Civil Service
22 September 2010
This was a pilot for the wider employee survey to be introduced across the Civil Service. The focus of the survey was on employee engagement. For each Fast Stream member taking part, an index score was derived from the average response to key questions. this ultimately measured how engaged participants were with their work and their employer.

Global Investment Bank
2 September 2010
Our client, a global investment bank, needed to improve its Employer Value Proposition (EVP) to distinguish it from those of its major competitors.

3i
2 September 2010
Ipsos MORI is commissioned every two years to conduct a full census of 3i’s staff, world-wide. The original objective of this work was to focus on the effectiveness of internal communications, but it rapidly expanded to a broader assessment of 3i as an employer, covering career development, cultural issues, management practices, its image to the outside world, as well as communications.

Fast-Moving Consumer Goods (FMCG)
2 September 2010
Our client, a global FMCG brand, identified high attrition rates at their UK-based hub site. On this basis, it wanted to investigate more about working life at the site and identify the potential triggers for staff choosing to leave the organisation. The key objective for the organisation was to use research findings to identify solutions for encouraging retention of existing staff.

Allianz
20 August 2010
Allianz Insurance plc, the leading UK insurer, has in recent years striven to foster greater levels of staff productivity and engagement. Ipsos MORI has been partnering Allianz since 2004, conducting regular research among its c.5,000 employees to support these objectives.

Castle Cement
22 June 2009
Castle Cement had been through significant change because of a challenging market situation and the restructure of its Production Division. This followed a major investment programme which led to redundancies at two production units

Laing O’Rourke
22 June 2009
Following the appointment of a new Chief Operating Officer for Europe, and with a newly formed senior management team, Laing O’Rourke (LOR) were embarking on a transformational change programme. A key pillar of this process was developing a more detailed understanding of their people and more specifically, levels of employee engagement acros the business.

British Council
22 June 2009
With 7,000 employees working acros 120 countries, the British Council wanted to capture their views and opinions to steer strategy development for releasing the creativity of their people and build the organisation’s culture and values.

Centrica
22 June 2009
Centrica wanted to measure and understand perceptions of their organisation as an ‘employer of choice’ amongst key audiences (incl. marketing profess ionals, rec ruitment consultants, academics and marketing press editors) to inform ongoing employer brand initiatives.

Recruitment
22 June 2009
one of Europe’s largest telecoms organisations wanted to improve the quantity, quality and diversity of potential employees applying for jobs with them.