As managers recognising that for most employees coming to work is actually an extension of their social life, especially in London. Managers work to be as flexible as possible to allow employees the opportunity to fit work and home together. Seek to encourage and develop their individuals and teams spotting talent and nurturing and encouraging individuals to be the best. Managers regularly communicate sales and service scores ensuring all employee share a common goal and understand how the business is doing.

A3D2 hold a Company conference every 6 months that culminates in a party at one of their venues. They take the management teams away on various supplier trips throughout the year. The venues also hold regular team nights out and the company holds two staff parties every year. The General Manager awards held this year in Barcelona where a wonderful opportunity to recognise the management teams hard work over a previous difficult period. A3D2 take the Senior team away to a three day strategy conference. This is made up of fun team building events alongside agreeing and developing the business plan for the coming year. Getting everyone out of the office helps forge working relationships and develop innovation and excellent strategy.

The best example is the internal training programme designed by the Zolfo Cooper training team. After a comprehensive review of their old training plan, which involved interviews with Partners and consultation with staff, the training team made a business case to increase the annual budget for learning and development by a third. Subsequently the suite of internal training courses has been re-designed and comprehensively covers technical skills as well as personal and career development skills. These are bespoke courses which have been designed for and in conjunction with Zolfo Cooper employees across all levels and teams within the Firm. Several of the courses such as Negotiation Skills and Technical Tasters are by self-nomination, therefore employees are encouraged to reflect on their own individual learning needs and attend those that they feel are most beneficial to them.

The best example is the internal training programme designed by the Zolfo Cooper training team. After a comprehensive review of their old training plan, which involved interviews with Partners and consultation with staff, the training team made a business case to increase the annual budget for learning and development by a third. Subsequently the suite of internal training courses has been re-designed and comprehensively covers technical skills as well as personal and career development skills. These are bespoke courses which have been designed for and in conjunction with Zolfo Cooper employees across all levels and teams within the Firm. Several of the courses such as Negotiation Skills and Technical Tasters are by self-nomination, therefore employees are encouraged to reflect on their own individual learning needs and attend those that they feel are most beneficial to them.

The College has a Staff Appraisal Policy for all staff, whether full or part time. This ensures members of staff are given an opportunity to talk with their line manager about their work; where they see their career progressing as well as staff development opportunities. However, the culture of the College means that staff can talk with their line managers at any opportunity. New staff are assigned a mentor (as part of the Induction Checklist) and also have set review meetings after one, two and four months for support staff and two, four and six months for academic staff. Academic staff also have lesson observations as part of their probation review. This gives new staff not only the opportunity to discuss any aspect of their role with their mentor but also ensures time is set aside for the line manager to appraise their progress and to address any concerns (should there be any) at the earliest opportunity.

Truro and Penwith College is committed to supporting the professional development of all staff. Such development is essential to the wellbeing of students and to the morale of the College as a community, particularly in times of change. All members of the College academic and support staff have access to training which is needed to fulfil their roles effectively. The College has a CDI (College Development Initiative) Scheme linked to staff development whereby if members of staff undertake a course which is relevant to their job role and will enhance their skills; this effort is rewarded with an additional payment.

Learning and Development was their biggest cost outlay but they realise they could achieve the greatest impact on their performance as an organisation. They have recently reclaimed one of their recently vacated property's and refurbished it into a bespoke training centre, equipped to meet their organisational needs whilst remaining flexible enough to be multi-functional. The training centre is equipped with an IT training suite, a boardroom style training room, a number of break-out rooms as well as additional office space. This not only provides a future revenue source but removes the cost of renting external facilities. Their next biggest cost was the training itself. To make full use of the facilities, they recruited a HR/L&D professional. This investment not only strengthened the HR team but also allowed them to design and launch a bespoke suite of training initiatives aligned to the needs of the business. They introduce programmes that develop skills for the future. This initiative has been so successful that they have achieved accredited centre status through the Institute of Leadership and Management (ILM) allowing them to deliver a range of Level 3 and Level 5 qualifications to our staff and preferred business partners.

Learning and Development was their biggest cost outlay but they realise they could achieve the greatest impact on their performance as an organisation. They have recently reclaimed one of their recently vacated property's and refurbished it into a bespoke training centre, equipped to meet their organisational needs whilst remaining flexible enough to be multi-functional. The training centre is equipped with an IT training suite, a boardroom style training room, a number of break-out rooms as well as additional office space. This not only provides a future revenue source but removes the cost of renting external facilities. Their next biggest cost was the training itself. To make full use of the facilities, they recruited a HR/L&D professional. This investment not only strengthened the HR team but also allowed them to design and launch a bespoke suite of training initiatives aligned to the needs of the business. They introduce programmes that develop skills for the future. This initiative has been so successful that they have achieved accredited centre status through the Institute of Leadership and Management (ILM) allowing them to deliver a range of Level 3 and Level 5 qualifications to our staff and preferred business partners.

As a hotel The Savoy are committed to being green. They focus on Reduce, Reuse and Recycle. All of the unused and unwanted food gets placed into an uncontaminated bin when it gets taken away to be recycled and used as energy. They also do bi-annual Thames Foreshore cleanup to keep the environment clean and for the community to be able to enjoy a clean landscape of the Thames. The Savoy also continue to heat hotel water with the heat obtained from the refrigerators in the hotel.

The Savoy hire on talent and attitude, ensuring they have high quality, dynamic and motivated team. They pride themselves in providing a friendly environment. The Savoy invest in their people and encourage personal growth and development. The Savoy hold colleague reviews, the training programme includes orientation, train the trainer, online learning, coaching for success, MS office, etc. They have colleague recognition and are continuing to promote and tranfser over 100 colleagues each year.

Net-a-Porter delivered a series of company presentations to the teams around the world. This is a multi-media presentation to celebrate their successes - group,team and individual, look at the upcoming plan and also revisit why they are here. The serious moments are tempered by videos including the Senior management team dancing Gangnam style. The ability of the senior management team to speak authoritatively, inspirationally, while being able to not take themselves too seriously is very precious, especially in the fashion industry.

Net-a-Porter delivered a series of company presentations to the teams around the world. This is a multi-media presentation to celebrate their successes - group,team and individual, look at the upcoming plan and also revisit why they are here. The serious moments are tempered by videos including the Senior management team dancing Gangnam style. The ability of the senior management team to speak authoritatively, inspirationally, while being able to not take themselves too seriously is very precious, especially in the fashion industry.

All Leith's managers, supervisors and senior managers have an open brief to reward individuals who make an outstanding contribution over the course of the year, an example of this is when they have given these hard workers/achievers a dinner or night away with their partner. Over and above this, the company have a long standing and humorous awards night at their Christmas party where all staff have nominated the awards categories and then vote for those they feel should win them. It's entirely democratic and often very revealing ensuring that those who are often unsung get the recognition they are due.

In addition to lively Summer and Christmas parties for all staff Leith also hold a Friday night special once every two months on their barge moored in the Water of Leith. The purpose of this is for everyone to let their hair down, enjoy some free drinks - our Leader assumes role of cocktail shaker and maker at the bar and free food. It's always a hog roast. The social committee, a powerful force at the agency, have run these evenings under a multitude of themes including this one for Halloween.

THT are renowned for their variety of fundraising and social events, many of which are attended by well known TV personalities and other celebrities. Many staff have the opportunity to volunteer at these events. The last such event was the charity's annual gala dinner where many staff enjoyed mixing with the cast from Eastenders and other TV actors. The selection for these events is done on a rota basis, so that, in time, many get the opportunity to dress up and enjoy the spectacle.

THT are renowned for their variety of fundraising and social events, many of which are attended by well known TV personalities and other celebrities. Many staff have the opportunity to volunteer at these events. The last such event was the charity's annual gala dinner where many staff enjoyed mixing with the cast from Eastenders and other TV actors. The selection for these events is done on a rota basis, so that, in time, many get the opportunity to dress up and enjoy the spectacle.

Steer Davies Gleave realise that the most valuable, and therefore, respected assets are their PEOPLE. That is why they put so much importance in a company-wide learning and development programme that helps their people to be the best they can be. The L&D programme not only includes professional qualifications, but also handmade internal workshops given by consultants for the company's consultants. They have developed a sophisticated online system, whereby any member of staff can preview all the forthcoming workshops and seminars and can elect to attend. Many of these workshops take place during lunch (with lunch!), so learning can be done quickly and efficiently, without eating into evenings or even needing to leave the building. All of the seminars and workshops are recorded by video and can be viewed via the company's intranet system. They also have a network of video conferencing systems, that enable any member of staff from home or another office to be part of the workshop.

Steer Davies Gleave realise that the most valuable, and therefore, respected assets are their PEOPLE. That is why they put so much importance in a company-wide learning and development programme that helps their people to be the best they can be. The L&D programme not only includes professional qualifications, but also handmade internal workshops given by consultants for the company's consultants. They have developed a sophisticated online system, whereby any member of staff can preview all the forthcoming workshops and seminars and can elect to attend. Many of these workshops take place during lunch (with lunch!), so learning can be done quickly and efficiently, without eating into evenings or even needing to leave the building. All of the seminars and workshops are recorded by video and can be viewed via the company's intranet system. They also have a network of video conferencing systems, that enable any member of staff from home or another office to be part of the workshop.

At STEAK, training is incredibly important. All staff are encouraged to communicate where they want to develop and a suitable course is sourced and paid for. Staff are able to seek training at every level of the organisation.

The senior management at STEAK are extremely approachable. New starters are taken for lunch by the CEO and COO so they can introduce themselves properly and to ensure all staff members feel comfortable approaching them. STEAK has a process that seeks to engage all employees in the development of the business plan and overall goals for the company. The management, with the help of an external consultant, spent several sessions defining the overall goal for the business, setting them out in a ‘roadmap', which was then shared with the rest of the company through an all-company meeting. Since then, each team has works together to agree their own ‘roadmaps', including team goals and objectives, and the things they want to achieve to help support the overall business vision. Involving all employees in the process has meant a much greater levels of engagement and ‘buy ins' to the business plan. The team goals and objectives have now also been cascaded down into individual objectives for the coming year through the appraisal process, so everyone is working to achieve a common goal that is understood by everyone.