Growth Fuels Engagement

The organisation hold awards including annual recognition of excellence and going 'above and beyond' following nomination by peers. Special leave is awarded and social events held to celebrate milestones. Staff receive public emailed thanks from the Chief Executive, letters of thanks, flowers where appropriate and web stories about achievements. They also receive thank you cards and letters from senior staff.

Staff and students have provided osteopathy to participants in the London Marathon. The organisation has been involved in fundraising to support prostate cancer. Fundraising activities also contribute to the funds for the BSO charity. These efforts have been recognised with awards from the South London Press, CAM magazine, Borough of Southwark and shortlisted for the Prince of Wales Integrated Health Foundation special judges' prize. They were also shortlisted for the Charity Times Charity of the Year award in 2010.

Brent Housing Partnership nominates employees for awards, employee of the year certification and staff achievement awards. Gift vouchers are given to employees and the company have been Investor in People since 2005. The company hold a publicity group meeting where a representative from each team attends and gives team updates.

Brent Housing Partnership nominates employees for awards, employee of the year certification and staff achievement awards. Gift vouchers are given to employees and the company have been Investor in People since 2005. The company hold a publicity group meeting where a representative from each team attends and gives team updates.

They strive to provide a positive and supportive working environment. They encourage managers to provide informal feedback to staff plus formal feedback through supervision and appraisal. The company encourage staff's successes with articles in News 2 You and they have nominations for the annual awards ceremony. Staff receive a cash bonus for achieving their NVQ certificate and a cash bonus for 'recommending a friend' to join Brandon.

Brandon provide mandatory training for all operational staff including food safety, COSHH, first aid and fire safety induction for all new starters. They sponsor front line staff to achieve their NVQ certificates and support this with their highly rated in house assessment centre. On completing their awards, staff are invited to a celebratory awards lunch and receive a cash bonus. All staff are able to apply for annual bursaries to support academic studies related to their work. They also support and fund managers to achieve relevant professional and academic qualifications.

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.

The organisation recognises and rewards employee's contribution. They run a manager of the month scheme and include all achievements in their internal weekly bulletin. Employees are given the chance to put forward their ideas and receive a reward in the form of golden tickets to the value of £100. Length of service is celebrated with an award.

Treetops provide employees with a variety of training activities including health & safety, managers in training programme and childcare workshops. They also support formal qualifications by allowing employees time off to attend courses and also assist with funding. The organisation encourages employees to share their knowledge through workshops, mentoring and shadowing and have a dedicated training manager to support the learning and development of all employees.

Thinktank have an annual staff recognition ceremony, which is a bit of fun with a serious message. Through anonymous peer nominations, all members of staff are recognised in some way for something they personally bring to the organisation. The ceremony is generally held around Christmas, with a gift for all staff too. They hold staff briefings every month where all staff members are invited and each department updates the rest of the company on what they're doing.Iin addition to this, employees are encouraged not to let issues fester and to speak to someone within the company early on, such as their line manager or the HR department, so that the issue can be dealt with quickly.

Staff members feel that they are looked after at Thinktank, with opportunities for career progression and personal development readily available. Support and advice is always on offer so that individuals can attain new skills and progress their career. As Thinktank is always developing new programmes, exhibits and improving accessibility to science, so the staff are encouraged to develop personally and professionally within a forward thinking environment.

Personal development plans are put in place for team members to learn new skills by taking up roles in other departments. Employees have access to a variety of training activities including courses in assertiveness and NVQ level 2 and 3 relevant to that employee. They also provide staff with £145 per annum for personal development training. The money allows employees to develop and learn new skills not associated with the workplace such as languages, golf and horse riding lessons.

Personal development plans are put in place for team members to learn new skills by taking up roles in other departments. Employees have access to a variety of training activities including courses in assertiveness and NVQ level 2 and 3 relevant to that employee. They also provide staff with £145 per annum for personal development training. The money allows employees to develop and learn new skills not associated with the workplace such as languages, golf and horse riding lessons.

Employees are entitled to benefits including life assurance, extra holidays and discounted services. They put on an annual staff party where employees families can attend and hold social events from BBQ's to bowling nights. Senior staff and employees provide support to one another in the event of personal and domestic issues.

Employees are entitled to benefits including life assurance, extra holidays and discounted services. They put on an annual staff party where employees families can attend and hold social events from BBQ's to bowling nights. Senior staff and employees provide support to one another in the event of personal and domestic issues.

Working for the Royal Borough offers variety and opportunity to develop and progress. There are countless examples of employees that have started in junior roles who have been supported to develop and grow into senior management roles. There is a real sense that everyone regardless of their background or qualifications when they start with RBWM, has the opportunity to ‘move on and up'. All that is required is a willingness to put yourself forward, work hard and take on the opportunities that present themselves and you will be supported with training, in achieving further qualifications and through supportive management.

There are a variety of flexible benefits that help employees' make their earnings go that bit further through discounts or tax efficiencies. The Royal Borough understands the needs of employees with busy work and home lives and strives to support them in their work life balance with a variety of flexible working options including home working, compressed and core hours working.

The Nichols Group review each employee's contributions on an annual basis to determine potential salary increases and discretionary bonuses, based on company profitability and individual performance. In addition, a variety of social events are organised to recognise, celebrate and reward individual and team efforts.

The Nichols Group review each employee's contributions on an annual basis to determine potential salary increases and discretionary bonuses, based on company profitability and individual performance. In addition, a variety of social events are organised to recognise, celebrate and reward individual and team efforts.

Every month a training calendar is issued that lists all the training courses offered by the Learning and Development Department. There are many different courses available including telephone techniques, The World's Finest Service Workshop and Guests' Name Workshop. The Dorchester offers cross exposure experiences to all employees. If an employee is interested in a department that is not related to theirs, they may apply to do cross exposure. Employees are paid for cross exposure days as normal working days. In addition, employees may also be sponsored to attend external courses that are unrelated to their roles. The intranet is accessible from all computers within the hotel. This provides a vast array of information for employees. In addition, a complimentary Learning Library is available to all employees. The Learning Library contains nearly 200 different books on a wide selection of topics not all of which are work related. Some topics include training, presentation skills, computer help, leadership skills, tips for living eco-friendly, gardening tips, and cookbooks.

Thatcham has a charitable donations group which meets regularly to decide which charities the company will support. They often sponsor members of staff for taking part in fundraising events from a team who walked the ‘moonwalk' for Breast Cancer, a member of staff who cycled from John O Groats to Landsend for the NSPCC and another who participated in ‘three men in a boat' for the Bi-polar Organisation. Thatcham has a corporate social responsibility committee made up representatives from each area of the business who meet regularly to discuss CSR issues, suggest new action points and comment on existing ones. All company owned vehicles are also selected on their CO2 emission efficiency. They carefully monitor the use of electricity, gas and water and have implemented a range of energy efficient programmes to ensure they are reducing their energy consumption. 8 wind turbines have been installed to generate some of their own electricity and have installed a lighting voltage management system which reduces power use by 25%. Thatcham are regular visitors to local schools and youth organisations where they promote safety on the roads.

One of Thatcham's company values is innovation and therefore they recognise and reward an employee who demonstrates a commitment to this particular value. Twice a year employees can nominate a colleague for a Value Award. The awards aim to promote and encourage commitment to their core company values and consequently acknowledge individual employee contribution. Each winner for the 4 values is given a voucher and champagne to recognise their success. Employees who completed the management certificate had their certificate presented by the Chief Executive and enjoyed a celebratory lunch and fun learning event.

Their in-house training programme, Text Life is open to all Text 100 staff. Local Text Life Ambassadors in each of the global offices are accountable for developing a training calendar tailored to the local office needs, tapping into the company's library of courses, white papers and external presenters.

Their in-house training programme, Text Life is open to all Text 100 staff. Local Text Life Ambassadors in each of the global offices are accountable for developing a training calendar tailored to the local office needs, tapping into the company's library of courses, white papers and external presenters.

Symantec's Total Rewards programess are designed to drive their success as a market leader in the information technology industry. In structuring and overseeing these programs, they focus on the achievement of corporate and individual performance objectives, attracting and retaining highly-qualified employees, and maximising long-term shareholder value. Symantec's Total Rewards philosophy is comprised of several key offerings including various stock programs, competitive benefits, attractive incentive pay programmess, market priced salary structures, and indirect compensation components such as work-life balance programmes, career growth and training opportunities, diversity programmes, and many others.

Symantec's Total Rewards programess are designed to drive their success as a market leader in the information technology industry. In structuring and overseeing these programs, they focus on the achievement of corporate and individual performance objectives, attracting and retaining highly-qualified employees, and maximising long-term shareholder value. Symantec's Total Rewards philosophy is comprised of several key offerings including various stock programs, competitive benefits, attractive incentive pay programmess, market priced salary structures, and indirect compensation components such as work-life balance programmes, career growth and training opportunities, diversity programmes, and many others.

Managers within Suffolk County Council are occasionally offered the opportunity to go out on secondment or loan giving them a chance to experience working and managing in a different environment with different people to help them learn about and develop their management style. The Council also enable managers to work on specific projects or programmes that utilise or further extend their skill base.

Due to the considerable size of the organisation there is a huge variety of different team building activities that go on in various areas. For the most part these activities are generally designed to help people focus on organisational objectives but there are also opportunities for people to come together and give something back to the communities they serve through a variety of community projects.

Social funds are made available to spend on fun nights out and team building events. At Christmas everyone below director level receives a £50 cab fare home for attending the annual Christmas party in Battersea, London. To bring employees together they have held a fundraising football day and a Las Vegas Super Trip. In celebration of team success they are rewarded with weekend trips away. Employees undergo team building events several times a year.

Social funds are made available to spend on fun nights out and team building events. At Christmas everyone below director level receives a £50 cab fare home for attending the annual Christmas party in Battersea, London. To bring employees together they have held a fundraising football day and a Las Vegas Super Trip. In celebration of team success they are rewarded with weekend trips away. Employees undergo team building events several times a year.

Employees training needs are derived from organisational priorities via the business planning process and individual needs as part of the outcomes of appraisal discussions. This results in employees taking part in a wide variety of training activities including Leadership and Management training, Policy and Procedural training, equality and diversity and many more. Non-work related training is considered sympathetically where resources are available in a partnership arrangement with the employee concerned i.e. agreement is sought on the respective contributions both partners can make. For instance fees may be paid by the council in return for the employee studying in their own time. The council has entered into a partnership with the Trades Unions to create a network of Union Learner Representatives who are supported to promote more informal learning in the workplace and to assist with the identification and take up of Skills for Life programmes.

Employees training needs are derived from organisational priorities via the business planning process and individual needs as part of the outcomes of appraisal discussions. This results in employees taking part in a wide variety of training activities including Leadership and Management training, Policy and Procedural training, equality and diversity and many more. Non-work related training is considered sympathetically where resources are available in a partnership arrangement with the employee concerned i.e. agreement is sought on the respective contributions both partners can make. For instance fees may be paid by the council in return for the employee studying in their own time. The council has entered into a partnership with the Trades Unions to create a network of Union Learner Representatives who are supported to promote more informal learning in the workplace and to assist with the identification and take up of Skills for Life programmes.

Southdale monitor their organisations impact on the environment by building code 3, 4 and 5 sustainable properties they are members of the Considerate Constructors scheme and work with local initiatives to reduce their carbon footprint. Waste management systems are implemented in all of their developments, as well as the recycling policy that is in place within all of their offices. Employees have also undertaken various challenges and activities in a bid to raise funds for local charities including a Golf day, the Three Peaks Challenge, the Great North Run, Virgin Vie parties, dress down days and coffee mornings, staff also have the opportunity to take time off to fulfil voluntary commitments and staff are encouraged to get involved with local voluntary organisations.

Southdale monitor their organisations impact on the environment by building code 3, 4 and 5 sustainable properties they are members of the Considerate Constructors scheme and work with local initiatives to reduce their carbon footprint. Waste management systems are implemented in all of their developments, as well as the recycling policy that is in place within all of their offices. Employees have also undertaken various challenges and activities in a bid to raise funds for local charities including a Golf day, the Three Peaks Challenge, the Great North Run, Virgin Vie parties, dress down days and coffee mornings, staff also have the opportunity to take time off to fulfil voluntary commitments and staff are encouraged to get involved with local voluntary organisations.

The College newsletter (Update) is frequently used by the staff to write public thank you notes to show their appreciation to any of their colleagues or other teams for anything special they have done. The Principal and the senior managers occasionally write to staff to recognise any outstanding contributions they have made to the organisation.

Throughout 2008/09 and 2009/10, the Principal took time to visit individual departments on a regular basis in an effort to update colleagues on the Capital Project and provide an open forum to air any concerns and/or suggestions on any subject. The Principal undertakes regular Q&A sessions with Middle Managers aiming to address any staff concerns or action any suggestions as swiftly and as efficiently as possible. The Principal personally meets and welcomes any new staff individually over coffee whilst senior managers facilitate their formal staff inductions.

They offer employees discounted gym membership and also provide a £20 wellbeing supplement to those with gym memberships. Free private health care is available to all employees and through this they can gain access to help and advice on quitting smoking and eating healthily. Seatwave has implemented a personal day policy which allows employees to take up to 5 days additional leave per annum at their request. Days can be used for things such as additional holiday, to spend the day in bed or take the kids to the park.

Seatwave annually conduct an external compensation survey to ensure salaries and benefits are in line with the market. In reward for employee's efforts, performance related stock option grants are available and quarterly performance reviews are carried out. They have a ‘spot' bonus program to celebrate extraordinary efforts and hold quarterly initiatives with awards for team winners.

They are keen to reward and invest in their employees. Key motivation initiatives include a quarterly competition launched in the UK newsletter, a detailed performance and development review process, comprehensive training and development for all employees and a provision of corporate clothing. Employee's opinions are valued and they are encouraged to put forward ideas and initiatives though a reward scheme. If overall company targets are met employees are rewarded with an annual bonus. They also offer a recommendation bonus for new employees referred by current employees.

To support employees in maintaining their work/life balance a number of employees are able to work from home. Employee's families are invited to celebration events such as Christmas and retirements parties. They offer Life Assurance to all employees and corporate gym membership is available.

Savile Group work hard on developing their teams and offer various methods for furthering people's careers and education. Courses available include personal coaching, MBA sponsorships and various other external skills courses. Employees are also given opportunities to work in different environments, recently some consultant's offered their time to help antislavery and community networks charities.

Savile Group work hard on developing their teams and offer various methods for furthering people's careers and education. Courses available include personal coaching, MBA sponsorships and various other external skills courses. Employees are also given opportunities to work in different environments, recently some consultant's offered their time to help antislavery and community networks charities.

There is an occupational health and wellness programme as well as a dedicated employee assistance programme available. Employees have access to a wide range of benefits including free private health care, life assurance and subsidised sports activities. S.Com has a flexible attitude towards time off in relation to personal and family matters and allow staff to work from home. They often include employee's families in events and their Christmas party is open to partners.

All managers, including the Managing Director Steve Gallucci, work in an open plan environment where possible and always operate an open door policy to all employees. Management are highly visible in the organisation and are regularly seen walking around the offices and providing business updates to keep everyone informed. Steve has worked at all levels within the business during his career and has an intimate knowledge of all job roles and duties along associated issues and problems. This depth of knowledge enables him to engage with employees and have empathy and understanding with any issues employees may face.

Rouse & Co believe in personal development for every employee and offer a wide range of external and internal training such as public speaking, risk management and time management. All vacancies are advertised internally and employees are encouraged to apply. They financially support formal qualifications for all employees and allow time off to study and complete exams. Prior to exams senior management will tutor employees during and outside of working hours. Weekly ‘know how' sessions are held which cover internal work related matters. Each team participates and provides opportunities for more junior level associates to improve their presentation skills, their knowledge of anything from recent case law to any new internal procedures.

Rouse & Co believe in personal development for every employee and offer a wide range of external and internal training such as public speaking, risk management and time management. All vacancies are advertised internally and employees are encouraged to apply. They financially support formal qualifications for all employees and allow time off to study and complete exams. Prior to exams senior management will tutor employees during and outside of working hours. Weekly ‘know how' sessions are held which cover internal work related matters. Each team participates and provides opportunities for more junior level associates to improve their presentation skills, their knowledge of anything from recent case law to any new internal procedures.

Robert Clack has been judged as an outstanding school by Ofsted in the last 3 inspection reports. It serves a community characterised by extremely high levels of poverty; amongst the lowest wage level in London; the lowest level of qualifications amongst the adult population and high crime. Despite the considerable challenges that the catchment area provides, under the dynamic leadership of Sir Paul Grant the school has transformed itself from one of the worst performing schools in the country in 1997 to being inside the top 1% of schools nationally in 2008. Due to its transformation, the school has aquired a local, national and international reputation for excellence in all areas. The school is now an official High Performing Specialist School and has, unusually, applied for and been granted three separate curriculum specialist areas of excellence: Science, Maths & ICT and finally Languages. The school is also visited by numerous guests throughout the academic year eager to see the leadership and management strategies that have made the school such an enormous success.

As a maintained school, every full time colleague must fulfil 195 days in work every year of which 5 days are designated training days. On these days, all maintained schools may close to offer whole staff training on certain whole school themes. Employees are also given the opportunity to attend professional development activities arranged by external private providers. During the course of 2008-2009, a total of 402 full days were spent attending external CPD events. Colleagues may also seek to gain further professional accreditation; this may be professional qualifications which will enable colleagues to gain promotion. One senior leader has gained the National Professional Qualification for Headship (NPQH) which enables people to become Headteachers whilst other colleagues have gained the similar qualification aimed at middle leaders (Leading from the Middle). Another person is in the process of conducting research into an area of teaching and learning which will allow him to visit an international destination (Australia) in order to see best practice in action. Other staff have gained financial support from the school to further their academic study e.g. through studying a MA in Education Leadership.

They have nurtured and developed team members to rise through the ranks of the company and 55% of their key technical team have come through their own bespoke training programme. Through constant evaluation and appraisal, career progression is monitored and if necessary, new job roles are created within the company to suit the individual's skill set

Financial incentives and competitions are provided for teams and individuals at various times in the year. A financial bonus for every year's service is paid on each employee's birthday. Recently, their group of colour technicians travelled to Rotterdam to go on an organic colour workshop to experiment with new creative developments in this field.

Employees are rewarded for their efforts through various ways. The organisation benchmark salaries with other organisations and staff receive annual increments and an annual rise. Pay increments are also rewarded for qualifications gained and changing grade. Positive feedback is encouraged when people have done a good job, congratulations cards are given for qualifications gained, there are training qualifications presentations, thank you's in meetings and thank you letters are also given to ensure employees feel appreciated.

Employees are rewarded for their efforts through various ways. The organisation benchmark salaries with other organisations and staff receive annual increments and an annual rise. Pay increments are also rewarded for qualifications gained and changing grade. Positive feedback is encouraged when people have done a good job, congratulations cards are given for qualifications gained, there are training qualifications presentations, thank you's in meetings and thank you letters are also given to ensure employees feel appreciated.

Reading Room hold a wide range of events aimed at getting teams to work and play together. They hold regular team building days and social events ranging from summer cocktail parties to wine tasting and a Christmas party where employees were taken to Paris. Teams have the chance to earn extra bonuses and celebrate their achievements with divisional parties and nights out.

Reading Room hold a wide range of events aimed at getting teams to work and play together. They hold regular team building days and social events ranging from summer cocktail parties to wine tasting and a Christmas party where employees were taken to Paris. Teams have the chance to earn extra bonuses and celebrate their achievements with divisional parties and nights out.

Due to the company's flat structure there is no middle management ensuring that all employees have direct communication with the senior managers of the organisation. The directors contact details are published to all staff and employees are encouraged to speak directly with any of the directors about any issues of concern.

Flexibility is one of the company's core values and has been since its inception. They always try to accommodate part-time, home and out-of-hours working requests. Prosource.it are supportive of career breaks to care for the family, personal or professional development, working abroad, travelling or voluntary work.

Managers are assisted with specialist learning that is relevant to Pret and have workbooks to cover every role. Approximately 70% of managers are from internal promotions and have followed Pret's training pathway from the start of their career. External mentoring is provided for senior managers and they are encouraged to attend conferences, meetings and Pret chat groups to assist with their progression. Managers also attend regular development meetings and focus groups.

Pret A Manger provides employees with competitive pay and bonuses are awarded to employees of all levels. Senior managers always take time to say ‘thank you' to employees for their efforts and use ‘wow cards' to instantly recognise hard work. The company also run a monthly competition where the top performing shop is awarded with funds to spend on an event of their choice. Career development opportunities are available to all employees and they celebrate promotions within the company with vouchers.

Winners of the Team of the Month competition receive a night out, paid for by Pannone and the runners up all get to leave an hour early. The Team of the Year winners can receive a night out at a concert in the firm's box with a meal and wine provided.

Pannone give training to all managers on spotting signs of stress in themselves and others and offer free confidential counselling where necessary. Fundamentally they always remember that each employee has a life outside of work which must be taken into consideration when decisions are made.

To ensure that employees are rewarded for their efforts this organisation has regular job evaluations detailing employees input, development plans and one to one meetings. All achievements are published internally within the organisation and in addition all employees are recognised for their contributions with instant recognition through staff emails and their bi-monthly newsletter.

To ensure that employees are rewarded for their efforts this organisation has regular job evaluations detailing employees input, development plans and one to one meetings. All achievements are published internally within the organisation and in addition all employees are recognised for their contributions with instant recognition through staff emails and their bi-monthly newsletter.

There are various ways that employee's contributions are recognised. The recognition award is to acknowledge employees who make significant contributions to the success of the organisation. There is also a President's Award which is for outstanding financial contribution to the organisation. In addition to these they also thank loyalty and commitment through their length of service award.

The company rewards and recognises teams and individual performances through its Employee Recognition Programme which is an important facet of valuing people's contributions to the company and making them feel valued in turn. There are also financial bonuses and thanks given. Achievements are also noted in performance reviews.

Employees at Newham College of Further Education are recognised for their efforts in numerous ways including a professional effectiveness scheme where successful employees can receive one-off payments of £500. People who show exceptional loyalty are also rewarded with additional holiday entitlement after 5 and 10 years and a £250 payment for 25 years service.

Employees are able to meet with the Principal at regular ‘meet the Principal' focus groups where people are given the opportunity to ask him direct questions on a range of topics. The Principal also welcomes feedback through e-mail or the college intranet system and ensures that all employees are kept well informed of any developments or changes through consultation meetings.

NB is very supportive of charities. They offer to match employee fundraising which means that funds go to charities that mean something to them personally. They give all staff two days leave for charitable work which has helped local scouts, dog walking and school governorship. They also donated lockers from their basement showers to Broadway homelessness charity for one of their homeless shelters. They have an Environmental Committee, headed up by the EMS Manager, which is supported by representatives from across the company. This committee meets quarterly to review environmental performance of the organisation, and to identify potential improvement opportunities. The company operates a waste recycling system. All employees are educated to put recyclable waste into recycling bins, so as to minimise the amount of waste sent to landfill. Twice a year they run a 'Green Week' on the intranet, to raise awareness of climate change issues and provide advice on how they can reduce their impacts on the environment.

The senior management team have all "grown up" within the organisation from a graduate or just qualified level. They also get involved in corporate responsibility activities and they are high profile at our staff parties. They communicate with employees at company briefings and town hall meetings, which ensure that everyone understands the company's future strategy. There are also bi-monthly divisional director/associate breakfast briefings which are co-ordinated and hosted by peer group and allow another way to communicate.

Due to the nature of the business there is an inherent flexibility in shifts and shift patterns immediately allowing for an effective work/life balance. There is also a work hard, play hard culture which is clearly evident with Nando's focus being on work being fun and enjoyable with social activities highly encouraged. Restaurant managers are called patraos, which translates from Portugese as ‘the head of the household', in this way the emphasis is placed on ensuring the Nando's value of family is present in each and every team.

Nando's have developed a Working in Management Teams programme which is designed to improve communication skills throughout the company by gaining a greater understanding about how their teams behave when working in a group. This initiative has also been adapted to include work on a community based project where people work together to support a worthy cause. Restaurant teams are able to make use of a £1500 per year staff fund which is used to celebrate with the team whilst there are also area parties celebrating overall success each quarter.

They have a very active social committee called ``Bondage'' who regularly coordinate events such as pub quiz nights, Halloween parties, summer barbeques, away days, Piano bar sing-along nights and cocktail nights. They also have a very well stocked Friday afternoon drinks trolley.

Each staff member is given the opportunity to choose a senior member of staff to become their mentor. Employees meet with their mentor, often for coffee or lunch, once a month to discuss career goals and seek guidance. All staff are also taught management skills at external training sessions.

Morgan Stanley recognises it has a role and a responsibility in advancing sustainable global development which requires a sound economy, strong social institutions and a healthy environment. They also realise their long-term business goals are best achieved in societies that embrace sustainable development. Contributions they make with their clients to help minimise environmental and social risks, such as making sound investments in environmentally beneficial technologies, encouraging investors to mitigate environmental risks and engaging stakeholders in open and constructive dialogue, can have positive impacts for communities, businesses, governments and the environment. In turn, Morgan Stanley benefits from stronger relationships with clients and communities as well as from healthier, safer and more sustainable societies.

Morgan Stanley recognises it has a role and a responsibility in advancing sustainable global development which requires a sound economy, strong social institutions and a healthy environment. They also realise their long-term business goals are best achieved in societies that embrace sustainable development. Contributions they make with their clients to help minimise environmental and social risks, such as making sound investments in environmentally beneficial technologies, encouraging investors to mitigate environmental risks and engaging stakeholders in open and constructive dialogue, can have positive impacts for communities, businesses, governments and the environment. In turn, Morgan Stanley benefits from stronger relationships with clients and communities as well as from healthier, safer and more sustainable societies.

Microsoft provide employees a career development framework with tools and guidance to understand the range of opportunities available. Employees are encouraged to have a development plan comprised of 70% growth activities relating to current job responsibilities, 20% coaching, mentoring and feedback and 10% reading, CDs, classes and seminars.

Microsoft provide employees a career development framework with tools and guidance to understand the range of opportunities available. Employees are encouraged to have a development plan comprised of 70% growth activities relating to current job responsibilities, 20% coaching, mentoring and feedback and 10% reading, CDs, classes and seminars.

The company organises various events for employee's to socialise and have fun outside of the workplace. Such events have included the annual party, quarterly quiz nights and an annual golf day. On a smaller level, teams will often celebrate with team drinks or lunch in recognition of a successful client engagement. They also offer formal team building a couple of times a year. For example, they took 165 of the company to Venice for three days and two nights teambuilding. This included a three part treasure hunt around Venice and a masked ball, as well as other more informal group events and dinners.

The organisation supports their employee's wellbeing in various ways. The company provides a free breakfast twice a week for all employees which include healthy eating options. There is also a flexible approach to working from home or flexible hours and they are not strict about exact hours staff must be in the office to do their work. They also include employee's families at many occasions, for example, the Matrix Friends & Family Golf Day once a year and partners often invited to charitable dinners and events.

Maracom is accredited to ISO 9000 and is actively progressing towards ISO 14000. They firmly believe that this could serve as a valuable tool to help their organisation improve its environmental performance, increase the use of pollution prevention and improve compliance. Maracom will advise on measures that can reduce energy costs and make recommendations when plant replacement is to be considered. They also promote paper recycling, ink jet cartridge recycling, mobile phone recycling and computer/monitor shutdown. As well as this they encourage employees to participate in charitable activities when possible and the 3 peaks challenge is one of their upcoming events, the sponsorship will be going to a recognised Cancer charity.

Employees within Maracom are recognised for their efforts in many ways including verbal recognition, letters, salary increases and lunches. Their 2008 apprentice of the year was rewarded with vouchers for a tool kit and a thank you letter was recently sent to a new supervisor advising that their performance so far was exceeding expectations.

Magnox North feels that their key resource is its people and they treat them as such. They feel that the terms and conditions are among the best in the sector and compare very favourably with private sector companies. The new Company Agreement has ensured that the organisation is fairer, with employees rewarded for performance rather than years of service. In addition there are generous bonus arrangements in place with employees rewarded for performance on an annual basis. Their reward and recognition policy covers a wide range of initiatives to try to ensure people feel rewarded.

Employees well being is supported in various ways. Two of their sites have on-site fitness facilities for use by all staff. A number of the occupational health teams have also engaged physiotherapists and alternative therapists, to offer for example, reiki, Indian head massage and reflexology. This has been extremely well received by employees on sites. Wherever possible people's personal appointments are dealt with through the use of lieu hours or flexible working and they operate a time booking system with all employees responsible for logging their working hours during the week to ensure that the work/life balance is met.

There is formal in-house and external training, workshops, conferences and self-directed learning provided, which includes such topics as mandatory training to meet compliancy standards, learning disability qualifications and all levels of NVQ and training that enhances practice for example, person centred thinking and communication. Additionally, MacIntyre has an e-learning system where employees can work through induction training, policies and technical training at their own pace, without the need for time away from the service. Their road shows are important knowledge sharing events for the organisation. They are organised and led by staff so always have an up-to-date, relevant agenda. Any member of staff can suggest ideas or run a workshop or stand. They encourage line managers to 'flag up' high potential staff members in their teams. Employees are also encouraged to undertake secondments to different areas of the organisation, 'act up' to more senior roles and apply for promotion opportunities as they arise.

MacIntyre recognises the importance of taking a proactive approach to environmental management and considers it to be an integral part of risk management procedures. They are committed to operating in an environmentally responsible manner and to improving their environmental performance across all areas of the organisation. They have engaged a consultant from the Carbon Trust to work with them in developing the strategies and policies to underpin this commitment. They ensure that all corporate and operational offices are environmentally friendly and also raise awareness with the people they support to ensure that their overall 'footprint' is as small as it can be. They encourage all employees to make use of recycling facilities and to use public transport wherever possible.

New managers go through a full manager's induction course and a moving into supervision course to support them as they take up their new role. Islington has approximately fifty qualified senior management coaches across the organisation who are available to coach manager's and colleagues whenever required.

In 2008 Islington has won or been shortlisted for over 25 Environmental awards. Islington won the sustainability category at the Regeneration and Renewal awards and was a runner up for both for Beacon and the Guardian Public Service for tackling climate change. Recognition through professional awards reflects the resident's perception of the council's approach to reducing environmental impacts and maximising environmental benefits. Islington has frequently been cited by government ministers, by local authorities and environmental professionals as an example of best practice including DEFRA and UKCIP.

Globally, they have a Corporate Responsibility Committee. Each member champions environmental issues in their respective regions by giving such as presentations and support for environmental initiatives. In the UK they have a team of forty one environmental champions who represent a group and or a floor, this team is co-ordinated by the Environmental Practitioner. In November 2009 they made the shift to Bin the Bin which is a scheme designed to increase recycling by replacing standard desk side bins used by each employee with localised waste and recycling points. All construction waste is sorted and recycled and where possible and all furniture procured is made from recycled content. They also support the local community for example through their work in education in Hackney. Social mobility is a significant challenge for the professions and, through a range of activities, they try to inform and inspire the aspirations of young people near to their office.

Globally, they have a Corporate Responsibility Committee. Each member champions environmental issues in their respective regions by giving such as presentations and support for environmental initiatives. In the UK they have a team of forty one environmental champions who represent a group and or a floor, this team is co-ordinated by the Environmental Practitioner. In November 2009 they made the shift to Bin the Bin which is a scheme designed to increase recycling by replacing standard desk side bins used by each employee with localised waste and recycling points. All construction waste is sorted and recycled and where possible and all furniture procured is made from recycled content. They also support the local community for example through their work in education in Hackney. Social mobility is a significant challenge for the professions and, through a range of activities, they try to inform and inspire the aspirations of young people near to their office.

There is a budget in place specifically in place for fun and social events. These have included a team photography competition, wear it pink day for breast cancer and a Eurovision lunch. As an organisation they also hold formal team building events. The most recent was an externally facilitated two day event with their client services and business development teams. Such events allow employees to relax and have fun outside of the work place and gain new skills.

There is a budget in place specifically in place for fun and social events. These have included a team photography competition, wear it pink day for breast cancer and a Eurovision lunch. As an organisation they also hold formal team building events. The most recent was an externally facilitated two day event with their client services and business development teams. Such events allow employees to relax and have fun outside of the work place and gain new skills.

There is a Management Development Programme in place at Kids Allowed, giving people managers the training and support they need to look after their teams effectively. Managers also undertake Coaching Skills Training which encourages teams to coach each other internally and an external training facilitator supplies her contact details enabling managers to contact her directly.

There is a Management Development Programme in place at Kids Allowed, giving people managers the training and support they need to look after their teams effectively. Managers also undertake Coaching Skills Training which encourages teams to coach each other internally and an external training facilitator supplies her contact details enabling managers to contact her directly.

Kid Ease adopt a team approach which allows staff to take ownership of their nurseries in order for continuous improvement to be made both in practices and staff development. The company organise a number of fun and social events to encourage interaction between employees. Examples of events are fun days out at Chessington, meals and overnight stays in luxury hotels.

Employees identified with potential are given the opportunity to take on additional responsibilities and roles to help them achieve the next level. A range of training activities are on offer including skills courses in food hygiene and additional qualifications including NVQ's and degrees. Kid Ease support employees in obtaining formal qualifications through time off and funding. Any employee who has completed a course will pass any information to the rest of the team through staff meetings.

They support employees and their well being by undertaking a rolling programme of baseline health assessments and regular monthly health promotions. In addition to the core Healthy Hearts Programme and health topics they actively review suggestions for health promotions through from employee focus groups. They operate a flexible working programme incorporating home working and a Parental Leave Policy which allows for additional unpaid leave to be taken. The number of hours employees work is monitored and they can accrue lieu time. The occupational health department regularly hold campaigns to make employees aware of health and safety which covers the importance of a work life balance.

There is a budget in place for teams to socialise outside of work. The West Wales catchments have held events such as ten pin bowling and kayaking and many retirement evenings with a pub meal in a relaxing sociable environment. Teams are involved in sponsored community events such as events such as beach cleans and undertaking projects such as creating a garden for a school. There are also two formal team building ‘away days' per team each year. This involves activities chosen by the team and involves every member of the team.

Employees are recognised for their contributions. Those who have achieved long service are rewarded with a £250 bonus after five years service with the provision that the money must be spent doing something fun with other people in the company. Employees also receive vouchers and other thank you gifts from their line managers as applicable, for working overtime or going beyond their job role to assist the company.

The leaders of the organisation are very hands on with the recruitment and training of all employees ensuring that all staff know and can talk to them at any time. Both the Managing Director and Chief Executive have 'glassed off' areas in an open plan office as well as an open door policy.

Jobsite recognise the importance of making sure employees feel rewarded for their efforts within the organisation both individually and as part of a team, the sales employee of the month receives a bottle of champagne whilst team's are able to celebrate successes together with a team night out, as well as this instant recognition is awarded in the form of champagne, thank you cards, dining experiences and company recognition, employees are also rewarded for their loyalty to the organisation and at 10 years of service employees receive a gift and dining experience, communication is an important part of the company ethos and employees are kept up to date with the latest company news via the Jobsite intranet, regular company and marketing newsletter, quarterly company meeting, monthly Director/senior management meetings and monthly management/staff meetings.

Jobsite take the health and wellbeing of their employees very seriously and as such free flu vaccinations are offered to all employees as well as Tamiflu tablets, free healthcare is also provided as well as eye tests and a substantial contribution to new spectacles if required. Employees also have the benefit of enviormentally friendly office surroundings and flexi working is available in some areas. Ladies returning from maternity leave are encouraged to return to work on a part-time basis and several remain on these hours which Jobsite are happy to accommodate. Some departments work on a staggered start and finish time and they are quite flexible about people working from home in some areas.

As a College they have a vast range of internal resource so they can therefore usually provide the required support for the development needs identified by any member of staff. The College has a scheme in place called Communities of Practice where peers share best practice, share ideas and support each other which can help managers to develop within the role. As an organisation they live their values, teamwork, integrity, customer focus, confidence, success, at all levels of the organisation and they are used in decision making at the highest level by the senior management team and the board of governors.

This College holds an annual excellence dinner to reward staff and teams nominated by colleagues and managers for their contribution to the College over the course of the year. The leadership of the College also make every effort to make staff aware that their contribution is valued, the following is a passage that the Governors recently passed to the staff "At its meeting on 23 November, while considering the annual report and financial statements for 2008, the Board of Governors unanimously endorsed a vote of thanks to all staff for your contribution and hard work in the course of the last year. Your dedication was clear - not only did you achieve a brilliant performance in meeting targets but you successfully moved from one campus back to the Edinburgh Campus and to the new Midlothian Campus with uninterrupted tuition to students. This was a great achievement. The Governors appreciate all of your efforts. Thank you again! Tom Drake and the Board of Governors".

The appraisal system incorporates a training plan where any courses/qualifications that will enhance performance are identified. This incorporates management qualifications. Internal management development training is available and whenever possible Inventures recruit internally. Succession planning is supported through mentoring and coaching to develop management. This approach enables knowledge and skill transfer. The appraisal process is 360. Internal coaching/mentoring is facilitated for all new starters and where there are specific requirements for knowledge transfer. Where there are opportunities or specific requirements for knowledge transfer external coaching/mentoring is arranged. In addition, external experts are regularly invited to attend internal meetings to share their knowledge and experience. Inventures also provides mentoring to external organisations. Board meetings are held on a quarterly basis. Other managers forums and seminars are held when there is a business need.

The appraisal system incorporates a training plan where any courses/qualifications that will enhance performance are identified. This incorporates management qualifications. Internal management development training is available and whenever possible Inventures recruit internally. Succession planning is supported through mentoring and coaching to develop management. This approach enables knowledge and skill transfer. The appraisal process is 360. Internal coaching/mentoring is facilitated for all new starters and where there are specific requirements for knowledge transfer. Where there are opportunities or specific requirements for knowledge transfer external coaching/mentoring is arranged. In addition, external experts are regularly invited to attend internal meetings to share their knowledge and experience. Inventures also provides mentoring to external organisations. Board meetings are held on a quarterly basis. Other managers forums and seminars are held when there is a business need.

i-level works extensively with the strengths academy and external management consultancy that focuses on helping employees to identify and nurture their strengths, and how to best apply this in their careers, the work-place and in their contribution to building super teams and department road-maps. Whilst it is a recession and most companies have held back on hires, i-level have a legacy of developing outstanding media talent. They recruited 19 graduates to participate in a comprehensive Graduate Development Programme this year known as i-Cademy. To promote work life balance and new experience, i-level provide all employees with a £150 allowance per year to spend on any training, with the specific condition that it is non work related. Continuous Professional Development (CPD) logs are an initiatives that operate an “on-line learning CV” where all professional training is recorded and used as a record for professional development and performance reviews. i-level have a comprehensive Performance Appraisal System. Employees are appraised at 3 months, 6 months and 12 months when they commence with i-level and then every 6 months following this. they take their appraisal process seriously and the annual reviews involve 360 degree feedback from clients, suppliers and colleagues. Employees also have their opportunity to provide detailed feedback about their progress and how they would like to develop professionally and personally.

The company have a shared network where learning and development tools and templates can be found, such as the appraisal or probation assessment templates. They offer pay and support for external management qualifications CIMA – CIPD. They have performance Appraisal Training (facilitated by HR) - Learning Lunches/brain box sessions and professional development sessions. All annual appraisals require 360 degree feedback from clients, colleagues and suppliers. All People Managers have regular one-to-one meetings with human resources and senior management to enhance people leadership skills. New people managers receive a mentor that aids in their support during the initial months. Managers have very regular forums and updates together to share ideas, gain knowledge and have their voices heard.

Managers are supported by various means including toolkits on sickness, absence management and meetings management. They offer a number of management skills training courses but also a trainee team manager 2-year programme. Service managers are all expected to achieve NVQs at level 4 in management and health and social care. Occasionally, more senior employees will be sponsored for an MBA or DMS. All managers have a once or twice annual conference. Locally and regionally, various meetings are arranged for developmental, project and information dissemination purposes.

Employees are recognised and rewarded in many ways. In recognition of commitment, after ten years service and every subsequent five years, employees receive a certificate and a cheque. Managers can also give awards for going the extra mile where employees are rewarded with shopping vouchers. There is also a Bright Spark suggestion scheme in place where ideas are initially filtered by staff consultation group representatives. If an idea is adopted, the person suggesting it receives a financial reward dependent on whether the benefits are local, regional or national.

At Herman Miller they feel that respecting the environment is more than good business practice, it is the right thing to do. They have a revive, reuse and recycle policy in place whereby equipment is refurbished and re sold, re used or recycled in the most environmentally friendly way.

They support employees' wellbeing through employee representative groups, health and safety groups and employee diversity groups. They also help maintain work/life balance through flexible part time hours for employees returning to work, especially from maternity leave but also from long term illness.

Employees are rewarded and recognised for their efforts in various ways. They are financially rewarded through bonus payments and salary increases and recognised in meetings to say thank you and invited to drinks and nibbles sessions after staff meetings.

Managers receive leadership and supervisory skills training, coaching and mentoring. There is also a buddy system for new employees to give them additional support. Those wishing to undertake external qualifications, such as the MBA or MA receive pay and support. Managers are encouraged to mix with their teams, for example by having lunch with employees to develop better relationships.

Heathcote's are a very strong caring team who all look out for each other and the door is always open to everyone. Ken Heathcote also visits the restaurants on a weekly basis acting as mentor/coach and is there for anyone who may have a problem. Flexibility is given for appointments and employee's hours are monitored to ensure they are maintaining a work/life balance.

They have a budget in place specifically for fun and social events to encourage team bonding and socialising outside of work. These events include the Christmas Annual Awards, visits to restaurants in London and the Peach Seminar in London for the executive team and general managers.

HCL ensures that all employees enjoy fun social events as a form of reward as well as a valuable exercise in team building. Recent events have included a trip to Cannes for a team which had significantly outperformed projections, a karaoke night for another team to celebrate getting half way to its annual targets and team building dinners to welcome new joiners. There is also the annual awards ceremony and a divisional Big Billers Club, which meets regularly for nights out and trips, for example to Vegas and New York.

HCL ensures that all employees enjoy fun social events as a form of reward as well as a valuable exercise in team building. Recent events have included a trip to Cannes for a team which had significantly outperformed projections, a karaoke night for another team to celebrate getting half way to its annual targets and team building dinners to welcome new joiners. There is also the annual awards ceremony and a divisional Big Billers Club, which meets regularly for nights out and trips, for example to Vegas and New York.

Their communication strategy ensures that the leaders of the firm interact and communicate with staff at all levels, for example the three year strategy was rolled out not just to the partners but to all staff. The leaders believe in empowering employees whilst giving full support, for example the Chief Executive fully supports the Healthy Working Lives committee and Health and Safety committee, however he allows more junior employees to manage the groups. The leaders are actively involved in staff meetings, department meetings, and Practice Group meetings and attend the social events which are open to all levels of staff. The leaders ensure that they action feedback and suggestions of staff. All offices are open plan and they operate an open door policy throughout. There are half year presentations which take place twice a year to all staff in a local venue with drinks and canapés provided afterwards so that staff can ask questions informally.

The firm is committed to the welfare of employees and as part of this; they achieved recognition through the Healthy Working Lives award, aimed at promoting health awareness and healthy activity at work and out of work. They understand that it can be difficult to balance a healthy lifestyle with work and therefore a number of initiatives resulted in them achieving this award, including nutrition seminars, promotion of physical activity, and smoking cessation group. These were received very positively by staff and in turn have boosted morale and reduced absence levels. The firm encourages work-life balance and operates a flexible working policy. Their culture very much supports family life and they currently have twenty employees working flexible hours, part time hours or reduced hours. They also understand that when they are funding further qualifications that it can be difficult to balance this with work and home life, which is why they offer paid study leave for those undertaking qualifications with them.

All employees are rewarded with twenty hours of paid time to undergo any training offered from the substantial Talent Development programme or external training. They request that these twenty hours are then matched by a further twenty hours of volunteered time annually. Other training that employees might undergo includes Gensler University, Annual 'Learning at Work Day' and Project Manager training. Over 90% of the large Talent Development programme is sourced and delivered internally. They hold an enormous amount of industry and cultural knowledge and talent from all areas of the globe their primary goal is to develop this.

Employees are rewarded by both financial and non financial ways. These include the appointment process where employees may be promoted annually to become associates, senior associates, principals or managing principals. Individuals who become ‘titled staff members' are nominated by the peer group they may be appointed to join. It would also include financial bonus where employees benefit from six-monthly performance and profit related bonuses which are tied into the six-monthly celebration of the ‘all staff' meeting and the annual ‘all staff' meeting.

Employees are recognised by being verbally acknowledged for their effort and attainment and rewarded with cash prizes, incentives and financial reimbursement at the end of the month. There is also fun and games on the sales floor with raffles and computer games.

Employees are recognised by being verbally acknowledged for their effort and attainment and rewarded with cash prizes, incentives and financial reimbursement at the end of the month. There is also fun and games on the sales floor with raffles and computer games.

Employees are rewarded in various ways. Milestone recognition is given by the Managing Director or Director who will make a short presentation and give the employee a card and gift from the Company and their fellow employees. There are also discretionary bonuses and gestures of thanks. The Company may also reward an employee if their suggestion to their newly formed Business Innovation Panel is adopted by the Company. This new forum allows employees to make a real contribution to driving innovation and making improvements in the business.

ESRI (UK) rewards employees with a combination of financial and non-financial rewards. They financially reward those employees with additional responsibilities or increased levels of capability as well as paying a bonus to employees who pass work related qualifications. In terms of non-financial reward, they allow employees to attend sporting events or other events on behalf of the Company.

People are encouraged to share lifts with each other through the company car share scheme whilst a bike buddy scheme helps new cyclists cycle to work safely and build their confidence when commuting. Employees can take up to 3 days, fully paid, per year to help and support the community through various initiatives including clearing waste ground for projects, building gardens in schools for children to learn about plants, gardening and healthy eating.

People are encouraged to share lifts with each other through the company car share scheme whilst a bike buddy scheme helps new cyclists cycle to work safely and build their confidence when commuting. Employees can take up to 3 days, fully paid, per year to help and support the community through various initiatives including clearing waste ground for projects, building gardens in schools for children to learn about plants, gardening and healthy eating.

Drivers Jonas were the first property consultancy to become carbon neutral which set an example to the rest of the property industry. They have also signed up to the 10:10 campaign to reduce their carbon emissions by 10% in 2010.

Drivers Jonas were the first property consultancy to become carbon neutral which set an example to the rest of the property industry. They have also signed up to the 10:10 campaign to reduce their carbon emissions by 10% in 2010.

The organisation makes a big effort to put fun into raising money for charity. On the recent Children in Need Event they dressed up for work in outfits from the 60s, 70s and 80s. They also assist with arranging work placements for tenants on their Home2Work Scheme. They have two people in their dedicated energy team who are responsible for all of the organisation's energy management and recycling issues. They have installed energy monitors at headquarters and are investigating energy management systems for main office and all associated offices and buildings. Facilities exist for recycling glass, plastic, cardboard, paper, toner and printer cartridges and batteries. As an organisation they plant a number of trees to help off-set their carbon footprint.

There are various events organised to allow employees to socialise with one another and have fun. These have included the staff party, team away days and a staff conference. Teams are recognised with a team reward scheme.

Managers are offered a great deal of support such as the management tool kit designed to help line managers manage effectively as well as 360 feed back, mentoring and coaching. There is access to programmes such as the Leadership Development Programme, Personal and Interpersonal Management Skills and Essential Leadership and Management Skills. If managers wish to take external qualifications there is a sponsorship policy in place to assist them.

Davis Langdon run a series of programmes to develop their employees, for example the Graduate Development Programme which helps their graduates pass their professional exams, the Leadership Development Programme which focuses on personal and interpersonal management skills and Partner Development Programme. They also encourage networking sessions and internal ad hoc training sessions amongst the technical teams. Their appraisal system; the Performance Development Review; is aimed to provide every individual with the knowledge, skills and experience they need to achieve their annual objectives, develop their competencies and achieve their desired career path. They are also currently in the process of implementing a talent management programme to identify performance and then enable a tailored approach to manage their employees.

Communicator Corp have a wide mix of training activities from Microsoft Developer Qualifications, customer care, personal development to sales training. Employees are supported with a mixture of funding, time and flexi-working to accommodate professional qualifications. Employees are proactively encouraged to share knowledge through working in cross discipline projects, learning meetings and workshops.

Communicator Corp run a free breakfast club scheme with a chill out and break out area for all employees to use. Their office has shower and changing facilities which support staff in training for sporting activities such as lunch time runs. Working hours are monitored by HR and the senior management team to ensure employees have adequate support for their responsibilities. All managers communicate with each individual about current work levels to actively promote their work life balance. This ensures that every team member is being cared for and monitored. Work life balance is simply part of Communicator Corp's culture, with examples being set by senior management, supervisors and developed across the entire business.

There are various training available to employees to support their development. This includes a winning business workshop, developing a coaching approach workshop and delegation and supervision. They encourage employees to be proactive in their own development and will devise a tailored development plan for anyone who requests it. They also strive to manage talent effectively and have a process called Stargazing in place, which is a structured way of tracking talent to identify star performers and have also established a development programme to manage them effectively and to ensure that they are actively engaged in the business.

They ensure that their employees are rewarded for their efforts in various ways. They ensure all remuneration is in line with market rates and are currently enhancing and reviewing their firm wide bonus scheme for high performers to align with market/sector changes in approach to remuneration. They also ensure that there are regular communications acknowledging individual, team and firm successes.

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.

At the core of Brockenhurst's or Brock as everyone knows it locally, approach has been recognition that if the students are to have a great educational experience then the people who provide that opportunity both front of house and behind the scenes must be motivated, interested and knowledgeable. The latest step on the improvement journey has been the introduction of Good to Great a change process that has staff at its heart. Once a year all staff are involved in identifying the areas of change that would make most contribution to improving the college's performance. This is used to prioritise projects and investment. Last year this process led to major changes in the sixth-form timetable, the introduction of personalised learning, a revision of the tutorial system and a drive on reducing paperwork – the bane of any educational establishment. The college works hard to build and maintain a shared sense of mission and does this through detailed induction and training; all college training days, end of term socials, morning meetings, weekly staff newsletters and ½ termly newsletters.

At the core of Brockenhurst's or Brock as everyone knows it locally, approach has been recognition that if the students are to have a great educational experience then the people who provide that opportunity both front of house and behind the scenes must be motivated, interested and knowledgeable. The latest step on the improvement journey has been the introduction of Good to Great a change process that has staff at its heart. Once a year all staff are involved in identifying the areas of change that would make most contribution to improving the college's performance. This is used to prioritise projects and investment. Last year this process led to major changes in the sixth-form timetable, the introduction of personalised learning, a revision of the tutorial system and a drive on reducing paperwork – the bane of any educational establishment. The college works hard to build and maintain a shared sense of mission and does this through detailed induction and training; all college training days, end of term socials, morning meetings, weekly staff newsletters and ½ termly newsletters.

BACP ensure employees are rewarded for their efforts through subsidised social events, occasionally gifted additional holiday around Christmas / New Year, encourage a good working environment and positive workplace culture.

BACP ensure employees are rewarded for their efforts through subsidised social events, occasionally gifted additional holiday around Christmas / New Year, encourage a good working environment and positive workplace culture.

Arcimedes is a small company comprising of varied and interesting roles, over a wide range of ages and levels which gives employees the opportunity to develop skills and to tap into the knowledge and experience of others. Within this company employees can be recognised for their efforts and performance with letters from the CEO. There is an annual reward called the CEO award, nominations are made by departmental heads and the winner is agreed by the Awards Committee.

Arcimedes is a small company comprising of varied and interesting roles, over a wide range of ages and levels which gives employees the opportunity to develop skills and to tap into the knowledge and experience of others. Within this company employees can be recognised for their efforts and performance with letters from the CEO. There is an annual reward called the CEO award, nominations are made by departmental heads and the winner is agreed by the Awards Committee.

There are regular personal performance reviews to identify employee's strengths and needs, specialised training plans are also identified. The range of support provided includes training, work shadowing and a buddy system. For other areas there's team leader and leadership training available for those employees who want to progress.

There are regular personal performance reviews to identify employee's strengths and needs, specialised training plans are also identified. The range of support provided includes training, work shadowing and a buddy system. For other areas there's team leader and leadership training available for those employees who want to progress.

This organisation has a structured wellbeing programme and benchmarks this against their competitors. Part time working, compressed hours and working from home are available across Amey and employees are also entitled to apply for a career break up to a maximum of 5 years.

All new starters attend a corporate induction within the first month of joining, this is held with new employees from all parts of the business and encourages different divisions to interact at an early stage and find out what goes on in each area.