Growth Fuels Engagement

There is a strong level of commitment from the CEO for community work by employees. In regional offices, working groups have been established to build links with the local community, focusing on local schools. This working group is co-ordinated by the Community and Charities Manager and supported by individuals who have volunteered to become main points of contact for specific schools. In addition to this to support local school children AECOM offers work experience opportunities, offering opportunities to work shadow engineers, planner, consultants both in the office and on site.

This organisation has annual awards and provides profit shares and bonuses to all employees. Following the salary review process they publish the promotions list on the intranet with a congratulatory note from the CEO. The line managers of the organisation are encouraged to have regular discussions with their team members to discuss progress, performance and to recognise good work and extra effort. They regularly communicate with employees and positively encourage them to provide their comments, views and ideas about working for AECOM, the employees are involved in the analysis of the data and in planning actions for improvement and give them in-depth feedback on survey results and actions for improvement.

This organisation have a recognised trade union with whom they negotiate all aspects of pay and benefits, the pay system and details are available to all staff and clearly sets out how staff progress within their pay scale. In addition they have a Consultant Job Family which covers the consultants within the Company and sets out the roles at each of the 7 levels of Consultant as a career path.

There are personal development plans in place to support employees with their day to day job role, they invest in their staff through the provision of training and opportunities for personal development and growth. A key on- going explicit strategic aim of the Company is to be a fun, challenging and innovative place to work.

Employees are provided with performance related pay increases to reward them for their efforts, what the individual receives is partially determined by their appraisal rating to ensure that individuals who achieve their annual performance objectives are rewarded appropriately. The Chief Executive Awards have been designed for those employees who have gone the extra mile, they can range from providing excellent customer service to finding ways to work more efficiently, each category has a prize of £1000.

ACCA operate an internal environmental management system which tracks several issues including energy use, water use, waste generation and disposal, paper use and business travel. The Charity and Events team within ACCA meet regularly to promote fund raising events on the staff intranet. Any member of staff interested in getting involved to raise funds can get ideas or take part in sponsored events like marathons, walks and abseiling.

WDMP have invested in leadership training courses for their people managers to get the best out of their management structure, an individual coaching programme is tailored to meet specific development requirements. The management team meet on a weekly basis to discuss and resolve key challenges in the business.

WDMP have invested in leadership training courses for their people managers to get the best out of their management structure, an individual coaching programme is tailored to meet specific development requirements. The management team meet on a weekly basis to discuss and resolve key challenges in the business.

Employees that go above and beyond have the opportunity of receiving a Performance award; other rewards include team away days.

Since 2006, employees have been recognised in the bi-annual staff recognition awards, employees are rewarded for outstanding contribution or going the extra mile.

The induction process, on-site training programme and staff meetings are a few of the ways strong teams are built. However, the team building events for regional, senior and clinical staff really enhance this.

Employees at Vets Now are recognised for their dedication and loyalty with a series of awards such as Star Veterinary Surgeon of the Year, Star Veterinary Nurse of the Year, Star Receptionist of the Year, Ambulance Staff Star, Support Staff Star, Team of Stars, Clinical Excellence and Client Care Excellence.

Employee benefits include health screening medicals and health and dental insurance, employees also receive 2 pieces of fresh fruit each day.

Benefits within Vectura are comprehensive and are focused upon employee welfare, while bonuses are linked to the achievement of organisational goals. They also receive shares which enables employees to participate in the long term success of the company.

Clear career progression is supported by policies and procedures for professional development. They have active training, appraisal and mentoring programmes in place to ensure employees have the opportunity to progress. Training needs are established by carrying out both performance and development reviews.

Clear career progression is supported by policies and procedures for professional development. They have active training, appraisal and mentoring programmes in place to ensure employees have the opportunity to progress. Training needs are established by carrying out both performance and development reviews.

Monthly staff meetings are held where updates on finance, new business, marketing and new employees are shared with the staff. Talent Road-shows are visited by senior management in each UK office and a training programme is run. Quarterly update emails get sent to all employees detailing finance information and promotions.

Managers are taken away from the office environment for two days intensive training including management skills, conducting appraisals and dealing with difficult situations. Mentoring/co-coaching schemes are also offered for more senior colleagues. Outside training is also provided.

They hold a Sales Person of the Year awards ceremony every April. They also hold quarterly Kaizen awards in recognition for improvement ideas.

Toshiba Information Systems have an extensive environmental policy; they hire agencies that are Wi and RoHS compliant and are currently recycling at 97.5% at the Plymouth factory. They have also recently won a National Award from IIP (Plymouth factory) for ‘Learning at Work'.

Erith provide all staff with free occupational health surveillance. Staff are able to speak to a counsellor through the confidential helpline specifically about debt or financial issues which just by talking can relieve some of the personal stress related issues associated with the economic climate. Employees are also given the option to receive a free flu jab.

Erith provide all staff with free occupational health surveillance. Staff are able to speak to a counsellor through the confidential helpline specifically about debt or financial issues which just by talking can relieve some of the personal stress related issues associated with the economic climate. Employees are also given the option to receive a free flu jab.

Staff are rewarded and retained through providing competitive pay and conditions of employment and supporting personal and career development. A special bonus scheme is in place to supplement basic salaries and managers have the ability to offer instant thank you gift vouchers in the workplace.

All staff are entitled to 5 days paid leave per year for volunteering or charity work. The company has an internal working group set up to work specifically on green initiatives such as promoting and publicising recycling and offsetting the carbon footprint. The Electoral Commission hold a bronze award from the London Mayor's Green Procurement Code.

Employees are supported through sponsored training and accreditation such as a coaching and mentoring qualification or even post graduate studies. An Options Development Programme helps to develop people from within and move them to the next level and further progression.

Employees are supported through sponsored training and accreditation such as a coaching and mentoring qualification or even post graduate studies. An Options Development Programme helps to develop people from within and move them to the next level and further progression.

The Taylor Young Academy is a new initiative which is bringing together the IIP training and establishing a training prospectus for all staff. The appraisal process identifies collective needs across the business. In a professional office there are a range of employees with qualifications to pursue, to build upon and to diversify. Taylor Young is keen to balance the needs of the individuals with those of the firm.

The Taylor Young Academy is a new initiative which is bringing together the IIP training and establishing a training prospectus for all staff. The appraisal process identifies collective needs across the business. In a professional office there are a range of employees with qualifications to pursue, to build upon and to diversify. Taylor Young is keen to balance the needs of the individuals with those of the firm.

EPCglobal encourage flexible working where needed and has employee assistance programmes. A health and well being initiative has recently been released to staff.

EPCglobal have introduced a new CSR policy to encourage staff to work together for the good of a charity. They also hold sport and team events between all three UK offices.

For the "Idol" awards there are ten winners and ten runners up per quarter, so at least 80 associates across the complex are recognised annually. Starwood has enhanced the "Wall of Fame" concept, by recognising any associate who is named in a positive guest comment. The comment is posted on the wall, with the associate's photograph and the associate receives an instant £10 voucher for Zavvi or HMV.

For the "Idol" awards there are ten winners and ten runners up per quarter, so at least 80 associates across the complex are recognised annually. Starwood has enhanced the "Wall of Fame" concept, by recognising any associate who is named in a positive guest comment. The comment is posted on the wall, with the associate's photograph and the associate receives an instant £10 voucher for Zavvi or HMV.

The company has a generous budget for training and opportunities for employees to step in to ‘acting up' roles to help them develop.

Employees enjoy the corporate away day that all staff attend, in addition to this they also hold team away days.

Associate of the Quarter – Nominees and winners are picked by fellow associates and recognises employees who have gone the extra mile and exceeded expectations. The winner and two runners up receive a financial award, with the winner's photo being placed at the front of house for all guests to see.

Associate of the Quarter – Nominees and winners are picked by fellow associates and recognises employees who have gone the extra mile and exceeded expectations. The winner and two runners up receive a financial award, with the winner's photo being placed at the front of house for all guests to see.

Associate of the Quarter - Associates are nominated for this award by their fellow associates. The leadership team then decide on the person with the most valuable contribution for that quarter. These associates are then entered into Associate of the Year. There is also an Instant Recognition Programme where managers can reward associates for an achievement.

Associate of the Quarter - Associates are nominated for this award by their fellow associates. The leadership team then decide on the person with the most valuable contribution for that quarter. These associates are then entered into Associate of the Year. There is also an Instant Recognition Programme where managers can reward associates for an achievement.

Individual departments are able to operate their own employee award and recognition schemes, in addition to this in April, managers may nominate their staff to receive a significant additional contribution payment and each year the Trust's National Star awards recognises the particular achievements of their clients, employer partners and staff.

Departments have the flexibility to set-up their own employee award and recognition schemes. An individual or team can be recommended for an award via a colleague or line manager, normally to recognise a particularly outstanding piece of work or contribution to the business. The awards can be monetary, flowers, or a team day out.

Flexible working hours are in place to promote a better work life balance. The company offer an above average contribution pension scheme and a childcare voucher scheme. As well as this employees have access to an on site occupational nurse, medicals and vaccinations are also provided and 2009 will see the launch of a new wellness programme.

Flexible working hours are in place to promote a better work life balance. The company offer an above average contribution pension scheme and a childcare voucher scheme. As well as this employees have access to an on site occupational nurse, medicals and vaccinations are also provided and 2009 will see the launch of a new wellness programme.

Securities & Investment Institute offers students and members of the public who are on a low income reduced price exams and memberships, CPD events are also provided for members and the general public as well as scholarships and various exhibitions.

The company like to recognise employees who go the extra mile, they do this by holding regular staff appraisals, arranging various events and nights out as a reward to employees and teams.

Employees get to vote for the Most Valued Player award on a monthly basis whereas the quarterly Dining Club award is based on sales performance for the quarter and rewards the individual with dinner at a top restaurant. The annual Honours Club award is a points based system with the prize being a trip to New York.

Teams regularly get together for lunches to get the opportunity to socialise in a different setting away from the workplace and get to know their colleagues in a less formal setting. Other activities include inter-team football matches, laser quest and go-karting.

Royal Haskoning supports an international social projects programme. The scheme is designed to enable staff to volunteer time to community projects and the company allocates one hour per employee per office to assign time to a project. The company also matches funds of up to £3000 raised for charity where fifteen or more employees have been involved.

There is a wide range of training courses, lunchtime forums, toolbox talks, development programmes and a job shop where employees have an opportunity to experience different career paths. Support is given through mentoring and funding of chartership programmes. The talent development programme provides structure for teams to develop themselves professionally by engaging in new business.

The Formal Job Review and Plan takes place annually. This document driven process assesses an individual's strengths, weaknesses, development needs and frustrations. Good, bad and obscure facts about people may be found and addressed, leading to promotion, job change, job content alteration, formal training and informal training/coaching.

Team leaders provide constant one on one feedback. On the job training and interaction with colleagues also allows feedback. This avoids patronisation and promotes equality.

There are regular health and safety work assessments and employees are given the opportunity to have a massage and unwind with regular visits by a holistic therapist.

Rees Bradley Hepburn plan to be the first carbon neutral advertising agency in the UK by building carbon neutral offices that are scheduled to be completed by 2010. The company also provides gratis advertising work for charitable organisations such as Genesis and BEN.

The management development programme is open to all managers and to increase management skills there is the stepping stones programme. There is also a management competency framework and action plans.

The management development programme is open to all managers and to increase management skills there is the stepping stones programme. There is also a management competency framework and action plans.

On a semi annual basis all employees are eligible for merit based salary increases, bonuses and stock option awards during these times. These awards include QCards, Qualstars, SuperQualstars, Patent Recognition Awards, and Division Achievement Awards.

On a semi annual basis all employees are eligible for merit based salary increases, bonuses and stock option awards during these times. These awards include QCards, Qualstars, SuperQualstars, Patent Recognition Awards, and Division Achievement Awards.

PEAL, The PRUPIM Employee Assisted Learning scheme. The Company provides employees with £100 per annum to spend on an external learning activity that has nothing to do with your everyday job to encourage personal growth outside of a work environment e.g. NCT classes, golf lessons, learning a musical instrument, driving lessons, skiing, dancing etc.

All new starters receive a letter from the Managing Director, welcoming them to PRUPIM. He also makes a point of meeting every new starter at an Induction Lunch which the board directors also attend. The board directors rotate around the business delivering key communications on a 6 weekly basis at PRUPIM's team meetings.

With an open plan office, everyone is accessible including the Chief Executive and senior managers. The organisation holds a monthly meeting where the entire business gets together. The senior management team takes it in turn to host these sessions which updates employees on how the business is doing and what the objectives are for the coming month.

Feedback has been received that people enjoy the organisation's non hierarchical approach and everyone is genuinely treated with the same level of respect and appreciation no matter who you are or what you do. The organisation regularly receives endorsements and positive feedback from clients which is shared with everyone in the team.

Nutricia has an employee charity fund raising committee that participates in the DANONE ‘Supporting Life' global corporate social responsibility programme.

Nutricia has an employee charity fund raising committee that participates in the DANONE ‘Supporting Life' global corporate social responsibility programme.

The organisation acknowledges people's efforts through formal thanks from senior management and informal praise at every level. There is a structured performance appraisal system, competitive salaries and benefit packages that are benchmarked each year. Norton Rose also holds team outings and events in public recognition of hard work.

Norton Rose LLP pulls together fundraising efforts from across their offices in Europe, Asia and the Middle East. This has included supporting sustainable development in Africa, China earthquake relief, Thailand tsunami relief and supporting children living in the poorest regions of the world. Employees also run marathons and climb mountains for charity.

They hold regular team and company meetings, conferences and strategic away days to collectively review performance and plan ahead. They offer training, seminars, workshops, and other cross-practice development sessions. Monthly internal networking and social gatherings take place together with summer and Christmas parties.

Bonuses, promotions, pay rises and merit awards are awarded to employees. They also have Shared Value Awards and Management recognition and praise including tokens of appreciation such as vouchers.

The views of staff and their career progression have always been of paramount concern to the Board. The organisation encourages employee's personal growth with dedicated training programmes, mentoring schemes and quarterly appraisals. All members of staff are assigned a mentor who they meet with regularly to act as extra guidance through their personal and career development.

All employees are eligible for the private health scheme and yearly eye care vouchers with a voucher towards the cost of glasses. The organisation also arranges head massages in the office.

They have a gym within the office. They also provide help and support to stop smoking allowing time off work to attend support groups. All staff are given full pay when off for personal circumstances.

Staff in every office choose their own charity, ensuring local support is provided throughout the UK. All money raised by employees is matched to the charity by the company. As an energy consultant they are constantly reducing companies' energy costs and so reducing carbon emissions and improving the environment.

Private health care is offered but grade dependant. Employee Assistance Programmes are being introduced from 1 March 2009. They have strong relationships with the Royal National Institute for Deaf People to assist with their Noise at Work compliance.

Their general managers and senior field management team undertake a BA (Hons) degree programme in leadership and management. Again this is undertaken at work.

Employees can attend a leadership training accredited course at the University. Senior managers are also encouraged to undertake a degree qualification related to their operational area.

Constant training needs analysis is undertaken monthly with employees, which includes discussions on personal growth and the options to take qualifications. NVQ is the backbone of training for all LOT staff. Staff are also given the opportunity to be seconded in to stretch roles to help and support them in their chosen career path.

Management training is held by an external trainer for all line managers but also runs regularly as an internal training session. The mentoring scheme allows new managers to discuss any issues or difficulties with experienced managers. Mentors can offer advice away from the direct team.

LEWIS is based on meritocracy. A team member is promoted when they have earned it, not because of how long they have been in the role. Career plans are provided for all staff at all levels to guide and direct them in their growth and development with the agency.

LECG link with the Royal Academy of Arts enable them to reach out to London schools to help them develop skills and confidence using the arts. They also have a link with a South London community group which enables employees to become an apprentice panel, judging young people and the ventures they've developed as part of the competition using their skills and business insight.

All employees attend an annual away day abroad. The business always ensures they say thank you and acknowledge excellent work as a result of this they also give discretionary rewards such as thank you dinners or small tokens of appreciation, as well as financial bonuses.

LDA Design offer an Inspiration Training fund which people can apply to for money and extra time off in order to visit a place, exhibition, training course or something else that will inspire them in their work.

LDA Design offer an Inspiration Training fund which people can apply to for money and extra time off in order to visit a place, exhibition, training course or something else that will inspire them in their work.

Extensive Training; linking into the CPD's they provide extensive training open to all staff. Each individual is asked to identify their training requirements for the coming year in their annual review and wherever possible demand is met. They invest significantly in personalised management, marketing and personal development training using both in house and external training agencies.

A drinks night/tidy Friday takes place every fortnight and as well as having a good impact on the working environment, after the tidy up drinks are provided which enables everyone to relax and unwind after the week. This is a good chance for senior managers to chat with everyone in an informal and relaxed environment.

An all staff bonus and incentive scheme is provided across the company which is based upon the success and profits of the company each year. Therefore staff are able to share in the success of the company and receive a financial reward for their efforts.

The group support a number of community initiatives and organisations by giving time, resources and financial support. Employee suggestions of such initiatives are actively encouraged.

The council allow employees to volunteer in the local community. They also have implemented the Green Champion concept and trained environmental auditors and the Enterprise and Innovation Centre is run by the Kent Sustainable Business Partnership.

Kent County Council provide and manage a Total Benefits Package which includes non cash and cash awards, salary sacrifice schemes, carers leave and many more.

The traffic light system purpose is to raise awareness of issues in three categories; clients, organisational and environmental. Red traffic lights are alerts about serious issues that the whole business needs to be aware of. Amber traffic lights are alerts of potential problems that employees might see arising if they are not addressed. Green to recognise individuals for their contribution when a great job has been done. An analysis of the past month's traffic lights is given at the monthly meeting.

Line Manager Forums are held for all line managers to meet once a quarter to discuss any issues/topics, allowing line managers to share a common view and consistency. Six key areas are focused on and discussed in a monthly meeting.

John Brown Publishing send teams on educational excursions, for example the design team have in the last 12 months been to see the Alexandr Rodchenko show at the Hayward gallery, the Alan Fletcher show at the Design Museum and a talk by eighties design business guru Michael Peters. As well as encouraging team work this exposure to creativity filters into the work they create for clients.

John Brown Publishing send teams on educational excursions, for example the design team have in the last 12 months been to see the Alexandr Rodchenko show at the Hayward gallery, the Alan Fletcher show at the Design Museum and a talk by eighties design business guru Michael Peters. As well as encouraging team work this exposure to creativity filters into the work they create for clients.

JJ's induction process involves each new employee meeting someone from every team so to encourage them to feel comfortable and confident in liaising with different teams and what the roles of the other teams are. New employees may also be offered the opportunity to undertake some job shadowing in different departments to encourage appreciation/understanding.

Each of the people managers are assessed against people management skill sets within their performance reviews; they believe this enables them to focus on what is required of them and to reflect on how they can improve their people management skills.

iMeta Technologies Ltd encourage employees to be active and pay for courts at lunchtime to play a range of activities such as badminton, tennis and football. The organisation also subsidise the cost of local gym membership.

Employees at iMeta Technologies Ltd receive public recognition at quarterly meetings when they have done a great job or gone above and beyond. As well as this employees receive bonus payments as a reward for a job well done.

A performance bonus is given to staff to reward them for their efforts. Team dinners, champagne or a non-alcoholic alternative may be presented to each and every employee when a new "best month" is achieved. To inform of successes, internal communications are made.

Gym membership is encouraged to promote good health and well being and the organisation has arranged several corporate memberships where the annual costs are paid for by the company. Fresh fruit is provided daily throughout the offices and everyone in the UK is covered by BUPA, including partners and families.

Clear succession planning takes place to allow employees to develop and move in to management roles. ICON has a Leadership Development Programme and use 360 reviews and 180 competency assessments. There is also general management training for all levels from Manager to Director.

ICON promotes healthy lifestyle and eating via their healthcare company, that offers discounts and cash back to employees who make healthily choices, such as joining the gym, giving up smoking or purchase fruit and vegetables via a preferred supermarket. ICON respects and values the work-life balance of every employee and strives to offer employees the flexibility to balance a great career with family life.

‘Celebrating Our People Week' takes place every year, recognising and celebrating the contribution of all employees to the hotel's success. Through the hotel's recognition programme, staff members receive ‘Hystar' Awards throughout the year. Recognising staff for their achievements and giving an extraordinarily high number of perks, previous winners have won a two week holiday in Goa and the United States.

‘Celebrating Our People Week' takes place every year, recognising and celebrating the contribution of all employees to the hotel's success. Through the hotel's recognition programme, staff members receive ‘Hystar' Awards throughout the year. Recognising staff for their achievements and giving an extraordinarily high number of perks, previous winners have won a two week holiday in Goa and the United States.

Employees receive annual appraisals where feedback on their achievements is given. The company also operates a transparent incentive scheme and a competitive remuneration package to reward staff.

Employees receive annual appraisals where feedback on their achievements is given. The company also operates a transparent incentive scheme and a competitive remuneration package to reward staff.

Some employees visit a local primary school once a week for an hour to give up their time to help the children learn to read. Each member of staff is paired with 4 children whom they meet each week to help with their reading. The children are selected by the school, as those who would benefit from some extra help and some one to one time.

Some employees visit a local primary school once a week for an hour to give up their time to help the children learn to read. Each member of staff is paired with 4 children whom they meet each week to help with their reading. The children are selected by the school, as those who would benefit from some extra help and some one to one time.

There is a generous training budget and the company target is to provide three development experiences for each employee per year. Decision making is delegated to the lowest possible level to encourage the use of staff's initiative and management training and experience is provided for "rising stars" even if not currently in a supervisory position.

Feedback and compliments from customers and colleagues appear in the staff newsletter and are fed back to individuals via their line manager. Every manager has an instant thank you budget to allow small gestures to be made when someone has pulled out the stops.

Senior managers and executive directors may take groups of employees out to lunch to thank them for their efforts on a particular project or to celebrate a special occasion, such as a birthday or wedding. Staff also receive a company wide performance related bonus scheme and share ownership through various share ownership schemes.

All staff take part in a community day once a year which involves working on a wide range of projects within the local community. The projects include community farms, gardening for the elderly and working with disadvantaged kids. Corporate social responsibility is embedded within the organisation's culture and is integrated into everything that takes place from presentations and tips of the week to case studies and eco weeks.

The organisation champion, celebrate and nurture raw and emerging talent and it is essential that personal development and training programmes not only deliver to Golley Slater's business needs but also open up career opportunities for individuals with aspiration and ambition. The organisation recognises that the employees are the life blood and it is their professionalism, skill, knowledge and experience that will ultimately deliver the return required.

The team is the critical pillar of Golley Slater's culture. Pride is taken in the ability to bring people together, to dismantle barriers and to ensure that creativity permeates every part of the company's operational being. Golley Slater works hard to maintain a relaxed and informal workplace. To assist teamwork, annual staff events and team building days take place.

Glu recognises achievement. Once a quarter, employee's achievements are rewarded and recognised via the “Best of Glu Award”. This is voted for by the employees themselves and rewards staff who strive to continually display the organisation's cultural values.

Glu recognises achievement. Once a quarter, employee's achievements are rewarded and recognised via the “Best of Glu Award”. This is voted for by the employees themselves and rewards staff who strive to continually display the organisation's cultural values.

Actively encourage all employees to achieve professional qualifications relevant to their role. Providing sponsorship for further education courses and have a strong framework of mentoring, performance review and personal development planning. They have structured professional development schemes in place and many of their staff participate in activities outside as a means of developing and growing personal skills.

The leadership style is reflected in the working environment. Employees enjoy considerable freedom to pursue their own ideas and to interact with others - the aim being to stimulate the creation of new and more effective solutions to difficult engineering challenges.

As a social business they use a recycled biodiesel product, made from waste oil in the food manufacturing industry to power the fleet of vehicles in one of the operations. They measure the companies' carbon footprint and have found that last year, using biodiesel has reduced their carbon dioxide emissions by 11,000kg.

Teams are encouraged to take ownership of team targets. All teams are involved in setting their own team targets and they meet regularly to review their progress. During these meetings, team members are actively encouraged to suggest improvements in what they do or how they work, in order to excel team targets. This encourages strong teams as everybody knows what is expected of them working towards one common goal.

Foster's EMEA have continued to include a number of individuals within there business to attend coaching courses to help develop their skills & they are rolling out a coaching champion programme to embed a coaching culture in house.

Fo*STar Awards are also used to reward employees who exemplify the Foster's behaviour.

Strong teams are created through team and company meetings. They also hold a creative day and the studio design has been done in creative teams.

Fitch Design Consultants offer assistance with professional qualifications. They also have external show pieces of new material, ideas and concepts for creative inspiration and training creativity days.

Feather Brooksbank provide staff with free fresh fruit every week in all offices. The Edinburgh and Manchester offices have a large cafe bar area and have a strict no lunching at the desk policy to encourage people to take a break and relax while they are eating. Subsidised massage sessions are available onsite in Glasgow every month.

Feather Brooksbank provide staff with free fresh fruit every week in all offices. The Edinburgh and Manchester offices have a large cafe bar area and have a strict no lunching at the desk policy to encourage people to take a break and relax while they are eating. Subsidised massage sessions are available onsite in Glasgow every month.

FCm's philosophies offer encouragement, support and development to all staff. Management and leadership conferences are held throughout the year where all levels are encouraged to put forward suggestions and join project teams.

Employees are fully empowered to manage the customer base in its entirety. In house training provides all staff with the opportunity to achieve their full potential. This is coupled with monthly one to one meetings for all staff with their team leader where training and development is reviewed.

Managers are very accessible and the company provides an array of social events throughout the year for all staff to get involved in.

Faststream recruitment provides health care and eye care vouchers to all staff who have over a year's service.

They hold an annual company team building event held and organised by Blue Hat, one of the UK's leading team building companies.

The company runs an employee suggestion scheme which provides vouchers to employees for the suggestions they come up with. The rewards paid to employees are dependent on the type of suggestion the employee puts forward, with the greatest rewards paid for suggestions which drive the business forward, help improve business processes or reduce costs.

Emerald runs an internal academy which is a broad based corporate university, offering a range of learning opportunities accessible to all employees. The emphasis on action learning means that programmes are formed around cross functional teams running real life projects which will then be implemented as part of the learning experience.

Emerald runs an internal academy which is a broad based corporate university, offering a range of learning opportunities accessible to all employees. The emphasis on action learning means that programmes are formed around cross functional teams running real life projects which will then be implemented as part of the learning experience.

As part of the annual stress awareness day, all employees were given a company branded stress ball to reiterate that HR and senior managers are there to help in times of hardship and general work pressures.

Reward vouchers are provided on the spot for a job well done. These are given where the company feels an employee has made a particular effort or won a valuable piece of business for the company.

Associates can enter their ideas in the firm's annual Good Idea Programme. The programme awards ideas that are original and support the company's objectives. Initial winners receive gift vouchers, then a group of grand-prize winners are selected, each receiving a one week all expenses paid trip for two to sunny destinations such as this year's trip to Mexico.

Associates can enter their ideas in the firm's annual Good Idea Programme. The programme awards ideas that are original and support the company's objectives. Initial winners receive gift vouchers, then a group of grand-prize winners are selected, each receiving a one week all expenses paid trip for two to sunny destinations such as this year's trip to Mexico.

The vision and values of the company are communicated through one to one meetings between the staff and the leaders of the organisation, career development literature, the intranet and through email statements from the career development manager.

The vision and values of the company are communicated through one to one meetings between the staff and the leaders of the organisation, career development literature, the intranet and through email statements from the career development manager.

DWF holds partner conferences four times a year to allow the leadership of the firm to share the vision and strategy. It also provides an opportunity for the leaders to identify priorities, communicate core messages, share ideas and to gain commitment.

DWF holds partner conferences four times a year to allow the leadership of the firm to share the vision and strategy. It also provides an opportunity for the leaders to identify priorities, communicate core messages, share ideas and to gain commitment.

Duradiamond Healthcare is owned and operated by occupational health professionals and the directors and senior managers have over 20 years experience of leading large occupational health consultancies. All managers are medically qualified first, business people second and ultimately lead from the front.

Independent occupational health advice and consultations are available to employees where appropriate as well as counselling support and flexible rehabilitation support to assist employees when they are returning to work.

Back to work interviews are encouraged between employees and line managers to ensure there are no problematic underlying reasons for absence, e.g. stress. Healthy eating options are available in the staff canteen and health fairs are regularly held within the office.

DLR funds and supports Serco's 'Community Ambassador' scheme whereby members of the local community are employed to establish issues relating to barriers and social inclusion at a local level which are fed back to the DLR to evaluate and resolve. They also attend and arrange events in order to explain how to use DLR.

Employees have the opportunity to be nominated for the IRA Individual Recognition Award this focuses on exceptional performance and positive behaviours in line with Diageo values. There are quarterly nominations, as well as one overall winner per financial year. Quarterly winners receive £250 with the annual winner being awarded £500.

HR Heroes awards Global process where all nominees are recognised regardless of whether they go on to be a winner. This is for any reason which deems someone a hero in another's eyes could just be that someone has made your day, supported you, helped with a specific piece of work or been motivational.

Gold, Silver and Bronze awards are awarded to employees that go the extra mile, employees receive payments from £500-£1500. There are also on the spot awards of up to £150 for immediate recognition.

Gold, Silver and Bronze awards are awarded to employees that go the extra mile, employees receive payments from £500-£1500. There are also on the spot awards of up to £150 for immediate recognition.

DDB has a high investment in training and development. This is recognised as a key strength by employees and is a key factor in helping the staff retention rate to be consistently high. The organisation also participates in the IPA's continuous personal development initiative which enables employees to create a record of their personal development and training activities.

DDB has a high investment in training and development. This is recognised as a key strength by employees and is a key factor in helping the staff retention rate to be consistently high. The organisation also participates in the IPA's continuous personal development initiative which enables employees to create a record of their personal development and training activities.

All Darwin Rhodes offices are open plan encouraging a strong sense of being part of a team. In addition, a social committee organises regular events and inter branch team competitions which all help to foster a collaborative working environment.

All Darwin Rhodes offices are open plan encouraging a strong sense of being part of a team. In addition, a social committee organises regular events and inter branch team competitions which all help to foster a collaborative working environment.

As Danwood is privately owned, there is a clear figurehead at the helm of the business who inspires and motivates the staff. The Leader regularly communicates updates to the staff via email and takes part in one-on-one meetings in regional areas with teams.

As Danwood is privately owned, there is a clear figurehead at the helm of the business who inspires and motivates the staff. The Leader regularly communicates updates to the staff via email and takes part in one-on-one meetings in regional areas with teams.

Dains have recently overhauled their training programmes to include annual appraisals and reviews every 6 months, soft skills training and a technical training programme. They also provide mentors for all employees.

The CEO organises regular meetings to inform the employees of any changes that have occurred or that may be happening. He also keeps employees up to date with a weekly good news email.

D&B has created an environment in which individuals are encouraged to contribute to both the business and the community and to develop and stretch themselves. They have set a clear framework for what they wish to achieve as a business through their mission and values.

D&B has created an environment in which individuals are encouraged to contribute to both the business and the community and to develop and stretch themselves. They have set a clear framework for what they wish to achieve as a business through their mission and values.

Well being benefits available to employees include Bupa Healthcare, eyecare cover, cycling equipment and critical illness cover and all employees have access to an Employee Assistance Programme.

Well being benefits available to employees include Bupa Healthcare, eyecare cover, cycling equipment and critical illness cover and all employees have access to an Employee Assistance Programme.

In addition to the ongoing training they receive, managers at Citrix are supported through a variety of development courses.

Citrix employees are eligible for a number of benefits including a share option scheme, childcare vouchers, employee assistance programmes and life assurance.

Chevron provide health and medical services for all staff, including voluntary medical examinations every 5 years. They also provide Private Medical Insurance and an Employee Assistance Programme.

Chevron provide health and medical services for all staff, including voluntary medical examinations every 5 years. They also provide Private Medical Insurance and an Employee Assistance Programme.

Significant support tools have been created to enable managers to fully support employees' personal growth and the annual review process is a Performance and Training review where the two are fully integrated.

The annual Ely Award is designed to recognise employees who made extraordinary accomplishments that improved business operations. Specifically, this award honours accomplishments in cooperation and teamwork, cost reduction, customer service, process improvement, productivity, quality improvement, and technological innovation. Anyone may nominate a fellow employee or team of employees for the Ely Award.

All staff have a programme of mandatory training which is fully resourced and funded. They are encouraged not only to seek formal qualifications but also opportunities for personal growth.

With a caring ethos, everyone is encouraged to look after each other. Generally, staff support and help each other with work, even when they don't need to. Brunelcare also provide sickness pay and conduct back to work interviews.

There are numerous opportunities for individuals to make cross functional moves through the company to aid their personal development. Annual development discussions are held with line managers to review career aspirations and any personal development goals with the aim of helping people reach their targets.

A Battlefield Bonus can be paid to those individuals who provide an outstanding contribution to the business that is significantly over and above what is required to fulfil their day to day position. The bonus can amount to anything up to three months salary.

BMS support the Secure the Future foundation which provides care and support for women and children infected and affected by HIV and AIDS in Africa. In addition to this there is a day of giving policy where employees are given one paid day off per year for charitable activities.

There are a range of awards to recognise a variety of individual and team performances throughout the year. These include awards for contributions or initiatives that affect a department, the UK or an entire continent and the winners are published on the company intranet and rewarded financially or through experiences and trips.

BPP College value their employees highly and put a lot of emphasis on training and development, all of which is sponsored by the company. The company exercises an open door policy to help encourage new ideas and developments.

Any training opportunities are funded by the company to help individuals further themselves.

An on site occupational nurse carries out regular well being tests and develops healthy initiatives such as stop smoking campaigns. At any time an employee can request a lifestyle review as an optional service on top of the medical screening they are entitled to.

The induction plan for new starters includes being introduced to the senior management including the directors. The leadership team frequently attend training and development courses including ECI and TMS psychometric testing alongside residential courses. Monthly communications are presented to the company in person by the directors or the senior management who are also encouraged to attend all team building sessions and regional visits.

Belron believe in immediate reward. If an individual has done something outstanding they are recognised for it straight away and awarded with a present ranging from vouchers to a weekend away.

There is a solid commitment to personal development and each employee is given a plan to achieve their goals even if their ambition lies outside the company. The leadership development programme helps managers to create a positive and productive climate for all employees.

BDO Stoy Hayward has invested heavily in tools and opportunities for all staff to share technical and commercial knowledge and promote informal learning.

BDO Stoy Hayward has invested heavily in tools and opportunities for all staff to share technical and commercial knowledge and promote informal learning.

Occupational health assessment and health care is provided to employees. Balfour Beatty are also rolling out a programme of men's health and women's health days, where advice is given on nutrition, exercise and stress with blood pressure and body fat composition tests being carried out.

Occupational health assessment and health care is provided to employees. Balfour Beatty are also rolling out a programme of men's health and women's health days, where advice is given on nutrition, exercise and stress with blood pressure and body fat composition tests being carried out.

All managers are given excellent support guidance and training to equip them with the skills required to manage their teams effectively. There is a clear sense of focus and clarity on the goals that are expected of the management team to help them conduct their role as efficiently as possible.

All managers are given excellent support guidance and training to equip them with the skills required to manage their teams effectively. There is a clear sense of focus and clarity on the goals that are expected of the management team to help them conduct their role as efficiently as possible.