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October 2017

Also in this issue:

Welcome to the October edition of CEO Monthly Magazine, filled to the brim with the latest news and updates from across the globe, spanning every major industry and sector.


In this edition, we look at how leading London Charity, Safer London work directly with over 9,800 young people every year. Sitting down to talk to us about Safer London and her recent win as Community Safety CEO of the Year, is CEO, Claire Hubberstey. In other news, TMG (The Marketing Group Plc) have recently announced that Belinda Wearne is to join one of its subsidiary agencies, Channelzero, as General Manager. Belinda brings with her a wealth of expertise having held senior positions at consultancies including Sibling Agency, Ogilvy Australia and Euro RSCG, as we discover later in this edition. Elsewhere in this issue, we discover how public authorities have an obligation to share information with the public if requested, according to the Freedom of Information Act 2000. The Act was designed to encourage transparency in the public sector and increase the public’s trust. But does everyone working in relevant job roles understand how the act works for them and the public? Lastly, established in 1963, Elwyns was originally started by Chris Blanks father. Then in his early thirties, he moved to Surrey from South London. Taking time to profile the family grown company is Managing Director Chris, who reveals more about the innovative business. Here at CEO Monthly, we truly hope you enjoy reading this captivating edition and look forward to hearing from you.

Jessie Daykin - Editor

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Contents 4. News 6. Exceptional Leadership 8. Providing Beautiful Windows and Doors for More Than Half a Century 10. Helping Your Business Grow 13. The 20 Best UK Companies By Workplace Culture, As Chosen By Employees 14. Legal Drugs: Are You Safeguarding Your Employees? 16. New Global Leader for Top Investment Firm 18. Leading UK Business And IT Consultancy Opens Scotland Office 20. Freedom Of Information Course Explains Best Practice For Public Authorities 22. Brussels vs Britain: GDPR Preparation Gap Exists Between IT Professionals Across Europe 24. As Savings Crisis Looms, Employers Failing To Tackle Employee Knowledge Gap 26. New Generation Looks to Climb the Career Ladder 28. How to Delegate


Channelzero Hires Belinda Wearne as General Manager TMG (The Marketing Group Plc) has announced that Belinda Wearne is joining one of its subsidiary agencies, Channelzero, as General Manager. Belinda brings with her a wealth of expertise having held senior positions at consultancies including Sibling Agency, Ogilvy Australia and Euro RSCG.



, TMG is building a global full-service marketing network that respects the individual cultures of each agency that joins. By providing a supportive platform for growth, and an agile management approach, TMG aims to provide a fresh alternative to the big holding companies: Independent Spirit - Global scale. Each company within the group provides specialist marketing services brought together, within complimentary communities of practice, to form an international network that can address a global market. The central team supports its subsidiaries through a lean and nimble structure that can respond quickly to change and provide highly effective solutions for clients. The Marketing Group is listed on Nasdaq First North, Stockholm. Discussing the new hire, Channelzero CEO, Mikey Taylor, said: ‘’Belinda is a heavy-hitter in the marketing world and has a range of experience that really adds to the Channelzero brand. Having recently brought on board a number of high-profile clients that has seen the company go from strength to strength, Belinda joining the team is another piece of the jigsaw and we’re looking forward to seeing her skillset put into action.’’ On her appointment to Channelzero, Belinda said: ‘‘Channelzero has proven itself time again to be an agile and innovative place to work. Coupled with the talent and experience of Mikey and the multi-disciplinary team, together with the scale and vision of TMG, we’re poised to take the agency to the next level and continue to deliver superior results for our clients.’’ Non-executive director of TMG, Glen Fraser added: “Having worked with Belinda at Euro RSCG, I know that through her leadership Channelzero is in safe hands. Belinda’s appointment represents further strengthening of TMG’s agency structure and we’re delighted she is part of the network.” TMG is a progressive marketing network that provides a fresh alternative for global brands that want to see more bang for their buck. With offices across the East and West coast of America, London, Europe, Singapore and Australasia, TMG’s collaborative network of agencies provide a holistic service to deliver highly effective results.

CEO Warns That Hammond’s Reported Pension Tax Relief Cut Is ‘Fundamentally Flawed’ The Chancellor’s reported slashing pension tax relief for older workers is misguided, short-sighted and counterproductive, warns the CEO of one of the world’s largest independent financial services organisations. deVere Group CEO Nigel Green’s warning comes as it is widely rumoured that Philip Hammond will reduce pension relief for older workers in his 22 November Budget in order to fund cutting National Insurance Contributions for workers in their 20s and 30s. Mr Green comments: “Unfortunately, this misguided measure seems like it is almost a certainty as the government looks to raise revenue in a slowing economy. “Following a less-than-desirable election, the Treasury will not be keen to increase VAT or income tax. Instead they can be expected to go for pensions. This attack on people’s retirement nest eggs demonstrates once again that the British government, which needs to bolster its coffers, views people’s retirement savings as easy, low-hanging fruit to be plundered. “Raiding pensions has become something of a ‘no-brainer’ for successive UK governments as there’s plenty of funds within them, most of it belongs to the better-off section of society, and they get tax relief.’’

“There’s a serious savings gap and yet the government seems intent on reducing one of the key drivers that motivates people to save for their future retirement. The measure likely to be announced by Mr Hammond will discourage a much-needed revival of a savings culture. “Now more than ever, saving should be incentivised as retirement planning increasingly becomes a personal responsibility and as the country needs a financially secure older population for its long-term sustainable economic growth.” Mr Green goes on to say: “With the Chancellor likely to confirm the changes next month, the time for older earners to act is now should they wish to consider taking the existing tax relief while it lasts.” The deVere CEO concludes: “Whilst ‘intergenerational fairness’ is now finally being looked at, this measure of cutting pension tax relief for older workers is not the right way forward. Mr Hammond needs to go back to the drawing board and scrap this latest attack on pensions.”

He continues: “This policy is fundamentally flawed, short-sighted and counterproductive.



Exceptional Leadership Safer London is the leading London charity working to prevent and address gang violence, vulnerability and sexual exploitation. We invited Claire Hubberstey to talk us through how she came to win Community Safety CEO of the Year – England in our Female CEO Awards Excellence 2017 Awards. Safer London is the leading charitable organisation working to prevent violence, sexual exploitation and vulnerability amongst young people in London. Claire tells us more about the charity’s role. “Here at Safer London, we work directly with over 9,800 young people every year. We work in close partnership with the statutory agencies and charity partners in the most deprived and crime-affected areas in London to make sure that young people can access crisis and intensive tailored support. Our aim is to ensure all young people can thrive, free from exposure to gangs, sexual exploitation and crime.” As CEO, Claire has a varied and challenging role, in which she draws on her past experience to ensure that she provides service users with the support they need, as she explains. “Personally, I originally trained as a teacher, seeing how challenging life was for some of the young people in my classroom, I decided to move into the voluntary sector so I could directly support young people facing multiple disadvantage. I spent seven great years at The Children’s Society in a range of roles including a stint on secondment into central

government as a Policy Advisor. Following this, I joined Safer London initially as Director of Projects and Partnerships. My remit was to set up the direct work and service provision from scratch – we had a handful of people, a pot of seed funding and the opportunity be able to design truly needs led service provision co-designed with young people. That foundation has enabled the growth to an organisation with 80 staff and over 100 volunteers. I was appointed as CEO three years ago.” Looking ahead, there are many challenges faced Safer London, but Claire is determined thatthrough hard work and her own exceptional leadership- the organisation will prosper and continue to provide its vital services. “Considering the challenges facing the charity sector, including a tough financial climate, reduced public sector provision and therefore associated increased demand for services, greater regulatory demands and scrutiny and the continual need to evidence value and impact, collaboration is key. Ensuring that services can be delivered as efficiently as possible without duplication and working in collaboration will ensure we can continue to deliver the best outcomes for those most in need.”


Contact Email: Address: Skyline House, 200 Union Street, London, SE1 0LX, UK Phone: 0207 021 0301 Website:



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Providing Beautiful Windows and Doors for More Than Half a Century Elwyns was originally started by Chris Blanks father in 1963. He was then in his early thirties and moved into Surrey from South London. Taking time to profile the family grown company is Managing Director, Chris Blanks who reveals more about the innovative business. Elwyns was originally started by my father in 1963. He was then in his early thirties and moved into Surrey from South London. His experience in the glass industry gave him the confidence to open a DIY store that would sell cut glass and timber. The name, Elwyns, was inherited from the shop that he purchased, which was the original village post office. In the 60’s, double glazing didn’t exist, however secondary glazing was becoming a popular way of providing insulation against noise from a growing car industry, and heat loss as central heating was becoming more common. In the years that followed, the company saw the residential market change rapidly with the introduction of the double glazed sealed units, aluminium frames and more recently PVCu. To keep at the forefront of such a fast-paced market, Elwyns started

manufacturing our own windows and doors in all materials. In the early 80’s, the business began to focus more on the installation of windows and doors, and it was decided to close the DIY shop in favour of additional workshop and storage space. Growing up, Elwyns was very much a part of our family life. I studied at two local schools, but found academic work not something I took to very easily. The subjects I enjoyed most were music and the creative topics, areas where I could produce something myself. After many years working Saturdays and school holidays in our shop, I joined my father’s business as a full time junior installer in 1989. I found satisfaction in transforming the look of our customers’ homes with new windows and doors. Whilst gaining experience in the practical side of business, I also spent time learning manual bookkeeping and payroll.


Subsequently, I took roles in sales and then surveying to build a knowledge in all aspects of the business. In 2000, following my father’s decision to retire, I took over the company with my new business partner and fellow long-term employee, Mr Mark Chadwick. It was at this time that we changed from a private partnership to a limited company. Shortly after taking the reins, we opened our first showroom in the next-door shop to where my father had originally started. We were a new breed of glazing company, that was determined to shake off the bad reputation the industry had gained through in house high pressure selling, from some of the National companies of the 80’s. Showrooms gave the consumer the opportunity to view products and make decisions in a more relaxed and professional way. This certainly proved itself very quickly as our business began to grow by 25% each year. Since then, we have

open two more showrooms which has enabled us to serve an area covering Surrey, South London and the South East. Growth of the business has not come from large sums of borrowed money or hefty overdrafts. In fact, all growth has come from reinvestment of profits. Although this may not have enabled us to grow quickly, it has provided great stability in the business. It also provides a drive to succeed, so that we can take the business forward with our plans to continually improve. Our expansion plans are quite modular. One showroom equals two fitting teams, a sales team, a surveyor and so on. This makes it easier to budget and plan for when the business is ready to take that step forward. Success of any company is largely down to relationships that are built between the businesses it deals with on a daily basis. We have spent

g Providing Beautiful Windows and Doors for More Than Half a Century

many years working with many of the market leading and award-winning manufacturers. The support we now get from these extremely successful companies has enabled us to grow with confidence. These partnerships set us aside from most of the competition as we are not affiliated to any one particular supplier. This gives us stability by not having all our eggs in one basket, and means our approach with our customers can be more of an advisory role, explaining the differences between different products. Our sales team therefore become design consultants and work more closely to the client’s needs, rather than salespeople pushing a particular product.

The residential market for double glazing has changed considerably in recent years, driven largely by environmental issues to lower emissions and increase energy efficiency. This has focused the industry to develop some impressive new products. Our focus has been very much on traditional principals using the latest innovations in product development. As CEO of Elwyns, I have always felt a duty and responsibility to understand every role undertaken within the business. My years of experience in the different fields have enabled me to understand our staff and appreciate their roles in a way that many bosses struggle. This, I believe, is testimony to why so many of our staff have remained with us for so long. Sharing information on the condition of the business, including our financial position, with all members of staff has always been a key part of expressing openness and trust in our workforce. This has a positive effect with staff who feel they can bring ideas and concerns to management, and be listened to. Currently, we have a small workforce of 30 staff. Adopting the family feel to our business, is a key factor to everyone working well together and supporting each other. We have three father and son teams working within the business. Many of the current staff I have known for many years before joining Elwyns, and we will recruit on an individual’s merits rather than industry knowledge. A robust in-house training program guides new staff into the role they often assume for many years to follow.

Success is measured by results, and results can come through many different channels. I take particular attention in monitoring our marketing streams in order to understand strengths and weaknesses. Utilising existing customer feedback is a major factor, and we make ourselves as accessible as possible for our clients to provide their comments on how we perform. Which? Trusted trader and Checkatrade have proved valuable tools and we have many hundreds of positive responses. Our clients are guided through the complete experience they can expect when choosing us to carry out their work. A full consultation takes place with one of our designers, initially to establish the client’s requirements. They are then taken through the options in order for us to provide them a full written quotation, with accompanying drawings. The quotation includes a family tree, which lists the members of staff they are likely to meet during our time completing their work. On acceptance of a quotation, a client is allocated a survey, installation team and an installation manager. This gives piece of mind in knowing all staff involved in their job.

Winning this award is a great achievement, and something I am immensely proud to receive. I have spent all my working life building the reputation of Elwyns in the demographic that we serve, and to be recognised for this hard work is a great moral boost for myself and those who work at Elwyns. It also provides that extra reassurance to our potential customers that they are in safe hands. In 2012 and 2013, we received runner up award for ‘Best Installation Company’ at the prestigious G awards, hosted by our industry trade organisation. In 2014, we again came runner up in our local council awards for ‘Best SME’. In 2015, we won! On a personal level, I have always been keen to support the local community in which I live, both as a homeowner and a businessman. I founded the local traders’ association to enable the business community to host a Christmas event, which now attracts many hundreds of people from the local area. I received a community award for my efforts. I am very lucky to have the support of a wonderful family. My main inspiration has been my

father. Through the years he gave me a lot of his time teaching me the skills, not just in business, to be the person I am today. He sadly passed away last year at 88 years old. For anyone starting out in business, it can seem a very daunting time. My advice is that, if you do your job to the best of your ability, take any support offered to you, respect those that work with you then you are far more likely to achieve your goals. Stability is key, and taking measured steps that you can control will keep your business going in the right direction. The country is entering into unchartered waters, with all businesses trying to work out how they will be affected by some big changes over the coming years. We are confident that the future will be good, and have plans to continue to expand our business through a new showroom in South East London, which is due to open in November. Consumers need confidence in what they buy and who they buy from. With the backing of the best products from industry leading manufacturers, and 54 years as an awardwinning business ourselves, puts us in good shape for the future.




Helping Your Business Grow Nectere was the first and is the UK and Ireland’s leading dealer services company. As winner in the Most Innovative in Business Awards 2017, we interviewed the company’s managing director, Paul Musgrove to find out more about their services and what makes them unique. Nectere was the first and is the UK and Ireland’s leading dealer services company. It is not a franchise, nor is it a dealer group. The original concept was invented by the company itself. The company’s managing director, Paul Musgrove tell us about his company, what they do and how they are growing. “All dealers must perform the same functions - their USP is their sales ability and their customer relationships. Nectere performs all the functions that are effectively the same for all dealers, but we do this better, by utilising technology and amazing buying terms. We can do all of this at a lower cost than dealers can achieve on their own. We do this for over 165 independent office supplies dealers, in both the UK and Ireland, with more joining us monthly. “Nectere run all the systems required in the Cloud and as such, we can see all activities for all dealers (with dealers only seeing their own). Nectere answers the phones, processes the dealer’s orders, buys the goods, arranges delivery to the end user, raises the invoices and chases debt. Nectere also cleans data, as well as creating and distributing targeted marketing, on behalf of the dealer. “Nectere provides, online

trading, sales training, field support, introduces new product sectors with growth and profit opportunities and so much more. We do all of this in a way that is cheaper for the dealer, frees up their time, improves their margins and keeps them at the leading edge in technology – none of which they can do on their own.” Paul then highlights the company’s approach when undertaking a new client and how they ensure that dealers are confident and competent in the use of systems as well as software. “Due to the nature of what we do and the way we run our model, automation and streamlining processes are fundamental to our success. To ensure that all dealers who join us, we have a seamless set-up, indeed we implement over 270 actions for each individual company to ensure that service is maintained. In addition, we ensure that each dealer is given the same levels of both personalised and exceptional service. We utilise a project, task and collaboration system which ensures that we can deliver the same quality services again and again. “With an in-depth three-day induction at the start of each month, we ensure that our dealers are confident and competent in the use of our systems and


software. As part of our ongoing strategy to develop our offering, we have recently created a brand-new training team. The training team are responsible for refreshing dealers’ knowledge and understanding of all our systems, as well as services.” Paul then reveals how it feels to be selected in the Most Innovative in Business Awards 2017 and following on from that, he tells us the about the vital role that innovation plays in the company’s work. “It’s a huge accolade to have been selected in the Most Innovative in Business Awards 2017. Having started in an industry, where our model was questioned and doubted, the initial concept has been innovative from the beginning. It’s hugely motivating to be the only people in our industry to offer the services we provide for our dealers. There was a huge gap in the market for dealers and I believe that we’ve filled it. “We constantly try to stay one-step ahead. We believe that we are creative market leaders at the top of our game. With traditional office products in significant decline, we need to be innovative and ahead of the curve, in pre-empting the changes that our dealers need to make to succeed. Part of our innovative structure, is that we constantly strive to introduce new

products and services into the industry. “We have helped our dealers to expand into growth areas, such as facilities supplies, breakroom services, furniture solutions and technology to ensure that not only can they remain competitive in a changing market, but they have access to industry leading prices as well as exclusive deals. To get the recognition of being innovative, for us it tells us that we’re doing the right things for the hard work and dedication that this firm provides to our dealers daily. “We are innovative in what we are and in how we do it. We utilise leading-edge technology such as RPAs (Robotic Process Automation), we invented a concept for an industry in decline. We are constantly reinventing ourselves for the changing needs of a growing organisation in a changing market. It feels fantastic that this is being recognised.” Paul is keen to add his reflections on what this award means for him and the company. He also reveals the company’s business and ongoing strategy to us. He also reveals the how Nectere have built and implemented robotic procedures in their work. “To receive awards such as this, shows us that the challenges were worthwhile. By creating a model

g Helping Your Business Grow which was new and completely unique, its functionalities were often misunderstood. As we grow and support even more dealers, we will continue to push the boundaries of our industry. We strive to get bigger and better at what we do and as such, this award helps us to get the recognition of the strong and unique model we’ve created. It can only help us to spread the positive message of how we can improve both the lives and livelihoods of independent dealers. “Turning to strategy, I believe that this is at the forefront of what we do. We set ourselves clear and concise goals to ensure that we remain industry leading. Key areas of focus include utilising technology and developing our staff. “For us, looking after our staff is key. To have the correct people, means to have the right processes. We’re keen to develop our staff and give them jobs that both excite and interest them. Not only are we keen on developing individuals through the ranks, but we’ve implemented our very own robotic software system. “To remain competitive and grow in today’s challenging market, Nectere constantly focuses on improving business processes to be more accurate, faster and more cost-effective. Nectere are currently leading the way using software robots to automate as many business processes as possible, using Robotic Process Automation (RPA). A software robot is an application that replicates the interaction between a human and the user interface of a computer system. Robots can be trained to use an application and operate programmes, like a human does. “Over the past 18 months, Nectere have built and implemented robotic procedures to automate human-led tasks spanning several departments. This has had a positive, valuable impact on Nectere and our dealers.” Impact on the company RPA has enabled tasks to be completed more quickly and accurately, Paul tells us. Once a robot has been trained to complete a task, it can perform it at a speed human cannot compete with, without the risk

of human errors such as typing errors, he goes on to say. Due to the high speed, reliable performance of robots: • •

Fewer staff are required to perform processes; Staff can focus on the elements of their roles that they enjoy the most, leaving the robots to carry out more repetitive and mundane tasks; In the last 18 months, the firm has automated the equivalent of 12 full-time employees; They have not lost any staff, but the firm has not had to recruit as we grow. The annual cost saving is estimated at £240,000 and growing.

Using these technologies, Nectere can take what they have and constantly build on their portfolio services, to ensure that they remain ahead of the market Paul tells us. He goes on to reveal the strong position the company is in today, before adding his thoughts on the state of the wider industry. “We’re now in a position where one in 11 UK office supplies dealers are Nectere dealers. For us, the shift in the type of dealer joining us, reflects the success of our model. We now have several start-up companies, as well as established office dealers joining us to reduce their overheads, cut their costs and increased their margins. “The office products industry is consolidating and declining – although it is still worth £5 billion. For the remaining players – who are predominantly small independent companies – the way to survive and prosper is to expand into new growth markets. Indeed, this currently increases the potential market to £60 billion – with more growth areas opening all the time. It is very hard for the small independents to enter these markets on their own. Nectere is the solution to all of this. It is our innovative strategy and successful delivery of services, that is changing the landscape of our industry. “Current economic uncertainties including Brexit, only add to the benefits Nectere offers. Several companies have tried to copy our model, but most have failed with

only one company still offering dealer services, in a very different format to ours and they are struggling to gain traction.” As the man at the helm of the company, Paul then impresses upon us his own leadership style, including how he ensures that everyone understands his vision and works towards it. “I believe that to lead you must inspire. To do that, the vision of what we are trying to achieve must be clear and communicated down through the business. It is important to have a strong board and management team, who understand the need to communicate and generate a unified culture, throughout the business. We believe strongly in devolved responsibility and accountability. Our staff must have mastery of their jobs - so training is a priority. Mastery allows for autonomy, so that they are empowered to get the job done right. Staff must have a clear understanding of their purpose – why what they do is important and how it affects others. “We operate from a series of blueprints, which cascade thru the company to keep our vision and goals aliened and to avoid departmental silos. These are not just dusty documents confined to a cupboard, but they are used as part of everything we do, from one-on-one management to business information systems. We work hard to develop our staff, to create real teams who can be passionate about their work, who thrive on constructive conflict and who are always open to finding better solutions and helping each other. We work very hard, but we also have fun. “Automation is key to the company’s future success, particularly concerning the use of software robots. We have worked hard to create a culture, where the robots are a positive asset and not a threat. In addition, part of the culture we’ve created at Nectere is openness. Staff at all levels know that they can approach any member of the team, from assistant level through to our directors and have an impact on the decisions we make as a company.” Paul then turns his thoughts towards the challenges that the firm and their dealers encounter today.

“The challenges that I, Nectere and our dealers face are ongoing. It’s been an extremely challenging year for me as an individual. After having an accident last year and needing emergency surgery, I have had to rely far more heavily on my board and managers. This has been a very positive thing and the team have thrived on the additional responsibilities. “The declining market and consolidation of our industry is the biggest challenge. I had a very clear vision for the solution that Nectere brings. It has not been easy to either deliver the required services, or to persuade a whole industry to look at a completely different way to do business. In the early months, the idea was openly and aggressively ridiculed by the industry. We have had to go our own way against a great deal of opposition. But as I predicted the solution does work and is now a huge success. Many of the naysayers have tried to copy what we do, but they have failed. “The journey for me has been personally difficult but also extremely satisfying. It is great to have made the idea work and become a success. I have had to grow as a person, a manager and a leader. To take a company from the start-up stage to tens of millions, requires constant change. Important changes have been in management, process and in information requirements as well as communication. “I am looking forward to the challenges and changes we must make - to continue the growth and success of the company. The industry still faces challenges, such as Amazon business taking over the web, but I believe that the opportunities are far greater.” In closing, Paul shares his aspirations regarding the company’s future, in his own words. “The industry consolidation still has a long way to go and Nectere will be the favoured solution for dealers, going forward. Our focus will continue to use leading-edge technology, to introduce new products and services, to help our dealers grow profitably as well as maintaining our growth and stability. “Whilst we continue to expand our dealer network and exceed our



Helping Your Business Grow

targets for number of dealers, our intention is to continue creating and developing a successful channel for dealers, to grow their businesses profitably. “In regards to my own career, I started out in sales, but outgrew the confines of working for someone else and started my own business as an independent office products dealer 27 years ago, eight years ago, I recognised the changes affecting the industry and predicted those that were to come. Nectere has been the successful result of that work. In terms of my future I am still passionate and excited about leading Nectere into a more successful future. I expect my role to change to one of chairman and I look forward to developing my board and management team to be recognised as world-class.�

Company: Nectere Name: Paul Musgrove Email: Address: 40 Great Lister Street Birmingham, B7 4LS UK Telephone: +44 (0)121 333 1998 Web Address:


The 20 Best UK Companies By Workplace Culture, As Chosen By Employees Energy consultant Northern Gas and Power ranked number one in first ever CMI/Glassdoor ranking of best companies by culture and leadership. The 20 companies with the best workplace culture and leadership development – as chosen by employees – have been named in new research by professional management body the Chartered Management Institute (CMI) and job site Glassdoor. In the first ever Leadership and Culture at Work: the CMI/ Glassdoor Top 20 report – which reveals the UK companies with the best management and working cultures – Northern Gas and Power has come out on top. The energy consultant ranked number one thanks to their focus on management behaviour and a track record of promoting and developing its people, which employees said helped boost productivity and morale. Second was hospitality tech firm, Fourth, which promotes a split leadership structure, clearly

distinguishing between two types of manager: the technical specialists and the people specialists. The third highest-rated company in the study was software consultancy Equal Experts, which aspires to be a ‘company of grown-ups’, where staff are recruited on the premise that they will be able to act autonomously, seeking advice on the decisions they make, rather than adhering to a strict hierarchy. The firms were scored through analysis of the reviews posted on the Glassdoor website by current and former employees of more than 700,000 companies. Patrick Woodman, Head of Research and Advocacy at CMI, explored the findings in more detail. “The CMI/Glassdoor Top 20 highlights the best companies for corporate culture and leadership in the UK. At a time when trust in business is at an all-time low and there are major worries

about the UK’s poor productivity, every organisation can learn from these fantastic examples of well-managed businesses. These 20 companies show how quality management and leadership makes a real difference in inspiring and motivating employees.

Facebook. Managers at Facebook are said to be self-selecting, with the company adopting a ‘very flat’ culture, recognising that not everyone enjoys a purely management role and that becoming a manager is seen as ‘lateral move, not a promotion’.

“The companies featured in the Top 20 point towards a new way of defining management. Traditionally, getting on at work meant getting into management and climbing the ladder, but this hasn’t always led to a perfect fit between people’s skills and the demands of the role – especially when employers spend too little on training. Many of the best employers are now changing how they do things to make sure they put people with the right skills in the management roles that are critical to their company’s success.”

Joe Wiggins, Head of Communications, Europe at Glassdoor, commented on the findings and how they affect both firms and candidates for roles.

Also in the top 20 were travel tech firm Skyscanner, international consultancy firm Bain & Company, and social media behemoth

“Today’s employees and job candidates are more informed than ever before thanks to transparency and more company information available online. Organisations that have a strong culture will attract the best people, and in turn this will lead to stronger financial performance. Culture is so important as it is second only to salary in terms of influence on a job candidate’s decision to join an employer.”




Legal Drugs: Are You Safeguarding Your Employees? Suzannah Robin, alcohol and drug safety expert at AlcoDigital, highlights the oftenoverlooked dangers of employees taking prescription and over-the-counter drugs. It’s a scenario any employer could imagine. A trusted employee – let’s call her Ellie – has been absent with a slipped disc but is now back at work. She’s still in some discomfort, but she’s taking codeine tablets prescribed by her doctor to control the pain, and seems to have returned to her usual reliable self. As an employee, would you question Ellie’s fitness to work? The disturbing fact is that many bosses wouldn’t – yet by failing to implement a drugs and alcohol policy which includes testing for prescription and some over-thecounter drugs, they could be laying themselves open to prosecution, not to mention risking the safety of employees and customers. If Ellie was a coach driver or a machine operator, the dangers are clear. Codeine is an addictive opiate-based substance which can cause drowsiness, even when taken at the recommended dosage. Under government rules which came into force in 2015, it’s an offence to drive with legal drugs such as codeine in your body if those drugs impair your driving, whether they are prescription

drugs or certain over-the-counter medicines. But it’s not just Ellie who could be liable for prosecution if she was found to be unfit to drive. Her employer could be scrutinised for breaching health and safety legislation, leading to fines or even a jail sentence for failing to take all reasonable steps to ensure staff members are fit to work. Drugs and alcohol testing – what’s the law? Drugs and alcohol testing is subject to legislation in certain transport sectors, such as the aviation, rail and shipping industries. Although there is no legal obligation for most other employers to adopt a specific testing policy, they do have a duty of care to maintain a safe working environment under the provisions of the Health and Safety at Work Act. If methods for detecting misuse are not implemented and an accident occurs, it’s clear that employers could be held liable. The risks are present in almost any working environment, however there are obvious ramifications for companies that employ commercial drivers or machine operators. What drugs should employers test for? It’s no surprise that illegal substances such as cannabis,


cocaine, ecstasy and ketamine should be included in any testing regime. Alcohol should also be tested for. But the implication of the 2015 UK drug-driving law is that other ‘everyday’ drugs which many think of as innocuous should also be considered. Legal drugs cited in the 2015 law include: • Antihistamines such as chlorphenamine, diphenhydramine, loratidine or cetirizine • Diazepam • Morphine or opiate and opioid-based drugs such as codeine, tramadol or fentanyl • Termazepam As previously discussed, there is no law that states employers must test for these substances, whether or not their staff are driving or operating machinery as part of their role. But employers ignore the dangers at their peril. Along with prosecution and the immeasurable emotional impact of an accident, the damage to a company’s reputation if an incident occurs can be immense. And it’s worth noting that there doesn’t have to be an accident for legal drug-taking to impact negatively in the workplace – drowsiness and other side effects

can lead to lower productivity, costly mistakes and absenteeism. A study in the US this year revealed that 71 percent of employers have been affected in some way by employees’ misuse of legally prescribed medications, including opioids1. Yet the survey of 501 HR decision-makers found that 41 percent of those that drug test employees are not testing for synthetic opioids. Setting up a drug and alcohol testing policy While many larger corporations have policies in place, smaller businesses may feel daunted by the sensitive task of setting up a screening procedure. However the process can be relatively simple and not as expensive as many imagine. Technological advances have transformed the quality and accuracy of testing hardware, and high-quality police-grade testing kits can now be bought at a reasonable price, offering instant and reliable results. It’s important that personnel are trained in the correct use of the kits and accurate interpretation of results, ensuring that any evidence provided is irrefutable if ever challenged in a legal action. You may be wondering how employees react to the news that


they are to be tested, whether that’s on a random or regular basis. In our experience, the vast majority of staff actually welcome the introduction of alcohol and drug testing, recognising that it’s in the interest of all employees and the company’s wider customer base. Many will be surprised to learn of the possible side-effects of common drugs like

Legal Drugs: Are You Safeguarding Your Employees?

anti-histamine or codeine, but again they understand the importance of securing a healthy and safe working environment for all.

direct their attention towards the problems caused by legal drugs – problems which may be lesser known, but can have equally catastrophic effects.

Over the last decade, huge progress has been made in terms of tackling illegal drug use and alcohol abuse in the workplace. Now it’s time for employers to



New Global Leader for Top Investment Firm Stephanie Braming appointed Global Head of William Blair Investment Management. William Blair, a global investment banking and asset management firm, announced today that Stephanie Braming, CFA will lead the William Blair Investment Management (WBIM) business. She will join the firm’s executive committee and will be based in Chicago. As global head of Investment Management, Ms. Braming will be responsible for the strategic direction of the business. Ms. Braming was most recently a portfolio manager for the William Blair International Small Cap Growth and William Blair International Growth strategies. In this role, she had responsibility for nearly $20 billion of client assets. “Stephanie brings deep knowledge and strong understanding of our business as well as a real commitment and passion for our clients. She has been a member of Investment Management’s extended leadership team, and is well suited to manage our nearly $74 billion asset management franchise. We are very excited to have her in this role to drive our strategy for the future,” said John Ettelson, President and CEO of William Blair.

“My focus is on results driven strategies in order to generate strong client outcomes,” said Stephanie Braming. “We take our role as stewards of client capital seriously, and I look forward to building upon William Blair’s investment-centric culture of collaboration, innovation, and growth.” Stephanie joined William Blair in 2004 as an International and Global equity product specialist, and has been instrumental in portfolio construction, portfolio design and has had a leadership role in the enhancement of the firm’s systematic research tools. She has also led the design and launch of several strategies including those focused on China A-Share and Japan. Prior to joining the firm, she was a principal at Mercer Investment Consulting, and before that, at the Federal Reserve Bank of Chicago. Ms. Braming is a member of the CFA Institute and the CFA Society of Chicago, where she served on the Society’s board of directors. Within the asset management industry, William Blair continues to gain prominence with a global footprint of $73.9 billion as of September 30, 2017. WBIM has grown five-fold over the past


decade and is a four-time recipient of the “Best Places to Work in Money Management” recognition by Pensions & Investments. William Blair ranked fourth among investment management firms with 100 to 499 employees in 2016. The program, which is based on employee surveys and an employer questionnaire, is dedicated to recognizing the best employers in the U.S. money management industry. Overall, William Blair is a global investment banking and asset management firm committed to building enduring relationships with its clients and providing expertise and solutions to meet their evolving needs. An independent and employee-owned firm, William Blair is based in Chicago, and together with its strategic partners, operates in more than 20 offices worldwide. As such, Ms. Braming has an exciting challenge on her hands moving forward, and her new role looks set to offer her many unique opportunities for personal growth and to build upon her already extensive experience in this vital market.

g New Global Leader for Top Investment Firm



Leading UK Business And IT Consultancy Opens Scotland Office Waterstons, an innovative UK business and IT consultancy, has opened its first office in Scotland as it eyes further growth and expansion. Waterstons, which has its UK headquarters in Durham and another office in London, opened the doors to its new office on the M8 corridor between Glasgow and Edinburgh in September of this year. Waterstons Limited was established in 1994 and is a UK-wide Business and IT consultancy with its headquarters in the North East of England and offices in Glasgow and London. It is dedicated to providing IT solutions across a wide range of sectors, including higher education, manufacturing, AEC, energy, transport and logistics, and professional services. Waterstons has been shortlisted in the Gold Employer of the Year (50-249 employees) category at the Investors in People Awards 2017 (to be announced in November) and was also shortlisted as one of the Best Tech Places to Work in the National Technology Awards 2017. The privately-owned company has a strong culture of trust and transparency which extends throughout its highly skilled workforce to clients and suppliers.

It empowers employees at all levels to take ownership for their work, leaving no stone unturned in the pursuit of excellence for clients and with a clear focus on client outcomes rather than working hours. In return, employees are liberated to work how they want, when they want, to achieve the desired outcome for their clients and colleagues. A range of benefits include: self-directed flexible working hours; the option to work from the most appropriate place; unlimited holidays; and time to learn, develop and innovate through hack days or training and professional development programmes. For more than a decade, Waterstons has worked with a number of high profile clients in Scotland. The firm, which employs 130 people across the UK, has already made three key appointments and is currently in the process of recruiting more employees for its base at Regus Eurocentral, Maxim Park, Motherwell.


Ricky Milliken has been appointed Regional Head – Scotland and will be leading the Waterstons team. Sally Edgar has been appointed as Senior Transformation Consultant and Cosmin Argatu has relocated from Waterstons’ HQ to take up a position as Bespoke Consultant in the new office. It is expected that a further four or five people will be based at the Scotland office initially, but it is hoped that this figure could grow to 30-50 within five years. Waterstons has also partnered with Microsoft to run an education sector event later this month, and the company plans to host/co-host a series of business-focused and sector specific industry events in Scotland in 2018. Ricky has more than 17 years’ experience in IT management, having previously worked at a number of technology companies, including Sx3, Northgate IS and Capita. Ricky, who joined the company four months ago, said: “It’s the company values, capability and ambition of Waterstons that really resonated with me. We have a very efficient and professional business-focused

outlook, offering technology as an enabler to maximise real business outcomes and benefits. “We’ve been leading business transformation, solving business problems and helping clients to generate a real return on their technology investment right across the UK for 23 years. The move to open a dedicated office in Scotland demonstrates our commitment to our existing Scottish clients and provides a fantastic opportunity to grow both our business and our team. “With an 80% client retention rate, we’ll be focusing on forging even deeper and wider links with our existing clients, while building upon our expertise in the higher education and manufacturing sector, including food and beverage.” CEO Susan Bell said: “We have been in business for almost a quarter of a century, and these are very exciting times for Waterstons. We’re an ambitious company with a strong desire to use technology to ultimately improve their performance, and we’re hoping to

g Leading UK Business And It Consultancy Opens Scotland Office

be able to increase the number of employees significantly over the next few years by strengthening the relationships we already have and building new ones. “As an IT consultancy with a keen business focus, technology is a huge part of our DNA, but ultimately it’s about putting people first and the pursuit of excellence. We have a strong culture of trust and transparency and our focus is making a real difference to our clients’ business.”



Freedom Of Information Course Explains Best Practice For Public Authorities Public authorities have an obligation to share information with the public if requested, according to the Freedom of Information Act 2000. The Act was designed to encourage transparency in the public sector and increase the public’s trust. But does everyone working in relevant job roles understand how the act works for them and the public? EssentialSkillz, the global leader in online training and compliance software, has launched an eLearning course explaining the Act. The course shows how the act applies to individuals, private organisations and public authorities. EssentialSkillz is a global provider of scalable eLearning solutions for organisations in both the public and private sectors. Recognised as a market leader in; DSE, Ergonomic training and online risk assessment, EssentialSkillz has a product portfolio including O-LAS Learning Management System, O-LAS Author (rapid authoring tool), O-LAS Content (library of Health & Safety and Business Protection courses) and WorkWize (online policy roll out and acceptance). The firm’s 45-minute course helps organisations understand the key

aspects of the Act and describes how to handle requests and comply with the requirement to proactively publish information. The course is split into three parts. First, the overview covers the basics of the Freedom of Information Act, which is overseen by the Information Commissioner’s Office (ICO). The Act is designed to encourage openness in the public sector, which leads to increased trust in public bodies. The second part of the course gives guidance on how to handle requests. For example, requests must be treated equally, handled neutrally and in timely fashion. Requests can be denied so it’s necessary to understand when this can happen and what to do if either party disputes the outcome.


Finally, the course explains best practice for publishing information to the public. To be compliant when publishing information, public authorities should follow the ICO’s publication scheme and definition documents. Julian Roberts, CEO of EssentialSkillz, said: “It’s important to understand not just the theoretical aspects of the Freedom of Information Act but also the practical implications and responsibilities companies have when handling requests from the public. “Both employers and employees dealing with freedom of information requests have an obligation to act according to the ICO’s guidelines. This course is a great way to either introduce employees to the Act or

remind staff of the requirements they need to follow to remain complaint.” As with all courses from EssentialSkillz, the Freedom of Information eLearning course can be tailored to the needs of the organisation at no additional cost. Course content can be updated using the integrated authoring tool. Using WorkWize, a Freedom of Information policy can be distributed to staff to ensure they understand the training and accept the policy. EssentialSkillz is listed as a supplier on Crown Commercial Service’s database of cloud computing services, G-Cloud 9. This means that it can offer its compliance solutions to public sector organisations looking to streamline their online training, risk assessment processes and policy enforcement.

g Freedom Of Information Course Explains Best Practice For Public Authorities



Brussels vs Britain: GDPR Preparation Gap Exists Between IT Professionals Across Europe New research of European businesses, conducted by Kaspersky Lab, has revealed surprising variations in the levels of preparedness for the General Data Protection Regulation (GDPR). With less than nine months to go before the regulations become enforceable, there’s a surprising – and worrying – inconsistency of readiness levels across IT decision makers in Europe With businesses that process personal data within the EU continuing to grapple with their GDPR obligations, Kaspersky Lab set out to shed further light on the levels of awareness and preparedness for the regulation across Europe. Despite its decision to leave the EU, the UK will still fully comply with the GDPR. It joins France, Germany, Italy, Spain and the Netherlands in demonstrating much higher levels of readiness compared to their counterparts in Belgium, Portugal, Denmark and Norway. When it comes to being aware of the GDPR, due to come into force on 25 May 2018, Belgian IT

professionals ironically showed the lowest levels of awareness by a considerable degree – despite the law being passed in their capital. Worryingly, considering the potential financial penalties of non-compliance (up to 4 per cent of an organisation’s global turnover), a third (32 per cent) stated they had no awareness other than hearing the name and 16 per cent admitted they had no awareness at all. This response was in stark contrast to the UK, where half (49 per cent) of respondents felt they have a good knowledge of the GDPR, closely followed by France (47 per cent), Germany (46 per cent) and Italy (46 per cent). This is certainly positive news for consumers, who are now paying more attention


to how businesses handle their personal data. The low level of awareness displayed by Belgian employees also translates into a lack of confidence in the ability to comply with GDPR, with 29 per cent of IT professionals in Belgium believing their organisation will not be fully compliant by the deadline, compared to only 13 per cent in Italy and 18 per cent in Spain. In addition, a third (33 per cent) of IT decision makers in Belgium and 46 per cent of those in Norway admitted they are not confident that those responsible for handling personal data in their organisations are aware that existing laws are changing.

The outlook is more positive for the EU “big five,” which are leading the way in terms of preparation. Four out of five of those questioned in the UK (82 per cent), France (82 per cent), Germany (84 per cent), Italy (85 per cent) and Spain (84 per cent) stated that preparations are well underway. However, 29 per cent of IT professionals in Denmark have made little or no preparations, closely followed by Portugal (26 per cent), Norway (25 per cent) and Belgium (18 per cent). One in five (19 per cent) Belgian IT professionals are also unsure if preparations within their company have even started – a serious concern given that businesses have less than a year to become compliant, or face the risk of hefty

g Brussels vs Britain: GDPR Preparation Gap Exists Between IT Professionals Across Europe

financial penalties and reputational damage. “The lack of awareness and action towards the GDPR by the IT profession across pockets of Europe is worrying. Many businesses are putting themselves and their clients at risk by not making vital preparations and changes now to the way personal information is harvested and secured. Many of the businesses affected by the legislation will have operations across Europe so the preparation gap is particularly alarming as such businesses should be sharing information about compliance across their business and have a clear point of responsibility within their company. “The deadline is the same for every company no matter their size, industry or location, so action needs to be taken now to get data handling practices up to scratch before the wrath of the regulators makes the impact of GDPR a bitter pill to swallow, rather than a good thing for the data health of an organisation,” commented Adam Maskatiya, General Manager, UK & Ireland. The research questioned over 2,000 IT decision makers in organisations with more than 50 employees. It was conducted in 11 European countries; the UK, France, Germany, Italy, Spain, Belgium, Netherlands, Portugal, Sweden, Denmark and Norway.



As Savings Crisis Looms, Employers Failing To Tackle Employee Knowledge Gap A third (33%) of UK employees are saving less than £50 a month, with one in five (20%) not saving anything at all, with only two fifths (40%) of employees are confident in choosing the right savings product. Despite this, whilst 65% of employers recognise that they have a key role to play in improving employees’ financial wellbeing, three quarters (75%) of employees say that their employer has not provided any financial education to help them understand what savings choices exist. A lack of across the board financial education is failing to close the employee savings gap, according to a new report published today by Close Brothers in conjunction with the Pension and Lifetime Savings Association (PLSA). The Lifetime Savings Challenge Report 2017, which seeks to understand how employees are saving, where they need help, and the level of support available, reveals that there is a distinct savings challenge that needs to be addressed. A third (33%) of UK employees are saving less than £50 a month, which includes one in five (20%) who admit to not saving anything at all.

A lack of understanding amongst employees is clear. This is a real concern against a backdrop of radical change in the pensions and savings industry, as well as rock bottom interest rates. A lack of confidence when it comes to saving effectively into the right products for each individuals’ circumstances is also evident, with only two fifths (40%) of employees confident in their ability to choose the right financial product to help them achieve their savings ambitions. For example, while more than half (53%) of those aged 18-34 see either saving for retirement or buying a house as their main savings priorities, of those eligible to save via a Lifetime ISA (LISA), 42% don’t do so because they feel that they don’t know enough about the product.


In spite of the fact that around two thirds of employers (65%) think the responsibility for improving employees’ financial wellbeing lies jointly with them and their employees, employers are falling short. Just half of UK employers (48%) offer some form of financial education, with 20% planning to introduce it in the next twelve months. Despite this, three quarters (75%) of employees say that their employer has failed to provide any financial education to help them understand what savings choices exist and what’s best for them. It is clear that there is a real need to examine the quality and scope of the financial education that is provided, as well as to look to see what more can be done.

When it’s available in the right format, it works. More than a third (35%) of employees who had received financial education said that it had been useful in guiding their immediate, medium, and longterm saving decisions. Jeanette Makings, Head of Financial Education at Close Brothers said: “There is a looming savings crisis. Not only are people failing to save enough, but many simply don’t understand the different savings choices available or how to evaluate which ones are best for them. Worse than that, the industry is not geared up to help them. Product providers can explain their own products, and comparison websites may be helpful to compare products of the same type, but there are very few

g As Savings Crisis Looms, Employers Failing To Tackle Employee Knowledge Gap

providers able to help individuals look across the savings landscape in its entirety and choose what’s best for them. “Employers have a key role to play in solving this Lifetime Savings Challenge, but despite them seeing it as their responsibility to enhance the financial education of their workforce, far too few are adequately addressing the issue amongst their employees. If we want employers to be adding real value, their efforts need to reflect the challenges that individual

employees are facing at each stage of life. “A huge part of the challenge therefore, is to encourage the provision of good financial education in the workplace that looks at savings as a whole and the different options available. Employers are hugely trusted and perfectly placed to close this knowledge gap. By working closely with them to develop impactful education, we can help employees secure a solid financial future for both themselves and their families.”

Nigel Peaple, Deputy Director of DC, Lifetime Savings and Research at the PLSA discusses the findings. “Regular income from full-time employment is the building block for many people’s financial stability so it makes sense that they would also look to their employers for support with financial education, pensions and lifetime saving. Today’s report highlights not only the low levels of saving amongst the workforce but also their interest and desire to do more.

“It also raises important questions about the role employers can play in helping employees to be financially prepared for retirement. It is encouraging to see that almost two thirds of employers believe that it is their responsibility to help employees to make the most of the benefits packages they offer. We hope that companies will feel able to help their employees reach their savings aspirations.”



New Generation Looks to Climb the Career Ladder New research shows that ambitious Gen Z expect to be promoted within 6 months of starting their first job. Over a third of Generation Z (36%) expect to be promoted within six months of starting their first job according to new research. The study, conducted by conference calling specialist Powwownow, found that men are particularly optimistic: with nearly a fifth of male employees (18%) expecting to be promoted in less than three months of starting their first job, compared to just one in 20 women (5%). The survey of 1,000 18-23-year olds also found that men are far more likely to move on from their first job swiftly, with a quarter (28%) saying they’d leave a job after 12 months or less, compared to only 13% of women. However, while Generation Z are often characterised by having short attention spans and a reduced sense of loyalty, nearly a quarter of young professionals are intent on

staying with an employer for five years or more. When it comes to receiving a promotion, pay remains an important factor, with nearly three quarters (70%) of 18-23-year olds considering a salary increase the main benefit of receiving a promotion. Recognition is also key, with over half (54%) revealing that feeling valued by their colleagues after receiving a promotion, and increased self-confidence for nearly half of Generation Z (45%) with over half of women and just over a third of men citing improved confidence as a main benefit. Interestingly, only a third of women (31%) are bothered about receiving a new job title or the prestige that comes with a promotion, while 42% of men look forward to gaining a new label. Jason Downes, MD of conference call company Powwownow,


discusses the findings and how they can impact on both employers and employees. “UK businesses need to recognise that the newest generation entering the workplace is incredibly ambitious and young professionals expect their employers to recognise their skills and determination. “These young professionals are simply looking for a workplace that suits their personal needs and longterm career goals, and in return, will prove loyal. Many will stay with an employer for long periods of time if they feel they are being supported, recognised for their work, and given the tools that allow them work productively and, ultimately, progress. In order to hold onto industry leading talent, employers need to evaluate how they support, recognise and promote young professionals within their business.”

g New Generation Looks to Climb the Career Ladder



How to Delegate The art of delegation is one thing business owners must master. For entrepreneurs and those just starting out, relying on another team member to handle important tasks can be difficult. After all, your business is your baby and who knows your brand better than you? However, learning how to delegate is essential – not just to your business success, but to your sanity.

a business forward and employee engagement. As an entrepreneur or startup company owner, it’s your responsibility to develop people within your organisation. While it may be easier to complete the task yourself in the short term, delegating to employees will provide the challenges and opportunities your staff need to learn new skills and expand existing ones.

Delegating to the right people in the right way will allow you to step back from the everyday activities that exhaust all your efforts so you can focus on growing your business.

“Employees who aren’t challenged, motivated or engaged won’t stick around for long. By delegating, you can instil a high level of focus at all levels and give employees the chance to advance their careers. Remember, nothing is more destructive than micromanaging. Draw on your employees’ strengths and build a team that will support you and business growth in the long run.”

Why should you delegate? There are several reasons why it makes perfect sense to delegate, particularly in those early days. •

As an entrepreneur or startup your time is precious, and successfully delegating will save hours that could be spent better elsewhere. By sharing tasks with your workforce, you can use the best people for each and every job, developing employees in the process. Delegating to your employees is an excellent motivator. Delegating shows you trust your people, and employees will feel engaged in their roles and more committed to wider company values and objectives.

Phil Foster, Managing Director at business electricity comparison site Love Energy Savings, says:

“Delegating tasks to your team is an essential aspect of both driving

3 expert tips from successful entrepreneurs on delegating “Learn to delegate very early on” —Richard Branson Filling the skills gap you have is another reason why the most experienced entrepreneurs delegate. In recent article ‘How to delegate when launching a business’ Richard Branson stated:

“If you really want to grow as an entrepreneur, you’ve got to learn to delegate … When my friends and I started up Virgin, I knew that I was lacking vital knowledge on some subjects, and so I started learning this skill very early on in my career”. The Virgin Founder makes no secret of the fact that the key to his success is his people. Learning


how to delegate and trust from an early stage ensures your time and energy can be spent keeping the business where it should be and resolving all the unexpected issues that will no doubt arise. “Keep your team as small as possible” —Mark Zuckerberg This tip may seem a little odd considering Facebook serves more than a billion users worldwide, but Zuckerberg does have a point. During an interview with CNN Money he said that “the most important thing is to keep your team as small as possible” when asked how entrepreneurs can start to delegate successfully to others to grow their own companies. Picking the right people to delegate to is vital. Ensuring your small and carefully selected team has the skills and strengths to complete the tasks, or has access to training and support to develop such skills, is key. “You have to be open-minded” —Bill Gates Most people have their own way of doing things and this extends to entrepreneurs and small-business owners. In Time’s Bill Gates’s Best Career Advice Gates said:

“You have to be open-minded. Somebody could do it differently and still do it well. You can’t have this bias that they need to do things the same way.” Micromanagement is a huge no-no when delegating. Once the team member you’ve delegated to is trained and briefed, you need

to back away and trust they can succeed – even if they do approach and complete the task differently. Understanding the importance of delegating is integral to taking your business to the next level. Building your team requires some initial investment, but delegating will ultimately save you money by allowing you to step back from the day-to-day and focus on driving your business’s growth. Here at Love Energy Savings we’re passionate about helping our customers save money as we know how important this is for a business.


How to Delegate


CEO Monthly October  
CEO Monthly October