BUILDING ~ BETTER ~ FUTURES
with wood and disney : The Advisors to Ambitious Entrepreneurs
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
Here we go again!
IWAS only thinking this week, I’m not sure which quarterly event comes around the quickest: my VAT return or the next issue of BusinessTime in Essex. Both creep up on me with alarming speed – but only one is a labour of love, of course!
Anyway, here we are with the summer issue, filled with 72 pages of news, views and information on the burgeoning Essex business scene. Amidst the many articles I hope you’ll find interesting and informative, I’d like to particularly draw your attention to the one on pages 26 and 27 about the results of a national four-day week pilot. UK working practices had largely remained untouched for far more years than is healthy until Covid came along in 2020 and gave us all a rather rude awakening, introducing not so much the concept as the reality of home-working for millions. Having made people consider where they work, this four-day week trial challenges when we work.
The results, and the thoughts of Essex business bosses, make for some interesting reading. As you may be aware, I’m a big disrupter (I think that’s the in-phrase!) when it comes to working
habits, For far too long, we’ve worked as we’ve always worked because, well, because that’s how we’ve always worked! Now, at last, we’re thinking about what can work best in the 21st century. We won’t necessarily get it right overnight, but at least at last, we’re challenging the old ways.
Elsewhere, you can read about the challenges facing rural businesses (page 7), the groundbreaking role of a company wellbeing nurse (page 19) and an eight-page Sustain Essex section (pages 33-40), including a look back on a hugely successful Big Green Business Expo. Many congratulations to the good folk at Essex Wildlife Trust for organising such a fabulous event.
Meanwhile, I’m going to take a deep breath, go for a few summer walks along our beautiful Essex lanes and then start work on what I feel in my water (hope it’s not a UTI) is going to be a bumper autumn issue. See you on September 1.
• Awards Ceremonies & Dinners
• Company Away Days
• Exhibitions
• Filming & Photography
• Hybrid Meetings
Publishing EditorSet in beautiful parkland, the spectacular rooms in Hylands House and contemporary Grand Pavilion provide the perfect setting for your business events.
NEEB - looking back and forward
SINCE January 2023, the North Essex Economic Board (NEEB) has been working on a new strategy due to launch this summer.
In preparation for the new strategy, which is sure to continue the outstanding economic support for the North Essex area, the board has reflected on the journey thus far.
A partnership of seven local authorities –Chelmsford and Colchester city councils, Braintree, Maldon, Tendring and Uttlesford district councils, and Essex County Council – NEEB has worked to provide innovative economic support and drive growth.
Since late 2020 NEEB has been delivering a programme to drive economic recovery from Covid-19. While each local council partner administered its own individual grant schemes, it was recognised that businesses operate beyond local authority boundaries. Therefore, a joined-up approach was required to promote recovery, reduce duplication and achieve economies of scale, so allowing recovery funding to go further in the business community.
unique in the country, deployed to serve a population of 835,400 residents and nearly 41,000 businesses.
The financial cost to NEEB of this business support has been almost £1.2 million but each partner recognises the return on investment for the local economy far exceeds that figure. Additional funding in the sum of £402k has been provided by the Shared Prosperity Fund (SPF).
The support has been adapted during the year to reflect the current situation around rising costs and inflation. For example, programmes on finance and debt management and reducing carbon emissions (and therefore energy bills) are particularly relevant right now, and so NEEB worked with its suppliers in these areas to promote them and be agile with overall KPIs. Similarly, delivery of support has been altered in some areas following feedback from those taking part.
As well as output data from the business support, NEEB has received feedback on how these schemes are helping small business owners. One example is Maldon-based eco clothing brand, Koala Chess Art, which accessed NEEB-funded support through Colbea, including digital skills. It described the help as ‘brilliant, some of the most straightforward and practical business courses I have been on’, and that it gave them ‘the tools to help improve the business, or know where to look for advice’.
Skills support has been targeted to best help those who need it most by linking up with community centres, groups and existing infrastructure. More than 12,200 visitors with an Essex IP address attended virtual job fairs, more than 1,900 unique user clicks were made on job pages, 35 residents completed basic IT training, 32 residents were provided with equipment and connectivity, while 30 residents completed cloud practitioner training.
The support for both residents and businesses within the Skills Programmes and Business Support areas is ongoing, meaning NEEB will support even more people going forward, helping to grow a strong economy across North Essex.
The 2023-25 strategy will take from the successes and lessons learned between 20212023 and adapt to offer services and support targeted at district-wide development.
The over-arching themes were business support, skills and employment and longerterm growth. It was recognised there was a need to address issues around navigating financial support and advice available to businesses, supporting those on furlough or who faced unemployment and capitalising on the opportunities the pandemic gave to adapt business models for future sustainable growth. The total programme budget was £1.6 million, provided by an innovative pooling of Covid-related Additional Restrictions Grant money across the partnership, thought to be
A strong existing relationship with local businesses, as well as developing new links with companies, has been vital to the success of this support. This has been achieved through member councils’ own networks, including access to business databases to provide intelligence to develop leads, relationships held by our business support providers and close working with partners such as the Federation of Small Businesses which provided information to its members.
Helping residents into work has been another key theme of NEEB’s interventions, recognising how this not only supports people into employment, but that upskilling the local population is of great importance to businesses looking to recruit and retain their workforce.
The soon-to-be launched NEEB strategy will focus on economic inclusion and promoting North Essex as an economic destination for businesses and residents: a proactive, productive and progressive North Essex that advances its economic potential through inward and outward-facing partnerships, with all residents, businesses and visitors benefitting from the region’s economic prosperity.
Please head to www.NEEB.org. uk to find out more about the new strategy or follow @neebgrowth on socials to find out the latest news, updates and activities taking place in your area.
Next Level Law
Rural small firms face major challenges
The Growth Belt: Supporting Rural Small Businesses highlights the way rural businesses are struggling against a backdrop of mounting energy costs, poor transport links, and unreliable broadband.
It also emphasises the diversity and ambition rural small firms have – and how rural areas hold enormous potential for businesses to thrive and contribute to the wider economy.
The Government’s 10-point plan for rural productivity from 2015 has also made little progress, leading to £43billion in lost economic contribution – but FSB’s report provides an opportunity to reverse this.
Findings include on average through 2022, quarter-on-quarter:
• 43% of rural small firms planned to grow, compared to 49% in urban areas
• 37% of rural businesses reported more than a 10% increase in their operating costs.
The report also highlights the impact of poor broadband connectivity in rural areas:
• 32% of rural firms report issues with internet reliability, compared to 17% of urban businesses
• 14% say speeds affected their ability to contact customers
• 11% say poor connection reduced the competitiveness of their business
• 5% say this led to a loss of business sales. Recommendations to address the ‘rural deficit’ include:
• The Government should update the Universal Service Obligation (USO) minimum requirements for both upload and download speeds
• The basic VAT taxable turnover threshold should be raised from £85,000 to £100,000 to encourage growth rather than literally discouraging it, amid anecdotal evidence
of small firms scaling back activity to avoid the risk of crossing the VAT cliff-edge. This frozen threshold has remained the same since 2017, despite soaring inflation
• Take more hard-working, potentially growth-creating small firms out of Business Rates by increasing England’s Small Business Rate Relief threshold to £25,000 from the current £12,000
• UK Governments must deliver the necessary charging points for electric vehicles by 2030 in rural parts of the UK
• Councils in England should appoint Local Business Champions – either elected members or senior management – to take clear responsibility and accountability for business engagement and funding applications. This is particularly crucial as Local Enterprise Partnerships (LEPs) are becoming more urban-focussed in areas where there is an elected mayor, and funding risks are on the horizon.
On energy, 18% of rural based small firms have seen their energy costs triple or worse within the space of a year.
This comes after the Energy Bills Relief Scheme (EBRS) came to an end, which gave firms breathing room to cope with soaring energy bills. To help combat this, FSB is calling for energy providers to allow small and vulnerable firms who entered into a new energy agreement during the highcost wholesale energy period to ‘blend and extend’ their contracts – effectively, the right to renegotiate a sky-high fixed-term early –to reflect the much lower wholesale energy prices currently available.
Ann Scott, FSB Development Manager (Essex), said: “Our research highlights how rural small firms are the bread and butter of their communities, full of diversity and ambition.
They provide local employment opportunities, drive innovation, and generate economic growth.
“But after decades of promises from the Government, inadequate transport and poor digital connectivity are still putting these rural firms at a disadvantage. This hinders their potential to contribute even more to a sustainable and thriving economy. The VAT threshold is a barrier to growth for many, and charge anxiety and the need to use off-grid fuels means that the transition to net zero needs attention.
“Our report offers concrete, feasible solutions to narrow the productivity gap and unlock these rural small firms’ full potential – not just for now, but for generations to come. The Government has the power to create a more sustainable and resilient economy that benefits everyone, no matter how small or how large their rural community is.”
Kevin Thorpe, Director of Auxilium Curo Ltd, an IT services and IT consulting company in Thorpe le Soken, added: “Many of our clients have been forced to invest in alternative solutions, such as satellite internet or mobile data plans, to compensate for unreliable internet services. These normally come with higher costs, including installation fees, subscription fees, and data usage charges, which impact the business’s bottom line.
“But for many small business owners, it’s not just about the money. Many people choose to shop with a small business because of the personalised service they can offer, but unreliable internet can impact on customer engagement, online support, and virtual interactions. This break in a seamless customer experience can negatively impact customer satisfaction and loyalty, on which many small business owners pride themselves.”
SMALL firms in rural areas face a unique set of challenges that will continue to stunt their growth, unless policymakers step in to make serious change, a new Federation of Small Businesses (FSB) report shows.
Similar to the passing seasons,change is inevitable
WE’VE finally enjoyed the sunnier days of spring, and summer is almost upon us. Much like our changing British weather, there have been many changes of late for the country, county and Chambers.
As a country, we celebrated the coronation of HRH King Charles lll, marking this historical step into a new monarchical era. Whilst we have had lots to celebrate, there is still much political unrest with continued industrial disputes and further pressures felt by the cost-of-living crisis, proving some changes are more welcome than others.
There has been good news for the county with the Thames Freeport receiving final Government sign off, unlocking new highquality jobs and much-needed investment for the region. The Essex Chambers of Commerce has long been a supporter of the Thames Freeport and the decision from Government for it to fully operate is wholly welcomed by all at the Chambers. Thames Freeport will help drive investment into sectors including electric vehicles and renewable energy, generating thousands of jobs and boosting the local economy. We look forward to working with the Thames Freeport and seeing how the scheme will help our region flourish.
However, the same good news cannot be shared about the Lower Thames Crossing. We are dismayed by a proposed and wholly unnecessary delay, which will act as a brake on the UK economy, and call upon Government to fulfil its promise and act to tackle the challenges at Dartford, prioritising jobs and economic growth with no further unnecessary delays.
As for the Chambers, change is in the air for our International Trade Department as our Trade Expert Training goes completely virtual. We are dedicated to bringing you expert knowledge and training on a variety of trade topics, keeping you compliant and helping you to understand the intricate world of importing, exporting and much more. Now these courses are totally online, it will be easier and more convenient for delegates to attend.
As we implement changes in our Trade Expert Training, we would like to take the opportunity to hear what topics and training you require. Please feel free to get in touch if there are any areas you feel we should be covering at int-trade@ essexchambers.co.uk
There has also been a series of updates to regulation and legislation in the world of international trade, including a proposed agreement in principle with the EU aimed at addressing post-Brexit problems with the Northern Ireland Protocol. The Windsor Framework replaces the old protocol, and deals with the issues it created, providing a new legal and UK constitutional framework. There is also a growing need for ATA Carnets. As large-scale oversea events, exhibitions and trade shows resume in a post-Brexit world, we have seen a major increase in demand for what is essentially a ‘passport for goods.’ Through our ATA Carnet service, we can help you navigate this world of temporary movement of goods. Contact the International Trade team for more information.
As the first phase of engagement sessions for our Local Skills Improvement Plan came to an end, all the feedback has been collated and we have now submitted our report to the Department of Education. Thank you to everyone who has engaged with the project so far and contributed to
our findings. A key finding of the project identified a lack of soft skills as an issue for employers. Candidates lack basic communication skills with little problemsolving ability. Although responses showed 58% of employers were not currently looking to invest in their own training due to availability and cost, 61% said they would be prepared to support training providers with company visits and work placements. Even though companies are feeling the pinch themselves, there is still an appetite in Essex to help bridge our current skills gaps.
We have welcomed two new patrons, St Modwen Logistics and Morgan Sindall to the Essex Chambers of Commerce. We are delighted to count these titans of infrastructure amongst our patrons and look forward to forging stronger ties with them.
Turning the spotlight on to the next half of the year, there is much to look forward to with our events programme. Demonstrated by our successful networking meeting at the Harlow Hotel by Accor, we remain committed to being a supportive engaging presence throughout the whole of the county.
We will be getting into the swing of things at our Chambers Annual Golf Day, hearing from two financial experts at our Annual General Meeting and embracing tradition with a slight twist as we relaunch our Whitebait Festival.
Change is constant, it can be unpredictable but can also help us thrive. We will be exploring this theme at our Festival of Business – A Changing World later this year, find out more information on page 66.
Collaboration and partnership the way forward
IT’S no secret that many key industries face a skills shortage that could impact the future success of many businesses.
Last year, the Federation of Small Businesses found 80% of small firms have faced difficulties recruiting applicants with suitable skills in the previous 12 months.
There can often be a direct disconnect between education and employability. New employees hired based on their educational background often do not possess the required skills to perform their job functions.
On a national level, one of the responses to this has been the introduction of T Levels. The
organisations need.
One T Level is worth three A levels, and every T Level student completes an industry placement that lasts a minimum of 315 hours (approximately 45 days).
Industry placements provide a unique opportunity to help develop new talent in your industry and get young people workready. However, there is more to employer engagement in education than offering work experience placements.
Research has shown that employer engagement in education makes a real difference to young people’s learning and life chances. Yet, compared to other countries, levels of employer engagement in the education of 14-19-year-olds are low in the UK.
Encouraging employer involvement in qualifications design and skills development is one thing, but how else can employers play a more active and meaningful role in preparing learners for life and work?
To help build a work-ready workforce, employers must work with education providers to embed authentic, employer-led activities into learning programmes and the wider curriculum.
closely with employers across multiple industry sectors. Recently, however, we have seen an increase in the number of employers looking for sustained engagement through longer-term collaborations and partnerships.
Work experience and site visits through apprenticeships are still the most common engagement activities. However, there is a wealth of other employer-led activities employer partners have delivered in conjunction with our subject areas, including guest lectures, master classes, real-world job tasks, skills demonstrations and mentoring. Our health and social care students benefit from the strong links we have developed with our local hospital, where some have trained as part of a career start programme. This partnership has provided opportunities for them to experience different work environments, which has helped them to be more aware of their prospective career trajectories.
the Government’s strategy of boosting national productivity, course outcomes must better align with jobs. Employer input allows us to build our curriculum around relevant technical skills, incorporating hands-on, real-world learning.
An industry-led and skills-aligned curriculum helps span the divide between education and employment, ensuring not only do our learners leave us with the right qualifications, but they also leave with the employability and technical skills employers want for the workplace. Investing your time
FREE advice to keep
standards profession and the vital work it continues to do – promoting fair business practices, tackling rogue traders and, ultimately, protecting UK consumers. In 2015 it received the Royal Charter.
CTSI runs the www. businesscompanion.info website on behalf of the Government as a free resource for businesses in understanding their obligations around consumer law with the main purpose of protecting their businesses.
It provides information for businesses and individuals that need to know about trading standards and consumer protection legislation. The guidance is divided into 15 broad quick-reference guides and each one contains a number of more detailed in-depth guides.
Founded in 1881, the Chartered Trading Standards Institute (CTSI) is one of the world’s longest-established organisations dedicated to the fields of Trading Standards and Consumer Protection. After 140 years of progress, it remains immensely proud of its close
One of these guides covers bringing safe products to the UK marketplace. PAS 7050 is a BSI safety standard and essential information for manufacturers, importers, distributors and retailers of consumer products and, especially, electronic
PAS 7050 is a code of practice; it therefore gives a set of recommendations, in this case about bringing safe products to market. It was developed in response to a need for greater clarity about the process of bringing safe products to the UK marketplace.
Although most products on the market are considered to be safe, some are not, which can lead to significant injuries and even fatalities. PAS 7050 is a document intended for businesses that would like to verify their plans and processes or those that wish to develop and implement such plans and processes to manage risk in relation to product conformity and safety.
PAS 7050, with the support of PAS 7100, aims to provide a proactive way of approaching product safety, thus protecting consumers, preventing injuries and potentially saving lives. Key to PAS 7050 is:
• producing a product safety management plan (PSMP) which identifies the key processes, documents and contacts in relation to the production and supply
chain for any product, which will help ensure it is safe. It will vary from organisation to organisation and may have a different naming convention
• producing a product safety incident plan (PSIP) which identifies the key processes, documents, and contacts in relation to a product safety incident.
Elaina Jones, from the CTSI, said: “PAS 7050, with the support of PAS 7100, aims to provide a proactive way of approaching product safety, thus protecting consumers, preventing injuries and potentially saving lives. Like all the information on the business companion website, it is there to help businesses trade in a safe and legal manner, protecting not only consumers but also their own businesses and livelihoods.”
You will also find a series of Business Focus guides providing comprehensive guidance on a number of industry sectors including car traders, care homes, holiday parks, renewable energy and many more. Visit www.businesscompanion.info
RUNNING a business is fraught with difficulties and challenges - but did you know there is an amazing helping hand out there, and it’s completely free of charge?
consumers - and your business - safe
So, when exactly do you become old?
JUST asking for a friend, you understand, but I was wondering – when do you cease to be middle-age and become old-age?
I’m assuming it isn’t something which happens overnight, so you don’t go to bed one evening full of the joys of spring and wake up the next morning bent double and moaning about the cost of disposable pants. So, on the basis that it happens over a period of time and, presumably, at no particular set age, what are the warning signs and when should you expect to start experiencing them?
I ask, on behalf of my friend of course, as I suspect the answer can be as relevant to your business life as it is your social life – on the basis that ageism in the workplace is considered by most to be actual rather than perceived.
As a very soon to be 64-year-old, at what point do I accept that I’m no longer part of the ‘hip and happening’ brigade (OK, own up, who shouted 40 years ago!) and accept that my chances of winning young entrepreneur of the year award are slim?
I guess the mere fact I have just told you my age is a warning sign. I’ve noticed I’ve started doing what I always use to laugh at older people for – starting a conversation with the words, I’m 85 you know (presumably in the hope someone will say, well you don’t look it. Bloody depressing when they don’t mind!)
Anyway, back to the question in hand, and, in all seriousness for a moment, does it
Looking at business life with Editor, Peter Richardson
really matter? Other than a temperamental sciatic nerve and a strange changing hair pattern whereby follicles appear to be magically migrating from the top of my head to my ears and nose, I don’t particularly feel any different to when I was 50, when I assume I was fairly safe to call myself middle-age. OK, my sleeping pattern isn’t great and some annoying person behind me keeps shouting ooh and aah every time I bend over, but otherwise I feel reasonably fit.
However, what is other people’s perception? And is that, in the business world particularly, important? A very good photographer friend of mine who retired recently in his mid-60s, said he definitely detected a feeling in his later working years that would-be clients were perhaps looking at his age and thinking a younger person might be more creative. As you get older, are you considered by would-be clients as a safe pair of hands but a pair of hands lacking cutting edge?
I suppose the truth is, to a large degree, not how old you are but how you act – so back again to perception. I have a friend who I met in Cyprus while on holiday. He still works five days a week driving ‘oldies’ in a community bus, he regularly cycles, swims and walks (and I mean 10-mile walks, not a stroll around the block), doesn’t stop talking and has a wicked sense of humour – and last year he celebrated his 80th birthday. I’ve told him they should do a documentary on him as an example to everyone of what ‘old-age’ can mean.
So, should I (sorry, my friend) be concerned about the switch from middle-age to oldage? Will business be affected? Will I be offered a seat on the train? Will I be entitled to a cheaper haircut? Will I never pass a loo without taking the opportunity to partake on the basis you never know how far away the next one might be? (I wonder if that’s where the expression ‘taking the pi**’ comes from?) Above all, can I start playing the sympathy card when I forget to book in someone’s advert? It’s my age, governor!
All of which leaves us somewhat short of conclusions, I guess. With more and more people continuing to work after state pension age (a previously common barometer for the change from middle-age to old-age), when do we consider someone ‘old’? Maybe the answer is to try and remove age brackets from life. When all is said and done, all they do is stereotype people.
And if we can without too much apparent resistance remove pronouns from a person’s description, I’m sure we can avoid age bracketing. If so, my friend will be much relieved!
Consultancy on
• Business Transformation
• Digital Transformation
• Sales Process Review
• CRM System
• Business Development
• Business Health-Check
• Organisation Redesign
• Executive Support & Coaching
• Business continuity
• Exit strategies
• Succession planning
Change is forever changing
YOU run a business and need to keep everything on track. Then along comes change from every direction imaginable.
Pandemic lockdowns, BREXIT issues with trade and supply chains, war and energy prices, lack of migrant workers for seasonal employment, online businesses offering competing solutions, rent and taxes going up and more.
We could go on but it all points to one thing. In the modern business world, change is incessant. Unfortunately, the impacts for a business owner or leader are both complex and potentially disastrous. So where can they realistically turn for help?
Throughout the years, the traditional support for smaller businesses has been through their accountants, bank manager or possibly the local Chamber of Commerce. Sadly, none of those are properly equipped to deal with the sorts of complexity we now face. Instead, there is a real need for serious professional input that has both the technical know-how and practical experience to make things work.
Throughout the years, the people at Auxillium have worked in a huge range of businesses, from micro to multi-national. The focus has nearly always been on innovation and change. As a result, we’ve developed frameworks that are both practical and effective. Forget the hype around digital transformation for a moment and take a step back.
All business transformation has its roots in solving pain and problems. Whatever those are needs proper analysis and understanding before embarking on the design of a solution. Yet all the advertising that bombards the business owner is purely based around quick
solutions that promise everything. The robust answer is - THEY DON’T. Instead, we adopt a staged approach with our clients.
First, we want to get to the bottom of what those problems really are. Believe it or not, in 100% of cases, the existing business management’s interpretation of the causes is never completely right. The nuances may make a massive difference, so let’s be clear where we are starting from. It’s rather like setting up a SatNav that doesn’t know your present location - it has no way of getting you to the right destination.
Building on a solid foundation makes it possible for successful change to happen. Indeed, part of the solution may involve digital - but frequently it has nothing to do with technology. People and processes alongside culture can have a huge impact on what goes well and what doesn’t.
Engaging with consultants who understand all of this and more (like how to bring creativity into solution design) is going to change all that. We help our clients not only to analyse their problems accurately but to design solutions that will have tangible and measurable impacts. One thing most businesses get badly wrong is failing to manage the execution of their change projects properly. So, we bring in world-class governance methods designed to be userfriendly. No massive project bureaucracy of the kind seen in places like the NHS or large corporations.
The result? Well, there’s evidence worldwide that only about 25% of change projects actually deliver. For us that’s nowhere near good enough. Perfection may be impossible to achieve but 80% success is. So, if you are starting on major change to improve your business which would you choose? (By the way the big consultancies rarely achieve better than 25%)
Human beings with decades of experience in making things work; tools and techniques that are world-class and adapted for smaller businesses. Taken together in a stage process that controls your investment in change activity, these are going to offer you that higher degree of certainty about where you are going and how you are going to get there.
Like the small engineering company that was having to renegotiate with the Ministry of Defence which was putting bureaucracy of biblical proportions in its way. We showed them how to get round this mammoth roadblock and release even more revenue from their contract with a better than 10x return on investment.
Or the business that was having to relocate due to a merger and didn’t know how to keep everyone on board with the move. The directors’ ideas about what was needed were radically different from reality but with handholding and care, they got a move that eventually went like clockwork.
It’s simple really. We never move to the next step until we have it properly planned and the resources in place. Clients love it because they are in control. We work with our clients, making sure they retain ownership of the activities. Staff are engaged in the design and implementation, which means they generally are enthusiastic and supportive rather than acting as blockers. Your finance team will love it as well - because the costs are controlled and predictable. What’s not to like about that from a business transformation consultancy?
When HM Revenue & Customs announced in its 2021-22 annual report that error and fraud in claims for R&D tax relief amounted to £469 million, alarm bells rang.
In a single year, the sums paid out for deceptive or mistaken claims had ballooned by 40%. It was one of three contributory factors in the National Audit Office refusing to sign off HMRC’s accounts.
Inevitably, HMRC had to respond to the problem. It issued a crackdown, scrutinising a far-higher proportion of R&D claims than ever before.
The extent of this scrutiny has widely been labelled “aggressive”, with even the House of Lords’ Economic Affairs Committee expressing its concern that “HMRC was perceived as adopting a confrontational approach to R&D claimants.”
This has led to widespread fears that companies are being deterred from making R&D claims. Worse still, many other companies who have made claims in good faith are being investigated for fraud and error where their activities have been entirely legitimate.
Tax-credit mean new
attenuate the impact of HMRC inquiries into companies’ R&D activities. Dealing with a “confrontational” inquiry from the taxman consumes large amounts of management time and resource, leading to stress, worry and uncertainty about how to proceed with making future claims for R&D conducted.
It is particularly worrying for those businesses who may have been bounced into claims or poorly served by tax advisers who aggressively sell the R&D claims scheme as “free money”. Businesses who have submitted their own claims independently, without the support of a third-party adviser, might also not know where to turn.
Plainly, the taxman has been using a sledgehammer to crack a nut. HMRC’s position is not easy – it has no other way of filtering out the bad actors than to launch an investigation into the claims it receives.
But knowledge of that fact does not
Fortunately, RDA, a Chelmsford-based, nationally focused R&D adviser, can help all those who are subject to HMRC scrutiny. Even where it has not previously been involved in the process or been engaged by the client firm, RDA can support businesses who have been served with an investigation notice.
Tax-credit reforms new era for claims
RDA’s founder and managing director, Kevin Auchoybur, explained: “If businesses have been left high and dry by their consultants, or if their independent claim has got them into hot water, we can pick up the pieces and provide muchneeded support.
“Our experienced team of specialist R&D consultants and accountants, consisting of several PhD and Masters graduates, expertly analyse both the claims that have been made and the R&D projects they relate to.
“That way we become the trusted advocate of our client, representing them in liaising with HMRC and helping to formulate their response to the investigation they face. We have had notable successes in doing this, and our work is valued by our long-term, blue-chip large company and SME client base.”
HMRC has introduced new methods
Auchoybur reports that the aggregate annual turnover of that client base measures in the double-digit billions,
underscoring the robustness of RDA’s methods. Indeed, its processes have been validated by the recent changes to the requirements HMRC imposes on claimants under the R&D Tax Credits Scheme.
As of April 1st this year, HMRC has been implementing a new set of guidelines and procedures, which emerged from a consultation process open to all R&D advisers, tax agents and innovator firms.
RDA explains that these new measures set out how there must be more detail provided by claimant businesses in their submissions under the Scheme. Firms must now provide clear explanations of how their R&D project looked to advance science or technology, what the uncertainty was in doing so and how they tried to overcome that uncertainty.
This requires demonstrations of the research, testing and analysis in developing the project and an explanation of why a professional in the relevant field could not easily work out how to go about the advance in science or technology.
Auchoybur said: “We were delighted when HMRC introduced this new structure to the claims processes because from our very earliest days we have been producing Project Information Reports that specifically cover all these areas as a matter of course.
“We have very much regarded this process as a unique selling point of our business. The fact that all R&D advisory firms now have to align themselves with our routine practices is very satisfying. It is almost as if HMRC has modelled what it requires of all claimant businesses on our very own templates!”
What this also means is that the boilerroom operations that have been the principal drivers of the fraud and error present in the HMRC R&D Tax Credits Scheme face a grave challenge to their methods. They will almost certainly be found wanting under the new structure and become exposed to particular scrutiny.
Soon, it could well be that the sledgehammer will fall on them.
Prioritising wellbeing in the workplace
PRIORITSING wellbeing in the workplace has never been more important. Businesses have a critical role to play in improving the understanding that mental and physical health should be recognised and treated in the same way.
According to Mind, at least one in six workers experiences mental health problems such as anxiety and depression. Worryingly, the Stevenson Farmer review, ‘Thriving at Work’, highlighted an estimated 300,000 people lose their jobs each year due to mental ill health.
Unsurprisingly, the issue is a particular concern in the legal profession. The nature of the work - long hours and high pressure in support of clients - often defines the day-to-day routine of legal practitioners possibly contributing to, or causing, a decline in mental wellbeing during periods of time. And it can permeate all levels of an organisation from top to bottom.
Adding to this, we are only now starting to see the longer-term repercussions of the pandemic. Lockdowns and the societal shifts towards hybrid working have
meant many have felt lonely and isolated at some point in the past few years. Cases of Long Covid prevail, and many people suffered bereavements and were unable to say goodbye or to grieve for those they have lost using the familiar rituals. Others have thrived and embraced the new way of working, re-evaluating their lifestyles with different priorities.
As Birketts’ Wellbeing Nurse, my role is to provide support and advice on any occasion where a colleague has concerns regarding their physical or mental health – whether work or non-work related. Having been a nurse for all my working life, I bring a wealth of experience across a broad spectrum of physical and mental health concerns. I have worked in the NHS, the private sector and have carried out research for studies such as the Health Survey for England and the Whitehall Study which related to health trends and health education. I am here to support colleagues with a completely confidential independent service, offering both practical clinical advice and a listening ear, whilst also having the ability to signpost for additional specialist assistance if and when required.
What is unique about my role is that although I sit in the HR team and provide help on occupational matters, with the support of an Occupational Health GP and independent Counsellor, I am
Wellbeing in the workplace is becoming an increasingly important consideration, as businesses realise more and more the value of looking after their staff, leading to improved staff retention, increased productivity – and healthier staff. Leading regional law firm, Birketts, has taken the groundbreaking step of appointing a wellbeing nurse, Nicola Riggs. Here, Nicola explains her role and the difference she hopes to make to individual members of staff and to the company.
also here to support Birketts as a firm. My focus is solely on how I can help employees to thrive and fulfil their potential in the work and home environment. Providing a space and opportunity for employees to take them away from their stresses of daily lives, along with investing in the right support systems, be it internal or external. I hope to make employees feel valued and respected as individuals and part of a firm with an informed and inclusive culture.
Through my personal and professional life, I find it is the response and reaction that each person has to different situations and environments that matters. Support must be holistic and tailored to each individual. I find the majority of my time is spent listening – if you let people talk, more often than not, they are able to navigate their own way around their concerns with an acknowledgement that it can be the outside factors that impact work life rather than the work itself
I am also involved in the development and implementation of proactive wellbeing initiatives and campaigns that form the Birketts THRIVE programme. This was set up in 2020, initially focusing on four key topic areas: mental health, diet and nutrition, physical health and sleep
with recent emphasis on the menopause and gut health. The programme continues to grow, adapt and respond to the needs of colleagues.
Our class-leading retention and engagement statistics prove this investment in employee wellbeing is making a difference and has been very well received by both colleagues and partners in the business.
The hope is that health and wellbeing initiatives and resources work together with societal changes to herald a new era. An era where mental health and wellbeing becomes an essential and integral part of organisations, where we have a greater awareness of others’ struggles and challenges and are equipped to be aware and help each other. This is fundamental to a healthy, happy and successful work and home life – not only does it create a better environment for everyone but also supports talent attraction, retention and productivity. I see a future when roles like mine become standard across business and in the meantime my role is constantly evolving to meet the changing needs of both the individuals and the firm.
Every day is payday with scudi
Employees falling short of cash and having to go to payday loan sharks is becoming an increasingly sad yet common scenario as the UK cost-of-living crisis bites ever deeper. However, an innovative solution could be at hand which will be welcomed by employee and employer alike. Already successfully launched in Germany and Belgium, scudi (one of the company’s founders is Essex businessman, Peter Collins) is coming to the UK, and in this BusinessTime in Essex UK exclusive, scudi CEO, Rie Sordo, explains how it all works.
Now, more than ever, there is need for a solution as:
• employees are coming up short, more than ever (before month end)
• employees are stressed, more than ever
• retention is harder than ever
• corporates look for solutions to retain their staff, more than ever.
ACCORDING to the multinational professional services network, KPMG, 80% of people interviewed have empty wallets before reaching the end of the month. 56% of the people with financial problems interviewed identified an unexpected expense as the initial trigger according to a vast comprehensive report by EY (Ernst & Young).
scudi’s SaaS (Software as a Service) provides a solution to all these problems.
scudi is a social impact FinTech and a B2B Software as a Service solution. After starting operations in Germany and Belgium at the end of 2022, Scudi International BV announced its intention to expand towards the UK and other parts of Europe, which has necessitated the recruitment of distribution partners in the UK and Europe. The company has successfully developed an innovative solution for employers to give employees instant access to a portion of their earned salary by mobile app, at no cost to the
employee (no transaction or interest charges) in between two paydays.
The mobile app, used by the employee to get his money, is anonymous, easy to use and fast. The money is in the employee’s account within minutes, using faster payments.
scudi helps people with their financial well-being and gives employees peace of mind
Financial difficulties of staff impact the people and the companies they work for.
According to DailyPay research, the past ten years have produced a tectonic shift between quits and layoffs. Quits are up 102% and layoffs are down 23%. But rather than seeking early retirement, most workers are simply ‘rotating’ into new positions that offer better pay and benefits.
Employers are looking for ways to become more attractive to employees and to strengthen their social profile in this extremely competitive labour market. Companies are looking for new ways to distinguish themselves positively from
other companies to attract the best employees.
With the rise of on-demand and real time services, consumer needs and habits have adjusted to this environment.
Payroll cycles and compensation schemes have remained largely unchanged in the past decades. With the current global crisis, this leads to an increased risk of employees falling short of cash in between two paychecks. This is problematic for a vast percentage of the population which can only fall back on limited to no savings.
The scudi mobile app gives access to salary funds between paydays at no cost to the employee (with no transaction or interest charges). It is anonymous, easy to use and fast; the funds reach the employee’s account within minutes of the withdrawal transaction.
Employers utilising scudi reap the benefits of improved staff motivation and performance; resulting in lower absenteeism and healthcare costs -which often go hand in hand with money worries-, better staff retention and even attraction of new employees, which is crucial in the current war on talent.
scudi’s enterprise
The employer buys a subscription to the scudi SaaS (Software as a Service) which includes a SaaS Platform and the mobile App software for the employees.
The employer pays for a SaaS platform on which all transactions and payments of the employees are reported. The software takes the date from the last payroll or realtime by APIs (Automatic Programme Instructions) and the scudi algorithm goes to work.
scudi is integrated with the payroll and thus completely automated for the internal administration and personnel department which makes life easy for the admin department and HR. Human Resources can now do their real job: taking care of the employees, listening to their needs and caring for their wellbeing.
For the employees it is important that they do not have to fill in forms and explain why they need an advance. Clicking on an app is easy and anonymous, no stigma, no shame. Employees should not have to pay transaction fees, which is the case for most other EWA providers. Scudi believes it is unfair to make staff pay for money they have already earned and have a right to. All those costs are taken care of by scudi and are part of the subscription. This is to the benefit of the employer; it puts the employer in an advantageous position to the ones that do not offer such a facility and in a better place than the ones where the employee must pay for each withdrawal of the money he has already earned.
scudi strengthens the employer’s social profile and corporate image
Various Earned Wage Access (EWA) solutions have been around in the US and the UK. scudi is different!
On April 21 2021, the EU commission announced the adoption of the Corporate Sustainability Reporting Directive (CSRD). The new CSRD EU increases pressure on companies to report on their ESG measures. The scudi solution promotes D, E & I,
Diversity, Equity and Inclusion, or the social element of ESG (environmental, social and governance) which is measurable and reportable.
scudi is committed to looking after the wellbeing of all employees. Therefore, the software has a built-in warning system. If the scudi algorithm notices excessive usage of the app, it will automatically send budgeting information and links from charities or government support bodies. This can point vulnerable employees towards help with managing their finances much sooner than they would normally be actively seeking out help themselves, thus keeping them away from shark lending and credit.
The application is already in use by several companies in Germany. Many of the employees are very grateful to their employer for giving them access to this innovative tool. They find it very handy and easy to use.
Scudi International BV is now actively seeking distribution partners in the UK and Europe to service the growing number of new enquiries. The company is also open to investments to fund its expansion programme.
For more information and to view a video of the scudi app, visit www.scudi.me/ Rie Sordo-De Cock, CEO, at Rie@scudi.me or Katleen De Cock,
at
or Lorenzo Zaccaria, Sales & International Development, at Lorenzo.Zaccaria@scudi.me would all be delighted to tell you more about scudi’s revolutionary means of solving an increasing problem for employees and employers.
SaaS solution is one of the cheapest and most effective tools for staff retention and attraction
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Lucy’s now dancing to an upbeat tune
RUN from a small tropical studio in the heart of Chelmsford, Lucy Roe, owner of alternative bridal wear business, Lucy Can’t Dance, sought support from business support service, Backing Essex Business, to navigate the post-pandemic wedding industry.
A breath of fresh air and a pop of colour, Lucy Can’t Dance creates alternative bridalwear with a retro twist. Taking inspiration from the 60s/70s, dresses from Lucy Can’t Dance are handmade and are fully customisable to suit each individual bride’s personality and style.
From her mum’s spare room to now owning her store in Chelmsford, Lucy Roe had never imagined herself creating bridalwear. After starting her career in a dressmaker’s shop which was seeking interns, she fell in love with pattern cutting and creating her own everyday pieces and turning her love of vintage style into her own collection.
From that first dress, it was evident Lucy Can’t Dance filled a previously unfilled gap in the wedding industry. Brides wanting a dress that reflected them was ‘in’ – and here to stay. As interest grew, so did the repertoire of Lucy Can’t Dance, from ombre styles of dyeing dresses whatever colour fit their theme or personality, to funky veils and 2-in-1 pieces that could transition from ceremony to reception.
“It’s such an amazing feeling. Brides come in and you get to make them feel good, then you get to see their lovely wedding photos. Just that feeling alone is worth it,” said Lucy.
The arrival of COVID-19 brought difficult times for Lucy Can’t Dance. Adapting to the times, Lucy and the team conducted wedding dress showings and fittings via Zoom, but with weddings and events called to a standstill with social distancing measures in place, there was only so much that could be done.
Lucy said: “We were closed for six months during the pandemic. We had six employees to look after too, and I had a baby, so it’s been a very interesting couple of years!”
Post-lockdowns, the wedding industry was playing catch-up to make up for lost time. Lucy and the team were working overtime to get dresses made and serve brides who had suffered postponed and cancelled weddings, as well as those planning new ones.
The pandemic meant a changed industry, where the future was uncertain. Attitudes towards having a costly wedding had changed, fuelled by the financial hardship felt across the UK. Rises in energy costs meant customers for every industry felt the pinch, while businesses struggled with a subsequent loss of sales and rising operational costs.
Lucy Can’t Dance had the same challenge. To secure the future of the business, Lucy sought support from local organisations to see if there was any funding available or practical help that could see the business through the tough times.
“It’s a scary time to have a business but everyone is in the same boat, hopefully we can get up to the same level as pre-covid or better. The wedding industry got hit big time,” said Lucy.
Lucy was referred to Backing Essex Business, a business support service fully funded by Essex County Council, to find out about the options for her business. Put in touch with Business Manager, Robert Laurie, she was able to receive expert advice on how to prepare and navigate the business for the times ahead.
Lucy added: “Robert was great. It was good to just chat to someone and offload. He helped me go through all the cashflow and see where the monthly payments were so we could prepare for the winter energy prices going up, as well as anything we could get rid of monthly to make payments a bit easier, and helping us to tie off any loose ends with debts etc. It really helped to look at the cashflow and see what we needed to take in each month.”
As for the future of Lucy Can’t Dance, this year is looking promising. With COVID in the rear-view mirror and the postponed weddings from 2020/2021 out of the way, it’s hoped the industry might settle into a ‘new normal’, which might also lead to more and more people turning to a bridalwear brand that really reflects their personality and style – which will hopefully mean we see more of Lucy Can’t Dance in the future!
Backing Essex Business can support a range of business needs, helping them grow, improve productivity, develop new products or services, or consider their options for the future and develop a longer-term business strategy. Businesses can benefit from free one-toone sessions with experienced business specialists as well as access a range of free training programmes and workshops.
To find out more visit www. backingessexbusiness.co.uk
Exit strategies and succession planning
Sale to a family member(s): this applies where your objective is to keep the business in the family. You can often maintain more control over the commercial terms of the sale, including timetable and payment terms than in a third-party sale. Often between family members there is more limited demand for contractual protection (warranties and indemnities) for the buyer or new owner, reducing your exposure to risk on the sale. It will be important to negotiate the key terms in advance, and in particular consider how your close relative(s) will fund the purchase of the business.
A well thought-out exit strategy should help you to maximise the value of your business and ensure a smooth transition to new ownership. Choosing the right exit strategy depends on a variety of factors, including your goals for the business, your own financial situation, and your personal preferences.There are a number of possible exit strategies you can consider. These include:
Trade sales (at market value to a third party): if your objective is to achieve the highest sale price for your business, this is often achieved by a trade sale. A downside can be the complexity and professional work often involved. Due diligence is usually undertaken by the buyer, where you will be required to gather for the buyer as much information as possible about your business and commonly complex documentation is involved allocating risk through warranties and indemnities.
Management buy-out (MBO): if you have a strong management
team, a sale of your business to the management team may be an achievable or desirable exit strategy. There are significant advantages to an MBO. In particular, less due diligence is normally required as the management team are often less likely to require extensive warranties, having knowledge of the operations of the business. The strength of your management team is critical to a proposed MBO being a success: most business owners will need to determine early on if their management team has the requisite knowledge and experience needed, and if the management team is capable of transitioning to becoming owners of the business.
Employee ownership trust (EOT): an EOT involves setting up a trust through which the employees of a business owned by a company can indirectly acquire shares in the company. An added benefit of an EOT is employees do not have to use their own funds to acquire the shares. The structure is suitable
for many sectors and industries, notably being more prominent in professional services and construction.
Liquidation/winding up (or gradual winding up): a liquidation involves the closing of a business through the sale of all of its assets and distributing the net proceeds to the shareholders. The strategy is often used when a business cannot be sold through any other method.
In order to prepare for an exit, we recommend a pre-sale legal health check to flush-out any issues that could concern a buyer.
AS a business owner, it is important to plan for the future of your business, which should include having an exit strategy in place.Mary Anne Fedeyko, Corporate and Commercial Team Leader at Colchester-based legal firm, Thompson Smith and Puxon, offers tips to business owners thinking of their exit strategy.
Tips for the perfect staff away-day
Not all organisations are back in the office with their colleagues, many are experimenting with four-day weeks and some companies are abandoning the office building altogether, opting for remote working full time.
We faced it ourselves. As a tight-knit team, running a busy wedding and events sales operation alongside a thriving innovation hub with on-site artists, it was clear we were best working on-site with one another, which wasn’t possible during the height of the pandemic. Sometimes, there’s nothing quite like a pause and making a brew with a colleague to take us away from the screens. We’ve been lucky enough to be able to unite again in our office, though we know this isn’t possible for everyone.
Reuniting the team can make a huge difference to motivation and productivity – even if it’s a morning having coffee, or a whole day doing something very different to nursing your email inbox!
Here’s our top tips for taking your meetings out of the office:
1. Getting here: when choosing a venue for your meeting or day away, consider how your delegates will get here. Take the stress out of travel arrangements by making sure there’s a choice for everyone, and that parking is simple and easy.
2. Spend time outside: arrange your day with time to explore. If it’s a beautiful, clear day, Hylands Estate is an Instagram dream with big skies over the park and fresh blooms in the gardens. Let your team relax and take a breath of fresh air.
3. Catering: of course, the content of your day will be important, but we all know what the top priority on everyone’s list will really be - food! Our catering menus cover this worry for you, with plenty of tasty options to choose from.
4. Activities: we’ve all faced a meeting that has been ‘death by PowerPoint’, and whilst we have the best in AV equipment to make sure your event goes without a hitch, it’s a shame not to take advantage of the Estate itself. From June, we are delighted to be welcoming Go Ape on to our grounds, with team-building exercises hosted in the woods!
Thomas Woodards, Hylands Assistant Manager – Events and Business Development,offers advice on what you should consider when planning a perfect away-day.
It’s the ideal post-lunch activity.
5. Stay green: your organisation’s purpose is running through the veins of your team, and it’s likely in these challenging times sustainability is being brought to the forefront of your thoughts. Hylands Estate is currently working to Green Tourism accreditation to make your decision for choosing a venue that matches your values easier. Our energy, disposables, supply chains and waste processes are changing as we manage our responsibility for the environment around us.
Taking your meetings out of the office is our speciality. Contact a member of the team today to find out more about our delegate packages and luxury spaces.
Look after your business by supporting your staff
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.
“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.”
ITHINK it’s fair to say, the pandemic has left behind the big challenge of uniting teams again.
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.
Four-day week: inevitable innovation or future folly?
BusinessTime in Essex Editor, Peter Richardson, examines the potential benefits and drawbacks of implementing a four-day working week following a national trial which suggests employees and employers very much see it as the future.
AFTER Covid so dramatically shook up traditional working patterns in 2020, the dust was only just beginning to settle when, in the latter half of 2022, 61 UK businesses took part in a six-month pilot, trialling a fourday working week. The results make for very interesting reading.
Around 2,900 employees took part in the trial, in a variety of sectors including marketing, finance, digital manufacturing and food retail. It was based on the 100-80100 model, which means workers got 100% pay for working 80% of their previous hours in exchange for a commitment to maintain 100% productivity. It was run by 4 Day Week Global in partnership with Autonomy – the 4 Day Week Campaign – and researchers from University of Cambridge and Boston College. The majority of employers who took part in the project say they’ve seen productivity levesl maintained and improvements in staff retention and well-being. Business revenue stayed broadly the same, there was a 65% reduction in the number of sick days and 71% of employees reported lower levels of burnout.
As a result, of the 61 companies that took part, 56 say they will continue trying out the four-day week following the pilot, while 18 say they will make the change permanently. Encouraging results, one would speculate, and Joe Ryle, Director of the 4 Day Week Campaign, enthused: “This is a major breakthrough moment for the movement towards a four-day week. Acrosss a wide variety of different sectors of the economy, these incredible results show the four-day week with no loss of pay really works.”
Faye Johnson-Smith works as a supervisor for Citizen Advice in Gateshead where around 200 staff took part in the scheme. She says having the extra day off gives her time to "recover and recuperate". As a result, she arrives back at work "ready to hit the ground running" and, she reckons, achieves as much, if not more, in her four days than she used to in five.
Her colleague, Bethany Lawson, says she finds her team easier to manage now most of them are on a four-day week, leaving her more time to get on, and she also finds she can push herself a little bit further after a day to "reset".
Sadly, no Essex businesses took part in the trial but there’s no shortage of Essex opinion on whether a four-day working week could become more and more prevalent across the county.
Ann Scott, Development Manager (Essex) at FSB said: “Whilst the fourday week has clearly been advantageous for those businesses that took part in the trial, we recognise this arrangement doesn’t suit every individual, or indeed every organisation – it’s not a one size fits all approach. However, the evidence clearly points towards enhanced wellbeing for staff and not the expected negative impact on productivity from this type of flexible working.
“Previous FSB research of its members has found there are three main benefits for small business employers who offer some form
day work week can lead to increased costs for employers, such as overtime pay, staffing shortages, and lost productivity. And what about the wasted office space. Yes, I hear the argument that the employer can take small offices but the space will still be under utilised and the area still needs cleaning and heating even if fewer people are in.
“Reduced customer service is the big one for me. A four-day week would have a detrimental impact on customers and given how difficult it is to find new customers you do not want to alienate your existing customers by not being there for them. I would not want to see customers waiting longer for service or potentially not getting the service they want exactly when they want it.
“If employees are only working four days a week, there will be less time for training. This can lead to decreased productivity and increased errors. We need the UK to become more productive, not less. Employers would then intensify their usage of both technology and use of offshore employees to the detriment of our UK economy.”
Gemma Todd, Head of HR Services & Projects at Chelmsford-based HR experts, Kingswood Group, said: “Many of the workers on the trial reported finding it easier to balance their work with family and social commitments, and were more satisfied with their household finances, relationships and how their time was being managed.
“However, critics of the four-day work week say it is impractical in certain sectors. Healthcare and emergency services need 24/7 cover and client-facing businesses such as retail and hospitality are likely to need a more traditional schedule to meet customer needs. They also say there may be an expectation that many companies will want their workers to work the same numbers of hours on fewer days and this may, over time, have a detrimental effect on workers’ overall wellbeing and business productivity.”
an intractable challenge for the UK economy. It has fallen behind many other rich nations in the amount of value created per worker in recent years, with competing explanations for why, and how that might be fixed.
The report's authors argue that although the trial was amongst organisations that volunteered to join, and were therefore more likely to make it work, the results make a strong case for a shorter working week.
"We don't have a firm handle on exactly what happened to productivity, but we do know that on a variety of other metrics, whether we're talking about revenue, [workforce] attrition, self-reports of productivity, employee well-being and costs, we had really good results," says Juliet Schor, from Boston College, one of the academic institutions behind the trial, alongside the universities of Oxford and Cambridge.
While most of the companies taking part said they were happy with productivity and performance outcomes, only 23 provided financial data covering revenues, and that showed revenue had broadly stayed the same over the six months of the trial.
Speaking at the World Economic Forum’s annual meeting in Davos in May 2022, Jonas Prising, Chairman of global staffing company, Manpower Group, said the traditional nineto-five, five-day work week ‘looks more oldfashioned than a Ford T’ All the signs point to an evolving definition of work, he added, flagging the need for companies to listen, learn and adapt to what employees want. He believes a four-day week is the latest positive change in this area.
it can be difficult to coordinate childcare, social activities, and other commitments between a team. Perhaps a large team could cope but a small team would struggle. Also, I imagine the most popular day to have off would be a Friday so arguments could occur between team members. Also, if employers are not able to maintain the same level of productivity with a four-day work week, they may be forced to reduce wages or benefits.
“For employers, I see greater problems. A four-
For now, we can draw from the results of this trial that a shorter working week, in the right business and with careful management, can improve morale and wellbeing, reduce absenteeism, aide recruitment, and increase retention. But the costs may be higher and over time the improvements in workers’ health and wellbeing make take a hit if not managed well.
But for a four-day week on full pay to work across the economy, employers will need to see productivity gains. Workers will need to create the services and products in four days that they were creating in five, to make enough money to pay a full week's wages.
That kind of productivity growth has proved
BusinessTime in Essex has always been a keen proponent of change in traditional and often hopelessly outdated working practices. We welcomed the ‘opportunities’ Covid brought in terms of making people think differently about where work can be carried out – and we equally welcome the results of this four-day week trial which challenges the basic hours and timing of the traditional working week.
The debate around a four-day week follows a very similar pattern to the debate about home/office working. It doesn’t have to be (in fact it can’t be) one or the other – home or office, five working days or four working days. It’s about accepting change could make things better for employee and employer. Of course it won’t ‘work’ for some businesses – but that doesn’t mean it shouldn’t be considered, and accepted and embraced where it does ‘work’.
Change is an inescapable fact of business life, so let’s get our heads out of the Victorian sand and question, rather than accept, every working practice to see if it can be improved for the betterment of everyone.
Human skills for the AI age
ARTIFICIAL Intelligence (AI) technologies are already transforming the way we live, work, and interact with
each other.
While there’s debate about whether these systems are truly intelligent or just another leap for sophisticated software, their impact is clear to see. While AI has the potential to automate or replace a broad variety of career paths and change many roles beyond recognition, it cannot replace the human skills that are essential for successful interaction, communication, and problemsolving.
In this article, we will discuss the human skills that will be most valuable in the age of AI and how developing these in your workforce will enable your organisation to stay ahead of the pack.
Creativity and innovation: machines can perform routine tasks and make predictions based on data analysis, but they cannot replicate
human creativity. Human creativity and innovation are essential in developing new products, services, and solutions that meet the evolving needs of customers.
Emotional intelligence: while machines can simulate human-like emotions, they cannot understand the complexity of human emotions. Emotional intelligence is essential in building relationships, resolving conflicts, and communicating effectively. People with highly developed skills in this area can empathise with others, manage their emotions, and handle stress effectively.
Critical thinking: machines can analyse large amounts of data, but they cannot think critically. People who can think critically can identify biases, evaluate the credibility of sources, and make informed decisions. This distinction is an important part of the explosion of data and analytics roles over the past decade.
Adaptability and flexibility: the world is changing rapidly, and people who can adapt and be flexible will thrive in the age of AI.
With the introduction of new technologies, job roles, and work environments, people need to be able to learn quickly, adapt to changes, and be flexible in their approach to work.
Communication and collaboration: effective communication is essential in building relationships, resolving conflicts, and conveying information clearly. Collaboration is essential in achieving common goals and working together towards a shared vision. People who can communicate effectively and collaborate with others will be highly valued in the age of AI.
Hodson, Programme Director at Pitman Training in Essex, explains why developing a range of skills for yourself and your teams will enable you to thrive in the age of Artificial Intelligence.
Leadership and management: while machines can automate routine tasks, they cannot provide leadership or manage teams effectively. People who can inspire others, set goals, and manage teams to perform effectively by working in tandem with technology will perform the strongest.
Continuous learning: the age of AI will require people to continuously learn and update their skills to keep up with new technologies and changing job roles. People who can learn quickly, adapt to new technologies, and update their skills will benefit from more rewarding opportunities and protect their careers.
Combining human and computer power has the potential to rapidly enhance productivity and performance in many roles and unblock many of the barriers to performance that limit individual and organisational capability.
to GO
Estate or
Credibility is more important than likes
WHAT does credibility actually mean? It encompasses sincerity, integrity, authenticity and reliability but fundamentally it is based upon trustworthiness and expertise. It is a combination of both emotion and logic.
Credibility is a critical factor when selecting a supplier because it determines whether you can rely on them to deliver what they promise. Making the wrong choice can lead to delays, quality issues and, inevitably, financial losses. For example, selecting a supplier based solely on their social media presence can be risky because social media noise can make it difficult to know what is genuine and what is not.
In today's world, anyone can post anything on social media, and it can be challenging to separate the truth from the noise. As a result, businesses need to be cautious when using just social media to select suppliers. There was a recent news story about an accountant who had hundreds of five-star reviews based upon getting massive tax refunds for their clients. It transpired the refunds were fictitious and HMRC subsequently demanded the refunds back together with interest and penalties leaving those taxpayers with massive debts and long repayment terms. The accountant denied any responsibility and ignored any communications and requests for help.
One way to ensure credibility is to look for reliable third-party evidence. For example, has the supplier won any industry awards or hold recognized professional qualifications or perhaps a referral from another professional you already know and trust? Independent endorsements by the supplier’s peers provide a level of reassurance not provided by online reviews. Formal qualifications not only provide evidence of expertise but also ensure adherence to standards of behaviour. The accountant mentioned above was not a chartered accountant and therefore not subject to the
rigorous oversight of a professional body. Another way to ensure credibility is to research the supplier's track record including their length of experience. Whilst new suppliers may have recent technical skills learnt from college or university, they will lack the practical experience that comes from working with many clients during many years. For example, a more experienced accountant is likely to have seen a wider range of financial issues and developed a deeper understanding of the unique challenges businesses face especially in regard to surviving recessions. So, you ask how long a supplier has been in business, and what is their experience? This information can be found through online searches, industry publications, or by speaking with other businesses in your industry.
Don’t forget to consider the supplier's financial stability. A supplier that is financially stable is more likely to have the resources to deliver on their promises. Consider their financial statements, credit reports, and any other relevant financial information to ensure they are financially sound. We often see advertisements claiming to be able to achieve amazing results yet when you check their own accounts at Companies House, they are often insolvent. If they cannot get their own house in order, how can they achieve those results for you.
It is also important to evaluate the supplier's communication skills. Do they respond to
In today's fast-paced, everchanging world, it can be difficult to know who to trust when selecting a supplier. Social media has given rise to a world of noise, where anyone can post anything, and it can be challenging to know what is true and what is not. As a result, credibility has become more critical than ever when selecting any supplier. Peter Disney, of Colchester-based accountancy firm, Wood and Disney, discusses the importance of credibility, the challenges posed by social media noise, and how to identify credible suppliers.
your inquiries promptly and professionally? Do they communicate clearly and effectively? A supplier that is responsive and communicates well is more likely to be reliable and trustworthy.
There’s been a lot of discussion in recent years about whether you should consider the supplier's values and ethics before doing business with them. Simon Sinek’s view is we don’t buy what a supplier sells, we buy why they sell it. We like to understand our supplier’s ‘purpose’. Whether you believe that or not, asking questions about their culture, codes of conduct or ethical guidelines will ensure you feel comfortable dealing with them. So, choosing a supplier that aligns with your values and ethics can help ensure a long-term, mutually beneficial relationship.
Finally, it is important to evaluate the supplier's level of innovation. In today's rapidly changing business environment, it is crucial to choose a supplier that can adapt to changes and innovations quickly. Consider their investment in technology and R&D.
In conclusion, credibility is essential when selecting a supplier, particularly today where social media noise can make it difficult to know who to trust. By looking for third-party endorsements, researching track record, evaluating financial stability, considering their values and ethics, and assessing their level of innovation, businesses can ensure they select a supplier that is reliable, trustworthy, and can deliver on their promises.
All change on the contract front
FROM time to time, employers may need to change their employees’ terms of employment from those originally agreed. This could be because of an increase in pay or perhaps because of a promotion.
The Employment Rights Act 1996 (ERA) is the legislation that sets out the obligations all UK employers must follow, and Section 1 of the Act relates to the specific individual terms of employment such as how much the employee will be paid and what their job title is. Because these are legislated terms that must appear on an employment contract, if the employer proposes to change any of them from what was originally agreed, they would need to seek the employee’s agreement and document that in either a variation agreement or, if the changes were more substantive, through the issue of a whole new contract. The onus for ensuring any changes are documented and agreed rests with the employer, with input from the employee.
In the ideal scenario, the employee and employer discuss the proposed change of terms which the employee then signs off
indicating their agreement. But what happens when the proposed changes are not well received and the employee refuses to accept them? Many changes are not contentious - such as pay increase - but if an employee sees a proposed change as detrimental, they are less likely to accept and securing the employee’s agreement of the change becomes more challenging to achieve. For employer and employee alike, the process can then become fraught with difficulties and loaded with risk.
Support for employers seeking to make changes to terms can be found on the Acas website and, of course, through expert HR providers. Later this year the Department for Business, Energy, and Industrial Strategy (BEIS) is going to publish its new Code of Practice (CoP) on dismissal and re-engagement. The CoP focuses on the process of dismissal and re-engagement (fire and rehire) that can arise when an employer seeking to make changes to an employee’s contractual terms is faced with an employee’s refusal to accept the changes. In those situations, it may lead to the employer choosing to terminate the employee’s current contract then offering them re-employment on the new contractual terms. That is where the greatest risk of a claim for unfair dismissal can arise, and employers might find themselves defending
their actions in an Employment Tribunal as a result. Whilst the CoP itself will not impose legal obligations, if an employee did bring a successful claim for unfair dismissal, the Employment Tribunal could increase any award it makes by up to 25%, if it is proven the employer unreasonably failed to comply with the CoP.
The good news is that there are practical and reasonable ways to change terms of employment. Whilst risk cannot be removed completely, it can be reduced through effective planning, careful preparation, proper employee engagement, meaningful consultation, and a willingness to compromise. By ensuring every avenue to resolution is explored, often an agreed outcome can be reached that satisfies both the employee and the employer.
Karen’s World Transplant Games glory
AN Essex woman who underwent a double lung transplant in 2016 has taken home three medals, including silver, in the 2023 World Transplant Games in Australia.
Karen Mills, 34, who lives in Colchester, was born with cystic fibrosis and underwent a double lung transplant at the Royal Papworth Hospital weeks before her 28th birthday in 2016. Her transplant qualified Karen to compete at four British and World Transplant Games since 2018 in six sporting events, including javelin, swimming, pétanque, and tenpin bowling.
After previously competing in three separate British events, which saw Karen score a gold medal win in the women’s 400m at the European games in 2022, she was selected to represent Great Britain in the 2023 World Transplant Games in Perth, competing in four categories.
Founded more than 35 years ago, the Transplant Games aims to educate and raise awareness about organ donation and transplants by bringing together individuals from around the world to compete in various track, field and aquatic events.
Karen needed to self-fund her participation in the games, with an appeal on JustGiving. Her employer, Provide Community, an Essex-based community interest company, stepped in to support her fundraising efforts, which included match-funding of £1,005 and sponsorship of £3,500 which covered Karen’s travel to Australia and her registration fee for the Games.
Karen succeeded in all three of her World Transplant Games sporting categories, bringing home silver in Ball Throw, and bronze in Tenpin Bowling and Pétanque.
Karen spoke openly about the support she'd received from her work colleagues and her employer, Provide Community, where she works in finance: “I have been truly blown away at the level of support, not just with finances. The genuine person-on-person support has made me feel so valued and I have felt Provide Community is proud to have me as an employee. That’s something I have never had in the workplace.
“Considering that 99% of the time I have worked for Provide Community has been at home, the level of support has been amazing. It doesn’t feel like a business, it’s an amazing environment to be in.”
Provide Group CEO, Mark Heasman, said: “What an amazing woman Karen is! We have followed her progress and have been inspired by her courage, tenacity, and talent. Everyone here is so proud of her. We have a mission to reinvest in the people and communities we serve and it is an honour for both the organisation and all Karen’s Provide colleagues to be able to have supported her in her journey to success for Team GB in Australia.”
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High-tech businesses thriving on Parkside
TWO high-tech businesses are looking to the future after joining the thriving business community at Parkside, on the University of Essex’s Knowledge Gateway research park.
Industrial Robotics Systems (IRS) has benefited from a Knowledge Transfer Partnership (KTP) with the university to develop a transformational robotic system to autonomously assemble sandwiches and other ready meals.
IRS, with venture capital backing, moved to Parkside, as it fine-tuned its robotic gripper and visual software system which identifies, picks and places any ready meal ingredient
on standard industrial food production lines. It will soon be testing its patent pending system with leading sandwich manufacturer, Raynor Foods in Chelmsford.
Founder Peter Schwabach explained: “The UK industrial manufacturing of ready meals, which relies primarily on manual operators to assemble the ingredients, has been severely impacted firstly by Brexit, then Covid, and more recently by double digit inflation. I wanted to develop a robotics solution to help the industry transform from being a low tech, low wage industry to being a high wage, high tech one.”
He approached the university’s School of Computer Science and Electronic Engineering to enter into a KTP to help deliver the technical solution.
Peter said: “The KTP gave us access to the resources of the university and its extraordinary pool of expert talent, including postgraduates and academic staff.”
PCB Design School, founded by industry expert Roger Benfield, moved to Parkside to take advantage of the university campus location. Roger said: “It’s a fabulous place to be and I felt it would help to legitimise the school.”
Roger set up the school to train the next generation of printed circuit board (PCB) designers to tackle the skills shortage in this vital part of the electronics industry.
Roger’s career began at Marconi before taking him to the BBC Design Department in London. He has produced PCBs for major defence and aerospace projects, the nuclear energy industry, Ford Motorsport and Jaguar Racing Cars.
“The Knowledge Gateway team has done an enormous amount to help us get set up here,” Roger said. “We’re now hoping to establish strong links with the School of Computer Science and Electronic Engineering.”
Parkside’s expansion continues, with a new £10.7 million building due to be ready for occupation later this year.
Sustain E ssex
BUSINESSES across Essex came together on April 20 for Essex’s second Big Green Business Expo.
Essex Wildlife Trust, supported by BusinessTime in Essex, hosted the sustainability-specific event at Old Park Meadow, North End near Great Dunmow. It followed on from the success of last year’s debut event and, this year, was sponsored by the UTL Group
In total, nearly 50 exhibitors across a variety of sectors of sustainability were in attendance. From waste management, utilities, carbon offsetting, local authority initiatives for grant funding to transport and conservation, all exhibitors contributed valuable insights to the wider relationship between sustainability and business. With nearly 150 attendees on the day,
the expo was buzzing with useful conversations and new ways of thinking.
A range of speakers – including Essex Wildlife Trust Chief Executive, Andrew Impey, David Rayner, Head of Environment and Energy at Birkett Long LLP, and Cllr Peter Schweir Climate Czar Essex County Council Climate Action –spoke about the importance of sustainability and what is being done across Essex to make for a greener world.
Karen Dixon, Essex Wildlife Trust Corporate Coordinator, said: “We are delighted to have so
successfully built on the success of last year’s event and it was wonderful to see so many passionate discussions taking place between local businesspeople on climate change, sustainability and their journey to being greener. The positive feedback we received on the day and since has clearly showed people are looking to the future, with nature in mind.”
Most business leaders today understand social responsibility enhances corporate reputation and have already formulated an environmental strategy for their company. A strong, visible commitment to conservation
helps companies to attract and motivate good employees and investment in the local environment brings commercial benefits as well as public recognition.
Essex Wildlife Trust invites you to become a member of our corporate membership scheme, Investor in Wildlife. Let us promote your involvement,
acknowledge your support and advertise your business to other companies within the county, while helping us to protect wildlife and your environment.
If you’d like to know more about the benefits of being a corporate member of Essex Wildlife Trust, call Karen Dixon on 07519 119692 or email her at karend@ essexwt.org.uk
I
nvesting in wildlife is good for Essex and will deliver real benefits to you and your business. As
a local business leader, you have a key role to play.
Looking for ways carbon footprint?
If you are looking to reduce your emissions for construction works, events, festivals – or even weddings –Maldon-based TCP Group can offer you a range of hydrogen fuelcell power solutions. The family-run business was formed in 1989, offering
a range of hydrogen fuel cell generators, to power equipment such as temporary lighting, CCTV, environmental monitoring, ecological lighting solutions and welfare units.
Alternative power is becoming increasingly popular as we all look to ways of meeting netzero targets.
Last summer, a wedding held in Hazeleigh, Essex, was all about keeping things sustainable and recyclable.
Bride and groom, Olivia and Neel Raja, wanted to create as little carbon footprint as possible and one of the ways of achieving this goal was using a power supply from hydrogen fuel-cells, resulting in zero carbon emissions at point of use. Their friends and family were delighted with the idea of an eco-friendly wedding and using the hydrogen power really set it apart.
A popular power product offered by TCP is the Eco-
HYDROGEN is well recognised as a climate-friendly alternative fuel for the future – but you might be surprised to know there are already plenty of hydrogen applications available today.
ways to reduce your footprint?
year’s Essex Chambers of Commerce, Festival of Business event, being held at Hylands House, Chelmsford on September 5. TCP will be providing hydrogen fuel-cell power for all the outside food vendors and will also be providing emission-free lighting for the networking marquee.
Climate friendly solutions are essential to reduce emissions
and this is without doubt an exciting time for hydrogen fuel cells. The greener the energy source the better the environmental benefit for us all.
If you would like to find out more about TCP’s power
provision, please contact Nadine Daines ndaines@ tcp-group.co.uk for further information. Details about the power solutions referenced in this article can be found via www.tcp-eco.co.uk
TCP practices what it preaches
TCP is fully committed to its corporate and social responsibility, managing its day-today business processes whilst taking account of the social, economic and environmental impact.
A good example is the disposal of redundant fuelcell stacks. TCP is proud to be working with Mastermelt, a leading global precious
metal reclamation company, with world-class facilities in the UK, Germany, USA, and Singapore. Mastermelt’s approach to business has always been to forge longterm partnerships of trust, in order to achieve mutually beneficial, sustainable outcomes. It has tailored and innovative solutions for its clients’ recycling challenges and its refining processes are
designed to minimize waste and reduce environmental impact.
With more than 35 years of experience, it has the expertise to treat a wide range of materials and to underscore its dedication to sustainability and social responsibility. Mastermelt has achieved an Ecovadis Gold Sustainability rating.
will have different underlying intents, both of the conscious and unconscious kind. This will be particularly in the emotional area of sustainability and downstream effects. When faced with complaints from employees, identify the type of complaint and its drivers associated with your CE implementation.
A classic recent example was at a major supermarket chain with a new packaging design and change in the polymer used, driven by its net-zero implementation as it would reduce by 55 per cent the plastic used per product. The initiative saved 450 tonnes of plastic each year as part of the supermarket’s effort to halve the amount it used in its own-brand items by 2025 for its new environmentally friendly mince packaging. Its introduction into stores prompted complaints from customers saying the compressed design had affected the taste and appearance.
You just know red flag complaints from employees were ignored
Design out any waste - a recycle focus. Keep products and materials in use that work for your business, use the best materials scientifically available in their performance for your business and your customers’ experience. Don’t replace without critical thought to an actual improvement in performance. Look to regenerate through natural circular economy systems. Look to integrate new technology particularly demonstrating you understand what sustainability entails. Expose the greenwashing of your competitors!
The CE presents a £multitrillion opportunity. Look to the megatrends such as shifting demographics and digitalisation to articulate your ESG benefits within your existing business and add to them intelligently to provide significant new and better growth opportunities. Do not fall for the emotional sustainability fallacies. That’s for NGOs and the charities (non-profits) - we are in business!
to reduce travel, look at car sharing/car pools and consider carbon offsetting. What alterations could you make to your premises to reduce waste, leaks or energy loss, or to improve efficiency?
Increasingly, many businesses are finding when they recruit, interviewees are asking about ESG and CSR, and their clients and consumers are making more informed choices about from whom they buy products or take services. Commercially, enhancing ESG has never made more sense.
Well-advised businesses are using these pressures to their advantage and to get ahead of their competition. Birkett Long can assist you in enhancing your position in the marketplace and your environmental and sustainability credentials. We are also able to help with you implementing your plans.
Have pensions become more attractive?
BEFORE the Budget, it had been rumoured the Standard Lifetime Allowance (SLTA) would increase from its previous frozen level of £1,073,100 up to its historic highest level of £1,800,000.
Jeremy Hunt went further than this however and unexpectedly scrapped it altogether! Well, almost - there are some important caveats. The SLTA charge has been removed. Furthermore, and significantly, the maximum Pension Commencement Lump Sum (PCLS) previously known as tax-free cash entitlement will remain at £268,275 (25% of the current SLTA of £1,073,100) unless there are pre-existing protections in place.
Increase to the Annual Allowance
The Annual Allowance, the upper amount an individual can contribute or accrue in pensions on an annual basis and receive tax relief, has increased to £60,000 (previously £40,000). While this is good news for those who wish to make larger contributions to their pension schemes, it should be remembered that, for personal contributions, tax relief is granted on contributions up to 100% of earnings in that tax year, or the
Annual Allowance, whichever is the lower. This does not apply to employer contributions made on the members’ behalf.
It is still possible to carry forward unused Annual Allowance from previous tax years, meaning an individual could make a tax relievable contribution of £180,000 in the current tax year (using the Annual Allowance of £40,000 for 2020/21, 2021/22 and 2022/23 and £60,000 for 23/24). With the recent increase in Corporation Tax rates, it would be worth considering using this increased allowance to make additional employer pension contributions to mitigate this rise to a certain extent.
Money Purchase Annual Allowance (MPAA)
The MPAA applies as when a person has accessed their pension. This reduces the Annual Allowance from £40,000 to £10,000 (previously £4,000).
Tapered Annual Allowance (TAA)
Individuals with taxable income and employer pension contributions in excess of £260,000 will be restricted as to how much they can contribute. The restriction is tapered down to a minimum allowance of £10,000.
Income Tax planning
Pensions should be an important element of an individual’s income tax planning. Tax relief is given for pension contributions made by individuals or companies. Personal contributions are treated as being net of 20% tax (an £800 personal contribution increases pension fund by £1,000). In addition, higher and additional rate taxpayers are able to claim additional tax relief on their tax return. With the additional rate of income tax of 45% now applying from £125,140 and an individual’s personal allowance clawed back above £100,000, personal pension contributions in and around this level have become increasingly efficient, attracting tax relief at an effective rate of 60%.
Trading premises
The removal of the SLTA provides individuals with the opportunity to purchase expensive commercial properties via their pension funds. This approach is an effective tax saving strategy as the pension fund will
The Budget has made pensions more attractive and with increased corporation tax rates and reduced income tax bands. Jamie Nice, Director at leading Essex accountancy firm, Rickard Luckin, expects to see more business owners turning to pension contributions as a legitimate means of avoiding unnecessary taxation. Here, he looks at the fuller implications.
not pay tax on its income and gains. Where the property is to be used by a trading company the company will receive a corporation tax deduction (at up to 25%) for the rent paid with no tax payable by the pension fund on the rental it has received. In order to acquire a commercial property, your pension will need to be in the form of a SIPP or a SASS to fund the acquisition. It is possible to pool together existing pension pots and even bring together the pension savings of a group of individuals. The pension fund can even borrow up to 50% of the value of its assets to assist with the purchase.
Estate planning
An individual’s pension fund is generally outside of their estate for the purposes of inheritance tax (IHT). Therefore, the increase in the SLTA creates an opportunity to increase the value of an individual’s IHT free estate. This will be an important consideration for some when they are considering whether or not to draw pension benefits in retirement. They may decide to fund their lifestyle via capital, reducing their exposure to IHT whilst protecting the value of their pension fund.
A word of warning
Whilst the Budget announcements create a number of opportunities, there is no guarantee these changes will remain should we have a change of Government in the near future. Indeed, Labour has announced it would re-introduce the SLTA. It might even go a step further than this and remove the IHT protections currently offered to pensions.
Rickard Luckin Financial Services Limited (RLFS)
Rickard Luckin Financial Services (RLFS) can assist your pension planning in a variety of ways from establishing a new scheme to consolidating a number of existing schemes within one flexible and easily understood arrangement.
Working Well launches new business park health and wellbeing programme
WORKING Well has been offering free workplace health support to Essex businesses since 2011.
The service is commissioned by Essex County Council and includes a huge range of support, training and guest speaker sessions covering a wide range of topics, including financial wellbeing, healthy eating, mental health, and managing long-term conditions. This summer sees the launch of an exciting new programme for business parks.
Lyn Mowforth, Working Well Manager, said: “In the current climate we know time is precious, and so are your staff. Therefore, the Working Well Team would like to offer your business park a new free programme – brought to your door, that will enable you to support the health and wellbeing of your employees
(whatever size your organisation), by working together as a business park you can access a wider range of support.
“We are one of the largest training providers of mental health first aid training in the country, and our offer includes:
• free Mental Health First Aid England, Mental Health Awareness training (4 hours)
• on-site NHS Health Checks team, who can offer NHS Health Checks or lifestyle checks
• Active Essex Funding and support to set up activities on/near your business park access to online sessions and eLearning modules
• bespoke support and training from our HR specialist.
“We will meet with you initially, to discuss and plan the activities and training. Once complete,
you will also be given the opportunity to take advantage of our three-tiered accreditation programme, where we will be able to offer further on-going training and support to achieve Working Well Accreditation.
Bakers Labels of Brentwood, which has achieved its Level 3 Accreditation said: “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.”
If you would like to nominate your business park, please contact essex.workingwell@nhs.net or visit www.essexworkingwell.co.uk and a member of the team will contact you.
Employment news round-up
IN the Government’s March 2022 response to the Report of the Commission on Race and Ethnic Disparities, it confirmed that it would not be introducing mandatory ethnicity pay reporting for employers. Instead, it would support employers to report on a voluntary basis by publishing guidance.
The new guidance covers the following areas:
• collecting ethnicity pay data for employees
• data issues such as confidentiality, aggregating ethnic groups and the location of employees
• recommended calculations and step-by-step instructions on how to do them
• reporting the findings
• further analysis to understand the underlying causes of any disparities
• the importance of taking an evidence-based approach towards actions.
The guidance recommends that the calculation of the ethnicity pay gap should mirror the approach of the gender pay gap reporting regime. However, it will be a more complicated exercise if employers conduct the data analysis and calculation across different ethnic groups, which is the recommended approach, rather than adopting a binary comparison between white/
white British and other ethnic minorities.
The guidance recommends adopting the harmonised ethnicity standard currently used by the public sector and recommends a minimum category size of between five and 20 employees for internal reporting and a minimum of 50 employees for external reporting. This will help to ensure the calculations produce a more robust result, without being distorted by a very small sample size.
The guidance recognises not all employers will want to publish their figures. Employers who do decide to publish their ethnicity pay gaps should consider adding a supporting narrative with a summary of why the employer believes any pay disparities exist. The guidance also suggests that employers should consider publishing an action plan setting out clear and measurable but realistic targets for reducing any gaps. If employers undertake to voluntarily conduct an ethnicity pay analysis, the logical next step would be to consider how to address pay disparities.
The Government has also published new guidance on positive action in the workplace. This sets out what type of measures are permitted under the positive action provisions of the Equality Act 2010 for employers to help people overcome certain barriers and improve representation in the workplace. Such measures may assist in reducing any identified pay gaps, whether on gender, ethnicity or other grounds.
National minimum wage – enforcement and compliance
The Department for Business and
Trade (DBT, formerly BEIS) has published a report on enforcement and compliance with the national minimum wage (NMW) and national living wage (NLW) for the 2021-22 financial year.
During that period, arrears of £16.3 million were identified, affecting more than 120,000 workers. HMRC issued almost 700 penalties, totalling £13.2 million. HMRC also introduced the Geographical Compliance Approach, designed to facilitate compliance with NMW rules through support and education of employers. The GCA targets employers by geographical region, seeking to ‘improve compliance by increasing communication between HRMC and businesses, promoting and supporting selfcorrection where possible’. The NMW naming scheme, which publicly exposes breaches of NMW by employers, saw 399 employers named, relating to £3.3million minimum wage arrears owed to 46,000 workers.
The LPC has also published a report on increases to the national minimum wage taking effect from April 2023. The new rates are consistent with achieving the Government’s target for the NLW to reach two-thirds of median hourly pay by October 2024. Employers should note that from April 2024 workers aged 21 to 22 who are currently entitled to be paid at the standard NMW rate, are due to be moved onto the NLW.
New guidance on reasonable adjustments
Acas has published new guidance on making reasonable adjustments for those with mental health conditions, aimed at both employers and employees.
The guidance covers:
• what reasonable adjustments for mental health are
• examples of reasonable adjustments for mental health
• requesting reasonable adjustments for mental health
• responding to reasonable adjustments for mental health requests
• managing employees with reasonable adjustments for mental health
• reviewing policies with mental health in mind. Employers are legally required under the Equality Act 2010 to make reasonable adjustments if they know (or could reasonably be expected to know) that a member of staff is disabled. However, the guidance encourages employers to make adjustments even where there is no disability, and therefore no legal obligation, in order to help staff maintain their mental health and to reduce absences.
The guidance includes suggestions for employees on how to prepare for a meeting with their employer to discuss their mental health and to request reasonable adjustments. It also provides advice for employers on how to respond to a request and agree to reasonable adjustments with the employee. It recommends a trial period and monitoring of any agreed adjustments.
This new Acas guidance is helpful in highlighting what types of adjustments might be appropriate for those with mental health conditions, although the guidance makes it clear that every situation is different and what works for one employee might not work for another.
Turn your business dreams into reality
Having undertaken these courses, I now feel able to move forward with confidence
Claire Jennings,of Claire
Jennings Counselling & Hypnotherapy www.clairejenningstherapy.co.ukFully-funded business support available now in mid and North Essex, covering:
• Finance & debt support
• Advice for start-ups
• Finding further support
• Carbon
• Import/export advice reduction
• Digital skills & e-commerce
To learn more visit: www.tendringdc.gov.uk/north-essex-economic-board
Navigating the challenges of the tourism industry
THE tourism industry is an essential part of the economy and it has been heavily impacted by the pandemic.
The latest survey of the sector from Larking Gowen, a leading accountancy firm in East Anglia, has been released and helps businesses in the industry navigate the challenges they face.
The survey was conducted by Larking Gowen in early 2023 and is aimed at businesses in the tourism sector, including hotels, restaurants, attractions and events companies. The survey received responses from businesses across the region, making it one of the most comprehensive surveys of its kind. The results brochure is full of valuable insights that businesses in the tourism industry can use to help them make informed decisions about their future.
Key findings show there is a real belief that
the sector in the East of England will perform well despite the cost of living crisis affecting them, their staff and, most importantly, their customers. For 2023, 41% of respondents said turnover would be more or substantially more than in 2022, with 35% predicting it would remain the same. However, the bottom line would be affected, with only 27% saying profits would increase in 2023 but with, a not insignificant, 45% saying they would fall.
Marketing spend is often seen as an indicator of the levels of business confidence. The survey showed 40% of businesses would increase their spend from 2022 to 2023. 48% said they would set it at the same level, while 12% would decrease their marketing outlay.
When asked how optimistic they felt about the future of the local tourism economy in 2023, 62% of respondents gave a score of seven or more out of 10, with 10 being extremely optimistic. The figure for 2024 was even more encouraging, with 74% of respondents giving a score of seven or more.
The Tourism Business Survey is an essential resource for businesses in the tourism industry. It offers practical advice and insights based on the experiences of businesses in the sector, making it a valuable tool for anyone looking to navigate the challenges facing the industry. It's packed full of valuable insights and advice that could help you to overcome the challenges facing your business and take advantage of the opportunities that lie ahead.
So, if you're looking to grow your business and succeed in the competitive world of tourism, be sure to check out this invaluable resource. Visit www.tourismsurveys.co.uk to download your copy.
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
The magazine works for you!
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
Salary versus dividend: the debate rages
IAM concerned many business owners or individuals who are directors of their own company may not be aware of recent changes which could impact how they take remuneration by way of a mix of dividend and salary.
For many years, director shareholders in limited companies have often been advised to take a small salary, at a rate to retain access to state pension credits and other benefits, and then supplement their income using dividends. Looking at the individual and the company together, this is a very tax effective route.
As the gap grew between the Personal Allowance for Income Tax and the Primary Threshold, where National Insurance Contributions (NIC) are paid by employees, debate has grown about the most taxefficient level of salary, with most directors
still taking a salary at a level where they don’t pay any contributions but receive the credits.
Many of you will remember the turmoil of the changes to NIC during the 2022/2023 tax year but April 6 2023 saw new rates coming in and hopefully some stability.
The main change going forwards is that the Primary Threshold has been aligned with the Personal Allowance so a salary of £12,570 may now be paid with usually no deductions being made. Depending on the other income of the director, there could be no change to their usual tax liabilities.
However, the level of salary at which a company pays employer’s NIC has remained at £9,100 per year and so, if the salary is increased to £12,570, a liability of £478.86 will arise for the employer.
Although an additional cost on the face of it, the additional Corporation Tax savings will still result in a net saving assuming the dividend is reduced by the same amount. With a Corporation Tax rate of 19%, the savings can be minimal but with the new rules applying for those from April 1 2023 increasing the tax rate for some companies to 25% and, in certain circumstances, an effective tax rate of 26.5%, the savings are greater.
Furthermore, these additional NIC costs
Directors’ remuneration, in respect of salary versus dividend, is providing much food for thought for 2023/24. Dean Wright, of Streets Whittles Chartered Accountants in Colchester and West Mersea, looks at the options.
for the company could be covered by the Employment Allowance thus further increasing the savings.
If eligible, this allowance covers the first £5,000 of employer’s NIC. In order to claim the allowance, the employer must have at least one employee (not the director) or two directors on the payroll so any company with only one director on the payroll is not able to claim the allowance.
There are other factors to take into consideration, such as other income received by the director, but it is worth considering giving yourself a pay rise!
Understanding inquests: what you need to know
INQUESTS are public hearings held in the Coroner’s Court with the purpose of answering four questions: who has died, when did they die, where did they die and how did they die?
During an inquest, the coroner will hear testimony from witnesses and examine any available evidence related to the death, including medical records, police reports, and other relevant documents. The coroner may also order an autopsy
investigation into the events surrounding a death.
At the inquest, the coroner oversees the proceedings and has the authority to determine the format and sequence of the evidence presented. Also, the coroner selects the witnesses that will provide testimony. These witnesses would have previously provided written statements. The coroner will guide each witness through their statement and ask relevant questions that can help establish the cause of death.
During an inquest, the coroner and other interested parties, including family and investigating authorities, can question witnesses, experts, and organisations to determine the facts of the case. The specific questions asked during an inquest circumstances investigation's focus. Some of the typical that may be asked during an inquest include:
When a workplace incident results in the death of an employee, contractor, service user or member of the public, an inquest is conducted to investigate the circumstances of the death. Jamie Hare, who specialises in regulatory law at Tees, provides insight into an inquest and what you could expect if you were part of one.
• what were the circumstances leading up to the death?
• what was the cause of death?
• were there any contributing factors to the death?
• was the death preventable?
• did any regulatory failures or breaches contribute to the death?
• were there any systemic issues or concerns that may have contributed to the death?
• did the organisation or individuals involved take appropriate actions to prevent the death?
• were there any policies or procedures that may have contributed to the death?
• were there any communications or information sharing issues that may have contributed to the death?
• what actions could be taken to prevent similar deaths from occurring in the future?
Although an inquest is not intended to prove blame or liability, it can still result in comments or criticisms from the coroner or other parties that may negatively impact the business or individual.
However, if an inquest determines individuals or organisations have breached regulatory requirements or acted negligently or recklessly, they could face legal action or
enforcement measures.
Ultimately, the aim of an inquest is to improve safety and prevent future incidents rather than to assign blame or seek punishment.
An inquest could take a few days, several months or even longer in some cases. The length of an inquest can vary depending on a number of factors, such as the complexity of the case, the number of witnesses and evidence to be considered and the workload of the coroner's office or other regulatory bodies.
It is not necessary to have a lawyer represent you at an inquest, but it is generally advisable to seek legal advice and support, particularly if you have concerns about the inquest process or the potential implications of the investigation.
A lawyer can provide guidance on your rights and obligations, help you to prepare for the inquest and represent your interests during the proceedings. They can also help you to navigate any legal or procedural issues that may arise and ensure you are well-informed, wellprepared and well-supported throughout the process.
At Tees, our team of regulatory lawyers can assist you in understanding the nature of the inquest, the possible implications for your business and the steps you may want to consider taking to protect your interests.
Small business - big skills
time is their biggest constraint and not necessarily money.
In fact, recent research by the Federation of Small Businesses (FSB) found 78% of small businesses have experienced recruitment difficulties in the past 12 months.
Furthermore, 40% of small business in the East of England say appropriately skilled staff is one of the greatest perceived barriers to growth over the coming 12 months.
That’s why FSB has launched an online skills hub with a range of free resources from industry experts, accessible and free to all small businesses.
From busting apprenticeship myths to helping with the recruitment process, the skills hub features guidance from FSB with the support of leading organisations such as the Department of Education, UCAS, The Careers & Enterprise Company and more.
It also has guidance on how to engage with local education providers, work-based learning like T Levels, and engaging effectively with students.
Training can sometimes be perceived as an expensive ‘nice-to-have’ by businesses, especially those with tight resource constraints. Interestingly, many members in Essex report
Training and development can often be deprioritised when planning how to grow a business. However, as well as looking to the next generation of talent, retraining and upskilling existing employees can help to bridge skills gaps in a business.
The skills of business owners and their staff are central to running and growing a successful business. Aside from the more tangible benefits of learning new skills, such as the development of new products or technologies, training improves business competitiveness, efficiency, and longer-term effectiveness.
Whether it’s Continuous Professional Development (CPD) or health and safety compliance courses, businesses offering training often see increased employee engagement, improved retention, and a competitive edge in the market.
Putting a plan in place to identify training needs and skills gaps to operate efficiently and grow is the first step to finding the right training opportunities.
FSB has recently launched a new training offer to support its members, bringing small businesses and the self-employed hundreds of discounted certified courses.
The new e-Learning platform offers more than 685 CPD accredited training courses, taking from a few hours to several days to complete, across all major business sectors. These include
FARMING AND AGRICULTURAL LAW SPECIALISTS
Our Rural Affairs team provide expert practical advice to clients in the rural and farming sector, working to meet clients needs in a timely and professional manner
food safety, health and safety, animal care, hair and beauty, care and many more.
Some may be a mandatory requirement for business/employee compliance, whereas others can assist business owners in the day-to-day running of their business.
Let’s close the skills gap for small businesses together…
Find out more:
• Skills Hubs: https://www.fsb.org.uk/ knowledge/fsb-infohub/small-businessbig-skills.html
• FSB Training: https://www.fsb.org.uk/ join-us/membership/fsb-memberbenefits/fsb-training.html
• Full course list: https://www.fsb.org.uk/ resources-page/fsb-training-course-list.html
AS the UK faces skills gaps and a labour shortage, hiring the right people and developing skills in your small business can be challenging.
Applying our expertise to commercial shading solutions
Steven Baisden, Director of Wickford-based JB Commercial Shadings, explains the advent of this exciting development to a long-established family business.
Having built a sterling reputation for what we do, invested in our own manufacturing department, assembled an amazing team around us and with our decades in the window dressing industry, our company has now established a brand-new division of the business dedicated to window shading solutions for your commercial environment.
We have been installing our product into commercial properties such as schools, factories, warehouses, developments, show homes,
community halls and offices across Essex and into London over the years, so this next evolution for the business, kind of makes sense to us.
With our own in-house manufacturing department, we have everything we need to build blinds for our commercial clients and that’s why, this year we launched JB Commercial Shadings.
But it is not just blinds we use to find shading solutions. Our curtain team manager has more than 30 years experience in this industry and our makers even more, giving our team huge amounts of knowledge, from which our clients will benefit.
We have two class-leading partners with Louvolite, our preferred supplier for all our blind components and Silent Gliss our preferred curtain track supplier, both of whom have proved themselves to be innovative and technically superior manufacturers.
It’s not just our knowledge, expertise, dedication, superior partners, innovation and class leading manufacturing that make us stand out. Each member of our team attends regular training at Louvolite's HQ and it is this relationship that has underpinned our reputation for technical excellence.
Consultancy is what we start our relationships off with and right from the outset you will have a dedicated point of contact within our team. The personal touch is fundamental to our approach to client relations.
Through the course of an introductory meeting, we aim to familiarise ourselves with the business environment, understand the requirements of the shading solution from a technical perspective and to share aesthetic options that meet those requirements. This meeting is a precursor to the survey team's visit to measure up for manufacture and installation.
Recently we had a client come to us with a request that seemed straightforward but, following consulting, there were parameters that hindered our ‘straightforward’ solution. So, we built a test rig, the same dimensions and restrictions we were faced with on-site and developed three different prototypes, demonstrating what would be the best solution for their needs.
Our strength is our people. Their professionalism sees the business achieve at least a 70% repeat and referral rate each and every month. Technical expertise is supplemented by a personable approach that makes our team exceptional people to work with.
It is with dedication, honesty and development we build relationships with our customers.
Shading Solutions
Employee Ownership Trusts (EOTs) – a great tool for successionmanaged
EMPLOYEE Ownership
Trusts have been around for a considerable time, yet they are only now gaining traction as a viable vehicle that allows owners of a company or a limited liability partnership (LLP) to exit in a managed way over a period of time.
An EOT can be a good option in situations where the next level of management is not quite ready to take over but the owners wish to plan for their own exit.
Quite often the routes to exit considered by owners include a trade sale, a sale to private equity or a management buy out (MBO). These can be inappropriate or unappealing – the business might be unique, making a purchase by a competitor unlikely; the owners might not want to become part of a larger organisation; an MBO requires staff to obtain equity capital and take on risk; or the business might not be of a size where an initial public offering (IPO) is an option. An alternative option that allows owners to retain a degree of control, incentivise staff and allow a phased transition while being tax free (other than Stamp Duty), is a great alternative.
There are certain regulatory requirements that need to be met and there are potential tax traps for the unwary, but all of these can be managed within the documentation and with
advice from lawyers, accountants and other EOT specialists. And compared to a more conventional disposal, the professional fees will be considerably lower.
Key requirements
• The business must be a trading company (so an LLP would need to be transferred to a company – which could be done without any tax consequences – before implementing the EOT).
• In the 10 years prior to sale and at any time afterwards, the number of ‘participators’ cannot exceed 40% of the total number of employees of the company. Owner directors will typically be the participators.
• The trustees of the EOT must meet the controlling interest requirements.
limited liability partnership
• The EOT must apply the settlement of any capital or income to all eligible employees on the same terms. Any owner who held or was entitled to acquire 5% or more of the company’s share capital would be excluded. ‘Same terms’ does not mean all eligible employees must receive the same, but that the same criteria is applied to calculating an employee’s entitlement – hours worked, length of service or remuneration.
• An owner cannot claim relief on any related disposal: no capital gains tax (CGT) is payable on the first disposal of shares to an EOT but will be payable on subsequent disposals.
• The EOT must not overpay for the shares in the company. Overpayment would be a breach of the trustees’ duties and any overpayment would likely give rise to an employee related securities income tax charge on the amount above market value.
Process
The starting point will be to take tax advice on using an EOT and obtain a robust valuation of the company. If you decide to proceed, the first steps will be to apply for tax clearance to ensure the share disposal is exempt from CGT and to appoint solicitors who will be able to prepare the necessary documentation for you. A specialist solicitor will ensure the documentation produced provides you with the appropriate protections, which, if followed, will ensure the success of the EOT and compliance with the regulatory conditions. They can also help to keep arrangements to the minimum required to ensure an effective scheme that still protects the owners and the trustees. For example, articles that discuss EOTs often refer to employee councils but in many situations these will not be appropriate.
For further advice and assistance in relation to EOTs, please give me a call.
The power of charity partnerships
BEING involved in a local charity partnership is a fantastic way for your business to give back to the community in which you live and work.
Charity partnerships can offer a lot of benefits for businesses and can create a positive impact with or without any financial commitment.
One way for your business to get involved with a charity is by donating time and skills. At Accuro, we recently needed to move some furniture in our main offices to create more space for club activities and increase desk capacity. Local removal company, Perrys, stepped in, and the move was completed quickly and efficiently in just a couple of hours. By providing their time and skills, Perrys has enabled the charity to operate more
efficiently and with minimal disruption.
Other ways to donate time and skills could be to design promotional materials or offer printing for event posters and flyers. A venue could offer to host a charity event, or a copywriter could help to create content for a website. Businesses could also donate items such as office supplies, items for project activities or donations for charity raffles and auctions.
Charities and businesses can work together to promote each other, creating positive media coverage and a social media buzz. Many people want to work for a charity that can demonstrate a commitment to social responsibility, increasing employee engagement and
retention. Customers may be more likely to remain loyal, building a positive reputation for businesses.
Of course, financial contributions through charitable donations and sponsorship opportunities make a huge difference, particularly for local charities like Accuro – a charity that provides support for children and adults with a disability, and their families. Choosing a charity to support that aligns with your company’s values and goals is important and can create a synergy, increasing brand awareness and recognition for both partners. A local charity partnership can be a winning combination, lasting for years.
Accuro empowers people with a disability to feel less isolated, more confident, independent, happy and fulfilled. The charity also provides vital respite for families and carers which can
be the difference between families being able to cope with care responsibilities and being in crisis. We are a small charity making a big impact. One of our parents has said ‘Accuro is a lifeline to being accepted in life’.
If you are reflecting on your company’s core values and want to make a difference, why not consider a partnership with a local charity and start making a difference and seeing the benefits today.
If your core values align with inclusion, respect, acceptance, and integrity then I would like to talk to you. You have the power to change lives. See my details below.
Sue Fishpool, Fundraising Manager, Accuro, 07593 622153,www.accuro.org.uk
Directors: beware of insolvency backlash
WHEN a company enters a formal insolvency process, liquidation or administration, the appointed liquidator or the Official Receiver will investigate the reasons as to why the company has failed.
Part of that investigation will include a review of the transactions that were entered into by the company before the commencement of the insolvency and the Insolvency Act 1986 contains provisions allowing a liquidator to challenge those transactions. The liquidator will also investigate the directors’ conduct leading up to the demise of the company. There are a number of claims that can be brought against directors.
A transaction at an undervalue, often abbreviated to a TUV, occurs when the company transferred an asset to another
party for no consideration or for consideration less than the market value of that asset. The criteria for such a transaction to be classed as a TUV is the company must have been insolvent at the time of the transaction or become insolvent as a result of it, or the transaction must have taken place within the two-year period before the onset of the insolvency.
A Preference Payment is, as indicated by its name, a payment to a creditor placing it in a better position than it would otherwise have been on the company’s insolvency if all creditors had been treated equally; in other words, that creditor is being favoured by the company. Upon liquidation of the company, the liquidator can bring a claim against the favoured creditor for a refund of any monies received. The criteria for such a claim is the company must have desired to prefer this particular creditor (however, note that desire can be presumed where the transaction was with a ‘connected person’) or, as with TUVs, the company must have been insolvent at the time of the transaction or become insolvent as a result.
Wrongful trading was amended to protect directors from falling foul of continuing to trade whilst insolvent particularly as the support for businesses was available to assist companies that were struggling. However, with restrictions being lifted, wrongful trading is now an offence that can be committed by directors if they continue to trade a company
in the knowledge that that company could not imminently avoid insolvency. It is not just limited to directors’ actual knowledge; it extends to when the directors ought to have known that an insolvent liquidation was unavoidable. If a liquidator can establish that wrongful trading has occurred, then directors can find themselves facing a claim brought by the liquidator. If there is evidence of such conduct, then those directors can be found personally liable for the losses incurred by the company from the date they ought to have known the company could not avoid an insolvent liquidation up to the date of insolvency.
Transactions defrauding creditors is a serious offence and extends to bankruptcies as well as companies. The provisions in the Insolvency Act 1986 are similar to those of a TUV with the significant exception being that there is no time limit attached to these transactions and it must be proven the directors intended to place assets out of reach of the creditors. The aim of the provision is to prevent companies from disposing of assets to the detriment of its creditors. If successful, the transaction will be void and the assets returned to the company.
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you need it.
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Whether you’re a large organisation or an individual, our experts take the time to get to know you, your business and your long-term goals.
Auctions become a favourite alternative
Sudbury Shalford Clacton
SIMILAR to many industries during the past 15 months, the auction world has learnt to adapt and has continued selling properties to cash buyers despite not being able to hold the traditional auction in a busy hotel room/ function suite.
The upside to the on-line live streaming is that buyers from further afield can now bid at auctions without the need to travel to the venue, as was the case in the past.
Selling property by auction has been an alternative method for more than 40 years.There has often been misconception with
this process as many sellers felt auctions were only appropriate if the property had structural damage, needed major refurbishment or had been repossessed.They considered it was the most suitable route for properties that were unmortgageable. During the past ten years, it has been proven that the process can be the best route of sale for many different scenarios and is of particular interest to those wishing to sell a wide range of different property assets.
These include various property types such as greenbelt land, tenanted properties, open sites or land for development, with or without planning consent, HMOs (houses of multiply occupancy) and lock-up garages. This wide range includes both commercial and residential properties, whether vacant or being sold as an investment
with a rental income. If an auction catalogue has a selection of different kinds of opportunities, then a broad range of buyers often come running and this could include private individuals, investment companies, builders and developers and those perhaps just wanting to try their luck on buying a vacant property that gives them a project to really get stuck into. Another misconception is that the for-sale price is sometimes low via the auction route.This has certainly proved not to be the case in recent years.There are many examples where a property is sold by auction for a much higher price than ever expected and certainly at prices
Mike Gray is Managing Director of leading south Essex estate agency and auctioneers, Dedman Gray. Here he looks at how property auctions have flourished during the Covid pandemic and why auctions might be a very viable option to the conventional rote when selling your property.
that would not necessarily be achieved if the property had been sold in the traditional way by private treaty.Auctioneers can offer further advice and guidance as to how and why this sometimes happens.
One thing for sure is that not all properties are best sold by auction but, for the right ones, it really can prove to be the most satisfying outcome delivering a strong price and within a short time scale.
IMPRESSIVE PROPERTY AUCTION IN ESSEX
Great Wakering Leigh-on-Sea Southend on Sea Westcliff on Sea
Mike Gray is delighted to announce that our July auction was one of the biggest auctions ever held in Essex. with many lots selling for much higher than the guide prices.
If you are looking to sell land, investments, vacant or occupied commercial or residential properties, garages and much more – contact our auction team on 01702 311010.
New sponsorship deals announced at Billericay Town Football Club
BILLERICAY Town Women
Football Club is launching a brand new sponsorship opportunity in conjunction with the start of their new season. The team closed last season as the best and highest ranking women’s team in the county.
Thanks to the Lionesses’ win at UEFA Women’s Euro last year, women’s football has received more attention and media coverage than ever before and with this year’s FIFA Women’s World Cup rapidly approaching, it’s a trend Greg Lake and Kim Coster of Billericay Town Women FC hope will continue.
Kim Coster, General Manager at Billericay Town Women FC, said: “We’re proud of what we’ve achieved so far. We’re aiming for the championships this season and to do that we realise we need to do things differently. Aiming for the next level and the Super League beyond the Championships requires us to build a strong foundation, putting the infrastructure in place to really support our Women’s First Team without losing sight of
nurturing talent from our Wildcats (5+ year olds) all the way up to our 16 year olds, First Team and Reserves.”
Greg Lake, Owner and Chairman of Billericay Town FC Women and Girls said: “I’m very conscious that historically football clubs’ boards and management teams tend to be male-dominated and that’s something we’re hoping to change. We’re determined to take a fresh approach and this starts with us launching new options to support women and girls at our club.
“We will still have a traditional corporate sponsorship package available but we’re also creating a collaborative community, a membership circle of 50 influential business women who are committed to empowering women and girls in football and beyond. We’re looking for female leaders who want to make a difference in people’s lives. That might involve mentoring, helping develop a route into coaching for retired players, promoting the club as a positive and inclusive safe place, ensuring team players have access to medical and nutrition services and support with their health, mindset and wellbeing.
Ultimately, we want women to share their vision, acumen and influence in shaping our club.
“We’re entering a new wave of women’s football,” Greg continues, “where more and more fans are feeling connected to the sport and are supporting their local teams. Football itself is such a social game and women seem to have a natural affinity for community and strong social groups - our new Wave Makers circle will be a powerful place for leading business women to network with likeminded decisive and inspirational business women in a social setting.”
The Wave Makers membership will include access to exclusive networking events, high profile speakers’ dinners, opportunities and experiences. Annual membership starts from £1,000 a year and potential Wave Makers must have a genuine interest in women’s football and either reside in or have a strong connection to Essex. To find out more please visit www.WeAreWaveMakers.uk To find out about the other corporate sponsorship opportunities available, please email Greg at GL@billericaytownfc.co.uk
Paving the way for ambitious women
AMBITIOUS Women in Essex is an initiative run by Essex County Council, a growing community which supports and celebrates women business owners and those progressing their careers to grow the Essex economy.
The Alison Rose Review of Female Entrepreneurship, which was first published in 2020, stated £250bn could be added to the UK economy if women matched men in starting and scaling businesses. During its latest review in March 2023, it reported that in 2022 more new businesses led by women were founded than ever before, so now is a great time to join the revolution.
You can join the Ambitious Women in Essex community via Linked In, Instagram or via monthly newsletter to get access to articles, news of funding opportunities and other support, as well as details of the latest Ambitious Women events.
Ambitious Women in Essex holds regular networking events across Essex which are a great opportunity to meet like-minded individuals and are often a source of collaborative discussions between attendees.
Part of the community’s mission is to collaborate with and support as many Essex organisations as possible, in order to promote the county’s diverse range of businesses and to help support the Essex economy.
An exciting collaboration has just been announced which will see Ambitious Women hosting a
joint event alongside Billericay Town Football Club, to be held at the ground, as the club launches its Wavemakers programme. This networking event, to be held on June 21, will feature guest speakers, Kim Coster from Billericay FC to discuss the Wavemakers programme as well as local entrepreneur, Vanessa Vallely OBE, who will be sharing her successful career journey.
Ambitious Women in Essex is proud to support Billericay FC in its own ambitions to make the club a haven for talented women both on and off the pitch and to inspire the next generation of ambitious women in Billericay. This event is also supported by Basildon District Council, which will be in attendance on the day. You can sign up to attend the event on Eventbrite here Ambitious Women in Essex Networking -
Billericay 21 June 2023 Tickets, Wed 21 Jun 2023 at 12:00 | Eventbrite
Ambitious Women in Essex will soon be announcing its 2023/24 plans, with support in the shape of workshops and course offerings, as well as free webinars. Join this thriving free community today and make your mark as an Ambitious Woman in Essex.
Email: Ambitiouswomen@ essex.gov.uk
Newsletter sign up: https:// pages.news.essex.gov.uk/ pages/business
Linked In: https://www. linkedin.com/showcase/ ambitious-women-in-essex/
Instagram: https:// www.instagram.com/ ambitiouswomeninessex/
Nightingale Care Bursary – supporting adult social care in Essex
THE care sector is one of the largest employers in Essex, employing 35,000 people, and is a crucial part of the health and care system in Essex, helping to support vulnerable adults across Essex.
The adult social care sector faces growing demand from demographic growth and from post-pandemic pent-up demand, and also faces competition from other economic sectors in Essex. As a result, there are significant vacancies in the sector and challenges around recruitment and retention and around meeting demand. As examples:
• only 14% of the care workforce in Essex hold a level 3 qualification (17% nationally)
• Essex staff turnover within the sector is 25.9%
• 28% of the whole workforce aged 55 or above
• 28% of the Essex workforce are on zero hours contracts, compared to 24% nationally
• the average age of a care manager is 47.
The Nightingale Care Bursary (NCB) was launched in July 2020 to help address some of the skills gaps that exist within the health and care workforce, as well as supporting people to gain qualifications and enter (and remain in) employment. It was designed to recognise the vital work of the care sector and provide its staff with accessible and accredited training opportunities that would improve quality of care, upskill workforces and instil a sense of value and recognition within the workforce. The NCB is open to all health and care workers in Essex as well as those seeking employment within the sector.
To date, the NCB has supported in excess of 200 existing staff to achieve a qualification, with an additional 60 people starting an apprenticeship in an HSC-related programme or within an HSC setting. More than 50 domiciliary care providers and 70 residential care providers have benefitted from Nightingale funding which is supporting them to develop their workforces and improve quality of care.
The NCB is funded until December 2025 by Essex County Council and managed and delivered by ACL Essex.
Developing this project and seeing it gain
Green Skills for Leaders and Managers
The Government’s Net Zero Strategy: Build Back Greener sets out policies and proposals for decarbonising all sectors of the UK economy to meet its Net Zero target by 2050.
‘Sustainability, Carbon Literacy, and how to plan for Net Zero’ has been designed to assist organisations wishing to start their own green journey alongside those needing to build on work already in progress.
Get ahead and gain skills for the future
The course covers the following subject areas:
• Sustainability, Carbon Literacy and Net Zero
• Biodiversity
• Energy
• Circular Economy and Waste
• Transport
Want to know more?
• Procurement
• Legislation, Regulation and Policy
• Offsetting
• Business
• Embedding
If you would like to find out more about sustainability and renewables training, our team will work with you to assess your business needs and find the most suitable options for you. Tel: 01206 712727 Email: business.solutions@colchester.ac.uk Home colchester.ac.uk/cibs
momentum during the past couple of years has been amazing. Our delivery teams have been committed to supporting the sector especially during what have been some incredibly challenging times.
We’re now starting to see the benefits of everyone’s hard work, especially from those who are working in the sector whilst completing their studies.
The feedback has been really positive, with so many workers talking about their desire to continue learning and working their way up to more senior roles within their organisation or exploring pathways into nursing and management.
We're developing new teaching spaces to allow the delivery of crucial new skills in heat pumps, electric vehicles and renewable energy
AI creatingmore jobs than it is replacing
PROFESSOR
Mohammad Ali joins ARU from the University of East London (UEL), where he held the role of Dean of the Royal Docks School of Business and Law and led on the creation of a new academic strategy.
Professor Ali has previously held leadership roles at Coventry University and Buckinghamshire New University, and is an elected Council member of the Chartered Association of Business Schools.
Professor Ali’s research focuses on business forecasting and supply chains, building on his previous professional experience in the automotive industry, having spent several years working first as a consultant engineer and then in supply chain management at AGTL, which manufactures Fiat - New Holland vehicles.
Professor Ali said: “I am extremely proud to be taking on this vitally important role at such an innovative university. The university’s enterprising spirit, can-do attitude and impactful research has resulted in ARU being ranked as one of the top 350 universities in the world.
“I look forward to being part of the ARU journey to continue to make a huge difference in the lives of our students and to industries and communities, both globally and in the regions that we serve.”
The ubiquitous issue of skills shortages never takes long to surface when talking about how education and business can work productively in tandem, and Professor Ali has strong views on the road of travel.
“Whilst there are immediate pressing needs to address, we must also have an eye on the future,” he said. “A recent report by Dell Tech suggested 85% of job titles we’ll have in the year 2030 don’t even exist yet. This demonstrates just how amazing is the pace of change we are experiencing.
“AI (artificial intelligence) will replace many jobs but, again, according to the Future of Jobs report by the World Economic Forum, AI will actually create more jobs than it will replace, which is encouraging news. What we need to focus on is those jobs in the future which will continue to require human skills such as creativity, resilience and the ability to work in diverse backgrounds – but alongside this we need to be very aware of the human/machine interaction and look at how we can utilise and exploit AI. At UEL, we
A PROFESSOR with expertise in the higher education and automotive sectors has joined Anglia Ruskin University (ARU) as Pro Vice Chancellor and Dean – and has ambitious plans to improve education/ business links to help tackle skills shortages.
became the first business school in the country to make cloud computing a mandatory part of some of our business courses.”
He believes there are currently pockets of good practice between education and business, such as KTPs (Knowledge Transfer Partnerships) but plenty of room for improvement.
“Key is developing a clear strategy whereby people from industry know how to get into what can still be seen as the ivory towers of a university. Businesspeople who want to get involved with universities and offer their knowledge and experience should have an easy route to do so. For example, at UEL we devised a menu of choices for businesspeople who wanted to get involved which made it clear how they could get involved, in terms of what they could offer and time involved. It proved to be a very good tool, both for expectations management but also for people from industry to feel they were doing something concrete,” said Professor Ali.
ARU currently has a legal clinic which is run in association with local businesses and accessible to the community and plans are in place to add a tax and accountancy clinic and a business clinic. “Such centres
have a Quadruple Helix approach by benefitting the university, students, industry and the local community, so everybody wins,” added Professor Ali.
There is much work to be done and areas to be prioritisedsuch as the establishment of advisory boards, formalising education/business relationships, developing fintechs, growing community involvement and expanding KTPs – but Professor Ali is enthusiastic and confident that major strides can be taken on the journey involving higher education providing industry with the skilled people it needs now and in the future.
Professor Roderick Watkins, Vice Chancellor of Anglia Ruskin University (ARU), said: “I am delighted to welcome Professor Ali to ARU. His significant experience in industry and higher education leadership will be invaluable to our work building partnerships with businesses across the region and ensuring our students are equipped with the knowledge they need to succeed beyond graduation.”
In no more than 100 words, detail your career to date...
I started at the family business in 1998. The business was a full servicing advertising agency specialising in radio, newspaper and tv. Print was outsourced but it was difficult to control price, lead time and quality, so we brought it in-house, and I oversaw all elements from sales to production. Selling to existing clients was an easy add-on so, as demand grew, so did our staffing and production capabilities to the point where, in 2004, we bought our first UV DTM printer. Dad was a fantastic mentor and taught me a huge amount about costing, selling, managing and financials through the years so when my parents retired in 2022, I took over as Group MD.
Childhood career ambition…
I have a passion for cooking, especially BBQ. I always wanted to be a chef and had a parttime job as a butcher’s assistant whilst at school which I was really interested in.
Best piece of career advice you’ve given…
If you say you are going to do something, do it! Don’t let people down.
Best piece of career advice you’ve received…
Treat everyone how you wish to be treated as you never know whether you might encounter that person again in the future. There have recently been articles in industry publications noting candidates applying for jobs have had interviews terminated early because the person interviewing them had posed as the receptionist beforehand and been spoken to rudely or the person you might have had an argument in a public car park about a space turns out to be your interviewer. It costs
Revealed
The column which proves you can mix business with pleasure, with Graham Pitts, Managing Director at KGK Genix, a large format print production company with premises in Harlow.
nothing to be nice – people buy people first! Your two perfect dinner guests, one business, one pleasure…
Alan Sugar is an obvious choice for me. He would be able to give me valuable business advice without any nonsense! My dad’s father died when I was very young. I’d love to be able to spend an evening chatting with him over a nice meal.
The secret of running a successful business is…
Looking after your colleagues both financially and by offering support. When you grow to a certain size you are not able to do everything yourself. Being able to rely on others is paramount. However, if you don’t look after the people within your business, it is unlikely they will give their best for the business and may instead do what is best for themselves, which can hinder growth and cause divides within the business.
If you weren’t in your current profession, what might you likely be…
As mentioned above, I would probably be a chef.
If you had a magic wand and could change one thing in business, it would be…
We currently have three sites - production in Herts & Essex and an office in London. If I could magically move everyone’s residential property to the same geographical location to enable us all to be under same roof that
would be a dream. Communicating with colleagues spread across three locations can be challenging at times.
Hobbies/interests…
Cooking, eating out, drinking gin! I also enjoy walking my dog through the fields near my house with my family.
Favourite ever book/TV programme/ film/meal/country visited….
I have too many favourite films to name just one. Top three would be The Shawshank Redemption (for the storyline), Catch Me If You Can (because it is based on a true story – how amazing!) and The Sixth Sense (because who wasn’t shocked by that ending!).
Tell us something about you that might surprise people…
I have a virtual reality racing simulator in my ‘man cave’ that I use to compete in online ‘drifting’ competitions with other sim racers all round the world… and I’m pretty good at it!
If I ruled the world, the first thing I’d do is…
This question is the one that I pondered most over!
There are so many things I’d change but to avoid being political or cliché - I would ban social media influencers from earning millions as I honestly believe they are setting unrealistic expectations for the younger generations with regards to their career choices and appearance. Being the father of three teenage daughters, it is concerning just how much they idolise these people and their behaviour.
Top safety award for Horizon Construction
HORIZON Construction, based in Colchester, has fought off stiff international competition to scoop a prestigious RoSPA Award, demonstrating its commitment to health and safety excellence.
Horizon Construction won a Silver Award in the construction
industry sector category, demonstrating its dedication to ensuring all personnel in its construction operations get home safely at the end of every working day.
The RoSPA Health and Safety Awards is the largest occupational health and safety awards programme in the UK. Now into its 67th year, the Awards have almost 2,000 entries every year, covering nearly 50 countries and a reach of over seven million
employees. The programme recognises organisations’ commitment to continuous improvement in the prevention of accidents and ill health at work.
Phil Holding, Horizon Construction's Managing Director, said: "The achievement and recognition by RoSPA of our Health and Safety practices are crucial in ensuring we are upto-date and implementing the latest methods in safeguarding our employees and people
working on our construction sites. We continuously invest in health and safety and benefit from our in-house HSQE department to develop our culture.
“The health, safety and wellbeing of our people are at the forefront of everything we do. This also demonstrates to our clients, along with the use of other industry-recognised frameworks such as ISO, that we have everyone's best interests in mind and aspire to be a leader in our field for highquality construction practices. This achievement does not occur without an unwavering commitment from our team, so I would like to pay particular thanks to our team for their hard work."
Five ways to stay fit and healthy with a hectic work schedule
But whether you are a thrusting boss or an aspiring employee, keeping physically fit is generally accepted to be good for work performance and productivity. So here are a few practical tips to stay fit and healthy during a busy work week.
Change your commute:
while it may seem like taking just a few steps to your car and driving to work will save you more time in the day than walking, it’s not as practical as it may sound. When working an office job where you remain sedentary for a large portion of the day, doing so means you’ve incorporated no physical activity into your daily routine, therefore you’ll have to add more time onto your day by exercising before or after work. However, if you spend 15 minutes walking to work and another 15 minutes walking back based on a five-day work week, you will meet the recommended target of 150 minutes of moderate exercise each week. You can also adapt your morning route even if you take public transport by perhaps choosing a bus stop or train station which is slightly further from your home to get some more steps in.
Consider home workouts:
to save time waiting around in the gym at peak times for machines to be free, as well as travelling there and back if your gym isn’t close by, you can dedicate a specific area in your home for workouts. Whether you do so in your garage or even if you utilise some space in your living room, make sure the area you choose has enough space for an exercise mat. If weight training is your go-to workout, invest in dumbbells or kettlebells to replace the machines you may use in the
gym – this is much more beneficial for your physical health too, as free weights help develop strength by incorporating more muscles. Alternatively, if cardio is your priority, incorporate exercises like burpees, squat jumps, and jumping jacks into your routine or even opt for an outdoor run if the weather is on your side. Not to mention, switching to home workouts will save you splurging on a gym membership.
Create a workout schedule:
when it comes to your job, you can familiarise yourself with your routine and therefore can prepare yourself for the day ahead – and this is possible with exercising. Evaluate which days work best for you and stick to this so that, like work, you become comfortable with the routine and prevent making excuses to skip the workout. By
While it’s suggested to do 150 minutes of moderate exercises each week, it’s recommended to exercise for around 75 minutes a week if you partake in vigorous activities like running or cycling – so you can opt for a workout on a Saturday morning to feel energised for the weekend and designate just one other day of the week to meet the suggested exercise guidelines.
Cook your meals ahead:
staying fit and healthy isn’t only about physical activity – it’s also down to what you eat. It can feel overwhelming sticking to diets and finding the time to cook when you have a busy schedule during the week, so meal prepping will keep you from spending too much time in the kitchen every night. Cook several portions of food for the week at once instead of just making one meal every night – you can usually leave meals in the fridge up to four days, so you can use the opportunity to have your work lunches prepared as well as being able to eat straight after a workout on an evening to ensure you
Keep
your gym clothing handy:
if you head home after work to get changed into your gym gear ready for a workout, you take the risk of becoming too comfortable and making excuses to not go back out again – so keeping your exercise clothing on you will not only save that trip home, it will also give you some motivation. Keep a bag with you that contains clothes, shoes, a water bottle as well as any equipment you may need. Whether you finish work earlier than expected, or even if you have half an hour free during lunch, doing so will make you more available to workouts whenever you find yourself free as you cut out the time it takes to get yourself ready at home.
A HECTIC work schedule can often mean other parts of our lives our pushed to the side. Many people find it challenging to have a positive work-life balance, often not being able to find the time to stay fit and eat well.
Fire Safety (England) Regulations 2022
The Fire Safety (England) Regulations 2022 have been introduced as a result of the recommendations from the Grenfell Tower Inquiry Phase 1 report. The new Regulations require ‘responsible persons’ of residential buildings to identify and communicate fire risk information to your fire and rescue service.
Electrical Fire Safety
Fires in the workplace can have a devastating effect on businesses through loss of working hours, stock, property and potential injury or loss of life.
In 2022, Essex County Fire and Rescue Service attended 385 fires at comercial buildings in Essex. 122 of these fires (32%) were caused by an electrical appliance or supply.
Follow our simple tips to reduce the risk of avoidable electrical fires at your workplace:
• Include electrical fire safety in your risk assessment
• Ensure electrical equipment is installed and maintained by a competent person
• If in any doubt over the safety of your electrics/electrical items, seek immediate advice from a qualification electrian
• Use the correct fuse rating, and don’t overload your plug sockets
• Complete regular visual inspections to look for overloading, overheating cables, defective wiring and equipment, bunched or coiled cables or impaired cooling fans
• Fixed Wire Testing - you have a legal duty under the Regulatory Reform (Fire Safety) Order 2005 to ensure all facilities, equipment and devices are subject to a suitable system of maintenance and are maintained in an efficient state, in efficient working order and in good repair.
• Portable Appliance Test (PAT) - must be carried out by a competent person under HSE guidance.
The importance of adult learning
It's also about personal growth and enrichment. Whether you're interested in accounting, construction, English and maths, teacher training, IT and digital, there are countless opportunities for lifelong learning.
a new language, mastering a new skill, or reading more books, setting clear goals can help you stay motivated and on track.
First and foremost, adult learning allows us to stay competitive in the workforce. As technology advances and industries evolve, we must stay current with the latest trends and skills. Investing in education can improve our job prospects and increase our earning potential. But adult learning isn't just about professional development.
Exploring new subjects and ideas can expand our horizons and help us better understand the world. Of course, the benefits of adult learning extend far beyond the individual. Investing in education can improve our communities and society as a whole. By sharing our knowledge and skills with others, we can inspire and empower those around us. So how can we make adult learning a priority in our busy lives?
Here are a few tips:
1. Set goals: whether learning
2. Find a community: joining a class, workshop, or online community can help you connect with others who share your interests and provide a supportive learning environment.
3. Embrace technology: with so many online resources, there's never been a better time to learn something new. There are countless ways to expand your knowledge from the comfort of your home, from online courses to podcasts and webinars.
4. Make time: it's easy to get caught up in the demands of daily life,
Chelmsford College unveils new purposebuilt construction facility
CHELMSFORD College has celebrated the launch of its new purpose-built construction facility, which Chelmsford MP Vicky Ford officially opened.
Aiming to launch the careers of aspiring construction professionals, this facility provides resources and equipment to support the education and training of learners and apprentices.
Funded by South East Local Enterprise Partnership (SELEP), Chelmsford College's Centre for Built Environment and Sustainable Technologies (BEST) is located at its Princes Road Campus and features cutting-
edge workshops for trade and technical construction.
Its workshops enable the design, construction and operation of low-carbon building technology and effectively use these technologies to meet the required demand for growth in this SELEP priority sector.
SELEP's key priorities include increasing construction apprenticeships and industryrelevant qualifications. Chelmsford College works hard to continually equip learners with the required skills to meet the needs of local infrastructure projects.
The college has just launched the new technical Level (T Level) in Design, Surveying and Planning in Construction, which will support this ambition.
The BEST Centre will also support the Government's Industrial Strategy - Building a Britain Fit for the Future, establishing a technical education system which rivals the best in the world to stand alongside our world-class higher education system.
Chelmsford College's rationale has always been to inspire future generations. The college wants its learners to become aware of and adopt innovative technologies, materials, methods, and green skills.
There is a real focus on digital technology to promote higher-level skills, including a dedicated computer-aided laboratory, virtual/augmented reality, rapid prototyping and 3D printing. These new
but it's essential to prioritise your education whether carving out time in your schedule or finding creative ways to learn on the go, making time for adult learning is vital.
In conclusion, adult learning is essential for personal and professional growth and for the betterment of society. By setting goals, finding a community such as Chelmsford College, embracing technology, and making time, we can all become lifelong learners and continue to grow and thrive.
and exciting facilities aim to support advanced construction and engineering learners.
SimonDrane, Director of Curriculum at Chelmsford College's Princes Road campus, said: "We want the best for our students. We want them to understand and appreciate the skills and training valuable to employers before they leave college. In this way, they will be ready to contribute to the workforce and apply their skills to deliver a more sustainable way of building in the future."
If you want further information about Chelmsford College, visit www.chelmsford.ac.uk
AS adults, we are constantly learning and growing. Whether it's learning a new skill, staying up to date with industry trends, or simply expanding our knowledge, there are countless reasons why adult learning is essential.Sarah Hamilton, Director of Business Services at Chelmsford College, shares thoughts on the importance of adult learning. David Warnes, Principal of Chelmsford College, Vicky Ford MP for Chelmsford, Adam Bryan CEO of SELEP.
Future looking up for SouthendLondon Airport
Q. Can you describe London Southend Airport?
A. The aviation sector went through a tough time during the pandemic, and that’s the case for us here at London Southend Airport. There are positive green shoots around, but we must manage several headwinds such as cost inflation, recessionary concerns and the ongoing geo-political challenges that create real turbulence for our industry.
As the new CEO with a team of incredible people, I can tap into a stack of critical knowledge. An immediate observation was the passion of my new team, and our passengers, to get London Southend Airport back to where it was in 2019 – supporting the travel of 2.1m passengers and beyond. Right now, it’s all about our ‘re-start-up’ approach and mentality. We have the drive, the team and the ability to see our ambitions realised.
Q. The vision?
A. As to our vision, it’s simple. It’s about making it easy for airlines and customers to choose to fly to and from London Southend Airport.
We have clear advantages, enabled by a ‘re-start up’ mindset, that I firmly believe will see our growth ambitions realised. We saw more than two million passengers fly through in 2019 and we were very much on the way up pre-pandemic. London Southend Airport presents a future-proof opportunity for airlines to drive up their revenues and recovery pathways during the coming months and years.
Encouragingly, we are in detailed discussions with a wide range of airlines on more than 60 opportunity routes and we have proven data on the airport’s 40+ pre-pandemic routes, which were mostly highly profitable for airlines. The ethos around our ‘restart’ mindset is simple. It’s about working at pace, being nimble and going for growth.
When it comes to plans around connectivity – well, let’s not forget that London Southend Airport has, since its inception, offered the
London Southend Airport CEO, John Upton, talks with BusinessTime in Essex about the airport’s plans post-Covid.
easiest and most sustainable access to the 8m passengers who live within one hour of the airport.
You can be in Stratford in just 43 minutes, and central London in only 52 minutes, from our dedicated modern train station, which is only 100 steps from the terminal so it’s very quick to get from your plane to your train (and vice versa).
Q. What are the airport's plans in the next 3-5 years?
Within five years, I’d expect us to be wellahead of where we were in 2019. Alongside our own commercial activities to make this a reality, we also get the benefit of being part of the growing London aviation market. It’s the world’s largest aviation system with more than 180m passengers travelling each year. Capacity for airlines to grow in other airports across the capital is fast reaching a cliff edge and we offer a clear pathway to profitable growth for a range of airlines now and the future.
London Southend Airport is the most modern, cost-effective airport in London and the only one offering sustainable growth capacity now. Our primary focus remains on commercial passenger growth – general aviation and cargo handling are also important potential revenue streams for the airport.
Our cargo operation was incredibly important during the pandemic and we’ll be continuing to do more of this over the coming years.
The airport’s state of the art bonded warehouse offers quick access to a professional screening service for dutiable goods. We’re talking to a range of partners who are facing congestion at nearby ports and airports and how we can help them to beat this by using our London Southend Airport warehouse solution.
Q. Charity and community commitment has been a big part of the airport’s employee culture throughout the years. Do you plan
to nurture this? Do you have any CSR activities taking place in 2023?
Our contribution aim continues to be as ‘growth enabler’ for airlines and for our local residents in terms of our broad range of highquality careers and through our contribution to local activities and organisations. We recognise our operations can have an impact on our closest neighbours, with whom we regularly consult through our various forums and channels.
On charity and volunteering, our teams have pulled together with community supporters in raising more than £120,000 for multiple charities. In 2020 we formed a charitable partnership with Southeast and Central Essex Mind and have so far enabled them to build a beautiful wellbeing garden and in 2023 fund their ‘Somewhere to Turn’ mental health support phone line and I’m delighted to say our partnership with SECE Mind is continuing this year.
Q. Can you tell us about the airport’s Environmental Action Plan? What are the airport’s ambitions and how are they guiding real change?
We have made a great start on our journey to Net Zero with 25% of our terminal’s energy usage already being met by renewable sources, generated onsite from our solar farm. In fact, since commissioning, this total carbon saving equates to the planting of more than 40 million trees.
We are London’s most recently developed airport and so, as we grow, we will look to make further ambitious infrastructure and operational decisions aligned with our environment aspirations, which will be detailed within our Net Zero plan. Our airport will be ready, on demand, to provide access to options such as Sustainable Aviation Fuel (SAF) in particular, which supports the reduction of aircraft carbon emissions.
Working with Family
for
Nominations close on 30 June after which the judges will deliberate and determine the final 50 for inclusion in the inaugural listing of The Essex Family Business Top 50.