easyJet
22 June 2009
Having recently appointed a new Chief Executive, the organisation was in the process of implementing a range of change initiatives, including an ambitious 3 year recruitment drive to increase staff count from 4,500 to 8,500 in line with expansion plans.

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.

Medicover Group
22 June 2009
Having previously undertaken employee surveys in-house, Medicover Group were keen to use analysis to drive action whi lst being able to benchmark their performance internally across the busines and externally against Ipsos MORI Top 10, sector specific and international norms.

BBC
22 June 2009
Ipsos MORI were challenged with streamlining the corporation’s staff survey so that it could better support the organisation’s change agenda. In short, it needed to become a more focused performance management tool.