NUH Staff Matters Autumn 2025 by Octagon D&M Ltd

NUH Staff Matters

ViP Awards winner: Yemisi brings inclusivity to GAU

It’s time to get your flu vaccination

National Rehabilitation Centre ready to welcome first patients

Meet our Chief Operating Officer, Andrew Hall

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I’m delighted to welcome you to this issue of NUH Staff Matters - our magazine to celebrate our people, share important updates, and highlight key work that’s happening across our Trust.

In this issue, we’re celebrating some of our Values in Practice (ViP) Award winners from across the year. Their stories reflect the very best of NUH - kindness, inclusivity, ambition, and teamwork - and I hope you’ll be inspired by their achievements and consider who you might want to nominate for an award.

We’ve also included key information to help you in your day-to-day work, from updates on travel to work (page 27) and details of our Freedom to Speak Up Guardians (page 29), to highlights from our staff networks (28) and a handy page of useful information (page 26). These are all designed to make it easier to find the information and support you need.

It’s an exciting time for NUH as we move closer to opening our fourth hospital - the National Rehabilitation Centre (NRC) (page 20). This state-of-the-art facility will be a national hub for innovation in rehabilitation, helping patients rebuild their lives after serious injury and illness. It represents a major milestone for us and reflects the collective hard work, vision and determination of the many teams across NUH.

We also want to be open about the financial context we’re working within. Earlier this year, we launched our Financial Transformation Programme, aimed at improving patient outcomes while delivering essential savings. Every team has a part to play in helping us live within our means. By keeping a close eye on spending and continuing to look for smarter, more efficient ways of working, we’ll transform our services and ensure we can continue to deliver the best possible care for our patients, both now and in the future.

Thank you, as always, for your continued hard work, compassion and commitment. I know this year has brought challenges as well as achievements but your dedication makes a real difference every single day.

Finally, a reminder that this magazine is produced at no cost to the Trust, thanks to advertisers, and is intended to help you and share key information. If you have any comments or feedback, please contact the internal communications team at nuhnt.internalcomms@nhs.net

Thank you for everything you do and I hope you enjoy this edition of NUH Staff Matters.

Danielle Petch Chief People Officer

Meet our Trust Leadership Team

OBE Dl Chief Executive

Callow Chief Digital Transformation Officer

and Deputy Chief Executive

Anthony May

Tracy Pilcher Chief Nurse

Manjeet Shehmar Medical Director

Andrew Hall Chief Operating Officer

Paul Matthew Chief Financial Officer

Danielle Petch Chief People Officer

Andy

Gilbert George Director of Corporate Governance

Tim Guyler Director of Strategy and Integration

Jack Adlam Director of Communications and Engagement

Our Clinical Care Group leadership team

Medicine

Surgery and Associated Services

Family Health

Specialist Clinical Services

Tasso Gazis Clinical Director

Vicky Fensome Director of Nursing and Professions

Russell Pitchford Director of Operations

Ayan Banerjea Clinical Director

Bel Dring Director of Nursing

Neil Ellis Director of Operations

Sophie Wilne Clinical Director

Rachel Boardman Director of Nursing and Professions

Sharon Wallis Director of Midwifery

Phil Walmsley Director of Operations

Claire Greaves Clinical Director

Chisholm

Russell Hart Director of Operations

Meet our Chief Operating Officer, Andrew Hall

This summer we welcomed our new Chief Operating Officer, Andrew Hall, to NUH. He joined us from University Hospitals of Derby and Burton, where he was Chief Operating Officer.

As Andrew settles into her first few months with us, he shared more about how he sees his role going forward, but also how he had a dream to make a living by being in a band and who he’d invite to a dinner party.

What attracted you to working at NUH?

I have lived in Nottingham for 25 years and all three of my children were born here (and have found their way back into the Trust’s services from time to time) so it’s great to be able to make a contribution to my local hospital Trust.

My career has taken me through local government in Nottinghamshire, a stint at Nottingham City Primary Care Trust, ten years involved in a non-executive capacity at NEMS and 11 years at Derby and Burton as a partner Trust in the region, so I have always worked with NUH in some capacity, but never for the Trust until now.

Aside from making a contribution to my home Trust, I have been impressed with the way the organisation is focussing on its patients and staff at the heart of its strategy for the future and I am looking forward to supporting the Trust to continue that journey.

What do you think you bring to the role?

My role is to lead and shape the direction and delivery of our operational services. This is about ensuring that our Care Groups

have the resources, advice, challenge and support to provide excellent clinically led services for our patients. I was a Care Group Operations Director myself for eight years, so I appreciate the importance of multi-disciplinary leadership at this level to ensure our busy hospital sites can manage the competing priorities of urgent and planned care and continue to improve quality and performance.

What are you most looking forward to about the role?

The chance to be involved in shaping the future direction of our services. The tomorrow’s NUH programme may have been delayed, but there are still service reconfiguration priorities that we need to deliver so I’m looking forward to engaging with colleagues on looking at what we can achieve incrementally. I am confident that there will be opportunities to secure capital funding to facilitate lots of this work, but if we have a prioritised plan we will be in a much better position to take these.

How would you describe your leadership style?

I try to adopt a coaching style of leadership where I can set the direction and parameters for what we need to achieve, but I believe we get the best results when colleagues feel supported to contribute their ideas and have scope to shape how we achieve the objectives. Sometimes we need to adopt a more formal way of working when we are managing extreme pressures and my style will naturally become more directive when necessary. In those circumstances I like to have clear protocols in place so we are clear on what actions we are taking and spaces we are using to mitigate risk in certain circumstances. This helps everyone to work as safely as possible in what are sometimes suboptimal situations supported by a clear framework. We’ll be doing some further work on our escalation policy, full capacity protocol and use of temporary escalation spaces as part of winter planning.

What would you say has been your biggest career highlight to date?

At my last Trust I led the establishment of

an apprenticeship scheme for Operating Department Practitioners which became one of the largest of its kind with 60 apprentices, about half were our own healthcare support workers and half came from all walks of life. The education team did a brilliant job supporting their journey and it has been really rewarding to see the first two cohorts qualify during the past few months.

What’s the best piece of advice you’ve been given?

There is much more to learn from your mistakes than anything you will do well.

What were your career aspirations when growing up?

For a short while in the 90s I thought the band I was in would offer a glittering career, however the combination of the difficult second album and the need to earn some real money soon put paid to that.

What five words best describe you?

Imaginative, thoughtful, committed, enthusiastic, relaxed.

What do you enjoy doing outside of work?

Spending time with family, getting away to the Welsh coast, and I still have a small collection of guitars.

Tell us something interesting about you that people might not know

I can drive a combine harvester.

Who would be your ideal dinner party guest?

Steve McQueen (the actor). We’ve both owned Ford Mustangs and we’ve both driven round Le Mans (admittedly I did that in a Volvo estate), which might provide the basis for a conversation. I also suspect he’s unlikely to eat very much, so second helpings for me.

What’s your favourite biscuit?

A chocolate digestive dunked in hot tea (but for no more than five seconds). n

Our financial transformation plan

Over recent months, we’ve shared the financial pressures facing the NHS and the expectations from Government and NHS England for us to make significant savings.

As part of our Financial Transformation Plan - our commitment to improving patient care, enhancing staff experience, and delivering financial sustainability - we are working to build outstanding administration services that are fit for the future.

What’s Happening Now

We have several transformation programmes underway. Some are already live, and affected colleagues have been or will soon be contacted directly.

• Ward Administration and Reception Focus groups have helped shape a consistent and effective model for ward-based administration. A new job description has been developed with staff input, and a proposal is being submitted to Nursing Leadership. Next steps will include engagement around Ward Reception roles.

• Corporate and Care Group Administration. We are reviewing current structures, which vary significantly across teams. Several future models are being considered to improve consistency, service quality, and development opportunities.

• Outpatient Centralisation Formal consultation has begun. Staff in scope were contacted on 18/19 August, with letters sent to those on maternity leave or absent due to long-term sickness.

• Digital Dictation. A taskforce is reviewing best practice for using Nuance (embedded in BigHand).

• Clinical Coding We are deploying Natural Language Processing (NLP) technology to support coding teams, improve quality, and increase Trust income.

• Role Reviews and Centralisation. We are assessing whether certain roles would benefit from centralisation.

What You Can Expect

• If your role is affected by a transformation project, you will be consulted with in line with our Organisational Change Policy and Procedure.

• If your role is not currently in scope, please continue as normal. You will be engaged with fully and informed if any changes are proposed.

• We are doing everything we can to protect jobs and avoid compulsory redundancies. Enhanced vacancy controls and internal-only recruitment are in place to support redeployment and retention.

• We are making plans to minimise the impact of any of this work with existing colleagues. This includes attempting to retain our skilled staff through redeployment and by advertising and recruiting to any roles internally only wherever possible.

We know this is a challenging time, and we want to thank you for your continued professionalism, resilience, and commitment to our patients and each other.

Please speak to your line manager initially if you need any more support, and there is a suite of wellbeing support available for all staff to access as and when you need it.

Refreshing our People First strategy

Over the last three years our People First Strategy has guided how we care for patients, work together and our improvement. People First has shaped everything from leadership and culture to patient flow and recruitment.

Together, we have achieved a lot, but we do have further to go, and with both local and national changes across the NHS, it is time to refresh the strategy. We need to make sure People First reflects the challenges we are facing and our ambitions.

Our current strategy will come to an end in March 2026, so now is the time to think ahead and how we will refresh People First and align our strategy with the NHS 10-Year Plan.

To understand what matters most and to shape what comes next, we’ve been engaging with you, as well as patients and the public. We’ve asked about what is working, what needs to change, and the ideas we should explore.

Work on developing the next version of the strategy will continue over the next few months, with us looking at strong themes that have come out of our engagement period, and then engaging with you again on these themes, before we finalise and launch the refreshed People First strategy in early 2026.

Thank you to everyone who shared their views and ideas recently. More information about the strategy refresh is on the intranet.

Nervecentre

Electronic Patient Record

(EPR) comes to NUH

November sees us launch our new electronic patient record (EPR) system. This is a major step forward in transforming the way we deliver and manage patient care, and this change will positively impact services across NUH.

We already used Nervecentre within many of our clinical and operational services at NUH to deliver patient care. However, Nervecentre EPR is a 10-year journey that will allow us to significantly enhance the way in which care is delivered to our patients, as well as improving our administrative processes by introducing new technology and opportunities for development.

Our new EPR – Nervecentre - will benefit both staff and patients thanks to:

• Seamless access to patient data across departments.

• Improved coordination of care, supporting decision making leading to better outcomes.

• Smarter use of data and technology allowing us to spend less time on paperwork and more time caring for patients.

• Improving quality and cost effectiveness of patient care.

As we move into 2026, we will start to introduce further functions on Nervecentre such as the Patient Centre module which allows patients to get more involved in their own care using digital tools. More information on this will be shared in due course.

This move to Nervecentre marks a significant milestone in NUH’s digital transformation journey and will support us in our plans to use digital, data and technology to enhance the work that we do at NUH. This is a 10-year partnership with Nervecentre and we look forward to working with them to build on our EPR system. n

e a m N U H Staff app

T e a m N U H

The app includes:

Healthcare Support worker brings inclusivity to GAU

Our Geriatric Assessment Unit (GAU) at QMC is a busy ward, but it’s also made up of colleagues who make it the place that it is and help everyone to feel like they matter. One colleague on the ward contributing to that feeling is Senior Healthcare Support Worker, Yemisi Adeleye – a recent winner of one of our Values in Practice (ViP) awards for living our value of inclusive.

Yemisi was nominated for an award by her colleagues as someone who “goes above and beyond to make sure everyone feels valued and cared for”. Whether it’s patients, families, or colleagues, she makes time to listen, to help, and to uplift. Her positive attitude doesn’t waver, even on the toughest of days.

“Her presence is uplifting,” her colleagues said. “She creates an environment where people feel safe, heard and included.”

A role model for inclusivity

In her role on GAU, Yemisi sees patients at often vulnerable points in their lives. Older patients may feel anxious, isolated, or overwhelmed by hospital admissions. She treats patients and their families with genuine empathy, taking time to explain, reassure and comfort. Colleagues say she has an “unshakeable ability” to make others feel they belong, whether that’s a new staff member finding their feet, or a patient adjusting to an unfamiliar environment.

lend a hand, creating a team culture where no one feels left behind.

“I am proud to be part of a team that lives this value daily, where we support one another and this makes our GAU a special place to work.”

Her colleagues are equally supported. No matter how busy things get, Yemisi is always willing to

Nominate in our ViP Awards

Why recognition matters

What makes Yemisi stand out is not a single grand gesture, but the consistent, everyday actions. The ViP Awards exist to celebrate exactly this kind of contribution.

By celebrating colleagues like Yemisi, the ViP Awards shine a light on behaviours that might otherwise go unnoticed.

On her award, Yemisi said: “I feel truly honoured to be recognised. Inclusion is about making space for everyone to belong and feel safe. I see this award as a reflection of our whole team’s effort on GAU. I am proud to be part of a team that lives this value daily, where we support one another and this makes our GAU a special place to work”.

Yemisi’s story is a powerful reminder of the impact one person can have. But it’s also an encouragement to notice and celebrate others who embody our values. Every team has someone who goes the extra mile, quietly making a difference. Nominating them for a ViP Award is a simple but meaningful way to recognise that. n

Do you know an individual or team who demonstrate our values or have gone above and beyond expectations to help you, a relative, colleague or patient by practicing one or more of our values? If so, recognise their hard work now by nominating them for a Values in Practice Award. The awards are open year-round for award submissions. Scan the QR code for more information and to make a nomination.

It’s time to get your flu vaccination

It might feel like we are well into winter now, however we’re also into the time where catching flu is at an increased risk. The best way to protect yourself, your patients, colleagues and family is by having the flu vaccination.

All NUH staff are eligible to get the flu vaccination for free at work.

How you can get your vaccination

The flu vaccination is available in a number of convenient ways:

• Book online through our new booking system. You should have received an email with a link to book. If you haven’t you can walk-in to any of the vaccination hubs to book or get your vaccination there and then.

• Walk in to our vaccination hubs at QMC and City – scan the QR code to see when clinics are taking place.

• Attend a pop-up clinic at sites across NUH

• Roving vaccinators will also be visiting wards and departments

We are stronger together: the power of herd immunity

Getting vaccinated not only protects you, which is really important for your own wellbeing, but it also strengthens the entire NUH community through herd immunity. This means that together we can protect each other and our most vulnerable patients.

When a majority of us in a ‘community’ are vaccinated, it becomes harder for an illness like flu to spread, which protects more people. Some of our patients, and our staff, are vulnerable and some cannot be vaccinated themselves. Together we provide a collective shield that grows stronger with every jab, making us more

“I thought it wouldn’t happen to me. I’m fit and healthy.”

While some people might think flu is a ‘bad cold’, for others it can be much more serious or passed on to the vulnerable patients or family members.

One person who would agree with this is Alastair Bailey, a Business Support Officer in the Occupational Health Team, who caught flu just in time for Christmas last year, running his plans, leaving him wishing he had got vaccinated.

“I started to feel slightly feverish and a mild headache at work one day in December, and so I went to bed early that night hoping that would help sort me out,” said Alastair. But it didn’t. When Alastair woke up the next morning he was sweating and nauseous.

“I spent the next 10 days in bed with a high fever. I consistently had the worst headache I have ever experienced that even paracetamol didn’t help, so I had to keep the room dark and my eyes closed as much as possible.

“My birthday was on 21 December, so I spent that in bed, along with Christmas day. It also meant that my parents, who are in their late 70s and live abroad, had to cancel their planned trip over as they were due to stay with us for Christmas.

resilient as a team. By getting vaccinated we are not just looking after ourselves, we are looking after each other, our patients, and our families. Together we are stronger.

“It took about three weeks from the onset before I finally felt completely recovered.”

Alastair wasn’t vaccinated against flu. “I had planned to, but foolishly I had never got round to it as I was busy. I have only ever had flu once before around 15 years ago, so thought it wouldn’t happen to me.

“I’m a fit and healthy man in my early 40s and it completely wiped me out, not to mention ruined a family Christmas.

“It took about three weeks from the onset before I finally felt completely recovered.”

“No matter how busy you are, take 30 minutes out of your day to get vaccinated and protect yourself – and it’s free! – because I can say from this experience it is truly unpleasant if you’re unlucky enough to catch it.” n

‘Phenomenal’ team work wins Berman 1 Ward a ViP Award

When a patient’s family member described Berman 1 Ward as being “like a family,” it captured perfectly why this small but mighty team were the first winners of the Values in Practice (ViP) Award for One Team.

Step onto the ward and you’ll see nurses, healthcare support workers, discharge coordinators, cleaners, and all other staff pulling together seamlessly. No matter their role, each person plays a part in creating an environment that is warm, welcoming, and supportive for patients and their families.

The patient that nominated the team said: “They all help each other out where they can and you can tell walking on the ward they are truly like a family. The discharge ladies call daily with updates, and the cleaners also help. Their teamwork is phenomenal.”

Berman 1 may be a smaller ward, but staff are often seen laughing together, lifting one another up during challenging shifts, and celebrating small wins as a team. This positivity not only boosts morale but also creates a ripple effect that patients and families feel too.

The nominator added: “They are always laughing and smiling with one another. Berman 1 may be a little ward, but they welcome everyone with open arms. They are a truly amazing, wonderful team.”

“Being nominated for a ViP Award by a patient’s relative makes the recognition all the more meaningful.”

Living the value of ‘One Team’

The ViP Award for One Team recognises staff who embody our value of working together to support colleagues and patients, and think about the impact of our work, behaviours or decisions on other team member, other teams and patients. On Berman 1,

Who will you nominate?

patients are noticing how the team step into each other’s roles when needed and all ‘pitch in’. This collaborative approach doesn’t just improve the experience for patients and families; it also makes the ward a better place to work.

Being nominated for a ViP Award by a patient’s relative makes the recognition all the more meaningful.

Our ViP Awards celebrate not just individuals, but the collective strength of teams and they highlight the importance of taking the time to say thank you. n

The story of Berman 1 shows that great care doesn’t happen in isolation. It happens when people from different roles, backgrounds, and experiences pull together as one.

The awards are open year-round for award submissions. Scan the QR code for more information and to make a nomination.

NUH National Staff Survey

We have launched our NUH National Staff Survey (NSS) awareness campaign with a new approach to encourage participation so we can hear from as many colleagues as possible on their experience of working here.

The NUH NSS will go live on September 29 and close on November 28 this year and we are asking managers to arrange for every member of staff to be provided with time to complete the survey.

There will also be lots of pop-up opportunities to complete the survey for those with limited access to computers and smartphones.

If you’re reading this before November 28 and you have not completed the survey yet, please search your inbox for ‘NHS Staff Survey 2025’ to find your invitation to complete, which will be from: nhsstaffsurvey@iqvia.com”

How do we turn results into action?

• The survey opens on September 29 and closes on November 28.

• Results will be available to NUH leaders in early Spring, 2026.

• Each Care Group, Directorate and Speciality will be supported to understand what their results mean to individual areas, and to make plans to act on their local findings.

National NHS Staff Survey

The annual NHS Staff Survey (NSS) is one of the largest workforce surveys in the world. It’s sent to over 1.5 million of our NHS people each year, the 2024 NHS Staff Survey was completed by over 750,000 staff

The NSS is completely confidential, carried out independently and in line with national research guidance, it is aligned to the people promise and it only takes 15 minutes of your time.

“Last year 8,000 colleagues took part, which is around 40% of our workforce.”

• The overall results will be looked at in detail and a Trust-wide action plan developed.

Last year 8,000 colleagues took part, which is around 40% of our workforce.

This year, as we start to engage on our strategy refresh and continue with our financial transformation programme, we want to hear the voice of the majority of our colleagues.

This will help us make improvements and plan in line with the NHS People Promise, which is aligned to the survey.

We are asking leaders to try to encourage at least 55% of their teams to take part, so we know that the results represent what most people want. n

We launched our Values in Practice Awards (ViP) at the end of 2024 to recognise individuals or teams each month who have gone above and beyond expectations to help you, other colleagues or a patient by practicing one or more of our values.

Take a look at our winners since we launched…

November 2024

Dr Auday Marwaha, SHO / Teaching Fellow General Surgery

Jessica Nightingale, Principal Research Analyst

Tom Harrison, Digital and Design Communications Lead

December 2024

Hannah Carrington, Senior Cardiac Physiologist

Leston Scafe, Security Officer

Trevor Brown, Car Parking Attendant

Who will you nominate?

January 2025

Angharad Davenport-Hughes and Dr Isla Crighton, Specialist Dentist and Consultant Anaesthetist

Bryant Hose, Linen Services Assistant Dr Radu Tanasescu, Consultant Neurologist

February 2025

Alison Hall, Macmillan Cancer Information Specialist and Service Lead

Frankie Trench, Home Haemodialysis Nurse

Kaley Birch, Clinical Educator

Do you know an individual or team who demonstrate our values? Nominations are open all year round so why not nominate them? Scan the QR code for more information and to nominate,or visit nuh.nhs.uk/vipawards.

March 2025

Jason Smalley, Head of Audiology Services

April 2025

Dr Kailash Krishnan, Stroke Consultant

Helen Green, Midwife

Laura Cocking, Senior IT & Data Support Officer

May 2025

Berman

June 2025

July 2025

Daybrook Ward Team

August 2025

John Churchill, Chief Clinical Physiologist

1 Ward Team

Dawn Fletcher, Senior Healthcare Support Worker

Fred Evbuomwan, Senior Healthcare Assistant

Agnes Baker, Radiotherapy Physicist Phlebotomy Team

Kathryn Jack, Surgery Management Research & Innovation Lead

Yemisi Adeleye, Senior Healthcare Support Worker

Sam Ellis, Stroke Physiotherapy Assistant

Jess Whittle, Deputy General Manager – Maternity Services

Ask the Execs: join the conversation

We hold regular Ask the Execs sessions, which are monthly conversational sessions between staff members and the senior leadership team, focusing on different key topics each month.

Each quarter the sessions also cover performance against our five strategic priorities. After a presentation, you have the opportunity to ask questions and share your views.

These sessions were created following feedback from colleagues wanting to hear more from our senior leadership team, and we encourage you to join as many of these sessions as possible throughout the year.

All sessions are held virtually on Microsoft Team and are also recorded so if you can’t attend you can watch at a time to suit you. You will receive an invitation with a link to your Outlook calendar each month.

Upcoming sessions

November: Wednesday 12 November, midday

December: Wednesday 10 December, midday

January: Wednesday 14 January, midday

February: Wednesday 11 February, midday

To find out more about these session, upcoming topics, and links to join, search ‘Ask the Execs’ on the intranet. n

Balancing everyday life with the requirements of work and home can create pressure for all of us. Health Assured has partnered with NUH to provide all employees with free, confidential access to the Employee Assistance Programme (EAP) assisting you in achieving this balance.

Health Assured’s free telephone number is 0800 028 0199 and is available 24/7, 365 days a year.

You can use this confidential helpline for a range of issues, including work personal life, finances, health, and retirement. You can also access a counselling service through the helpline.

Your staff helpline

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We welcome first patients to the National Rehabilitation Centre

November saw us open the doors to England’s very first NHS National Rehabilitation Centre.

This is not only a centre which will transform the lives of the 750 patients who come through the doors each year, rather it is a national centre which plans to transform the provision of rehabilitation throughout the country through research and innovation, and education and training.

The NRC is a 70-bed, purpose-built rehabilitation centre for people who have experienced a life-changing illness or injury. It is based on the Stanford Hall Rehabilitation Estate near Loughborough, already home to the Defence Medical Rehabilitation Centre (DMRC), and will be staffed and run by Nottingham University Hospitals NHS Trust when it opens in November.

The journey to creating the NRC goes back 15 years to the 6th Duke of Westminster and his remarkable generosity. In 2010, the Duke wanted to do something for the members of the Armed Forces who had paid a high price for their service in terms of serious wounding, and the then Defence Secretary urged him to do ‘something for the nation too’.

As a result, in 2011, the Defence and National Rehabilitation Centre (DNRC) Programme was created to set up the two rehabilitation sites which would be co-located on the 360-acre countryside estate bought by the Duke for this specific purpose, and would share expertise and facilities.

The DMRC opened in the autumn of 2018, and has been treating members of the Armed Forces since then. Meanwhile, plans for the first NHS National Rehabilitation Centre began in 2016, and the facility is part of the Government’s New Hospitals Programme. The Black Stork Charity (the DNRC charity) is leasing the £5million land to the NHS at a peppercorn rent.

In September 2023, the Government’s HM Treasury gave NUH the official ‘green light’ to proceed with the NRC programme and construction of the facility.

Two years later, construction is on the verge of completion, we have successfully recruited the additional staff that we need – in addition to colleagues moving across from our current City Hospital neurorehabilitation unit Linden Lodge –and preparations to welcome our first patients are well underway.

In addition to providing patient care, primarily serving patients in the East Midlands region, the NRC will also be a national hub for innovation, cutting-edge research and development, and training and education. Therefore, the NRC is working with a national consortium of 24 universities across the country to ensure we remain at the forefront of rehabilitation research and expertise.

Miriam Duffy, NRC Director, said: “Everyone involved in the NRC project is immensely excited to move into this spectacular building which has been carefully designed and installed with the latest cuttingedge technology to provide the greatest rehabilitation benefit to our patients.

“However, Day One for us at the NRC is really just the beginning – our longer term ambition is for the NRC to become the national ‘hub’ in a hub and spoke model, with a network of regional rehabilitation centres across the country.

“The NRC will change lives for the better, and through the work we are doing in research and education, we are determined to make sure that as many people as possible, both nationally and internationally, benefit from the rehabilitation expertise that we are pioneering here.” n

How we behave: Examples of when it is not demonstrated:

We are kind

We are compassionate and caring to everyone

• We ask people how they are, care about their challenges and see how we can help

• We acknowledge and treat people as individuals and respect their dignity

• We recognise and value others; introducing ourselves, giving praise and saying thank you

• We are open and honest about what is and isn’t happening or what is and isn’t possible

• We hold ourselves accountable for behaving politely and professionally and we support others to do so

We are inclusive

Everyone is welcome here

• Reacting negatively or rudely

• Being unhelpful and/or obstructive

• Shaming, blaming or criticising

• Being sharp, rude, impolite or unnecessarily raising our voice

• We learn about each other and people with lived experiences different from our own by asking questions and being curious

• We recognise, celebrate and champion diversity and the contribution it makes to NUH

• We are mindful of how our opinions, words and behaviours impact on others

• We encourage everyone to have a voice, ensuring we involve those affected by our decisions and that people fully understand what is being said

• We challenge behaviours and decisions that are not inclusive or do not promote equality and diversity, in a kind way. We challenge the behaviour, not the person

• Harming, intimidating, coercing or abusing behaviours or words

• Ignoring or excluding people; avoiding or refusing to work with specific people

• Banter, jokes or judgmental comments

• Interrupting or talking over people

We are ambitious

We continuously improve

We are one team

We achieve more when we do it together different and opinions, being do

• We regularly ask questions of ourselves, colleagues and patients to understand what is working and what can be improved

• We acknowledge ideas or feedback, even when we don’t agree with them

• We hold high standards and look for improvements, acting on feedback and communicating what is being improved

• We contribute our own ideas and engage in improvement discussions

• We offer support to colleagues and patients

• We share appropriate information and resources

• We think about the impact of our work, behaviours or decisions on other team members, other teams and patients

• We resolve conflict or misunderstandings as soon as possible; accessing support where needed

• We regularly seek to improve our knowledge, behaviours and practice

• We are clear on our role, responsibilities and actions and can explain this to others people

• Reacting negatively to feedback or not acting on it

• Ignoring people’s thoughts and experiences

• Resisting improvements

• Finding fault or blaming and shaming

• Not helping others where possible

• Holding back appropriate information or resources

• Not dealing with issues of behaviour or performance

• Not resolving conflict

Charity news

Nottingham Hospitals

Charity – here to support you and your patients

Over the past year, Nottingham Hospitals Charity has granted £3.7 million to improve the experience of patients, visitors and staff across NUH.

Thanks to our generous donors, we’ve been able to fund a wide range of impactful projects across the City Hospital, Queen’s Medical Centre, Ropewalk House and Nottingham Children’s Hospital.

Surgical robot

A new surgical robot is helping make operations a smoother experience for patients at City Hospital, thanks to a £1 million legacy gift. The machine is the third of its kind at NUH and has helped increase capacity from 300 operations a year in 2023, to over 750 in 2024.

Children’s sensory trolley

We gave £10,000 for a Rhino sensory trolley in Children’s Outpatients South at the QMC. The trolley contains a variety of sensory activities, including a lightup bubble tube and tactile panels with soothing textures and musical instruments, to help calm and distract young patients while having blood taken.

Expressing chairs for staff

We’ve helped equip two new expressing rooms at the City Hospital and QMC with

expressing chairs. We gave £647 for two chairs – one for each room – to give parents a comfortable place to sit while expressing. The rooms have been created thanks to the Staff Wellbeing team, after staff requested a private, dedicated space to express and store breastmilk for their babies.

Outdoor space

We gave £2,836 to revamp an outdoor space so that hospital staff can get some fresh air during their breaks. The funding provided outdoor seating in the courtyard area at Leengate, meaning staff can step away from the busy clinic environment during breaks and enjoy the outdoors for a short while.

Any member of NUH staff can apply for a grant from Nottingham Hospitals Charity using our online application form. Please visit www.nottinghamhospitalscharity. org.uk/team-nuh or email hello@ nottinghamhospitalscharity.org.uk

Need help?

Whether you’re new to NUH, or been here a while, this page brings together key information and contacts you might need.

Access control

Access control can help with getting an ID card for the first time, or replacing a lost ID card. There is an office at QMC and City. All staff ID cards must be requested by line managers using the online Access Control request form – search ‘Access Control’ on the intranet.

QMC ID office: ext. 84214 City ID office: ext. 71245

Report an incident (Datix)

There is an online portal where you can report an incident, record a compliment, or find out more about Datix. Search ‘Datix’ on the intranet to access the portal or scan the QR code.

Payroll and pay services

Our payroll and pensions service is provided by NHS Shared Business Services (SBS). You can access your payslip or raise a query on the SBS app. Scan the QR code to download it. You can contact SBS on 03031231144

You can also check your payslip on Electronic Staff Record (ESR). Scan the QR code to access ESR.

Freedom to Speak Up

There may be occasions when you have concerns about something that is happening at work. Usually, these concerns are easily resolved. However, if you feel that the concern has not been resolved locally or you are unsure how to raise the concern yourself, you can contact the Freedom To Speak Up Guardians for Support.

Search ‘Freedom to Speak Up’ on the intranet or scan the QR code for more information.

Log an IT ticket

You can report an IT issue by raising a ticket through our Digital Self Service portal. You can report something that isn’t working as it should, such as an IT equipment fault or an issue with connectivity. Use the ‘Need Help?’ menu at the top of the intranet to find your way to the portal, or scan the QR code.

Security

The Security Control Rooms operate 24-hours, 7-days a week.

QMC Security Team: ext. 83335 or 82999 City Security Team: ext. 77108 or 76221 For all emergencies dial 2222.

Log a soft facilities job

Trust Briefing (lands in your inbox every Thursday), our staff app, posters, computer screensavers, and monthly Ask the Execs sessions.

To log a soft facilities job, you can call ext. 57000 or log the job on an online system – scan the QR code to do this. Soft facilities include services that enhance experience and comfort, such as cleaning.

Log an estates job

To log a job with estates, you can call ext. 85000 or email nuhnt.85000@nhs.net.

Log in to NHS Mail

You can login to your NHS mail account online by going to portal.nhs.net or scan the QR code.

Car parking and permits Information about car parking for staff across NUH sites, and who is eligible to apply for a parking permit, is available on the intranet (scan the QR code) or by emailing nuhnt.parkingpermits@nsh.net

Staff benefits

For more information or support from our internal communications team, email nuhnt.internalcomms@nhs.net. For support from our external communications team, or media advice, email nuhnt.nuhmedia@nhs.net.

Staff networks

We are committed to developing a safe, equitable and inclusive workplace for everyone. To support this, we have several staff networks which raise awareness and address inequalities that may arise at work. You can find out more about each of our networks on the Equality, Diversity and Inclusion page on the intranet or scan the QR code.

Wellbeing support

At NUH we have a nationally recognised staff wellbeing programme to support you. We offer a wide range of services and training sessions to support your mental health, assist with your financial wellbeing, and help you work on your physical health. This includes an Employee Assistance Programme, provided by Health Assured.

You can use this service to access support on a range of things, in and out of work. The contact number for Health Assured is 0800 028 0199 and is available 24/7, 365 days a year.

As a member of Team NUH, you can enjoy a wide range of staff benefits. Some are exclusive to NUH and some are available as part of a wider NHS staff offer. Find out more about the benefits available to you by scanning the QR code.

People Directorate (HR)

The People Directorate (HR) can help with general enquiries and operational people matters, as well as support with recruitment, learning and organisational development, occupational health and wellbeing, medical workforce, widening participation, workforce planning and staff engagement. For HR advice or support, search ‘People Directorate’ on the intranet or scan the QR code.

Communications

and engagement

There’s lots of ways that we share news and information with staff at NUH. Look out for latest news on the intranet,

Find out more about support

available to you by searching ‘staff wellbeing’ on the intranet or scanning the QR code.

NUH staff app

Download the NUH staff app to keep upto-date with the latest updates on your device. Download it by visiting nuh.nhs.uk/staffapp or scan the QR code.

Learning and training

The learning and training team can help with all training and development, from induction to mandatory training. Search ‘Learning’ on the intranet or scan the QR code. n

Travel to work

As the largest employer in Nottingham, thousands of people travel to our hospitals every day. We encourage all colleagues to look at public and low carbon transport options where possible. For more information, search ‘Travel to work’ on the intranet.

Let’s Talk Travel Sessions

The Travel Team run a staff meeting on MS Teams every three months about all things travel. These are an opportunity to hear about the latest car parking, public transport and cycling initiatives, and ask any questions you may have. Invites are sent directly to your outlook calendar. Dates to the upcoming sessions, recordings of previous sessions and FAQs can be found by searching “Let’s Talk Travel” on the intranet.

Public Transport

Our travel to work scheme provides staff discounts on a range of buses, tram and train season travel passes across Nottinghamshire.

Complete an annual travel pass application by the 13th of the month, and you'll receive your pass ready for the first day of the following month. Payments are taken direct from your salary each month. For more information, search ‘Travel to Work Scheme’ on our intranet or email nuhnt.travel@nhs.net

Medilink Bus Service

The Medilink is a bus service, free for NUH staff, that runs between City Hospital, QMC and local Park and Ride sites. Staff can use the Queens Drive and Wilkinson Street Park and Ride sites for free when using the Medilink service.

The service starts at 5am with journeys every 15 minutes between 6am and 9.45pm. You must show your NUH ID badge to travel for free on the service.

Go to www.skills.co.uk for more information, including routes, timetables, service changes and a bus tracker. Email info@thetram.net if you need to park overnight.

Phoenix Park Shuttle Bus

The Phoenix Park Shuttle Bus is a free service, with free parking when using the shuttle bus. It is ideal for City Hospital staff travelling from the north of the city.

The service runs every 30 minutes on weekdays, excluding bank holidays, from 6-11am and from 3-8pm, with an hourly service between the hours of 11am and 3pm.

Buses follow the Medilink route around City Hospital then take the quickest route to Phoenix Park. Vehicles can be tracked at www.skills.co.uk. Email info@thetram.net if you need to park overnight.

Car Parking

We have around 3,000 parking spaces for staff and have ambitions to increase this number when land and finances allow it. There is a fee for parking and staff must apply for a permit. Search ‘car parking permit’ on the intranet, review the eligibility criteria and complete the application form. Night and weekend parking is free, though you will still require a permit.

Cycle to work

We run a staff cycle-to-work scheme which enables the purchase of a discounted bike, subject to qualifying criteria. We provide facilities at all three of our sites, including bike storage compounds, shower facilities and a Dr Bike maintenance service.

Car Sharing

KintoJoin is our car ride sharing app used at the Trust. You can find more information, including a link to the app and tutorial videos by searching “KINTOJoin - Car Sharing” on the intranet.

Staff Networks

We are committed to developing a safe, equitable and inclusive workplace for everyone.

To support this, we have several staff networks which raise awareness and address inequalities that may arise at work. They operate as a ‘safe space’ where staff can meet without fear of repercussions.

Staff who are involved with the network are given two hours each month to attend meetings or undertake work for the network. Networks chairs are also given protected time, alongside a budget to carry out their activities.

Each network also has an Executive sponsor to act as their voice at Trust Board

LGBTQIA+ Staff Network

The network is for all staff and volunteers who identify as Lesbian, Gay, Bisexual, Trans, Queer or are questioning their sex or gender identities. We recognise sexuality and gender fall on a spectrum, are not absolute and rigid categories and

Armed Forces Staff Network

We are delighted to introduce the new Armed Forces Staff Network. As we work towards arranging official launch in November, we are excited to confirm that the new network’s Executive Sponsor will be our Chief Operating Officer Andrew Hall. Expressions of Interest will be advertised shortly for us to establish the Chair and Vice Chair for the network. Although we encourage people from our

seek to include everybody who considers themselves part of that.

The network also welcomes allies of the community who may not necessarily identify as a part of it.

REACH Staff Network

The REACH Staff Network is committed to promoting racial equality for everyone at NUH.

We recognise inclusion, equity, and participation are essential elements for our thriving community and organisation. Inclusion for us means bringing people of diverse backgrounds and abilities into the group and making sure they feel a sense of belonging.

Staffability Network

The Staffability Network is committed to fostering a supportive and inclusive environment where staff members with disabilities, long-term health conditions, and neurodiverse needs can thrive. We work towards creating equitable opportunities,

armed forces community to apply, you do not need a military background to apply as we will also welcome allies who are passionate about supporting our Armed Forces Community.

We are currently establishing who our armed forces community is at NUH to ensure their voices are heard, appropriate support is offered and to recognise

advocating for accessibility, and ensuring every voice is heard and valued.

Women’s Staff Network

The Women’s Staff Network is a dynamic community dedicated to fostering growth, connection, and empowerment among the incredible women of our organisation. We are an inclusive group that welcomes all women, including anyone who identifies as a woman, regardless of the sex they were assigned at birth. We want to create an empowering and inclusive workplace together.

Neurodivergent Staff Network

Our Neurodivergent Staff Network is an inclusive space for neurodiverse colleagues and allies dedicated to promoting neurodivergent inclusion. We recognize and celebrate the unique strengths of our neurodivergent colleagues and aim to create a supportive, neuro-affirmative environment for all.

To join a staff network or to find out more, search “Staff Networks” on the intranet or email nuhnt.pinc@nhs.net

the unique skills and experiences that members of the armed forces community have. To establish new network members, we have created a short 2-minute survey which can be accessed via the QR Code and would like to encourage all members of the armed forces community and allies who are passionate about supporting the armed forces to complete the survey. n

Freedom to Speak Up

Freedom to Speak Up (FTSU) is about encouraging a positive culture where people feel that they can speak up and their voices will be heard, and their suggestions acted upon. To help staff to do this, we have Freedom to Speak Up Guardians across NUH, who are here to listen. They will talk to staff and raise concerns through the most appropriate route in a way that the individual is comfortable with. They will then give feedback and update on actions that have been taken.

Speaking up is about anything that gets in the way of you or your colleagues doing a great job. It is about ensuring that lessons are learnt, and things are improved. It is important that staff feel able to speak up about something that could go wrong to help avoid potential harm to patients, but it is also there to make improvements.

You can speak up about anything that gets in the way of patient care or impacts on your working life. This could be for something that doesn’t feel right to you, or the behaviour of others that impact the wellbeing of you, your colleagues, or our patients.

Every member of staff can speak to the guardians. This includes senior, middle, and junior managers, volunteers, students, locum, agency workers and former employees – they are here for everyone.

You can speak up about any issue anonymously, confidentially, or openly. We have two guardians working across all sites and a meeting can be arranged with them at a time convenient to you. We also have champions working across various sites and specialities who can be approached. Find out who our guardians are and how to contact them on our intranet page – search Freedom to Speak Up. You can also get involved by being a champion, just contact the team if you’re interested.

Contact the guardians at nuhnt. freedomtospeakupguardian@nhs.net, use the contact form on the intranet or directly at:

• Clare.Cooper24@nhs.net07812 278543

• shabana.nabi@nhs.net - 07812 278542

For more information about our Freedom to Speak Up Guardians, search Freedom to Speak Up on the intranet or look in the Staff Support area of the NUH staff app. n

Could you share your life: a rewarding opportunity with financial benefits?

Nottingham City and Nottinghamshire County Council Shared Lives Scheme needs:

• Individuals or families with a spare room and a big heart

• People from all walks of life – no specific qualifications needed

• Those willing to undergo an assessment process with training and ongoing support provided Interested? For more information contact: sharedlives@nottinghamcity.gov.uk or sharedlives@nottscc.gov.uk

Advertising opportunities available in our staff magazines, care directories, and independent living guides

MATTERS

CARE DIRECTORIES

County, City and Borough Council care directories are comprehensive guides to nursing care, residential care and independent living support. Created for individuals and their families exploring the possibility of moving to nursing/ residential care or seeking advice and support to continue living independently at home.

Hospital at Home: supporting patients in their own

NHS STAFF MAGAZINES

NHS publications are circulated throughout hospitals to staff, patients and visitors on a regular basis. Advertising within the publications enables companies to promote their services to NHS employees and are an excellent way to Increase their customer base within this very targeted audience.

OPTIONS CARE AND INDEPENDENT LIVING GUIDES

Options provides older people with important information from health organisations such as CQC, ICB and the NHS. Circulated through various healthcare professionals including Council social work teams, NHS hospital discharge, community nurses, and various age related charities.