All Turner &Townsend offices with more than ten people around the globe have a CSR representative and each of these provides a quarterly report to the CSR committee on how they have engaged with the community where they live and work. There is also an emphasis on children and homelessness. Staff have been given total freedom to choose local charities and good causes that have popular support within their particular office. Such activities as fund raising, taking volunteer days, time given for pro bono advise are monitored via key performance indicators, with a view to achieving a consistent approach globally and demonstrating continuous improvement.

All Turner &Townsend offices with more than ten people around the globe have a CSR representative and each of these provides a quarterly report to the CSR committee on how they have engaged with the community where they live and work. There is also an emphasis on children and homelessness. Staff have been given total freedom to choose local charities and good causes that have popular support within their particular office. Such activities as fund raising, taking volunteer days, time given for pro bono advise are monitored via key performance indicators, with a view to achieving a consistent approach globally and demonstrating continuous improvement.

Staff are rewarded through an annual party which this year included complimentary drinks and amusements including dodgems, a surf simulator,gladiator duel, and music. There was a prize draw to win prizes including flights from Bristol to any European destination, an iPad and a balloon ride. In addition, there are specific group and team parties led by the relevant group or team leader to thank and reward staff. For example, Richard Waller who heads TLT's Financial Services Group has an annual party at his home for all 250 staff in the group. As well as providing food and drink, Richard invites staff to use his swimming pool and arranges a live band, bouncy castle, laser maze and other activities. TLT provides a social budget which teams are actively encouraged to use to fund team Christmas parties or other team days out.

Staff are rewarded through an annual party which this year included complimentary drinks and amusements including dodgems, a surf simulator,gladiator duel, and music. There was a prize draw to win prizes including flights from Bristol to any European destination, an iPad and a balloon ride. In addition, there are specific group and team parties led by the relevant group or team leader to thank and reward staff. For example, Richard Waller who heads TLT's Financial Services Group has an annual party at his home for all 250 staff in the group. As well as providing food and drink, Richard invites staff to use his swimming pool and arranges a live band, bouncy castle, laser maze and other activities. TLT provides a social budget which teams are actively encouraged to use to fund team Christmas parties or other team days out.

The Futures Company offer Management Training consisting of People management, Business and Financial Management, Negotiation skills, Leadership and Trusted Advisor training as well as Industry-specific training. There is learning on the job, mentored and coached by seniors, given opportunities to work across the teams to gain breadth as well as depth of experience.

The cultural approach within The Futures Company is one of trust, transparency and accessibility extended to all. Their recently appointed MD, Sarah King, is enormously respected for her enthusiastic commitment to the business. She has a very collaborative approach, is empathetic and supportive, always makes time for important conversations even when she is very busy. She is an inspiring role model, with high levels of integrity, leading by example.

The Brand Union have a budget specifically for fun and social events examples of these events are: Christmas party - Summer party - Events - Visits. In addition to this they also have Team celebration events such as, Dinners and outings and Team reward/bonuses in the form of vouchers. The Brand Union describe their most recent or best experience of a team building event as their Mongrel Vigor away days.

The Brand Union believe in instant recognition, they give vouchers and cards for hardwork and going above and beyond. They also reward ideas or innovation at the Mongrel Vigor awards and WOW awards for specific achievements.

On average, employees at Teva UK Limited receive 60 hours per year formal training with an average spend being £850 on training per year. Examples of the sorts of training activities your employees might undertake are: Management & Leadership Development, - coaching, motivation, situational leadership, influencing & assertiveness, communications, presentation skills, negotiation skills, junior, middle & senior management development programmes; development centres Specialist/Operational training per function, eg regulatory training, operations training, warehourse, distribution training, packaging training, medical training, competition law training, sales effectiveness training, account management training, Attending conferences/seminars based on functional needs. eg HR attends the CIPD conferences.

On average, employees at Teva UK Limited receive 60 hours per year formal training with an average spend being £850 on training per year. Examples of the sorts of training activities your employees might undertake are: Management & Leadership Development, - coaching, motivation, situational leadership, influencing & assertiveness, communications, presentation skills, negotiation skills, junior, middle & senior management development programmes; development centres Specialist/Operational training per function, eg regulatory training, operations training, warehourse, distribution training, packaging training, medical training, competition law training, sales effectiveness training, account management training, Attending conferences/seminars based on functional needs. eg HR attends the CIPD conferences.

Tameside College beleive in Milestone Recognition and after both 20 years and 30 years service they have Awards. They also have a Formal Dinner for Employees and Partners and £200 voucher for them to spend. Tameside College also recognise employees with their College Pride Campaign - 'What have you done to make the College feel proud of you'.

Personal Growth is an important area and on average employees at Tameside College receive 45 hours per year formal training, with the organisation's average spend per employee on training per year being £140. Some examples of the sorts of training activities their employees might undertake are: Higher Educaiton Qualifications, Professional Qualifications, Teacher Training, Professional, Updating Skills, Updating Equality and Diversity Health and Safety.

Styles&Wood ensure that employees feel they are rewarded for their efforts using a number of methods. Email and noticeboard recognition is given and a day's holiday is awarded to the Colleague of the month. Vouchers are rewarded to colleagues receiving the Chief Executive Values Awards and team meals are presented to teams exceeding business expectations. Personal letters and certificates are also awarded by the Chief Executive Officer.

Styles&Wood match funds raised by their employees for charity as many times as they can or they will provide funds for raffles and activities to enable the events to take place. They will generally match up to £250 per event. As a Project Management company delivering projects for their clients on a national basis, they recruit colleagues based in locations accross the UK. They therefore deliver an agenda which supports nationally recognised charities such as Barnardos along with projects based around their office locations. Their sites often engage in activities local to the site area where they are based, this can range from mini challenges, recruiting local labour, engagement with client community acitivities and supporting local schools.

Stephenson Harwood professional fee earning employees receive technical and legal training coupled with a comprehensive range of key business skills such as people management, financial management, business development and leadership. Similar topics are run for their support staff alongside their personal development plans. In addition to specific role-related training. All staff receive a full induction and ongoing IT training. Stephenson Harwood also offer intermediate language training and compulsory training to comply with the Solicitors' Regulatory Authority and Solicitors' Professional Skills Course. Additionally, they offer support for the external technical, legal or professional courses, as appropriate, such as an LLM, CTA, or ACA.

Stephenson Harwood's Chief Executive is not only down-to-earth and personable but a pragmatic, effective and well respected leader. Her style is informal and relaxed and she makes every effort to attend Firm social events and other opportunities to mix with employees, such as the associate management lunches. She has an exceptional understanding of the Firm's business, people and culture and is well placed to lead the business forward over the coming years. She continues to head up Stephenson Harwood's corporate practice and therefore keeps in touch with issues on the ground as well as the bigger picture. She also remains actively involved in people aspects such as recruitment and development.

SRK conducts annual appraisals of all staff, supported by 6-monthly mid-term reviews and regular feedback from managers. In additon, SRK rewards all staff trough an annual discretionary bonus scheme.

SRK conducts annual appraisals of all staff, supported by 6-monthly mid-term reviews and regular feedback from managers. In additon, SRK rewards all staff trough an annual discretionary bonus scheme.