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This issue includes the following training related articles: 'EU watch' by Andrew McCoshan (p. 16), as the world economy tumbles into recession, the author explains why the UK may be better placed than its neighbours to use its education systems to cope with social disadvantage; 'Tech trends' by Ray Lawrence (p. 17), explains why social networking cannot be ignored by organisations implementing e-learning; 'Must do better' by Elizabeth Eyre (p. 18), the provision of workplace learning is improving, but there is still a lot to do - the author summarises key points from Ofsted's latest annual report [the full report is indexed at TD/TNC 95.112]; 'Learning to make the most of mental capital' by Elizabeth Eyre (p. 20-21), government think tank Foresight has released a report on how society can improve people's mental capital and wellbeing, and the benefits it will bring; 'Slash training at your peril, warns coalition' by Elizabeth Eyre (p. 22-23), business leaders have signed an open letter, urging organisations not to cut back on training; 'Call for strong leaders' by Elizabeth Eyre (p. 24), the skills and competencies of people working in child protection are being scrutinised in the wake of the Baby P case - the author attended a conference looking at what needs to be done to improve children's services; 'Treating employees as professionals, not worker bees' by Rachael McGahern (p. 30-32), Barclaycard has forsaken the usual 'drone' approach to call centre operatives in a bid to increase engagement, retention and customer service - the author finds out how the company did it; 'Why does nobody understand me?' by Hugh Greenway (p. 35-39), listening more and talking less is the key to better communication skills; 'Strengthening your service leadership' by Bob Lillis and Steve Macaulay (p. 41-44), the authors outline how you can ensure effective customer service stays at the top of the organisational agenda; 'The insightful manager' by Mike Barrett and Mark Simmonds (p. 51-55), the authors look at how the theory of customer insight can improve your working relationships; and 'The training manager as change agent' by Deborah Wainwright (p. 56-59), the author encourages training managers to keep faith when introducing new initiatives.