Growth Fuels Engagement

Keytree work with PlanZ Heroes, a food-waste charity. Keytree funds the work on a pro-bono basis, with an investment of over £200,000. Each October, they join in the Wok for 1,000, cooking and distributing 1,000 meals to London's homeless.

There are quarterly all-company update meetings - where employees communicate the primary purpose and core values. Each meeting is run by six different projects, producing live demonstrations of current solutions, followed by an open Q&A session.

Ideaworks have negotiated offers with local firms including restaurants, gyms and Go Ape. A comprehensive welcome programme includes buddy schemes and an occupational health provider is on hand for counselling and immunisation.

Ideaworks spend time understanding client needs, so that the end result is simple and reliable. Ideaworks set the bar very high, striving for excellence, respecting clients and being innovative to the point that they don't stop until they win.

Client/brand values are: approachable, commercial, professional, responsive, excellent value. An engagement group prioritised three areas: leadership, my team and giving something back. A monthly drinks 'trolley' encourages people to talk to each other more.

Howard Kennedy support people on the job through stretching opportunities. Frameworks set out what people need to do to progress. Senior business leaders have a business book club to read and discuss the latest management thinking.

Hanson Wade have bought more working space to create a better working environment. This has led to a huge increase in collaborative meetings. People can work how they want – standing up, in their quiet reflection room, or on a sofa with their feet up.

Hanson Wade have bought more working space to create a better working environment. This has led to a huge increase in collaborative meetings. People can work how they want – standing up, in their quiet reflection room, or on a sofa with their feet up.

Gilo believes in making individuals leaders. Rather than micro-managing employees, the company asks staff what the problem is, what the ideal goal or solution is, and how to get there. They are then trusted to solve problems using their own initiative.

Gilo believes in making individuals leaders. Rather than micro-managing employees, the company asks staff what the problem is, what the ideal goal or solution is, and how to get there. They are then trusted to solve problems using their own initiative.

85% of head chefs started working as kitchen assistants, through the support and mentorship of Operations Chef, Peter. Food and Fuel have an extremely loyal team of chefs, which has been achieved by hands-on training and support.

All candidates that receive external training are mentored within the business. This access to the senior leadership team is extremely powerful and helps to build relationships and raise the profile of candidates.

Both junior and senior members of staff were involved in the creation of the organisation's values five years ago, which means their vision, mission and objectives are universally accepted by employees at all levels.

Senior management facilitate Management Team Development workshops for some business areas/venues to support the teams to identify where they are performing well, where they could do better and to create an action plan for their team development.

Each area of the business uses a combination of 360-degree feedback, appraisals, performance reviews and objective setting to measure and review the performance of its managers and leaders.

Over 2017, the company rolled out training to everyone in the organisation on the importance of sharing feedback and creating a culture of healthy, honest, timely dialogue. The training provided staff with tools and techniques to deliver effective feedback.

Each year, Elvis holds a summer event, which is attended by the whole company. The build-up to the event includes a month-long theme selection process that encourages cross-departmental collaboration and creative thinking across all levels.

Last year, staff participated in 1,500 hours of training spread out over 50 sessions, 70% of which were externally run. Training now takes place every month across every department in the agency.

EWY provide several wellbeing opportunities for staff, including: promoting healthy nutrition, subsidised gym membership and organised weekly sporting events. Staff are encouraged to take regular breaks and there is a communal kitchen where they can have lunch away from their desks.

EWY provide several wellbeing opportunities for staff, including: promoting healthy nutrition, subsidised gym membership and organised weekly sporting events. Staff are encouraged to take regular breaks and there is a communal kitchen where they can have lunch away from their desks.

To ensure the wellbeing of employees, Content and Code hire a massage therapist to come into the office every three weeks. Team members are also encouraged to talk to their line managers, who make sure they have regular one-to-ones with their team members.

To ensure the wellbeing of employees, Content and Code hire a massage therapist to come into the office every three weeks. Team members are also encouraged to talk to their line managers, who make sure they have regular one-to-ones with their team members.

Female employees have been offered places on Role UK, the specially designed course for women. Employees took up the opportunity to go on a course called ‘Women on the Ladder', which is primarily an outdoor activity centre that empowers women to build self-confidence.

Female employees have been offered places on Role UK, the specially designed course for women. Employees took up the opportunity to go on a course called ‘Women on the Ladder', which is primarily an outdoor activity centre that empowers women to build self-confidence.

Ceviche are focused on supporting hospitality industry charities, local charities and Peruvian charities. In 2017, they held an event to raise money for the communities affected by the floods in Peru, raising over £6,000.

Every year, Ceviche holds an awards ceremony in which staff nominate each other. This involves a champagne and canapé reception that all employees are invited to attend. Winners are announced and awarded with a trophy, champagne and £100 cash.

carwow have partnered with mental health company Sanctus who provide regular mental health coaching sessions and lunch learns with their staff. They have recently signed the Sanctus mental health pledge, promising to treat mental health in the same way as physical health.

As a result of last year's survey, carwow broadened their social events. They now run a film club and board game night and host a regular carwow quiz night with company-centric questions, improving relationships within the company.

Typically, a leader will be present at the start of each school day to welcome children as they enter the school, pass on any important notes or messages and allow staff to approach them about any matters.

Canary Wharf College's principles are communicated to new employees through an extensive induction programme, including sessions on the history and ethos of the organisation. They also have staff meetings at the beginning of each term to reinforce the vision and values of the college.

The senior management team publish their personal objectives for all employees to see. They also published the behaviours they are working on as individuals and these can be found framed and hanging on the wall in the office.

The senior management team publish their personal objectives for all employees to see. They also published the behaviours they are working on as individuals and these can be found framed and hanging on the wall in the office.

Creative breakfasts are an opportunity for people to get together and share what inspires them and excites them. The breakfast is open to all and helps people avoid getting too focused on their work and repeating themselves.

Creative breakfasts are an opportunity for people to get together and share what inspires them and excites them. The breakfast is open to all and helps people avoid getting too focused on their work and repeating themselves.

On their fifth anniversary, team members are awarded £500 of growth shares and another £1,000 on their 10th. There are now more than 80 shareholders and every year the company meet to celebrate the year they've had, and to announce the new share price.

On their fifth anniversary, team members are awarded £500 of growth shares and another £1,000 on their 10th. There are now more than 80 shareholders and every year the company meet to celebrate the year they've had, and to announce the new share price.

From the outset, employees are made aware of career flow opportunities, either at a ‘fast-track' rate or a ‘slower burn' progression, to harness the power of individuals and enable the bespoke pursuit of personal interests linked to the profession.

Graham visits each of the three schools every week, ensuring he is visible to all staff. The rest of the leadership team also have the same attitude, attending meetings across the schools and promoting a very friendly organisation.

ACS Office Solutions collect all used printer toners and have their pallets collected and stored by local charities for them to reuse or recycle. They are Trustees of the HOPS Charity and award and distribute funds to nominated charities.

ACS Office Solutions collect all used printer toners and have their pallets collected and stored by local charities for them to reuse or recycle. They are Trustees of the HOPS Charity and award and distribute funds to nominated charities.

A dedicated mentor is assigned to each of YWR's Managers who undergo the training programme. They provide ongoing coaching and mentoring based on the training programme provided within all divisions of the company. The management programme has catch-up sessions to ensure peers support one another during the learning process, as well as the senior staff providing general feedback. The company's best feature is their open house session on a monthly basis, whereby learners can speak to YWR's in-house L&D team regarding any aspects of their learning which they are having difficulty translating back to their daily activities. There are a number of ways in which the company measure the performance of Managers, including quarterly reviews with their Line Manager to identify issues and training requirements. They also hold regular engagement sessions with employees to establish any issues with their Line Management, which are then further addressed at review.

YWR supports the learning and development process within the company with talent planning, a detailed career structure and internal promotion process. They also have in house staff dedicated to providing training and bespoke mentoring. All employees have an individualised training programme, which is linked directly to the appraisal format and their career potential.

Xceed offer a Line Managers Toolkit in the form of on-going coaching from an external Hogan Assessor and an informal Mentorship programme that is run internally. The Line Managers' Toolkit provides templates, guide-notes, best practices and policies for each step of a Line Manager's role. The Mentoring scheme matches mentors and mentees based on interests, personality and priorities. Line Manager performance is measured inline with the overall company objectives and performance framework. This requires a minimum of Quarterly reviews, with Objectives and PDPs being updated, Performance and Potential ratings being submitted and 360 feedback being solicited, reviewed, analysed and stored. Additionally, the People Function and Leadership Team review results and trends from Xceed's six weekly ‘Pulse Poll', which can highlight areas for focus. Finally, on a quarterly basis, the Board and Leadership team reviews data on attrition, churn and promotion and progress by team and Managers, all with the goal of highlighting and remediating any issues that relate to one team or Line Manager.

Perhaps the strongest indication from the Xceed Leadership Team is that 50% of their bonuses are related to ‘Demonstrating Values'. For many years the company have had Spirit Awards which are now Value Awards. These are ‘surprise' and personalised ‘awards' or prizes for ‘catching someone doing something great' that are always tied to the company values. Xceed's Founders, CEO and Board are actively involved in the business. The CEO hosts a ‘welcome' meeting or call with all new joiners within their first week. The Leadership Team also has a schedule of internal communications so that each area of the business is heard from regularly, as well as a weekly ‘Friday Five' that provides an overview of events and headlines for each week. Xceed also have both Town Halls and Open Forums. The CEO chairs the Future Leaders Programme and has an active role in leading people initiatives and working groups. This is in addition to a strong ‘open door policy', whereby anyone and everyone is encouraged to come straight to the CEO with any concerns or issues.

WDP's monthly Line Manager supervision process is very supportive, as well as focused on performance management. Employees Managers conduct a one to one return to work interview after every absence, which includes ensuring that the individual is indeed well enough to be at work and to help identify any underlying issues. The organisation also offers 360 coaching, 360 feedback and an annual appraisal for staff.

WDP operates a Health, Safety & Wellbeing handbook. They also have a Staff Handbook that includes a stress management policy and guide aimed at Managers and team members. The handbook includes suggestions about how to notice and mitigate stress. WDP's approach to flexible working contributes to employee wellbeing, as does their investment in employee learning and development. The company's L&D team delivers training open to all employees, which is particularly useful for practitioners engaging with service users. It covers noticing signs of stress, supporting team members, stress reduction techniques, ways to minimise stress and next steps if more than self-care is required. Most teams engaging directly with client caseloads also receive group clinical supervision with an external clinical supervisor or an alternative suitable reflective space.

As a rapidly growing company, Total Assist runs a regular and dedicated internal recruitment academy for new staff. This gives new team members a fully supported environment to learn their new role amongst their peers before they progress to a consultant desk of their own. The company have also found this is a great way for new starters to mix with existing employees and promotes a family feel within the company.

As a rapidly growing company, Total Assist runs a regular and dedicated internal recruitment academy for new staff. This gives new team members a fully supported environment to learn their new role amongst their peers before they progress to a consultant desk of their own. The company have also found this is a great way for new starters to mix with existing employees and promotes a family feel within the company.

At Test Direct all new starters undergo a one-week induction course outlining all of the company's tools and processes, as well as an overview of how Test Direct work as consultants. This is followed up with regular four week reviews during Probation. Following probation quarterly performance reviews then take place. Everyone has an Individual Development plan that is reviewed regularly by their Manager and the People and Talent Director. In addition to external certification courses, Test Direct have their own Training Database where there are 100s of documents, courses and templates for employees to read when they need them. Test Direct have an annual Company Training Plan focusing on the needs of their consultants, remaining at the forefront of technology and tools. Courses are arranged to meet the needs and skills required by both individuals and the business and the company offer external and online courses that lead to certifications and accreditations.

In addition to providing training for technical skills, all Test Direct Managers will attend Management and Consultancy in-house training and external courses, such as ISTQB Advanced Test Manager. The company also provide in-house training to all Managers on how to manage and conduct Performance Reviews, complete IDP's, Conflict Management and Delivering Effective Feedback. Test Direct have also just changed their Performance Reviews process so instead of every six months it is now quarterly. The company have done this to make it a simpler, quicker and more meaningful process. There are three quarterly reviews: self-assessment, client feedback and manager feedback, followed by a full detailed annual review. This covers managerial aspects of their roles such as project deliverables, client interfaces etc. Managers are assessed against specific objectives, dependent upon their roles and also based around a set of expected behaviours. Reviews are then countersigned to ensure consistency across the company and also look at utilisation of consultants as a metric of performance.

As a company tech21 invest heavily in providing an amazing work environment for their colleagues to work in, so as a company they encourage employees to give something back to the community. In the last three months they have introduced a policy to allow employees to volunteer and in return they offer paid time off for up to three days per year. tech21's company philosophy is to “pass it on”. This essentially means pass on the benefits that they provide to support local communities who are in need. Last year they managed to raise a total of just over £9,000 through activities that their employees had participated in. Through the local dragon boat race employees raised money for the NSPCC. This is just the start, their focus next year is to partner with a local charity and run different fundraising activities that employees can be involved with to help raise money and give back to the local community.

As a company tech21 invest heavily in providing an amazing work environment for their colleagues to work in, so as a company they encourage employees to give something back to the community. In the last three months they have introduced a policy to allow employees to volunteer and in return they offer paid time off for up to three days per year. tech21's company philosophy is to “pass it on”. This essentially means pass on the benefits that they provide to support local communities who are in need. Last year they managed to raise a total of just over £9,000 through activities that their employees had participated in. Through the local dragon boat race employees raised money for the NSPCC. This is just the start, their focus next year is to partner with a local charity and run different fundraising activities that employees can be involved with to help raise money and give back to the local community.

If they are not consistent or authentic in articulating their purpose and values internally, Stott and May becomes just another recruiter in an already crowded marketplace. As such they are constantly pushing the envelope and finding new ways of articulating ‘the Stott and May' way of doing things. They believe it starts with the workplace and in an attempt to create a positive and unique work environment for our staff to dare to fail Stott and May have created themed offices, including Alice in Wonderland in New York and Charlie and the Chocolate Factory in London. The company wants their employees to think laterally and to be the ‘dreamers of dreams' or the ‘music makers', all of which was the underlying philosophy behind the office transformations. Founder and CEO Stephen Stott commented “It's a fun and slightly wacky idea I came up with and it's been evolving ever since. The story of Charlie and the Chocolate Factory is really all about pushing creative boundaries and, much the same as Willy Wonka's factory, I wanted the office to be a space for innovation, where staff could think big and not be afraid to fail. We're not your typical corporate company and I wanted the office to reflect that.”

Stott and May launched their Career Progression Scheme this year for both sales and support functions, with the scheme enabling development and progression within the business that is seemingly limitless. The CPS is supported by a blend of internal and external training sessions, as well as useful desk coaching. As well as all this Stott and May have paired up with Andrew Sillitoe, founder of The Strategic Team Coach, who uses a unique method to quantify the health and psychological state of staff, monitor the level of fatigue, observe in real-time the psychological impact of recruitment and enable staff to manage thoughts, feelings and emotions under pressure using biofeedback during phone calls. A mentoring system is also put in place for senior managers using external industry experts, with everything stemming back to the Career Progression Scheme. Managers are measured through the performance of their teams and also engagement across the whole business. The company reviews teams on a monthly basis through the Career Progression Scheme and always takes the temperature of engagement each quarter.

The vision was drawn up at a brainstorming session of all Managers who felt that if everyone had their input in this, it would be more likely to be taken on board and implemented. This was rolled out to all team members in bulletins, employee representative meetings and the annual companywide meetings. SPV also communicate this though all forms of social media.

Working in a high risk industry SPV run a regular training plan which they draw up in conjunction with the CITB & NFRC. Over and above this, in 2016 they have put all supervisors through training to enable them to get gold CSCS cards. They have four team members booked on a heritage roofing course which they have requested and will also ensure they can offer another service to their clients. They have also enrolled all administration members in a customer services NVQ Qualification that they enrolled out to newly promoted supervisors onto the Institute of Roofing management and technician course. The MD Howard is The institute of Roofing Midlands Regional Chair and as such the company has a number of manufacturers CPD courses coming up later in the year. In 2016, SPV enrolled two new apprentices on a built up felt roofing apprenticeship with a further two to be enrolled later in the year. In 2016 they put three team members through a cladding apprenticeship which they are due to complete in early 2017. In 2015, they enrolled six team members on the pilot Liquid Waterproofing Specialist up skill Course. This programme was written by the Liquid Roofing and Waterproofing Association in conjunction with the CITB to infill the training gap in the industry between the Apprenticeship and OSAT. SPV Group then subsequently put a further three team members through the course early this year. In 2016 they enrolled a further three onto the Liquid Waterproofing Specialist Apprenticeship course.

At Seven Technologies Group they have created an environment of Empowerment and Innovation. As an employer within the engineering sector, one of their best attributes as an organisation is that employees have the opportunity to not only be part of an innovation culture, but are also empowered to make decisions and ultimately make a difference. The most commonly used phrase in Seven Technologies Group is 'crack on', as empowerment of the individual is an ingrained value in their business. The company see continual development as one of the key elements within our Performance Management System. Through technical, functional and management training they hope to give their people the skills and knowledge they need to be the best they can be, creating and delivering market leading products and service alongside formal training. Informal mentoring 'buddy systems' have also been a great way to share past experiences on what staff have learned and encourage those taking on new challenges to handle whatever's thrown at them in the best possible way.

At Seven Technologies Group they have created an environment of Empowerment and Innovation. As an employer within the engineering sector, one of their best attributes as an organisation is that employees have the opportunity to not only be part of an innovation culture, but are also empowered to make decisions and ultimately make a difference. The most commonly used phrase in Seven Technologies Group is 'crack on', as empowerment of the individual is an ingrained value in their business. The company see continual development as one of the key elements within our Performance Management System. Through technical, functional and management training they hope to give their people the skills and knowledge they need to be the best they can be, creating and delivering market leading products and service alongside formal training. Informal mentoring 'buddy systems' have also been a great way to share past experiences on what staff have learned and encourage those taking on new challenges to handle whatever's thrown at them in the best possible way.

Managers have support from their learning platform RG University as well as support from their own line managers (whether that be Heads of Department of members of the Leadership Team). They also run an ‘Insights for Managers' course where managers can share experiences and develop their abilities to adapt and communicate better with their teams. They have an overall culture of ongoing and flexible manager feedback through regular 121s. They don't believe in annual performance reviews because for Reward Gateway, they're outdated and don't suit the pace of their organisation. They monitor performance through 121s and have a Performance Recovery Programme that they use to highlight issues that have dropped below what's needed.

The Senior Management Team have recently been restructured so that they have each business function represented at board level. The members are spread across the globe and ensure that they are available and approachable on their internal comms (email, Google Hangouts). There are two members of the Leadership Team whose focus is on HR (overall Hr and Benefits/Reward) demonstrating their dedication to their People as a function. The values were created by their people but bought into at Leadership Team level from the start. Glenn, the company CEO, is present at Reward's quarterly global updates and also travels in person to all offices. He is approachable and puts a specific focus on key values. He is open and takes part in a filmed segment of the business updates where he is asked questions submitted by staff and (without prior preparation) answers honestly and commits time to resolving any issues raised.

This year RBG's have started using vlogs to communicate certain key initiatives within the business; however they're not your standard video blog because of the team demographic, so the company had to work on making them really engaging through new artwork, latest soundtracks and having strong clear messages throughout. A recent example was sent out for RBG's General Managers to communicate with their teams during team meetings. The vlog was watched 400 times, so the company know each site watched the vlog on average 6 times, demonstrating a strong level of engagement and interaction at site level to help cascade information throughout the business.

RBG are very proud of their blended learning approach. Their employees, staff and management alike receive training through a number of channels, including workshops, on the job training, e-learning, role specific workbooks, conferences, bespoke development plans, apprenticeship schemes and more formal modular training programmes. Many of the teams have little or no work experience when they join RBG, so with this in mind the company have developed the ACE (Amazing Customer Experience) training programme, which helps them with the skills and knowledge they need to be successful. It offers interactive e-learning modules that cover a range of topics, from Health and Safety and Cocktail Spec tests to Hospitality training. One of the most exciting developments over the last 12 months has been the launch of role specific modular training programmes. Every management role in the company is now eligible to attend a 4-6 months modular training programme that supports the development of their management skills. The learning objectives of these programmes are not bar related and help Managers develop personal skills in coaching, time management, communication methods, effective feedback tools and even delegation.

At Rajapack UK they like a good challenge. So to create a bit of fun in the office, they set themselves the challenge of doing their own Tour de France, later nicknamed 'Tour De Raja'. The company hired an exercise bike and over four days each department cycled from Bedford to Rajapack's head office Branch in Paris. To put that into context, that's a distance of 337 miles in under 20 hours! This was all to raise money for Macmillan Cancer Support, a charity that provides such amazing support to people affected by cancer. The event was a huge success, raising £1,180.42, but proved more of a success in the sheer participation levels within the business, as 35 members of staff participated and took turns in the riding.

Rajapack offer a Perkbox benefits membership scheme to all employees, which offers health and wellbeing benefits along with reduced gym memberships, something Rajapack funds to ensure it is not to the detriment of the individual. The company have also introduced fresh fruit boxes for the benefit of all members of staff and there is the equivalent of one piece of fruit per day per person, ranging from apples and bananas to grapes and so on.

As part of PTM Group's Healthcare package all staff are offered the use of a Virtual GP with their health care provider which means that they schedule appointments in work time, without having to leave the office. The Health Cover also offers access to a free counselling service which can be especially beneficial to people needing support through difficult times. Their subscription to Perkbox means that gifts turn up to work regularly for staff and packages can include stress balls, vouchers, money off restaurants and cinema tickets. It is important for PTM Group staff to know that they appreciate that they have a life outside work and they want to help them enjoy it!

Each Manager conducts an Annual Self-Assessment with their team which gives them the change to plan for the future with their team but also to reflect upon areas where improvements could be made. PTM Group is committed to being the leader within the sector and this annual review is a key factor in continual growth within the company and for the management to set long term goals for their departments. As leader, Jamie Paterson, has an open door policy and he will make time to see staff and address any concerns, queries or ideas they may have. Jamie regularly visits all PTM Group sites, makes a point of meeting all new staff face to face as well as engaging with staff regularly to obtain feedback about the progression of the company. All staff have access to Jamie's mobile number so they can contact him directly, for any reason. PTM Group keeps CPD logs for all staff, which are reviewed regularly. As a training provider, most training is done in-house.

Each employee has access to two paid learning days. PHD realise that finding the time to learn can sometimes be challenging, so employees can use two dedicated days to study at home allowing them more freedom over when and how to fit learning around work. They also offer a learning bursary which gives employees money and the opportunity to learn something non-work related, whether this be street dancing, Arabic lessons, beer brewing or a basic DIY course.

In line with PHD's culture and ethos of the ‘Human Touch', working collaboratively and face to face interaction between teams is strongly encouraged. Every department holds weekly status meetings so everyone is made aware of important updates. These meetings are vital in ensuring news is communicated quickly and is an opportunity for team members to interact away from their desks. Line managers hold regular catch ups with their people to boost communication. The large majority of their people are very sociable and are often at lunch or drinks together. PHD encourage this as it aids good working relationships across the various departments. They also hold weekly 15-minute update meetings that rotate around the building. These meetings are intended to give everyone brief updates that are relevant to the way they work for clients, provide useful insights and showcase interesting research. After restructuring the teams late last year, PHD had to rethink their internal workstreams leading to revamped briefing and planning processes within PHD. Key speakers explained the new way of work during a dedicated offsite session. Everyone received a pack with printed collateral to re-enforce the learning. As part of their planning process they hold Action Planning sessions, these encourage people to work collaboratively and to be creative by working together as a group. People are selected from different teams to gain a range of insights and experience and it is an opportunity for them to network with people from outside of their normal day to day team.

Perkbox University, the in-house training program, encompasses management training courses. They ask senior managers to present to managers along the lines of how to motivate staff, how to generate the best results, conflict resolution, empathy, workload management, reward and recognition etc. These happen every couple of months. Every manager is mentored by a senior manager. They always try to promote from within and so new managers will be well versed in Perkbox's management training, having been on the receiving end themselves. A good example is the sales team, those demonstrating aptitude for increased responsibilities are eased into a management role by making them senior managers, who are still doing front line selling but have mentoring responsibilities. Senior Managers will shadow team leaders to prepare them for the more analytical aspects of the role and are afforded the opportunity to learn on the job. Regularly there are weekly, monthly and quarterly reviews. The weekly and monthly reviews are held between the manager and their line manager and are used to discuss how the managers team have responded to the established KPI's and address any incumbent issues. Quarterly reviews are held with the HR Manager present and minutes are taken for the managers to refer to at any time subsequently.

Perkbox University, the in-house training program, encompasses management training courses. They ask senior managers to present to managers along the lines of how to motivate staff, how to generate the best results, conflict resolution, empathy, workload management, reward and recognition etc. These happen every couple of months. Every manager is mentored by a senior manager. They always try to promote from within and so new managers will be well versed in Perkbox's management training, having been on the receiving end themselves. A good example is the sales team, those demonstrating aptitude for increased responsibilities are eased into a management role by making them senior managers, who are still doing front line selling but have mentoring responsibilities. Senior Managers will shadow team leaders to prepare them for the more analytical aspects of the role and are afforded the opportunity to learn on the job. Regularly there are weekly, monthly and quarterly reviews. The weekly and monthly reviews are held between the manager and their line manager and are used to discuss how the managers team have responded to the established KPI's and address any incumbent issues. Quarterly reviews are held with the HR Manager present and minutes are taken for the managers to refer to at any time subsequently.

Senior management present very clear monthly business updates closely aligned to the values of the company. They take a hands on approach to the business and clearly demonstrate company values in their working practices and in their approach to day to day tasks. Managers are honest, open and straightforward in all their dealings with staff and clients and focus on delivering a first class service, they set the gold standard. Managers make sure they attend the sports and social events in order to have down time and fun with their colleagues. Spending time with each other away from the workplace is key to establishing a strong working relationship. Paul Clark, Penta's CEO and founder of the company, has an open door policy and is very approachable. He had always had a very clear vision for the company that he set up 18 years ago. Two of his keys strategies have been to surround himself with high calibre individuals who have complimentary and different skill sets as well as putting his staff, clients and candidates at the very heart of the business. Paul was always determined that any one employed by him would actively enjoy coming to work as well as offering a first class service to all customers. He sets clear performance expectations, goals and objectives for others, treats mistakes as learning opportunities, demonstrates an ability to make decisions and take responsibility for them, encourages feedback from everyone in the business, seeks to fine more efficient ways of operating and actively encourages ideas form others.

A great chill out area with table football, table tennis, Wii Fit, pool table, music and large screens for multi-channel TV plus a free Penta bar for Friday evenings and for special celebrations and events. Icelolly offer free hypnotherapy for people who are serious about giving up smoking and annual health check including flu vaccine. Regular breaks throughout the day when staff can leave the office for 15 minutes. There is a chill out zone with free hot and cold drinks and access to microwave, an active sports and social club and exciting overseas incentive trips.

PegasusLife was created to do things differently and to do things better. Their mission, to fundamentally change retirement homes in the UK is not an easy task. Leaving profits to one side, to be successful requires an engaged workforce and a company culture that supports their mission. To that end, all new members of staff get a handbook that explains in detail all of their core values and how everyone at PegasusLife has a part to play in its success. Inspirational quotes that embody their values, from eminent people as diverse as Shakespeare and Jonathan Ive, have been designed into the office environment and can be seen on many of the office walls. PegasusLife's Google+ page has a group called Living the Values, which is an active forum for exchanging ideas, where anyone can post articles or other thinking pieces that support company values. The competencies/values are also part of the appraisal process so everyone is assessed against them at least twice a year. Furthermore, every team day and company gathering is used as an opportunity for the CEO and other key personnel to reconfirm their focus on always having the mission at the forefront of all of all employees minds on a day-to-day basis.

PegasusLife's people are rewarded in ways which are specifically tailored to their roles, giving them the most appropriate and fair approach. So through a combination of mechanisms everyone can see how their contribution is rewarded. The most unique aspect and the one the company are proudest of is their Employee Participation Plan. The Company's philosophy is based on ensuring people share in the long term success of the organisation, because it is through them that their success comes. The Plan is open to everyone and enables people to become stakeholders in their future. Company shares have been allocated to the scheme and employees are invited to contribute a set amount per month (up to £50 which buys them a proportion of the ‘pot'). On the completion of a sale or flotation everyone will then share in the ‘Bonus Pot'. The total size of the Bonus Pot is linked to the performance of the business and the value created upon the exit so people can see that their share in the business is directly linked to their contribution, it is a joint effort on everyone's part. In terms of its effectiveness, the team take a long term approach because they have a stake in the future. They act in the best long term interests of the company, not on short term gains which could have a longer term negative effect on the business.

Parkdean Resorts host multiple conferences each year to allow networking between employees across the business in order to encourage integration and a sense of community. The company Intranet page allows employees to communicate consistently and share company news and information. Posters are displayed around the business to advertise and implement the company values.

Parkdean Resorts host multiple conferences each year to allow networking between employees across the business in order to encourage integration and a sense of community. The company Intranet page allows employees to communicate consistently and share company news and information. Posters are displayed around the business to advertise and implement the company values.

By using animals to represent the PANDORA values, the company provide employees with something tangible to help demonstrate them. They have a figurine called Winnpier who is an amalgamation of all three values: the strong legs and tail from the lion, the large heart and long neck from the giraffe and the wings from the bumble bee. Winniper represents PANDORA's values and the behaviours that they require all their employees to demonstrate. The company launched their values called ‘PANDORA Life' in 2011 through large events within each region of PANDORA. Employees were taken out of the office to a beautiful location where the history of the company and the relevance and importance of its values were explained. PANDORA award prizes to employees for demonstrating the PANDORA Life values in their daily work and also at company events and parties. The values also have been incorporated into the company's Personal Development Reviews and employees must think about how they relate to their particular position. Objectives are then set incorporating the values.

By using animals to represent the PANDORA values, the company provide employees with something tangible to help demonstrate them. They have a figurine called Winnpier who is an amalgamation of all three values: the strong legs and tail from the lion, the large heart and long neck from the giraffe and the wings from the bumble bee. Winniper represents PANDORA's values and the behaviours that they require all their employees to demonstrate. The company launched their values called ‘PANDORA Life' in 2011 through large events within each region of PANDORA. Employees were taken out of the office to a beautiful location where the history of the company and the relevance and importance of its values were explained. PANDORA award prizes to employees for demonstrating the PANDORA Life values in their daily work and also at company events and parties. The values also have been incorporated into the company's Personal Development Reviews and employees must think about how they relate to their particular position. Objectives are then set incorporating the values.

Every year Oxera hold a two-day Core Academy induction event for all new starters. They cover a session on ‘The Oxera Way' and the actual vision of the company. These sessions are presented by the company Partners, who explain the mission and vision of the company and how they plan to achieve and maintain them over the coming years through a five-year plan. There are always opportunities to ask questions and network with partners and Senior Management throughout the course of the event. Oxera also hold a Trade Fair each year, which is a company-wide information-sharing event. This is held offsite and everybody is invited to attend. It is a chance to find out more about the company's mission, vision and values in a fun and informative way.

Oxera provide a number of training courses run internally at all levels of the business. This ensures that the content is relevant and applicable to the delegates and that the information can be applied back to the workplace they operate within. Any questions or queries after the courses can also be directed back to the presenters as and when required. Oxera also encourage one-to-one training, which is provided by the highest level experts within the company. One of the pre-requisites in becoming a Senior Consultant at Oxera is Line Management experience. The company prepare consultants for this by allowing them the opportunity to line manage an intern or work experience person for a short period of time. They also hold a number of recruitment events which they encourage the consultants to take part in to develop their presentation, networking and interpersonal skills.

My Vet Ltd monitor all cases referred to specialists and then encourage staff to develop areas of expertise in-house to ensure that pets can be treated within the hospital. More experienced vets arrange a regular informal meeting to discuss cases and learn from them to help the more recently qualified vets. Vets and nurses attend regular in-house meetings with suppliers and specialists to learn about new products and treatments.

The company runs a branch Quality of Service award every quarter based on scores from client feedback forms, a mystery caller and spot checks for cleanliness and tidiness. The winning branches in each region are recognised with awards which are closely followed and create healthy competition between branches in each region.

The overall reward package at Moorhouse is unique because it is completely open and transparent. Salaries are set according to market rates, at the same level for everyone in a grade peer group and are published and available to all staff. Salary rises are awarded to all staff in the grade according to changes in market levels or to specific individuals on promotion to the next grade. New recruits are hired at the same salary as everyone else in their grade peer group. There are four bonus schemes. All employees are eligible for two bonus payments. The first is the Company bonus which incentivises collaboration by rewarding the business performance of Moorhouse. The second is the Personal bonus which recognises individual achievement by rewarding performance against objectives. Two further bonus schemes are in place for eligible staff. The Sales bonus which rewards contributions to business development to those involved in the sale of new client engagements. The Utilisation bonus rewards consultants for billable hours. The policies and processes around the four bonus scheme are published and distributed to all eligible employees. Potential bonus awards are clearly communicated at the start of the financial year so that everyone understands how their contribution will be linked to their reward. Individual eligibility is accessed and communicated at six month intervals through the performance review process. Bonuses are paid every six months, so reward is linked to achievement in a timely manner.

Moorhouse's people are their biggest asset. They are committed to building and nurturing talent, and harnessing their ambition to be the best they can be. They believe that this commitment stands them apart from their competitors. They have introduced a new competency framework based on the Zenger Folkman Extraordinary Leader model. This explains behaviours expected across the competencies for each grade. This complements their grade descriptions and the business metrics. The alignment and ‘common language' of competencies and expected behaviours, grade descriptions and business metrics help them to better develop people and help them understand how to realise their full potential. They offer a comprehensive structured learning and development programme. There is a Manager Development Programme and the Leadership Development Programme. These programmes are based on the Zenger Folkman Extraordinary Performer and Extraordinary Leader frameworks and are at the forefront of non-linear and strengths based development. They work with ‘RADA in Business' and have created a set of courses that take an innovative approach to developing people in areas such as powerful presentations, personal brand, impact and storytelling. The Moorhouse Academy is a programme of structured learning and broad skills development focussed on business fundamentals, managing programmes, industry insight and other consulting skills. It is essential capability development for their people.

All of the experienced employees of Merkle Periscopix are encouraged to get involved in delivering staff training, both to new joiners and for ongoing career development. Over 70% of staff with over twelve months' experience are involved in these sessions. In addition to staff training, the company has a mentoring and buddy scheme. Mentoring is taken very seriously within Merkle Periscopix and offers people a coach and guide to help them with technical on-the-job training. More importantly mentors offer employees career guidance, helping them to learn the company's best practice policy.

They actively encourage staff to makes friends within the office as this is where they spend a great majority of their time. To aid this process, they have a Social Committee who are responsible for planning internal events which take place every month including a Summer Weekend away and a Christmas Party, as well as Dodgeball, Bowling, Rounders and more. In addition to these out of working hours' activities, Merkle Periscopix have a snooker table and table tennis table in the games room in the office with a league table set up to encourage communication and friendly competition between employees. Monthly 'Food Fridays' and weekly 'Four Thirsty Fridays' provide the perfect opportunity for employees to catch up with one another and wind down from their busy week. The success is proven in the fact that so many employees socialise together outside of work.

This year MEC introduced ‘Town Hall' sessions to boost team interaction and communication. As part of the staff survey feedback employees provided the company with, it was clear that they get a great deal of value and enjoyment from the all staff ‘MEC in Motion' company meeting sessions. However, they asked for more regular company updates as the MEC in Motion meetings are 3 months apart and things move quickly around here. The Management Board thought quite hard about the best way to do this, not wanting to resort to email communication as the obvious route. As a result, they introduced Town Hall. This is a new update session held in the open office space covering off any pressing agency, industry, client and people news. No slides or fanfare, just senior people from the management team updating people on important and interesting news, real time. They also introduced Collaboration Coffees as part of their initiative to embed behaviours and improve perceptions of approachability of the Management Board, again responding to staff survey feedback. This is an opportunity for anyone at any level to sit down for a coffee and informally talk about the agency, obtain career advice, tips on leadership or anything else they wish to discuss. MEC ask people to share their Collaboration Coffee time with everyone on the MEC social media channels.

MEC offer learning and development opportunities at all levels throughout the organisation to appeal to all learning styles, from soft skill practical training in presentation and negotiation skills, to e-learning training on digital technical skills, to experiential learning through charity opportunities, language lessons and Thrive projects. They take their commitment to learning seriously in terms of budget investment and time, to ensure MEC offers opportunities to thrive. MEC have a focus on everyone educating each other, whether that's through Big Breakfast where teams share pitch work in an informal setting, or the annual EXPO, a day when the agency stops for a series of talks and workshops on different pieces of work, tech or learnings. Creative champions who attended ‘Upping Your Elvis' creativity training last year continue to run sessions for the agency on creativity and creative brainstorming. They want to ensure that everyone gets the opportunity to learn and develop their skills no matter what level they are. Everyone gets the opportunity to sit a variety of IPA qualifications and they offer leadership training at all levels throughout the agency. Graduates and apprentices have a full training programme to complement their journey with the company, which kicks off with an experiential team building exercise on the streets of London. MEC's management team spent a week at a residential course earlier this year learning advanced sales and influencing techniques to help them work better with clients.

Maxus know that communication and interacting are fundamental to their success. At Maxus they celebrate collaborative working. Their Agile Working policy drives collaboration in their day-to-day operations, encouraging people to move frequently around the office, working with different people. When they designed their new office, they built a Tannoy system into walls of the building. It's so fundamental to their culture that much of the interior design is envisioned around the pipes that power it. Whenever they have an all-staff announcement, rather than sending an impersonal email that clogs up everyone's inbox, they use the tannoy. It ensures that announcements are heard, and immediately triggers a series of conversations about the news, because everyone hears at the same time. To surface to the whole agency all the valuable stuff being talked about daily amongst Maxus' teams, they launched their weekly ‘Maxus Mind' bulletin. Every week they crowd-source from staff all their topics of conversation, and then publish them as a bulletin that is re-circulated to the entire agency. It ensures that no-one misses out on a topic of conversation, and provides an ongoing source of important industry news. And they supplement all of this with their Monthly Agency Meetings, followed by drinks. They find that these forums, compulsory for all staff, are essential for sharing news and creating a sense of community and togetherness. Plus, socialising together afterwards gives everyone a chance to catch up and build strong friendships outside the office.

Maxus believes strongly in professional and personal growth for employees. Their Never Stand Still programme offers a suite of initiatives for their staff under three core pillars; “For Work, For Life and For Growth". As part of the “For Growth” activity, they introduced an annual pot of money called the Growth Fund. The Growth Fund is their commitment to supporting employees in their own professional and personal development, offering sponsorship up to £250. The fund could be used flexibly for personal development and subsidise or pay for anything from a professional qualification to driving lessons or a wine tasting course. In 2016, to help inspire people to take advantage of the fund, Maxus facilitated a number of sessions including hosting language classes and a coding course in their offices. The fund is available on an annual basis for all employees with 12 months' service. Whilst Maxus ensure that the growth fund is ultimately supporting personal or professional growth, it is completely up to the employee to decide how they want to spend it. Maxus also offers professional coaching to all employees - coaching can be used for both personal and professional growth. From a professional development perspective, Maxus offer a suite of learning opportunities. In 2016, the focus has been on creativity and they hosted a number of sessions and events focused on creative excellence. Culminating in a week of activities across the agency, from internal subject matter experts giving talks to external companies showcasing their inspiring stories.

Maris have a monthly beauty treatment day, where a meeting room is taken over and staff can sign up for a free massage, a haircut or a manicure, it has proved to be a great way for staff to take 20 minutes out of their busy day to unwind. When the sign up list is put up staff always react excitedly and the list is full very quickly. They also provide a monthly lunch to employees. A local restaurant or food stall is selected, vouchers are printed and handed to staff to go and collect their free lunch. They give staff their birthday as a day's holiday, or a day within their birthday month. In addition, they close down between Christmas and New Year which is free time off for employees. The in house coffee shop, FOAM, provides fresh fruit, cereals, a daily snack and teas and coffees and is a unique and relaxing environment where staff can take a break at any time during the day. The office environment is also very comfortable with AC, plenty of natural light, comfortable seating and showers and lockers. Once a year employees are taken on holiday and gifted the time off. Any employee in a time of need is fully supported, Maris have paid for medical bills for four employees this year who have faced challenges. This year they decided to offer free health checks to employees where they brought in a doctor for a few days to examine vitals and discuss any issues with employees.

Maris have a monthly beauty treatment day, where a meeting room is taken over and staff can sign up for a free massage, a haircut or a manicure, it has proved to be a great way for staff to take 20 minutes out of their busy day to unwind. When the sign up list is put up staff always react excitedly and the list is full very quickly. They also provide a monthly lunch to employees. A local restaurant or food stall is selected, vouchers are printed and handed to staff to go and collect their free lunch. They give staff their birthday as a day's holiday, or a day within their birthday month. In addition, they close down between Christmas and New Year which is free time off for employees. The in house coffee shop, FOAM, provides fresh fruit, cereals, a daily snack and teas and coffees and is a unique and relaxing environment where staff can take a break at any time during the day. The office environment is also very comfortable with AC, plenty of natural light, comfortable seating and showers and lockers. Once a year employees are taken on holiday and gifted the time off. Any employee in a time of need is fully supported, Maris have paid for medical bills for four employees this year who have faced challenges. This year they decided to offer free health checks to employees where they brought in a doctor for a few days to examine vitals and discuss any issues with employees.

At the start of 2015 m/Six launched their "Beer Mats" programme. Every employee has been given twelve cards which they can award to anyone who has gone the extra mile for them. The mats can be redeemed for a free coffee or drink at the pub and this has allowed people to be recognised for their hard work. It has also afforded m/SIXers a new way to interact with one another, strengthen bonds between teams and individuals and to spread some positive vibes across the whole agency.

m/SIX understand that to attract and retain talent their people need to come first. By ensuring their people are happy, motivated and challenged they come to work inspired to create better work for their clients. The company put a lot of thought into developing a benefits package that promotes a collaborative work culture and strikes the right work life balance. Just some of the other benefits, processes and fun things that everyone working at m/SIX enjoys include Running Club, Monday Night Football, 3pm finish on a Friday during the Summer months, Childcare vouchers, an Employee Assistance, Life Assurance, Health Insurance, Private Medical Insurance, Season ticket loans, Free eye tests and Partner Discounts with companies like Apple and Majestic Wines. There are also Personal Finance Clinics, Film and Food nights and even a Book Club.

Each Local Care Force office actively look to support their community and the people that they work with. As many of their customers are charities they regularly work with their fundraising teams and are actively involved in numerous money-raising events. Every employee takes part in days like Jeans for Genes, Alzheimer's Day and many others and, in addition to numerous 10k & 5k runs/walks, they have been involved in the following activities in the last 12 months. One of their team went to Kenya to help build a school and Local Care Force donated clothing, stationary and raised money. The Sales Director did the London Marathon to fund a kitchen build for Together for Mental Wellbeing and will be doing another Marathon this year! They got hands-on to help a service user (a person they support in the community) recreate their garden. In 2016 16 of the Local Care Force team completed Total Warrior event for Hospitallier St John of God. They held a Christmas afternoon tea for their Nurses, with the president of the Royal college of Nursing in attendance to raise money for her charity but also for the Leeds flood damage. A team of Managers did a night rave-run. More recently, the company have supported an ex-employee to raise money for a family member who needs rare cancer treatment in Germany. Finally, in 2017 25 of the team have booked to do the tougher Lake District Total Warrior course, 8 to do Leeds Total Warrior, 3 to do tough mudder all for charity and 10 doing Gung ho for Love hope Trust.

Local Care Force constantly look to motivate their employees – the vision is that everyone looks forward to coming to work! They appreciate their team, thank them when they work late and continually express their gratitude and appreciation. They have a shift pattern to help avoid rush hour, help with child care and allow staff to go to the gym. A number of incentives run throughout the year, including activities to incentivise those who aren't targeted or on bonuses. Innovative Incentives for the administration team are taken just as seriously. A recent example is Bingo cards with customer-service related tasks to complete for prizes like luxury hotel stays, bar tabs, a parking pass and team meals out. There are often days dedicated to a given task like quality assurance or new business, where the team are given a week to plan, with prizes worth making a serious effort for, including recently an all-expenses paid holiday to Barcelona! The eventual winner of the holiday to Barcelona took a colleague with him to help celebrate his success, a real testament to Local Care Force's ethos of being friends and not just colleagues. The Management Team are dedicated to praising those who work hard, when a record or target is hit or someone simply goes over and above. The Management Team reward their entire team with a paid lunch or a meal after work to promote morale and strong relationships. Any praise is also emailed company wide, with the team positively commenting each time.

Lightsource moved from its former base at Old Bailey to a new custom-built office space to accommodate its in-house team. The fast-paced and dynamic nature of the solar industry means that team interaction is key to the company's success. The open plan office space of more than 30,000 sq ft allows for quick and easy communication between teams, including the Senior Management Team, ensuring everyone can work together closely in order to meet often tough deadlines. But the work hard/play hard ethos is echoed in the Lightsource Social environment. The offices large breakout areas, complete with retro arcade games and table football, are where you'll find table football tournaments in full-swing or maybe one of the Senior Management trying to hit top spot on Pac-man! Open and honest interaction between staff and teams is led by the CEO, who hosts regular company update events for all staff. These updates include the latest news on a business front, upcoming events and candid Q&A sessions, where all staff are encouraged to ask any question they like with the promise of an open and truthful answer from the Senior Management Team.

Lightsource moved from its former base at Old Bailey to a new custom-built office space to accommodate its in-house team. The fast-paced and dynamic nature of the solar industry means that team interaction is key to the company's success. The open plan office space of more than 30,000 sq ft allows for quick and easy communication between teams, including the Senior Management Team, ensuring everyone can work together closely in order to meet often tough deadlines. But the work hard/play hard ethos is echoed in the Lightsource Social environment. The offices large breakout areas, complete with retro arcade games and table football, are where you'll find table football tournaments in full-swing or maybe one of the Senior Management trying to hit top spot on Pac-man! Open and honest interaction between staff and teams is led by the CEO, who hosts regular company update events for all staff. These updates include the latest news on a business front, upcoming events and candid Q&A sessions, where all staff are encouraged to ask any question they like with the promise of an open and truthful answer from the Senior Management Team.

The CEO treats all staff with respect and gives them the opportunity to speak to him directly if they have concerns regarding the business or themselves. He shows not only an interest in their time at work but in their families outside interests. In the short time he has been in post he has been very keen to seek to harmonise and improve terms and conditions for all staff. The MD ensures that he visits all sections of the business and speaks to as many staff as possible. He engages well and proactively with staff at all levels across the business. Due to the nature of the business a great amount of on-the job training takes place, particularly for field staff. This type of on-going training enables staff to maintain and develop their skills. There is on-going support available from experienced managers and staff. The business is proficient in providing support and guidance whilst business continues. For a small number of staff an MBO process is in place. The organisation is about to introduce a formal management development programme and to set up a number of supplementary support programmes, such as mentoring and coaching. There are also plans to implement a cross organisation performance management system in the next 6 months.

Throughout the Company posters and charts are proudly displayed on the walls to ensure staff are aware of the vision, mission and behaviours that are so dear to Hoppeckle's heart. These are even displayed in the reception area so visitors are also aware of the company's mantra. As Hoppecke are a relatively small company and approximately half their workforce are field based, the MD writes a blog to update all staff on changes and developments in the business and to celebrate success. For those staff who do not have access to a computer, their team leader meets with them to discuss the content, answer questions and obtain upward feedback, which is noted and as appropriate discussed with the wider leadership team.

Annually the Studio organises trips to a European City where £500 is paid towards flights, accommodation and food for each employee. This year staff had the option of going to Oslo, Lisbon. Arhaus, Eindhoven, Nantes and Rotterdam. In groups of 25 staff visit and explore various cities, reviewing architecture for the purpose of research and team building. The trips are led by a Partner and made up of a mix of people who don't normally work each other. The days include waking tours, visit to other architectural practice and cycle tours. While evenings are a time for everyone to socialise over dinner. It is said that Studio Trips are a highlight for staff and a calendar event much anticipated. Upon return staff are encouraged to share photos and present learning's from the trips to the wider studio.

Annually the Studio organises trips to a European City where £500 is paid towards flights, accommodation and food for each employee. This year staff had the option of going to Oslo, Lisbon. Arhaus, Eindhoven, Nantes and Rotterdam. In groups of 25 staff visit and explore various cities, reviewing architecture for the purpose of research and team building. The trips are led by a Partner and made up of a mix of people who don't normally work each other. The days include waking tours, visit to other architectural practice and cycle tours. While evenings are a time for everyone to socialise over dinner. It is said that Studio Trips are a highlight for staff and a calendar event much anticipated. Upon return staff are encouraged to share photos and present learning's from the trips to the wider studio.

Throughout Harbour teams hold team meetings and team development days to look at how services can be improved. There was also a Staff Health & Wellbeing event held in October 2016, which all Harbour staff were invited to attend. The event included presentations and workshops on topics selected following a staff health survey. The organisation also covered mindfulness, self-harm and suicide prevention. They even had organisations attend with information stalls on topics such as alcohol and cancer, as well as a health bus offering basic health tests.

The values are clearly set out and communicated at all levels. Harbour have a competency framework which contributes to the values and is incorporated into their recruitment, training and appraisal processes. The organisation's 360-degree appraisal process includes all Senior Managers so Harbour can receive feedback on how well they demonstrate their values. Lesley operates an open door policy and staff at all levels know she can be approached about any matter, something that happens regularly. She is based in Hartlepool but spends time in the working week based at other Harbour locations so she is visible and experiences the front line operations at all times.

Hall & Partners continuously seek new ways to reward their stars; therefore the company have put in place rewards that recognise the examples of behaviour that reinforce their culture. These rewards are given out during the quarterly gatherings, which allow them to share and celebrate individual successes with the wider team and, in some cases, the business. The individual rewards are hand-chosen and bespoke to the individual so that they are aligned to Hall & Partners core values of Courageous, Collaborative, Creative and Curious. The company go beyond financial reward to give people incredible experiences that they can enjoy and share with their colleagues, further promoting the initiative. Examples include the ArcelorMittal Orbit at the Olympic Park, Ice-skating at Alexandra Palace and the London Bridge Glass Platform Experience.

Hall & Partners are mindful of the importance of communicating with one another regularly outside of the daily and weekly team gatherings. Working in a busy and rapidly evolving environment, it's important staff are presented with new and innovative ways to interact and communicate with leaders. One of the avenues for doing this is through the company's annual company-wide initiative ‘Imagine Day'. This gives staff the chance to come together and share ideas through collaboration and training. This year saw a presenter from TrendWatching comment on the latest industry trends, encouraging staff to consider new approaches and areas of growth in their respective industries. Hall & Partners also hold frequent ‘London Pop-Up' meetings with the whole office to ensure all employees are kept up-to-date with Marketing, People, big wins, any key developments and news. They have also maintained their ‘Fifteen minutes of fame sessions', which are held monthly. These provide all employees with a platform to share and inspire their colleagues, showcasing examples of innovative and exciting work. Hall & Partners also encourage teams to enjoy a monthly ‘wellbeing day', an opportunity to leave their desks, escape the office and do something fun together. These include outings to theme parks, treasure hunts, sports days, cooking classes and even murder mystery days.

Every month Good Relations reward an employee with a ‘Passion Day'. This is an opportunity for an employee to take an additional day's holiday to pursue a particular passion or hobby – from singing in a choir to some extra training to run a marathon! Employees simply describe what they would do with a Passion Day, and then the company select a deserving candidate each and every month. As an agency that fully supports and encourages a good work-life balance, Good Relations find the Passion Day initiative very effective, in ensuring employees know that their hobbies and passions outside of the working environment are supported.

The Good Relations Training Academy provides ongoing support for managers of all levels. Training sessions are tailored to ensure they are as relevant and effective as possible for both junior and senior managers. One-to-one coaching and mentoring is readily available from the senior management team. Senior managers work closely with their teams to ensure that management styles are carefully honed.

Ewan Hilton Chief Executive works above and beyond his role within the organisation to raise public awareness of mental health and the difficulties faced by people with mental health problems, both through Welsh Government platforms and with the media in Wales. By partnership working with other organisations in the sector, he leads in a way that allows Gofal to deliver that message even more strongly than they could on their own. Part of the organisation's Strategic Plan is to create a culture which is led by Experts by Experience, involving their service users in every aspect of their work. The core competencies are linked to the Organisational values and demand that Senior Managers work as role models of each competency for the rest of the organisation. Ewan Hilton Chief Executive does not have an office base, enabling him to work from any of the satellite offices. Ewan is extremely approachable and enjoys engaging with employees, plus he takes the opportunity when working in different sites to speak to and listen to employees on a day to day basis. He is also able to email "all users" in the organisation.

Ewan Hilton Chief Executive works above and beyond his role within the organisation to raise public awareness of mental health and the difficulties faced by people with mental health problems, both through Welsh Government platforms and with the media in Wales. By partnership working with other organisations in the sector, he leads in a way that allows Gofal to deliver that message even more strongly than they could on their own. Part of the organisation's Strategic Plan is to create a culture which is led by Experts by Experience, involving their service users in every aspect of their work. The core competencies are linked to the Organisational values and demand that Senior Managers work as role models of each competency for the rest of the organisation. Ewan Hilton Chief Executive does not have an office base, enabling him to work from any of the satellite offices. Ewan is extremely approachable and enjoys engaging with employees, plus he takes the opportunity when working in different sites to speak to and listen to employees on a day to day basis. He is also able to email "all users" in the organisation.

There is an SMD presentation at all staff meetings on the values of FTI. Values have been installed as a screensaver on all computers in the office, put on the website and is featured on all job specs. There is also a desk drop announcing the launch of the values. The Leader engages with employees on a daily basis through emails and also through Business Area Town Halls. The company supports employees development by providing resources for them to gain professional qualifications for both client facing and support staff. Coaching and mentoring is always offered to those who attend these programmes and there is also ongoing training in person or through online resources. On top of all this there is support of a competency matrix, coaching from external providers and further programmes run internally.

There is an SMD presentation at all staff meetings on the values of FTI. Values have been installed as a screensaver on all computers in the office, put on the website and is featured on all job specs. There is also a desk drop announcing the launch of the values. The Leader engages with employees on a daily basis through emails and also through Business Area Town Halls. The company supports employees development by providing resources for them to gain professional qualifications for both client facing and support staff. Coaching and mentoring is always offered to those who attend these programmes and there is also ongoing training in person or through online resources. On top of all this there is support of a competency matrix, coaching from external providers and further programmes run internally.

Over the past year Epiphany have doubled their training expenditure to offer employees a variety of development interventions. These include 360 feedback and workshops on time management, presentation skills and leadership. Some more innovative examples include yoga, sophology (mindfulness/meditation) and stress-busting workshops. Staff have access to an array of online resources including Google Partners Courses, Bing Accreditation, Lynda.com, Umbraco TV, Microsoft Gold Partnership and Microsoft Training. Approximately 100 people have attended one or more workshops in the past year. Many employees have also benefited from attendance at conferences and internal knowledge-sharing, including their monthly 'Brainfood' session and Expert Network groups. Epiphany have continued to invest heavily in leadership development. Over the past 12 months 32 people have undergone an intensive ten-module programme supported by 360-degree feedback, development resources, and bi-annual catch-ups to assist with personal development action planning. Psychometric assessments have been introduced to support employee development. All employees completed a Motivational Styles Questionnaire and they identified motivating and demotivating factors at individual, team and organisational level. Outcomes are being used by individuals to help with personal development and career planning. Psychometric assessments have also been used for development of the sales team. Employees completed personality and motivation questionnaires and their results were mapped onto the various stages of the sales cycle to highlight areas of potential strength and development. Employees were provided with 1:1 feedback and tips to aid their development. The overall results formed the basis for a team sales development session.

Over the past year Epiphany have doubled their training expenditure to offer employees a variety of development interventions. These include 360 feedback and workshops on time management, presentation skills and leadership. Some more innovative examples include yoga, sophology (mindfulness/meditation) and stress-busting workshops. Staff have access to an array of online resources including Google Partners Courses, Bing Accreditation, Lynda.com, Umbraco TV, Microsoft Gold Partnership and Microsoft Training. Approximately 100 people have attended one or more workshops in the past year. Many employees have also benefited from attendance at conferences and internal knowledge-sharing, including their monthly 'Brainfood' session and Expert Network groups. Epiphany have continued to invest heavily in leadership development. Over the past 12 months 32 people have undergone an intensive ten-module programme supported by 360-degree feedback, development resources, and bi-annual catch-ups to assist with personal development action planning. Psychometric assessments have been introduced to support employee development. All employees completed a Motivational Styles Questionnaire and they identified motivating and demotivating factors at individual, team and organisational level. Outcomes are being used by individuals to help with personal development and career planning. Psychometric assessments have also been used for development of the sales team. Employees completed personality and motivation questionnaires and their results were mapped onto the various stages of the sales cycle to highlight areas of potential strength and development. Employees were provided with 1:1 feedback and tips to aid their development. The overall results formed the basis for a team sales development session.

In 2015, Edelman refreshed their values to ensure they are relevant to the company's future direction, support a client-centric culture and are inspiring great work. These core values are at the heart of everything the company do and are well publicised around the business. The values are also embedded in the talent programmes, recruitment strategies, appraisal processes, performance management and learning and development programmes. All are designed to align employee's behaviour with Edelman's mission, vision and business objectives. Edelman is dedicated to delivering Quality, something that is championed by a dedicated Global Chief Quality Officer. It's also reflected in the proprietary client satisfaction survey, all to ensure the company deliver on their client promise whilst remaining loyal to their values.

Edelman continuously supports employees' professional and personal development by refreshing their Learning & Development Programme every year. This carefully tailored programme comprises regular internal and external training sessions, including but not limited to an introduction to PR, writing skills, paid media 101, presentation and pitching. Edelman also runs the annual Client Leadership Academy, a yearly global programme to help rising stars continue their journey towards becoming the firm's client and business leaders of the future. The annual Edelman Fellows Programme sees up to ten middle Managers within the global network given the chance to transfer from their home office to selected host offices in APACEMA, Canada, Europe and CIS, LatAM and the U.S. for up to 12 months. Locally, Edelman has invested heavily in Career Pathing, ensuring their evolution from PR firm to Communications Marketing agency opens a wider range of career paths for our people. Lastly, the Edelman Global Women's Executive Network supports future female leaders within the company and this year offered an opportunity for employees to attend the International Women's Forum in Tel Aviv. There, they joined discussions on the future of leadership and examined pressing global issues.

Darwin have developed a fully embedded learning and development culture. Every member of staff is encouraged to learn and develop at every stage of their career, from Trainee Consultant through to Management. The company call this the Darwin Career Academy. They have enlisted the expertise of an external recruitment training and development expert, who delivers the induction training for new consultants, as well as specific modules that help the recruiters to progress and achieve their own career goals. For Darwin's mid-level staff, they have developed a programme called 'Rising Stars'. Each module is delivered in person by Darwin's CEO and co-founder Paul Kirby. Darwin support Central Services functions to obtain bespoke qualifications to their profession and therefore give access to flexible working arrangements to attend ongoing Continuing Professional Development events. Most recently the company have supported Darwin's Systems Analyst to obtain the Microsoft Certified Solutions Associate qualification and for a member of the HR Team to obtain the Certificate in Human Resources Practice.

Darwin have developed a fully embedded learning and development culture. Every member of staff is encouraged to learn and develop at every stage of their career, from Trainee Consultant through to Management. The company call this the Darwin Career Academy. They have enlisted the expertise of an external recruitment training and development expert, who delivers the induction training for new consultants, as well as specific modules that help the recruiters to progress and achieve their own career goals. For Darwin's mid-level staff, they have developed a programme called 'Rising Stars'. Each module is delivered in person by Darwin's CEO and co-founder Paul Kirby. Darwin support Central Services functions to obtain bespoke qualifications to their profession and therefore give access to flexible working arrangements to attend ongoing Continuing Professional Development events. Most recently the company have supported Darwin's Systems Analyst to obtain the Microsoft Certified Solutions Associate qualification and for a member of the HR Team to obtain the Certificate in Human Resources Practice.

As a collection of over 30 unique businesses D&D's general Managers are empowered to develop, with the support of HR, unique ways to recognise and reward the performance of their teams. This means that there isn't one fixed approach, but a series of flexible incentives and rewards. From a group perspective one reward they do offer, which they believe is a unique way of rewarding the performance of key talent, is to give Head Chefs the opportunity to become a chef-patron. London is currently the epicentre of the culinary world but the industry is suffering chef shortage (there is a war for talent raging in the kitchen). The reputation of the chef and the restaurant are intrinsically linked, which means that it is crucial to retain talented and successful chefs. As a chef-patron they receive a small percentage of the company, so in effect the name of the chef becomes synonymous with the restaurant. Most chefs dream of one day owning their own business and D&D feel that offering this type of reward provides a long term goal that facilitates engagements, aids retention and incentives culinary performance in a challenging and highly competitive market. Each chef is set their own performance target, which will be based in part on achieving financial targets but also heavily waited on performance from food scores on Trip Advisor and Open Table through to achieving industry recognition via Michelin Stars or AA rosettes.

As a collection of over 30 unique businesses D&D's general Managers are empowered to develop, with the support of HR, unique ways to recognise and reward the performance of their teams. This means that there isn't one fixed approach, but a series of flexible incentives and rewards. From a group perspective one reward they do offer, which they believe is a unique way of rewarding the performance of key talent, is to give Head Chefs the opportunity to become a chef-patron. London is currently the epicentre of the culinary world but the industry is suffering chef shortage (there is a war for talent raging in the kitchen). The reputation of the chef and the restaurant are intrinsically linked, which means that it is crucial to retain talented and successful chefs. As a chef-patron they receive a small percentage of the company, so in effect the name of the chef becomes synonymous with the restaurant. Most chefs dream of one day owning their own business and D&D feel that offering this type of reward provides a long term goal that facilitates engagements, aids retention and incentives culinary performance in a challenging and highly competitive market. Each chef is set their own performance target, which will be based in part on achieving financial targets but also heavily waited on performance from food scores on Trip Advisor and Open Table through to achieving industry recognition via Michelin Stars or AA rosettes.

Leaders and managers are easily accessible at CPPG and are always ready to listen. Team leaders are encouraged to discuss proposed new initiatives with their teams and feedback their comments. Working parties led by members of the management team are used with representatives from each department or location so that all views can be gathered. Regular meetings are held so that everyone in the company is kept up to date with such discussions. CPPG operate an open door policy to encourage discussion amongst team members and their team leaders and managers.

Crystal Palace Physio Group strive to make sure work life balance is achieved for all and they encourage all employees to take physical exercise by offering a subsidised gym membership. The company does not expect anyone to work on Bank Holidays and they finish early on Fridays. Employees have regular one to one meetings with their managers where they are encouraged to discuss their work life balance and wellbeing. They also encourage the use of standing desks in order to keep staff active.

Cranstoun's strategic vision and values are well known across the organisation and at every level. Their vision is simple and reflects the core reason that their employees work for Cranstoun, to beat alcohol and drug addiction. Their strategic vision is supported through action across four domains: Service User's, People and Performance and Growth. Each service / department formulates their annual business plan for the next financial year. Managers are responsible for holding business planning days, involving their whole team reviewing past performance and agreeing objectives for the year ahead. The business plans are linked to Cranstoun's strategic domains to ensure that all objectives support the business strategy and that every employee is aware of the contribution they are making to the performance and success of the organisation. Cranstoun's Staff Recognition Scheme rewards exceptional performance based on different categories, which mirror the strategic domains, again reinforcing the organisation's vision to all employees. The charity's values are core to everything they do, how they treat service users, staff and one another. The values are reflected in Cranstoun's policies and practices, as they recruit people with their values and measure individual and team performance against competencies aligned to their values.

All of Cranstoun's Managers have taken part in a management development programme. Following the programme, support is provided through management and supervision structures and also informally through peer-support. They have invested in an external coach to support their Senior Managers to hopefully affect positive change and support them to achieve to their potential. The coaching has been hugely beneficial and bought about noticeable changes, with follow up sessions being provided to enable Managers to revisit their goals and maintain momentum. The performance of Cranstoun's Managers is reviewed via monthly supervision meetings, which lead incrementally to an annual appraisal. Performance is assessed through a variety of Key Performance Indicators including service performance, where services are monitored monthly against agreed targets with commissioning bodies. Additionally residential and rehabilitation services are also assessed against occupancy levels and organisational KPI's, where Managers are assessed quarterly against a number of organisational KPI's including staff retention, staff attendance, volunteer numbers etc and audits, where internal Quality, Performance and Results teams carry out annual audits on a range of working practices broadly in line with the Care Quality Commission standards. Performance is 'traffic lighted' and shared at a senior level, with supportive action plans agreed amongst Managers.

At CIL employees work in small project teams, typically made up of 3-5 people, and encourage project managers to hold regular group catch ups every two days. During these catch ups, managers are encouraged to let each member of the team speak uninterrupted for two minutes. This allows different viewpoints from all members of the team to be aired without any risk or fear of being challenged. This was also partly driven by the idea that often the best ideas come from within the team, rather than just the manager! There is also real benefit to sharing hypotheses across different work streams so that everyone has a full appreciation of how the project is progressing overall and what the key commercial issues are. CIL also work with external contractors and make sure that they are fully involved in these processes.

CIL have a comprehensive internal training programme that aims to support people on their career journey from Analyst through to Partner. Everyone starts with a thorough two-week induction fortnight, which focuses on the core skills that one will need as a consultant and how they apply them on CIL projects. The fortnight finishes with a mini-team project to simulate the kind of work people would do on a typical project. After induction fortnight they have c.40 training modules that support people with their journey to Consultant. During this time there is also a lot of emphasis placed on self-teaching and using the people around you to help coach. CIL encourage new joiners to be curious and ask questions of those around them. For Consultants and above they have a series of lunch sessions with guest speakers from friends amongst their client base. These sessions are intended to introduce Consultants to themes outside of the core day job but also to help them get a good feel for what CIL clients really look for in their work. To help people progress to Partner, CIL have an excellent sales training programme that focuses both on presentation techniques but also sales habits and processes. These are delivered by specialist external training companies.

Every month Chorus reward their support engineers as a group and by naming an individual who stood out that month. The company have set targets to achieve for delivering customer service and depending how much they are exceeded affects how large the rewards are. By rewarding an individual Chorus find it brings a competitive element and by doing this monthly staff know they stand a really good chance of winning and beating their target. By also doing a team reward Chrous help build team-building and ensure staff are rewarded for their hard work. These rewards have included a go-karting day out, meal and drinks for the team, paintballing etc and the rewards are chosen by the team so they have something they would want to receive.

Every month Chorus reward their support engineers as a group and by naming an individual who stood out that month. The company have set targets to achieve for delivering customer service and depending how much they are exceeded affects how large the rewards are. By rewarding an individual Chorus find it brings a competitive element and by doing this monthly staff know they stand a really good chance of winning and beating their target. By also doing a team reward Chrous help build team-building and ensure staff are rewarded for their hard work. These rewards have included a go-karting day out, meal and drinks for the team, paintballing etc and the rewards are chosen by the team so they have something they would want to receive.

All of the Leadership Team are visible in branches and celebrate behaviour which is in line with the company values and ethos. Every half term the Managing Director sends out a communication to everyone across the brand which details financial performance and success stories of where the company culture has benefitted both Celsian people and their customers. The Management community created the values and the Consultant community created the supporting behaviours. These values are the foundation of the business and are owned by every single member of the Celsian community. Their MD is very visible within the brand, visiting each branch every half term. On national sales days he will select a branch across the network and sells to clients alongside Consultants and Managers. In addition, he will train and coach new employees whether that be on sales calls or accompanied visits to potential clients. Each half term he distributes his half term update to all which is written and based around the half term that's just been, not only financially but in terms of celebrating outstanding achievement and personal success, which upholds their values. At the end of each person's probation period individuals present to their Manager, Operations Director and the MD in order to celebrate success. He takes the winners of the employee of the term out for a champagne lunch. He gets to know people on a personal level as well as a professional level and vice versa, is open about himself personally with all employees. He sends personal hand written birthday and celebration cards to every single person within the branches. he holds forum days every term for each sector and each Consultants working on that sector.

Every single person across Celsian puts the child at the heart of every decision they make and this is within their DNA. As specialists in education recruitment, Celsian have been matching exceptional teachers and support staff with fantastic primary, secondary and SEN schools for more than 20 years. From Southampton to Gateshead, they have branches all over the UK with in-depth local knowledge and specialist insight. For teachers and support staff, they offer unique incentives like their Guaranteed Pay Scheme, Celsian School Heroes and Core Subject Bonus. And for schools, the industry-leading Children and Young People Guarantee offers a quality assurance that the people we place will improve outcomes for your pupils. Celsian are a member of APSCo which means we have been recognised as a recruitment agency you can trust, and have confidence in.

Being a dispersed workforce, it's critical that Canonical provide their employees with valuable opportunities to improve interactions and communications within their teams, as well as across the organisation. To achieve this, the company hold a number of Sprints. Sprints are opportunities for teams to fly to some exciting locations around the world to work in a co-located environment. Sprints are used as an opportunity to align company strategy, priorities and for teams to work on projects. The founder, CEO and EVP's are actively involved at these Sprints, providing employees with opportunities to interact at all levels. In addition, Canonical uses a number of online communication tools such as instant chat, group emails, video calls and virtual town halls to encourage the sharing of opinions and ideas and to ensure teams are getting the value of face to face communication. There is a culture of open communication and transparency at Canonical. Jane Silber the CEO and the Executive Team encourage this by providing regular company updates, town-halls and opportunities for every employee to actively engage in decisions and news. This is further demonstrated by skip level meetings to remain current and engaged with employees across the organisation.

Being a dispersed workforce, it's critical that Canonical provide their employees with valuable opportunities to improve interactions and communications within their teams, as well as across the organisation. To achieve this, the company hold a number of Sprints. Sprints are opportunities for teams to fly to some exciting locations around the world to work in a co-located environment. Sprints are used as an opportunity to align company strategy, priorities and for teams to work on projects. The founder, CEO and EVP's are actively involved at these Sprints, providing employees with opportunities to interact at all levels. In addition, Canonical uses a number of online communication tools such as instant chat, group emails, video calls and virtual town halls to encourage the sharing of opinions and ideas and to ensure teams are getting the value of face to face communication. There is a culture of open communication and transparency at Canonical. Jane Silber the CEO and the Executive Team encourage this by providing regular company updates, town-halls and opportunities for every employee to actively engage in decisions and news. This is further demonstrated by skip level meetings to remain current and engaged with employees across the organisation.

The company's mission statement and values are communicated in everything they do. They include these when recruiting for employees, and include this in their induction pack which is issued to employees when they first start with at BSD. As they implement these straight away when the employee starts with BSD - they find these are always embedded with the employees and are always communicated inside BSD and outside with their clients. They also have a staff intranet where this is collated and used to evidence this.

BSD enable all managers and potential managers to coach and job shadow employees higher than them. They also run this for lower staff who wish to progress in the business at all levels, they are mentored and coached by the higher levelled employees. They have also created an external management course which six employees have attended, enabling them to learn new ways to manage and what methods to approach and use. Once completed, this will be used in-house and the experience will be shadowed along to other managers and seniors, to help progress the lower end employees. They believe coaching and mentoring is the best method, particularly in the M&E industry where nothing professional changes much, all the methods stay the same and it is the way in which you learn from others which is the best. Therefore, coaching lower people will provide them with the best possible approach to learn, along with mentoring which will enable them to pick up as they go along. They have performance reviews every 6 months and measure the performance of all employees, not just managers. The performance reviews involve objectives and measures to ensure that the managers are keeping in line with policies and procedures and that they achieve the objectives and aims set for them every 6 months.

Each quarter, managers get the chance to nominate eight employees that they feel have exceeded expectations within a chosen value. The selected eight employees then get to decide between four reward day options ranging from a balloon ride and dinner in London to a golf lesson and spa afternoon. These employees will take the day out of the office to do this and will be paid as usual. All staff are set around six objectives that are reviewed throughout the year. Employees will be scored against their performance against these objectives. A bonus is provided to employees at the end of the financial year depending on their personal scores and company performance. Each month they welcome all employees to nominate a colleague that they feel has displayed one or more of their four values. Nominations are submitted via a Perspex post box (one located in each office). All nominations are collated and reviewed and four winners are chosen, each will receive a £50 voucher of their choosing and are congratulated in the monthly newsletter.

A key part of Block's strategy this year is to ensure that Block is a 'Great Place to Work'. Each Senior Manager has been designated objectives agreed with the CEO with an aim to improve employee engagement and satisfaction at Block. The group meet weekly to review progress. Once a member of staff has been employed for over five years, Block will set up a video conference and provide lunch for everyone in both offices, award that specific employee with £1000 and a personalised plaque will be displayed at the entrance of both offices. There will also be a special announcement in the monthly newsletter. Each quarter, they ask managers to nominate an employee or employees that they feel have demonstrated one or more of the company values. The company owners will select eight employees out of the nominations that will then go onto to win a reward day. Staff are provided with four reward day options and will have to agree on an option together. Each month, four members of staff will be awarded with a £50 gift card voucher of their choice following nominations from other employees. Everyone who joins Block will meet with both company owners for around thirty minutes within their first couple of weeks of joining Block for an informal introduction. This is a great chance for new starters to get to know the company owners and understand their role and responsibilities and the history of the company. Every month the CEO and CTO take turns to distribute a company newsletter. Both have an 'open door' policy and continually walk around the office to have conversations with staff at their work stations. Both leaders also use Socialcast (Block's internal social webpage) to post personal and business related updates.

To ensure regular team interaction and communication, AxiCom host a lively monthly company meeting at the local boutique cinema. They even provide a yummy breakfast to enjoy whilst the meeting takes place! The meeting is used to showcase the great work each team has been doing that month and to update all on the company's European offices to ensure the communications that are cascaded are not just regarding the UK. AxiCom often invite guest speakers to the monthly company meetings to ignite debate, curiosity and ideas amongst staff. The CEO and UK MD use this monthly slot to ensure the company's vision and long-term strategy is continuously articulated and understood. AxiCom's Global Cohn & Wolfe Group CEO also attends around once a year to cascade the Group vision and strategy. As a company AxiCom promote lots of interaction in the meeting for people to ask questions and seek any clarity that is needed. After the meeting staff have a chance to socialise and discuss what they have learned.

This year Axicom launched their ‘Leadership Development Programme', which aims to recognise and develop the pivotal role their Leaders play across the organisation. The annual programme covers topics ranging from developing a leadership mind-set and being a good agency role model to improving personal and team effectiveness, to name but a few. External coaching sessions are also offered to the Leadership Team and the internal HR team are constantly on hand to provide support, guidance and assistance to them. AxiCom is a meritocratic environment and is consistently rewarding all of their employees, not just Managers, for their great work and achievements. Performance across the business is measured through Personal Development Plans. Whether an employee or Manager, staff are appraised formally once a year and are continually set challenging objectives in consultation with their own Line Managers through ongoing quarterly review meetings. From a management point of view, AxiCom measure performance through setting challenging KPIs against AxiCom's overall business objectives. These are set by the UK MD and CEO, who personally sit with the Senior Managers to discuss and plan their career progression and performance against the business strategy. The UK MD runs a weekly leadership meeting where Senior Leaders within each practice get together to discuss how they are tracking against our targets, recruitment needs and ensuring people who are in the pipeline for promotions are on track and have the support they need in order to achieve this.

During 2015 Atkins introduced the Group CEO bonus scheme, which is designed to recognise exceptional effort and contribution by an individual to the business. In any given year there are a handful of really stand-out contributions that individuals make to the business that go above and beyond what is required of them. Whilst most such contributions are picked up by the bonus schemes the company have in place, there are sometimes individuals who do something so special that further recognition is appropriate. For example, they may develop an innovative solution to a client's problem which has brought external recognition or they may have produced a world class piece of thought leadership. The scheme is largely honorific in nature, with a personal letter from the CEO to reinforce the importance of the employees abilities and contributions to Atkins' continued success. The individual also receives a cash bonus to a maximum individual value of £3k and in 2016 there were 37 CEO bonuses awarded.

Atkins are creating a more open, agile and connected business through intelligence forums. These increase agility, empower their people and enhance teamwork across the business. One example of where this has been successful is in the Atkins Transportation division, where their forum enabled the entire Leadership Team to clearly understand the immediate goals of the business. This resulted in productivity going from 74% to 78%, beating forecast and adding to the bottom line. There are now forums like this in 2/3 divisions and HR, with plans to introduce them at UK level and in the third division over the coming months. This Summer and Autumn, everyone in the business will have a face to face conversation about where Atkins is taking the business, helping them to see the personal role and contribution they can make to the company's success.

Managers work the closest to their teams, so they need to be able to have supportive conversations and look out for signs of stress or a general change in their behaviour; therefore Managers regularly have effective one to one's with their colleagues. The company also provide an Employee Assistance Programme for counselling, as well as all round physical and mental health care through health assessments. This covers areas such as weight, blood pressure, nutrition and diabetes. At these appointments employees also discuss exercise plans either for the gym or at home and ARM also signpost them to their Physiotherapist if required. The company also provide resilience training to help people cope during stressful times. ARM are also currently working on a wellbeing intranet page, where all global information will be held here, for example EAP, charities, daily desk exercises, mindfulness and a place where people can leave an anonymous questions if they don't want to talk about their stress to their Line Manager or the People team.

Managers work the closest to their teams, so they need to be able to have supportive conversations and look out for signs of stress or a general change in their behaviour; therefore Managers regularly have effective one to one's with their colleagues. The company also provide an Employee Assistance Programme for counselling, as well as all round physical and mental health care through health assessments. This covers areas such as weight, blood pressure, nutrition and diabetes. At these appointments employees also discuss exercise plans either for the gym or at home and ARM also signpost them to their Physiotherapist if required. The company also provide resilience training to help people cope during stressful times. ARM are also currently working on a wellbeing intranet page, where all global information will be held here, for example EAP, charities, daily desk exercises, mindfulness and a place where people can leave an anonymous questions if they don't want to talk about their stress to their Line Manager or the People team.

Aquila offer the flexibility to work from home and travel to other offices to work more closely with colleagues. Each year all employees get together in one of Aquila's locations. They also have international food days where different nationalities teach employees about their nationalities and bring in a selection of different food and drinks. They also have free fruit available in each office at all times. The office bike to work scheme is highly subscribed and well used and employees often arrange out of work biking events together, which shows how effective this scheme is. Aquila have a quiet room where employees can go and work in a quiet area so they can focus without interruption, as they understand that not everyone likes working in an open plan environment. They have multiple breakout areas with couches so teams' individuals can get together and meet. They also encourage off site meetings, for example popping to a cafe for a meeting and a change of scenery. Finally every office uses Sonos provided to listen to music, which employees find creates an effective stress free atmosphere.

Aquila offer the flexibility to work from home and travel to other offices to work more closely with colleagues. Each year all employees get together in one of Aquila's locations. They also have international food days where different nationalities teach employees about their nationalities and bring in a selection of different food and drinks. They also have free fruit available in each office at all times. The office bike to work scheme is highly subscribed and well used and employees often arrange out of work biking events together, which shows how effective this scheme is. Aquila have a quiet room where employees can go and work in a quiet area so they can focus without interruption, as they understand that not everyone likes working in an open plan environment. They have multiple breakout areas with couches so teams' individuals can get together and meet. They also encourage off site meetings, for example popping to a cafe for a meeting and a change of scenery. Finally every office uses Sonos provided to listen to music, which employees find creates an effective stress free atmosphere.

Anchor's Leadership Development Programme is well embedded. The organisation also offers tailored leadership solutions consisting of bespoke training. Based on training needs analysis this includes a review of the people profiler, performance management data and conversations with Senior Leadership Team members and business partners. Performance management is based on formal reviews twice a year which are supported with monthly updates. Anchor have also developed simple and fit for purpose tools and processes for Care, Housing and Support Services. Talent review is currently focused in the Leadership Team and Support Service roles including district, home and care Managers. Calibration activity in functional teams has been led by HR to help increase consistency in performance rating application and to identify potential stars and/or successors for the future.

Anchor's Leadership Development Programme is well embedded. The organisation also offers tailored leadership solutions consisting of bespoke training. Based on training needs analysis this includes a review of the people profiler, performance management data and conversations with Senior Leadership Team members and business partners. Performance management is based on formal reviews twice a year which are supported with monthly updates. Anchor have also developed simple and fit for purpose tools and processes for Care, Housing and Support Services. Talent review is currently focused in the Leadership Team and Support Service roles including district, home and care Managers. Calibration activity in functional teams has been led by HR to help increase consistency in performance rating application and to identify potential stars and/or successors for the future.

All employees are financially linked to their department's Return on Sales. This provides a pool of cash for each individual that can then be increased based on other factors, such as Customer Service and Health and Safety. These elements are broken down into smaller measurements, which are then reported to the employees so they can see areas for improvement as a group or individually. There is also comparative information between depots and departments. The scheme actively encourages development of individuals and teams, as well as interdepartmental discussions on developing improvement strategies. Acting safely and responsibly is an integral element of the AFI philosophy and the company will continually seek to improve and revise their processes in order to deliver a safe working environment. They want the families of their employees to know that their family member is safe at work and will arrive home that evening. As a result of this AFI have been accredited with the ROSPA Gold Award for commitment to the health and safety of team members and customers.

All employees are financially linked to their department's Return on Sales. This provides a pool of cash for each individual that can then be increased based on other factors, such as Customer Service and Health and Safety. These elements are broken down into smaller measurements, which are then reported to the employees so they can see areas for improvement as a group or individually. There is also comparative information between depots and departments. The scheme actively encourages development of individuals and teams, as well as interdepartmental discussions on developing improvement strategies. Acting safely and responsibly is an integral element of the AFI philosophy and the company will continually seek to improve and revise their processes in order to deliver a safe working environment. They want the families of their employees to know that their family member is safe at work and will arrive home that evening. As a result of this AFI have been accredited with the ROSPA Gold Award for commitment to the health and safety of team members and customers.

The staff at Weber Shandwick held an off-site panel discussion with all staff, which involved Senior Management attending the event to do a live Q & A and showcase their favorite campaigns. This allowed the Senior Management team to transfer their knowledge and speak to all employees across all the different practices as to why they believed the campaign of their choice was their favorite. With Digital being one of our transformational pillars within the organisation, the company launched the Digital University which all employees are encouraged to attend, allowing employees to stay up to date with current and up and coming digital trends and skills that they can apply to their roles.

Weber Shandwick have provided a comprehensive learning and development program via a blended learning approach comprising classroom instruction, webinars and online delivery, self-directed learning, on-the-job training and external development support. As an integral part of their Employee Value Proposition, they are providing a variety of training in more flexible ways to meet the unique needs of employees, with 24/7 availability. This year Weber Shandwick launched the Digital University – where Digital experts host training, with curriculums to teach employees at all levels community management skills, content development, social crisis management etc. In addition, weekly updates keep employees up to date with trends and developments in the Digital arena, whilst weekly picks from the company's e-learning platform advises their people on pertinent up-to-the minute training ideas. In addition, the company host fortnightly talks. Weber Shandwick also launched podcasts with inspirational speakers from well-known digital leading companies. In addition, there are workshops on pitching, creativity, digital, strategy, analytics and communications, along with the company's rolling ‘key skills' training covering subjects such as line management, negotiation and writing skills, project management and a suite of finance/commercial skills courses, open to all employees.

The company are proud to say that over 60% of Senior Management team have been with them for 5 years or more! This is a true testament to belief in retaining and developing their own talent. Manager development begins with an introduction to the company; within their first year they are invited to join one of the bi-annual events with One Thought, this builds on the culture of making sure people are happy and helping them maintain a great state of mind. If they create an environment in which our team feel content and free of stress, everything else slots into place; that's when the magic happens! They hold quarterly succession planning meetings with the General Managers to ensure continuous identification where they need to develop Managers. They offer a library of training courses both internally and externally. In the last year, they have run Master classes to help build the skills and confidence ofmanagers, these have included a Fourth Master Class, Show me the Tools, A day in the Life (2 days training programme).

The company are approached on a regular basis for overnight stays/dinners for charity raffles & prizes. In the past year, they have supported Hospitality Action, Action Against Hunger, Amar International, NSPCC, CRY, Great Ormond Street, UNICEF and The Royal Hospital for Neuro Disability to name but a few. They currently work with Street Smart at Grain Store and Sleep Smart at the hotels; they add £1 to every bill, which in turns goes to the charity. A MacMillan Cancer Day was held at one of the local hairdressers, they happily provided the cocktails and team to serve them! They work with Global Generation at Grain Store and purchase all the edible plants & herbs through them, this is in line with their sustainability policy.

Communication is top of the agenda at Thomas, and they have invested a lot of time and effort in ensuring it is of the highest quality. The monthly forums from the CEO and a guest speaker ensure that every employee is fully aware of what is going on across the business, and offers the opportunity for them to respond to the message. The company encourages cross-functional working as regularly as possible at Thomas. Projects usually involve employees from a variety of departments, ensuring that they are working as one team towards a collective goal, and creating an environment of collaboration. Groups such as the product lifecycle group, a committee focusing on the development of new products, bring representatives from across the business together to encourage innovation and dynamism. The company also hold monthly social events, which recently have included an evening at Windsor race course, paintballing, bowling, and a quiz night. These socials are chosen by employees, and help the company to further foster the team environment.

At Thomas, they practice what they preach, they are in the business of developing people, and this is also our number one focus with employees. The people development programme, My Thomas Development, uses assessments to support the development of their employees, and ensures that managers are consistently holding 1-1 meetings and reviews. The company offer secondments with other departments or international partners, fund external training, and runt their own internal training courses, which are created in response to development needs. A whopping 25 of the 118 employees have been promoted this year alone, which is testament to the quality of the development programme.

The company promote a virtual shares programme called ‘Brickies' to reward employees. Employees can invest part/all of their annual performance-related bonus into Brickies, and the company guarantee that this amount will grow in line with the agency's revenues during that period. It's a tax-efficient way for employees to feel that their savings are growing in line with the company's growth. In keeping with the agency values of 'Above & Beyond' the company also hold monthly Above & Beyond awards, where employees nominate colleagues who they believe have embodied the Above & Beyond spirit. The person with the most votes gets £50 in cash to spend on whatever they choose.

Team interaction and communication is very much an intrinsic part of day-to-day company life. The company have always recognised the importance of getting everyone together so have built a forum for this around Friday lunchtime. Every week free food and drink is provided for everyone in the reception area. As well as sharing lunch together they use this opportunity to update employees on news: To celebrate new business wins; to recognise those that have gone ‘Above&Beyond'; to share work. But most importantly to keep everyone updated. The company believe the best teams are built when there's total transparency. Communication is key to this whether to celebrate success or to ‘dig deep' and move on from a more challenging experience. In addition, training sessions will typically bring people from across the agency together. The company host fortnightly 'Well Red' sessions for the whole agency where industry professionals come in to share their areas of knowledge & expertise. Other training sessions vary from all company day sessions to smaller bits of training typically attended by between 3 and 10 employees. Less formally there are two company parties each year: The Summer Party and Christmas Party. The second would typically be expected, but the first is the company's opportunity to give something back.

The organisation work with a company called Lifetime Training, to offer their employees NVQ equivalent training in management and catering roles. This is available to anyone without prior higher education qualifications, and who has lived in the European Union for the last three years. There are strong opportunities for employees to grow and develop with The Good Eating Company. When recruiting they look for general assistants with the potential to become supervisors, supervisors with the potential to become managers and managers with the potential to become operations managers. Many of their most successful employees started work with them at a junior level. Their Head of Operations, and the three Operations Managers all started working for the company as general café assistants.

The Company actively tries to work on promoting the idea of the company as a family. They look to build a strong sense of belonging to their family within their employees. This is evidenced by a wide number and variety of social events and parties they arrange for employees, and they take significant groups of employees to prestigious restaurants and bars. Small early gifts at the outset of employment also enhance this. For example, they often treat a manager to dinner, or buy them a bottle of champagne once they have completed an early milestone like the successful management of a client event.

The BIO Agency have regular offsite company meetings which involve breakout groups, feedback sessions and presenting back great and inspiring work to the company. They recently launched BIO DIVERSITY – an initiative to increase internal sharing and collaboration through lunchtime sessions putting a spotlight on different areas of the business. All of their employees have been trained in the last six months in Agile and Scrum methodologies, which ensures everyone at The BIO Agency is aligned and working in the most collaborative way.

The BIO Agency has an office dog called Philip. Research has shown that having a dog in the workplace reduces stress and this is certainly the case at The BIO Agency. Philip is a well-loved member of the team and provides an opportunity to de-stress during times of pressure. They offer some really nice perks, like a gourmet breakfast delivery once a week for the whole agency and personalised Hummingbird Bakery cakes on birthdays. After work the breakout space turns into a cocktail bar with one of the employees mixing a menu of freshly made cocktails. This boosts interaction and is a positive and rewarding way to end the working week.

To ensure that the company's principles, mission and their ambitions remain core to how The App Business operate rather than an abstract ideas, the company maintain regular and open communication of them. It is both the values and vision which shape their annual mission statement, formulated and revised by the Co-Founders with input from our Senior Management. This mission is presented to the team by the Co-Founders. It then cascades down to each Community Practise e.g. iOS to establish tangible goals and initiatives for how their department will deliver again the mission for the coming year. Team members will refer to this mission at the start of each initiative to give a perspective and focus for their work and ensure it remains front of mind. The company principles are communicated extensively in our working day and life at TAB from a new starter's first day induction sessions to their welcome meeting with the Founders focusing solely around our principles, which ensures their recognition from the outset. Self-organising project teams use them to set goals for each sprint cycle to drive direction and efficiency as well as retrospectives which aid future problem solving. Findings from these retrospectives are offered shared in their Friday ‘Wrap Up' meetings so everyone can benefit and remain true to the Agile environment. The Principles are also used as a basis of who they hire as well as how they assess individual's progress and development areas.

Last year the company engaged an external consultant to work with the Senior Management team, alongside the rest of the company, to participate in various workshops. This allowed the company to take a step back and re-evaluate the previous values of the company, reworking them into 7 new TAB Principles which can be applied to daily life at TAB. Since then, the Senior Management team has embedded these core TAB Principles into the following processes; -Interview assessment to ensure all potential hires can demonstrate their adherence to company values; -On-boarding sessions focused solely on TAB Principles from one of the Founders within the first 3 months at the business; -To help articulate feedback at the end of probation periods, and use this as a guidance for highlighting improvement needs; -Guidance for ways of working in the daily work of Senior Management team members; -During retrospective sessions with clients to ensure the team builds on delivery and continuous improvements; -In the weekly Senior Management meetings to steer decision-making and problem solving; -End of year annual reviews where salary reviews are based upon fulfilling these principles.

The ‘Project Compass' initiative was presented and explained to all employees when it was launched. An infographic displaying all the key points of the initiative is displayed in the kitchen area for people to refer to at any time. Each new starter meets the CEO who gives them an overview of the Company's mission, core values and vision. The company's performance management platform has been set up to mirror the Company mission by measuring the company goals of Customer Experience and Operational Excellence. The competencies measured against each employee match the core values and behaviours. Each person within the company has at least one KPI that directly impacts the main goals. This is known as the golden thread. The platform allows us to track the golden thread more effectively and embed it in the culture of the organisation so that everyone feels a collective responsibility to achieve the Company mission, values and vision and knows how their contribution affects the overall business objectives.

The company is happy to try new work patterns to accommodate people's requests, which helps enormously with the stresses of the work/life balance. The company ensures employees have the necessary IT infrastructure and support to allow them to work remotely. They are as flexible as they possibly can be without compromising the quality of their service or work. To encourage people to choose healthier alternatives to the cakes and sweets which usually feature in the kitchen several times throughout the week, Tectrade has a weekly fruit delivery which everyone is invited to enjoy as well as jars of nuts as an alternative to the sweet options.

10% of all gross profit growth is awarded to branch teams at the end of the year in the form of a cash bonus (this is in addition to the mainstream monthly bonus awards).

Essentially to convey the message that they are a unique company, large enough to provide opportunities for future career development yet small enough to recognise and care about the wellbeing and success of every team member.

It is not necessarily innovative but the company's CEO lives and breathes the core values and leads by example in his interactions with all employees. There is a giant poster in their office displaying the values and the company send a postcard of the same design to all new starters before they join.

It is not necessarily innovative but the company's CEO lives and breathes the core values and leads by example in his interactions with all employees. There is a giant poster in their office displaying the values and the company send a postcard of the same design to all new starters before they join.

The company's Senior Management team operate an open door approach and very visible within the organisation.

The company provide English language classes for the Housekeeping department.

Vision and values are vital at Skyscanner and they communicate them in multiple ways. When someone joins Skyscanner they will have an induction session with senior members of the team to explain their vision and values and how these are practically applied within the organisation. The values are reinforced throughout the offices and Skyscanner are extremely proud of them. They are displayed to visitors and their employees by being integrated into their office design. Company communications also continue to reinforce their values, they have quarterly company updates which allow the entire company to be updated on their progress towards their vision, CEO lunches and COO question time where employees are invited to lunch with the CEO and ask anything they'd like. The vision statement and what is being doing to achieve this is central to these discussions. Skyscanner store a lot of information on their knowledge management system and intranet but find that the most effective way of communicating the vision and values is through their employees, they have become advocates for their values, using them to guide behaviours but also communicating them others around the business.

In addition to pay reviews, bonus and commission schemes there is a staff reward system called Sky High. Sky High is a scheme that enables individuals to nominate colleagues for making an over and above contribution. One of their core values is Collaborate to Comp(l)ete and this scheme supports this value by enabling employees to nominate colleagues for recognition as a result of an over-and-above contribution, rewarded by vouchers in their local currency. On top of this, every quarter one of those individuals nominated for a SkyHigh award is chosen as the overall winner of the “SkyHigh Quarterly Award” and receives a cash prize.

The company hold regular charity events that get everyone at SilverDoor involved. One of which, their annual sports day, is held at a local cricket club and, this year, was attended by more than 80% of employees. The day included a mixture of team games, relay races and other classic sports day events. They even rented a 115ft inflatable obstacle course and put on a BBQ that encouraged higher donations. The annual boys vs. girls netball game is another date in the SilverDoor calendar that everyone looks forward to each summer. The company also host quarterly SilverDoor Parties for all staff at the office in Chiswick. The company supplies food and drink for the evening and members of the SilverDoor Academy organise pool, darts and table football tournaments. The company's Marketing department put together quarterly internal mail outs ‘Inside SilverDoor' which contain all the latest goings-on in the company, industry gossip and highlights from the previous three months. There's also a section, ‘SilverDoor Recognised', which allows managers to acknowledge employees with exceptional performance.

The company have two 5-a-side football teams and a netball team that are free for all staff to join. They also offer discounted memberships at Virgin Active and Fitness First Gyms which is available to all staff. SilverDoor provides on-site shower facilities that staff are able to use after attending the gym or cycling into work. Employees can join the cycle to work scheme which allows them to purchase a bike using a company interest free loan which they are then able to pay back monthly over the following year.

The company's brilliant office space plays a big part in promoting collaboration. Double height ceilings and multiuse furniture solutions make it an extremely flexible place to work. All employees are provided with a MAC laptop on arrival, so everyone has freedom to hot-desk. They offer plenty of desk space, sofas and amazing break-out areas for people to have informal meetings and brainstorm. They also have a dedicated canteen/lunch area in the basement where staff can gather over lunch, or break off to one of the snug areas fitted with sofas and soft lighting for more relaxed chats. Rufus knows the importance of taking time out together. Each team has an allocated budget that they can use for social activities. In addition, the events team Freshly Squeezed puts together a bespoke programme of monthly classes and events to help motivate and inspire. These include everything from shoe design, sushi making and movie nights – this means many opportunities to work together with colleagues in smaller groups. They also run regular clubs, including Wine club and Book club. Their Party Animals team also organise lots of opportunities for teams to bond outside of work. Every month, they run an initiative called “Life Lessons With…” These are a fortnightly team challenge where staff nominate a topic, then get together and present their understanding of the topics to each other. In addition they run monthly ‘Masterclasses' - show-and-tell sessions designed to share with each other the work in their respective areas.

Aside from their fixed and regular reward initiatives like the Employee of the Month award, Xtra Mile programme and end of year Red Lion awards, which are voted for by colleagues and directly reward staff performance with tangible benefits of up to £1000, they have worked hard to develop one of the most diverse and comprehensive benefits packages in their industry. Part of their benefits sees the company curate a programme of cultural events called Freshly Squeezed, which aims to cater for the ‘whole person' by offering a wide range of topics. Staff are encouraged to get involved at their leisure and within work hours to develop new skills. This gives staff the opportunity to take a break, with the intention of feeling valued and making Rufus a rewarding place for them to come to work. Rufus have had fantastic feedback from both permanent and freelance staff who say they haven't seen such a wide-ranging and unique initiative at any other agency. Their benefits seek to reward staff with everything from time off to discounts on leisure activities (1 free cinema ticket for Vue and Cineworld each week; 40% off British Airways flights; 25% off Eurostar) to looking after their physical and emotional health and wellbeing. On a daily basis, if people need to work late to hit a deadline, they'll be provided with as much beer, pizza and ice cream as they can manage!

They sit in an open plan office so they are with the rest of the team. They know everything there is to know about the brand. They have an "open door" policy when it comes to asking/answering questions. They are extremely approachable. They live and breathe the company. They take ownership.

They sit in an open plan office so they are with the rest of the team. They know everything there is to know about the brand. They have an "open door" policy when it comes to asking/answering questions. They are extremely approachable. They live and breathe the company. They take ownership.

Rocket Fuel have a Town Hall teleconferencing meeting with all their offices worldwide to communicate the company vision and strategy.

Every Monday morning Rocket Fuel hold an All Hands Europe Meeting, where they use a teleconferencing visual system to connect all their Europe offices together for a Europe Team meeting that is led by SVP and General Manager EMEA . During the 1 hour meeting it give the entire team a commercial update and to share communication in a collaborative interactive way. Each office has an opportunity to share their weekly successes and challenges. Rocket Fuel hold Quarterly Business Review meetings with the whole team and discuss the performance of the past quarter, along with a variety of presentations on new products, new incentives and client and agency feedback. The UK Managing Director runs the meeting and acknowledges the top performers of the quarter in each department, presenting each individual with gifts. The meeting lasts for 3 hours in a collaborative way, offering each department time to present. After the meeting the team have team drinks in the bar to encourage open communication and cross departmental interaction in a relaxed social environment. Rocket Fuel also hold social events in the office every quarter such as Halloween parties, Hawaiian BBQ's, celebrations of birthdays, births and engagements which also creates a good social platform for teams to celebrate and have fun together during work.

Supported cascaded training , Management training in numerous topics is delivered by managers, which results in a greater understanding of the material.

Teams are encouraged to use communal areas to boost communication and creativity. Activities such as pool and table tennis are available as well as computer consoles. Benches outside are available for meetings.