Wood and Disney are a tech savvy firm of chartered accountants who focus on building a better future for our clients, their families, their teams and their communities by giving jargon-free, pragmatic, best practice business advice.
We use our skills with numbers and experience in business to make a real difference to our clients’ lives knowing that as business owners you cannot rely on the government to look after you and therefore you are driven to achieve financial freedom in whatever form it represents for you.
Building Better Futures by its very nature involves the creation of assets. The most successful people focus first on accumulating business assets before they can reap the benefits of that success personally. Those business assets may be intellectual property, tangible assets, the best team, the best systems or perhaps the most important thing for long term survival, CASH.
Recessions occur regularly every decade or so, but the survival rate of small businesses is staggeringly poor with 20% failing in the first year, 60% failing within five years and less than 30% still being in business after ten years. This is backed up by Companies House data which tells us that the average age of UK companies is just 8.4 years and over 72% of the register are under ten years old.
So, when we talk about Building Better Futures our vision is:
To defy the norm of business failure statistics and help 100% of our clients not only survive more than 10 years but also create a genuine asset to pass on to another generation
Over the past four decades we have created a process called Your Journey to Freedom® with over 500 tried and tested resources and tools. This process is a best practice process for established businesses where the owner has either reached a plateau or has exploded with growth and is fearful of losing control.
Wood and Disney
Lodge Park, Lodge Lane, Langham, Colchester, CO4 5NE
01206 233170
www.woodanddisney.co.uk
www.yj2f.co.uk
Renowned for its optimistic feel and life reborn, spring is a time when we all like to finally throw off the clouds of winter and approach life – and business – with a renewed spring in our step.
I hope this spring issue of BusinessTime in Essex will help put extra bounce into your stride, because there is a lot to be ‘bouncy’ about if you’re in business in Essex. We have the UK’s two largest construction projects – the Lower Thames Crossing and Sizewell C - on our doorstep with huge potential for lucrative contracts, and three of our towns/cities have received £60 million from the Government’s levelling-up fund (see pages 36-37). Most importantly, that wonderful entrepreneurial spirit and energy which characterises the Essex business scene still burns brightly.
No-one, myself included, is suggesting the current UK economic scene resembles a bed of roses. These continue to be challenging times but, in the words of the old saying, when the going gets tough, the tough get going.
The numerous conversations I’ve enjoyed with business gurus across Essex since Christmas have
been very encouraging. We are fortunate in this county to have an excellent business support service.
Admittedly, it can at times appear difficult to find the best route to access that support, but the quality of support, once found, more than warrants the effort of the search (note to myself: possible feature in next issue on how to best access business support across Essex!)
So, anyone not feeling upbeat, I challenge you to read us from cover to cover and not feel positively transformed!
Can’t sign off without, firstly, a quick mention for the second Big Green Business Expo on April 20 which I am very proud to again be working with Essex Wildlife Trust in organising. All the detail can be found in our Sustain Essex supplement. And secondly, a huge thank-you to all the businesses who continue to lend their invaluable support to making this magazine possible.
See you again on June 1 with our summer issue.
Publishing Editor
NEW research from the Chartered Management Institute (CMI) suggests firms are much less open to hiring older workers than they are to bringing in younger people - yet at the same time the Chancellor is urging people who retired early to return to work.
But the CMI warns that to bring more older workers back into the workforce, employers will also need to shift their attitudes towards hiring.
The CMI surveyed more than 1,000 managers working in UK businesses and public services. It found just 42% were open ‘to a large extent’ to hiring people aged between 50 and 64.
The survey, carried out at the end of October 2022, found most employers were more open to hiring workers in younger age groups with 74% of managers open to a large extent to hiring younger workers between the ages of 18 and 34. 64%, were very open to hiring those aged between 34 and 49 with just 18% of managers saying they were open to a large extent to hiring people in the 65+ category.
Ann Francke, chief executive of the CMI, said it was employers,
as much as older workers, who needed to hear the Chancellor's message about encouraging them back to the labour market.
Employers were complaining of severe labour shortages, she said, while also admitting that they are hesitant to bring in older workers.
“That points to both cultural and leadership failings in businesses of all sizes, and that needs to change," she said.
Ms Francke said that older workers could be lured back, if they were offered training and flexible working options. "But unless those doing the hiring revisit their attitudes, older workers will continue to be excluded, just when the labour market needs them the most," she said.
Many sectors across the economy are suffering from acute staff shortages. But at the same time around a quarter of people of working age - about 10 million people - don't have jobs. Some are looking for jobs, others are students or carers, or are unable to work due to ill-health.
The survey drew some interesting feedback from two Essex-based business owners.
Gerard Francis, Managing Director at Colchester-based Lighthouse Personnel, strongly believes employers are missing out on a trick if they ignore the older workforce – but that employers,
older applicants (and perhaps the recruitment industry itself) all have issues to address.
He said: “The past five to ten years has seen such a push on apprentices and taking on young people who businesses can train as their own. I’m certainly not against apprenticeships and this Government-led thinking has influenced employers. They want hungry, determined people, but they seem to associate hunger with youth, and that’s not always the case. Older people are often keen to learn something new.
“When I’m networking, I often hear people talk about bringing in someone new and they’ll refer to them as a junior member of the team rather than a trainee, the significance being that a trainee doesn’t have to be a younger person.
“Applicants generally don’t
always know how best to articulate themselves in their CV. An older applicant might want a lower level role because they no longer want the daily pressure or a job they have to take home with them every night, but the employer thinks the applicant won’t be suited to the job because they’ll get bored. This scenario is partly down to the applicant with a wrongly-worded CV, but equally down to the employer not seeing the right things.
“Older people need to make it very obvious on their CV why they are perhaps looking for a less pressured role. Bad hiring managers won’t always probe if they see something that needs explanation.
“People talk a lot nowadays about a talent shortage. Whilst this shortage does exist, I strongly believe it could be reduced significantly if we take the right steps. Part of the issue is we have hiring managers who can’t uncover the talent that’s available. I do believe good employers and good applicants are missing each other.”
Gerard believes a key issue in this debate is that job roles and applicants’ attributes are getting lost in communication.
“I often hear an employer verbally describe a job role description to me but then, when I see it on paper, it sounds completely
Gerard FrancisLighthouse PersonnelTurn to page 7 s
s From page 5
them missing out on some very talented people, it also risks them being taken to court. Under the 2010 Equality Act, it is unlawful to discriminate on the basis of age unless the practice is covered by an exception from the ban.
“As a reputable recruitment agency and mindful of all relevant legislation, we really try and offer clients a variation of suitable candidates. It does seem harder to find talent nowadays, so this is very much the time for employers to look carefully at all applicants to see what they can offer –whatever their age,” added Gerard.
“Some companies know they have negative views of hiring older workers. Others discriminate inadvertently through their processes. Businesses need help to make a conscious effort to improve their recruitment techniques, and there is help out there to do so if they want to have a bigger pool of applicants.
workers than pay, yet many employers do not highlight real genuine flexibility as an option.
different. I believe a video description of the job role would make a world of difference in terms of clarity. Similarly, a video CV could make a job applicant’s situation and skills set so much clearer. An employer, on average, looks at a CV for seven seconds and makes a judgement call. If the info they’re looking for isn’t there and blatantly obvious, the CV is often discarded.
“I accept that a video CV could open up other prejudices (ironically, ageism!) because of the possibility of selection based on looks rather than ability, but I think the advantages would outweigh the disadvantages.
“I’ve never seen one video CV. Perhaps we need to look at our platforms so we can utilise video more for candidates and employers,” he said.
Of course, age discrimination by an employer not only risks
Kerry McGowan, Managing Director of Harlow-based HR Specialists, said: “The results of this survey do not surprise me. In my experience, ageism has been the least talked about but is probably one of the biggest ‘isms’. As an HR professional who has worked in Essex for a long time, I have known for more than a decade that applicants over 50 are at a disadvantage.
“Due to the shortage of UK applicants, older recruitment has come under the spotlight, and now is a good time to do something about improving opportunities for the over-50s. Both over-50s and employers need assistance when it comes to applying and hiring.
“I think applicants need to be encouraged by more employers to apply for roles and, once in front of employers, sell themselves and break down those stereotypes that definitely exist.
“Some older workers may need training in understanding how they can get the best out of recruitment processes and interviewing, particularly if they have stayed in one role for a long time. There are different types of interviewing techniques and understanding how to showcase your skills to your best advantage is important. For example, understanding competency-based interview questioning and how to prepare answers.
“Some larger employers use online systems where you must put in your age or date-of-birth to continue with the application. Why is that relevant? Why is it part of a sifting or shortlisting option? Why do employers want dates against school and university grades when someone is over 50 and their experience in previous roles is much more important? If there is a gap in someone’s employment, that can be discussed at interview.
“Not all recruiting managers have training. Employers need support in getting the best out of a recruitment process. Many don’t have a process and decide on successful applicants through informal means - not based on the skills of the individual to do the role but using biased metrics. I have heard it said to an older applicant they are too experienced, but what does that actually mean? Does the applicant have the skills or not?
“Surveys have shown flexible working often comes out as more important for older
“Employers say, because I have heard them, they want to restrict applicants from different groups. As a HR professional, apart from any equality issues, we know that where an employer restricts the pool they could lose out on a talented applicant. Also, my experience has shown a diverse workforce generally gives better balance across teams.
“Employers need support from organisations and professionals to break down and understand their stereotypes particularly in relation to older workers. There has been training in the marketplace for some time to help break down stereotypes in the workplace in relation to the LGBT+ community. I think there is a need for similar training to support the over-50s.”
Research by the Federation of Small Businesses shows small firms are finding it difficult to recruit staff due to changes in the labour market. 37% of small business employers have a member of staff who is over 65, and 79 per cent have a staff member who is between 50 and 60 years old. Across the UK, 11 per cent of people over 65 are in employment.
Ann Scott, Essex Development Manager for the FSB, said: “This could indicate small businesses are more likely than other employers to hire older workers and, as a result, they could be feeling the impact of the so-called ‘Great Retirement’ (older workers leaving the workforce at higher rates than before the pandemic) more than other employers.
“With one in three small businesses saying finding staff with the right skills is a major barrier to growth, attracting retired people back into the workforce could be a way to help tackle the skills crisis.”
Kerry McGowanThe HR Specialists
ON behalf of all the team at the Chambers, I would like to wish the Essex business community a belated but very happy start to 2023.
A new year symbolises a fresh start and new beginnings. However, many are still hounded by the continuing turbulence and instability we have all come to know during the past few years.
The Collins Dictionary 2022 word of the year was aptly chosen as ‘permacrisis’, a word describing the feeling of living through a period of war, inflation and political instability. We can all recognise this feeling. Simply by switching on the news, it’s hard to imagine the whole world isn’t in a continual state of crisis. Although the landscape for business remains uncertain, Essex Chambers of Commerce remains steadfast in our support for our business community.
Amongst the doom and gloom, it is vital we remember to emphasise the good news in our county and celebrate it when we can.
2022 saw the triumphant return of our much-missed physical events. As restrictions lifted, we were once again able to meet in person to network and enjoy a variety of fantastic locations, venues and businesses across the county. Words can’t express how good it is to be back bringing our members high-calibre physical events once more.
Essex Chambers of Commerce is known for being distinctive, and a cut above the rest –and 2023 will be no different.
A rather exciting development for Essex Chambers is we have been chosen by the Department for Education as lead for the Essex Local Skills Improvement Plan (LSIP) – read more about this on page 59. The project aims to provide an employer voice
on skills needs locally, working together with employers and partners to develop a plan capturing skill needs and identifying action-based solutions required to enable local colleges and skills providers to effectively meet that plan. We’ve hit the ground running on this project, planning 11 sector roundtables that will see industry and colleges come together to discuss the issues. For further details on the Essex LSIP and how you can get involved please visit the dedicated LSIP section on the Essex Chambers website.
To ensure our members get the most from our events, we are introducing ‘early bird’ tickets. Not only will members receive a discount on ticket prices during this time but only members can book – meaning they will not miss out on our popular events. We will also be introducing more exclusive member-only events and free webinars.
Good news elsewhere in the county as London Southend Airport announce easyJet has relaunched its route to Amsterdam’s Schiphol Airport. This popular route last operated in March 2020 and is sure to be welcomed back by holidaymakers and business travellers alike. From May 24, the route will operate four times a week and will open up potential opportunities in the Netherlands and beyond. easyJet
Denise Rossiter, Chief Executive of Essex Chambers of Commerce, believes 2023 is already lining up to be a great year for business in Essex, as we all look to put the gloom of the past few years behind us.
proposed Lower Thames Crossing project with the announcement that Balfour Beatty has been awarded the Roads North of the Thames contract. The Planning Inspectorate has also opened the period for stakeholders and members of the public to register to become an Interested Party. I welcome this promising progress and continue to support the LTC project as I firmly believe it will have long-lasting advantages for the South East.
Essex Chambers of Commerce remains dedicated to helping businesses anyway we can and recognises the role of employee wellbeing in our support. We are currently working in partnership with Essex Police and Practical HR on a revolutionary pilot project on domestic abuse in the workplace, which aims to take a preventative approach to a subject which has a human cost as well as an unseen cost to business.
2023 is already shaping up to be a fantastic year for the Chambers and there are plenty more surprises to come. Join us for unique opportunities
APOSTGRADUATTE student at Anglia Ruskin University (ARU) has been recognised as founding one of the most exceptional businesses of 2022, at the Great British Entrepreneur Awards.
Joe McGrath is currently studying for a postgraduate diploma Degree Apprenticeship in Management and Leadership at ARU. In 2018, he founded financial content marketing agency, Rhotic Media, which won the John Caudwell Blaze Your Own Trail Award at the 2022 Grand Final of the Great British Entrepreneur Awards.
The John Caudwell Blaze Your Own Trail Award recognises organisations and individuals providing non-traditional routes into
employment through apprenticeships, on-job training and work experience placements.
Rhotic was founded by Joe after he was made redundant by his former employer. He used his final pay cheque to buy a desk in a serviced office and win his first clients. Today the business employs 20 people and turned over £1.5m in revenue in the financial year ending April 2022.
The company, which has offices in Chelmsford and London, has created jobs for young people from the age of 18, offering Degree Apprenticeships, internships and work experience to those who may otherwise struggle to get a foot in the door.
Joe is enthusiastic about the benefit of securing talent through non-traditional routes, for both employees and businesses.
Joe called on employers in the financial services and media industries to do more to harness the potential that exists in young people from non-privileged backgrounds.
He said: “Employers, such as Rhotic, have the power to change the status quo by offering Degree Apprenticeships, paid internships, paid work experience and school or college outreach programmes. Being born into humble beginnings shouldn’t mean anyone should be prevented from achieving their full potential. It’s time to change the game.”
The grand final of the Great British Entrepreneur Awards was attended by 1,400
entrepreneurs and colleagues who joined together to celebrate a collective £2 billion generated in turnover and more than 17,000 jobs.
Great British Entrepreneur Awards founder, Francesca James, said that the awards’ 10th anniversary was the biggest and best yet, and was the perfect platform to showcase the difference alternative routes to the workforce can make.
Francesca said: “The extraordinary circumstances of the past few years have tested the resilience of our business communities, and the challenges were enough to give many entrepreneurs an excuse to give up. Instead, our award winners did the opposite and, through ingenuity, innovation and the ability to adapt, they thrived.”
Joe is studying one of ARU’s postgraduate degree apprenticeship courses, which offer a work-based route to degree education. As well as degree apprenticeships, ARU offers more than 100 part-time and fulltime postgraduate degrees in Cambridge, Chelmsford, Peterborough and online. Explore postgraduate courses or find out more at an ARU open evening.
The Sunspot, a seafront business centre located in Jaywick Sands, in Tendring district, designed by award-winning architects, is nearing completion.
The site will offer 24 low-cost business units as well as a covered market and event hall.
Six units have seafront shopfronts while the rest are flexible spaces ranging from 17 to 90sqm. The affordable rent spaces will be ideal for entrepreneurs taking their first step into purpose-built accommodation, start-ups looking to grow, or established businesses looking to expand and reach a new market in a beachside location.
Being built by Tendring District Council in partnership with Essex County Council and the South East Local Enterprise Partnership, the Sunspot is due to be completed in summer 2023.
Mary Newton, Tendring District Councillor
for Business and Economic Growth, said the development was an exciting opportunity for businesses. She said: “This fantastic new site, right on the seafront will be ideal for growing businesses, whether it be a start-up looking to move out of their kitchen or garage into their first premises, or those looking to expand.
“Flexible spaces mean whatever your needs – a shop, a café, a creative studio, office, workshop for light manufacturing, or beachfront services – you can find a suitable unit at the Sunspot to grow your business. The design of the Sunspot will be a real landmark and the perfect base for businesses who want to be part of a real community.”
The Sunspot will also include a café, covered market and event hall, community garden, tenant parking and immediate access to one of the most beautiful beaches in Essex.
With nearby public parking, a bus-stop right outside with services to Clacton town centre every 20 minutes, and a local customer base of residents as well as holiday-makers, the Sunspot is well-located for new businesses. Tenants will benefit from 24/7 access to their self-contained unit, kitchen facilities, cycle storage and on-site shower, a dedicated centre manager and access to business advice surgeries, along with a training/ meeting room. Larger units have their own WC facilities while smaller units have shared facilities. All units are highly flexible with the option for tenants to fit-out to their own needs, generous floor-to-ceiling heights and the option to install a mezzanine in larger spaces.
The aim of the project is to support up-andcoming businesses, so rents will be easily affordable. There’s an option to take space on a short-term licence to help start-ups fledge before moving into dedicated premises.
As well as physical space, the Sunspot can also offer virtual office space in the form of a business address for a small fee.
Funding for development of the Sunspot has come from a £2.39million share of the Government’s Getting Building Fund, administered by the South East Local Enterprise Partnership, along with £2.04million from Essex County Council and £816,000 committed from Tendring District Council. In addition, part of Tendring District Council’s £1.18million allocation from UK Government through the UK Shared Prosperity Fund is supporting the operating costs of the facility.
businesses looking to grow will soon be able to take the next step in a new affordable workspace on the Essex Sunshine Coast.
To sign up for further details of units and expressions of interest, please tendring4growth@contact tendringdc.gov.uk
IWAS intrigued by a recent survey which revealed, amongst many other nuggets, office workers are at their most productive at 10.22am and hit a slump at 1.27pm- and that the afternoon then gets progressively worse with a further lull at 2.06pm. It got me thinking about my own productivity cycle and I honestly struggled to work out any meaningful pattern in my behaviour, other than between the hours of 8.30am and 5pm from January through to December, I am constantly dreaming of being anywhere other than at my desk –which I guess is not great for productivity levels.
However, being the realist that I am, I manage on the whole to put those dreams to one side and, with huge levels of selfdiscipline, focus on the here and now of bringing out BusinessTime in Essex – I really hope you appreciate my sacrifices! That said, something called your circadian biological clock does cause highs and lows of sleepiness and wakefulness throughout the day. Typically, most adults feel the sleepiest between 2am and 4am (which is generally fine from a productivity perspective, unless you’ve drawn the short straw and are working the nightshift) but also between 1pm and 3pm – which isn’t quite so fine productivitywise, though it may add further credence to the idea of a siesta so beloved by our Mediterranean cousins.
These findings being the case, and with more and more of us enjoying the flexibility of
hybrid working, why don’t we re-evaluate the timing of the working day. Let’s enjoy our 2am to 4am deep-sleep, but then jump out of bed, into the shower and then start the working day at 5am, work all the way through to 1pm – and then call it a day, enabling us to avoid the day’s two sleepy zones and work during our period of highest productivity. Simples!
Of course, it’s not quite that simple, is it? For this revolutionary theory to work, we really need everyone to adjust to the new system. Wonderful relationship that I may have with my clients, I’m not sure they would appreciate a call from me at 5am checking on the progress of their artwork.
That said, I am a little ahead of the curve here. My working pattern does tend to be seasonally sensitive. In the summer, when the days are long, it’s not
work at my desk. Seems a good idea at the time but, of course, come 2pm my fuel tank is running on empty, so when people phone me at 3.30pm they get even less sense out of me than usual.
Still, it’s fuel for thought and something else to throw in the mix when discussing what are ‘normal’ working patterns in the aftermath of Covid. Regular readers will by now have realised I’m a great drumbanger for reviewing historic working patterns which might have worked very well in Victorian times but which are not necessarily best suited as we move rapidly through the 21st century.
The aforementioned survey, by Office Freedom, also found spending too much time in front of a computer, being interrupted by colleagues and not taking enough breaks were among the reasons for office workers not feeling constantly switched on at work. Maybe I’m missing something here, but perhaps some of these people should consider if office working is really for them and instead become an agronomist or some such similar role which doesn’t involve computers, colleagues and,
The survey also revealed that energy levels are at their lowest at the start and end of a typical week.
So, having evaluated all these findings, I think I have come up with a solution which will ensure office workers perform at maximum productivity. Just work on a Wednesday, from 5am until 1pm and ensure, during that time, you avoid colleagues and have lots of screen-breaks. You will then be a finely-tuned, hugely productive office worker who every boss in the county will be looking to lure onto their team with a mouthwateringly long-term contract and amazingly generous pension plan. Alternatively, you could just become a civil servant.
THE Government has recently published its response to its consultation on updating the law on flexible working.
The proposals include the right to request flexible working from day one of employment, allowing employees to make two requests in a 12-month period, introducing a new duty to discuss alternatives to the request and simplifying the procedure to request flexible working.
Currently, employees with at least 26 weeks’ continuous employment can make a request for flexible working for any reason. An employee can make one flexible working request in any 12-month period and the changes they can apply for include the hours they work, the times they are required to work and their place of work.
The employee starts the procedure by making a written request. Their employer then has three months to consider the request, discuss it with the employee and notify the employee of their decision.
There is a requirement for the employer to deal with the request in a reasonable manner, and they can only refuse a flexible working request for eligibility reasons or for one (or more) of the eight prescribed reasons. If
an employer fails to follow this procedure, the employee can bring a claim to the Employment Tribunal.
The Government’s proposals are:
• employees will no longer require 26 weeks of continuous employment to request flexible working and it will become a day-one right. The Government has emphasised in its response, this remains a right to request flexible working and not an automatic right for an employee to work flexibly
• employees will be allowed to make two flexible working requests within a 12-month period rather than one
• the time for employers to respond to a request will reduce from three months to two months
• there will be a new duty to discuss alternatives to the request and so an employer must consider whether there are alternative forms of flexible working available if they are going to refuse the employee’s request
• the requirement for employees to set out how their flexible working request might impact their employer will be removed and so the procedure for requesting flexible working will be simplified.
There will be no change to the eight reasons
an employer has to reject a request for flexible working.
Since the Covid-19 pandemic, flexible working such as homeworking and hybrid working has been introduced by a number of employers. As we emerge from the pandemic, it seems employees are keen for these practices to continue and would like to maintain the benefits flexible working can bring them in terms of their wellbeing and work-life balance. Flexible working requests can include not only homeworking and hybrid working but also part-time working, compressed hours, job-sharing and term-time working (amongst other variations) and there is actually a wide range of potential work patterns an employee could request. It appears there is a growing interest in flexible working and the practices we adopted during the pandemic are here to stay.
BEST Business Navigator to ascertain her key requirements.
Following BEST’s assessment, Leah decided to book onto a business support workshop:
“As my time is limited, the idea of workshops really appealed to me as they combine expert support with a chance to network with other business leaders. The workshops were unpressured and the facilitator very approachable.”
A simple Google search can throw out lots of options for training, information, and networking sessions - all guaranteeing to safeguard your business. This overwhelming landscape of information, not to mention the often-hidden costs, can lead to business owners spending time and money on developments that may not benefit their growth.
The North Essex Economic Board - a partnership of Braintree, Maldon, Tendring and Uttlesford district, Colchester and Chelmsford city and Essex County councils - offers several free business support opportunities. NEEB Chair, Cllr Marie Goldman, said: “Finding the right help, accessing the best finance and loans, and looking at various ways to ensure
your business not only survives, but thrives can be difficult.”
NEEB business support partners aim to assess where your business is at, where there is opportunity to grow, and where to access the support to make it happen - helping you every step of the way.
In 2020 Leah Holroyd, founder of White Bicycle Ltd, contacted BEST Growth Hub (one of NEEB’s funded business support partners) to gain advice on what steps would best support her business grow. White Bicycle Ltd designs and builds online and blended learning programmes, tailored to their clients’ requirements. As a Director of White Bicycle (as well as a Trustee and EDI Lead for Citizens Advice Tendring), Leah’s time is valuable.
Leah needed to be sure her time was spent wisely, and so she sought the guidance of a
Like many businessowners, Leah wanted to gain advice on grants and funding available to support her growth. Leah engaged with BEST Growth Hub and was pleasantly surprised to find a grant was available to fund capital purchases. “I received £1,000 to purchase camera equipment (to develop marketing content). My advice is, before you buy any equipment for your business, make sure you speak to the BEST Growth Hub, to see if there are any funding pots that you can utilise.”
Leah is thrilled with the support she received from BEST. In 2022, she was named in the top 10 in the Telegraph/NatWest 100 Female Entrepreneurs to Watch list. “The list highlighted young businesses which are resilient, purposeful, innovative and have high growth potential, so it was amazing to see White Bicycle Ltd up there,” she said.
To find out more about the fully-funded NEEB business support programmes and to sign up, visit www.neeb.org.uk
AS we begin to navigate the economic changes of 2023, business owners may find themselves looking at new ways to grow and develop to survive these competitive times.Leah Holroyd – delighted with the support she received.
Worrying levels of fraud, closer scrutiny from the taxman, personal responsibility for directors, prior notification of projects being undertaken and, to top it all, lessgenerous payouts to small- and medium-sized enterprises. It might seem that the HMRC R&D Tax Credits Scheme has become more trouble than it is worth.
There is no doubt that for some, the changes HM Treasury has introduced into the scheme, taking place from April 1st this year, are unwelcome. Those who are chancing it with illegitimate projects, those who have been bounced into making claims by rogue agents and those who are just plain perpetrators of fraud will see the net close in.
But for businesses undertaking genuine R&D, robustly represented by a reputable, specialist agent, the new measures should be welcome. New allowances are being made for input costs such as work on pure maths and cloud-computing bills. And there will soon be a bigger pot of money than ever available to R&D-rich firms.
“Tax reliefs will continue to increase, from £6.7bn in 2020-21 to over £9 billion in 2027-28 – but in a way that ensures better value for the taxpayer. The R&D reliefs will support an estimated £60bn of business R&D expenditure in 2027-28, a 60% increase from £38bn in 2020-21.”
This is not small beer. But it is undeniable that some SMEs will lose out. Gary Wilson, tax manager at RDA, a specialist R&D tax agent, explained: “Reducing the enhanceddeduction rate from 130% to 86% for SMEs, along with a reduced R&D tax-credit rate, could bring the benefit to loss-making companies down from 33.35% to 18.6% in the next tax year.
“But the opportunity to offset the increase in corporation tax, which is set to rise from 19% to 25%, with a successful R&D claim means the difference is due to be much smaller for profitable companies. What was previously a 24.7% benefit to the company could be worth 21.5% from April 1.”
said: “Startups are terrified of the changes planned for April this year. If the government goes ahead, it will crush some companies and damage many others,” said Hallas, executive director of Coadec. “We hope the government reconsiders.”
The signs are it might yet. Atkins left the door open to revisions to the new measures and the Treasury has even launched a consultation, its second in 18 months, to look into how best to reshape R&D tax credits.
Pure maths: claimable
Victoria Atkins MP, financial secretary to the Treasury, wrote: “Government remains committed to supporting R&D, increasing public spending in R&D to a record £20 billion a year by 2024-25, a cash increase of around a third compared to 2021-22, and the largest ever over a Spending Review period.
The impact on research-intensive startups – who tend routinely to be loss-making – has prompted the lobby group that represents many of them, the Coalition for a Digital Economy (Coadec), to speak out.
Coadec’s executive director, Dom Hallas, has
The impact on research-intensive startups – who tend routinely to be loss-making – has prompted the lobby group that represents many of them, the Coalition for a Digital Economy (Coadec), to speak out.
Coadec’s executive director, Dom Hallas, has said: “Startups are terrified of the changes planned for April this year. If the government goes ahead, it will crush some companies and damage many others,” said, executive director of Coadec. “We hope the government reconsiders.” Support
The signs are it might yet. Atkins left the door open to revisions to the new measures and
Atkins wrote: “The government recognises the reform to the rates creates challenges for some R&Dintensive SMEs and those in the life sciences sector in particular. [It] believes there is merit to the case for further support.”
Come what may, there are always additional sources of cash for R&D-rich businesses. Innovate UK, the grant-funding quango, is being boosted with a 54% increase in its budget between 2021 and 2025, with £2.6bn of new money being doled out to firms with exciting R&D plans.
Kevin Auchoybur, managing director of RDA, said: “The government has brought more discipline to the claims process for R&D tax relief. As taxpayers, we should all welcome that.
“R&D-consultancy firms like RDA offer an added-value service that can derive meaningful financial support for genuine R&D. Our PhD- and Masters-qualified experts guide clients through their entire claims journey.
“Our specialisms across multiple industry sectors can also help client firms unlock funding under the Innovate UK grants scheme. Since these new reforms, the key to generating genuine support for your R&D will be to go about it the right way. And it’s often helpful to enlist the support of a reputable R&D-consultancy firm to do that.”
Want to overtake R&Dcompetitors?your will put you in top gear.
trade show displays. Our clients love us because we can take the simplest of briefs and turn it into a branding or visual marketing masterpiece that blows their socks off.
KGK Genix is an award-winning, creative large format print production company, providing visual marketing solutions for clients such as Nike, Superdry, Beavertown, Kier, Selfridges, Natural History Museum and Royal Academy of Arts. We thrive when taking on creative projects and have experience in mastering anything from interior graphics and branding, signage, site hoardings and retail displays, through to designing conference booth stands and
We work across a range of market sectors, including retail, building and construction, events and exhibitions, hospitality, museums and attractions, leisure, corporate interiors, and sports.
One of our recent creative projects include office and factory site graphics for Infarm’s UK growing centre. Looking to inject some brand personality into their workspace, we wrapped internal office and atrium walls in bespoke printed wallpaper, applied glass manifestation in the form of window graphics to their meeting rooms and applied standout branding to the large vertical farming propagators in their production facility.
Another creative project was helping craft beer brand, Beavertown bring its shiny new, purpose-built brewery in Enfield to life. It tasked us with transforming its offices, meeting rooms, corridors and break out spaces using bold graphics and large images.
At Christmas, we also helped Van Hage get festive in-store by designing a realistic and traditional gingerbread house from scratch, providing an immersive and themed shopping experience for customers. The activation was made entirely from sustainable materials and could be dismantled and reused for future campaigns.
Sarah Davis, Group Marketing Director at KGK Genix, introduces a company with an Essex presence, multi-national clients and a drive for sustainability.
Our focus on sustainability is also something that really sets us apart from our competitors. We’re Carbon Neutral Plus for scopes 1&2 and are also monitoring
in their design and technology classes. You can read more about our focus on sustainability on pages six and seven of the Spring 2023 issue of Sustain Essex, the supplement distributed with BusinessTime in Essex.
and offsetting carbon emissions captured in scope 3 too. Our status recognises that we are actually contributing to an overall reduction in CO2.
Taking our eco-focus to a new level, we’ve also invested and developed in some of our own environmental initiatives too.
For example, we launched our Schools Upcycling Scheme at the end of 2022 which sees waste off-cuts donated to local schools for upcycling and repurposing
A big hit right now is our range of sustainably sourced, reusable, and 100% recyclable banner displays that are made right here in the UK at our production site in Harlow. The range includes several eco-alternatives to traditional cassette roller banners and pop-up displays, which are typically hard to recycle and have a large associated carbon footprint as they are often imported from overseas. The range is available from our dedicated eco-display website: www.totallyeco.co.uk.
ENERGY bills have soared to the top of the ‘costs table’ for most businesses, with many having their very existence threatened due to the mind-boggling increases of the past year – but the good news is, help is available.
PLH Utilities is a Colchester-based wholemarket commercial energy and water broker, working with businesses of all sizes across the UK to manage and reduce their utility bills. And CEO Paul Hughes said its services have never been in such demand or its help so welcome.
“I don’t think businesses have been so focused on their energy contracts as they have been during the past year or so. Energy
has always been seen as the poor relation when it comes to business concerns - now it is probably the most important.
“Every business needs it to run, and we’ve seen some horrendous price rises in the past 12 months. The Government’s Energy Bill Relief Scheme for businesses has been a great help but that is due to expire at the end of March, so many businesses will be facing some very hard choices.
“The role of PLH Utilities is to get businesses the best contract for their energy and water and we go about that by being able to procure from more than 46 suppliers. Being able to access the whole market means PLH Utilities can procure from suppliers that do not deal with the public direct, giving a far wider range of suppliers to provide quotes.
“An advantage of using PLH Utilities for your energy and water procurement is you’ll never have to speak to a supplier again. We do all the work for you. We keep an eye on the market and advise when it is the best time to renew your contract.
“One thing we have seen recently is businesses falling out of contract and therefore paying a huge penalty in the prices suppliers then charge for out-of-contract rates. There is no need for this. Uncertainty may bring a reluctance to get a new contract, but we can negotiate contracts for the best interests of the client, be it short or longterm.
We’ve helped thousands of businesses reduce their energy bills. We can help you, too, by guaranteeing you the most competitive energy rates available.
“The process is simple. All we ask for is a copy of the bill so we can identify the correct meter. You will be supplied with a range of contract lengths and prices from the suppliers and you pick which is the best for you. Contracts are sent by Docusign so you don’t even have to print anything out.
“You hear a lot about Net Zero and we can also help you with this. We have an accredited programme which will help you monitor and reduce your carbon emissions.
“Another way you can reduce your energy costs is by generating your own. We are partnered with a solar PPA provider which can install and maintain solar panels with no upfront cost. The electricity it generates can be purchased by the business at a reduced rate.
“Helping businesses get the best possible contract is our passion. We know in these very difficult times businesses need all the help and guidance we can give them. When it comes to energy and water, we have the solution for you. Once you are with us then we will look after you for the rest of time. You only have to ask,” said Paul.
Do you understand your legal duties for fire safety in the workplace?
We understand it can be overwhelming, but we have a something to help. A new online interactive tool has been developed to help small businesses learn their legal obligations and responsibilities for premise fire risk inspections.
The tool allows you to work your way around the virtual workplace, correcting the identified issues and making it safer.
If you are unsure about your legal responsibilities for fire safety in your business, try out the Business Fire Safety Awareness Tool to check your knowledge.
Try the tool: www.essex-fire.gov.uk/business-safety
Fires in the workplace can have a devastating effect on businesses through loss of stock, property and potential injury or loss of life. According to the Association of British Insurers around 60% of private businesses never recover from a fire.
Essex County Fire and Rescue Service’s Business Engagement Manager Tim Rickard said: “The good news is most fires in workplaces are preventable and are often caused by misuse of electrical equipment and poor maintenance.”
Reduce the risk of fire in your workplace:
• Include electrical safety in your fire risk assessment
• Ensure electrical equipment is installed and maintained in a safe manner by a competent person
• Inspect portable electrical equipment, including items brought in by staff
• Complete regular inspections. Look for overloading, defective or overheating cables and equipment, bunched or coiled cables or impaired cooling fans
Find more advice: www.essex-fire.gov.uk/business-safety
At ARU we partner with organisations of all sizes to help them achieve their goals.
We can:
• Identify funding solutions, innovation opportunities and business support
• Develop your people with Degree Apprenticeships and CPD
• Connect your organisation with talented students and graduates
• Share our industry standard facilities
All partnerships start with a conversation.
Start the conversation with us today.
aru.ac.uk/business-employers
DURING
Government’s proposed changes to the law around flexible working will come into force making the right to request flexible working by an employee a day one entitlement.
The changes proposed by the Government aim to give employees greater access to flexibility over where, when, and how they work.
The changes will be:
1. Employees will be able to request to work flexibly from their first day of employment rather than having to wait at least 26 weeks to submit the request.
2. Employers will be required to respond to flexible working requests within two months rather than the three months as now.
3. Employees will be allowed to make two flexible working requests in any 12-month period. At present, they can only make one request in a 12-month period.
4. Employers will be required to consult with their employees, as a means of exploring the available options, including whether there are alternative forms of flexible working available, before rejecting their flexible request.
5. The requirement for employees to set out how the effects of their flexible working request might be dealt with by the employer will be removed.
The consultation suggested, alongside the clear benefits to employees, there is also a strong business case for flexible working, as by removing some of the invisible barriers to jobs, flexible working creates a more
Business thriving as £10.7 million building takes shape
diverse working environment and workforce, which studies have shown leads to improved financial returns.
It is important to state the Government changes in the proposal gives the employees the right to request flexible working, not to actually be granted it without question.
The eight business reasons for refusing a flexible working request will remain unchanged. These are:
1. Extra costs that will be a burden on the business.
2. The work cannot be reorganised among other staff.
3. People cannot be recruited to do the work.
4. Flexible working will negatively affect quality.
5. Flexible working will negatively affect performance.
6. The business’ ability to meet customer demand will be negatively affected.
7. There is a lack of work to do during the proposed working times.
8. The business is planning structural changes.
An employer will still need to demonstrate and evidence their rationale for declining a request for flexible working against one or more of the reasons. Declining a request simply because it is felt to be too difficult to accommodate without clarification why that is the case against one or more of the reasons, could lead to a claim.
Although most working arrangements between a new employee and their employer are agreed in the weeks before
and others expanding.
Head of Operations at the University’s Knowledge Gateway research and technology park, Jamie Burns, said Parkside was 80 per cent full, with an industrial robotics business and a printed circuit board design school among recent arrivals. Much of the remaining space is currently under negotiation.
With the steel frame of the new four-storey £10.7 million building on Parkside now
Gemma Todd, Head of HR Services & Projects at Essexbased HR specialists, Kingswood Group, explains the impact of the Government’s proposed changes to the law around flexible working.
the employee’s first day of employment, the employee’s right to make a flexible working request from day one of their employment could be significant and disruptive. It could see a flexible working request being submitted in the days or weeks immediately after the employee joins when they perhaps realise the pattern of work they are currently employed under is not working for them.
Employers will need to manage flexible working requests carefully as they will only have two months in total in which to deal with the request, which includes dealing with any appeal by the employee. They will need to consult with the employee and consider alternative options before they, decide they are to reject the employee’s request based on one of the eight business reasons.
And as with all employment matters, there are a variety of claims employers may be exposed to if they do not deal with a flexible working request properly, or if they subsequently dismiss or subject the employee to a detriment as a result of them having made the request. Employers are strongly to update their flexible working policy and procedures in readiness of the enforcement date.
dominating the east Colchester skyline, Jamie said there was significant interest. Providing 41,571 sq. ft. of flexible Grade A offices, this will be ready for occupation later in the year. Growing fitness and technology business Quoox moved to Parkside in the autumn, having outgrown their premises in the Knowledge Gateway’s Innovation Centre. Quoox founder Chris Windram explained: “We’ve really benefited from being on the University campus. Parkside was the perfect location for us to grow into self-contained offices and the facilities are excellent.”
Chris Oldham, Deputy Registrar of the University, said: “Despite the economic climate, businesses on Parkside are flourishing, with many recruiting our talented students and graduates and working with our research experts.”
2023, the
BUSSINESS is thriving on Parkside office village at the University of Essex despite the economic downturn, with new companies moving in
and discreet economic foundations to ensure our corner of England – Essex and its nearneighbours in Kent and East Sussex – is more economically resilient than anywhere else in this country.
AT the South East Local Enterprise Partnership (SELEP), we have a lot to celebrate. We continue to provide support for and significant investment into the South East economy, enabling businesses and communities to adapt and grow. We have a lot to be proud of, and a lot more to get on with.
During the past 12 years, we have delivered a wide range of projects, investing more than £800m which has directly contributed to the build of more than 100,000 homes and tens of thousands of jobs. We have also backed more than 40 skills projects across the South East, supported by more than £40m in investment, and earmarked £2m in our COVID-19 Recovery Funds specifically for skills training in 2021. On top of that, more than £80m in European Social Funding has been allocated across our area to support people into work and training, alongside over £70m of European Regional Development Funding providing targeted business support programmes.
We have invested more than £450m on road, rail and other infrastructure projects, as well as close to £248m on commercial development projects to improve the conditions for doing business in our area.
All of this work has provided both tangible
Our strategic approach to economic development is to add value to the local economy, and work with a wide range of regional partners. But we are not simply an economic development bank. We are much more than that: we are a business partner, we study the market, we work to unblock issues that impact on our localities, we set and raise ambitions and reach beyond our boundaries to encourage investment into our local economy.
Partnership is what we are and is key to all we do. This approach has served us well through the years and will continue to do so.
Our vision is to ensure the South East’s economic resilience translates into the most sustainable economic growth of anywhere in the UK. We think high quality, sustainable and accelerated development, comparative high employment that is well paid, the right skills opportunities, a focus on clean growth and strong business confidence will underpin this and that we can play a meaningful role across all such measures. We will play this role by supporting growth during the course of the next year:
• we are ambitious for our regional area and are committed to using all means available to champion economic and environmental sustainability
• we will actively seek out and amplify the collaborative voice of the public and private sector together, offering a unique insight and confident tone which befits the resilience of the local economy
• we will promote our expertise, our track record and our independent role to the benefit of our area, presenting as more than the sum of our parts, and
• we will maintain our evidence-based approach to strategy formulation and investment prioritisation, driven by the needs of businesses and the regional economy.
The work of SELEP has evolved during the 12 years of our operation. We have an important responsibility to manage our capital funding and be guardians of this large-scale programme, which will continue for some years yet. To find out more about projects we have delivered and are still delivering, you can visit our website, www. southeastlep.com
We have an even more important responsibility in our role to champion our economy and businesses in these challenging economic times. Our work for 2023/24 will be structured as follows:
• to recast our strategic approach and home in on the support of sectors which will be important to the future vitality of our area. We will do this by redoubling our efforts to shine a light on our coastal and rural areas and their levelling up challenge, as well as capitalising on our leading-edge work on skills and following up on our previous commitments to decarbonisation and enabling a net-zero economy
• bringing together major projects which will influence how our economy and place looks in the medium to long-term. Whether Garden Communities or Freeports, the Lower Thames Crossing or the UK Health Security Agency, there is a growing cohort of major future projects which readily convene on a South East LEP geography to discuss issues such as construction skills requirements, supply chain development, and energy and low carbon construction for projects of such scale. These discussions should open new opportunities for Essex businesses and Essex people, and therefore remain an important focus area for us
• leadership and delivery around skills,
Recently-appointed SELEP Chair, Sarah Dance, provides an insight into the work of the organisation and the benefits that work has brought to the Essex business scene.
book of connections to all partners and businesses who join the network – offering sector data analysis and support, convening together and running events to open them up to new opportunities. Changing working patterns means the value of convening the right people together at the right time has more value than ever before
• launching a new round of our recyclable loan scheme, the Growing Places Fund, and using this to stimulate other investment and unlock opportunities for business growth in our key economic sectors. This will start with a £9m injection into the right projects aligned with our revitalised strategic approach listed above
We will continue to analyse the market, review what opportunities are out there through new Government funding and what we can do to provide strategic added value. We have a significant opportunity with our Growing Places Fund during the next year and fully intend to use this to maximum effect. As ever, we will work with our public and private sector partners to turn collective ambitions into projects on the ground.
including providing evidence and data to other organisations, and bringing our knowledge and expertise to local issues. This also includes building on our important relationships with partners in Higher Education, such as the universities, and further education, such as colleges, and other training providers, and seeing investments we have committed through to completion
• delivering business support through the South East Business Hub, which operates BEST Growth Hub in Essex, Southend and Thurrock. The hub is a one-stop shop for all businesses looking for support, guidance and independent brokerage services to local businesses in a way that is appropriate to each business and tailored to the local economy
• ensuring our capital programme is delivered successfully. We do this by providing a transparent and robust approach and using all resources at our disposal to ensure our capital programme is fully delivered and benefits are realised, recognising the challenging conditions of rising costs and labour. We have more work to do in informing local people and businesses as to the projects we have funded in their vicinities, and this will be an area of focus for the year ahead
• developing our Strategy Network approach – effectively extending our black
• working with all local partners to ensure any new democratic organisations or devolution proposals developed on the back of Government’s Levelling Up agenda utilises SELEP’s expertise, including our data and strategies, our leading-edge processes and the lessons learned during the past 12 years.
This year, we will work to ensure our expertise and knowledge is fully shared and embedded in future plans, fully utilising the 12 years’ experience we have to offer. We’ve managed the largest economic growth portfolio in non-metropolitan England and have a lot to share. We’ll undertake an impact and lessons learnt report –documenting where the impact of our work has been most felt, using this to inform the future. We will also host a series of seminars around the lessons we’ve learned and how these influence our delivery plan for 2023/24 and beyond.
Whilst learning from the past is important to inform the future, we also want to continue to learn about what our businesses need now, about where more needs to be done and how different businesses and sectors can contribute to making it happen. We will ask questions about what conditions businesses need to thrive, what opportunities need to be maximised and what barriers need to be removed. We need insights to get this right and will provide opportunities to hear from all organisations on this.
While the direction of Government policy around economic growth is shifting and with the levelling up agenda focussing on more local than strategic regional impacts, the components that have made us so successful in recent years – Ambition, Collaboration, Knowledge – should have a place in our future and ensure we are all the beneficiaries of a vibrant economy.
WITH talent scarcity continuing to challenge many organisations, looking after your current team has prime importance.
Losing good people because they feel their ambitions are better served elsewhere can mean a loss of expertise that’s hard to replace. In an era of flat, lean structures how should Essex businesses go about creating career paths that provide short and long-term options for their people?
A defined career advancement roadmap can provide employees with clarity on how to develop their career within your organisation. This will support employee retention, provide a sense of purpose and increase long-term engagement.
The first steps in creating a career path programme is having clarity
on the organisation structure, the roles required to deliver your business plan and the skills required for people to successfully undertake each job role.
If your business is thinking longterm, it may help to create the organisation chart of your future organisation to take account of new products and services, markets, or teams you will need over time.
Job definitions will enable you to share with your teams, the key responsibilities, skills and certifications they’ll need to possess to progress into their target role.
A career path roadmap will help your people understand how they can progress within the organisation, and what’s required at each step. This approach will help your people understand how they can advance, and the options open to them across the organisation. This tool can be particularly effective for those considering a lateral move or specialising their skillset, and provides the variety of
options that reflects the reality of most people’s career progression. How can your business support your people to move along the path? Defining existing formal and informal training opportunities will enable you to define the activities employees will need to successfully complete before they are able to progress.
Closing gaps in the availability of training and development activities will ensure there’s a clear route for people across your organisation to gain the skills required to elevate their career.
Turning the sum of your planning into a practical Career Path Programme will enable you to provide existing people, new hires and potential employees with clarity on how you’ll support them to achieve their career goals and
This will require management buy-in to support the development of existing teams, alignment with your performance and development review system, as well as integration with your business plan and budget to ensure resource availability over time and investment in the skills that will benefit your long-term growth.
If your business has a talent and skills challenge that needs a fresh approach, we’re here to help. An exploratory conversation with our workforce development specialists can identify the most effective ways to build a career path programme
THE alternative method of selling a wide range of different properties via auction has become increasingly popular in recent years.
Mike Gray, Managing Director at Southend-based Dedman Gray Property Consultants, said: “The auction process encourages a more streamline approach to the property transaction and is being chosen by many sellers as a preferred route due to contracts being exchanged immediately upon the fall of the gavel. Auction has certainly been an ideal way for probate sales on behalf of executors and various sellers that would like to bring their
disposal to a defined and early completion.
“Various properties are ideal for auction including vacant properties in need of refurbishment, tenanted shops and houses, greenbelt land, building plots and development land. Buyers tend to carry out their due diligence once the catalogue is available and get prepared in readiness to bid on the auction day. Legal packs are prepared by the seller’s solicitors so interested parties have a great deal of information provided early on for them to carry out their research.
“For many years, property auctions were generally held in function suites and hotels and during the pandemic, when large
events were not allowed, the auction market swiftly moved towards an online bidding facility with auctions streamed live so buyers could view the auction taking place and bid remotely. This has become an extremely popular process for buyers as they are able to bid for their chosen properties from further afield without the need to spend the day travelling to and from the auction venue. This has also allowed vendors selling by auction a much wider audience.
“During December we offered for sale a former mushroom farm, now arranged with a number of industrial units, providing a commercial
investment with an income of around £40,000. This lot was offered with a guide price of £950,000 and sold live on the day of the auction for £1.295m - an impressive result.
“I am sure auctions will continue to grow in both success and popularity and contribute towards speeding up of transactions throughout the property market.”
and may consequently be left with a very low income, or no income at all, following divorce proceedings after separating.
However, divorce proceedings do not deal with the married couple’s finances. This is when finance proceedings, sometimes referred to as ancillary relief proceedings, may be required. The word ‘ancillary’ means secondary or supplementary - these finance proceedings follow on from the primary divorce proceedings. So ancillary relief proceedings in divorce - the process of ‘detangling’ and splitting the parties’ assets and income –are initiated following the start of divorce proceedings.
Many married couples have assets acquired over time. Assets may be held jointly or in one spouse’s name. Often the largest asset is the family home. However, this is not always the case. One spouse may have a high value pension, business assets or interests, shares or other investments.
There may also be income disparity – not all couples earn similar incomes. One spouse may focus on caring for children and/or the home,
The starting point of the court is to add all assets held by the parties into one theoretical ‘matrimonial pot’ and split these between the parties on a 50:50 basis. However, the court can depart from the 50:50 starting point depending on a number of factors, for example children, housing needs, income needs, financial resources and contributions.
The court can make a range of different orders in respect of any of the assets or income of either party going through a divorce. Examples of the most common types of orders are:
• For the family home to be sold and net sale proceeds shared in accordance with a pre agreed percentage
• Other property being sold or transferred into one spouse’s name
• Pension sharing order (more common in longer marriages)
• Periodical payments or spousal maintenance - a sum that one spouse has to pay to the other spouse for a particular period of time.
Before applying for a financial order, you will usually need to show the court you have
attended a MIAM: Mediation Information Assessment Meeting. This is a meeting with a mediator who assesses whether mediation is suitable for you both and, if so, to let you know how mediation works and ask you whether you wish to try mediation. After you have attended a MIAM, you can start ancillary relief/ finance proceedings by completing and filing a Form A at court.
Proceedings can take a year or longer, usually involving three hearings: a First Appointment hearing, a Financial Dispute Resolution hearing and a Final Hearing. Ideally it is best to try and resolve matters without contested court proceedings, or as early in court proceedings as possible through negotiations or other dispute resolution methods, in order to save you time and money. Once an agreement is reached this can be incorporated into a consent order and sealed by the court, making it legally binding.
WHEN a married couple decides to separate, a divorce is usually the legal recourse, with a final divorce order bringing the marriage to an end.
WIIFM. No, it’s not a radio station. It’s a marketing term and stands for, what’s in it for me? Essentially it describes what your prospect considers before buying your product or service.
I probably heard this first in the late 1980s from a client who was in marketing, and it has always stayed with me because, in helping me design my first brochure, he made me consider words such as approachable and jargon-free rather than just tax returns and accounts preparation. In other words, I needed to explain the benefits of my service to the reader rather than the features of what I did.
Is it now redundant as a concept given that everyone wants to be seen as caring and considerate to others? Or is it more relevant given the greater consideration of protecting one’s mental health?
Being a bit cynical, I see giant corporations trying to convince us they are caring and are thinking about us rather than themselves. They talk about their corporate and social responsibility and then continue to pollute the planet or make thousands redundant without any further concern. On the other hand, we also hear positive stories (if the media lets us) about individuals who genuinely think of others before themselves so presumably do not consider WIIFM.
Unfortunately, this makes WIIFM sound like a very negative trait. But, being realistic, WIIFM is simply a longstanding human emotion. It’s probably an inherent caveman notion of protecting oneself from danger, acquiring food and clothing to help us live longer and, maybe, give us a better chance
of finding a mate. Perhaps nothing has changed at all other than the assets we feel we need to have to support those same goals in the modern world.
One major change today is we are hearing more and more about protecting our own mental health and our need to consider our own wellbeing first. It is absolutely right we should be more aware of our mental health but it does mean we are being encouraged to always consider WIIFM first before anything else despite the fact that in reality helping others makes us feel good and improves our mental health. In fact, being busy helping others gives us no time to stress over our own problems (at least temporarily).
Thinking about time brings me to the consideration of the costs we need to consider when thinking about WIIFM because it’s never just money. It could be time, energy, feelings, values and beliefs. What’s in it for me if I commit to spending x amount of time on something? How much energy will I expend in a pursuit of something? If I go for that run, I know I will be tired. What emotional impact will it have? Will it have a positive impact on me or a negative one? Will I feel invigorated or exhausted? Will I feel proud or disappointed? Those who help others are definitely considering WIIFM because they recognize the positive emotional charge they receive.
And, sorry for being a typical accountant, but we also need to consider the ‘opportunity cost’. For every pound spent, this is money that could have been spent on something else. For every hour spent, that’s an hour which could have been spent elsewhere. And where do you direct your energies? It’s all about making a choice, considering your options and making a decision as to where you should spend your limited resources. The older we get, the more we realise how limited our resources are. WIIFM helps us spend wisely.
Perhaps we can conclude that WIIFM is a natural trait and in fact a very good one. So finally let’s go back to marketing which is where we started. If all you talk about are features, no one is interested. Take accountants as an example. All accountants look the same don’t they. They just prepare accounts and do tax returns. Therefore, the only differentiator must be price. Well actually, even the process of preparing accounts and tax returns can be different. Some accountants take the time to think about you and your business and question your figures and others just blindly accept them with the obvious cost difference because they are spending less time. WIIFM to have an accountant who thinks about me and questions my figures? Would you prefer to sleep better at night knowing that if HMRC launches an investigation, it will find less errors? That you will neither overpay nor underpay tax. That when you come to sell your business the due diligence will not uncover any issues that will allow the purchaser to demand a price reduction and destroy your plans for a comfortable retirement.
Be proud to consider ‘what’s in it for me’ for every element of your life and use it to ask lots and lots of questions until you are certain you are getting exactly what you want.
FOLLOWING a tumultuous two years of lockdowns, restrictions and uncertainty, new research has revealed small business owners describing how their mental health has worsened with 20% reporting battling depression.
The survey, commissioned by small business insurance provider Simply Business, has revealed the key challenges facing SME owners in 2023, with 22% rating their mental health as bad or very bad,
IN these challenging economic times, business leaders from all sectors and size are finding it hard to recruit, support and retain employees.
In 2022 the Chartered Institute of Personnel Development produced its Health and Wellbeing at Work report, which benchmarked data on key areas such as absence management, wellbeing benefits and mental health.
76% of respondents reported some form of stress-related absence from their place of work. This figure increases to 90% in larger organisations. Presenteeism and leavism remain persistent unhealthy working practrices at work. Only 53% of organisations are taking steps to address presenteeism and 67% of respondents have observed some form of leavism.
Good mental health at work and good management go hand-in-hand and there is strong evidence that
51% reporting feeling stressed, 39% experiencing anxiety and 22% struggling with insomnia.
Alan Thomas, UK CEO at Simply Business, commented: “The selfemployed are feeling the pressure
of the current economic climate more than most, the effect of which is having a detrimental impact on their wellbeing. Our study found that four in five small business owners are worried about the impact the
cost-of-living crisis will have on their business, resulting in a fifth of respondents battling depression.”
The survey is yet another reminder of the inescapable link between the world of business and the world of wellbeing. It probably also explains why more and more businesses, large and small, are paying more and more attention to the wellbeing of their workforce. So what can and, indeed, what must employers do to look after the wellbeing of their employees. BusinessTime in Essex asked leading HR expert, Sarah McKee Harris, founder of Essex-based Kingswood Group, her thoughts.
workplaces with high levels of mental wellbeing are more productive. Addressing wellbeing at work increases productivity by 12% according to the Mental Health Foundation.
Essex Working Well is commissioned by Essex County Council to deliver a fully-funded workplace health and wellbeing programme for any business in Essex. It’s been delivering support since 2011 and understand the needs of Essex businesses.
Lyn Mowforth, Working Well Manager, said: “We have a programme to suit all needs, whatever the company size:
• Mental Health Aware: providing effective evidenced based Mental Health First Aid England training
• HR Small Business support: if you don’t have dedicated HR it can be difficult managing workforce wellbeing. We can provide you with the training and tools.
• Accreditation programme: want to embed an effective and evidenced based programme in your
workplace? We’ll give you the training to set up a Wellbeing Strategy and committee, and gather evidence to apply for Accreditation status.”
As part of the programme, your business can access a wide range of support, including:
• Free Mental Health First Aid England training
• Apprentice Growth Programme
• Online training and Guest Speaker sessions
• Managing Menopause training
• Mindfulness
• Financial Wellbeing
• Disability Awareness training
• eLearning and KWIQ eLearning modules
• Green initiatives and funding Here’s what one business, Brentwoodbased Bakers Labels said about the programme: “It has been extremely valuable to be part of the Essex Working Well programme. They provided us with invaluable framework and support that guided us through the accreditation process. We now have six trained Mental Health First Aiders, a team of Workplace Health Champions and a structure that supports training, growth, health and wellbeing.”
www.essexworkingwell.co.uk
A free information session to find out more about the programme is being held on March 21 at 11.30am. To find out more, scan this barcode. Further details at
In this six-page feature, BusinesTime in Essex looks at the increasingly important issue of wellbeing in the workplace and how employer and employee can enjoy the mutual benefits of good health and healthy productivity.
Sarah said: “Free fruit in the office, mental health first aiders, office dogs, desk massages, mindfulness sessions at lunchtime - the list goes on and on of what various employers are paying for and providing for their employees nowadays. We’ve all heard different stats about how having a happy, healthy workforce can mean better productivity and ultimately better results for businesses. But what do employers legally have to do for their employees to improve their wellbeing?
“Well actually, none of these! UK employers’ legal obligations for employee wellbeing only really focus on providing their employees with a safe working environment, a safe system of work, access to safe equipment and the right to expect to work alongside safe and competent colleagues. These obligations should be implied
in all employment contracts, HR policies and an employee handbook (if they have one in place).
“So why are employers doing so much extra? For some time now, even before the recent pandemic, companies have been collating data on their employees, from absenteeism through to performance. With the increasing amount of HR technology available now to all sizes of businesses, employers are able to gather real data on their employees. Within this data, it is easier for patterns to be seen on different employee behaviours and the cost or benefit to the business from these. For instance, a high-profile issue we are now all aware of is mental health (even more so since Covid) and how not having a positive state of mental health as an employee can lead to absenteeism from work and a lack of presenteeism when they
HEALTH and social care social enterprise, Provide Community, has announced record financial and operational results in its 2021/22 annual report.
The report highlights significant improvements in waiting times, exceeding financial targets and national recognition for innovation, service delivery and business culture.
Additionally, the Colchester-based Community Interest Company (CIC) has published its significant social impact in a 28-page Community Impact Report outlining Provide’s leading health and wellbeing programmes, investment in innovation and support of local charities through grants, donations and match funding.
Provide Community is responsible for the delivery of more than 55 health and social care services in NHS and community settings
are in work. These obviously cost the business money, through a reduction in productivity, poor customer service and negative culture impact.
“Another reason employers are now spending significantly more money and time on improving wellbeing in the workplace is a response to the changing labour market in the UK. As most of us know, Brexit and Covid have had a big impact on the volume of both skilled and unskilled employees available for work. In a lot of industries there is a huge shortfall of talent available for employers to hire. Therefore, attracting and subsequently retaining talent is very important.
“A great way to make an employer more attractive to join and stay at is what employee benefits they offer and how well they support their workplace wellbeing. Employee benefits providers have
across the region. The organisation also delivers the Essex Wellbeing Service and the Essex Sexual Health Service.
With an ambitious three-year growth strategy, the organisation’s financial success was 10% above its £70 million target, enabling record charitable grant giving and donations to local charities and community groups totalling more than £500,000.
Initiatives during the past year including a nationally adopted approach to treating longCOVID, innovative processes to delivering clinical care at the height of the pandemic, and the development of the new Essex Wellbeing Service saw Provide Community recognised in a series of national awards, including the prestigious Health Service Journal (HSJ) awards and the Business Culture Awards.
The 2021-22 Community Impact Report highlights how in just 100 days, the Essex Wellbeing Service saw more than 10,000 people receiving additional NHS health checks, 600 people receiving intensive support to make lifestyle changes and more than 2,000 people supported with independent living and reducing social isolation.
A vaccination programme rolled out in the local community was one of the organisation’s key successes of 2021-22. This saw Provide Community colleagues and clinicians step up to both deliver and receive the COVID-19 vaccinations. Corporate clinicians were
seen a large increase in demand for their products and services, especially those that fit around wellbeing for employees, eg financial wellness training, private health insurance, wellbeing days and retail discounts/vouchers.
“It is advisable for businesses to not go crazy spending lots of money on wellbeing benefits that their workforce will either not use or appreciate as this is a waste of money and time, so carry out a staff survey on what they may find beneficial before making your selection on what to offer,” added Sarah.
redeployed to local community vaccination centres delivering swift COVID-19 vaccinations to the public and Provide Community employees. Provide Community
Group Chief Executive Mark Heasman said: “We set high expectations going into 2021 and started the year with an ambitious strategy, and I am delighted we have not only met our organisational goals, but significantly exceeded them through what continued to be challenging times for health and social care.
“We have a team of more than 1,200 incredible Provide Community colleagues, who have not just delivered business as usual through a pandemic; they have improved services, reduced waiting times, made services more accessible and delivered clinical best practice, recognised and replicated at a national level.
“We are a Community Interest Company, and these outstanding reports show just how we are delivering our vision of transforming lives through our values of care, innovation and compassion in the communities we serve.”
major cause of Stroke in the UK –more than 100,000 Strokes every year according to the UK Stroke Association. Still not convinced? Well, it’s also the major risk factor for the other big killer in the UK, dementia and Alzheimer disease.
There are many other risk factors to major diseases also linked to our lifestyle choices such as smoking, alcohol, lack of physical activity, stress, lack of sleep, and lack of social interaction. These are the significant risk factors in all the major diseases in the UK including diabetes, cancer, influenza and pneumonia as well as those I have already mentioned.
numbers.
This continues for many weeks until one day their god, in a booming and exasperated voice, bellows down to them, meet me halfway, buy a ticket’.
I sometimes feel the NHS is trying to tell us all the same thing.
It’s no big mystery what the major cause of illness and disease is that most people are suffering from in UK hospitals. As Manchester-based GP Dr Rangan Chatterjee explains, after 20 years practicing medicine in the NHS, it’s time to take a stand and make it clear doctors can’t cure with medicine the illness of 80% of the patients who walk through their doors because the cause of their illness is their own lifestyle choices. While the NHS can give you treatment to help with your symptoms, it’s up to us to take care of ourselves and meet them halfway.
What do I mean by illness?
Well, let’s start with the single biggest killer of adults in the UK, coronary heart disease (CHD).
It is the leading cause of heart attacks, 75,000 every year in the UK according to the British Heart Foundation, and mainly caused by our own high-cholesterol diets. The same poor diets are also the
Sadly, most of us still tend to think our risk of getting one of theses diseases is luck or down to our family history, age or ethnic background. While these are factors, they are in most cases very small risk factors accounting for less than 10% of disease, with lifestyle choices accounting for far more. Even if you have a family history of a disease such as cancer, you can still greatly reduce your risk of disease by making healthy lifestyle choices. It’s not a done deal that we all must suffer and die from these diseases.
The NHS has been trying to tell us this for years, but we are not listening. The NHS website is an excellent source of practical advice. On its Live Well page, you will find advice on healthy weight, exercise, sleep, eating well, alcohol, quitting smoking, and five steps to mental wellbeing. We really couldn't ask for any more information, we just must meet the NHS halfway by taking action. I understand developing healthy habits is hard, though. I am not trying to blame anyone for their own ill health. We live in a society where you and I are fighting billion-dollar industries designed to keep you watching TV and eating junk food. To fight back and develop a healthy lifestyle is a real challenge for us all, so I would also recommend reading the work of James Clear in his
David Hewitt is one of the region’s leading authorities workplace. With 30 years’ experience behind him, range of courses for business, covering all aspects insightful look at how employers and employees can
excellent book, Atomic Habits. I would also recommend books by Dr Chatterjee who I mentioned earlier, and Dr Michael Greger with his informative and amusing videos at NutrionFacts.org
So, what has this got to do with business? If it’s up to us as individuals to make these choices, why should employers care? Well, it does mater to business for two very good reasons.
Firstly, the moral reason. We spend most of our life at work, so our business practices have a huge impact on how easy it is for staff to keep healthy. Secondly, and being more commercially-minded about it, healthy staff are happy staff – and happy staff are the most productive and effective staff you can employ.
Staff are less likely to leave or take time off work with sickness if they are happy and healthy at work. This is no secret. We have known about this at least since American psychologist Abraham Maslow’s paper in 1943 on human motivation which is often represented in his famous hierarchy of needs pyramid, but there have been plenty of other similar studies since showing the link between looking after your staff and a highly motivated, productive, and loyal workforce.
So here are my top ten tips on how your business can meet the NHS halfway and help keep your staff healthy and happy.
1. Talk about it. Put health and wellbeing on your meeting agenda. Consult and discuss with your own team. Hopefully you will find a host of good ideas and suggestions about easy changes you can make to improve how you support them to stay healthy.
2. Encourage physical means of commuting to work. Finding time to exercise is difficult. If staff can walk or cycle even part way to work, some of the time, it is an easy way to fit this in. Plus, you will find staff who exercise before work are more productive at work
and staff who exercise on the way home are less stressed when they get home helping to contribute to a happy home life. There are plenty of barriers you can remove including providing a lockable cycle shelter, and a changing room ideally with a shower, allowing a little time for staff to arrive and change before or after work. This time will be more than made up for in other ways. See also the cycle to work scheme at www.cyclescheme.co.uk
3. Protect break times. Long days without breaks are less productive than shorter days with regular breaks. There are exceptions when deadlines must be met but working through breaks and lunch should not be the accepted norm in any place of work. Be flexible, as some staff might want to take a longer lunch so they can run or visit a nearby gym, and then make this time up at the end or beginning of the day. Lead by example: if the boss doesn’t take a break no one else will feel comfortable taking their breaks.
4. Only provide healthy food options. I run lots of training courses and when the client provides lunch it is nearly always meat sandwiches, crisps, cake, and cans of coke. It’s hard to imagine a less nutritious meal. I am told, ‘we have tried providing a fruit bowl but no one eats it’. Well, if it’s a choice next to a Mars Bar they won’t, because high-fat and high-sugar food is addictive, and we all crave it. If you’re paying for the food, only provide healthy options. You might get a few moaners, but it is only one meal, and it is free so they really shouldn’t complain. They can still eat junk food if they must when they get home and those people trying to eat healthy at work will be very grateful you have taken temptation away from them.
5. Provide training. Some of this is common sense but it is far from common practice. At East Saxon Training, we offer a range of training courses for business to help with work-related stress, healthy living, motivation, and achieving
THERE is an old joke about a holy person who prays every day to their god for the winning lottery
a work-life balance that leads to a successful workforce. We also provide management skills courses to support you. We find these skills are not taught at schools and university. We all need a little help sometimes.
6. Support social connections. Social connections are a very important part of a healthy lifestyle. While taking the team out to get drunk at the local karaoke bar is one option, think about what else you could do on a healthier theme. Perhaps on a summer evening a local family footpath walk with your team, or perhaps start a sign-up sheet to attend an evening class together on yoga, tai chi or local sports group. It won’t be for everyone but if you don’t try
different ideas, you will never know what might work.
7. Support local sport groups. Sport has the double benefit of physical exercise and social interaction which is essential for a happy life. Find sports clubs near you and see how your business can connect. Perhaps reduced gym membership for staff or a weekly staff seven-aside netball game. Get involved and support your community.
8. Make it part of your recruitment process. Jim Rohn once famously stated, ‘you are the average of the five people you spend the most time with’. So, if you employ people with no healthy habits, you will create a culture at work of people who don’t believe in healthy habits which makes it increasingly difficult
to support those who do. This may be something to consider at the interview stage, as a healthy lifestyle is unlikely to be something you can teach a new employee, whereas other workplace skills and experience, they can learn from you. If they don’t want to look after their own health, do you really want them to look after your business?
9. Make it part of your appraisal process. Building on the recruitment idea, how can you support staff with becoming healthier? Not an easy topic to bring up at an appraisal is it, but you may be surprised. When discussing with them their personal development plan for the year, perhaps ask if there is anything outside of work you can help them with – and
David Hewitt East Saxon Trainingsee what response you get. Most people I meet want to get healthier and welcome some help and support when this is done in a nonjudgemental way. Perhaps agreeing someone can leave work 30 minutes earlier twice a week to go the gym might change their life.
10. Don’t give up. None of this is easy otherwise our hospital beds would not be full of people suffering from long-term illness. Nothing worth doing is easy, so keep it on the agenda and keep working at it. You will have success and failure in equal measure I am sure, but this stuff matters. What can be more important than helping others to be happy and healthy?
Utilising our 30 years’ experience, we offer an extensive range of essential courses, tailored to your specific needs, covering: • Management skills training • Health and safety at work • • First-aid training
Mental health in the workplace • • Fire prevention • Full list of services on our website • Here’s just three of the dozens of 5-STAR
reviews of East Saxon Training on Trustpilot:
“The training was engaging hands-oninformative,andvery and was talked about for afterwards.”days
So, to put your workforce on a healthier, more productive footing, call David Hewitt on 07485 099309 or visit www.eastsaxontraining.com
authorities when it comes to assisting employers improve health in their he now runs Essex-based East Saxon Training which offers a wide of health, mental and physical, in the workplace. Here, he takes an can work together and be jointly rewarded.
When it comes to your employees’ wellbeing and your business prosperity, we’ll explain and deliver the missing link
“
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“David’s training isn’t a one-size fits all, he tailor makes the training to fit, and with his healthcare management background, who better to deliver training than someone who knows hospitals inside out!”
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“This is the BEST training I have ever had.”
Life is challenging and everybody knows somebody who is struggling. For over 30 years, Open Road has helped thousands of people in Essex, when things get tough. We love to help people be the best they can be, in work and in life, and are really successful at what we do.
• Businesses work with us to help their people; with training, advice, one to one staff support
• We help people in recovery to get that dream job with a network of dedicated, local employers
• We walk with people as they journey to recovery, to healthier, happier lives. Our teams support families too, as substance misuse affects everybody.
• We keep people safe at festivals and community events
• We support people who have lost their way in life, helping them maintain productive, non-offending lives in their local communities
• Plus our SOS Buses are in local communities providing welfare advice services and at weekends in Colchester and Chelmsford, helping vulnerable members of the public
Find out more about us
01206 369782 / info@openroad.org.uk
12 North Hill, Colchester, CO1 1DZ www.openroad.org.uk
Our IPS employers network can help fill those vacancies. Our other services could also proactively support your business. Or are you looking for ways to directly give back to your local community?
Make us a part of your Corporate Social Responsibility goals – Corporate Volunteering lets your staff volunteer with us. We have lots of opportunities, offering a fantastic chance to give back, meet new people and learn new skills, all benefitting the local community.
Charity of the Year –be a corporate fundraiser and choose us as your charity of the year. We would be delighted to work with you, to proactively champion your fundraising events and goals.
Team Open Road needs your help! We would love to have a chat about what we do and how we can do more by working together - 01206 369782 or info@openroad.org.uk
Registered Charity No. 1019915
‘Everybody
United States following the advent of Health Savings Accounts (HSAs) with employers able to embrace functional (alternative) medicine approaches to be used alongside traditional medicine. The magnitude of the shift is striking in the US with the increasing use of nutraceuticals under the guidance of a functional medicine practitioner, increasingly the family doctor in America as a consequence of HSAs and direct pay employer wellness programmes.
It’s highlighted here in Essex, and the country as a whole, by the many over-50s choosing to leave the workforce early or reluctant to return to it. In particular the stress demands of being an entrepreneur and running a business can impact hugely on health and business performance. The impact of stress on productivity and employee wellbeing is directly related to the impact of handling stress on our bodies and immune systems.
It’s all too easy to neglect your health when focused on surviving high levels of stress, experienced day in and day out, which is significantly detrimental to health, contributing to obesity, type II diabetes and hyper-tension. It’s a factor now fully understood by major American employers, yet still little understood here in the UK.
This business revolution originates from the
As an example, Whole Foods Market, headquartered in Texas and acquired by Amazon, directly provides personal wellness accounts to their employees. At the company’s expense, employees can go to medically supervised intensive training in healthy eating and living. The mission is to implement wellness programmes throughout its workforce by blending traditional and functional medicine. There is recognition the nutritional quality of the food we eat coupled with the selective use of high quality therapeutic medical supplements, known as nutraceuticals, can aid immensely with heart disease and diabetes (type II), both linked to stress: in some instances, conditions are being reversed. Many employees are making amazing gains in their health and wellness.
PepsiCo believes its internal wellness initiative, helping employees take care of themselves, is good for them, good for the way they feel and good for business.
Colchester-based Dr Raymond Davies, an international market capture specialist, suggests we should look over the ocean to see how our American cousins are approaching wellbeing in the workplace through nutraceuticals.
The science around nutraceuticals is advancing quickly, aiding better appearance, better sleep, better mindfulness and better ageing. It’s also transforming our ability to cope with stress. Nutraceutical use, within Silicon Valley, is known as biohacking with a growing demand for novel food products for wellbeing and preventative medicine attracting attention on nutraceutical prebiotics.
Many other American companies on the Best Places to Work lists are designing programmes to promote the health and wellbeing of their employees, funding employees directly through HSAs so they can choose the paths to take. It’s time for innovative and dynamic Essex businesses to look to do the same.
in your workforce? Open Road offers education, training and treatment services in the workplace, including:
• light touch staff awareness sessions
• training for managers – drugs testing
• individual treatment plans
• policy development & health promotion
“Do you have vacancies to fill? Could you give someone in recovery their place on your employment ladder? If so, we can help! Have a chat to us about what IPS offers you and how you can make a difference to people getting their lives back on track, as they support your business.
Colchester-based charity, Open Road, has more than 30 years’ experience in supporting the mental and physical health of its staff and volunteers and can use this experience to help businesses support their teams.
Open Road offers two specific programmes: Individual Placement and Support (IPS) and Wellbeing in the Workplace.
Do you know the cost to your business of ignoring drug and alcohol-related issues
Corporate Volunteerism is a pillar of corporate social responsibility that encourages employees to volunteer their time and give back to community charities.
Nicola Rosewarne, HR and Wellbeing Manager at Open Road, said: “Open Road offers many types of volunteering and finds working with employers incredibly beneficial for providing opportunities to give back, develop skills and training and improve mental health. If you would like to create a relationship with Open Road for your CSR programme, contact us to find out more.
Find out more by calling 01206 369782 or visiting www.openroad.org.uk
“Our mission is to empower a diverse range of individuals, families and communities to lead healthy and more meaningful lives, free from addiction, offending behaviour and disadvantage to ensure healthier, happier lifestyles.
“Since 1990, Open Road has supported people of all ages who misuse drugs or alcohol and struggle with addiction.
We raise awareness about the signs of addiction in friends, colleagues and family. Each year we help more than 11,500 people across Essex and Medway.”
THERE’S a business revolution occurring overseas which, through an increasing understanding of our own personal wellbeing, will be hitting our shores and attempting to maintain some control on the impact of stress on our health via a better health balance.
THE current challenges being faced by all sectors around recruitment has led many organisations to review their retention practices and how they support their staff.
Essex County Council assisted the three local authorities with their bids. Cllr Lesley Wagland, Essex County Council Cabinet Member for Economic Renewal, Infrastructure and Planning, said: “Securing almost £60 million from the Government’s Levelling Up Fund is a significant achievement and the investment will make a real difference helping to transform the town/city centres in Clacton, Colchester and Harlow. This funding will build upon the work we have already started to Level Up Essex, supporting our aims to improve infrastructure, create good jobs, boost connectivity and regenerate Essex’s town and city centres as they continue to recover from the impact of the pandemic.”
HOT on the heels of city status and a £20m ‘Town Deal’ Colchester can now celebrate £19.6m from the Government’s Levelling Up Fund (LUF).
The money will enable regeneration and renewal around the St Botolph’s area in the eastern end of the city, transforming an unattractive road layout, improving access, look and feel, and helping businesses and connectivity by foot and cycle.
Colchester is one of the UK’s fastest growing places, a magnet for investment, with more than 900 new homes a year. Ensuring people can get around a growing city is key to Colchester’s future success. Many of these houses will be built in the new Garden Community to the east of the city, between Colchester and Elmstead Market. LUF investment will complement wider master planning and a new rapid transport system, due by 2026. Together they will help
provide easier access to and around the city centre and enable wider regeneration.
The Leader of Colchester City Council, Councillor David King, said: “As an historic city with transport links in the east, around St Botolph’s, that are not fit for purpose and air quality issues from standing traffic, the LUF offered an opportunity for a step-change in the quality of life in this area, a renewal helpful to business, residents and the visitor experience.”
The eastern end of Colchester has been a regeneration area for many years. Millions of pounds have been invested in a range of separate developments. St Botolph’s has seen the opening of the Firstsite visual art gallery, the 4* Greyfriars Hotel, the Curzon Cinema and SPACE Studios as a centre for creative businesses developed in the former police station in Queen Street.
Councillor King added: “These businesses and our residents deserve a better environment, greater connectivity and better places to walk and cycle. Our success will enable us to help make that happen, to better connect Colchester Town railway station to the city centre and to enhance our commercial and heritage assets there. We also wanted to encourage footfall into the city centre by making it easier to live in the
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city, building on our ‘Town Deal’ investments to improve our public spaces, as the setting for people to live, work and visit.”
Key outcomes from the LUF include:
• better travel connections east to west through the redesign of St Botolph’s roundabout
• city centre business support - through investments in shop fronts and 1000sq ft of new workspace to encourage pride, entrepreneurialism and increased footfall in the city centre
• a further boost to business confidence - as the city scape improves, from lighting and design improvements to great places to walk and visit and shop
• more jobs, especially in creative and digital –one of Colchester’s major strengths
• increased pride in the city of Colchester as an attractive welcoming place to live, work and visit,
When combined with the £19.2m investment already underway through the Government’s Town Deal, and the £55m being invested in delivering Ultrafast Broadband and 5G, Colchester is set to be transformed.
ALMOST £60 million of funding has been secured from the Government’s Levelling Up Fund to help transform the town/city centres, including businesses, in Colchester, Clacton and Harlow.Councillor David King. St Botolph’s Circus set for a major facelift.
“It’s good to see such confidence in Colchester,” said Executive Director of Place, Lindsay Barker. “These investments are very timely. They complement the many millions businesses have already invested in bringing new experiences, new businesses and new choice for people from Colchester, the surrounding area and far beyond, really contributing to raising the quality of life here.”
LUF aims to improve local communities by investing in local infrastructure which has a visible impact on people.
The fund focuses on town/city centre regeneration, improving local transport connectivity and infrastructure, including upgrades to local bus, road and cycling routes, and maintaining and regenerating cultural, civic and heritage assets.
The fund categorises places as 1, 2, or 3 depending on the evidence of need for investment. Colchester was categorised as level 2 and its bid focused on regeneration as the major issue. There was a need to improve the experience of the city centre for people who live, work, visit, study and do business there. Colchester's bid was strongly evidenced, complemented the £19.2m Town Deal funding and also the multi-million pound private sector investments which have taken place during recent years in the city centre.
A future-focused example is the £5.6m funding for an Extended Reality business and technology centre. The Town Deal will fund £1m of this project with the remainder coming from the Local Growth Fund (£3.7m) and Colchester City Council (£900,000). Work will commence on the AIXR Centre for Immersive Innovation later this year. This development will be a firstof-its-kind space to enable creative businesses to launch and grow as well as being dedicated to immersive innovation across the globe. It will bring together cutting-edge technologies and facilities to support innovation in virtual, augmented, and extended realities.
The ground-breaking development, which is set to regenerate the former bus depot in Queen Street, forms part of wider plans to unlock the economic, social and cultural potential of the area – further helping Colchester to realise its potential as a new city – and will provide a hub for creative businesses and emerging talent.
Funded by a £3.7 million investment from the South East Local Enterprise Partnership and Colchester City Council, the centre will act as space to grow for SMEs working in the immersive and digital space. It will enable them to access world-leading facilities that would otherwise be outside their reach and offer
training facilities that can be used to upskill workforces and support the creation of highvalue jobs within the region.
Facilities like this enable access to the latest in virtual, augmented, and mixed reality, which will help the next generation of small businesses in the region to innovate and grow. A wide range of immersive equipment is planned, including a mixed reality capture studio and dedicated haptic zones. The lab will provide an ideal space for large multinational organizations and SMEs to collaborate and create new products. The project will put Colchester at the forefront of the emerging immersive industry and will be a real boost for the city’s economy, generating jobs and helping local businesses to connect and flourish.
Councillor King added: “These investments will
ensure Colchester is an exemplar of a new type of city as a place to live, work and do business. It will offer an improved quality of life and be a more comfortable place with cleaner air and be a welcoming place for visiting friends and relatives. A social place: safer, healthier and more active. The new developments will bring new job opportunities and new skills for local people, improving inequality and helping to address deprivation.
“The investments also show civic leadership at work in partnership with key stakeholders such as the Our Colchester BID. We are already discussing matching some of the funding allocated to improving shopfronts with their funding, to offer financial help to more small, independent businesses to improve the experience of the streetscape.”
benefit of everyone, whether they live or work there, visit, or own a business.
“There will be many benefits to businesses from this project which, while much of the focus is on homes and a community hub, will also include commercial and retail space to support local need.
“In addition, the improved appearance and gateway to the town, especially so close to the railway station, will help to attract residents, visitors and new investment alike to Clacton, particularly working alongside partners such as potentially the University of Essex.”
, said: “We have been working extremely hard with our partners to improve Clacton town centre but there is only so much possible with limited resources available. This funding announcement is an absolute game-changer, and we should all be feeling very proud right now.
“With this considerable sum of money, we can make significant infrastructure changes for the
Clacton’s Levelling Up Fund bid centred on the site of Carnarvon House and the town library to create a new library and learning space, café, a community and commercial building and 28 homes, along with improvements to the multi-storey car park. It was the second time of submitting the bid, with positive feedback from Whitehall officials after the first round encouraging and informing the second. Work has already begun to demolish Carnarvon House in preparation for this project.
TDC has also had £1.18million of funding spread across three years approved under the Shared Prosperity Fund, which includes an allocation to support town centre improvement works.
NEIL Stock OBE, leader of Tendring District CouncilCarnarvon Terrace in Clacton town centre - is due for a major revamp.
Began career working with Sam Wanamaker on the nascent Globe Theatre, went onto to work in several producing theatres, set up my creative consultancy, during which time I’ve worked with a huge range of brilliant clients, as well as dreaming up and delivering some challenging but fantastic projects. Most importantly I’ve had fun! Oh and I worked as a dental ‘nurse’ as summer job when I was a university student and fainted on my first day – nothing like a rude awakening and making you realise that some things aren’t your area (though I did continue doing it during the summer monthsnever give up!)
Childhood career ambition…
To work in the arts.
Best piece of career advice you’ve given… You’d have to ask the people I’ve given advice to! Though I hope it might be something along the lines of, remember you don’t have to be the expert at everything – gather the experts about you and listen.
Best piece of career advice you’ve received…
Do what you believe in, are passionate about and what makes you get up everyday.
The column which proves you can mix business with pleasure, with Sarah Dance, newly appointed Chair of South East Local Enterprise Partnership (SELEP).
Your two perfect dinner guests, one business, one pleasure…
I’d love to meet Deborah Meaden – passionate, successful and remains true to her values. Pleasure? Maybe Shakespeare – and then all the rumours about who he really was would be put to bed.
The secret of running a successful business is…
What is that phrase about success 99% perspiration, 1% inspiration? I think I might change it to 90% hard work and 10% inspiration. That and making sure you gather the right people around you.
If you weren’t in your current profession, what might you likely be…
I honestly love what I do, so it is difficult to think of something else. Maybe in another life I would be an archaeologist – I’ve always been fascinated by the forgotten ingenuity and art of our forebears.
If you had a magic wand and could change one thing in business, it would be…
I would like to see businesses understand the
power of people and ensure business leaders are trained to get the most out of them. I’d also add we need to look at how we can work better together and develop the maximum from small enterprises and cluster development.
Hobbies/interests…
Wild swimming, walking, yoga, gardening, reading (and visiting galleries, museums, theatres of course!)
Favourite ever book/TV programme/film/ meal/country visited….
Too many to choose!
Tell us something about you that might surprise people…
I travelled across America (from New York to San Francisco) in a beaten-up old Mercedes when I was 16 with some friends.
If I ruled the world, the first thing I’d do is…
Not sure I’ve ever wanted to rule the world but maybe a few small, simple things like end poverty, ensure countries deliver net zero, now not later, and invest in global sustainability.
THE number of UK registered company insolvencies in December 2022 was 1,964 – 32% higher than in the same month in 2021 and 76% higher than the numbers registered three years prior in 2019.
This increase in the number of insolvencies is no doubt the result of a range of economic and political factors which have been brewing in the past three years; the Coronavirus pandemic, the subsequent ending of business support schemes such as the CBILs and furlough scheme, and now the significant impact of energy and wider inflationary pressures, which has seen prices rise across the board for both businesses and consumers.
Settling back into the new ‘normal’ has meant many businesses have had to have a long hard look at the state of their business, and realise what’s working, and what’s not, with some being surprised at what they found. As with anything, though,
it’s better to be in the know and prepare to combat your difficulties, rather than sticking your head in the sand and waiting until it’s too late.
Business support service Backing Essex Business has compiled some key questions to ask yourself to assess the health of your business and figure out if you need to consider changes.
Would you consider yourself to be ‘financially literate’? It’s more important than ever for business owners to become clued up on even the most basic of financial terms, as this gives the best indication of how your business is performing. Being able to create and understand what a cash flow forecast is telling you gives you the ability to get ahead of any shortfalls in your budget – and plan accordingly.
There are many dedicated resources to help you create a cash flow forecast document for your business, from online templates, to free support and financial reviews offered by dedicated business support services in your
The people on your team, make your business. With a high staff turnover (which could be due to low wages, staff benefits and morale), you inevitably end up paying more for your staff than if you created a better workplace, through loss of skills and the cost of additional training for new recruits.
Listening to what your staff want and need, and using this feedback to develop your team, is a way to grow your business while developing your people and ensuring your staff want to stay.
Do you stay up-to-date with the latest developments and planning applications for the area around your business?
Things are changing all the time – with new roads, housing,
industrial developments and connectivity infrastructure popping up all over the UK. With some new developments being a massive perk for some businesses, such as staff being able to access better and easier commutes into work, better connectivity, and more local consumers, the flip side of this can be disastrous.
Does a new road or planning application threaten the livelihood of your business?
Some town centres are introducing newer pedestrian-friendly road layouts, such as oneway and permit-holder only spaces which could negatively impact local businesses.
Has your target market changed?
Failing to keep up with your target market and adapt accordingly is where many businesses go wrong. As well as researching your target market before you start your business, it’s just as important to keep upto-date when you’re successful to remain relevant to your customers. What channels are they using, who are they, what are they buying, and when? These are all important questions to try to understand your target market, and to try to anticipate what they need.
The economic landscape is vastly different now to pre-pandemic, and any businesses not prepared could be hit with unprecedented costs and loss in profits. Rising fuel and energy costs could be catastrophic for businesses that rely on heavy usage and haven’t yet started planning for cheaper or more eco-friendly alternatives – and with an increasing number of consumers and businesses preferring greener companies, you don’t want to be left behind.
Backing Essex Business is a fully funded business support service by Essex County Council, which offers Essex businesses 12 hours of free support and advice. The team can offer businesses free financial reviews, access to finance, events and training, as well as signposting to other local organisations that can help your business to grow. Get in touch at essex@ldbgroup.co.uk or visit www.backingessexbusiness.co.uk
When times look bleak, our first aim is to save your business. No matter how difficult things appear – even if a business becomes insolvent – it does not mean it is doomed to fail.
With our help, it is possible to recover and turn things around through financial planning and possibly the restructuring of the business. Plans can be agreed with creditors, including HMRC.
We can support a company by liaising with creditors on their behalf and at the same time work with the company to produce a forecast to support any proposed repayment plan. Often, we work hand in hand with the company’s accountant/advisors, to do this. Remember,
it’s never too early to seek help – but it can sometimes be too late.
In difficult times, being concerned
YOU know how difficult it is to operate a business if you’re an entrepreneur. Everything must run smoothly to ensure the company’s growth, from navigating through financial difficulties to working with the right clients. Although these factors are unquestionably important when running a company, most owners overlook a critical aspect of smooth operations: business security
Every commercial establishment requires some form of security. No business owner wants to deal with the loss of assets, safety of employees and the headache of break-ins. Regardless of the size of the company, whether small or big, retail or commercial, your valuable assets are at risk of theft, including computer equipment, on site data records, and other high-value products.
Nothing is more upsetting than receiving word that your property has been broken into by burglars and that valuable belongings and equipment have been stolen. It halts the company’s growth and reduces a significant portion of your capital in order to pay back the losses. Installing a security system is a good starting point and gives you peace of mind, but the back-up of the ‘human touch’ is very important.
In the past when we have been invited to look at businesses’ security arrangements – sadly normally following a crime or break-in – we’ve been amazed at how easy they’d made it for the criminal. Prevention is infinitely better than cure and that’s why we are keen to work with businesses to reduce criminal activity.
We are able to offer a free, totally no-obligation review of a business’s security arrangements, both internally and externally. We’ll then provide a report of our findings, good and bad, and hope people will act on those findings. We can put in place guarding, locking and unlocking and key-holding alarm response services.
A manned guarding security presence helps to deter crime and keep intruders at bay.
Our highly experienced SIA Licensed team of uniformed security guards are adept at keeping commercial, retail and residential property safe and secure 24-7.
We also offer a range of corporate and concierge services for the commercial and hotelier sector. Our specialist dog unit can also support our manned guarding services with a range of guard and detection dog solutions.
Darren Hyde, Managing Director of Wickford-based VIP Security Services, one of the south-east’s leading private security firms, has vast experience in the security business and knows that prevention is far better than cure when it comes to protecting your commercial premises.
Our corporate and residential concierge team ensures your headquarters or office buildings are kept safe and secure. Uniformed security guards are a reassuring face to employees and an able assistant to visitors and residents with mail, customer service and general building issues. Our corporate team can keep undesirables at bay, be on the frontline should any emergencies take place and ensure your organisation’s premises, employees and visitors are protected.
Our knowledge and experience is just a phone call away. We’re always happy to listen and offer advice, even if it doesn’t always lead to work.
Enjoy
• Clubhouse with licensed bar and veranda
• Free car parking
• Lawn, equipment, mallet & ball hire included
•
is always far better than cure
According to Gallup’s State of the Global Workforce 2022 report, engagement levels of UK employees are one of the worst in Europe, with only 9% of UK workers feeling enthused by their work and workplace. This is well below the European average of 14%.
Yet, employee engagement is vital when it comes to productivity. Gallup’s metaanalysis of 1.4 million employees found organisations with a high level of engagement reported 22% higher productivity.
1. More satisfied and happy: the pandemic increased awareness of burnout and stress amongst the UK’s workforce. Champion Health’s Workplace Health Report, which polled 2,200 UK employees, found more than a quarter (28%) of respondents had seen their productivity negatively impacted within the past two years, alongside the finding that two thirds (67%) were experiencing moderate to high levels of stress. If your workforce is satisfied and happy, the chances are they’ll stick around for longer, therefore reducing overall staff turnover levels.
2. More likely to stay at an organisation longer: high staff turnover costs businesses in more ways than one. Firstly, there is the time, energy and resource that goes into replacing employees. Secondly, it takes time to bring employees up to speed and learn the intricate ins and outs of a business. If your workforce is made up of employees who have been in the business longer, less time will need to be focused on getting to know the businesses, and more time can be spent increasing efficiencies and meeting operational challenges.
3. Be more innovative in their approach: with employees spending less attention on what they are not getting from your business, and with a lower turnover rate, they can focus on getting the job done. The chances are they’ll have more energy and enthusiasm in tackling their daily tasks. In turn, this will increase
innovation as they will buy into the business and will ultimately want to play a role in its continued success.
So, in an age where ‘quiet quitting’ has become the norm and where the war for talent is ever increasing, how can Essex businesses ensure their employees are engaged, energised and enthused?
The first step is finding out what they think and what they want from you as an employer. This is where Best Employers Eastern Region can help.
Based around an employee engagement survey, Best Employers was founded by Pure Resourcing, with the help of psychometrics experts, eras Ltd, to help organisations develop forward-thinking and inclusive workplaces; workplaces where people can flourish and thrive; workplaces that drive productivity and economic growth in our region.
The survey is just the beginning. Being part of Best Employers gives you access to a community of forward-thinking organisations that believe success can only be achieved through people. One that empowers leaders to develop their workplace cultures and environments into something really special.
Leading regional law firm, Birketts is a proud sponsor of Best Employers Eastern Region. Since 2012, more than 33,000 employees have filled in the survey, 392 organisations have taken part, and the initiative has raised more than £40,000 for local charities.
At its heart, Best Employers is about making the eastern region an even better place to work. Organisations that have previously taken part are using the results to transform their workplaces in positive and inspiring ways. They’re also sharing ideas with like-minded business leaders to evolve their workplace cultures for the better. Those are just two of the reasons they come back again and again.
Best Employers’ awards and accreditations are a real badge of honour. They show current and prospective employees how much you value them and that you are willing to invest in them to create a diverse, inclusive and sustainable workforce and culture. That is vital in a competitive job market. Plus, it is good for business.
For more information and to sign up, visit https:// bestemployers.prs.uk.com/
EMPLOYEE engagement is at a worryingly low level in the UK.Vasyl Dolmatov/iStock via Getty Images. Jeanette Wheeler, Partner and Head of Employment at Birketts, extols the virtues of Best Employers Eastern Region – and why you should get involved.
HMRC has recently introduced several administrative changes that impact the VAT system, particularly the new VAT penalty regime and changes to the option to tax (OTT) process.
Options to tax are an important aspect of buying, selling, or letting land or property, as it allows the income from these transactions to be standard rated, thereby making it possible to claim back the VAT on related costs. Establishing the VAT treatment of a transaction is a key step in the process, and this is usually done by determining the status of the property particularly regarding whether it’s opted to tax.
Historically, HMRC used to acknowledge receipt of the OTT by issuing a letter to the VAT registration, which served as proof of OTT if the property was later sold.
Once notified to HMRC, an option to tax is usually valid for 20 years. With changes in
personnel and business practices, records aren’t always complete or maintained, leading to confusion regarding the OTT status of the property. To alleviate this issue, HMRC provided a service of checking its records to confirm the OTT status of the property.
From 2023, changes in the way HMRC deals with OTT notifications and confirmation requests have been introduced. HMRC no longer issues an acknowledgment receipt for an OTT. If the OTT notification is sent to HMRC via email, an automated response will be sent back, but no response will be received for notifications sent via post.
Additionally, HMRC will no longer routinely confirm the record of OTTs notified by a VAT registration, as taxpayers are legally obligated to maintain records for six years. They’ll still confirm historic OTTs that are more than six years old, or where an insolvency practitioner is appointed to deal with a property.
These changes may impact land and property transactions, potentially leading to delays while proof of the VAT liability is obtained and
VAT Director
accountancy
Larking
agreed upon by both parties. It’s important for taxpayers to maintain detailed records of OTT notifications and to keep copies of all confirmation emails received from HMRC.
The changes introduced by HMRC to the option to tax process are a reasonable step towards easing the burden on their resources. However, it’s important for taxpayers to be aware of these changes and to maintain records accordingly to avoid any potential delays in future transactions.
This article is designed for the information of readers. Whilst every effort is made to ensure accuracy, information contained in this article may not be comprehensive and recipients should not act upon it without seeking professional advice.
Gillian McGill,
at
firm,
Gowen, explains why you should be mindful of recently introduced administrative changes HMRC has made which will impact the VAT system.Stephen Firmin Kerry Addison
like, and provides a more proactive focus with the aim of preventing unsafe products from reaching the market in the first place.
goods, including repaired, refurbished and second-hand goods, as well as importers and operators of online marketplaces.
Most businesses want, and aim, to sell safe products but for various reasons, challenges occur that lead to mostly unintentional consequences. PAS 7050 is a safety standard that supports businesses with bringing safe products to market.
It is vital all businesses involved in producing, or selling products to consumers have a plan in place to ensure products are safe and to help mitigate the risk of costly repercussions and reputational damage from unsafe products. This is essential for businesses that want to have a sustainable safe product and satisfied customers.
The aim of PAS 7050 is to provide suggestions and recommendations on what this proactive product safety management plan may look
PAS 7050 provides simple concise advice to businesses who want to bring safe products to market and the processes required to ensure this. Improving product safety and quality can be key in preventing product returns and safeguarding consumers. This in turn is not only the right thing to do but can save businesses money. Understanding the requirements of PAS 7050 will help to reduce the probability of this happening
The Chartered Trading Standards Institute (CTSI) is the professional body for Trading Standards and provides a range of services to support businesses including training.
On behalf of the government department - The Office for Product Safety and Standards (OPSS) - CTSI is delivering a number of PAS 7050 training courses that will take place online and are free for businesses to attend. The training is aimed at manufacturers and distributors of electrical appliances, toys and consumer
This comprehensive and practical webinar is designed to raise awareness of PAS 7050 and PAS 7100, advising businesses on the value and importance of these documents and how they can be implemented within their existing business structure (regardless of size) and with support from Trading Standards.
There are several dates available for this free training so head over to the CTSI website where you can find more information and book your free place. www.tradingstandards. uk/practitioners/professional-training Further guidance can be found at www.businesscompanion.info search PAS 7050 and businesses can download a free copy of the PAS 7050 standard on the following link https:/.knowledge.bsigroup. com/ products/pas-7050-bringing-safeproducts-to-the-market-code-of-practice/ standard
ALTHOUGH most products on the market are considered to be safe, some are not, which can lead to significant injuries and even fatalities.
For many in business the idea of spending more time with their external accountant may sound a bit alien. It certainly is not untypical for most business owners and their accountants to only meet once a year to review the annual accounts and to discuss the tax returns. Invariably, most can then be forgiven for thinking that there is little to be gained from frequent contact.
Dean Wright, a Director with Colchester and West Mersea based Streets Whittles Chartered Accountants, feels more and more businesses, especially owner managed businesses, have a lot to gain from being in touch and meeting with their accountant more frequently, say at least once a quarter or even more often.
Dean, who has returned to Streets as its first Director for the recently merged practices of Streets Chartered Accountants and Whittles Chartered Accountants, has for many years
advocated a closer working relationship with his clients. He along with fellow Partners Dan Insley, Michael Greene and Rachel Skells feel that their work is much more than undertaking annual compliance assurance and that they have a key role in providing support and guidance as their clients’ trusted adviser.
In contrast to much of an accountant’s work focusing on looking back at historical figures to produce your annual accounts, there is much to be gained from a review of the in year management accounts – a role which your external adviser is certainly well placed to do by bringing their broader experience and commercial insights to bare on the numbers. Also, if you don’t have the resources they may even assist with management accounts production. In focusing on the in year numbers, businesses can look to address any emerging issues and challenges around profitability, cost control, working capital requirements, capital investment decisions and even potential tax issues .
In an increasing digital world, not least in terms of financial reporting, being able to
tap in to the knowledge of your adviser can be a real asset ensuring your systems are set up and running correctly. This also provides the unique and informal chance to help support and train in house team members and answer any queries they may have.
Like many other firms of accountants, Streets Whittles endeavours to ensure clients are informed and updated of legislative changes and other factors affecting their business. Busy working lives often means such information gets overlooked. However, more regular and structured contact helps to ensure clients are kept up to date of changes and issues that may affect them.
Finally, when it comes to your financial yearend, as a result of contact throughout the year, this should be a smooth and seamless process. It should also be one with little or no surprises and that provides time for well thought out year-end tax and financial planning - an outcome which will no doubt harbour a better and more worthwhile relationship between client and accountant alike.
Quite simply, the best and most cost-effective way of putting your business in front of 25,000 decision-making, business-focused readers across Essex, in print and online, every issue
Sarah Brockwell, part of the Business Coaching team on the Essex County Council-funded Group2Grow programme, said: “After placing a full-page advertisement in BusinessTime in Essex, promoting the Group2Grow Business Coaching Programme, we saw an immediate response in terms of website hits as well as applications to join the programme (which is 100% funded by Essex County Council). If you are considering investing in print advertising, BusinessTime in Essex is highly recommended. BusinessTime in Essex does what it says on the tin - promotes business in Essex!”
So if you’d like to be an active part of the next issue, rather than be on the outside looking in, contact Editor Peter Richardson on 01206 843225 or 07778 067614 – or email him at peter@pjrcomms.co.uk
www.businesstimeinessex.co.uk
THE Health and Safety Executive for 2021/2022 shows a 28% increase in worker injuries year on year and a steep increase in illhealth compared to pre-COVID pandemic levels.
Accidents at work do occur.
To avoid enforcement action, corporate entities, directors and individuals need to ensure they comply with all relevant health and safety legislation or run the risk of large penalties and sanctions, convictions and reputational harm.
What are employers legally required to undertake?
Employers must:
• assess the risk to employees, customers and partners. They are also required to assess the risk to any other people who could be affected by their activities
• arrange for the effective planning, organisation, control, monitoring and review of preventive and protective measures
• have a written health and safety policy if they employ five or more people
• ensure they have access to competent health and safety advice
• consult employees about their risks at work and current preventive and protective measures.
What to consider if a workplace accident takes place?
Reporting of Injuries, Diseases and Dangerous Occurrences
Regulations 2013 [RIDDOR]
places a duty upon employers, the self-employed and people in control of work premises, also known as the responsible person, to report certain serious workplace accidents, occupational diseases and specified dangerous occurrences.
A RIDDOR report is required when the incident is workrelated or if it results in an injury of a type which is considered to be ‘reportable’.
The purpose of reporting is to warn the relevant authorities an incident has occurred so the Health and Safety Executive may review the circumstance, prevent a similar incident occurring again and ensure compliance with the regulations.
Work-related injuries will vary from sector to sector but common areas where workrelated injuries occur are falls from height, being struck by a moving vehicle and slips, trips and falls.
All deaths of both workers and non-workers arising from a work-related incident must be reported. It is important to note deaths are also deemed reportable if the injured person died within one year following the work-related incident.
Non-fatal injuries that must be reported include, but are not limited to:
• fractures, other than fingers, thumbs, and toes
• amputation
• any injury likely to lead to permanent loss of sight or reduction in sight
• any crush injury to the head or torso causing
damage to the brain or internal organs
• serious burns (including scalding) which covers more than 10% of the body and/ or causes significant damage to the eyes, respiratory system, or other vital organs
• any scalping which requires hospital treatment
• any loss of consciousness caused by head injury or asphyxia.
Diseases which have been caused or made worse as a result of work must be reported. This included diagnosis of:
• carpal tunnel syndrome
• severe cramp of the hand or forearm
• occupational dermatitis
• hand-arm vibration syndrome
• occupational asthma
• tendonitis or tenosynovitis of the hand or forearm
• any occupational cancer
• any disease attributed to an occupational exposure to a biological agent.
Any reportable injury, which includes any injury which results in the injured person being unable to carry out their normal work for more than three days must be reported.
The record must be kept for three years from the date it was made. This may be kept in the form of an accident book.
The relevant authority must be notified of the reportable incident by the quickest means. The regulations require the
responsible person to send a report of the incident within 10 days.
If a worker is incapacitated for more than seven consecutive days, the accident must be reported. For incapacitation of more than three days, the accident must be recorded but not necessarily reported.
When submitting an injury report, it is advisable to download a copy of the submission to keep for your records.
Employers, the self-employed and the responsible person should ensure they are fully up to date with the reporting requirements for RIDDOR. The accident book must be kept up to date. Accurate records are essential to protecting employers, employees and, where appropriate, members of the public.
Accidents to members of the public or others who are not at work must be reported if they result in an injury and the person is taken directly from the scene of the accident to hospital for treatment to that injury. There is no need to report incidents where people are taken to hospital purely as a precaution.
Any workplace incident can be reported online via the Health and Safety Executive website or via telephone. Failing to report a reportable incident is a criminal offence. Not knowing the proper procedure for RIDDOR is not a defence, therefore it is critical that you understand and comply with the regulations to prevent investigation and prosecution from the Health and Safety Executive.
I’M writing this at the start of National Apprenticeship Week, a time when training organisations and employers celebrate and promote the benefits of apprenticeship programmes and the fantastic opportunities they present.
I’ve worked in the apprenticeship sector for more than 20 years and have seen thousands of people successfully go through their programmes. When I reflect back, it makes me extremely proud to have played some part in their journey. There are so many incredible stories I could tell; young people who have ended up setting up their own businesses as a result of their apprenticeship, individuals who have climbed through the ranks to gain leadership, management and director positions as well as those who have stayed with their original employer and are now taking on their own apprentices.
Within my current role at ACL, I continue to champion the benefits of apprenticeships and how they can support people of all ages to gain valuable skills that support career development. I have just recruited two young people into my team on apprenticeship
programmes who will be working on the Nightingale Care Bursary during the next three years. They will undertake admin, finance and marketing duties and will be a key component in the successful delivery of the project. About ten minutes ago I received notification that another apprentice in my team had just passed the examinable component of their End Point Assessment (something they were dreading). They will be joining ACL on a permanent basis once the rest of their EPA is completed.
Its not just about the new staff either. One of my marketing team completed their level 4 marketing apprenticeship last year. The impact this has had on their confidence has been brilliant and I have seen her flourish even further - so much so she’s now completing a team-leading apprenticeship and taking line management responsibility for one of the new apprentices. Using the apprenticeship route, she will be able to develop her leadership and management skills and continue even further on her career path. She’s not alone in the organisation either. We have an increasing number of staff who are seeing the benefits apprenticeships can bring as they move into new roles or take up new responsibilities.
Dare I admit that I too have just completed an apprenticeship (as I said earlier,
Essex, reveals how much apprenticeships can offer so many people at all stages of careers
apprenticeships can support people of all ages!) I wanted to develop my skills as a senior leader within the organisation. The Level 7 Senior Leaders Apprenticeship ticked all my career development boxes and I have learnt so much that I now apply to my everyday role. So, when you’re next looking at recruitment or staff and management development programmes, give a little thought to apprenticeships as an option. They really are underrated and can support your business in so many ways. I will always be proud to work within the apprenticeship world and look forward to the next 20 years!
WHETHER you are a glass half-full or glass half-empty person, few can doubt these are not the most buoyant times for running a business. Challenging is perhaps the kindest word to use!
However, whilst cutting back on spending at a personal level might be prudent, in business terms, is stripping back your marketing activity and cutting your marketing budget such a good idea?
In my 45-year career as a newspaper editor, PR and media consultant and, for the past seven years publisher of BusinessTime in Essex, I have had more conversations than I care to remember with businesspeople on the subject of marketing in all its guises. The truest words I came across in all these debates (and I wish I could say they were mine, but they weren’t!) were the following: marketing is a food, not a medicine. This means, marketing is something you feed your business on a regular basis to make it grow and prosper –not something you turn to when things look sickly and the order book empty! Similarly, you don’t withdraw feeding when the order book is pleasantly full-looking –another comment I often hear.
With the potential of reduced sales and the reality of spiralling
overheads, business leaders are understandably concerned about the state of their bottom line. Reducing advertising spend may seem an easy fix to recoup some funds. Still, the problem with this is that marketing your company is how you increase top-of-mind awareness and lead generation, both of which are vital to building a business and growing sales. Therefore, reducing your marketing efforts during a recession could compound the situation and lead to failing performance as people opt for alternative brands that are still in the public eye.
Past recession trends have shown marketing is crucial to a company's success and improves the odds of surviving a slump. Businesses that come out of recession strong tend to be the ones who don't make significant cuts to their marketing budgets and often even increase them. Data shows that companies that increased spending during a recession enjoyed a 4.3% increase in profits compared to those that cut spending.
Marketers and business leaders need to fight the urge to tighten the purse strings and instead consider a 'speculate to accumulate' approach to endure an economic downturn and come out of the other side in a strong position.
However, that's not to say that some thought shouldn't be applied as to how best to spend the money, and some changes are needed to activity plans to make the most efficient use of the marketing budget.
Consider this for successfully managing the marketing budget and navigating your way through a recession:
Price: tempting as it may be to slash prices to retain existing customers and attract new ones, this often results in costs needing to be significantly increased again in the long term. Try to remain steady on pricing, as flip-flopping up and down can create more issues overall and put off customers who may think your brand is an unstable place to spend. Research shows marketers who opt for short-term promotions followed by sharp price increases lose more market share during a recession than those who don't.
Communications: try to view advertising as an investment, not an expense. Your competitors may be choosing to advertise less, so this can be an excellent opportunity to increase market share. In terms of messaging, it may be necessary to make some adjustments and acknowledge the economic situation. Consider referencing 'hard times' to appear relatable or use humour to offer comradery and bring cheer to a gloomy time.
Consumer behaviour: it is essential to look at how consumer spending changes during a recession. Rather than losing customers to cheaper brands, perhaps offer tiered pricing such as value, midrange and premium versions of your brand. This can help to encourage brand loyalty, aiding customer retention during times
of hardship. If customers are looking for a bargain, you may consider using coupons. This can offer an additional way to advertise and discount products as an alternative to changing list prices to avoid the pricing 'flipflop' mentioned above.
R&D: while it may seem like the wrong time to launch a new product, this may not always be the case. With many companies opting to reduce spending and put new projects on hold, there will be reduced competition. An innovative product that solves a problem could still prove popular and enhance your brand image.
Evaluation: keep evaluating your activity continuously to allow for adjustments. Measuring marketing effectiveness will help to define your ongoing strategy to make the most efficient use of the budget available. Cut what isn't working and invest more in what is working. Remember to keep your goals realistic - you are unlikely to see record profits or sales during a recession. The aim should focus more on keeping the company afloat and retaining customers.
So now is the time for marketers and business leaders to be brave. Investing in marketing during a recession could save your company and make it more robust on the other side.
Essex Editor, Peter Richardson, explains why marketing is more important than ever during difficult times.
Sadly, we’ve seen the continuation of multiple headwinds for our small businesses so far this year. All are taking a toll on the resilient and entrepreneurial spirit of their owners.
Our recent Small Business Index shows business confidence across the East of England fell heavily in the final quarter of 2022. Indeed, it has plunged to its lowest level since the onset of Covid restrictions, with many citing they have never known trading conditions to be so tough. That was even before we learned that Government support on energy bills was being slashed by 95% - a decision the Federation of Small Businesses called ‘a catastrophic move’ and ‘out of touch’.
Concerningly, one in four small firms anticipate either closing, downsizing, or radically changing their business model due to this reduction in energy support.
In my local town, this is already happening. A newsagent, which was open 364 days a year for 21 years, has closed. A laundrette, which even if it put up prices and the owner does not take a salary, is considering closing. Why? Spiralling energy costs.
We’re not just losing small businesses, we are losing the beating heart of our community, vital services which make up the very fabric of our local areas.
Small businesses are always the engine room of any economic recovery. After all, they account for 99% of the business community and contribute 52% to the UK economy. They are a fantastic national resource of innovation and creativity, especially if given the right conditions to flourish.
The Federation of Small Businesses has a fivepoint plan for how small firms can be helped:
1. Tackle late payments, by making audit committees of large corporates responsible and accountable for supply chain payment practices. Also, make it a legal requirement for payment times and conditions to be published in annual reports.
2. Address recruitment troubles by helping people access affordable childcare, creating a Kickstart-style scheme to enable more people with health problems to access work, and bringing in skills bootcamps for over-50s.
3. Introduce a Help to Green voucher with a suggested value of £5,000, which can be used by small firms to invest in green improvements to their premise, such
Ann Scott, Essex Development Manager at the Federation of Small Businesses, says smaller businesses are facing challenging times and need all the help they can be given.
as a heat pumps, better insulation, or solar panels.
4. Reverse the cut to R&D tax credits in the Autumn Statement and reduce the complexity within the application process.
5. Review taxes, such as, increasing Small Business Rate Relief to £25,000 in England and raise the VAT threshold from £85,000 to £100,000 to help the self-employed work more hours.
Just as small business owners demonstrated ingenuity during the pandemic to find new markets and new ways of working, I’m positive they will continue to do so during this tough economic period.
CHANGING the ethos and reputation of an entire industry is quite a bold objective when forming a business at the relatively tender age of 26.
Four years on, whilst the insurance industry may not have experienced a tsunami-scale change and Arma Karma may not yet be a household name, the company’s founder, Ben Smyth, can be more than content with the strides so far taken.
After studying at the University of Essex, Ben entered the insurance industry and took to it like the proverbial duck to water, becoming a senior broker at a top global brokerage. However, one thing quickly struck him: as a property renter himself, he was astonished how few renters bought contents insurance – less than half in fact.
Ben decided there was not so much a gap in the insurance market, as a chasm – and decided to set about doing something to rectify it. Arma Karma was formed in 2019 – and in case you are wondering about the name, the armour protecting your items? That’s Arma.
Karma is the good you’ll be doing by taking out a subscription and
supporting one of the company’s charity partners. With every subscription, the company donates 25% of its revenue to a sustainable-focused charity of the customer’s choosing.
Ben said: “Our mission was to bring some ‘good’ to the dull and sometimes unethical world of insurance. We believe insurance should be ethical, tailored and effortless – and we particularly identified a market in the 1830 age group, a group which historically did not identify with taking contents insurance because it felt there was nothing out there fit for purpose that matched its needs.
“We designed our possessionbased insurance, and the company, to stand out from the crowd. Customers get to choose what's protected. Their items are protected anywhere at home and even abroad. Our insurance is on a subscription basis and customers can amend and cancel
anytime with no hidden fees.
“A monthly insurance subscription is a more friendly and flexible way of getting personal items covered, from headphones through to smartphones. Monthly insurance subscriptions are a great option for renters, students or anyone who requires their insurance policy to be flexible.
“We looked at an industry which boasted a real mismatch of products and which was features-dominated rather than benefits-focused. When it comes to insurance, I believe people, particularly younger people, want simplicity and to be dealt with in a fair and ethical way.”
It would appear Ben’s thinking was spot-on. After launching the business in 2019, he moved to the Colchester Innovation Centre in 2021 and the first customers were signed up. Business has grown rapidly and so has the Arma
Karma team, which now numbers six and Ben anticipates this growing to nine by the summer.
“It’s a young and enthusiastic team,” said Ben. “We took on an intern from the university here at Essex and they are now a key member of the team. We also have apprentices which reflects our determination to offer young people a career in the industry.”
The awards have also been quick to accumulate. The latest of many occurred last year when Ben scooped the coveted Young Achiever award at the British Insurance Awards.
The Oscars of the insurance world was a glittering ceremony held in none other than the Royal Albert Hall. “To be presented for an award on stage at the Royal Albert Hall was really quite something: it’s certainly going down as a career highlight.”
The basis of what Arma Karma offers is an affordable bespoke insurance policy that covers the items tenants value most and want insured. The company has now surpassed the £1 million mark in value of possessions insured and, for Ben, the sky is the limit.
“Though our core customer base is the 18-30 rental sector, our reputation is spreading and we are starting to diversify from our core market. In the UK, the property rental market is now 13 million-strong, so our potential market reach is huge. We are also looking to expand our service overseas in the near future,” said Ben.
The favourable comments on Trust Pilot for Arma Karma and its approach suggests an industry not renowned for its ethics and customer care could be set to be, if not revolutionised, certainly ‘evolutionised’.
Young Guns is a regular feature in BusinessTime in Essex which turns the spotlight on young up and coming entrepreneurs who could become business tycoons of the future. This time it’s Ben Smyth, founder of Colchester-based insurance company with a difference, Arma Karma.
WHEN couples who are married or in a civil partnership own a business but go their separate ways, the business becomes a marital asset and forms part of the calculation when separating their finances.
The way the court will treat the family business is dependent upon its structure, the value of the business and the wealth it produces. As a first step, it is likely the business will need to be valued. This is usually done by an independent expert.
Once valued, there are various ways the family business can be dealt with during divorce. The court’s powers include:
• one party retains control of the business whilst the other party is compensated with either a lump sum payment, maintenance or retention of other marital assets equal to the value of their business interest
• both spouses/partners are made shareholders, should only one spouse/ partner have a shareholding in the first instance, or
• the whole or part of the business is sold and the proceeds of the sale are divided between the separating couple. Alternatively, one spouse/partner may wish to buy out the other spouse’s/partner’s business interest if they have the financial
means to do so. In some circumstances, it may be possible for the separating partners to continue to run the business together.
What if we want to sell the entire business or the court orders us to sell the business?
Separating couples may find it easier to sell the entire business and part ways or this may be decided for them by the court. Selling a business involves numerous steps and a great deal of time and planning, but with good advice and guidance, the process can be made relatively smooth. The sale of a business may include negotiating heads of terms, negotiating a sale and purchase agreement, completing company due diligence, advice on TUPE (Transfer of Undertakings (Protection of Employment)) regulatory matters depending upon the nature of the business, and working with accountants and other specialists to ensure the impact of any tax liabilities resulting from the transaction is minimised.
What if my spouse/partner wants to buy my interest in the business?
Before selling an interest in a business to a partner, it will be necessary to consider various constitutional documents, such as:
• a company’s articles of association
• a shareholder agreement or
• a partnership agreement.
Depending on the review of these documents, there may be certain processes to be followed, such as a requirement to offer shares to other existing shareholders before they can be sold to a spouse/ partner. These are known as preemption rights. It is important for anyone wishing to transfer a business interest to another person to
Charlotte Burkert from leading Essex legal firm, Birkett Long, offers advice to couples who are also business partners for when the worse happens - and an ending of their relationship could also mean an ending for the business.
understand the correct procedure to ensure the transfer is legally binding on the parties.
We are in partnership together. What liability do I have to the partnership if I leave?
If the business is operated as a partnership, there may be provisions within a partnership agreement, if one exists, which will be triggered when one partner leaves. If there is a partnership agreement in place, it is important for the existing partner to understand the effects of their retirement from the partnership. If no partnership agreement is in place the Partnership Act 1890 will apply.
There are steps married couples who own a business together may wish to take to ensure the business is protected should their relationship fail. Of course, it is difficult to think about what may happen if there is a falling out among spouses, but agreeing on a process that each party believes is fair and reasonable when things are going well will help to ensure if a separation does come about, it will have minimal impact upon the business. Determining in advance if one party should have a right to remain in the business upon a divorce, how the business will be valued, if necessary, and a timeline for payment if the business interest is to be purchased are all matters that can be considered. Additionally, it may be sensible to have confidentiality agreements in place to ensure each spouse/partner will not divulge any sensitive information about the business on their exit.
There are many matters to think about when there is a family business involved prior to and during a divorce/dissolution. Whichever way a separating couple decides to deal with their business, it is important to seek legal advice and assistance. If you require any advice or further information from our experts in our business team, please contact us.
MOST landlords will have heard of the Minimum Energy Efficiency Standard Scheme (MEES) which has applied to the grant of new leases and lease renewals since April 2018.
The next important date under the scheme is April 1 2023 from which date a commercial property must have an Energy Performance Certificate (EPC) rating of E or above before it can be let or continue to be let.
This means all current leases and landlords will be in breach of the MEES regulations if they continue to let a sub-standard property ( i.e. one with an EPC rating of F or G) unless:
(a) they have made all possible cost-effective energy efficiency improvements prescribed by the regulations or
(b) one of the exemptions applies and the property is registered on the PRS register as being exempt.
Note that ‘cost effective energy efficiency improvement’ in the context of commercial property letting are works that will pay for themselves in seven years or less – i.e. the cost of the improvement works must be less than the energy cost saving during the seven-year period.
A landlord must specifically claim an exemption to continue to let a sub-standard property if all cost-effective energy efficiency improvements have been carried out or if, in fact, there are no such works that can be done.
In addition, the Government intends to raise the bar under the MEES to an EPC B rating by 2030 (with an interim step by 2027 in advance of this). Listed buildings are in the firing line and are likely to come within the regime. For larger commercial and industrial buildings, other measures will include the need to assess energy use and carbon emissions, a requirement for energy certificates to be displayed on site and publishing a rating for the building based on metered energy use data.
So, what practical steps should landlords now take?
• consider if their property requires its own individual EPC under the regulations
• audit their property portfolio and identify which property requires improvements and / or if they need to apply for an exemption
• log any exemptions (with supporting documentary evidence) on to the public register; monitor these and note their lifespan. Most last for 5 years, although exemptions can be claimed more than once.
Exemption grounds for commercial properties
include: (i) 6 months’ hiatus for new owners/ landlords of let property (ii) consent to the works is required and unreasonable conditions are imposed by the person who would provide consent (iii) the works would reduce the market value of the property by more than 5%.
Can the landlord recover the cost of energy improvements from the tenant? If the parties are considering a new lease, this will depend on what the parties negotiate so it is important to know the cost (and cost benefit to the tenant of energy-saving improvements and lower energy bills) before negotiations begin. If the lease is already in place, the parties should consider the provisions of the existing lease which, if well drafted, will set out the parties’ obligations and liabilities. Other relevant clauses to consider in a commercial lease include: service charge provisions, any consents needed, and reinstatement obligations.
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LODGE Park Business Centre has just expanded with the addition of a further 68 desks in 14 private offices offering now more opportunities for small enterprises, professional service firms and corporates to find that perfect workspace on the outskirts of Colchester.
With flexible all-inclusive terms, outstanding modern facilities and a great location, Lodge Park Business Centre is potentially the best place to work in Colchester. Current availability of its spacious private offices range in size from two to eight-person.
Following the start of refurbishment in 2016 and a further expansion in 2020, this latest phase completes the business centre which now boasts
45 private offices, 208 desks, sevven high quality state of the art meeting rooms, seven tea and coffee stations with free Teapigs tea & Nespresso coffee and Brita water fountains, a café, a fitness centre, five break-outs areas and 160 free car parking spaces all surrounded by stunning parkland and with extremely easy access onto the A12 & A120.
Joshua Warren, Managing Director said: “These high-quality ready to occupy offices and the associated facilities are proving to be highly desirable. Our location on the outskirts of Severalls Business Park make it easy for our clients, their employees, and visitors to come and go. Our ample parking is most attractive to our tenants and their visitors as it takes the stress out of finding that elusive parking space. By being fully serviced, our tenants can focus on their business without worrying about the little things normally associated with running your own office.”
These business centre premises are proving even more popular
for firms anxious about committing to a fixed-term lease and the associated capital expenditurefree required to fit out such premises. They offer a value for money capital expenditure free alternative. Lodge Park Business Centre’s all-inclusive package includes the office furniture, the use of the meeting rooms, break-out spaces, parking, the café, fitness centre & showers, ultra-fast broadband, VoIP telephony, refreshments, building insurance, individually controlled heating & air conditioning, and cleaning to name but a few. EV charging and sheltered bicycle parking is also available.
Lodge Park Business Centre’s flexible terms allow tenants to easily move offices within the centre should their business circumstances change.
Joshua added: “When potential tenants visit Lodge Park Business
Centre, they are amazed by the range and quality of the facilities including the generously sized private offices, the all-inclusive monthly rent giving unrestricted access to all the facilities and most importantly the quantum of available parking. They also love that we have an on-site team making sure that the premises remain impeccable during the working day while assisting generally in any way they can.”
Completing Lodge Park Business Centre has created a very unique modern facility which is proving highly popular with local businesses.
join us in the stunning Palladium show lounge to enjoy a fabulous four-course lunch and hear everything about Ambassador Cruise Line
bring you a fantastic programme of events.
Last year saw the appointment of our new Head of Events, Marketing & Communications - Kris Wilson. Kris joins the Events Team from our very own International Trade Department and has been a highly valued and respected member of staff for a number of years. With Kris at the helm, you can guarantee our events will go from strength to strength.
2022 welcomed the muchanticipated return to physical events. The year feels like a blur now but it was fantastic to be back amongst the Essex business community enjoying face-to-face networking at a variety of wonderful venues and businesses across the county.
We wanted to come back with a bang, so in April 2022 we hosted our first Festival of Business. The Festival was not only a first for us but also for the County – and it was a resounding success. Showcasing the incredible variety and resilience of the Essex business landscape, more than 80 companies and organisations exhibited and took part, truly bringing the business community together to celebrate the diversity of talent in Essex. We were joined by Levi Roots, Mark Foster, Cephas Williams, the Wilkin & Sons double-decker Tiptree Cream Tea Bus and we had displays from the Essex Police Dog Unit. To date, this was the biggest event the Chambers has ever undertaken and we are immensely proud of what was achieved.
September 5 2023 sees the return of the Festival to the magnificent Hylands House
in Chelmsford for the second year running. We will be doing things slightly differently with lots of exciting announcements that will reveal how we will be celebrating this year’s theme – A Changing World. The day will explore ways in which you can adapt your business to survive in the current changing landscape. We will be looking at the core issues facing business and offer practical advice on ways to combat these, including sustainability, climate and resource constraints, employee wellbeing and recruitment and societal trends. Visit www. festivalofbusiness.co.uk to register your interest. Don’t miss out on your opportunity to be a part of something really special.
Our events programme is already off to a brilliant start as we ‘kicked off’ January 2023 with a fantastic evening at the beautiful Stock Brook Manor where we relished hearing from football legends Clive Allen and Ossie Ardiles. We were joined by our valued member Tottenham Hotspur, sponsors Galliard Homes and distinguished guests as the Tottenham superstars regaled everyone with tales from their glory days at the club. Hosted brilliantly by Sadie Nine from BBC Essex, guests
enjoyed networking and a threecourse dinner before the main event. We would like to take this opportunity to thank everyone involved for making the evening truly spectacular.
On January 24 we held our first Big Business Networking event of the year at the beautiful Braxted Park. We were joined by Maldon District Council and other partner organisations who shared details of the support they offer to businesses. Alex Rayner, CEO at Braxted Park, entertained guests with stories of the history of the estate. We were also joined by our own CEO, Denise Rossiter, and Head of International Trade, Jane Rose, who updated attendees on current Chambers projects and services.
We will be returning to the district with our final Big Business Networking event on March 2 at the Plume Academy in Maldon.
March also sees two events exclusive to members:
• Ambassador Cruise Networking Tour March 9 - an extra special networking event aboard the luxury liner, Ambience. After exploring the ship on this exclusive tour,
• Radio Essex Networking March 30 - as well as networking, there will be the opportunity to meet some of the presenters and enjoy a behind the scenes tour of the studios to see where the magic happens. Learn how it all works and unleash your inner DJ.
Tradition is extremely important to us here at Essex Chambers and we are thrilled to be bringing back the Whitebait Festival to the Cliffs Pavilion in September. This quirky historic event has been given a new lease of life and we are pleased we will be joined by the Rev Richard Coles to officiate.
As well as our physical events, we will be continuing with our popular virtual networking programme and webinars giving helpful expertise on a range of topics. We hope this gives you a taste of the exciting things to come this year and that we see you at one of our events very soon.
WE hope 2023 finds you well, we are certainly raring to go toThe Essex Chambers team with former Tottenham Hotspur legends, Clive Allen and Ossie Ardiles. Levi Roots speaking at last year’s Festival of Business.
workforce is equipped with the knowledge and skills needed by employers to boost our economy in these difficult times.
That, coupled with a significant labour shortage, means businesses find themselves in an increasingly difficult position finding staff with the right skills to help them grow and prosper.
In an attempt to improve the skills deficit, the Government is trying a new approach with the introduction of Local Skills Improvement Plans (LSIPs). The Government says these plans will “provide an agreed set of actionable priorities that employers, providers and stakeholders in a local area can get behind to drive change”.
By placing employers at the heart of local skills systems and facilitating direct and dynamic working arrangements between both employers and education providers, the Government hopes to stimulate a new way of working that will enable the system to start to meet the needs of employers. Completed LSIPs, which include a list of skills priorities and a workable delivery roadmap, must be agreed with the Secretary of State by the end of May 2023, with emerging priorities indicated to the Department of Education by March 31.
To ensure LSIPs are employerled, they are being developed by Employer Representative Bodies (ERBs) across the 38 areas of
England. These ERBs will work closely with employers, providers and key stakeholders to develop evidence-based, credible and actionable LSIPs. Each plan will set out the key changes needed in a local area to make technical skills training more responsive to employers’ needs. The plans will help people to develop the skills they need to get good jobs and increase prospects.
The expectation is that by being employer-led, LSIPs will be uniquely placed to highlight the skills employers need most in the workplace but may be struggling to find locally. Following their publication, LSIPs will be reviewed regularly to ensure they remain up to date and relevant.
Following a detailed and lengthy application process, the Essex Chambers of Commerce was selected by the Department for Education in October 2022 as the ERB to lead the development of the Essex LSIP. The Chamber swiftly established an Employer Board to oversee development of the plan and ensure local
employers views are at the forefront of the plan.
Denise Rossiter, CEO of the Essex Chambers of Commerce said: “The Essex Chamber of Commerce and Industry are proud to have been selected by the DfE to lead such an important agenda. Employers frequently tell us that they cannot recruit staff with the right skills for their business, this project will firmly put them in the driving seat. The LSIP will bring together employers and education providers to identify key priorities and solutions to ensure that Essex businesses get the skilled staff they need.”
The time has come for a new approach to skills planning and the Essex LSIP is a fantastic opportunity for the Essex Chamber of Commerce & Industry to be at the centre of that evolution. Through this project we will bring together employers and providers to fully understand the skills needs of Essex and seek innovative solutions to bridge the gaps. We must ensure that the local
In order to develop a clear picture of what is needed we have been reaching out during the past months to the business community via an employers’ survey, one-to-one employer engagement meetings with the Chambers Employer Engagement team and business engagement events – details can be found on our website at https://www. essexchambers.co.uk/about_ essex_lsip.htm.
Working closely with the South East Local Enterprise Partnership (SELEP), other Chambers/ERBs and local authorities, we will use the wealth of existing evidence available while also undertaking additional research – this started with an employers’ survey.
This survey was a chance for all employers in Essex, Southend and Thurrock to get involved in the LSIP and have their say. All input will directly influence the development of the LSIP and ensure we are accurately reflecting your requirements and views to providers and the Department for Education.
The information provided will be analysed to inform the LSIP and we will also use this to collaborate with skills and education providers, to ensure the skills offer meets Essex’s needs. We would like to thank all those that have contributed to the survey.
We need to hear from as many local employers as possible. We are looking forward to developing a plan which makes a difference and we hope you will want to get involved.
IT has long been said employers do not exactly get what they need from the existing education and skills system which is neither flexible nor responsive to the fast pace of change in the world of business.
Chelmsford College celebrated the successes of its apprentices and the various apprenticeship programmes it offers during National Apprenticeships Week (6th – 12 February 2023). Programmes such as Accounting, Teaching Support, Business Administration, Childcare, ICT & Digital Skills, Construction, Hair & Beauty, Customer Service, Electrical, Digital Marketing, HR Support and Engineering.
the help of apprenticeship schemes and 74% report the improved quality of their product or service. Businesses need to seriously consider how these schemes can not only benefit their business, but also how their involvement makes a positive contribution to the training of the future workforce.
Apprenticeships can help your business grow. Taking on apprentices means you can train someone who fits in with your company’s culture, ethos and processes. You can also adapt their training according to your business needs, meaning you will be confident they are receiving the valuable and relevant training and qualifications necessary for your industry.
College Principal, David Warnes, joined an apprentice at their workplace during the week. Millie McDonald is a first-year apprentice Teaching Assistant at Perryfields Junior School.
Around 75,000 16- to 18-year-olds undertake an apprenticeship through their local college every year and nine out of 10 employers say apprenticeships deliver.
78% of employers say business productivity improves with
T Level Thursday (9th February) was also a feature of the week at Chelmsford College. Designed to support students in learning technical skills at level 3 and above, T Levels combine classroom and practical learning with an industry placement of around 45 days. Similar to apprenticeships, those days in placement are built with input from the employer to make a substantial contribution to their business and a fuller workplace experience.
Chelmsford College works with around 300 employers and has 30 leading apprenticeship courses and 7 T Level courses available. If you want to discuss how your business can get involved with apprenticeships or T Levels, the college offers face-to-face meetings to assess your company’s needs. The service has the benefit of one point of contact for all communication and a free recruitment service.
You can visit the Chelmsford College website at www. chelmsford.ac.uk. For more information, contact apprenticeships@chelmsford. ac.uk or call 01245 293031.
PETER Disney, chartered accountant and managing director of Colchester-based Wood & Disney, has been announced as Top 10 Advisor of the Year in the Helm’s annual global ranking of independent accountancy and business advisors.
This award from financial software company, Helm,
celebrates the hard work of advisors around the world, including those that are reshaping what it means to be an advisor and helping their clients to grow, succeed, and thrive. The judging panel, which included senior representatives from Sage, Xero and Intuit QuickBooks, considered all nominations based on their client experiences, successful outcomes and how they are innovating client service and delivery.
Discussing Peter’s nomination,
Kelvin Gieck, Helm Co-Founder said: “It’s been inspiring to read so many applications and hear some of the amazing things advisors are doing to support their clients. Having reviewed Peter’s nomination, his success is centred around businessfocussed goals, rather than ‘filing on time’. This resonated with me as I know how important this is to business owners, but often ignored by professionals.
Peter also shows an
amazing balance of utilising tools and tech yet realising they are just tools at the end of the day and clients value a trustworthy advisor with human, face to face advice.”
FORECASTING growth in your business is normally seen as a sign of success - but if you don’t have a key recruitment or staff development plan in place, you could be left without people with the crucial skillset you’ll need to drive your business forward.
We are hosting a ‘Guide to Print Marketing’ workshop at The Dragonfly Hotel in Colchester
We will be discussing how print can amplify the success of your marketing efforts, from choosing your paper stock to designing the perfect campaign for your audience.
This will be the perfect opportunity to get your questions answered, get your hands on some print examples, and learn about the process of print marketing. From original concept, to design, choosing your GSM and finish, and finally getting the finished print in your hands - we will be running through the full process with you
Thursday 27th April 10:00am - 12:00pm
Breakfast pastries, tea and coffee will be supplied.
REGISTER YOUR INTEREST
For business owners and leaders that are looking for practical advice, tips and inspiration from peers and professional advisers across the county and beyond.
In the latest episode of the Essex Business Podcast, we discuss Research & Development (R&D) investment, and how Essex businesses can play their part in growing a culture of creative thinking and supporting innovation.
RECENT EPISODES INCLUDE:
EPISODE THIRTY: R&D INVESTMENT - BUILDING AN INNOVATIVE ECONOMY IN ESSEX
EPISODE TWENTY-NINE: CRYSTAL BALL GAZINGWHAT WILL 2023 HOLD FOR ESSEX BUSINESSES?
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