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

Clarion Events Limited recognises employees for going beyond the call of duty in demonstrating the company values. They also offer a Eureka Scheme to reward those for successful new ideas. They recruit, appraise and promote according to their values which ensures that their employees are empowered and incentivised to succeed.

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

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

Charterhouse firmly believes in the value of work life balance, happy staff equal productive staff. Flexible and mobile working is supported through technology, all staff have laptops and blackberries and they focus on their staff's output rather than input. They believe that if you work hard you should also make time for play. They recently installed a ‘breakout' room to encourage staff to escape their desks and relax. The room is furnished with comfortable chairs, Sky TV a football table and pool table. On a Friday they have a ‘4 'clock social' where staff can convene for drinks, snacks and a catch up. It's a great way to get people mixing and create the team culture that they value. They also organize regular company events and encourage staff to bring along their partners and families.

They are committed to the continuous development of their people. They want their people to grow with the company and that takes investment. In addition to a formal appraisal scheme, every employee has an individual development plan designed to help them achieve their own career objectives and support the long-term objectives of the company. Every employee undergoes bespoke internal training, such as Management Training and Appraisal Training, to meet their own specific needs. They also encourage staff to spend time working in other departments to help them get a better understanding of the business as a whole. In addition they actively encourage out staff to up-skill by taking formal professional qualifications in marketing, procurement and accountancy. As well as paying for these courses, they ensure staff are given the necessary time off to attend and complete them. They also run a mentoring scheme and their commitment to the development of their staff has been recognized by Investors In People.

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

To encourage employee's personal growth within the organisation employees can attend skills training sessions throughout the year, trainee solicitors have a structured training programme in line with requirements set out by the Solicitors Regulation Authority. They also support professional development through further learning and external training courses, attendance at industry networking events and provide internal training and seminars for employees to further develop their skills.

The Central Office of Information have their own welfare officer who can offer advice on topics such as stress management whilst annual health checks help employees to monitor their overall health. Employees are encouraged to maintain a fit and active lifestyle through cycle to work schemes, gym memberships and free fitness sessions.

The Central Office of Information have their own welfare officer who can offer advice on topics such as stress management whilst annual health checks help employees to monitor their overall health. Employees are encouraged to maintain a fit and active lifestyle through cycle to work schemes, gym memberships and free fitness sessions.

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

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

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

Campbell Reith has a flexible approach to accommodate personal or medical appointments and time is given during company hours, time in lieu is also given for weekends and out of hours working. The company also has an open door policy and if a staff member requires help managing stress then this can easily be discussed with senior managers. In addition to support employees maintain a work/life balance child care is available.

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

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

The base salary is fixed cash compensation for knowledge, skills and experience. There is an annual incentive plan whereby cash awards for achievement of targeted financial and strategic objectives are awarded. There is a long-term incentive plan that awards equity grants, some of which are variable based on long-term performance. This promotes retention, equity ownership and provides an opportunity for wealth creation for long-term shareholder value. The total cash compensation is base salary plus annual incentives. Total direct compensation is total cash compensation plus long-term incentives.

CA has a range of toolkits/support available for managers via their management academy site on their learning management system. CA have been running a series of management coaching programmes where each manager gets three personal one on one coaching post programme. They also run a mentoring scheme where employees are given a mentor they can speak confidentially with. All Managers are encouraged to join professional appropriate organisations and to attend seminars and conferences.

buyingTeam encourage creativity and run a 'My Bright Idea' scheme where employees can submit ideas on improving ways of working, or generating more revenue for the business. Everyone submitting an idea is awarded with a dinner and the top 3 annual submissions are awarded with a red letter day prize. There is also an employee of the month scheme where colleagues can recommend their peers who have demonstrated their shared values to a high standard. Winners are awarded with a dinner and their achievement is shared via news items on the intranet. The organisation strives to listen to what their employees want and gets them involved in the decision making through running committees and designing and running the annual conference.

The majority of training activities are run internally to support their knowledge-sharing culture. The company has a comprehensive induction programme and training academy. An external provider gives coaching sessions to those who have been identified as needing some targeted 1-2-1 sessions. Various ad-hoc knowledge sharing events and activities are held, usually in the form of learning lunches. Employees are actively encouraged to develop their knowledge by studying for formal qualifications. buyingTeam provide financial and time support for employees wishing to pursue accredited qualifications relating to their work including CIPS and CIPD. An online knowledge management system is used for sharing procurement knowledge, where employees can add their knowledge and experience of areas they have worked in. They try to offer as much variety in work as they can and expose employees to as many different experiences as possible, so that employees can make informed decisions about the right career path for them.