group will look at how UCS can centralise the good practice that is currently taking place. Initiatives include supporting community groups with a venue, sourcing purchases locally where possible through small business and they aspire to be an example of good practice in terms of their environmental efforts.

They organise a variety of social events to encourage team work and run team building exercises annually. The events are chosen by employees locally and include ghost walks, quiz nights and paint balling. Teams are rewarded for their efforts through team nights out

Managers are provided with toolkits to support them in their roles, the central repository for these is the intranet. To help managers progress, the organisation offers secondments including many cross functional secondments. They have a formal management training plan and all managers in the organisation have received training in managing performance in the last nine months plus their own training needs being addressed. Employees are encouraged to seek 360 feedback as part of the performance management process. Funding for management qualifications can be requested and approved within the professional qualification policy. Managers also attend regular leadership conferences which include learning sessions as well as providing peer support opportunities.