( PRWEB ) April 22, 2010 — IRC Global Executive Search Partners, a market leader in the global executive search industry, celebrated its continuing worldwide expansion at its March board meeting in Amsterdam, welcoming the addition of selected key partnerships. The stringent acceptance process for potential new member firms in the IRC Global Executive Search Partners network upholds the alliance’s superb standards and leading position in the recruitment industry.

Source: http://www.prweb.com

During the first quarter, AT&T enhanced its AT&T Mobile Enterprise Applications Platform with the introduction of AT&T Workbench for the iPhone, a solution that enables business users to bring the power of iPhone to the enterprise. Using the AT&T WorkBench for iPhone solution, available for download from the App Store, businesses can now easily provision, deploy and control enterprise web applications for work in a highly-secure, reliable and manageable fashion – even on mobile devices purchased by individuals.

Also during the first quarter, AT&T expanded its AT&T Healthcare Community Online (HCO) solution to include a dynamic portal with pre-integrated applications. AT&T HCO is a highly secure, cloud-based health information exchange (HIE) and collaboration portal. The solution integrates patient data from various sources into a single patient view, providing real-time access to patient information and eHealth applications over the world’s most powerful and advanced IP/Multiprotocol Label Switching (MPLS) network.

Other first quarter highlights included:

– Enhancements to AT&T’s online Small Business Mobile Application Recommender Tool (SMART) that includes a new, simple, user-friendly interface for non-technical business users. The enhanced SMART portal allows small business owners or administrators to easily learn about, buy and provision certified third-party mobile applications from AT&T, based on industry or line of business. During the quarter, AT&T added four new mobile applications for purchase by small businesses directly through the AT&T SMART tool: — AIRTIME Manager from AT&T (www.att.com/airtime) – enables professionals to track billable hours on their smartphones. — Associate from AT&T (www.att.com/dictation) – a complete mobile dictation solution, turning compatible AT&T smartphones into portable dictation devices. — Nice Office from AT&T (www.att.com/niceoffice) -allows businesses to mobilize their office. Users with compatible smartphones can wirelessly sync contacts, calendar, tasks, and notes. It also offers real-time job updates, detailed reporting, activity logging, backup and recovery of mobile activities. — ProntoForms(TM) from AT&T (www.att.com/prontoforms) – enables businesses to streamline their out-of-office business processes and workflows by turning paper forms into mobile forms with compatible smartphones. — An announcement with Wallace Wireless, Inc. to offer Wallace Information Communicator (WIC) Pager, a premium group alert notification solution for hospitals and healthcare organizations. — A contract award for AT&T Government Solutions worth approximately $5 million, if all options are exercised, to provide AT&T Synaptic Hosting(SM), Managed Trusted IP Services (MTIPS) and AT&T Internet Protect?? Service for the Federal Trade Commission as the independent agency’s primary provider of communications services.

Additionally, AT&T Business Solutions made the following updates to its enterprise portfolio this quarter:

AT&T OPT-E-WAN(SM) Access and POP Diversity Options: AT&T OPT-E-WAN Access Diversity, a feature in AT&T’s suite of Ethernet services , gives customers the ability to go from their location to the AT&T OPT-E-WAN point of presence (POP) in a diverse manner helping to ensure customers’ connectivity in the event they have to reroute traffic to the available POP.

AT&T Connect Feature Enhancements with Version 8.9: AT&T expanded AT&T Connect’s web conferencing capabilities from audio, web and video to now include integration with mobile devices. This enables participants in an AT&T Connect session to join a meeting from a laptop, desktop or mobile device from virtually anywhere in the world.

– AT&T Synaptic Hosting(SM) Preconfigured Packages for Utility Computing: This provides customers with scalable, easy-to-buy packages of utility computing services that they can quickly bring to market. — Multiple Application Environment Support: AT&T expanded its support for these application environment versions: Ariba 9r1, Oracle E-Business Suite 12.1 and RIM BlackBerry Enterprise Server 5.0. This improves AT&T’s ability to support customers with multiple application environments and underscores our commitment and investment in application services.

– Extended AT&T Support Center Hours: The AT&T BusinessDirect Support Center has extended its hours of operation to 24 hours during weekdays, making it easier than ever for customers to get the help they need. — AT&T Business Connections Support in Japanese: AT&T Business Connections, an AT&T BusinessDirect Portal tool enabling collaboration between the AT&T Sales teams and their customers, now supports Japanese. AT&T Business Connections customers can now share, modify, and track changes to important documents accurately and efficiently in a highly secure electronic environment in Japanese. — Automated Mobility Phone/device Activation: This AT&T BusinessDirect Portfolio enhancement provides Mobility customers with the ability to activate their mobile phones or other handheld devices automatically online via the AT&T Premier website. — eBill Capabilities in EMEA: AT&T BusinessDirect now supports eBill functionality to customers in Europe, the Middle East and Africa. This provides access to invoices from 84 countries, supporting 38 different currencies. Global billing data has been incorporated into the existing AT&T BusinessDirect eBill report structure, allowing this data to be viewed in local currency, at a summary or detailed level.

Source: http://web.consumerelectronicsnet.com

Last year, PTP chalked up a seven per cent increase in container volume by handling a throughput volume of six million TEUs, MMC’s Chief Executive Officer, Datuk Hj Hasni Harun, said here on Wednesday.

The increased capacity was made possible with the completion of 12 berths last year and commissioning eight new quay cranes, 32 new rubber tyred gantry cranes and other port equipment.

He said MMC’s strategy of acquiring PTP over the years has proven to be effective as it managed to ride through the extremely challenging period and remains on-track to achieve its vision to be the «Preferred Port of Choice in South East Asia».

This has made it the world’s 17th busiest container port and the country’s largest container terminal,» he told Bernama.

«With its strategic location, attractive rates and world class efficiency, PTP is in an ideal position to capture new businesses and expand its market share in the container business,» he said.

Hasni, who has also been appointed Group Managing Director effective May 3, said that the port also saw an increase in its domestic market share from 35 per cent in 2008 to 39 per cent in 2009.

«PTP also saw an encouraging 9.0 per cent increase in local volume from the Johor Industrial hinterland as more shippers are now using PTP for their import and export needs,» said Hasni.

He also said that the port’s major customers undertook a restructuring in their services to cut costs which resulted in higher transshipment volume calling at the port.

PTP chalked up a pre-tax profit of RM50 million last year while net profit was higher at RM173 million due to the impact of deferred taxes.

Combined with Johor Port which is wholly-owned by MMC, the group’s market share of container volume among domestic ports improved from 41 per cent in 2008 to 44 per cent in 2009.

Last year, Johor Port posted a revenue of RM498 million, down two per cent from RM508 million in 2008.

«Johor Port will continue to serve as an important origination point for cargo, particularly from the adjoining Pasir Gudang hinterland,» he said.

This mature port will continue to provide a steady annual income steam to the group, Hasni said.

The company also said, Johor Port handled 14,389,338 free weight tones (FWT) of conventional cargo consisting of dry bulk, break bulk and liquid bulk cargo through its port facilities.

Total container throughput stood at 844,856 TEUs last year.

He also said that the Multi-Purpose Terminal System (MPTS), which was one of the key components of Johor Port’s information and communications technology, was scheduled to be launched by the middle of this year.

With its completion, the port would complete the integration of all online applications for terminal operations and warehouse planning, thus allowing it to provide a seamless online working environment.

Source: http://www.bernama.com.my

Eindeutiger Krisengewinner ist Ethernet — und deckt dabei alte Probleme von IPSec-VPN-Netzen auf.

Die Migration klassischer WAN-Strukturen hin zu Ethernet-Services überrascht auf den ersten Blick. Schließlich wurde Ethernet 1973 als reine LAN-Technologie vorgestellt, und dieser Ruf geht ihr bis heute voraus. In den achtziger und neunziger Jahren hatte sich die Vernetzungstechnik gegen harte Wettbewerber in lokalen Netzwerken wie das Token-Ring-Verfahren oder FDDI (Fiber Distributed Data Interface) behauptet. Ein wesentlicher Grund für die hohe Popularität von Ethernet war nicht zuletzt die Kostengünstigkeit der Technologie.

Und dieser Erfolgsfaktor, der Ethernet zur meistverwendeten LAN-Technik verhalf, kommt in Zeiten mit hohem Kostendruck auch bei WAN-Verbindungen zum Tragen. Die aktuellen Konkurrenten bei hochratigen Datenströmen in großräumigen Rechnernetzen sind ATM (Asynchronous Transfer Mode), SDH (Synchronous Digital Hierarchy), Frame Relay und IP VPN. Und wiederum wechselt Ethernet auf die Überholspur, wie aktuelle Zahlen der Marktforscher zeigen. Noch 2005 bezifferte eine IDC-Studie den Markt für Ethernet-Services in Europa auf etwas mehr als eine Milliarde US-Dollar. Im Jahr 2009 hat sich der Markt mit weit über drei Milliarden US-Dollar schon verdreifacht.

Damit hat Ethernet die traditionellen Punkt-zu-Punkt-Verbindungstechniken bereits abgehängt. Über 20 Prozent der Ausgaben für WAN-Services fallen jetzt auf Ethernet-Datennetze. Gründe für diese Entwicklung sind, dass die Kosten pro Megabit sinken und sich die verfügbare Bandbreite flexibel zuteilen lässt. Auf diese Weise stellen IT-Verantwortliche einerseits zentrale Applikationen für ein verteiltes Standortnetz zur Verfügung und passen andererseits den Datendurchsatz an einen permanent steigenden Bedarf für IT-, Sprach- und Video-Dienste an. Die Konsolidierung von Daten und Rechenzentren, die Virtualisierung der Serverlandschaft und das Outsourcing von Informationsdiensten treiben diese Entwicklung weiter an.

Der Trend wirkt sich auch auf das Sicherheitsumfeld aus. Traditionelle Lösungen haben zunehmend Schwierigkeiten, den gewachsenen Anforderungen an Unternehmensnetzwerke gerecht zu werden. Bei IPSec (Kurzform für Internet Protocol Security) kann man „zunehmend“ durchaus wörtlich nehmen, denn das weitverbreitete Sicherheitsprotokoll hat gewissermaßen ein Gewichtsproblem. Für den abhörsicheren Transport von Informationen ergänzt IPSec das Originalpaket um zusätzliche Header-Felder und packt dadurch zusätzliche 57 Byte an Informationen auf jedes Datenpaket. Bei vormals kleinen 64-Byte-Datenpaketen verursacht IPSec-Verschlüsselung einen Overhead von sage und schreibe 47 Prozent.

Der unvorteilhafte Protokollaufbau führt zwangsläufig zu einem hohen Rechenaufwand bei der Tunnellung der übergewichtigen Einzelpakete. Folge: Die verfügbare Bandbreite sinkt und die Latenzzeit steigt. Unabhängige Berechnungen haben ergeben, dass sich die Laufzeit dadurch um 40 bis 60 Prozent erhöht. Und der Versand solcher Frames ist der Normalfall, denn 65 Prozent des weltweiten IP-Verkehrs bestehen aus kleinen 64- und 128-Byte-Datenpaketen. Die für IPSec charakteristische Verdopplung dieser Datenlast wirkt sich also besonders nachteilhaft aus.

Administratoren und Sicherheitsverantwortlichen kennen außerdem die hohe Komplexität und daraus resultierende Zunahme von Fehlermeldungen aus der IPSec-Praxis. Das IPSec-Sicherheitsprotokoll arbeitet auf der Vermittlungsschicht (Schicht 3 des OSI-Referenzmodells) mit entsprechender Funktionsvielfalt. Allerdings kann es in IPSec-Infrastrukturen zu unvorhersehbaren Wechselwirkungen mit anderen Diensten kommen. So treten beim Tunnelaufbau mitunter Probleme zwischen Systemen unterschiedlicher Anbieter auf, denn weltweit identische Authentisierungsstandards gibt es nicht. Eine häufige Fehlerquelle ist auch der Einsatz komplexer Protokolle, die nicht nur auf einem festen Port kommunizieren. Die Kombination von Network Address Translation und IPSec führt beispielsweise zu Inkompatibilitäten, mit denen sich das Administrationsteam dann mühsam auseinandersetzen muss. Erst umfassende Praxistests können mit Sicherheit klären, ob der VPN-Netzwerkbetrieb wie gewünscht funktioniert.

Die Konfiguration und Administration von IPSec-Netzen sind weitere Nachteile. Mit der Anzahl der Anwender wächst der zeitliche und fachliche Aufwand. Typische Fehlerquellen sind der Aufbau von Tunnelverbindungen und die komplexe Einrichtung der Kommunikationsparameter. Im täglichen Betrieb sind Konfigurationsfehler kaum vermeidbar und IPSec-Lösungen dementsprechend kostenintensiv.

Zwar vertrauen viele Organisationen weiterhin auf VPN/IPSec-Gateways,  um Außenfilialen an das zentrale Firmennetz anzubinden. Allerdings beschleunigen die genannten Schwachstellen die Suche nach technischen Alternativen, wenn IPSec-Lösungen zum Kostenfaktor und zur Geschwindigkeitsbremse werden. Nur bei der Verschlüsselung großer Datenpakete nutzen VPN- und IPSec-Lösungen die verfügbare Bandbreite zu 90 Prozent aus. Der Markt verlangt aber nach dem maximalen Datendurchsatz bei minimaler Latenz, die nicht von der Paketgröße abhängt.

Einen sinkenden Komplexitätsgrad ohne Performanceprobleme versprechen dagegen Verschlüsselungssysteme, die chiffrierte Daten über Schicht 2 des OSI-Modells (Open System Interconnection) austauschen. Bei der verschlüsselten Kommunikation auf der niedrigeren Schicht müssen die Einzelpakete nicht mit neuen IP-Headern versorgt werden. Die für IPSec charakteristischen Performance- und Verzögerungseffekte bleiben aus. Konsequentes Abspecken im Netzwerk kann sich also lohnen, wenn Datenpakete auf diese Weise übertragen werden. Mehr noch: Mit Ethernet-Netzwerken decken Unternehmen ihren Bedarf selbst bei anspruchsvollen Szenarien wie Backup-Infrastrukturen oder Echtzeit-Anwendungen.

Für die Datenverschlüsselung auf der Sicherungsschicht spricht ebenfalls, dass arbeitsintensive Anpassungen an Multi-Port-Protokolle entfallen. Während sich IPSec nur auf den IP-Datenverkehr beschränkt, unterstützt und schützt Layer-2-Verschlüsselung alle Protokolle. Netzwerksicherheit lässt sich also unternehmensweit einheitlich und mit vollständiger Flexibilität hinsichtlich der eingesetzten Applikationen realisieren. Mit speziell für diese Aufgabe entwickelten Kryptographie-Appliances wie InfoGuard EGM stehen Multipunkt-Datenverschlüsselungslösungen für unterschiedliche Netzwerkgrößen zur Verfügung. Unternehmen können diese Geräte transparent in ihre Netzwerkinfrastruktur einbinden, komplexe Konfigurationsarbeiten vermeiden und die Betriebskosten senken.

Source: http://www.all-about-security.de

Today, I’m working on a hub-n-spoke frame-relay network.

PROBLEM: I can ping other routers on the network, but I can’t ping myself.

Turning on «debug ip packet» on R1 while pinging R1’s address shows…

I see that in the above error message it states «encapsulation failed». Hmm, you’ve got me… I must be looking right at it…

BTW, if you’ve made it this far, thank you for your time in taking a look at this. I really do appreciate it.

Paul L.

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Here’s the configs…

Building configuration…

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Building configuration…

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Building configuration…

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Additional info…

Input Intf Input Dlci Output Intf Output Dlci Status

Any suggestions would be GREATLY APPRECIATED!

Source: http://www.techexams.net

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Related Posts:

Source: http://development.markoware.com

Ranking the Volunteer state’s best employers begins with an open invitation for any qualifying organization in the state to enter the pool of nominees. each organization is asked to complete a lengthy questionnaire capturing detailed information regarding the organization’s human resource practices, organization policies and procedures, organization culture and a wide range of demographic information.

The competition gets tougher each year as Tennessee’s businesses grow in strength and numbers, but the best of the best have been narrowed down and ranked. once again this year, the list is broken down into separate categories for small and medium-sized companies consisting of 25 to 249 employees and larger companies employing more than 249 individuals.

The following companies stand out as the best large employers in the Volunteer State.

1. Pinnacle Financial Partners.

Pinnacle Financial Partners selects and obtains the best talent in order to succeed; the organization does not accept applications but chooses its new employees from Pinnacle associate recommendations.

Pinnacle Financial Partners presents itself as more than a bank by providing a complete range of banking, insurance and investing products. with over 800 employees, Pinnacle is designed for clients ranging from real estate professionals, small to mid-sized businesses to individuals aspiring to have a broader relationship with their financial institution. The bank’s goal is to provide solid advice and services through experienced, qualified associates.

Pinnacle’s flat organizational structure makes it rare for there to be more than two levels between members of the leadership team and associates. this avoids communication issues often associated with a top-down organizations. Managers are spread out in offices the same size as associate’s offices to enhance communication. CEO Terry Turner writes a company blog, posting several times each week about specific Pinnacle issues, as well as broader topics like the global economy.

Incentives are given based on overall company performance. As such, Pinnacle reveals more than most companies do about financials and operating environment at quarterly associate meetings. Monthly leadership council meetings are open to all associates, not just managers, and weekly advisor meetings, which are headed by CEO Turner and the leadership team, aim to determine Pinnacle’s future.

Pinnacle strives to recognize associate achievement; a company survey reveals that 85% of employees claim to be recognized for good work on a regular basis. around 10 associates with excellent performance are recognized by CEO Turner at quarterly associate meetings and receive checks from the company. A superstar program allows associates to nominate colleagues and highlight their achievements. Pinnacle stresses that recognition and appreciation are often more important than simple rewards and pay increases. Pinnacle gives stock options to 100% of its associates — not just upper management.

Pinnacle’s commitment to staffing proven and talented associates correlates with its emphasis on development and growth within the organization. In a company survey, 88% of Pinnacle employees said they had opportunities to learn and grow professionally in the last year through a myriad of programs. A book club allows a forum for Pinnacle associates to discuss management techniques. Online training in subjects like time management and computer skills are offered to all Pinnacle associates. Yearly leadership councils are offered to every associate. The organization reimburses money spent at seminars that provide associates with the means to improve their work.

Family is important to Pinnacle. The company hosts yearly family picnics and holiday parties. It also evaluates associates to ensure a healthy balance between work and family life. Efforts like organizing bocce ball at the Special Olympics also keep Pinnacle involved in community affairs.

With over 10,000 U.S. locations, Edward Jones is one of the nation’s largest financial services firms. The company is 100% owned by the people that work there and that fact is reflected in the attitude towards its associates.

Communication at Edward Jones is key. Managing Partner Jim Weddle’s varied arsenal of communication strategies include quarterly video updates (watched live or on demand), a weekly online Q&A forum and quarterly letters to each limited partner. Regional leaders reinforce communication. Regional meetings occur a few times a year. A suggestion system between home office leaders and associates guarantees that the firm hears what its associates have to say.

Edward Jones realizes that intangible rewards are often more effective than simple gifts. CEO Weddle once had every veteran financial advisor in the organization contacted just to express gratitude. The firm offers ownership of the organization to its employees in the form of limited partnerships. In profitable trimesters, financial advisors are eligible to receive cash bonuses. As a reward for diversifying client portfolios, financial advisors receive “diversification trips” to take vacations on the company dime. At regional meetings, awards are handed out to associates that have shown exemplary performance.

Training and development is paramount at Edward Jones, with the average associate receiving 103 hours of training in a recent year. Mentoring partnerships within the firm allow new associates the opportunity to learn from more experienced senior advisors. Basic training is offered through e-learning courses and virtual classrooms that can be accessed online. As a result of increased training and rewards for performance, Edward Jones has seen a drop in turnover from 11% to 7%.

Leadership development is an internal affair for Edward Jones; the organization selects from within the firm for over 70% of all promotions. The “Goodknight” program pairs newer associates with veterans of the organization. Seasoned associates allow new advisors to work their accounts, gaining experience and reputation. this emphasis on teamwork is critical to all facets of Edward Jones operations.

Edward Jones acknowledges the importance of maintaining balance between professional and personal lives. Advisors are often allowed to work from home if a child is sick. Employees receiving commission-based salaries are assured 75% of their previous six months salary for six weeks after a child is born or adopted into the family. Discounted YMCA childcare is offered to employees. During times of difficulty for its associates, Edward Jones is generous with extra assistance, as the company believes retaining quality associates is a higher priority than turning small profits. The organization feels that its most valuable assets are the associates it employs, and determines its behavior from this belief.

A substantial amount of strategic planning at First Citizens National bank is focused on its employees and their families.

First Citizens National Bank is an independent community bank offering full financial services including deposits, lending and trust investment. There are 19 branches spread over nine counties in Middle and West Tennessee. First Citizens Bank was ranked in the top 200 community banks in America, based off of its three-year average return on equity, by U.S. Banker magazine in the summer of 2009.

There is no shortage of methods of communication within First Citizens National Bank. A monthly newsletter, “What’s going On,” is sent out to every employee via email and a hard copy is sent to every retiree. The newsletter covers topics ranging from employee birthdays and anniversaries to the financial status of the bank. The company intranet serves as another access point to the monthly newsletter, as well as a way for employees to keep up on bank information, training, human resources and products. each department has staff meetings at least once a month where specific individual accomplishments are recognized and team leaders can pas down information from executives.

Frequent employee recognition occurs through several outlets at First Citizens Bank. A “Walk the Talk” program allows employees to nominate their colleagues for outstanding deeds via a form on the bank’s intranet. A supervisor then reviews the form and determines, based on the degree of the service, a coupon reward that is redeemable for cash. Achievements and awards that employees receive recognition for include: years of service, customer service associate of the quarter/year, manager/leader of the year, service center representative of the quarter/year, most products/service referrals of the year and a team of excellence, which is selected each year. First Citizens matched 5% of retirement plans last year, despite overwhelming trends moving away from 401(k)s.

First Citizens Bank prefers to promote in-house when upper management positions open up. The employment opportunity announcement program provides all employees with information (via intranet, bulletin boards, etc.) on job openings within the bank. All employees who take advantage of the employment opportunity requests are assured at least one interview. The bank often pays for continuing education requirements for employees with certifications such as CPA, CIA, SPHR, etc. First Citizens Bank reimburses employees that attend seminars pertinent to professional development.

Referring to its employees as the “First Citizens Family,” the bank goes to great lengths to support the personal lives of employees. First Citizens Bank strives to participate in community events (e.g. the Special Olympics, Relay for Life, March for Babies), as well as the activities of the children of employees. It is unusual for a parent to miss a school or sporting event due to work. Wellness programs are extended to employee families, including a Weight Watchers team and a 12-week “Lace Up” program designed to encourage exercise and healthy lifestyle. The bank reimburses employees up to $175 a year for gym membership, covers immunizations for employees and even sponsors a “Zumba” dance class held twice a week.

Mars Petcare US is a pet care company with a culture that makes people its primary focus.

One of the fastest growing companies in pet food production, Mars Petcare US has 21 manufacturing sites nationwide. Its corporate headquarters are in Franklin. A global business with 135 factories located in 68 different countries, the company manufactures brand name cat and dog foods such as Pedigree, Cesara, Whiskas, Temptations and The Goodlife Recipe.

Mars Petcare believes in consistent, open communication between all associates from senior leadership to entry-level employees. A variety of techniques are used to achieve this, ranging from daily PA announcements to an internal magazine delivered to each employee’s home. Quarterly, all associate communication meetings run by the senior management team keep all employees up to date with the company’s financial status, strategy and vision. The “Weekly Wagazine” is sent out to associates via email regarding company changes and a communications team keeps internal electronic communication a priority.

Mars Petcare implements several methods to show appreciation to employees, raise morale and reward those that excel. A team of associates control the planning for a yearly family picnic and a holiday party. The picnic is a chance for employees to bring their families out for games, prizes and an evening of entertainment. Mars Petcare has several less conventional events ranging from March Madness to a day with NASCAR driver Kyle Busch, who’s Sprint Cup car is sponsored by Mars. As a reward for continued service, Mars commemorates milestone years (5, 10, 15, 20) with congratulatory announcements and eligibility for gifts and bonuses. Leaders within the company stress the importance of appreciation and respect as much as they do tangible rewards for success. Employee morale and health is encouraged by on site fitness opportunities.

Development and learning is an essential part of the culture at Mars Petcare U.S. Employees are given ample opportunities to receive developmental training within the company. An associate development week concentrates an entire week each year on development for every associate within the company. Mars Academy is a corporate university that has been externally recognized. It is open to employees of Mars Petcare and contains eight functional colleges (e.g. Sales, R&D) that are accessible through online resources and e-learning modules. All Mars associate development programs are intended to provide employees with the opportunity to move up in the company ranks or take advantage of other positive career advancements.

Mars Petcare is directed by the needs of its consumers and stresses mutuality as the company’s top principle. Through respect for, and shared goals with customers and employees, Mars Petcare plans to continue growing.

In synch with its core value of stewardship, LifeWay Christian Resources goes above and beyond to take care of its employees.

LifeWay was established in Nashville in 1891 and has become one of the largest providers of Christian products and services in the world. Owning and operating 154 stores in the US, LifeWay is a top distributor of Bibles, church literature, books, music, video recordings and church supplies. LifeWay.com offers Internet services to customers.

LifeWay’s varied system of communication begins with the company intranet, IntraLife. A monthly employee publication (“Life Lines”) and chapel services, occurring twice a month, also keep employees up to speed on LifeWay happenings. CEO Thom Rainer has been known to regularly speak at chapel services. Department meetings occur as frequently as every week to keep all employees up to date on company business. LifeWay has recently turned to the web for increased methods of communication. A twitter account and internal social network, “The Hub,” are recent additions.

LifeWay employees are eligible to receive bonuses based on completion of company goals through a corporate incentive plan. Additionally, every department budgets $40 a year for each employee to establish a pool of money that is used to show appreciation for everyday achievements. Employees receive recognition for exemplorary work at an annual chapel service where the achievement of excellence award — including a day off — is handed out. Employees who have served LifeWay over the years are eligible for the award.

LifeWay values employee development and learning, offering over 500 in house training events to employees every year. Opportunities include: facilitator led courses, team development, corporate initiatives training, self-study, online studies, high performer programs and academic studies. The performance management loop teaches managers how to guide performance throughout the year. The potential administrative assistant program identifies and develops support staff leadership over a six-month period. The leadership enrichment and development program identifies high-performing employees with the potential to move into management.

LifeWay is concerned with the personal and family lives of employees. upon hiring, LifeWay offers up to 80 sick days with full pay and additional 40 at a reduced salary, protecting employee families from accident or abrupt illness. Three family care days allow employees to tend to sick family members. LifeWay’s sick childcare program covers three-quarters of the cost to leave a child in a nearby nurse facility. LifeWay gives time off for church trips as well as for LifeWay sponsored mission trips, for which the company covers half of the expense. Bring your child to work day keeps families engaged with the organization. The “Centennial Fund” is a benevolence program that allows employees to donate funds in order to help fellow workers during times of emergency.

6. Baker, Donelson, Bearman, Caldwell & Berkowitz, PC

Baker Donelson promotes a culture of transparency among management and employees, communicating openly and honestly.

With the capability to serve any legal need, Baker Donelson, Bearman, Caldwell & Berkowitz is a top Tennessee law practice. Baker Donelson has 570 attorneys and public policy advisors on staff covering over 30 practice areas. The firm has been active in Tennessee for 121 years.

Baker Donelson takes advantage of a number of communication methods within the practice. CEO Ben Adams maintains a regular internal blog that features comments and questions. An HR blog is also updated weekly with topics to enhance personal life while a monthly HR newsletter takes space to feature one employee and announces employee assistance program sessions. Bakernet (intranet) and weekly firm updates keep all employees up to speed on Baker Donelson affairs. each employee is a member of a daily docket team, which meets every day to discuss office news and company standards. “ACE” awards are given out to employees that exemplify excellence in client service.

Development at Baker Donelson is achieved through several internal programs. Baker Donelson University (BDU) brings all associates together for skill and camaraderie building activities. The firm offers classes and workshops for all practice areas and experience levels. also at BDU, associates are introduced to the track in becoming a shareholder and are offered presentations covering client and leadership skills. An established mentor program allows new associates to learn from seasoned attorneys at the firm. There is a free and open communication between mentors and mentees. Baker Train University is another learning outlet open to all employees. It offers training in computer skills with courses on programs like Powerpoint, Microsoft Excel and others. A twice-monthly “Brown Bag Lunch” series offers curriculum determined by employees. Past topics selected by employees have ranged from smoking cessation tips to 401(k) planning and update.

Baker Donelson has a number of programs to incorporate employee families into firm activities. An employee assistance program offers information and referrals on local childcare and eldercare. Family activities in the office include: picnics, family days at the zoo and baseball games. A yearly “Bring your Daughters and Sons to Work Day” features a mock trial for the children’s enjoyment. A flex-time schedule policy for attorneys allows the opportunity for employees to spend significant time with their families. Programs to aid in employee health include: yoga at work, massage day and a Baker Donelson Weight Watchers team.

Treatment of staff at Oak Ridge Associated Universities (ORAU) can be noted by the frequent return of former employees; ORAU has re-hired 185 employees since 2000.

Focused on science education, peer review, national security and emergency preparation, environmental assessments and worker health, ORAU is a university consortium comprised of 97 major research institutions. ORAU partners with national labs, government agencies and other private industry outlets. ORAU manages the Oak Ridge Institute for Science and Education for the U.S. Department of Energy.

ORAU takes advantage of multiple communication outlets to keep all employees in the know. “Newsline,” a daily electronic newsletter, sends out business-sensitive, administrative information. Shortcuts, the corporate intranet, informs employees of policies, HR information and other announcements. “ORAU News,” available in print, communicates general information as well as employee features. All-staff meetings are held each year where the CEO fields questions and outlines company growth. Video webcasts allow off-site employees to be more connected to the campus in Oak Ridge. CEO Andy Page maintains a company blog and twitter account in order to increase methods of communication. The ORAU diversity council puts out a newsletter that focuses on embracing differences within the workplace.

Rewarding employees for distinguished performance is practiced at ORAU through its variable compensation program. Through this program, employees exceeding expectations receive bonuses (up to 10%) based on yearly salary. “On The Spot” awards allow managers to give employees gift certificates for day-to-day excellence. In 2009, ORAU gave out more than $11,000 in awards to over 200 employees. Every five years with ORAU, employees receive a gift recognizing their continued service.

ORAU offers employee development to keep skills, knowledge and productivity at a high level. The developing job system is designed to identify employees with potential for career advancement as part of a succession process for current executives, directors and middle managers. ORAU encourages employees to seek graduate and undergraduate academic studies that further their professional development. The organization will cover up to 75% of the cost of education. If an employee stays with ORAU for at least one year after the completion of a degree or certification, they are eligible to be reimbursed for the remaining 25%.

ORAU has many opportunities for social interaction between company members. The employee’s club holds events for the entire family including: an Easter egg hunt, family portraits, discounts to local events, and trips to nearby attractions. Flexible schedule offers, such as the 9/80 schedule, letting employees spend more quality time with family. In the 9/80 schedule, an employee works 80 hours in nine days and gets every other Friday off. The “Pollard Scholarship” is offered to college-aged children of employees to help with tuition. Employees have been known to participate in Weight Watchers, as well as CPR training and a summer fitness program as part of health awareness efforts.

Unum is engaged in protecting the workers of America, beginning by taking care of its own employees.

Unum is one of the leading providers in employee benefits, protecting over 25 million working people and their families. In the unfortunate event of accident, illness, injury or death Unum offers comprehensive protection against financial loss.

Communication within Unum is facilitated through several company publications. A weekly e-newsletter, “Communications,” offers updates on workplace, community and campus events. A quarterly magazine, “One,” showcases employees and distributes information on the company’s status.”Great Ideas” is an employee suggestion and feedback program that has resulted in $21 million in cost saving initiatives and improved business policies. An annual work environment survey is another outlet for employees to comment on the atmosphere at Unum. Webcasts of executive town hall meetings keep all employees up to date with the company’s vision.

Unum emphasizes employee recognition as a tool for motivation and improved performance. An annual, all-expense paid trip to Walt Disney World coincides with a three-day conference on customer service. Performance based incentives give every employee a chance at a bonus each year determined by individual and company success. The recognition time award program lets managers award a day off from work with pay for vital contributions. Almost 400 Chattanooga employees received approximately 2,600 hours off through this program last year. Extended service with Unum is recognized in various company publications and in the form of gifts.

A strong focus on professional growth at Unum begins with yearly development plans created between all employees and their managers. Unum has several online and classroom training opportunities ranging from leadership development to technical training. A tuition reimbursement program is in place to cover an allotted amount of external training that increases productivity and quality at Unum. In 2009, Tennesseans employed at Unum logged over 98,000 hours of learning allowing for career advancement within the company. nearly 400 Chattanooga employees were promoted last year. A professional development program taps entry-level employees with potential and assists them through rotational leadership development.

Unum is generous when offering time off; employees receive three weeks off their first three years with the company and four weeks per year after that. Accumulated days off are permitted. Parents are able to leave early for school and sporting events. A flextime schedule allows for days off to be accumulated through work on weekends. On site fitness facilities and phone-based wellness programs are a couple of opportunities to increase employee health at Unum. In 2009 Unum received the “Best Employers for Healthy Lifestyles” award from the National Business Group on Health.

Edfinancial Services fosters a sense of community and connectivity between its employees and management.

Edfinancial Services supports 15 of the top 100 student loan providers in America. using scalable technology, the company processes and services student loans for partner lenders from initial lending through the completion of repayment.

Edfinancial Services places great importance on internal communications. A weekly blog maintained by HR, “Have you HeaRd” is used to coordinate announcements. A bi-weekly bulletin, “The Stall Street Journal” offers lighter information and anecdotes. while quarterly meetings for all employees are rigidly scheduled, informal face time with management is common. “Managing from the Heart” is a motivational blog where senior management offers heart-felt messages and inspiration. Executive vice president John Farinella has his own Q&A blog series for employee inquiries titled “Ask John.”

Edfinancial makes several efforts to honor and recognize individual employees contributing to the company’s success. “Edstar” is a program where peers nominate individuals and teams who are considered for awards at quarterly company meetings. An employee of the month is recognized by CEO Tony Hollin through a company wide email and receives a commemorative plaque. Promotions are announced to the entire company. any employee volunteering in the community is rewarded in the form of small gifts, like time off cards. Perfect attendance for the year is compensated in the form of a paid day off. A reception is held for employees to commemorate their fifth, tenth and fifteenth years with the company.

The training and development department at Edfinancial Services has created more than 90 classroom workshops and online courses including: workplace civility, email etiquette and navigating leadership. new hires must complete an “Ed 101″ orientation and shadow at least six of the 12 areas within Edfinancial. Every employee creates their own mission statement, highlighting their role, to go along with the company’s statement. The “Vision One” program is a selective opportunity for future company leaders; employees may nominate themselves upon the completion of required training steps or may be recommended by peers and superiors. The program incorporates mentoring and special projects to develop individual growth.

Edfinancial Services works with employees to increase the time they spend with family and involves each employee’s family in a variety of company events. Workers receive two hours, on the clock, to take their kids to school on the first day of the year. “EdSanta” and office trick-or-treating are a few other events that families participate in. The “EdKids” scholarship program offers up to $4,000 a year to the children of employees as long as the child maintains required GPA and enrollment standards.

Employee health is a priority at Edfinancial. A health coach is available to all employees who want to improve their lifestyle. this health coach also runs a wellness blog with monthly tips for a healthier life. A team competition, “Fight For Fitness,” is held each year. Employees earn rewards for healthy behavior during the 12-week program. Healthy snacks are cheaper in vending machines located around Edfinancial offices.

First Tennessee maintains a set of values that place employees first. In a 2009 survey, 99% of employees said they would recommend First Tennessee as a great place to work.

With one of the highest customer retention rates in the country and the largest combined market share in the 17 Tennessee counties in which it operates, First Tennessee Financial is an established banking force in the Volunteer state.

A 2009 companywide survey revealed that 95% of employees at First Tennessee feel that executive management does an effective job of explaining the company direction to employees. CEO Bryan Jordan and a team of executives meet with employees over a series of lunch forums where questions are fielded and company strategy is explained. A weekly, company-wide e-mail, “eNews,” distributes company news, key strategic initiatives and features on individual employees. The company Intranet, FirstNet, is available at work and at home. Access to these information outlets enhance the feeling of connectedness between employees and First Tennessee.

Employee recognition is a long-standing priority at First Tennessee; in an anonymous company survey, 90% of employees claimed they were frequently recognized for quality work. “FirstPower Lines” are brief e-cards sent between management and employees to express gratitude for excellent work. “FirstPower Awards” are the company’s highest honor rewarding exemplary performance, with quarterly and annual winners receiving rewards worth up to $3,000 for individuals and $10,000 for teams. Celebrations are held for winners. On a smaller scale, team leaders are encouraged to consistently recognize their members.

Because developing and retaining talent is a priority at First Tennessee, there are multiple outlets for employee learning and training. “myPLAN” is an online career development system that allows leaders and employees to manage performance. Employees can use the program to enroll in training classes and take computer-based training. A tuition reimbursement program offers all employees at First Tennessee up to $3,000 dollars a year to cover external educational and training courses pertinent to professional development. The online career center is designed to advance the careers of top tier First Tennessee employees by notifying them of any job openings within the bank. A women’s initiative task force offers women a chance to network and hone leadership skills.

First Tennessee values the health of its employees and offers a selection of programs to increase wellness. A wellness committee leads a program called “Health Miles” that offers incentives, up to $500 a year, for increased physical activity. Over 40% of employees are enrolled in the program. The “Precious Cargo” program informs expectant mothers of the best exercise techniques during pregnancy. All employees and retirees receive vouchers for flu vaccinations. Family-friendly activities include three paid hours per year per child to allow employees to participate in school events. First Tennessee is also involved in providing children of employees with scholarships to colleges and universities.

Mid-America Apartment Communities (MAC) strives to treat employees with respect, valuing each individual and their family as lynchpins in the company.

With over 40,000 apartment homes located across 13 states, MAC is a leader in multifamily housing. with its extensive portfolio of properties, MAC excels in myriad facets of apartment real estate: investment, development, redevelopment, property management and disposition.

MAC sends out a quarterly newsletter to all employees allowing senior staff members to communicate about the state of the company, changes in policy and to highlight exceptional employee achievement within the company. A corporate intranet gives employees constant access to company announcements as well as a way to monitor payroll information. Employee satisfaction surveys are sent out periodically to determine potential improvements. MAC practices an open door policy offering every employee a forum to offer suggestions or report unfair treatment.

MAC has several appreciation and reward activities, including quarterly $100 gift rewards for the five top performers in each region as determined by company directors. Employees receive extra vacation time to commemorate their fifth and tenth years with the company. Holiday bonuses are also determined by time with MAC; employees of ten plus years receive the highest bonuses but an employee of just two years will also be compensated for loyalty. An annual leadership conference recognizes individual financial, operational and leadership performance. Individual regions may participate in other rewards, such as a free lunch for new employees.

Family is valued at MAC. The company calendar allows for eight paid holidays every year and provides each employee with holiday meal gift certificates. CEO Eric Bolton stresses that he places his family first and that he expects the same of MAC employees. Employees choosing to live in a company-owned residence receive a 20% discount.

MAC is the only REIT and multi-site apartment management company to have an in-house leadership and development program for its property managers — the MAC Leadership Academy (MLA). Over half of MAC’s property managers qualify for the 18-month program run by MAC’s human resources department. Basic job training at MAC is done through an online format that allows employees to receive training anywhere they can access the Internet.

To help promote healthy lifestyles, MAC covers preventative health benefits such as wellness checkups and immunizations. MAC’s medical insurance plans offer many wellness programs to assist employees in maintaining a healthy lifestyle. Free nicotine patches and gum help smokers quit. A discounted premium, along with a bonus, is offered as a reward if they succeed.

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