Inside the company

Apira minimises the amount of travel associated with the delivery of our services (by using Teams and other online services).
We prefer the use of public transport where this is still necessary or valuable to our clients.
Travel has fallen dramatically since the pandemic and we continue to monitor our carbon footprint.

We systematically develop staff ensuring they are well supported and have learning opportunities both formal and within work assignments.
We facilitate flexible as well as part time working to enable staff to best perform in their roles, face to face time is also valued.
We have an employee development forum chaired by a Full Board Director.
We recognise and support various charities and champion events such as Pride and Mental Health week.

Apira recognises the value of a diverse workforce. We bring people together from NHS, supplier and commercial backgrounds to enhance our capability.
We have a non-discriminatory policy regarding employment, promotion and membership of our Board across gender, sexual orientation, race and religious belief.
We engage staff in the management of the company via several Board sub committees including a People Management and Sales Group.

In what we do…

By delivering better use of better clinical systems we enable the NHS to reduce the number of journeys that are strictly necessary by staff and patients. This benefit is included in business cases we write for EPR; EDM and other systems.
For example, by digitising legacy paper notes staff can work remotely and engage with the same content online with colleagues. We also enable remote clinics and virtual ward and board rounds.
This also impacts the amount of travel patients need to do to access care.

By procuring and deploying better clinical systems and ensuring our NHS clients deploy and use them well, we enhance the working lives of clinical, nursing and administrative staff.
This has a direct impact on the patient experience and care outcomes as staff are less stressed and more effective. We test this in surveys pre and post deployment. It also impacts on recruitment and retention of staff.

We encourage good governance of all of our assignments using recognised standards such as PRINCE2 and MSP, ISO27001, ISO9001, ISO14001 including clear clinical leadership, as well as wider stakeholder and patient engagement.
We document risks and issues and escalate to executive levels where necessary if these threaten delivery of business goals.
We document outcomes from our work in case studies to retain organisational learning and promote best practice in the NHS.