Their senior team have revised their communications strategy over the last 12 months and this has had a significant impact on employee engagement. Firstly they have reformatted the way they run team meetings. These do not operate on status bases principles but are a a lively and interactive session between all team members. Team meetings take place each month and each senior team member gives an operational update on their area of the business. Meetings are held at each of their sites and at different times of the day to enable maximum attendance. Meetings have also been recorded and made available on television screens in our breakout rooms and on the intranet for team members who have not been able to attend sessions. The senior team also introduced daily operational updates for the business throughout their peak period. These business updates have been made available via email and on the intranet and have opened up communication channels across the business.

Two of their software developers are supporting their nominated charity with the creation of a website for them. On its completion their MD has promised to donate £500 to the charity.

Investing in leadership remains a key priority to ensure the delivery of high quality, safe and effective integrated services, with improved patient experience and outcomes. In a changing NHS landscape with increasing financial constraints, the organisation must remain in a strong position to respond to the challenges ahead. By motivating and engaging current leaders, and identifying and developing future leaders, this can be achieved. The Trust have held a series of five vibrant and thought provoking events. These included organisational development, understanding roles in achieving, maintaining and measuring success, and creating high performing teams with effective appraisals and motivated staff. They focused on ensuring patient safety and recovery remain at the heart of all they do and their individual and collective responsibility to ensure quality across services. They also equipped staff with the tools and techniques to ensure workforce resilience and well-being. The programme has provided an invaluable opportunity to build networks, share learning and gain an insight into the experiences of colleagues, service users, carers and partner organisations.

553 people attended the best ever Trust AGM and Annual Members' Meeting on 24 July. The day was attended by staff, service users and carers, trust members and partner organisations, who were all eager to find out how the Trust had performed over the past 12 months and its plans for the coming year. Focusing on partnership working, the event illustrated the range and depth of achievement across mental health, physical health and integrated health. An interactive showcase opened the day, highlighting how involvement really does change services, culture and lives; something they are incredibly proud of at Nottinghamshire Healthcare. Over 80 exhibition stands demonstrated the way their services and partners are working together to develop and improve, to provide the very best care to their patients and service users. Five engaging and moving films showcased how they are doing this. This is the reality of working at Nottinghamshire Healthcare; staff do all they can, every day, to live up to the inspiring and memorable words in the NHS Constitution.

Nissan's management team always use feedback employees provide them with to review the organisation and identify opportunities to make Nissan GB a better place to work. Bespoke actions plans are then developed and the management team work closer with HR and functional Directors to implement these in the business.

Nissan has a Career Development Programme for high potential people in the company. The company also operates a Graduate Development Scheme and a Management Development Scheme for employees.

ng homes offer two additional days leave to staff who have had no sickness in a rolling 12 month period. This is noted in their terms and conditions. Staff who are unfortunate enough to suffer illness are taken care of with the generous sick pay scheme. They offer up to six months full pay and six months half pay. For those staff who "hold the fort" and offer a little extra help and effort to cover whilst a colleague is ill they reward them with time off. Staff appreciate this gesture and their absence statistics reflect this.

ng homes have developed a ground-breaking plan to improve how waste is dealt with in North Glasgow. This programme won the award for the Best Partnership Initiative at the Scottish Waste & Resources Awards. The idea for the project came from ng homes who partnered with Zero Waste Scotland (ZWS) who help deliver a range of measures to help people and organisations on the journey to Zero Waste. ZWS agreed to fund the initiative and are now working together with ng homes, Glasgow City Council, LRS Consultancy and the North Glasgow community on innovative ways to recycle and re-use waste materials in the north of the city. In recent months around 300 local people have attended ng homes community events promoting recycling and reuse.

Debra Ward is unstoppable in achieving their vision. She leads a team that is passionate, talented and dedicated to making their vision a reality. Debra comes up with wacky and fun ways to make sure their culture is lived and breathed every day. Supported by the Senior Leadership team (nicknamed the Jockey Club), they are driven in making every one of their team members engaged, passionate and dedicated to what they do. It is this underlying principle that comes from the Managing Director that makes them unique and a great place to work.Deb and Dave's Excellence Adventure - the national tour. In the Autumn of this year, Debra Ward (Managing Director) and David Howorth (Director of Operations) hired a VW Beetle and toured the UK. Their team members work on client's sites and often do not have much contact with each other (other than our team building events or when attending training courses). The aim was to visit as many of their team members as possible - to say "thank you and well done" for the exceptional contribution they make to the company.

Debra Ward is unstoppable in achieving their vision. She leads a team that is passionate, talented and dedicated to making their vision a reality. Debra comes up with wacky and fun ways to make sure their culture is lived and breathed every day. Supported by the Senior Leadership team (nicknamed the Jockey Club), they are driven in making every one of their team members engaged, passionate and dedicated to what they do. It is this underlying principle that comes from the Managing Director that makes them unique and a great place to work.Deb and Dave's Excellence Adventure - the national tour. In the Autumn of this year, Debra Ward (Managing Director) and David Howorth (Director of Operations) hired a VW Beetle and toured the UK. Their team members work on client's sites and often do not have much contact with each other (other than our team building events or when attending training courses). The aim was to visit as many of their team members as possible - to say "thank you and well done" for the exceptional contribution they make to the company.

Mind Candy went to MoshiCon in Centre Parcs last year and this year it is in Disneyland Paris, as well as a Christmas party and Sportsday for the company and their families.

Mind Candy went to MoshiCon in Centre Parcs last year and this year it is in Disneyland Paris, as well as a Christmas party and Sportsday for the company and their families.

Staff are given the opportunity to further their knowledge by completing work related training qualifications such as NVQ certificates. E-Learning is available to staff and the organisation seeks to provide ongoing refresher training to keep knowledge up to date. New staff are given the opportunity to work shadow and staff are encouraged to share their knowledge.

Methodist Homes have an Employee Assistance Programme which all staff can access. Life assurance cover is provided to all staff with over a year's service and discounts on health care are available.

MEU are a specialist clinical research facility working with the pharmaceutical industry to identify potential new treatments for illnesses such as asthma and emphysema. These treatments could be new or different combinations of existing medications. They conduct two main categories of clinical trials: early phase I that require healthy male volunteers to assess the effects of the medication on body functions; later phase trials that require volunteers who suffer from the medical condition that the drug is intended for. MEU believe the work they do in identifying potential new treatments for the future allows them to give something back to the community.

MEU have an open door policy and encourage staff to make use of it. The company regularly let staff know that they value their feedback and ideas, hence we now have the ideas/suggestion box. A recent addition has been the company newsletter which they fill not just with news about the company but try to make it interactive with competitions and personalise it with items about individuals. This has been working really well, with staff wanting to get involved with the input/copy for it.