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.

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.

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.

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.

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.

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.

Finance/Banking
22 June 2009
Since 2001 we have been working in partnership with this leading global financial services organisation. During this time we have built up a hugely successful working relationship with each other, so much so that Ipsos MORI is seen as part of the team and not just a supplier.