Chamber Blog

So the Prime Minister is seeking to capitalise on her high standing in the polls to gain a personal mandate to carry out her programme for government by calling an election on the 8th June. From the perspective of business, the economic logic is decidedly unclear. There are sure to be some voices in business who believe that an ample political mandate could strengthen the PM’s position in the forthcoming Brexit negotiations, and allow her to undertake a bolder domestic reform programme. However,  I am willing to bet that there will be those in the Norfolk business community who will see an election as a new source of distraction and uncertainty. Nearly two months of election fever means less attention will be paid to the domestic economic agenda and the detailed preparations for Brexit, as ministers campaign, Whitehall goes into Purdah lock-down, and politicians down tools on legislation in order to canvass on doorsteps.

 At best, six weeks of vital preparation time will be lost; at worst, post-election ministerial changes could make the period of transition much longer. Question marks also now hang over a range of unfinished consultations, reviews and projects – some of which may not survive post-election.   The media frenzy surrounding the election are likely to affect the spirits of business, as well. In survey after survey since the referendum vote, the British Chambers of Commerce have been reporting solid levels of overall business confidence.  However, further volatility in sterling, which nose-dived prior to the PM’s announcement and then soared thereafter, will be a big factor as firms weigh up their business models, and plans to invest or recruit. Two key questions will be on the minds of many businesses over the coming days – questions which Mrs May, and indeed the leaders of the other political parties, will need to address. First, what does the election mean for the terms and path of Brexit? Norfolk businesses will want more clarity, and to know exactly where each main party stands on the key threats and opportunities that lie ahead. They’ll also want assurances that the tone of the campaign doesn’t undermine the eventual winner’s ability to work with their European opposite numbers on the best possible Brexit deal. Second, what happens to the domestic business agenda? For the vast majority of companies in the business community I speak to, Brexit feels far off – whereas the high up-front cost of doing business, poor mobile and broadband, the inability to recruit successfully for vacancies or inadequate transport infrastructure are what matters.

Although many businesses say they are growing more used to political uncertainty, having navigated the 2015 General Election and the 2016 EU referendum before being presented with General Election 2017. Yet they are watching carefully – and will rightly demand answers on the big economic questions from all parties over the coming weeks.

It is an important time to get the Norfolk business voice heard loud and clear so please do support the Norfolk Chamber over the coming weeks and months as we put your opinions in front of Ministers and local political candidates. 

Thank you for supporting and believing in me to take care of this great organisation for 17 years.

When I took over the Norfolk Chamber in 2000 it was in a pretty rough state. No money, in fact deep in debt, a poor profile and no influence.  But what the Chamber has always had is a strong loyal membership. It is the members who are the Chamber and together we have done a pretty good job.

Norfolk Chamber is now an innovative, dynamic organisation with money in the bank, influence locally and in Westminster, and with a strong membership who are benefiting from great services. We have achieved many of our goals but as ever there is still a lot to do to secure an ongoing growing Norfolk economy.

The forthcoming election is a great time for the Norfolk business community to be heard.  I encourage you to support the Chamber to ensure that your opinions and needs are heard loud and clear over the next few weeks and beyond. You will be amazed at what we can achieve together so please do believe in what is possible!

So what about me? When I announced I was leaving over a year ago, my plan was to concentrate on my yoga teaching.  I still plan to continue to teach yoga but my passion for Norfolk and the business community is not yet spent.

I strongly believe that a good way to improve the image of Norfolk is through highlighting the innovative business leaders we have in Norfolk and the amazing companies they run. We are inclined to be rather understated but this is not helping our image, nor helping Norfolk’s young people to identify with the great role models we have here and to motivate them to succeed and stay in our great county.

For instance at a Norwich 4 Jobs steering group meeting last week we discussed the impact that the business community could have coaching/mentoring our vulnerable unemployed young people to help them regain their confidence which many of them have lost. This can be achieved by, challenging their thinking errors, incorrect assumptions and motivating them by showing what is possible. A challenge I feel I can help achieve.

As a qualified Executive Coach and Mentor and hard-nosed business person, I also believe that I can support Norfolk’s leaders to challenge their own thinking, assumptions and beliefs to reach their goals more quickly and to better understand how they can achieve their aims.

The Norfolk Chamber is in great shape and I would like to thank, through this article, my amazing Chamber team who have been such a support. I would also like to thank my Board for working so hard, and securing my successor who ……will be announced to you via email tomorrow!

So enough from me. Thank you again for believing in me and making this such an amazing experience.

Au Revoir! 

As of July 2016, Twitter gave its many millions of users the ability to apply for ‘Verification’.

We completed the very simple application last week, and today (21 April) we received the all-mighty blue tick on our profile!

Why is it worthwhile?

• It legitimises your twitter account, setting you apart from impersonators
• Adds credibility to your business/twitter account
• It can lead to verification other sites, such as Facebook
• Helps you network online with other key influencers
• Can lead to a boost in new followers
• Gives you automatic verification on live-streaming platform Periscope

And finally, how do you actually do it?

1. Fill in your Twitter profile completely – profile picture, cover photo, name, website and bio
2. Add a verified telephone number and confirm your email address
3. Add your birthday/the date your company was established
4. Set your tweets to public
5. Complete the verification form on Twitter

If you have any questions, feel free to get in touch.

Jack Edwards – jack.edwards@norfolkchamber.co.uk

Is the Apprenticeship the future?

Is the government pushing on an open door with its Apprenticeship Policy? With 871,800 funded apprentices participating in an apprenticeship in 2014 to 2015, it would appear so.

There is a noticeable change in attitude with clients of our tending to receive more value from more vocational training than the more traditional graduate recruitment approach.

We often hear from clients that they feel Apprentices learn over the period of their training how to do the specific role which immediately offers the business the opportunity to start building a return on an already reasonable investment.

Whereas we hear more and more that Graduates can often cost more to recruit and employ, and still require the specific “on the job” training that an apprentice would – making the return on investment a longer term achievement.

So is the apprenticeship the future? Well, Qdos would encourage a healthy mix of both methods of resourcing. Whilst some positions will lend themselves to Apprentices, there are other positions where a degree or post graduate diploma is going to be mandatory. Certainly consider all of your options because apprenticeships are no longer for lower office positions, it is clear they are designed to rival the traditional university approach… and it is working.

The Apprenticeship Levy

What is the Apprenticeship Levy? From 6th April 2017 employers with a pay bill of over £3million each year will pay the 0.5% levy to fund their own apprenticeships. Employers with pay bills below this amount will not be required to pay the apprenticeship levy but will still benefit by receiving 90% funding support (subject to funding band limits) by the government for the cost of apprenticeship training and end point assessments.

There are even further incentives for employers taking on apprentices aged 16-18 years of age, including an incentive payment of £1,000. With the scope of apprenticeships widening significantly, to accommodate degree and professional level qualifications, there has never been a better time for employers to incorporate apprenticeships into their resourcing strategy.

If you require help and assistance with apprenticeships or your HR issues, contact Qdos Consulting / 01455 852037

That word. Trigger. It’s been used quite a bit recently. Largely because it’s become inextricably associated with Article 50. People can’t seem to be able to say the one word without the other. Like negotiating and table.

I know it’s been more than amply covered of late but I do want to start this column with a reference to the triggering of Article 50. Even now as the process has begun, we’re all still going to be in a period of uncertainty.

And in these times of uncertainty the whole business of being ‘out there’, meeting people and talking to them is more important than ever. Businesses need to communicate, share ideas and exchange views because it’s only through that interaction that we’ll be able to establish an agenda and clarify what commerce actually needs.

Within the Chamber we’re certainly contributing to the process by beginning a series of round table discussion across the county at which companies can do just that. We’ll be facilitating discussions to enable businesses to talk openly about what they see as their needs and requirements to be able to grow their own organisations and subsequently the Norfolk economy.

But there’s more to it than that. Whilst any forward thinking company is going to look for the positives, and identify opportunities in the new arena, it’s fair to say that some of those opportunities may prove less than apparent at first glance. Add to that the likelihood of companies becoming rather risk averse, in the short term at least, and it’s looking like rather a challenging environment.

Which is why it’s important to get ‘out there’. To look out, not in. To get in front of potential customers on a one to one basis or at networking or conference events. Why? Because even if they are erring towards caution and avoiding change; even if they’re not actively looking for new suppliers, the chances are that your talking to them may well just – wait for it – trigger a thought process that starts their journey towards doing business with you.

Right now this is a trigger point for me. As some of you will know I’m stepping down, after 17 years, from my role as Chief Executive of Norfolk Chamber of Commerce at the end of April. I’m moving on to pursue new ideas and challenges of running my own business – no longer just yoga but much more!

To have been able to share my thoughts with you through these columns has been a pleasure, and a privilege. I hope that many of them will have resonated with you.

As I move forward I remain as optimistic about, and confident in, this region’s business community’s ability to take advantage of the new opportunities which come our way, and continue to develop and grow.

I wish each of you every success in the future, and hope our paths cross again in the future. As you will guess I am unlikely to be quiet for long!

Philip Hammond’s Spring Budget, which had been trailed as a non-event, accomplished precisely the opposite of what the Chancellor intended. The slim volume, intended as little more than a tidying-up exercise as the government moves its main ‘fiscal event’ to the autumn, has effectively unravelled in less than a fortnight.

Much has been made of the fact that the Budget broke one of the cardinal rules of politics, by undermining a key manifesto commitment. When that dubious commitment not to raise income tax, VAT or NICs during the course of the parliament was made by George Osborne and David Cameron in 2015, I remember commenting with concern.

Our thinking at the time was that a five-year freeze on personal taxes was foolish for any Chancellor, meaning that any squeeze to follow would put pressure on business taxes and costs as a result. The battle we continue to wage against the up-front taxes and costs plaguing Chamber business communities predates the Conservative manifesto’s tax lock, but has been exacerbated by it.

With HM Government still well short of a fiscal surplus, businesses of all shapes and sizes face two competitiveness-sapping trends that we will need to fight if we are to have the sort of post-Brexit business environment that gives Chamber member companies confidence to invest and grow.

The first is, simply, tax hikes. As we saw with the short-lived NICs rise for the self-employed and the equally unfortunate reduction in the tax-free allowance for dividends, the Treasury is turning a blind eye to both sole traders and entrepreneurs. While providing some very short-term support on business rates, it has a tin ear on some of the bigger problems caused by ridiculously high taxes on premises – which have stopped many places from achieving their potential. We face more of these sorts of issues in future as the Treasury’s need to bring in tax receipts comes up against our need for a competitive business environment where costs are not loaded onto firms up-front.

The second is the trend whereby the state is shifting costs from itself to businesses. Digital quarterly tax reporting, checking the immigration status of employees or tenants, the closure of staffed support functions in favour of DIY websites – the list goes on. While businesses agree that the state needs to live within its means which must not be on the back of wealth-generating firms – whose productivity can be stunted by endless form-filling and compliance.

All of this is a rather long-winded way to say that the Chancellor’s Autumn Budget – which is closer than we think – must do better. As we have said recently, confidence-boosting investments in infrastructure and digital connectivity, front-line support for international trade, and more radical action on business rates is needed. The Chamber team looks forward to working with Chamber members all across Norfolk to campaign for improvements to our business environment in the weeks and months ahead. 

Last month I made the point that Norfolk’s reputation is, and will be, defined by talented business leaders. I also wrote about the virtuous circle of great talent and great businesses attracting more of the same into Norfolk being a dangerous metaphor because going around in circles, no matter how virtuous, was not a recipe for innovation. It’s striking out and going forward that makes businesses grow, develop and diversify.

It’s always been necessary to do that of course; without new products, new markets and indeed new processes, the entire economy slows down and businesses wither. But now, in the 21st century, it goes deeper. Changing, or adapting, what you produce, or how you produce it, may no longer be enough. Now it’s about changing the culture of companies.

At one level the necessary cultural changes are hard wired into the technology. Any business that doesn’t buy into the revolution in technology will be left behind. It’s as brutally simple as that.

But, it won’t be left behind solely in terms of sales and profits. It will fall behind because unless it’s seen to be engaged with technology and actively adopting new ideas and solutions, it will fail to attract those talented business people that businesses, and Norfolk, wants and needs.

On another level there are equally important issues that are directly related to a culture. Young people, the seed-corn for our tomorrows’ talent, now have different views. The company car, the perks, the amount of holiday time – they  may come lower down their expectations from an  employer than wanting to know about the company’s environmental policies, and their views on diversity in the workplace.

Talented business leaders must adapt their thinking to ensure that they are creating the companies that will attract and retain tomorrow’s leaders. That too, is as brutally simple as that.

They need to accept that even the furious pace of today’s technological revolution isn’t the end game; it will carry on, with the younger generation soon grasping and employing technological developments that even the savviest management of today haven’t yet imagined.

There will be new markets, and new ways of reaching them. New production techniques and demands for products and services not yet conceived. It’s true that there will be constants, never changing aspects of commerce that the best of the new generations will be receptive in learning from the best of the current leaders who will selflessly impart them, but it’s the ability to recognize the need for change, and the inevitability of it that will move us forward. 

All of that can be achieved only if the future of companies is now recalibrated to see change as a positive, driving force and current managers are equipped with the skills to meet these challenges and make changes.

Implementing cultural change, in all its meanings and implications, will be the hallmark of talented business leadership; the kind of business leadership that will sustain the potential of our county.

Our organisation, the Department for International Trade, has complied some statistics on the international trade of goods (not services) from the East of England.  

Click here for the report

If you wish to contact me regarding these please feel free.

Leszek Wysocki | International Trade Adviser (pronounce Leshek Vissotski) | East of England

Department for International Trade | Felaw Maltings | South Kiln | 42 Felaw Street | Ipswich | IP2 8SQ

Mob: +44 (0)7717 290 319 | Email and Skype: leszek.wysocki@mobile.trade.gov.uk

Helpline: 01707 398398 Eastinfo@mobile.trade.gov.uk

I wrote recently about leadership, and how business leaders can and should have a voice in the region’s strategy. The point I was making was that the knowledge and strategic ability of business leaders is there to be used and should not be ignored.

What defines those leaders is the way in which they’ve guided and grown businesses. Those businesses in turn define the region in which they operate. We’re no exception. Norfolk is dependent on talented business leaders and we’re blessed to have many.

In fact, the quality of key people here is beginning to create an image of Norfolk that’s more than acceptable – it’s marketable.

Across a wide range of sectors, including manufacturing, finance, technology and the creative businesses we have an array of high profile talent driving cutting edge companies. They’re here because Norfolk is a good place to do business. Of course we continue to campaign for improvements in our infrastructure, but in truth we are far from inaccessible; and in a digital age we’re connected globally, 24/7.

There’s space to breathe here, and a good quality of life helps fuel the minds and bodies that run our businesses. Those already here are  a clear signal to leaders and entrepreneurs everywhere that this county is the place to be.

I’m not trying to suggest that this is a new phenomenon. We have history. Norfolk has a fantastic track record of being home, and in some cases birthplace, to outstanding businesses. Aviva, and its original formation as Norwich Union; Colmans; Barclays – which began here; Lotus; all brands that are burned into the national and international consciousness, and all brands that have defined Norfolk.

And now newer organisations are following the same path. Unfettered, in a digital world, from archaic geographic restrictions, and enthused by the lifestyle, the people and the sheer variety of Norfolk’s facilities these business leaders and their teams are starting to influence us now.

They must now become the force of attraction themselves. Their success must draw others here, so that they might succeed.  And when they succeed the county succeeds.

You could call it a virtuous circle.  But somehow that familiar business model is, in this case, flawed. The metaphor of a circle is a dangerous one. No matter how much ‘a recurring cycle of events, the result of each one being to increase the beneficial effect of the next’ is a ‘good thing’, we must not go around in circles forever. It’s about changing and moving forward. About innovation. Because ultimately, it’s innovation that has defined all the leadership that defines Norfolk, and on which Norfolk, and its reputation, depends.

Health & safety statistics are just boring…aren’t they?

Well that depends on what you see in health & safety statistics. They’re just silly percentages that mean nothing to most people! They don’t represent my workplace at all and I never take any notice of them.

So when the HSE publish the annual reported accident figures, you don’t see any benefit? Not really, they are just from the construction industry or chemical industry or another high risk business aren’t they? Well that is a short-sighted view. The health & safety statistics are compiled from all reportable accidents through the RIDDOR regulation of incidents.  This covers all industries and the statistics show us some interesting trends in ALL UK workplaces.

Musculoskeletal problems – 54%

Stress/anxiety/depression – 30%

Slips, trips, falls, handling and lifting – 28%

Struck by an object – 11%

Falls from height – 10%

They show all employers the areas of significant risks in their workplaces.  These are the areas that should be targeted first when completing risk assessments.

So let’s look at manual handling.

Manual handling can account for the highest percentage of reasons for people being off work. Everyone has a different lifting capability and therefore we SHOULD carry out individual risk assessments.  Consider the task, individual capability, the load and the work environment to complete the assessment.

Stress accounts for nearly a third of reportable incidents, so an assessment of risk should consider the following;

Demands – workload, environment and the time to complete

Control – how much control does the worker have over their task

Support – from managers and colleagues

Relationships – how quickly can we resolve conflict and unacceptable behaviour

Role – the individual understanding their part within the business

Change – how is it managed by managers and how it could affect individuals.

What if I think our accidents are different to these statistics?

Your own accident statistics can be categorised and ordered into trends. These will give you a more informed direction on how to manage the workplace and to concentrate on YOUR areas of most concern. You may be in a business where lifting and carrying is not prominent; therefore your statistics on musculoskeletal problems will have a lower percentage and therefore you don’t need to think too deeply about controlling these areas.

You may work with chemicals which may increase the incidents around slipping or skin irritations from contact with the substance.

The health & safety statistics from the HSE give us a benchmark to start from. However, once we start scrutinising our own accident information it will allow us to decide on the control measures for our specific needs.

So how do we start?

Once you have put your historical data together, look for trends in your statistics indicating the types of accidents your employees have.  Review your risk assessments to see if you can improve your controls to prevent those types of accidents.

We only ever seem to get small cuts on fingers, surely they aren’t that significant are they?

That depends how many you are getting. Is protective equipment provided? If so, is it suitable? Do staff wear them? Do staff think they are comfortable or are they restrictive?

A cut finger can still get infected, which is not only painful, but can restrict an employee from working effectively and therefore efficiently. Improving the safety of their work will be appreciated and more productive.

Surely then I just get a pair of gloves? Only if they are suitable for the task, no point in getting thick gauntlets that restrict intricate work or thin nitrile gloves that will disintegrate when using certain chemicals. Speak with the employee and ask them what they need. Never consider COST over SAFETY!

Visit health and safety for more information and support.

Your employees may need time off work if or when they deal with an emergency.  The Employment Rights Act 1996 (ERA) implemented a law for this.  It affords employees certain statutory rights when they require time off work.  However, this is in the case of those who are dealing with an emergency involving family and/or dependants.

Section 57A of the ERA confirms that:

(1) An employee is entitled to be permitted by his employer to take a reasonable amount of time off during the employee’s working hours in order to take action which is necessary-

(a) to provide assistance on an occasion when a dependant falls ill, gives birth or is injured or assaulted.

(b) to make arrangements for the provision of care for a dependant who is ill or injured.

       (c) in consequence of the death of a dependant.

(d) because of the unexpected disruption or termination of arrangements for the care of a dependant or

(e) to deal with an incident which involves a child of the employee and which occurs unexpectedly in a period during which an educational establishment which the child attends is responsible for him.

Who do you class as a dependant?

Your employee’s dependant must be classed under one of the following descriptions, for the statutory right to apply:

• Spouse or civil partner
• Child
• Parent
• A person who lives in the same household as the employee. Other than by reason of being an employee, tenant, lodger or boarder.
• Someone who reasonably relies on the employee to make arrangements for the provision of care.
• A person who reasonably relies on the employee for assistance on an occasion when the person falls ill or is injured or assaulted.
• A person who reasonably relies on the employee for assistance to make arrangements for the provision of care in the event of illness or injury.

Pre-requisite to the entitlement

As a pre-requisite to the entitlement, your employee must tell you the reason for the required absence “as soon as reasonably practicable”.  No notice of the required amount of time off is therefore needed.  If your employee requests time off work to attend a pre-arranged medical appointment, then the law does not apply.

Your employee has to tell you how long the absence is expected to last. This is in all circumstances.  Except where the reason for absence cannot be complied with until the employee has returned to work.

You do not have to pay employees for any time off taken under this piece of legislation.

The question of what amount of time off is deemed to be “reasonable” will vary with each situation. The best approach is for you and your employees to be in regular communication.  This will ensure that accurate information is given and received by both parties.

You are always well advised to record the length of time off taken. Also the reasons given by your employee for the absence. Usually, if they ask for more than one or two days off to deal with their crisis, it is likely that it will not fall under the definition of an emergency.

Intended for immediate crisis not substantial time off

In 2008, the Employment Appeal Tribunal held that a request was not covered by the statutory right.  This involved a case where the claimant requested one to two months’ leave.  This was to care for his children as a result of a domestic crisis.  The court confirmed that it was intended to cover emergencies, and to enable the employee to deal with an immediate crisis.  It was also to allow time to set up care arrangements. It was not intended to give employees a long time off to care for their dependants themselves.

If you need help in addressing any issues on this subject within your organisation contact ChamberHR on 01455 852037

See also our “Time off during working hours guide” for a range of paid and unpaid time off work.

A cycle to work scheme can encourage employees to make healthier and greener journeys to work.

Under the scheme, your employees could be loaned a bike and/or additional cycling safety equipment plus other accessories by your organisation. Thus enabling them to travel all, or part of their journey, to and from work, whilst at the same time generating a tax benefit.

The qualifying journeys for employees who might wish to take advantage of a cycle to work scheme are those:

• Journeys between their home and their workplace
• Between one workplace and another
• To and from the train station to get to work

The cost of a cycle to work scheme

Employers can recover all or part of the cost of providing and loaning out the bike and/or safety equipment in the first instance.  This is usually up to the value of £1000. Employees will then make regular payments back to their employer over an agreed period, typically of 12 to 18 months duration, to spread the cost.

The loan payments are usually taken out of monthly remuneration through a ‘salary sacrifice’ arrangement.  This means that a lower overall amount of salary is accepted in return for the benefit. At the end of the loan period, employers will give the opportunity for employees to buy the cycle for its full market value.  In return for one final lump sum payment, or to continue loaning the cycle at no cost for future qualifying journeys.

Which cycle to work scheme is right for your employee?

Initially, employees are advised to consider whether the scheme’s arrangements are right for them. There are three packages available to choose from:

• No accessories – CycleScheme bicycle only.

• Cycle and accessories – CycleScheme package.

• Accessories package (for employees who already have a bicycle under the scheme).

Application for the cycle to work scheme

In the first instance, employers need to sign up with Cyclescheme. They will then receive a unique employer code via cyclescheme.co.uk for their employees to use when they apply to receive their chosen package.

The application pages for both employers and employees involve being guided through a simple form.  The form requires work details, contact information, and the value of the Cyclescheme Certificate being applied for. When the employee has submitted the form, the employer receives a copy of a Hire Agreement.

Once the application is approved and has been paid for by the employer, the employee will receive a Cyclescheme Certificate.  This can then be exchanged for the items in the chosen Cyclescheme package. This can be done via a visit to one of the 2000 UK wide outlets authorised to supply the equipment or via an online process if preferred.

What happens when the Hire Agreement and Salary Sacrifice end?

When the Hire Agreement and salary sacrifice arrangement ends, the employee can choose to gain ownership of the Cyclescheme Package by making a small final payment. For a Cyclescheme package under £500, this figure is just 3% of the original value. For a package over £500 in value, the amount equivalent to 7% is payable i.e. a maximum of £70 on a £1,000 package. Under this element of the scheme, the bike remains ‘hired’ for a further 36 months, but with no more monthly payments. Ownership is then officially transferred to the employee at the end of this period at no extra cost.

If you need any further information on this or similar employee salary sacrifice benefit schemes, Chamber members can contact Qdos HR on 01455 852037. We will be pleased to discuss all aspects of your organisation’s requirements with you.

www.qdoshr.com