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
In the business world, we seem of late to be stuck in a permanent state of autumn: sunny and upbeat one day, only for showers to rain on our parade the next. Rarely has there been such a need to keep a raincoat with you, even on the sunniest of business days!
Anyway, enough of these weather parallels. Being the stoic types we are, we take whatever is thrown at us and make the most of it. I’d like to think this issue of BusinessTime in Essex reflects the more upbeat side of Essex business life – 72 pages of news, views and information which reminds you what a great place this county is in which to do business.
Great news from Colchester: town centre businesses have voted for a renewal of the Our
Colchester BID: more about this on page 34. You can find out how working with Essex Police can bring your business many benefits (page 55) and how your business can play its part in combatting domestic abuse (page 63). Also, whisper it, Christmas, commercially at least, is just around the corner so turn to page 39 for the start of our festive business feature. There’s also news (page 14) on how you can be an integral part of the very exciting 2024 Essex Business Directory.
So, next time you have a rainy business day, just open the pages of BusinessTime in Essex and let the sunshine out! And, if that fails God forbid, remember the wise words of Henry Ford: “whether you think you can, or think you can’t –you’re right.”
We’ll be back on December 1 – enjoy the rollercoaster ride of autumn!
Publishing Editor
Avery warm welcome to our autumn issue. I say warm, but surely autumn is the most unpredictable season of them all which, for me, is part of its beauty – warm and sunny one day, cool and windy the next.
ESSSEX businesses and entrepreneurs can continue to access 12 hours of free business support thanks to a renewed contract.
Essex County Council has renewed its contract with Backing Essex Business for a third year. Delivered by Let's Do Business Group and funded by Essex County Council, Backing Essex Business offers a range of tailored support. This includes advice on funding, marketing and strategic planning. Businesses can also access finance, training, mentoring and networking events.
The service has already supported 844 businesses across technology, fashion, hospitality and more, safeguarding 737 Essex jobs.
Michael Wadham, the founder of The Big Green Internet Ltd, accessed support from Backing Essex Business during the past year. He said: “The support received was really useful. It was great to get opinions from outside of my industry and organisation. When you work on your own, you don’t have a board of directors to consult. Being able to call an expert and receive impartial and honest advice is invaluable.”
Offering 12 hours of FREE business support, business owners can benefit from support from Backing Essex Business in areas such as:
• accessing business finance and receiving advice on funding
• mentoring and networking opportunities
• training programmes and workshops
• guidance on marketing and branding
• strategic planning.
The renewed service also sees the return of the popular Group 2 Grow Peer Network programme.
Group2Grow peer groups bring together cohorts of eight-10 business professionals to learn, grow, and solve common problems using each other’s knowledge and experience, with the support, guidance, and mentoring of a business coach. Throughout eight twohour group sessions and three hours of individual 1:1 sessions with an expert mentor, participants will, through discussion and discovery, uncover the challenges faced by the business and work together to find logical and practical solutions.
Supporting 10 cohorts during the previous two-year programme of support, Group2Grow was a favourite of the Essex business community, providing a space where entrepreneurs and business leaders could share, learn and take the much needed time
out of the business to work on the business.
Cllr Tom Cunningham, Essex County Council’s Cabinet Member for Planning a Growing Economy, said: “Backing Essex Business has played an essential role in levelling up the local economy for two years.
“We are continually impressed by their expertise across the private and public sectors. They are also experts at offering bespoke services to meet the diverse needs of our businesses. We look forward to hearing more success stories during the coming year.”
Andy Turner, Director of Services at Backing Essex Business, added: “We are delighted to have secured this extension to the original two-year contract. This is a solid endorsement of all we’ve delivered across a range of business support challenges. We are ready and geared up to help more Essex businesses in the next 12 months!”
The team at Backing Essex Business is ready to support your business to achieve its growth ambitions. It all starts with a conversation. Visit www. backingessexbusiness.co.uk to learn more about its resources and access support.
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To learn more and book visit: bit.ly/3qiw9sX
THE Government’s Flexible Working Bill has received royal assent and ACAS is consulting on a revised Code of Practice for flexible working. So flexible working is here to stay. The most common arrangements we see are hybrid and remote working.
Too often, we see senior leaders deciding the organisation’s approach to flexible working and presenting it to staff as a fait accompli. This usually fails to think widely enough and ends up with some groups feeling disenfranchised. A two-way discussion about the needs of the organisation and the needs of the individual can lead to good outcomes for all while acting as a reminder of the need for give and take on all sides.
One of our clients closed its office completely after group and individual discussions with staff. A commitment was made to re-open in new premises after a decent trial period if the remote approach wasn’t working. Money saved on fixed costs now supports regular whole-team get-togethers. The last one was in Barcelona. No one wants to go back to the office-based environment!
A quick trawl of publications produces statistics such as ‘59% of information workers recorded
increased productivity when working from home’, (RingCentral) and ‘the trend towards remote and hybrid working is a global phenomenon, and on average, is saving workers 72 minutes a day, producing higher job satisfaction and reducing the likelihood of quitting’ (Bloomberg). However, today’s flexibility benefit may quickly become tomorrow’s entitlement, so it’s wise to monitor engagement levels (an effective proxy for productivity). Online surveys such as Gallup Q12, or McCormick’s GWS, are great tools for this. You can also do regular ‘pulse surveys’ using software such as Google Forms, SurveyMonkey or Mentimeter.
Expectations about flexible working should be explicit, and robust procedures in place to deal with anyone who isn’t keeping their part of the bargain. Several HR policies may need to be refreshed, and you may want to develop guidance covering the etiquette of, for example, dress codes for virtual meetings, guidance about eating and drinking when online, (I remain haunted by the sight –and sound – of one client who chomped through a packet of Doritos while on a Zoom call!) and appropriate levels of formality in communication.
Managers of remote staff should be especially attuned to
about the right frequency for check-ins and include discussion about well-being. One of our clients has found the sort of oneto-one discussions typically split at 70:30 in favour of technical matters for office-based staff need to be split 60:40 in favour of wellbeing matters for remote staff. We agree, however, not all managers are equally comfortable with this approach and may need some support to amend their natural style.
Poor communication was a complaint in organisations long before the advent of flexible working. However, new working patterns make it even more important to be intentional, simple and clear in the things you communicate. Here’s a challenge: if you’re a manager, how confident are you on this metric: a) ‘Everyone who reports to me can confidently explain the key things they need to focus on b) why these are important and c) what they contribute to the overall organisational plan?’
When you work from home it can be easy to work all hours and lose healthy boundaries between ‘home’ and ‘work’.
It’s worth encouraging people to share the rituals they use to self-signal they’re starting or stopping work for the day. Leaders’ behaviour will be closely watched by others, so accept you’re a role model. We work with a couple of leaders whose email footer states; ‘I choose to work flexibly and send emails outside normal working hours. I don’t expect you to respond outside your working hours.’
Remote and hybrid working require fast communication between colleagues. At McCormick Consultants, we use WhatsApp voice messages. We can drop messages in a fraction of the time it takes to type them. We’re peripatetic, so messages can be exchanged on the move. Slack, among other platforms, has the advantage of structuring conversations within designated projects or topics, and Calendly helps people schedule meetings and works with other apps. Being open to exploring apps that support both productivity and communication is essential.
While tech-enabled working is integral to effective hybrid and remote working patterns, don’t take it too far. We advise clients to think very carefully before they go down the route of time tracking software. Apart from the fact it isn’t failsafe, it conveys a dreadful message of distrust and quickly damages the ‘psychological contract’ between employee and employer.
AS we move into autumn, there have been many exciting developments at Essex Chambers of Commerce.
We are in the process of employing new staff in a variety of different departments, expanding our capacity to deliver the very best business support as well as delivering brand-new services.
At the end of 2022, Essex Chambers was announced as the Employer Representative Body (ERB) to deliver the Local Skills Improvement Plan (LSIP) for Essex. After months of hard work, steered by our LSIP Director Andy Sparks, I am pleased to say our report has been officially approved by the Department of Education.
Through extensive engagement and collaboration between Essex businesses and education providers, we have been amazed and enthused by the support this project has received. We would like to sincerely thank everyone who contributed their time and feedback to our surveys and engagement events. Without these conversations, we would not have been able to identify, collate and amplify the needs of Essex businesses in our employer-led approach to uncovering skills needs in the county.
With funding now granted for stage two, preparations are under way and we will begin to deliver our proposed initiatives as laid out in the report. We aim to make the skills landscape easier to navigate for businesses, educators, and training providers. With other changes heading not only to Essex, such as growth in housing development, some larger national infrastructure projects, plus two new Freeports, there could not be a better time to embark on this plan.
The full Essex LSIP report can be found at https://www.essexchambers.co.uk/lsip_report.htm
As well as change in the county, there has been developments in our International Trade Department. We are taking a new direction with our Trade Expert Training with a more interactive relaxed feel and we are delighted to be partnering with the award-winning training provider, Export Unlocked, to deliver our refreshed, highly informative courses.
With more than 30 years’ experience in all areas of exporting, importing, customs, warehousing, logistics and documentation, you can rest assured these courses will be of the highest quality whilst remaining affordable and accessible.
Richard Barlett, Director at Export Unlocked, said: ‘We are excited to start delivering courses for the Essex Chambers of Commerce. Chambers is a fantastic resource for businesses to receive informed support for their International Trade needs and we can’t wait to share our expertise with the members.”
Our International Trade Team is looking forward to delivering our new courses and the opportunities this will offer our members. We are dedicated to providing accurate expert information to help businesses navigate the intricate world of International Trade and feel Richard and his team will help us excel at this.
Since leaving the European Union, our team has noticed an increase in the number of export and import enquiries we receive. Whilst our International Trade department is always happy to help with the everyday questions, some require in-depth research and specialist advice. We are therefore pleased to have recently launched our new International Helpdesk Service, designed to save you time and money sourcing your own advice from specialist consultants. Working with professionals, we aim to provide you with the very best expertise. You can pick from a range of packages that
best suit your needs and access information to assist your trade dilemmas.
Not content with launching just one new service, we are pleased to bring you our Diagnostics Supply Chain & Customs Health Check. Available either virtually or in-house, our experts will look at every aspect of your standard operating procedures to ensure you are fully compliant with a UK Customs Audit. If your trading activities include importing or exporting you could face a Customs Audit at any time. This new service is designed in app form making the Health Check convenient for you to use whilst helping you avoid fines or harsher penalties. If you would like information on any of our courses or services, please do not hesitate to contact our dedicated International Trade department at int-trade@ essexchambers.co.uk
Elsewhere at the Chambers, our Events Team has been hard at work identifying topics to help your business grow with a selection of workshops and webinars. We will be joined by a host of member organisations who’ll share their expert knowledge on a wide variety of subjects including marketing strategies, menopause awareness, domestic abuse, leadership and social media.
The team have also been finalising our events programme for the rest of the year including a fabulously festive Christmas Networking event at the beautiful Down Hall. Join us and our extra special guest, cricketing legend, Graham Gooch on December 6 to celebrate 2023 in style.
Before that, we have our fabulous Festival of Business at Hylands Estate on September 5. More about that on page 27.
Pavilion, and 50% of The Stables, with a project in place to get to 100% throughout all venues by the end of 2023. We have reduced unnecessary lighting use throughout all our spaces, with close to 2,000 hours of electricity saved per year!
It’s an exciting and challenging time to be running a business with sustainability as a top priority but, even in a Grade II* listed park and house, we’re finding that making substantial changes to our day-to-day is achievable.
In July 2019, Chelmsford City Council declared a Climate and Ecological Emergency, with an ongoing commitment to make the council’s activities net-zero by 2030. The ambition is to engage residents, community organisations, and businesses in contributing to a sustainable future for Chelmsford and the surrounding areas.
Here at Hylands Estate, we are surrounded by glorious parkland which is cared for by the Parks Services team at Chelmsford City Council. Together with this team, we are committed to making our beautiful grounds a green haven. Our mission for the rest of 2023 is to complete our application for Green Tourism accreditation. We have already implemented the following changes to the way we work:
Energy: there are now LED lighting solutions throughout 80–90% of Hylands House and Grand
Waste: we have increased the number of recycling bins outside The Stables, in Hylands House and in our offices. Onsite catering oil waste is now disposed of in an ethically and environmentally friendly manner, and we ensure food waste recycling is arranged for commercial events.
Water: there are now new and improved bathroom facilities in Hylands House with water reduction systems in place. The public toilets at The Stables are next!
Contractors and suppliers: we have implemented accredited caterers lists who adhere to sustainability policies for wedding and corporate hires. Our cleaning team only use environmentally friendly products and use recycled dehumidifier water for spray bottles and window cleaning – saving up to 3,000 litres of water per year.
Outdoor commercial events: sustainability and environmental expectations are set out in event hire contracts, and we request fewer promotional print materials to reduce paper use and waste.
Hylands House staff areas: we have increased our own recycling and have a no-
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.
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
colchester.ac.uk/cibs
standby rule for office workers, ensuring equipment is off and unplugged when not in use. We are developing digital event management and contract management systems, reducing our need for printouts.
The Stables: this year we welcomed a new café operator with sustainability at its heart. The Deli at Hylands uses local suppliers and avoids all single use plastics. We encourage our resident artists at The Stables to think sustainably when producing products on-site or running workshops.
We’re not afraid to say we are just starting this process, which is not solely for the purpose of adding another logo to our website. We mean green business. Join us on our journey and see how our green values may match yours.
We're developing new teaching spaces to allow the delivery of crucial new skills in heat pumps, electric vehicles and renewable energy
THE business landscape is changing. Where the grass may have previously looked greener on the other side, it’s now turning green everywhere you look!
Spots
The subject of marketing generally, and print versus digital specifically, is one which will keep marketers entertained for hours. It’s actually a pretty popular party conversation piece for non-marketers (OK, I do attend some pretty dull parties).
Supporters of digital marketing are likely to point to the perceived lower costs and more scientific ROI monitoring – both moot points in my humble opinion. Fans of print marketing will flag-up the more personable, permanent and (possibly) more trusting nature of the message being conveyed.
I find this discussion particularly relevant right now, as I have taken the (bold/stupid/ drunken – delete as you see fit) decision to publish the 2024 Essex Business Directory which will be in printed format, albeit the directory will also sit on two amazing websites, so a bit of a sop to the digital fraternity.
Now, I’m not sure when Essex last boasted a printed business directory, but I do know a number of people with their finger on the pulse of business thinking across the county who have said they think it will be a welcome arrival on the scene.
I also remember when I launched BusinessTime in Essex back in 2016 that more than one person told me I was mad launching a printed magazine in a perceived digitally dominated world. Well, seven years on, we are the largest regional business mag in the UK, and that’s despite the best efforts of Brexit, Covid, European war and cost-ofliving crisis. Oh, and Liz Truss.
So, I’m delighted to say the digital
doomsters were wrong then and, without counting chickens before they’ve hatched, I think they will be in for another surprise when our 2024 Essex Business Directory hits desks (OK, and screens) in December. We’ve had a great response, even if a few people have balked at paying the equivalent of £1 a week to be in there. Come on folk, where else are you going to be able to put yourself in front of 25,000 would-be customers for £1 a week!
But, these doubters say – people Google everything nowadays. They don’t refer to printed directories anymore. Well, I humbly beg to differ.
According to the Canadian neuromarketing firm TrueImpact, it requires 21% less cognitive effort to read and process print over digital media. They also revealed the ability to recall the content of print was 70% higher than recalling the information provided by a digital ad. This means information given through printed material is much more likely to be remembered.
And in a study by Temple University in Pennsylvania, researchers found we’re much more likely to be emotionally motivated by a physical advertisement or printed media. The study also found it’s more probable for us to develop a subconscious desire for the product or service being advertised if we see it in print.
Web content is a highly saturated market with thousands of articles, blogs and ads being posted daily. For the average consumer, it can be overwhelming. There’s fierce competition for space. Print is a great way of getting away from that volatile marketplace.
I don’t know about you, but when I receive the occasional piece of print marketing in the post nowadays, I positively leap upon it. I’ve even, in the instance of a holiday brochure, gone a booked a holiday - something I have never done from the
hundreds of digital adverts bombarding me every day online.
I don’t profess to being a marketing expert. I come from a newspaper journalism background, before crossing to ‘the dark side’ and working as a PR consultant for many years before returning to publishing. But one thing I have learned is that when it comes to the wider issue of marketing, often it is wise to swim against the tide rather than be carried along by it. If you want to stand out from the rest, don’t do exactly as they do. So, if the whole world and its dog is focusing on digital, find another way of promoting your message.
Don’t just take my word for it. Allistair Hunter is MD of Clacton-based multimarketing company, The DS Group, which does a marvellous job distributing BussinessTime in Essex to the four corners of the county every three months. He told me organisations which have continued to embrace print media have grown their presence in the marketplace and have a much more loyal customer base with a high percentage of repeat business. He added many of the large online businesses are the very ones now using direct mail and getting results that prove it works. He also said spend on print media has grown eight per cent in the past year and assures me companies of this size test and measure everything to make sure that they are getting a return on their investment.
Anyway, the print/digital debate will, I am sure, continue to rage at good parties everywhere. As I said at the start of this column, I do have a slight vested interest. Also, as the publishing-editor of this humble magazine, I have an opportunity to give the 2024 Essex Business Directory an unashamed plug by suggesting you turn over to the next page for full details!
BEFORE I go any further, I should declare a vested interest in this article (other than the fact I am writing it, of course).
Your business will enjoy:
• 12-months’ exposure in print and on two website home pages
• online interactivity, so direct links to your website
• the opportunity to purchase a year’s subscription of www. businesswire-essex.co.uk at 50% discount, just £250 plus VAT
• promotion of the directory in BusinessTime in Essex magazine, on wwwbusinesstime inessex.co.uk and www. businesswire-essex. co.uk and via LinkedIn –in addition to promotion via Essex Chambers of Commerce and Essex Federation of Small Businesses.
Sixteenth-page lineage £52 plus VAT (25 words plus company name, phone number, email and web address)
Eighth-page £85 plus VAT
Quarter-page £160 plus VAT
Half-page £310 plus VAT
Full-page £600 plus VAT
Produced by BusinessTime in Essex, the UK’s leading regional business publication, the 2024 Essex Business Directory will be the place to be seen throughout 2024. It will be a glossy A4 printed publication, alphabetically categorised, distributed with the December 2023 issue of BusinessTime in Essex, and also sit, for 12 months, on two incredibly Google-friendly websites –www.businesstimeinessex.co.uk and www.businesswire-essex.co.uk - as an interactive directory with direct links to your website.
Various size adverts/listings are available starting at just £52 plus VAT – that’s just £1 a week! In addition, all advertisers will be eligible for a 50% discount on a year’s subscription to www.businesswireessex.co.uk enabling you to post as many articles as you wish (with full contact information including interactive web details) on a website loved by Google.
Accountancy, charity, construction, education, energy, engineering, estate agents, financial services, health in the workplace, hospitality, human resources, legal, manufacturing, marketing, office accommodation, photography, property, public sector, retail, security, sustainability, technology and tourism.
If one of these doesn’t suit your business, well create one that does!!
To find out more, contact Editor Peter Richardson at peter@pjrcomms.co.uk or
07778 067614.
DOES your organisation have a menopause policy? If so, is it seen as just a tick box exercise, or do you actively demonstrate good practice and provide support for your staff?
The menopause is a natural stage of life that will affect not only the individual, but also their friends, family and colleagues, but it is very misunderstood. Everyone’s experience of it will be different. The average age of menopause is 51, but many individuals will have significant symptoms of perimenopause from the age of 45, or in some cases, even earlier. Symptoms can vary in duration and severity and affect people differently, both physically and mentally.
Menopause doesn’t just affect women. We also need to consider trans people whose gender is not the same as the sex they were assigned at birth, non-binary people who don’t identify as male or female and people with variations of sex development (VSD). Some people might prefer to identify as intersex or use the term differences in sex development (DSD).
There are more than 38 symptoms associated with perimenopause and menopause, and many of these can have impacts at work such as:
• embarrassment/loss of confidence
• memory and concentration problems/brain fog
• impact on relationships at work
• imposter syndrome … to name but a few!
Eight in 10 people say the workplace has no basic support in place and one in 10 will leave their job due to the symptoms. This can have longer term financial implications, with the Money and Advice Service reporting it is seeing many individuals without sufficient pension provision in later life.
Not recognising and supporting these symptoms is costly to businesses. You may be losing valuable staff, with a wealth of knowledge and experience, because of a lack of understanding and support. It’s easy to embed a policy and promote an open culture that will support your staff, and this is where Essex Working Well can help through its free
It has been working in partnership with the Mid and South Essex Integrated Care Board and is launching a range of new, free menopause eLearning modules and resources.
Its interactive and inclusive eLearning will deliver evidenced-based information and support for your mental health first-aiders, managers and menopause champions, which could be the steppingstone to achieving a national menopause accreditation.
To find out more and access these resources, simply visit the Working Well website via the QR code right.
Its experienced team will help you to embed a holistic wellbeing programme into your workplace and achieve a range of awards and accreditations to evidence your investment covering mental health awareness, mental health awareness for business parks, a Small Business Workplace Wellbeing award and the Working Well Accreditation scheme.
After the UK’s post-Brexit exclusion from European Union science programmes such as Horizon Europe and the Copernicus Earth satellite-observation scheme, the nation has been left in the dark. We now need to produce more with less outside assistance.
But Freeman’s blueprint sees Britain forging ahead in a way that “draws on our historic strengths”. The greatest of them has always been Britain’s thriving private sector of innovative small- and medium-sized enterprises.
The huge advantage for those great British businesses is that they do not have to stand on their own two feet themselves. Research-and-development tax credits reduce the risk associated with developing R&D in new products and processes.
If your company is working on an advance in science and technology that would prove taxing for any expert in the field, then the taxman will in part fund the cost through tax relief. It is all part of the government’s grand plan.
In January 2021, the then Business Secretary, Alok Sharma, set out an ambition to achieve “UK investment in R&D to 2.4% of GDP by 2027.” To hit that goal, he announced the government would “increase public funding for R&D to £22 billion per year by 2024 to 2025.”
Last year, the UK’s Innovation Strategy was launched, aiming to “lead the future by creating it”. This promised to “place innovation at the heart of government” by “viewing and valuing our research, development and innovation system as a critical national asset that will more than pay for itself.”
There have been teething problems since. Despite the bold plans, despite our techfocused prime minister being the chair
of the Council for Science and Technology, personally fronting the push to put STEM subjects to the fore in the school curriculum, experts believe more needs to be done.
Sebastian Payne, the director of the Onward thinktank that hosted Freeman for his proBritain, pro-innovation speech, identified some of them. “Progress in reshaping the state to make the UK a science superpower is just too slow,” wrote Payne in the Independent.
“Whitehall is wired for a bygone era. Major changes are needed: the science department should be exempted from lengthy Treasury spending controls. Responsibility for universities should be taken out of the Department for Education and into the new science ministry; the science secretary should get control over departmental R&D spending plans.
For George Freeman, the new Minister of State for Science, Research and Innovation, there is a clear need for Britain to stand on its own two feet in science and technology.
“The Treasury is holding back critical projects.”
Some companies have experienced the brunt of this. HMRC, which answers to No.11 Downing Street, has been on a drive to tackle “fraud and error” in R&D tax-relief claims. When compared to prior years, this has led to an elevated level of HMRC inquiries against claimant companies.
Such investigations can lead to tremendous amounts of correspondence from tax inspectors who want to get to the bottom of exactly what the R&D consists of. That can be hugely time consuming for management teams and their R&D experts, a distraction they can all do without.
In addition to this, new guardrails around prenotification of R&D projects and submission of the identity and details both of directors and consultant firms completing the tax-relief claim have only added to the levels of scrutiny.
This all underscores the need to get it right first time with any R&D claim your firm might submit. If you have been subject to a hard sell from a cold-calling adviser,
then that is a red flag. If they have not visited your business to review your R&D activity, then that is probably an even bigger one.
What it all points to is the need to engage a reputable adviser to guide you through the process. Fundamentally – and more than ever – you need to be able to trust your R&D adviser and the quality of the work they will do for you.
Because the government’s genuine and growing desire to advance Britain as a science superpower is rightly being married not only to greater R&D funding than ever, but also to a push to ensure that investment goes only to worthy causes. That adds to the burden of proof required of companies, and to the need for the appropriate expertise in submitting R&D claims.
Much is at stake for the UK but the rewards are potentially huge. “I think we can have our cake and eat it,” said Freeman. “I think we can be a domestic powerhouse, a European player and more of a global player.”
He added: “There’s a possibility if we move with bold vision ... the European Union will see that we are committed to doing this and I think it’s more likely that they will pick up the phone and say, ‘look, come back in and let’s do the ERC [European Research Council] together’ and learn from some of the things that we are doing.”
If your company has a bold vision for advancements in the science and technology around its products or processes, there has never been a better time to put it into practice. Provided you have the right support.
IN the ever-evolving landscape of business, mastering the art of financial finesse is an imperative for entrepreneurs and business owners.
Effective financial management is not only the backbone of a thriving organisation but also the key to navigating challenges, seizing opportunities, and achieving long-term success. In this article, we explore essential strategies that empower businesses to improve financial controls, attract private lenders, optimise cash-flow, expedite payment processes, and secure financing for acquisitions or expansion. We must also stress the importance of management accounting and regular board reporting.
Solid financial controls are essential. By implementing robust accounting practices and diligently monitoring expenses, businesses gain a comprehensive understanding of their financial health. Accurate and transparent financial records offer invaluable insights, enabling data-driven decision-making that fuels growth and mitigates risks. This is management accounting coupled with the experience of a finance director who can help ensure strong financial controls are in place.
Accurate board reporting prepared regularly with key financial statements reviewed, ensuring strong control processes are in place and optimising the use of the right systems will provide valuable insights to your business, thus allowing you to take appropriate action.
Business owners should assess their financial capacity and explore various funding options, such as bank loans, venture capital, or private equity. A well-researched proposal outlining the potential returns on investment and the specific usage of funds can instil confidence in potential financiers. A spotless credit history and transparent financial reporting are equally critical. Demonstrating a history of timely repayments and showcasing a track record of success instil confidence in potential lenders.
For many businesses, securing funding from private lenders can be an attractive alternative to traditional bank loans. To entice private lenders, businesses must focus on building trust and credibility. A compelling business plan, backed by a clear vision for the future, is essential. The plan should outline growth strategies, risk mitigation measures, and a solid repayment strategy. All of which is underpinned by demonstrating control over finances.
All these items are rightly components of business transformation, whether that’s just general improvement or going off down the acquisition trail. One of the things we often encounter is a piecemeal approach to change, yet the Auxillium approach is holistic. The difference that makes is hugely positive. You can’t simply focus on the financials - you have to finesse those skills to the advantage of your transformation agenda.
We also recognise healthy cash-flow is the lifeblood of any
business, ensuring smooth day-to-day operations and the ability to capitalise on emerging opportunities. To optimise cash-flow, businesses can employ various strategies. Negotiating favourable payment terms with suppliers can extend the time available to pay while preserving working capital. Exploring dynamic pricing models can maximise profitability without compromising customer loyalty.
Moreover, reducing unnecessary expenses and adopting prudent financial practices can have a significant impact on cashflow. Implementing incentive programmes for early payments and leveraging invoice financing can expedite incoming cash, giving businesses the flexibility to seize growth opportunities and navigate financial challenges. Reviewing cash-flow forecasts regularly is the key to seeing ahead in these scenarios.
Late payments hamper a business's cash-flow and undermine growth prospects. Leveraging technology to automate invoicing and provide multiple payment options can enhance efficiency. Sending timely payment reminders and adopting clear communication channels can also significantly reduce late payments. Maintaining professional relationships with clients while ensuring prompt collection of outstanding invoices is key to sustaining a positive cash-flow. All are part of strong credit control processes ensuring early detection of potential issues.
As businesses evolve and opportunities arise, securing financing for acquisitions or expansion becomes vital for growth. Successful funding requires meticulous planning and strategic execution. Alongside the financials you need to have a solid story of what transformation activity is being planned to support the goals. So, as you can see, the financials cannot stand alone. Instead the wise business leader will spend time working to bring everything together in a comprehensive proposal. That’s where, at Auxillium, our holistic approach yields massive dividends. With us it’s not cut and paste but a bespoke approach to the business and its circumstances. Sometimes that can lead in unexpected directions but the beauty is that they will be understood and the rationale will actually fit those goals.
By prioritising these strategies and adopting a proactive approach to financial decisionmaking, businesses can overcome challenges, seize opportunities, and achieve sustainable success in today's competitive marketplace. Financial finesse is not only a prudent business practice; it is the cornerstone of a thriving enterprise that can stand the test of time.
Data from the 2022 Commercial Victimisation Survey, showed that:
• an estimated 28% of all business premises had been a victim of any crime asked about in the survey during the previous 12 months
• the most common type of crime experienced was theft (15%), followed by burglary (including attempts) (9%), vandalism (9%), and assaults or threats (7%)
These are worrying stats and should dispel any complacent thoughts that crime is not likely to happen to you.
When you’re looking to deter crime, security
cameras can play their part but, more importantly, it’s a physical presence which is the best deterrent. Seeing uniformed guards patrolling a property is likely to put off all but the most determined intruders.
Here at VIP, we offer fully trained security guards, concierge staff and fire wardens. Despite great advances in technology, security remains a people business. A manned guarding security presence helps to deter crime and keep intruders at bay. Our highly experienced SIA Licensed team of uniformed security guards are adept at keeping commercial, retail and residential property safe and secure 24-7.
We also offer a range of corporate and concierge services for the commercial and hotelier sector. Our specialist dog unit can also support our manned guarding services with a range of guard and detection dog solutions.
Our corporate and residential concierge team ensures your headquarters or office buildings are kept safe and secure. Uniformed security guards are a reassuring face to employees and an able assistant to visitors and residents with mail, customer service and general building issues. Our corporate team can keep undesirables at bay, be on the frontline should any emergencies take place and ensure your organisation’s premises, employees and visitors are protected.
Every business is different, and that’s why VIP Security Services is dedicated to
personalising our services to make sure customers get the best possible outcome.
We are able to offer a free, totally noobligation review of a business’s security arrangements, both internally and externally. We’ll then provide a report of our findings, good and bad, and hope people will act on those findings. We can put in place guarding, locking and unlocking and key-holding alarm response services.
Always remember – having professional security measures in place is always a better and less expensive option than having to put right the trauma of being a victim of crime.
Set in beautiful parkland, the spectacular rooms in Hylands House and contemporary Grand Pavilion provide the perfect setting for your business events.
• Awards Ceremonies & Dinners
• Company Away Days
• Exhibitions
• Filming & Photography
• Hybrid Meetings
IF you have a commercial property, especially one that is left unattended for periods of time, you are sadly open to experiencing criminal activity at some point.Darren Hyde, Managing Director of Wickford-based VIP Security Services, one of the south-east’s leading private security firms, knows that prevention is far better than cure when it comes to protecting your commercial premises.
• 16th Best MediumSized Company to work for in the UK (up from 76th in Q2 2022).
Best Companies has more than 20 years’ experience in helping organisations measure and improve employee engagement using a robust methodology, with its accreditation standard certifying excellence in the workplace since 2006.
MANY companies pay extravagant lip service to employee engagement –far fewer make the level of commitment required to win a top national accolade.
So, take a bow Rickard Luckin – one of the county’s leading accountancy firms and now proud owner of a highly soughtafter 2-star accreditation, representing ‘outstanding’ levels of employee engagement, from Best Companies.
The latest results showed that as well as moving from a 1-star to a 2-star company, Rickard Luckin, which employs 166 people across offices in Basildon, Chelmsford and Southend-on-Sea, also featured in three Q2 2023 league tables:
• 2nd Best Accountancy Firm in the UK (up from 7th in Q2 2022)
• 15th Best Company in the East of England (up from 38th in Q2 2022)
Rickard Luckin’s Managing Director, Steve Revill, said: “This recognition means a huge amount to us, as continually improving the employee experience is at the heart of our strategy, and this is an important milestone in our progress towards our goal of achieving 3-star, ‘world-class’ levels of employee engagement by 2026.”
Although the company has always enjoyed a strong culture of team engagement, the pandemic acted as a catalyst to take that
engagement to new levels.
Steve explained: “Our journey towards building an outstanding workplace culture has been deliberate and strategic. When the pandemic struck, we took a decision that we would come out of it stronger than ever – placing the employee experience and wellbeing at the heart of our postpandemic recovery.”
Through the pandemic, Rickard Luckin invested heavily in improving the employee experience, including a major refurbishment of all three offices to create energising and flexible workspaces that accommodate their new agile working policy. They also gave every member of the team a company laptop and mobile phone - helping them to better manage their work-life balance.
The company has also introduced ‘wellbeing champions’ –colleagues to whom others can turn for help and signposting
if they feel the need for some support. Each team member is also entitled to ‘wellbeing time’, equating to six days per year, to use to manage their own wellbeing or to support others with theirs. For example, the team are empowered to go out for a walk or have a chat where they know someone will benefit from just having that time out away from the screen to de-stress or recharge.
Steve added: “We remain committed to creating a culture of continuous feedback and improvement, conducting quarterly team ‘pulse’ surveys – but this is just one of many channels of feedback we use to listen to understand how our team feel about life at RL. Everyone across the business is encouraged to voice their opinions and ideas for improvement all year round. Whether within team ‘scrum’ meetings, an impromptu conversation at the coffee machine or through the informal discussion groups I host (‘A chat with Steve’).
“Of course, listening to what people have to say is one thing – acting on what they tell us is arguably even more important. We look at the key issues people are raising and then introduce discussion groups so that practical changes can be made to improve the employee experience.”
The company started working with Best Companies in 2021 to utilise its experience and expertise to measure its performance against the eight factors of employee engagement.
Steve believes that it was essential for the company to establish a culture of open and transparent communication encouraging two-way feedback and creating opportunities for everyone to express their opinions, concerns, and ideas for improvement.
Steve commented:
“We enjoy a very high participation rate - 90% - in our ‘b-Heard’ engagement surveys, which shows me how strongly our team believe that their feedback will be listened to and acted upon.
“We know how massively important team engagement is. Our aim is to become the employer of choice for individuals
looking to embark on or advance their careers in a progressive and forward-looking firm of accountants and tax advisers: trainees and experienced hires alike.
“I aim to meet all new starters 1:1 during their first week and then, after six months, we organise a group chat for all recent new starters where we have an open and frank discussion on their early experiences, and I actively encourage them to highlight at least one area where they feel there is room for improvement.
“We work in an extremely competitive market where the recruitment and retention of good people is critical and many of our new starters tell me that our Best Companies accreditation is a key differentiator from our competition.”
Steve adds: “Developing an outstanding workplace culture is an ongoing process that is only possible thanks to the commitment and dedication of our entire leadership team. They set the tone and are creating the climate where continuous
feedback and improvement is the norm. It requires commitment, consistency, and ongoing effort to develop an environment where people feel valued, motivated, and connected.”
Is there any one thing that he would suggest other businesses to do? “Trust is the foundation of a strong workplace culture. Keep your promises. It’s trust that encourages open communication, innovation, and a sense of psychological safety among employees.
“Give the team a voice, and make sure you listen closely to what they say. Encourage them to contribute ideas, involve them in decision-making processes, and provide opportunities for personal growth and development in the process,” he suggests.
It’s clear from talking to Steve that the leadership team at Rickard Luckin have put employee experience at the heart of its strategy. Based on their rapid progress to date, don’t be surprised to see the muchcoveted 3-star ‘world-class’ Best
Companies accreditation being proudly displayed in the very near future.
ACOMPANY’S constitution consists of its articles of association and, where there is more than one shareholder, a shareholders’ agreement. These documents set out the rules governing the affairs of the company.
There can sometimes be an overlap between the two documents, but a shareholders’ agreement often goes further, providing greater protection for shareholders and their investments.
A shareholders’ agreement, unlike a company’s articles, is a private document, and need not be registered at Companies House. This makes it more appropriate for dealing with matters of a confidential or sensitive nature.
Whilst a shareholders’ agreement should be tailored to the specific circumstances and requirements of the company and its shareholders, typical provisions found in many agreements include:
• a statement of the nature, and permitted perimeters, of the company’s business
• the contributions to be made by the shareholders to the company
• the number and identity of directors of the company
• the decision making process adopted
by the company and whether shareholder consent should be required for any particular reserved matters
• the company’s dividend policy
• any exit strategy for shareholders
• any restrictions on admitting new shareholders, or issuing new shares
• any restrictions or obligations on shareholders in connection with the transfer of shares
• any restrictions on shareholders from competing with the company, or poaching any customers or staff from the company
• the protocols and procedures for resolving deadlocks and disputes between the shareholders
• a shareholder’s access to certain financial information.
Where there is no agreement in place, shareholders will be subject to the rights and restrictions contained in the company’s articles and those afforded by statute. This can lead to some unintended consequences, including: shareholders who are employees retaining their shares in the company after ceasing to be employed by the company; minority shareholders’ rights being limited to those prescribed by statute (which are few and often difficult and costly to enforce); majority shareholders being blocked from selling their company by its minority shareholders;
Nick Mayles, a highly experienced transactional corporate and commercial lawyer with Colchesterbased legal firm, Thompson Smith and Puxon, explains why a shareholders’ agreement should be very carefully considered.
third party shareholders, where there are no restrictions on transfers in the articles; weaker protection of company confidential information shared with shareholders, and deadlock in decision making, giving rise to the company being wound-up.
A robust shareholders’ agreement and suitable articles of association can, together, provide certainty for shareholders as regards their rights and obligations as shareholders, and also the tools for resolving potential disputes without interrupting the company’s trading activities. Some of the matters typically covered in an agreement can be heavily negotiated and are often easier to agree at the beginning of the relationship, than further down the line when relations may become strained.
AS I’m writing this, it’s a lovely sunny afternoon in August. I’m at our Colchester centre and we’ve just had a tour of our new Digital Hub facility. I am beyond excited and so pleased with how it’s turned out.
This has been a long time in the making. Back in 2020, we were successful in securing funding through Colchester City Council from the Government Towns Fund.
The money we were awarded was to redevelop the gym building at ACL Colchester to create a digital skills hub and community space. The gym building, which is adjacent to the main ACL centre, includes an IT suite, large hall area, toilets, reception and kitchen. It was a very underutilised space and had become a bit of ‘storage cupboard’. It needed a new lease of life, and that’s exactly what it’s had!
The overall aim of the Digital Hub is to enable
new learning opportunities that support employment, reduce barriers to services, education and jobs and improve digital confidence.
The curriculum offer is currently under development but will provide progression opportunities into Higher Education studies, apprenticeships to access the digital workforce, programmes that equip residents with the skills to confidently use digital devices and services, skills for work from basic to advanced levels and options to undertake online courses in a facilitated environment. Subject areas will include Microsoft Office, Digital Marketing, Web and Software Development, and PC Repair. These will be available from beginner through to advanced levels. We’ve got some pretty cool Digitech going into the building as well including virtual reality.
The building itself has been designed to offer flexible and accessible accommodation with good digital connectivity. It will provide rentable space for business events or conferences and be available for local organisations, clubs and groups to hire for their meetings or events.
It wasn’t just about the technology though; we had a really clear objective of making the building as sustainable as possible. We’ve got an A-rated heating and cooling system, full LED lighting and solar panels. Electric vehicle charging points have been installed at the front of the building and the surrounding garden
Amanda Rawlings, Commercial Manager at ACL (Adult Community Learning) Essex, is thrilled with the new Digital Hub facility about to make its appearance on the Colchester scene.
areas are all having a makeover. These gardens will all be wheelchair accessible and will be maintained by our Supported Learners and those on Family Learning Courses. The nursery at the centre also has a garden adjacent to the new Digital Hub so it too is having a mini overhaul to create a lovely new space that will help the children learn about plants, the environment and even growing their own flowers and vegetables.
We will be holding launch events for the new facility in early October with activities planned across a couple of weeks. If you’d like an invite to come and see the new facility, please get in touch at Amanda.rawlings2@essex.gov.uk I look forward to welcoming you.
directs you to the information you need to ensure you have a thorough understanding of the laws that influence the way your business operates.
However, these laws can be complex and confusing, and it can be difficult for businesses to know exactly where to go to find the information they need to run their business safely, effectively and within the law.
The government-backed Business Companion website offers the perfect solution. Through a range of free and impartial guides, the website
Whether you fix cars, supply mobile phone apps, sell alcohol or serve food and drink, you will find the most up-to-date guidance to ensure your business operates within the law.
The information on the Business Companion website is provided via a series of guides. If you are looking for clear and concise guidance to begin with, you can visit a series of 15 Quick Guides, which offer an overview of what you need to know across all main areas including underage sales, pricing, product safety, agriculture and digital content.
Quick Guides provide answers to core questions on key topics, as well as clear links to more detail if you need it. The guidance is organised by what, where and how you sell, and by key topics and activities. This matches how the law views businesses.
If you need more information, the In-Depth Guides provide the detail, with hundreds of guides covering all business types and activities. This includes areas such as consumer rights, delivery charges, online reviews, used car sales and business scams.
In addition to the guides outlined above, there is a range of Business in Focus guides. These include guidance on topics that are relevant to all
businesses, as well as guidance for more specific businesses.
The most recent Business in Focus guides published are:
• consumer vulnerability
• domestic energy saving
• holiday parks
• safe products for the UK marketplace.
All the guides on the website are free of charge, and you can download and print the guides relevant to your business.
The website is governmentbacked, so you can rest assured the information on the site is accurate and updated as regulations and laws change.
To view the guides, visit www.businesscompanion.info
IF you run any kind of business that delivers products or services to consumers, you will no doubt be aware there are a range of laws and regulations your business needs to comply with.
THE Essex Festival of Business is returning to Hylands House, Chelmsford on September 5 – a day for networking with hundreds of other Essex business folk and finding out more about the county business scene.
Organised by Essex Chambers of Commerce, the event made its debut last year to much popular acclaim and the plan is to make this year’s event even bigger and better.
The theme of this year’s event, which promises 80-plus
exhibitors and hundreds of visitors, will be ‘a changing world’ focussing on the ever-changing business landscape.
Denise Rossiter, Chief Executive of Essex Chambers of Commerce, said: “The festival is the perfect place for businesses to showcase what makes them special and a great opportunity for exhibitors and visitors alike to expand their reach, raise their profile and connect with potential clients.
“We will be joined by expert speakers who can offer practical advice on the issues faced and offer inspiration from their own experiences to help you adapt your business in order to thrive.”
The event is free to attend, and visitors can grab a bite to eat from a wide range of food trucks. They can also expand their connections in a dedicated dining and networking marquee. If a break from all that networking is required, visitors can get up close and personal with New Holland Agriculture’s first of its kind, methane tractor. Alternatively, they can head to
the back lawn to have a go at a range of activities plucked out of history with historical re-enactment company, Aeons & Eras.
The event runs from 10am to 3pm. Visitors can collect a free festival goody-bag and enter a prize draw with a number of fantastic prizes up for grabs, including a signed Essex Cricket Club bat.
There is ample free parking at Hylands House, one of the county’s most accessible and picturesque location venues.
A joint statement by Professor Tim Middleton, Vice Chancellor of Writtle University College, and Professor Roderick Watkins, Vice Chancellor of ARU, said the proposed merger will secure a long-term, sustainable future for Writtle, and unlock significant opportunities for growth and development by bringing together the two institutions’ strengths across education and research.
Now in its 130th year and located on the outskirts of Chelmsford, Writtle University College is one of the UK’s leading institutions for landbased studies.
It offers postgraduate, undergraduate, Further Education and short courses in the areas of agriculture and animal sciences, with students benefiting from a working farm, a specialist small animal unit and an equine centre based on campus. Writtle has also developed a range of degree programmes in applied life sciences, sport, and health subjects.
ARU’s campus in the heart of
Chelmsford has grown strongly during recent years, and is now home to more than 10,000 students, mainly studying a range of health, business, engineering, and law courses. The campus also houses the School of Medicine, one of the UK’s newest medical schools.
ARU’s academic expertise in fields including health sciences, animal science, sport science and sustainability will help to support and grow both education and research at Writtle, improving the experience and outcomes for students and creating opportunities for new courses.
The Writtle estate will operate
under the campus name ARU Writtle, taking its place alongside ARU Chelmsford, ARU Cambridge, ARU Peterborough, and ARU London. Writtle’s full range of Higher and Further Education courses will continue to be delivered on site, supported and enhanced by the wider resources of ARU.
The two organisations are working together to produce a comprehensive implementation plan, and will be consulting widely with staff, students and stakeholders. Subject to the approval of education regulators, they will then enter a legally binding agreement to proceed with the merger.
SMALL
Thus, for SMEs looking to improve their business performance quickly, it becomes crucial to invest in highimpact, low-cost skills development activities.
As one of the county’s longest established providers of workforce development programmes, here are some top recommendations from the coaching team at Pitman Training for organisations looking to close out 2023 on a high.
In-house workshops and training sessions: tap into existing expertise. Internal workshop sessions can
cover essential topics like product knowledge, sales techniques, or customer service best practices. Since these sessions are conducted in-house, costs remain low, and the training content can be tailored specifically to the company’s unique needs.
Cross-training: encourage employees from one department to learn about the roles and responsibilities of another. This promotes versatility among staff, fostering better understanding of the business as a whole and enhancing collaboration.
Focussed short courses and webinars: targeted learning using external specialists quickly delivers fresh skills that supports productivity. Popular topics for this kind of activity include sales, customer service, management skills, project management, and office IT courses. Webinars are an excellent way for teams to gain industry-specific insights without the need for travel or hefty fees.
Peer mentoring: establish a system where experienced employees mentor newer colleagues. This approach facilitates knowledge transfer, builds camaraderie, and often uncovers fresh, innovative ideas.
Attend local networking events: attending these can provide exposure to best practices, new trends, and potential collaboration opportunities.
Though there may be a small attendance fee, the insights and connections can be invaluable.
Book clubs: initiate a business book club where employees read and discuss relevant industry or business books. Not only does this keep everyone updated on market trends and best practices, but it also fosters a culture of continuous learning.
Feedback mechanisms: setting up regular feedback sessions where employees can voice their concerns, share their insights, or suggest improvements can be a powerful tool for growth. An open dialogue can reveal areas of potential training or skills enhancement.
Lean process training: lean methodologies focus on eliminating waste and enhancing productivity. By training teams on basic lean principles, SMEs can quickly see improvements in efficiency and waste reduction.
Role-playing exercises: these exercises can help employees practice and perfect their sales pitches, objection handling, or customer service responses, ensuring they're
always prepared for real-life scenarios.
Time management workshops: a perennial challenge for many is managing time effectively. By offering workshops on time management tools and techniques, everyone can make the most of every workday.
In conclusion, skills development doesn’t necessarily require massive budgets. By being strategic and leveraging the resources already at hand, SMEs can swiftly uplift their performance. Business owners should remember the goal isn’t just to train but to imbue their organisations with a culture of continuous learning. When employees are encouraged to grow and evolve, the business inevitably follows suit.
and medium-sized businesses are the lifeblood of the Essex economy. However, many grapple with constraints in terms of resources, time, and capital.
AS a business owner, having a good accountant is essential for your financial success. But what happens when your accountant is no longer meeting your needs? Here are twelve signs that it may be time to change accountants.
Lack of availability: if you find your accountant is difficult to get in touch with or takes a long time to respond to your calls or emails, it may be a sign they aren't prioritising your needs, causing delays in making important decisions, failing to meet deadlines and impacting on cash flow. Good communication is key to a successful accountant-client relationship.
Lack of expertise: your accountant should have expertise in your industry and be able to provide you with the specific financial advice you need. If you find your accountant doesn't have the necessary expertise or knowledge, it may be time to look for someone with more experience in your industry.
No proactive advice: a good accountant should not only be reactive to your needs but should also be proactive in providing you with financial advice enabling you to take advantage of any opportunities and solve problems faster and at a lower cost. If your accountant is simply processing your paperwork without offering any proactive advice, this will be detrimental for your future.
Errors in your financial statements: if you notice errors in your financial statements or tax returns, it could be a sign your accountant is not paying enough attention to detail. The result could be financial penalties as well as a loss of confidence for lenders and investors. These mistakes will cost you money in the long run, so it's important to find an accountant who is meticulous and detail-oriented.
Ethical concerns: if you have ethical concerns about your accountant's practices, such as questionable tax strategies or advice which you feel uncomfortable with, you need to distance yourself from them. If HMRC decides an accountant is doing something dishonest, all the accountant’s clients will be drawn into the same investigation at significant cost both financially and emotionally. An ethical accountant will ensure your business complies with all relevant regulations and maintains a good reputation.
Lack of transparency: your accountant should be transparent about their fees, services, and any issues that arise. If you find your accountant is not transparent or is withholding information, it could be a sign they are not acting in your best interests. Transparency in accounting practices is essential for establishing trust and for effective financial management.
Unresolved issues: if you have raised issues or concerns with your accountant and they have not been resolved to your satisfaction, why are you still with them? You should feel comfortable and confident your accountant is capable, reliable, and responsive to your business's needs. The right accountant will address your concerns promptly, effectively, and to your satisfaction, thereby fostering a strong, productive relationship.
Lack of innovation: if your accountant is still using outdated methods and technologies, it may be time to find someone who is more innovative and up-to-date with the latest accounting tools and practices. An accountant who is not constantly learning and improving their skills may not be able to provide the best service possible.
Geographical constraints: if you have moved to a new location, it may be difficult to continue working with your current accountant. Local knowledge, accessibility and convenience are amongst the benefits of working with a local accountant. The
further away your accountant is, the greater their reliance on technology to communicate rather than develop a personal relationship with you.
Incompatibility: if your accountant's values, work ethic or communication style does not align with yours, it may be difficult to work together effectively. Poor communication, a lack of trust and conflicts may result. Finding an accountant who shares similar values and work ethics can lead to a better working relationship and a more successful financial partnership.
Business growth: as your business grows, your financial needs will become more complex and may require a higher level of service than your current accountant can provide. Planning, scaling difficulties, mergers and more complex tax requirements are all elements of a growing business. You will need someone who can help you navigate the challenges of business growth and provide the expertise and support you need to take your business to the next level.
Retirement or succession planning: if you are planning to retire or pass on your business to a successor, it may be time to find an accountant who can help you with succession planning and ensure a smooth transition for your business. Valuations and tax implications are high on the agenda. An accountant with experience in retirement and succession planning can provide valuable advice and guidance to help you plan for your future.
If you are experiencing any of these issues with your accountant, it may be time to consider finding a new one. Switching accountants may be a difficult decision but, once made, it is quick and easy to do. It is important to remember your financial success depends on having the right professionals in your corner.
SOLAR farms are one of the fast-growing renewable energy initiatives springing up across the country.
Solar developers are constantly looking for land or commercial units on which to build new solar projects. If you are a landowner with some unused land, or you own a commercial unit with space, this gives you the opportunity to lease your land or roof space and diversify your income, usually by way of a rental income during a fixed period of years.
Solar installations are the large-scale application of solar photovoltaic (PV) panels to generate green, clean electricity at scale, usually to feed into the national grid, but often offset intense onsite electrical use. Solar installations can cover anything between one acre and 250 acres of land or on large areas of roof space – see our checklist below to find out if your land or commercial unit may be suitable.
As well as providing you with an additional income stream and potential offsetting, there are a host of other environmental benefits associated with solar farms. Embracing solar installations as part of your diversification strategy contributes to a sustainable and prosperous strategy.
So, how does the leasing on a solar farm work? As the landowner or owner of the commercial unit, typically you will receive rental income on the leased land/unit for a fixed number of years – usually around 30 years, or an offsetting of electrical usage.
If you are a landowner, this checklist gives a guide as to the likely suitability of your land for a solar farm project and things you should consider.
• Is there access to the site? Roads and paths will be essential for construction vehicles and crews to enter and exit the construction site. As part of the solar project, the developer may wish to install accessways or enlarge what is already there.
• If the site is visible from the road, there may be additional planning considerations due to the perceived impact on the visual amenity of the area which refers to the views and surroundings that comprise the backdrop to an area.
• Is there any substantial energy consumption on the premises? You need to factor in whether the proposed solar farm is being considered for powering and offsetting the electricity bills of commercial premises.
Alexander Waples, Senior Associate in the Commercial Property Team at leading legal firm, Tees, offers some food for thought to owners of land or commercial units looking for an
• substation/power connection? Proximity to a substation or power connector is desirable because voltage drop/power losses through power cables increase with distance. The size of the power line is also important: a 33kVa line or above is ideal, however 11kVa lines are also suitable. A developer will need rights to install cabling under your land (and potentially under neighbouring land). In addition, they may well need rights to allow the installation of a new substation on your land depending on the size of the scheme.
• Is there any existing solar PV installed on the property currently? Installing a new system on a property where one already exists may have an impact on the feed-in tariff eligibility of the first system. Additional electrical connection considerations will also apply to a second system.
• Are there any substantial solar PV or wind farm installations nearby? Receiving permission to connect to the grid may depend on the state
of the proposed installation. An already high penetration of solar power or wind (both types of ‘distributed generation’) may affect the ease of granting a grid connection permission.
As well as providing additional income streams for landowners, in terms of the environment, solar installations are a very efficient use of land as they can generate a substantial amount of electricity while occupying a relatively small portion of land. For instance, installing 10,000 megawatts (MW) of solar capacity on the ground in the UK would only utilize 0.1% of the country’s agricultural land area, but could generate enough electricity to power over 3 million homes. A solar farm with a 50 MW installation can save approximately 21,500 tonnes of CO2 annually, contributing to mitigating climate change and improving air quality.
If you’re considering leasing your land or commercial unit for a solar farm, or any other diversification project, contact the legal experts at Tees.
Having undertaken these courses, I now feel able to move forward with confidence
Claire Jennings,of Claire
Jennings Counselling & Hypnotherapy www.clairejenningstherapy.co.uk
Fully-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
• do they have the necessary resources to cover all bases?
• will they actively protect your interests?
not reveal the full extent of a defect or problem or that there is a defect at all.
You may be looking to grow your existing business through an acquisition or take over a competitor from the market. Perhaps you want to diversify your offering through buying a new business in a complementary sector to that which you already operate. Or maybe you’ve simply seen an opportunity which you feel you can develop.
Having the right team around you will be vital to guarantee there are no surprises after the purchase completes.
When choosing your solicitor, consider the following four questions:
• are they going to add value to the transaction?
• do they understand the market implicitly?
Birkett Long has more than 200 years’ experience, with resources and knowledge to best protect our clients' needs. Whether you are purchasing a business for £20,000 or £20,000,000, we can put together the right team to guide you through the process and most importantly protect your interests.
When buying a business there will be a period of due diligence that is undertaken by the buyer and their professional team. Due diligence gives buyers the opportunity to identify any problems or issues that may exist. However, there is always a potential risk that the seller does
Much of the protection afforded to a buyer will come from warranties that are given by a seller at completion. If there is a breach of a warranty, buyers - subject to certain contractual clauses - will have the right to make a claim in damages against the seller.
Tim
Field, Partnerand
Team Leader of the BusinessTeam at Birkett Long, offers advise to those thinking of buying a business.
If liabilities can be identified as part of the due diligence process, it may be an indemnity can be agreed or reduction in the purchase price.
Another way of securing a buyer's interest is to look at structuring the payment in stages. This gives you, as a buyer, the opportunity to withhold a proportion of the purchase price until certain conditions have been met, or time has elapsed.
Buyers may also be able to structure a deal to allow for an earn out, therefore basing a
proportion of the purchase price on the future performance of the business.
All these provisions give you protection and encourage the seller to be open and honest in the lead up to a sale, placing at risk part of the purchase price if they have been untruthful or misleading in the sale process. If you would like to find out how Birkett Long could help with your business acquisition, please contact me directly.
PARTNER and Head of Commercial Department at Birkett Long, Tracey Dickens, has been formally appointed to join the board of trustees at Farleigh Hospice.
Based in Chelmsford, Farleigh Hospice is a registered charity which provides hospice care to people affected by life-limiting illnesses, as well as bereavement support, across mid-Essex.
Tracey is a trustee on the main board of Farleigh Hospice and is also on the board of Local Hospice Lottery Ltd, a subsidiary company that operates Farleigh Hospice’s lottery, and runs lotteries for many other hospices around the country.
The focus of Tracey’s role, along with the other trustees, is to advance the purposes of Farleigh Hospice and make sure it is well run. The role also involves overseeing the activities of the charity to ensure it complies with its governing documents and the law and that its resources are managed responsibly.
Prior to joining the board at Farleigh Hospice, Tracey spent 12 years as a trustee at St Helena Hospice in Colchester.
On joining the board of trustees at Farleigh Hospice, Tracey said: “I have a strong belief in a society that assists people to die with dignity in their preferred setting, which is why I have been drawn to becoming a trustee in the hospice sector. It is a privilege to be invited to be a trustee of Farleigh Hospice, which is such a key organisation in the Mid-Essex community.”
On Tracey’s appointment, Keith Spiller, Chair of Trustees at Farleigh Hospice said: “We are delighted to welcome Tracey Dickens to our Board of Trustees. In addition to her outstanding commercial skills and knowledge, Tracey also brings a wealth of experience and insight as a hospice trustee, which will be invaluable as we continue to create and seize opportunities to advance the purposes of Farleigh Hospice. We wish Tracey every success in her new role.”
Birkett Long supports a host of local charities through fundraising, offering legal services and donating staff time. Birkett Long is committed to working with charities and since 2002 the firm has helped contribute more than £420,000 to various charitable causes.
Farleigh Hospice is a registered charity (which provides award-
winning hospice care, free of charge to people affected by life-limiting illnesses across mid Essex. Established in 1982, Farleigh Hospice provides care for any illness that is considered life-limiting (including cancer, neurological diseases, and chronic heart, lung, and renal diseases), both in the Inpatient Unit and in patient’s home environments. The charity also provides support for families and carers, and for people who have been bereaved.
It costs over £21,000 every day for Farleigh Hospice to provide the care they do to the local community across Mid Essex. The charity is part funded by the NHS but still needs the support of the community to help raise vital funds to continue providing care completely free of charge to those who need it.
IF you’re looking to acquire a business, there are many things to consider.
The pincer movement of online shopping and out-of-town retail parks has led to dark prophecies for the future of town centres as places where business, retail at least, will soon cease to exist; that we’ll be left with a splendid choice of Turkish barbers and Chinese nail bars, but very little else – unless you have a penchant for a charity shop bargain.
all is not lost –certainly in the view of Sam Good, Our Colchester BID Manager. For five years, Sam has been the walking, talking face of Our Colchester BID as it has grown from its birth in 2018 to its successful renewal in July 2023. Five difficult years for the entire economy generally and Colchester specifically when the city centre lost such leading retail giants as Debenhams, Marks and Spencer and Next. But Sam remains upbeat for the future of Colchester city centre – and believe by 2026, we will see an ‘incredible’ city centre.
Every bit of his boundless enthusiasm and dedication to the role will be needed to get
the city centre from where it is now to the ‘incredible’ vision he sees – but when you listen to what is being planned, it’s difficult not to be swept along on the wave of optimism.
Judging by the results of the five-year Our Colchester BID renewal ballot, the wave is carrying a very large swathe of city centre businesses with it. Nearly 500 businesses were eligible to vote and, of those who did, 85% voted to renew the BID. Interestingly, only 45% of those businesses eligible to vote actually put their tick or cross in the box, but that is 10% higher than the national average turnout for a BID renewal ballot.
So now the BID has been given the thumbs-up to continue its role for a further five years, where will the journey take Colchester and its 500 city centre businesses?
Sam said: “It’s fair to say the first five years of the BID have largely been operationally
biased. There’s been lots of foundation laying, lots of relationship building and immediate fix issues addressed. We’ve had to be realistic and accept that we couldn’t wave a magic wand and change everything overnight, but we’ve listened to our business community and we’ve listened to those we want to attract into the city centre. Issues raised by both groups have been plentiful and we’ve aimed to address these wherever we can. Cleaning, the state of pavements and car-parking are recurring themes.”
As the BID moves towards a new and exciting five-year term, it has adopted its new, more strategic direction. The next five years will focus on supporting Colchester city centre to be a place where businesses of all shapes and sizes can develop and thrive in a collaborative, engaging, mixed-use environment, with people and business firmly at is heart; fit for now and fit for the future.
With the future of town and city centre business in the spotlight like never before, BusinessTime in Essex takes a detailed look at what’s happening in Colchester as the Our Colchester BID (Business Improvement District) successfully navigates its five-year renewal vote.
This mixed-use environment would appear to be key – not just in Colchester but in town and city centres the length and breadth of the UK. Town centres will surely evolve back into town centres as opposed to the shopping centres they have been for the past 70 years or so.
Sam said: “Undoubtedly, the future for Colchester city centre is mixed use: living accommodation, recreational and retail. The redevelopment of the old Co-op department store is a perfect example of this. Inevitably, we will see more premises in the city centre dedicated to services you can’t acquire online but, in my view, it is a myth that retail is dead.
“It is true that nationally there has been an increase in vacant units. In Colchester we saw an increase from 9.85% in August 2022 to 10.11% in November 2022. However this is still under the national average of 13.7% and the East Anglian average of 13% Many of our units have been vacant for more than three years demonstrating the change in how people want to live, how they want to work and how they want to spend their leisure time which means there is huge opportunity to repurpose our city centre so we have a place that has longevity as the heart of Colchester. This research has enabled us to supplement our business plan and leisure strategy to ensure we are
looking at long term success for businesses."
Evidence that retail remains very much part of the future vision for Colchester city centre can be seen from the launch in July of the BID’s
The large holes left by the departure of the earlier mentioned retail giants, plus the departure of the Post Office from its former home at the top
of North Hill are easily visible on the eye. However, maybe not for much longer.
The former Debenhams is set to become a large family play centre run by Flip Out, the UK’s leading adventure and trampoline parks company. Plans are afoot for the old Marks & Spencer building in the High Street to become a visual arts facility, while Marriott Hotels are eyeing the former Post Office building for a new Marriott Moxy boutique hotel. With signs of progress also for a rejuvenation for the Jumbo water tower and for the regeneration of St Botolph’s roundabout, the city centre is set for some very major changes.
Sam said: “We need to be realistic here. When all these projects are complete, we are going to have an incredible city centre – it’s very exciting – but there will be some shortterm pain to be experienced,
Turn to page 37 s
• With an investment of £2.5million over its first five-year period, the BID has used this funding to extend this investment to more than £3.3million through external funding.
• The delivery of two extremely successful Business Awards programmes with two sell-outs awards evening, thousands of public votes and a wealth of business celebrated for their excellence
• Delivery of more than 150 planters across the city centre each year to enhance the place with more greening
• Delivery of the first Parklets in Essex, implementing more seating space for the public to dwell including additional greening
• Launched a market-leading consumer website InColchester, delivering an ‘all you need to know’ hub about the city centre
• Delivery of more than £75k worth of funding to local events to deliver a great calendar of events including Colchester Pride, Colchester Fringe Festival, Invasion, Anti-Loo Roll Brigade Festival and much more
• Chairing the Colchester Place-Marketing Board to drive forward inward investment, a collective voice and increased tourism investment
• Formation of Leisure Recovery Board and launch of Leisure Recovery Strategy, attracting more than £250k of investment in its first six months
• Essex’s first ‘Innovative Giving’’ campaign to divert giving to local charities supporting those with street-based lifestyles or those who are homeless via Tap2Change
• More than £350k worth of investment into our Indie Vision to support our independent businesses in the city centre
• Management of city centre Christmas programme of events including last year Christmas Light Parade, late Wednesday programme and regional leading Christmas marketing campaign with our video during the past two years gaining more than 1.8million impressions
• Launch of our new Future of Retail Vision to support our fast-evolving retail sector
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especially with the St Botolph’s project, before we enjoy the long-term gain.”
As the BID looks to a more strategic approach in the next five years, its close working relationship with critical allies, particularly Colchester City Council, is key to making the significant strides forward envisaged in its 2023-28 fiveyear plan.
“We have a great relationship with the council and its leader, David King, has been really supportive of all that we are trying to achieve. The recent renewal of our Purple Flag accreditation for excellence in the evening and night-time economy is a good example of what partnership working can do,” said Sam.
Creating a thriving town centre involves many facets, one of which is ensuring you can get the right number and quality of person to work in the town centre – something which can be quite a challenge.
“We are working towards being a Living Wage city centre, but also one where people want to work. With this in mind we are having a big focus on employment, looking at free or discounted travel to and from the city centre for people working there, and
Our Colchester BID recently launched Retail Vision, a dedicated document focused on supporting the retail sector in Colchester.
In light of the seismic and accelerated changes affecting the national (and international) retail industry such as changing consumer behaviour, an increase in out-of-town retail locations, the speed and ease of online shopping and rising supply chain costs, the Our Colchester BID commissioned Savills Place to carry out research into the changes needed to support retail businesses in the city centre now and in the future.
The resulting Future of Retail report includes a review of the national trends
organising social events, such as after-work cocktail parties. We want the city centre to be a special place not just for visitors, but for people who work there,” added Sam.
So, much has been achieved and much remains to be done –but the future of Colchester city
being seen across many towns and cities, of existing demographics, strategies, funding, and plans that are already in place to support the city centre’s development both short and long term. This was supplemented by bespoke Colchester specific research into footfall, dwell, spend and vacancy rates.
The report goes on to outline strategic principles that serve as a foundation for reasoning and decision making about the longer-term direction for the retail vision for Colchester city centre along with a comprehensive action plan for their implementation.
Four key actions in the Retail Vision document will focus on supporting the retail sector and encouraging key stakeholders to take action for retail.
The four key focuses of the Retail Vision are:
1. Getting the basics right. Supporting businesses to resolve the recruitment
centre as a business hub looks far rosier than some of the more pessimistic mutterings would have you believe. Best to remember though the old saying (particularly when considering Colchester’s history), Rome wasn’t built in a day.
struggles faced by many in the sector. Tackling retail crime and perceived issues of safety in the city centre, making a welcoming space for all. Creating greater access including transport and wayfinding.
2. Making retail fit for the future. Finding ways to utilise ‘empty space’ that mirrors today's consumers wants and needs.
3. Environmental Experience. Social value, well-being and community are no longer secondary values. Creating a city centre which builds back greener, understanding that sustainability plays a role in consumers buying habits.
4. Creative marketing, spreading the word about Colchester and celebrating its unique selling points that make this a destination like no other.
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INNOVATION CENTRE KNOWLEDGE GATEWAY
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Planning for Christmas seems to start earlier every year – but sometimes it pays to get ahead of the game and avoid leaving things to the last minute. So in this BusinessTime in Essex Christmas feature, we offer ideas and tips to help you ensure it all goes smoothly – from great venues, ensuring you capture the magic, special gifs and, of course, the ubiquitous Christmas tree to adorn your reception or home.
CHRISTMAS party planning might seem simple; after all isn’t it just an end of year celebration for your staff? Well, like any
event, the key to success is having a clear idea of what you want to achieve before you go ahead and start your Christmas party planning.
Christie Steel is Marketing Manager at Greenwoods Hotel & Spa at Stock, one of the county’s most prestigious event venues. She said: “Knowing your objectives is a good starting point. Is it a pure celebration or do you want to include
some awards and speeches, or even combine it with an afternoon planning session. An approximate number of guests will enable you to allocate an estimated budget and then shortlist an
Turn to page 41 s
(but
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From Page 39 s
appropriate selection of venues. You also need to establish who is going to be responsible for planning the Christmas party planning and what approvals are needed, and at what point, because without clear ownership from the beginning, the final party will struggle to deliver.
IN the world of corporate hospitality, Christmas remains the key period of the year – though it would appear staff, more than customers, are the main beneficiaries.
Caroline Davis is Events Manager at Orsett Hall, a four-star hotel set within 12 acres of landscaped gardens roughly 25 miles outside of central London, and she is bracing herself for a very busy few months.
“Set your budget as soon as possible. This may sound obvious, but there is nothing worse than trying to plan a Christmas party without knowing what you have to spend. The venue is likely to be your biggest cost and can vary enormously based on location and the type of venue. Also think about where you want to allocate the budget. Do you want to treat your team to Champagne or is prosecco acceptable? Do you want lots of entertainment or is it all about the dancing? By setting your numbers at the beginning and knowing the objective, these sort of decisions should be easier to make.
options and aesthetics are key factors. Make sure it’s not too small or your attendees will feel confined and constricted, and make sure it’s not too big otherwise or your guests will be rattling around, which is likely to kill any atmosphere.
with our stomachs and feast with our eyes, so getting the food right is hugely important as it’s one of the elements people look forward to and will be talking about afterwards.
functions during the day and evening and can cater for groups of up to 500. Conversely, we can offer rooms for an individual who simply wants to entertain a client in style. We’ve held a winter ball for an online retail giant, a coffee product launch for an international
“If you’re a large organisation then your choice of venue needs to be somewhere that is easily accessible, and easy to get home from. If it isn’t then you need to look at laying on your own transport, and this needs to be factored into the budget. Also don’t forget to speak to the venue in advance about any accessibility requirements you might have.
“Whilst we host a wide selection of events for companies looking to promote their services and products to wouldbe clients, the bulk of our business, particularly in the run-up to Christmas is staff-focused. Business of all sizes remain committed to treating their staff and our location and range of facilities make us a popular choice.
“The venue is possibly the most important aspect of any Christmas party as it represents the foundation of what you are doing. Of course, the earlier you start to look, the more choice you have.
Italian coffee company and a quiz night for a shipping company. On one occasion we had to remove the doors from their hinges in a function room to accommodate the arrival of a Ferrari –we’ll always go that extra mile!”
“We have a variety of Christmas party
“Work out who the event is for: staff, partners, clients? Each of these scenarios would have very different atmospheres and expectations and your party plan would need to vary. Events with a mix of guests require a different approach to get everyone mingling, such as additional entertainment. It’s unusual to have staff of a similar age in your company, or a team that likes the same things, so understanding your guest list can help you factor their preferences, as well as what’s right for your company culture, into your ideas for entertainment, styling and venue selection.
“When choosing your venue, location, size, price, catering
Orsett Hall was originally built in the early 17th century. In 1977, the Hall
“The menu can make or break any event; too little food for example, and you’re going to have people complaining or going away feeling as though you’ve scrimped on the budget. And when it comes to Christmas, well, food is everything. We really do think
“The time spent enjoying a party can be in direct correlation to the drink! You need to factor in a number of drinks per head, and your event supplier or caterer will be able to help you with this.
s
became a privately owned, 4-star hotel but 30 years later, a re broke out in the kitchen and the grand old building that had stood in the grounds for centuries was lost forever. Plans were quickly drawn up to rebuild the Hall, and it was decided that the new building should replicate the original as closely as possible. Building work commenced in early 2008. The Whitmore Suite and nine bedrooms were opened within three months, and the entire project was completed in April 2009.
In 2010, the Garden Brasserie was built and in 2011, the previous owner’s house was converted into a wedding chapel, a bridal suite and two further superior bedrooms. In 2016, Café Sartoria, the Sartoria Suite, 16 Sartoria bedrooms and the brand new Kukana Spa were completed.
An open evening will be taking place on September 20 when all four function suites will be set up to show guests what is available to them.
Your Christmas tree in reception says a lot to visitors (and staff) about your business – so choose carefully.
Fred Smith Christmas Trees grows its own top quality trees (Norway Spruce and Nordmann Fir) on a farm just outside Colchester – and has since 1959. Trees, up to a height of 20feet, can be delivered (complete with fitted stand) to your business and collected again afterwards. You just have to decorate them!
Call now to reserve your tree and arrange delivery – and put your rivals in the shade.
www.fredsmithxmastrees.com
From Page 41 s
likely need professional support.
A Secret Hamper surprise is something to be remembered.
And remember it’s not just alcohol; soft drinks need to be just as abundant, especially as these days alcohol isn’t on the top of everyone’s list. Keep your calculations realistic to avoid ending up with large amounts of leftover which can lead to significant waste – both financial and otherwise … but equally too little and you’re going to be left with a bad feeling circulating your event. This is why, very often, you will
“Entertainment can be critical to the success of your Christmas party and it’s not just big events that need good, professional support in this area. If you don’t have a plan to pace your evening and drip feed quality entertainment across the evening, you may as well just be holding your event at the local pub and be at the mercy of its jukebox. By employing professional DJs and/ or performers, you are bringing in people whose job it is to ensure that their performance (and hence your evening) runs smoothly. And in terms of your entertainment choices, remember that while you can’t please everyone, you do have to cater for the majority. Assume most people are going to want to dance but make sure the playlist is varied and works for as many of your guests as possible
“It’s always worth getting feedback after your Christmas party. Yes, everyone is chatting about it in the office, saying what a great time they had but what did they really think? Whilst you’re thanking everyone for coming and sharing the official photographs from the night, why not also send a simple survey to collate feedback that you can share with your team, event planner and suppliers so that you can make your Christmas party planning for next year even smoother.”
Talking of photographs, having someone capture the great event and share photographic memories afterwards is always worth considering. Tina Wing of Wickford-based Tina Wing Photography, said: “An occasion worth holding is an occasion worth remembering and getting a professional photographer to capture those special moments is the best way to ensure guests have
a permanent record of the event you’ve gone to so much time and expense organising.”
Of course, Christmas is about more than parties, fun though they are. Gifts are an integral part of the festive season – and when it comes to your staff or clients, it’s those offered with a little extra thought that are valued and remembered longest.
Nigel Richardson runs Essexbased Secret Hamper which specialises in beautiful and mouth-watering hampers whose contents are Essexsourced. “We have a choice of hampers and can happily put together bespoke hampers to make the perfect individualised gift for that special client or highly valued employee. Not only are you giving a very special gift, you are supporting fellow Essex businesses in the process.”
HEALTH and social care organisation Provide Community, a Community Interest Company (CIC) which has its headquarters in Colchester has won two regional awards for innovation in the 2023 NHS Parliamentary Awards.
The awards took place in Westminster on July 5 to coincide with the 75th birthday of the NHS for organisations nominated by their local MP. With a strategic aim to transform services through innovation, Provide Community has invested in the delivery of a series of digitally enabled initiatives aimed at reducing health
inequalities and improving access to care. These include the creation of virtual wards that have been adopted nationally, and the launch of Provide Digital, a dedicated team designing and developing bespoke applications and software for the healthcare market.
Winning the East of England NHS Parliamentary award for Excellence in Urgent and Emergency Care, a project developed by Provide Community's Child Health Information Service, a multi-agency team led by Provide Community developed a groundbreaking solution to enhance information triage in children’s Accident and Emergency (A&E) services. A&E teams were manually processing more than 1,000 paper notifications a week to identify children in need of clinical review and support, resulting in delays to triage information. Automation of information has seen delays in getting attendance data to clinicians reduced from three months to less than 48 hours and has saved thousands of clinical and administration hours.
Provide Community was also recognised as a regional winner in the Future NHS award,
introducing RealWear Bluetooth headsets in clinical and community care settings allowed teams to understand how assisted-realityheadsets could be harnessed in clinical fields to overcome challenges and support productivity.
RealWear pilots took place in cardiac and community settings where the use of RealWear headsets on district nursing home visits enabled joint multidisciplinary visits in real time. Wearing the hands-free device, clinical staff can see through the eyes of the practitioner, speak to the patient and download high-resolution images to be added to patients’ files with notes to formulate care plans.
For patients, this means they can access the recommended assessments/treatments the same day without the need to leave home or attend hospital clinics. For community staff and trainees, there is real-time access to support and consultation and more efficient collaboration across teams.
Dr Edward Morris, medical director for the NHS in the East of England, said: “These awards highlight the amazing work NHS staff and volunteers carry out across the East of England. Their tireless commitment and outstanding care are heart-warming and I’m delighted to see our dedicated staff and teams recognised in this way.”
Provide Community delivers more than 55 healthcare services in NHS and community settings and social care support at home. To find out more about career opportunities with Provide Community, visit www.provide.org.uk
WITH rising interest rates and inflation driving the costs of owning a rental property ever higher, many landlords have been downsizing their property portfolio or exiting the market altogether.
What do landlords need to think about before selling a buy-tolet property, in terms of capital gains tax and tax planning?
House values have jumped significantly in recent years, so many individuals and trustees who are landlords will face paying capital gains tax if they dispose of a rental property where they’ve made a gain.
To compound matters, in the Spring Budget 2023, the
Government announced massive reductions for the ‘annual exemption’ which helps to reduce capital gains tax payable. The allowance for individuals has already been cut from £12,300 to £6,000 and is set to be slashed again down to £3,000 in 2024/25. This will mean more landlords are charged capital gains tax on the disposal of a buy-to-let property.
Where capital gains tax is payable on the disposal of a UK residential property, landlords must report the transaction and pay the tax within 60 days of completion. This can be done online via the gov.uk website. Failure to report and pay by the deadline will result in HMRC levying penalties and interest until the reporting is completed and the tax is paid. So it’s very important for taxpayers to be mindful of this deadline.
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The disposal will also need to be reported in your self-assessment tax return (if you normally have to a file a tax return), with credit given for tax already paid.
There are, in some circumstances, ways to help reduce or eliminate a capital gains tax liability by careful planning prior to the disposal taking place. If selling a buyto-let is something you’re considering, get in touch with us.
Emma Walker, Senior Tax Advisor with leading accountancy firm, Larking Gowen, offers some valuable advice to landlords in this time of rising inflation and interest rates.
in your podcast provider or visit our website larking-gowen. co.uk/LGI.
If you want to know more about inflation and how it’s impacting your finances generally, listen to my chat with financial advisor Tony West, from Beckett Investment Management Group, on our special podcast episode, just search Larking Gowen Insights
This article is designed for the information of readers. Whilst every effort is made to ensure accuracy, information contained in this article may not be comprehensive and recipients should not act upon it without seeking professional advice. “Larking Gowen” is the trading name of Larking Gowen LLP, which is a limited liability partnership registered in England and Wales (LLP number OC419486). Where we use the word partner it refers to a member of Larking Gowen LLP. ©Larking Gowen.
Quite simply, the best and most cost-effective way of putting your business in front of 25,000 decision-making, business-focused readers across Essex, in print and online, every issue
Sarah Brockwell, part of the Business Coaching team on the Essex County Council-funded Group2Grow programme, said: “After placing a full-page advertisement in BusinessTime in Essex, promoting the Group2Grow Business Coaching Programme, we saw an immediate response in terms of website hits as well as applications to join the programme (which is 100% funded by Essex County Council). If you are considering investing in print advertising, BusinessTime in Essex is highly recommended. BusinessTime in Essex does what it says on the tin - promotes business in Essex!”
So if you’d like to be an active part of the next issue, rather than be on the outside looking in, contact Editor Peter Richardson on 01206 843225 or 07778 067614 – or email him at peter@pjrcomms.co.uk
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IN today’s fastpaced media cycle, knowing how to handle crisis communications is essential.
Crisis communication involves the strategic management of information and communication processes during a crisis, with the goal of minimising negative impacts and restoring trust and confidence among stakeholders. You can even emerge stronger than before. Here are our five tips for managing crisis communications:
Develop a crisis communications plan: the first step towards effective crisis management is to have a welldefined crisis communications plan in place. This plan should outline the roles and responsibilities of key team members, establish clear communication channels, and identify potential scenarios with pre-approved messaging for each. By proactively preparing for potential crises, your organisation can respond swiftly and effectively to minimise confusion and stay on top of any evolving story.
Be transparent and honest: transparency and honesty are critical elements of effective crisis communications. It is important to provide accurate and timely information to your stakeholders and the public, acknowledging the issue at hand and offering updates as new developments unfold. By being as transparent as possible, organisations can build trust and credibility, mitigating any potential damage caused by the crisis.
Tailor messages for different stakeholders: each crisis will affect different stakeholders in varying ways. When communicating during a crisis, it is vital to tailor messages to address the concerns and needs of each stakeholder group. Whether it is employees, customers, shareholders or the public, crafting targeted messages that resonate with each audience demonstrates empathy and understanding. This personalised approach helps to foster trust and maintain positive relationships with stakeholders during challenging times.
Use multiple communication channels: during a crisis, it is important to leverage multiple
channels to ensure that messages reach the intended audience efficiently. Use a combination of traditional media outlets, social media platforms, website updates and direct communication channels. A multichannel approach allows organisations to disseminate information widely and promptly, while also providing an opportunity to engage in real-time conversations to address concerns directly. Learn from the crisis: every crisis offers an opportunity for learning and improvement. After the crisis has been resolved, conduct a thorough review of the incident and the organisation’s response. Identify areas for improvement and develop strategies to prevent similar crises in the future, updating your crisis communication plan to reflect this. By continuously evolving and adapting your crisis management strategies, you can enhance your organisation’s resilience and readiness for future challenges.
Mastering crisis communications is a critical skill for every organisation aiming to protect its reputation, maintain stakeholder trust and navigate through challenging times successfully. A well-prepared and well-executed crisis communication strategy can not only minimise potential damage but also serve as an opportunity to strengthen your business’ reputation and relationship with stakeholders.
As an integrated communications agency, we have a wealth of experience managing crisis communications effectively. Call us for more information.
Chelmsford Star Co-operative Society has a long history, having been founded in 1867, and now has stores across the district. The company has always supported local charities and initiatives and this ethos continues today, with a focus on creating a resource they can tap into year-after-year.
It was in 2020, during the COVID-19 pandemic, it took this generosity one step further by partnering with the independent charitable trust Essex Community Foundation (ECF) to provide emergency grants to those in crisis and put donation points in stores for members to contribute.
Following this, and seeing the high level of need, Chelmsford Star Co-op set up its own Community Fund with ECF in 2021, ensuring long-term support for local charities.
Kevin Bennett, Head of Membership & Marketing, at the Co-op, said: “We put communities at the heart of everything we do and by working with ECF, we are being introduced to some of the smaller, grassroots charities that do so much in local communities. These often don’t have the profile or the resources to be able to attract the funding they need. They do
all the due diligence and make recommendations for us to consider, and our panel, made up of members, makes the final selection.”
Since working with ECF, Chelmsford Star Co-operative Society has given more than £50,000 to a wide range of local charities, and voluntary and community groups, including:
Families InFocus, a parentled charity that gives support to families in Essex who have children with special educational needs or disabilities. A grant of £1,500 helped it with its running costs, including rent for premises, which has enabled it to continue its work providing a safe and supportive play environment for the whole family. At the sessions, children interact with their peers, and parents can share stories and experiences. One parent said: “Families InFocus has provided
most on-point and appropriate support we have ever received. I honestly can’t thank it enough.”
The Wilderness Foundation UK also received support with £500 given towards its Down To Earth Allotment Project. Situated on the Melbourne Estate in Chelmsford, the vegetable patches, greenhouses, flower beds and a pond are all designed to foster a connection with nature and encourage conservation efforts. The project is a sanctuary for those who use it, especially people who are vulnerable or those struggling with their mental health.
• consider and influence the timings of transactions
• review and consider catching up with revenue expenditure (eg, maintenance, mileage claims, etc).
Most businesses, when it comes to their year-end will focus primarily on finance and financial reporting, with directors, owners and shareholders keen to know the financial outcome. Those charged with financial reporting will be considering preparation of financial statements as well as any potential financial year-end planning. This for many is often a task carried out hand in hand with their external accountants or auditors and tends to be a process which aims to:
• assess the level and treatment of potential profits
• attempt to reduce the overall potential tax liability
• review capital expenditure and maximise the use of tax allowances
• consider tax efficient remuneration and pension contributions for directors/owners
• consider the basis for profit extraction including dividend payments
• review directors' loan accounts and act on these as necessary
Given this background it is perhaps highly understandable that less thought may be given to perhaps the equally important matters at the end of one business year and the start of the next. Seemingly more and more organisations seem to plough on year on year, with little or no time to consider or reflect on passed activity and its impact on future performance.
Amongst the points perhaps worthy of consideration are the following:
People: how have your team performed? Have you experienced labour and skills shortages? Have you had a challenge recruiting and retaining staff? Have you seen increased staff absences? Do your staff feel valued? Have you faced increased pay pressure? Have you looked to make changes and introduce new process or practices and how successful have they been?
Customers: have you grown your customer base and sales in line with expectations? Have you entered new markets or developed new products or services? Have you improved your customer experience? Have you improved customer retention and advocacy? How has your
sales or business development team performed? How has your marketing responded to business changes and opportunities as well as changes in marketing activities?
Processes and practices: have you introduced changes or new business processes or practices? Have you made changes to products or services? Have you invested in digital processes and practices?
The points or questions raised are certainly not definitive or exhaustive. Each business will have its own aspects to consider which will more likely than not be dependent on the nature of the business, the market in which it operates and its own unique situation.
Finally, perhaps the question we all might ask is what do we feel about the business today as opposed 12 months ago?
NOT to be confused with the tax year-end which is April 5 each year, the year-end date for your business is specific to you.Dean Wright, of Streets Whittles Chartered Accountants in Colchester and West Mersea, suggests using your year-end more productively.
WITH house prices high in relation to earnings, many parents and grandparents are looking at ways to help their children/ grandchildren on to the housing ladder through the 'Bank of Mum and Dad'.
Here are four ways to help achieve this, but you need to make sure you select the right one for you and your family’s circumstances.
A cash gift towards the purchase in the child’s name is perhaps the most obvious way to help, but not without some important considerations. No Capital Gains Tax (CGT) is payable on cash gifts, and it will be a Potentially Exempt Transfer (PET) for Inheritance Tax (IHT) purposes. This means no IHT to pay now, but IHT could be due if you were to die within seven years of making the gift.
As with all gifts, you need to be comfortable with giving away the cash absolutely. Are you confident you will not need it in the future, or that your child will not squander the cash? How secure is their relationship with their partner? You would not want them to lose some or all the money if they were to separate.
From a Stamp Duty Land
Tax perspective, a purchase in the child’s name is often preferential as it is likely to qualify for the first-time buyer’s exemption and avoids the 3% SDLT surcharge that applies to the purchase of second homes.
An alternative may be to lend the money to your child. That way you can still retain some control over the money, demand it back if needed, and protect it if your child splits up from their partner.
You could ensure your money is protected by a Declaration of Trust which states the house is to be sold if you need the cash back and agree fair terms, so you and your child are both protected.
For further security you may want to consider registering a restriction over the property so it could not be sold without your consent. As with above, it should also be possible to benefit from SDLT first-time buyer’s relief and avoid the 3% surcharge.
You could purchase the property yourself and allow your child to live in the property. You retain ownership and control over the property, but the downsides are that any gain on a subsequent gift or sale will be taxable as it will not qualify for the valuable principal
Neil Spicer, Tax Associate at leading Essex accountancy firm, Rickard Luckin, offers advice to parents and grandparents on the joys and potential pitfalls of helping children/grandchildren onto the property ladder.
private residence (PPR) relief, the property will continue to form part of your estate for IHT purposes and will be subject to the 3% SDLT surcharge.
If you are fortunate enough to already own a second home, this could be gifted to them. However, you must remember this is a capital disposal for CGT purposes and the property will be deemed to have been sold for its open market value. This could mean you will have CGT to pay even though you’ve received no actual sale proceeds from which to pay it. As with a cash gift, this will also be a Potentially Exempt Transfer for IHT purposes, subject to the same conditions explained above. The good news, however, is there is no SDLT to pay on a gift!
Whichever option appeals, remember it’s never too early to start planning. If your children are not yet at the moving out stage, now might be the time to start planning how to help them with the biggest purchase of their life. Regular savings could be put aside in a number of tax efficient investment vehicles including the lifetime ISA, which is available to 18–50-year-olds, and offers a 25% bonus to savings funded by the Government if the funds are used to purchase a first home. Such regular savings, if made from surplus income, could potentially be exempt from IHT
Chelmsford College offers a wide range of Apprenticeships from Level 2 to Level 4.
1
Nationally recognisedApprenticeships are based on industry occupational standards, designed by employers for employers.
Industry professionalsOur expert tutors and assessors can share their own industry skills and experience.
Create your talent pipelineDevelop new talent and upskill existing employees. 2 3
Wide range of programmesOver 30 subject areas, including Engineering, IT, Business Admin, Management and Construction.
Flexibility - Our apprenticeships are designed to work for employers, offering a mix of day release, hybrid and online learning.
Business Services TeamDedicated point of contact to assist with finding the right candidate and apprenticeship.
4 5 6
Chelmsford College excels in offering high-quality courses and a wide range of choices. Our impressive results place us among the top Apprenticeship providers in the region.
If you would like further information contact our Business Services Team:
01245 29 30 31
apprenticeships@chelmsford.ac.uk
www.chelmsford.ac.uk
AS a small business owner, being owed money can put you under huge pressure when paying your own bills, suppliers, and staff. It can also cause massive stress for you and your family.
However, there are steps you can take to chase down money – starting with this helpful Q&A guide on the options open to you…
Q: What can I do if a client won’t pay?
A: Clear communication is often all it takes to settle an invoice, which is why late payment letters are important in the debt recovery process. You should have a clear policy in place for overdue payments, such as following up non-payments with a friendly letter, email, or call, reminding clients about the payment terms in your contract, applying interest to encourage prompt payments and advising clients you’ll be pausing all future work until invoices are paid.
Q: What is a letter before action?
A: A letter before action warns the late payer that if payment is not made, you’ll be willing to take legal action and this is the first step in that process. It’s sent when you’ve already taken steps to try and recover the debt, such
as frequent calls, adding interest, offering payment plans and sending late payment demands. FSB members can access a free template through FSB Debt Recovery on the online Legal Hub.
Q What’s a late payment demand?
A: A late payment demand lets you claim interest and compensation under the Late Payment of Commercial Debts (Interest) Act 1998 in addition to the principal sum.
Q: How much interest can I charge?
A: In some cases, you can add charges in line with Government legislation, which says you can charge interest and debt recovery fees on late commercial payments – up to 8% interest plus the Bank of England base rate on late payments. Try the late payment interest calculator provided by the Small Business Commissioner:
https://www.smallbusinesscommissioner.gov. uk/deal-with-an-unpaid-invoice/how-to-chasean-unpaid-invoice/interest-calculator/
Q: Is there a time limit for pursuing an old invoice before I must write it off as bad debt?
A: Debt claims must be brought within six years of the sums falling due or, if it occurred later, the debtor’s last acknowledgment of the debt – otherwise they will be statute-barred and become unenforceable. At that point, they
The Federation of Small Businesses (FSB) estimates 50,000 small businesses close due to late payments every year. So, how can you ensure you get the money owed to you? Ann Scott, Essex Development Manager at the FSB, offers some advice.
should be written off as a bad debt. Knowing exactly who your customers are, what their credit rating is and having a physical address to send legal documents to, are vital steps every business should take to reduce complications going forward.
Debt recovery experts are just a call or click away for FSB members. Whether it’s a oneoff customer or a regular late payer, FSB’s Debt Recovery Service can advise on further steps to take: https://www.fsb.org.uk/join-us/ membership/fsb-member-benefits/debtrecovery.html
Partner with ARU to achieve your business goals.
ARU can provide bespoke solutions for your organisation to:
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THIS Autumn, we at Tendring District Council (TDC) are holding a series of business events to champion different sectors and fantastic hidden businesses from across the area.
The Tendring4Growth Business Fortnight will see seminars, networking events and a jobs and skills fair take place, with a total of 10 events being held across 11 days from Monday, 25th September to Thursday 5th October 2023.
There is an event for everybody. We are fortunate to have such a variety of sectors operating in Tendring – from tourism to manufacturing, and creative to energy generation.
We recognise businesses are the lifeblood of our local economy and that is why we are holding this fortnight, covering a vast range of topics and illustrious speakers, to not only take a moment to celebrate what is great, but also look at how we can work together to grow our economy.
Our opening event, Spotlight on Tendring, features the inspirational speaker Scott Russell who is the founder and CEO of Paddy & Scott's coffee shop and named one of the country’s top 100 influential business leaders. Scott will provide valuable insight into starting up and running a highly successful business on Monday, 25 September in the new Sunspot units in Jaywick Sands.
Following this, on Tuesday at the Waterfront in Harwich, we will explore the burgeoning tourism sector in the district with expert talks on business growth and collaborative working from Steve Beel, Chief Executive of Freeport East; Peter Manning OBE, Essex County Council’s (ECC) Head of Visit Essex & Inward Investment; Paul Milsom, Managing Director of Milsom Hotels and Restaurants; and David Gledhill, Former Port of Felixstowe CEO and current chairman of the Landguard Trust.
On Wednesday at Kingscliff in Holland-on-Sea, we are hosting the Digital and Independent Retailer seminar to help businesses maximise their digital marketing, with speakers from Maybe* Tech, Leading Motion Ltd and it'seeze.
Meanwhile our ever-popular jobs and skills fair returns to the Princes Theatre in Clacton-onSea on Thursday, with residents invited to try their hand at various jobs and careers within key sectors across Tendring. This is always a fun event as attendees can really get stuck in. Week two begins on Monday, 2
Councillor Ivan Henderson is the Deputy Leader of Tendring District Council and Portfolio Holder for Economic Growth, Regeneration & Tourism. Here he looks forward to what promises to be a fantastic fortnight of business interaction across Tendring.
October at Clacton Leisure Centre, with a Women in Business event, with Eve Calderbank, ECC’s Principal Economic Growth Officer and creator of Ambitious Women in Essex (AWiE), sharing routes to support and celebrate the success of Essex women in business, with more speakers to be announced.
The Military Covenant event at Kingscliff in Holland-On-Sea on the following Tuesday morning will be hosted by Kristina Carrington from the Ministry of Defence. Kristina will introduce the scheme and explain how reservists and veterans can bring a variety of transferable skills to the civilian workplace to benefit local employers.
Our Disability Confident event taking place at Kingscliff in the afternoon will explore how the Disability Confident employer scheme can help your business, with talks confirmed by the Department for Work and Pensions.
This is followed by the Creative & Culture event on Tuesday in Harwich, with speakers from the Arts Council England and Rosie
Georgiou from Clacton Creatives. One-on-one appointments will also be available to book to discuss funding opportunities.
We conclude our open programme of events with The Freeport East event on Wednesday, 4 October at Wix Village Hall in Manningtree. Talks will discuss how the freeport at Harwich and Felixstowe will boost global trade for your business. Speakers include David Terry, Offshore Wind Supply Chain Manager at RWE Renewables; Steve Wilson, Head of Innovation and Business Engagement for Freeport East; and Alison Mitchell, Contractor at Innovate UK Edge.
We end the fortnight with the second Tendring4Growth business awards, an invite-only celebration event of all that is great about Tendring business with categories aligned to our events over the fortnight. Nominations are now closed for these, and our panel has completed the hard task of judging the awards.
To book and for further details on each event visit the Tendring District Council Eventbrite Page: bit.ly/3qiw9sX
Events are free, but we do ask attendees book in advance so we can plan for numbers. Some events can be joined virtually for those who cannot make it in person.
I hope that we see plenty of people come along for some – or even all – of the Tendring4Growth Business Fortnight events, which are really not to be missed.
MANY employers will have heard about or take part in the Defence Employer Recognition Scheme, allowing their staff who are military reservists paid time off to fulfil those duties. So why not do the same for police reserves – Special Constables.
Special Constables are fully warranted police officers, wearing the same uniform, have the same powers and are bound by the same codes of ethics as regular police officers. The only difference? Special Constables do all this in their spare time.
The Employer Supported Policing (ESP) Scheme is a partnership benefiting employers, their staff and the Police Service by allowing paid time off to release Special Constables, allowing them to volunteer in the communities where they live or work.
Les Hawkins, the Essex Police Specials Supported Policing Coordinator, said: “As a recently retired Essex Police Sergeant, I am acutely aware of the huge benefits and skills Special Constables bring to Essex Police. They are an extremely keen and enthusiastic group of people. They work alongside their regular colleagues and face exactly the same challenges, willingly give up their own time, often at the most unsociable times of the day to help make Essex a safer place to live and work.”
Essex Police was the first, and still only one of three of the 43 Home Office Police Forces, to employ somebody specifically to develop the ESP scheme within their force area. This is testament to the importance and value Essex Police gives to its Special Constables.
So how could your business benefit? Les said: “There are many benefits for employers. For instance, Corporate Social Responsibility is high on the agenda for many organisations and ESP is a fantastic opportunity to enhance your company’s reputation around community engagement. Special Constables are also widely regarded by employers as being more committed, dependable, confident and responsible in the workforce. Police training
also gives them many new skills such as crisis management, leadership and effective communication that they can bring back to their workplace.”
Although there are similarities, ESP differs from the Defence Scheme in that it is not prescriptive. Essex Police will not dictate the amount of paid time off required but instead, understanding the unique impact such a scheme may have on individual organisations, the scheme is fully flexible and bespoke to your own organisation. This means it can work for you if your business consists of two or 20,000 people. And crucially, there is absolutely no contractual obligation on businesses registering with the scheme.
Essex Chambers of Commerce, Essex Police and the Police, Fire and Crime Commissioner have been recognised at the National Employer Supported Policing Conference for their innovative collaboration to create stronger relationships between businesses across the county and Essex Police.
Denise Rossiter, Chief Executive of Essex Chambers of Commerce, said: “I believe if we are to tackle crimes against businesses successfully then we all need to work together. That’s why I’m delighted to help lead the Strategic Crime Board and help encourage employers to release staff to become Special Constables.”
Jane Austin, Director of HR –Wave Utilities, said: “Wave really cares about its employees and about its role in the community. Wave became an ESP partner to celebrate and promote the importance of workplaces supporting ‘Specials’. We give 10 days’ additional paid leave per year for our specials to attend police training and other duties. The transferrable skills special constables have should not be underestimated. I can’t recommend enough the value to the business of supporting this great national programme.”
To find out more about ESP and to discuss your specific circumstances, contact Les Hawkins at Essex Police Headquarters – les.
hawkins1@essex.police.uk
Economic Operator ID withdrawn.
Under the new regulations, enforced by local authority Trading Standards working with HMRC, consumers and honest businesses will be protected whilst rule-breakers will be held to account for their role in this damaging trade.
Whilst all tobacco is harmful, illicit (or illegal) tobacco is likely to have an unknown composition, is unlikely to meet UK safety standards, will be duty non-paid, and could be counterfeit. It can also make it easier for children to take up smoking.
Essex Trading Standards wants to remind all retailers selling tobacco products that new sanctions came in force from July 20 meaning those selling illicit tobacco can receive a penalty of up to £10,000.
Trading Standards officers will now have the power to refer cases to HMRC for further investigation where businesses or individuals have been found to sell illicit tobacco. HMRC, where appropriate, will administer the penalties and ensure the appropriate sanction is applied and enforced.
Depending on the severity of the breech, rule breaking businesses could also have their tobacco products seized and lose their licence to buy tobacco for resale in the UK by having their
The new powers build on the successful work of Operation CeCe, a joint initiative between HMRC and National Trading Standards to tackle the illicit tobacco trade, which has removed 27 million illicit cigarettes and 7,500kg of hand rolling tobacco from sale in its first two years.
Kate Pike, Lead Officer for the Chartered Trading Standards Institute, said: “Trading Standards officers across the country work with colleagues in Public Health to reduce the harm from smoking and with enforcement partners to disrupt criminality in our communities.
“We welcome this addition to our toolkit of measures to tackle illegal tobacco, ensuring those who seek to profit from supplying these products face substantial penalties for doing so, and their ability to continue to trade is severely impacted.”
Nis Bandara, HMRC’s Deputy Director for Excise and Environmental Taxes, said: “Trade in illicit tobacco costs the Exchequer more than £2 billion in lost tax revenue each year. It also
damages legitimate businesses, undermines public health and facilitates the supply of tobacco to young people. These sanctions build on HMRC’s enforcement of illicit tobacco controls, will strengthen our response against those involved in street level distribution, and act as a deterrent to anyone thinking that they can make a quick and easy sale and undercut their competition.”
If your business manufactures, imports, transports, stores, or sells tobacco products, you must follow the track and trace rules for tobacco products in the UK. If you do not follow the rules, HMRC can take action. You can find out more about the new sanctions at https:// https://www.gov.uk/guidance/tobacco-trackand-trace-penalties
To report information about the sale of illicit tobacco call trading standards via the Citizens Advice consumer helpline on 0808 223 1133 or the HMRC Fraud hotline on 0800 788 887
TRADING Standards has the responsibility for enforcing legislation relating to the underage sales of tobacco, along with the supply of cheap and illicit products.
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.
ACCORDING to latest figures, 83% of organisations have hybrid working in place - 45% have a formal policy, 24% take an informal approach, and 13% are developing policies through learning/ trialling.
Hybrid workers divide their working time between home (or another remote location) and their place of work. This differs from homeworkers who work exclusively at home. In 2022, the Advisory, Conciliation and Arbitration Service (Acas) published findings of a hybrid working survey and 60% of employers surveyed had seen hybrid working increase following the COVID-19 pandemic, and 52% had seen an increase in staff working from home full-time.
A business with employees working in a hybrid or homeworking arrangement will need to consider a range of legal and practical issues, such as adapting their standard employment contract clauses to include hybrid working or homeworking and introducing new policies or reviewing existing policies to set out the arrangements and conditions for hybrid working or homeworking.
Currently, employees with at least 26 weeks’ continuous employment can make a request for flexible working for any reason.
An employee can make one flexible working request in any 12-month period and the changes they can apply for include the hours they work, the times they are required to work and their place of work.
The employee starts the procedure simply by making a written request. Their employer then has three months to consider the request, discuss it with the employee and notify the employee of their decision.
There is a requirement for the employer to deal with the request in a reasonable manner, and they can only refuse a flexible working request for eligibility reasons or for one (or more) of eight prescribed reasons. These include that the work cannot be given to another member of staff to carry out, or that the business would incur extra costs by granting the request.
If an employer fails to follow this procedure, then the employee can bring a claim to the Employment Tribunal.
However, changes are on the horizon. On July 20, the Employment Relations (Flexible Working) Bill received Royal Assent. When it comes into force, which the Government expects to be in about 12 months’ time, the following changes to the current regime will apply:-
• when making a request, an employee will no longer have to explain what effect, if any, the employee thinks their requested change would have on the employer and how any such effect might be dealt with
• an employee will be entitled to make two requests in any 12-month period
• an employer will not be
permitted to refuse a request unless the employee has been consulted
• the time for an employer to make a decision will be reduced from three to two months (although it will remain open for the parties to agree a longer period). When it announced that the Bill was to receive Royal Assent, the Government referred to the right to request flexible working becoming a day-one right
In a recent survey by the Chartered Institute of Personal Development (CIPD), it was revealed 83% of organisations have hybrid working in place. Yet despite this, less than half feel comfortable requesting a formal flexible working pattern. Kimberley Clayton, Solicitor at Ellisons Solicitors, who advises many employers on their flexible working duties, gives key insight into what employers need to consider.
• hybrid working policies should explain how hybrid working can be requested, how job roles are assessed and how decisions will be made
• the current requirement for an employee to have at least 26 weeks' continuous employment by the date of a request will be removed by secondary legislation
• update Acas guidance will be published
• as is currently the case – the right is to make a request, not a right to be afforded flexible working.
Ultimately, there is no automatic right for employees to work from home or another remote location. However, employees with 26 weeks' continuous service can apply for flexible working, and making an application for hybrid working can form part of a request for flexible working arrangements under the statutory scheme.
Acas has provided useful guidance for employers who are thinking about hybrid working for their organisation and this includes considering where, when and how the work can be done. Acas has also published the following advice to employers:
• remote staff should have access to the same opportunities such as team building, training and social activities as those in the workplace
• transparency and fairness are important when deciding whether to approve staff requests for hybrid working, and other forms of flexible working can be discussed as possible alternatives.
Acas recognises employers may need to have different arrangements depending on the role and needs of their employees, and a trial period to test hybrid working and establish any necessary adjustments may be helpful.
Several workplace studies conducted by companies who survey thousands of employees across industries, have found a link between a high trust culture and increases in productivity, job satisfaction and employee retention. This highlights the importance of employers building and maintaining trust with the employees in their organisation, and particularly since the COVID-19 pandemic and the shift towards some level of hybrid working.
The Lindsey Group, heard about the Help to Grow: Management programme, he realised the fully funded course, with coaching and mentoring from business experts, would give him the tools he needed to set his nearly 100-year-old family business up for a successful and sustainable future.
Chris said the 12-week programme, which is delivered through a blend of webinars, faceto-face workshops and one-to-one mentoring, gave him the confidence that he could take his company forward for the future.
The Lindsey Group was founded in 1925 and since Chris took over, he felt he needed to strengthen his business and leadership skills.
Help to Grow was an opportunity to do that, with funding provided by the Government. Since completing the programme, he has refocused the business on renewable energy and helping businesses and the public save energy, which saves money and saves carbon. Chris has also been busy laying the foundations for the future of his business, hiring more engineers, building a more engaged team and launching a new website.
Help to Grow is designed for business leaders from small and medium sized businesses (SMEs) by experts at UK business schools.
It’s an opportunity to step back from the day-to-day running of a business and create the space and perspective to work on the business. Participants gain valuable insights and practical skills to make informed decisions, streamline operations, boost productivity and drive growth.The programme launched in 2021 and has been attended by hundreds of business leaders in the East of England and thousands across the UK.
Strong management skills are vital for the success of any business and the programme empowers business owners and leaders with the necessary knowledge and expertise to enhance their leadership capabilities. The initiative offers world-class training, covering a wide range of management topics, such as strategic planning, financial management,
digital adoption, employee engagement and innovation.
Every business is unique, and there is no one-size-fits-all solution for success. That's why the initiative provides personalised support to SMEs from a mentor who will work closely with you to understand your specific challenges and goals. They will provide tailored guidance, helping you identify opportunities and develop an actionable growth plan. This one-on-one support ensures that you receive the focused attention and advice necessary to drive your business forward.
As part of this initiative, you gain access to a vibrant ecosystem of entrepreneurs, industry leaders, and potential collaborators who can provide invaluable support and guidance. This network serves as a catalyst for innovation, fostering collaborations, and shared knowledge. These networking opportunities not only expand your professional circles but also open doors to new markets, potential customers, and strategic alliances, ultimately driving your business's growth and success.
The next fully funded 12-week programme starts on September 21 and is open for registrations. It is led by the University of Leicester School of Business with most sessions held online and four in-person workshops in Cambridge. Find out more www.le.ac.uk/helptogrow
SMALL business confidence has slipped downward in the second quarter after a strong recovery at the start of the year, with FSB’s Small Business Index (SBI) headline confidence measure falling to -14.2 points in Q2 2023, down from -2.8 points in Q1.
The decline reflects the downbeat economic conditions small businesses had to navigate during the quarter, with stickierthan-expected inflation, while two base rate hikes added pressure to index-linked debt repayments.
Q2’s result is however more positive than the same quarter in 2022, when confidence plummeted to -24.7 points as energy prices surged in the immediate aftermath of Russia’s invasion of Ukraine and inflation climbed steeply, sparking the first wave of the cost of doing business crisis.
There were strong sectoral differences in confidence, with accommodation and food services falling by 18.1 points to reach -35.8 points, while wholesale and retail tumbled by 12.6 points to reach -37.8 points.
Manufacturing businesses were more or less in line with the all-sector confidence reading, at -14.5, almost exactly the same reading registered in Q1 (-14.4), while information and communication fell by
territory, at 7.8 points, down 7.1 points from the first quarter.
Looking at barriers to growth for all small businesses, the domestic economy remained the most-cited concern, noted by three in five small firms (61%, unchanged from Q1). Consumer demand ticked upwards as a concern, from 30% in Q1 to 36% in Q2, while – thankfully – utility and fuel costs declined notably as concerns, falling respectively from 33% to 25% and 13% to 8% between the first and second quarters.
Ann Scott, Development Manager (Essex), said: “Although the upturn in small firms’ confidence from the first quarter didn’t carry over into the second quarter of the year, the message from our research is that small firms’ confidence in the future is looking rosier. Over half of all small firms expect to grow over the next year, for example.
“There are undoubtedly challenges ahead. Small firms are already feeling the impact of rate rises on their margins, and through lower consumer demand, and further increases will undermine the prospects of a recovery in confidence. Small businesses are very alive to the danger that interest rate rises will overshoot the level needed to curb inflation, and will instead act as a drag on economic expansion.
“Amid the rate rises and sticky inflation of the second quarter, and with economic growth underwhelming at best, it’s disappointing but perhaps not surprising that the momentum from the first three
months of the year petered out somewhat – but small firms are survivors, and there are positive signs in our findings.
“The proportion of small firms saying that their cost of doing business was higher than in the same period last year has eased back slightly from last quarter’s record high, which resonates with the most recent inflation figures, and offers a small sign of hope that inflation may finally be on its way to being tamed.
“It is also very welcome to see energy and fuel costs falling in the rankings of small firms’ most-cited barriers to growth. Small businesses have shouldered huge cost burdens,
with many seeing their energy bills soar, and we would once again urge all energy companies to allow small business customers to ‘blend and extend’ their energy contracts, to take advantage of lower wholesale prices compared with this time last year.
“Given the right conditions for growth, small firms have the potential to power a groundswell of economic activity. With the domestic economy the biggest perceived barrier to growth, however, they are in something of a catch-22 situation.
“The Government should get ahead of the curve, and take the summer to plan a programme for enabling small firms to grow and invest; tackling late payment in the official response to the recent late payment consultation would forge a path to an environment where late payments are all but eliminated.
“Taking concrete action on late payment would help to unlock confidence in the third quarter, especially with the end of the rises in the base rate perhaps finally in view.”
In no more than 100 words, detail your career to date…
During my teenage years, I worked on the shop floor in my father’s air conditioning factory and after university became its first IT Manager. Following its sale, I founded an IT company at the age of 22. It first focused on the air conditioning manufacturing sector in the USA and the Far East, then the banking and insurance sector from Norwich to the City prior to finishing with a specialist software model predicting the maintenance cost of four million affordable homes. Following the sale of this business, I have been focusing since 2016 on creating the best business center in Colchester!
Childhood career ambition…
Various and mainly focused on IT and electronics, although at one stage I wanted to sail in the America’s Cup and bring it back to England!
Best piece of career advice you’ve given…
I think telling people if they are unhappy in their work, go and find a career that makes you happy, as one spends too much time at work to be miserable.
Best piece of career advice you’ve received…
A sale is not a sale until you have collected the money.
The column which proves you can mix business with pleasure, with Joshua Warren, Managing Director of Lodge Park Business Centre.
Your two perfect dinner guests, one business, one pleasure…
At times, I would love to have dinner with a prime minister to remind him or her that it is the UK’s SMEs that are the engine room of the economy and not its multinationals. For pleasure, my departed mum would be great but, failing that, there are numerous family members and friends that would fit perfectly.
The secret of running a successful business is…
A combination of two distinct outlooks. On one hand, treat your customers fairly, give them high quality service and most importantly true value for money. On the other hand, have a clear vision of what the business is about, how you are going to achieve it and ensure your team is aligned with the vision and its delivery.
If you weren’t in your current profession, what might you likely be…
A farmer. I think, despite the long hours, there has got to be something very therapeutic about tending fields and watching crops grow. If you had a magic wand and could
change one thing in business, it would be…
Removing the hideous bureaucracy our politicians and civil servants think makes the country a better place!
Hobbies/interests…
Better a bad day on the water sailing than a good day in the office?
Favourite ever book/TV programme/film/ meal/country visited….
The Art of Walt Disney and any good Robert Ludlum/Wilbur Smith novel.
Tell us something about you that might surprise people…
Seven years ago, I raced a high Imoca 60 sailing yacht across the Atlantic with Sir Robin Knox-Johnston in just under 12 days!
If I ruled the world, the first thing I’d do is…
Ban social media and 24-hour news channels. The first to get people talking to one another again and the second to remove the incessant negativity of news channels chasing the bad and the ugly!
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LAST year, Essex Chambers of Commerce, Essex Police Fire and Crime Commissioner (PFCC) and Practical HR Ltd embarked on a pilot project to engage with the business community to help raise awareness about domestic abuse.
The reason for doing this? Because raising awareness is the first step to prevention and our mission is to help prevent abuse or the escalation of abuse.
Domestic abuse accounts for 20% of all crime in Essex. It will affect one in four women and one in six men in their lifetime. Therefore statistically, every workplace will, at some time, have someone who is affected by domestic abuse, either directly or indirectly. Engaging with businesses therefore gives an incredible opportunity to raise awareness to a large number of people, in a safe environment.
At the end of the pilot, domestic abuse awareness information, which included a policy, awareness videos, signposting, and a charter, was implemented across nearly 40 SME organisations and presented to thousands of individual employees.
The feedback from business leaders and employees was overwhelmingly positive. Domestic abuse is an area of wellbeing, but an area that is not talked about. It happens behind closed doors and is no-one else’s business! But this needs to change. Encouraging conversations, and letting people know they will be supported, is the first step in removing the stigma and reducing abuse.
The pilot project was so successful that the
PFCC has agreed to support and fund stage two. This will focus on helping more SMEs implement the software that delivers the awareness information. This is done via a unique HR Portal developed by Practical HR Ltd. It has a dedicated wellbeing area with information on many areas of wellbeing. Domestic abuse sits within this area. Information is also included in the online induction process to ensure any new starters are made aware of the policy and watch the awareness video. Employees then receive regular reminders, which are important as people’s circumstances change.
If you are an SME in Essex, with one–500 employees, we can offer up to £1500 match funding to help you implement the software and information, so you can raise awareness in your organisation. Every business should get on board with this. It’s not just about the human element and that it’s the right thing to do morally; there are also clear commercial reasons to get involved as we know that domestic abuse is costing industry more than £14 billion a year. This manifests in terms of absence, staff turnover, poor engagement and poor performance, all of which hit the bottom line.
We have called the project DAAWN for: Domestic Abuse Awareness in the Workplace Now. We want a new dawn for those affected by domestic abuse and you can be part of this.
We want the DAAWN badge to be recognised by the business community and employees as being the standard for effectively raising awareness and providing support, and for DAAWN employers to gain positive recognition and benefits for this.
Please get in touch if you would like to be part of this project and join our mission to help raise awareness and prevent domestic abuse. Email enquiries@essexchambers.co.uk
What does DAAWN stand for?
Domestic Abuse Awareness in the Workplace Now
What is the objective of DAAWN?
To raise awareness about domestic abuse.
What is the overall aim?
To educate, remove stigma and reduce and prevent abuse.
Who is DAAWN engaging with to help raise awareness? Business leaders and business organisations.
What content is included about domestic abuse to raise awareness? A domestic abuse policy, signposting information to support agencies, a domestic abuse awareness video, a guidance video for managers, a domestic abuse charter and other general information.
How is information delivered?
Via an HR Portal (YourHR.space) that all employees can access.
Who is driving this project? Essex Chambers of Commerce, the Essex Police, Fire and Crime Commissioner and Practical HR Ltd.
Who is eligible for funding?
Any SME in Essex. But please note that funding is limited, so act now!
Life is challenging and everybody knows somebody who is struggling. For over 30 years, Open Road has helped thousands of people in Essex, when things get tough. We love to help people be the best they can be, in work and in life, and are really successful at what we do.
• Businesses work with us to help their people; with training, advice, one to one staff support
• We help people in recovery to get that dream job with a network of dedicated, local employers
• We walk with people as they journey to recovery, to healthier, happier lives. Our teams support families too, as substance misuse affects everybody.
• We keep people safe at festivals and community events
• We support people who have lost their way in life, helping them maintain productive, non-offending lives in their local communities
• Plus our SOS Buses are in local communities providing welfare advice services and at weekends in Colchester and Chelmsford, helping vulnerable members of the public
Find out more about us
01206 369782 / info@openroad.org.uk
12 North Hill, Colchester, CO1 1DZ www.openroad.org.uk
Our IPS employers network can help fill those vacancies. Our other services could also proactively support your business. Or are you looking for ways to directly give back to your local community?
Make us a part of your Corporate Social Responsibility goals – Corporate Volunteering lets your staff volunteer with us. We have lots of opportunities, offering a fantastic chance to give back, meet new people and learn new skills, all benefitting the local community.
Charity of the Year –be a corporate fundraiser and choose us as your charity of the year. We would be delighted to work with you, to proactively champion your fundraising events and goals.
Team Open Road needs your help! We would love to have a chat about what we do and how we can do more by working together - 01206 369782 or info@openroad.org.uk
Registered Charity No. 1019915
‘Everybody
TLEVELS are new two-year Level 3 technical courses that will follow GCSEs and are equivalent to three A-levels.
As well as completing rigorous, classroom-based learning, students must complete mandatory placements alongside their studies. The primary purpose is to prepare students for entry into skilled employment or higherlevel technical study. High-quality industry placement with an external employer will be essential to T Level, your opportunity to source your next apprentice or an addition to your skilled workforce.
T Levels have been called the biggest shake-up of technical education in a generation. Industry placement will allow students to put their learning into practice, develop their technical skills and become more employable. Students will spend a minimum of 315 hours (40-50 days on average) with external employers in a role directly relevant to their programme of study. Students must attend placement one to two full working days a week, depending on their college timetable. Placements will mostly take place during termtime.
So, what is the beneficial impact on my business?
Immediate impacts include:
• extra resources for your
projects and day-today operations, from students developing skills in a course relevant to your business and industry
• allow your employees to develop management and mentoring skills
• fresh ideas from young people – have access to people with imaginative new ideas, innovation and different skills from those already in your workforce
• social value: share with stakeholders how your business has supported local young people into industry placements, improving their employability and progression opportunities.
Long-term impacts include:
• inspire the next generation to work in your industry
• address current and future skills shortages in your industry – grow your workforce with the skills you’ll need in the future
• strengthen your recruiting pipeline and increase diversity
• social value: benefits for business and society are correlated – increased social inclusion leads to new business opportunities.
You’ll also improve recruitment cost effectiveness. Industry placements can offer a pipeline for low-cost, effective recruiting methods from an untapped
skills pool. Building a partnership with Chelmsford College provides opportunities to advertise and raise awareness of employment opportunities for young people deciding on their future career paths.
Retention rates can be increased. Evidence shows employees recruited through work inclusion initiatives have demonstrated lower staff turnover rates due to the increased value those compels place on securing a job. This can result in direct cost savings to the business.
T Levels offer increased opportunities for employees to build skills and experience, creating greater employee satisfaction. Delivering industry placements allows nominated individuals in your existing workforce to act as buddies, coaches or line managers to the recruits. These roles can provide returns to the business, with staff experiencing satisfaction and developing their professional skills through their engagement and participation in training.
You can shape the direction of technical education within your industry. Develop a partnership with Chelmsford College and influence the learning pathways for young people entering your industry. Upskill your potential workforce with the skills you will need from them in the coming years.
APPRENTICESHIPS offer a great opportunity for businesses to maximise the potential of talented and driven individuals at the start of their careers or looking to progress within their current roles.
Chelmsford College provides many apprenticeships across various industries, enabling employers to train and enhance their workforce with the latest occupational
knowledge, skills and behaviours. Businesses that effectively use apprenticeships for both entry talent and as an upskilling opportunity are more likely to retain their staff and create a learning culture at the organisation. It is a win-win situation for the apprentice and your business, as it facilitates the creation of a proficient workforce to achieve your business objectives and creates a talent pipeline developing those critical skills within your company. Government funding supports the cost of the apprenticeship, and there are several financial incentives for employers to recruit young
apprentices entering the workplace. It is especially beneficial for small businesses that require additional resources to employ and train new staff members.
Apart from the financial benefits, apprenticeships can help build a loyal and dedicated workforce. Companies can improve employee satisfaction and retention rates by investing in the staff's development. It is especially crucial in industries with high staff turnover rates, such as retail and hospitality.
Chelmsford College offers apprenticeships in various industries, including business
What is your business commitment during the industry placement? Well, you have to provide an industry placement of a minimum of 315 hours (40-50 days) for a student on a course directly relevant to your industry. This can be achieved in partnership with another employer as long as learning targets, goals and objectives are worked towards.
You will agree on relevant learning objectives for the placement with the college and the student. The learning objectives should be occupationally specific to your industry and you will need to set quality tasks that enable the student to work towards those objectives.
You’ll need to ensure a safe working environment and adequate opportunities for the students to develop their technical skills within your industry. Also, you’ll need to provide a line manager to support, supervise and mentor the student and who will have regular contact with Chelmsford College to discuss their progress.
administration, construction, engineering, IT, and management, at levels 2-4. The college has a dedicated business services team that works with employers to promote, recruit and train your apprentice, also including a named account manager who will work with you and the college curriculum team to develop an apprenticeship delivery schedule to work for your business and bespoke additional elements to add value to your apprentices learning.
If you're interested in hiring an apprentice, Chelmsford College can provide all the necessary support and guidance.
THE global commercial aerospace industry is dominated by multinational companies such as Airbus and Boeing. Here in the UK, we no longer build commercial aircraft but our aerospace industry is the second largest in the world.
Major UK companies include Rolls Royce and BAE Systems. Other UK-based aerospace companies are subsidiaries of those multinationals. Here in Essex, there are few aerospace companies, but one of them is Ipeco, the world’s leading manufacturer of commercial aircraft pilot seating. There are more than 10,000 Boeing commercial jetliners in service across the globe and every single one of those aircraft has pilot seating that has been designed and manufactured by Ipeco in a Southend cul-de-sac. Ipeco’s market reach extends to virtually all countries in the world.
Started in 1960 by Allan Johnson, as a subcontract engineering company, Ipeco operated out of a Nissen hut, behind a house in Bournemouth Park Road, Southend-on-Sea. Johnson had worked with Freddie Laker at Aviation Traders on Southend Airport. With a £200 loan from Laker and another £200 from his mother, he bought second-hand mills and lathes to start the business.
Ipeco’s interest in pilot seating started in the mid-1970s when Ipeco was manufacturing components for a Basildon-based seat manufacturer. That company found itself under new ownership, keen to divest itself of that activity.
Ipeco designed and built a prototype seat with emphasis on comfort, found itself an initial customer in Fokker where the chief pilot had a bad back and then attempted to conquer the USA. Initial attempts to win business at Boeing were unsuccessful - “We’ve never heard of you”, “You’re too small”, ‘You’re from where? Essex? Where’s that?” - with some at Boeing declaring, “you will never be a Boeing supplier”.
Ipeco persisted, but the door remained firmly shut. Eventually, airline pressure, with Lufthansa to the fore, led to Boeing installing Ipeco seats on their aircraft. Ipeco, a small
engineering company, now on the airport industrial estate, became a Tier 1 supplier to Boeing. Contracts for seats on new aircraftthe 757, 767, 747-400 and 737 Classic – soon followed. Ipeco became Boeing’s preferred supplier in the mid-1980s.
Today, the company employs around 660 employees in Southend-on-Sea and a total of 875 worldwide, including Ipeco facilities in the USA, Germany, Singapore, Hong Kong and Beijing. The current CEO is Steve Johnson, grandson of Allan and son of Chris, whom he succeeded in 1997. The company designs and manufactures aircraft seating and galley inserts (fridges, microwaves, beverage makers etc). It remains true to its precision engineering roots with extensive manufacturing operations, including a selffunded investment of £25m in a facility, on Southend Airport Business Park in 2020-21.
Its engineering disciplines include wideranging in-house testing capability. Another new facility is under construction.
Ipeco’s values put people very much at the forefront. As Steve Johnson says: “I tell all new employees we are conscious that, when joining, they are placing their trust in us to provide them with a good job and a secure income. We are grateful for that trust. We are not a perfect company, mistakes are made every day, but I like to think we try and live up to our stated values.”
One aspect of Ipeco life that its current management are immensely proud of is the work they do with trainees. Johnson explains: “Throughout our history, we have invested in apprentices. It’s very much part of the company’s DNA. During the 2000s, the training colleges lost their way. It was very difficult to see how a local training college could be training our next generation of world-class engineers whilst at the same time handing out certificates to others on the course for achieving 60% attendance – and our frustrations led us to bringing apprentice training in-house.
“Since 2005 we have invested heavily in our training team and facilities, helping young people find careers in engineering, manufacturing, and other associated disciplines. The programme has been a huge success with the annual intake now exceeding 20. Many graduates of the programme are in management positions and some hold very senior roles. What Ipeco does with trainees has become the gold standard for what we do, reflecting our commitment to providing opportunities, particularly in Southend. Our customers love it too. We are fortunate to have long-term customer contracts. When they see how we are bringing young people into engineering and doing so on a self-funded basis, it reassures them that Ipeco’s interest is long term success,” he said.
And how does Ipeco measure success? There are many answers, but two that resonate are that a recently graduating apprentice group comprised the same 18 individuals that started the programme aged 16-19, four years earlier; and last month Ipeco had its second ‘non-Johnson’ achieve 50 years’ service with the company having started as an apprentice in 1973.
ESSEX Wildlife Trust has teamed up with the Forestry Commission, Forest Plastics Working Group and TUBEX recycling scheme to launch the first plastic tree guard recycling hub in Essex.
Abbotts Hall Farm will be the central location for the recycling of plastic tree guards in Essex. So why has this hub to recycle plastic tree guards been set up? And why are plastic tree guards an issue?
Plastic has been traditionally the material used for tree guards/ shelters and has been used by organisations and tree planting initiatives alike since the 1980s. There are two main issues arising from using plastic tree guards: firstly, the carbon footprint and fossil fuels included in the creation of plastic tree guards and, secondly, plastic tree guards are rarely removed after their job of protecting the sapling is done and
correct disposal does not take place. We all know plastic is a durable material, but when left in the environment it breaks down into small fragments (microplastics) and in most cases, does not disappear. Plastics have been documented throughout the environment including in soils, rivers, and the oceans, and can cause detrimental impacts to wildlife, the functioning of ecosystems, and to human health.
It is estimated the annual quantity of plastics used in forestry globally is 0.2 million tonnes. Plastics that are not collected for separate recycling or formal disposal may enter our terrestrial and aquatic ecosystems through any one of the main mechanisms: damaged, degraded, or discarded. These are referred to as leaked plastics or mis-managed plastics. It is thought about 3.2million tonnes of microplastics are released into the environment annually, of which 1.5 tonnes (48 per cent) enters the world’s oceans.
Plastics are now widespread in the natural environment. Due to their size, microplastics 5mm in size have the potential to cause harm to organisms and may lead to a potential loss off ecosystem services. Studies have shown the plastic residue and microplastics on soil ecosystems can create less moisture in the soil, dissolve organic carbon and decrease the health of the plant
by 13% with the presence of plastic residues and microplastics. Other studies have shown microplastics increase soil pH and decrease microbial activities as a function of microplastic shape, polymer type and exposure over time.
So, with the ever-increasing focus to plant more trees across the country, it’s never been more important to recycle these tree shelters or alternatively use biodegradable
tree guards as a potential solution to plastic pollution and to further protect our soil health and aquatic ecosystems and, of course, our health. So, Essex Wildlife Trust is on a mission to find volunteers to help remove these plastic tree guards from our reserves and other land in Essex. If your business is interested in getting involved, we would love to hear from you. Contact karend@essexwt.org.uk or grantm@essexwt.org.uk
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
Investing 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.
Every year, Essex County Fire and Rescue Service responds, on average, to 1,500 Automatic Fire Alarms (AFAs). Only two per cent of calls to AFAs are confirmed to be a fire. That means a shocking 98 per cent of calls to AFAs are a false alarm.
When an actuation of a fire alarm is automatically sent to the fire service and it mobilises its resources to the premises when they aren’t ultimately needed, this is deemed to be an Unwanted Fire Signal (UwFS).
According to the Building Research Establishment, false alarms cost businesses and Fire and Rescue Service (FRS) authorities an estimated £1 billion a year in the UK.
These include:
• false alarms divert the FRS away from attending real emergencies
• responding to false alarms creates unnecessary risk to our fire crews and members of the public when fire engines are driven under blue light conditions
• occupants of buildings that have frequent false alarms may get used to them, which could delay their response or worse, not respond at all to a real emergency
• time wasted on unnecessary false alarm calls can have a significant impact on the time available to undertake vital prevention work and, more importantly, can impact on the availability of fire crews meaning they are otherwise unavailable to deal with any real emergencies which may occur during that time
• they cost the fire service money unnecessarily by sending vehicles and firefighters to attend
• attending false alarms creates pollution by unnecessary vehicle movements.
The ‘responsible person’ has a responsibility to reduce false alarms and UwFS. If your premises is not a private dwelling, you will have responsibilities under the Fire Safety Order in relation to your alarm system, its suitability for your premises and its maintenance as well as the procedures in place for when it goes off. Where we consider a fire alarm is not working properly to protect people, we may take enforcement action.
If you experience a false alarm, part of the management regime should be to identify the reason for it. Action should then be taken to minimise the chance of it happening again. This could include calling in the people who maintain the system for you.
All false alarms from AFD must be investigated and recorded within the Fire Alarm Logbook.
For further information on False Alarms visit our website at https://www.essex-fire.gov.uk/automatic-fire-alarms
By continuing to invest in improving the employee experience, Rickard Luckin has been recognised by Best Companies with a 2-star accreditation rating, representing ’outstanding’ levels of engagement.
We have a very special culture at Rickard Luckin, built up over many years by staying true to our core values of Passionate, Personal and Professional.
Visit our careers pages for the latest vacancies and to speak to a member of our People Team rickardluckin.co.uk/recruitment
We are looking to recruit talented people to join our team and continue the specialist service we provide for our clients.
