Member News

A considerable number of students have embarked on their journey in the professional accountancy training programme at East Anglian firm, Larking Gowen. Joining the firm on Monday, 4 September, the new intake is testimony to the firm’s commitment to nurturing future talent.

The thirty-four students include school leavers, university graduates and placement students, who will be working across the firm’s offices in Norfolk, Suffolk and north Essex. They will be working towards a variety of accountancy, taxation and other specialist qualifications.

Julie Grimmer, the Managing Partner at Larking Gowen, expressed her enthusiasm for this remarkable event, stating, “The 4 September holds special significance for me, as it marks 39 years since I joined the firm as a trainee. The landscape of training and accountancy has undoubtedly evolved significantly since then. We are immensely proud to offer an exemplary training programme for our students, and I extend a heartfelt welcome to our latest cohort of trainees.”

Julie added, “Our training programmes are not just about passing exams. Our employment proposition is a commitment to career-long training and development, offering a wide range of experience in the business. They will be supported and mentored by experienced professionals who will be looking out for them every step of the way.”

She continued, “Much like my own personal journey within the firm, I aspire to see our current group of trainees to forge long-lasting careers at Larking Gowen.

It’s been just over three years since Complete Commercial Finance, led by directors Karl Lanham and Michael Moore, opened its doors to help businesses across East Anglia secure finance. In that time, there has been an almost unprecedented period of disruption, initially working through the pandemic, followed closely by Brexit and the spiralling cost of fuel, energy, staffing and, most recently, interest rates. In July, the Government launched a cross-party inquiry into the challenges faced by small firms when seeking finance, examining regulation, innovation in business finance and how the government can potentially improve access. With the spotlight firmly on their sector, Karl and Michael reflect upon the inquiry and their experience of supporting SMEs over the past three years.

BARRIERS TO ACCESSING BUSINESS FINANCE

Working with clients across Norfolk, Cambridgeshire, Lincolnshire, Suffolk and Essex, Complete Commercial Finance’s teams have seen first-hand how the economic climate has increased pressure on smaller firms looking for finance. “From the feedback we get from customers, banks are geared up to deal with larger SMEs in terms of providing a personal point of contact and some expertise behind that,” explains Karl.

“I think smaller companies tend to access finance via a manufacturer of whatever they need to buy for their business, be it a machine or vehicle, or through an intermediary such as ourselves. Few have much of a relationship with a bank manager anymore and the main barrier in accessing finance is simply finding a point of contact and actually speaking to somebody. Most micro or small businesses don’t know where to start or who to contact.”

“Another barrier is that customers don’t realise how many funders are out there,” adds Michael. “In some areas it’s got better, with organisations such as Funding Circle providing unsecured lending, but with commercial mortgages, development and asset finance, there are hundreds of lenders that companies are unaware of. Typically, a business owner will approach a bank for a loan and if they are turned down they think it’s a dead end and give up. Often they don’t know about working with a broker and, unless a professional adviser such as an accountant or solicitor points them towards us, they don’t explore an alternative solution.”

“We were talking to a customer recently who was looking at various options, one of which was going into insolvency. He said he’d spoken to an insolvency practitioner, but he didn’t know them or have a lot of faith in the advice they had given. I asked where he’d got their details and he said he’d Googled them. It’s a decent sized business which has previously turned over £10-15m. In the past, if you were in trouble you’d speak to your bank manager who would be aware of the situation and offer advice. Now customers are just picking a name off a Google search and I think that highlights that increasingly people are having to figure it out by themselves.”

THE LONG-TERM EFFECT OF COVID ON BUSINESS

One area which the inquiry will examine is the impact of the Covid Bounceback Loan Scheme (BBLS), followed by the Recovery Loan Scheme, on SME finance. While broadly welcomed by many companies as the UK went into a series of lockdowns which prevented them from operating, the long-term effect of the schemes has hampered growth for some. “The BBLS had an immediate impact as customers could borrow up to £50,000 fairly quickly and easily, and sensible businesses used this to replace asset or cashflow finance,” explains Karl. “We saw a drop in business of those kind of products for around 12 months, but once businesses started trading again, this reverted back to normal.”

“One thing many people probably were unaware of at the time was the impact that this borrowing would have on their future plans,” adds Michael. “The BBLS was designed to get companies through the pandemic, but its something banks now take into consideration when a firm is looking for funding. I think it’s a bit of a double-edged sword – it was helpful at a certain stage, but it’s now become a hindrance for those applying for a commercial mortgage who are being held back by their monthly £800 BBLS repayment. With rising interest rates, you probably need around £1,500 of available cash each month to arrange longer term debt.

“Even if a bank offers lending, it may insist that the BBLS is repaid which was borrowed at 2.5%,” says Karl, “and with mortgage rates topping 8%, you may end up refinancing cheaper debt at a higher interest rate.”

WILL REGULATION HELP BUSINESSES ACCESS FUNDING?

The inquiry will also examine whether increased regulation of the finance sector might help SMEs, considering the role of the Lending Standards Board, Financial Ombudsman Service, Business Banking Resolution Service, and whether SMEs should have the same level of protection as retail consumers. The Basel framework, developed by the Basel Committee on Banking Supervision (BCBS) provides a set of banking standards and a proposed Basel 3.1 may further limit SME access to finance.

“With Basel, the banks retain a percentage of all lending as a contingency during a financial crisis,” says Karl, “but because SMEs are considered a higher risk, under the Basel framework, banks have to put more money aside to cover bad debts. With Basel 3.1, they are talking about removing specific extra SME support, which means for high street banks it will become more expensive to lend to a small business. As a consequence, banks will naturally shift their lending to larger businesses and companies under £10m turnover could become a cinderella market.

“On the point of whether SMEs should have the same level of consumer protection and deposit insurance as retail customers, this could significantly impact the market. When changes to the Consumer Credit Act came into force, the number of lenders in the market shrank. It sounds like a good idea to give smaller business more protection, but it could end up reducing choice and increasing costs.”

BUILDING A MODERN COMMERCIAL FINANCE BROKERAGE

No-one could have predicted the events of the past three years, but Complete Commercial Finance has helped many businesses to navigate these with a supportive ear and solid advice. “When we started the business, nobody had heard of Covid,” says Karl. “Brexit had happened, but nobody understood the impact. We had Liz Trust and Kwasi Kwarteng drop a hand grenade on the economy and interest rates have spiralled to 5.25 per cent, compared with 0.1 previously. We’ve had a war in mainland Europe – who saw that coming? Nobody knows what the future holds, but the thing that is consistent in successful businesses is that they always build in a contingency, finance themselves properly and keep cash available to trade through these situations. Businesses that do things on a whim, they’re at the mercy of events and finance, used effectively, can help many to create stability when navigating events outside of their control.”

“The service we offer has little to do with lending,” says Michael. “Our customers work with us because they get the best advice and have honest conversations around planning and structure, and I think that’s what has served us best through all of those events. At the start of Covid, we gave free advice and helped people deal with their banks. The vast majority of our clients have remained with us since and the advice we give, whether it’s directly or via their accountant or finance director, is what makes them want to continue to work with us.

“A lot of brokers fear regulation, but as long as you’re doing the right thing you have nothing to worry about and the guys who have joined us over the past three years are like-minded in this approach. We’ve always tried to create a company and brand that people, and the professional market, recognise. I genuinely want to be people’s first, second choice, so if someone has been to their bank and they have said no, come to us. We want to become as crucial to our clients’ businesses as their accountant.”

“I totally agree,” echoes Karl. “In fact I prefer it when customers have been to their bank first, because it means they have usually had bad customer service, received no help and realise that we provide a great service with good advice and support when they need it most. All of the team who have joined Complete Commercial Finance are a reflection of the culture that we have as a business and of us as people as well, and we’re looking forward to building on this for the future.”

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We are very much at a point where environmental concerns are at the forefront of most discussions in business, making conscious efforts to reduce our ecological footprint is crucial. Businesses, both large and small, have a responsibility to adopt sustainable practices that not only benefit the planet but also contribute positively to their brand image. One impactful way to do so is by making your business stationery printing more environmentally friendly. Why not opt for Recycled Paper? Choosing recycled paper for your business stationery is a great step towards reducing the demand for virgin materials and decreasing the strain on forests. Recycled paper options are widely available and come in varying levels of post-consumer waste content. Look for paper with high post-consumer recycled content to maximise your eco-friendly efforts. Minimise Bleaching Processes The bleaching of paper involves the use of chlorine or chlorine compounds, which can result in the release of harmful chemicals into the environment. Opt for papers that have been processed using chlorine-free bleaching methods, such as elemental chlorine-free (ECF) or totally chlorine-free (TCF) processes. Practice Efficient Design Design your stationery items thoughtfully to minimise waste. This includes optimising the layout to fit more pieces on a single sheet of paper, thus reducing the overall paper consumption. Additionally, choose fonts and sizes that are easy to read, as this can prevent the need for reprints due to readability issues. Another option is simple, minimalist designs which often require fewer resources and inks to produce. Additionally, they can lend an elegant and timeless look to your stationery, which can be beneficial for your brand’s image. Speak to your graphic designer to see how they can help. Bulk Printing Printing in bulk can reduce the energy and resources required for multiple print runs. By printing larger quantities at once, you not only minimise the environmental impact but also save on printing costs in the long run. Partner with Eco-Friendly Printers Collaborate with printing companies that prioritise sustainability in their operations. Many printers have adopted green practices such as using renewable energy, eco-friendly inks, specialist seeded paper and recycling programs. Research and choose a printing partner that aligns with your environmental values. Offer Reusable Options Consider creating business stationery items that serve a dual purpose. For example, you could design notepads with detachable sheets, allowing clients to reuse the base pad even after the initial pages are exhausted. Another eco-friendly option is to use specialist seeded paper, which is a great option for flyers and business cards to be used to grow wildflowers after their use. Making your business stationery printing more environmentally friendly is not just an ethical choice but also a strategic one. By adopting these eco-conscious practices, you contribute to preserving natural resources, reducing waste, and showcasing your commitment to a sustainable future. As the business landscape evolves, integrating sustainability into every aspect of your operations, including stationery printing, can position your brand as a responsible leader in your industry.

The UK has a long history of innovation, having driven world-changing shifts in technology over the centuries. However, in the rapidly changing global market of today, it is crucial for UK organisations to be innovative to stay competitive in the market, grow and ensure continued success. The Government Innovation strategy published in July 2021 has a vision to increase innovation and productivity in the UK economy with skills being a central theme. Skills are key to leading innovation because behind each new idea, product, or service, you will find an innovative leader with their own leadership style and for that business to scale, the leader will need to ensure that they have the right people, with the right skills at the right time, focussed on delivering the right outcomes. Leadership Development for Innovators Being a successful innovator demands more than just ideas. Without innovative leadership, it is difficult for growing businesses to survive let alone thrive. To be truly high performing and impactful, a broader set of management skills, leadership skills and leadership qualities are required. Here are some key areas of focus to help grow and become an innovation leader. Growth mindset Successful innovation leaders, such as Steve Jobs, adopt a growth mindset and encourage it in those that they work with. “Innovation is the ability to see change as an opportunity, not a threat.” – Steve Jobs. This mindset encourages measured risk-taking, learning from failure, and embracing challenges head-on, reframing them as an opportunity for growth. A growth mindset can be developed through challenges provided by a coach, for example, acting as a critical friend to support professional development and improve leadership skills. MAD-HR can provide experienced coaches that will support the development of this mindset and help you and your leaders to progress. Foster a Culture of Creativity Nurturing a safe space for and culture of creativity empowers team members to think freely, encourages different perspectives, and promotes open communication. Leaders who create an environment where every team member feels valued and confident to share unconventional ideas without judgement will benefit from increased engagement, performance, and customer satisfaction and this ultimately will be shown on the bottom line. Harvard Business Review: “Studies show that psychological safety allows for moderate risk-taking, speaking your mind, creativity… – just the types of behaviour that lead to market breakthroughs.” Walk the walk Leading by example sets the tone by consistently demonstrating the behaviours desired as a role model. This could include diving into challenges, demonstrating resilience in the face of setbacks, and embracing calculated risks. Leading by example inspires trust and respect among team members. Agility The global business landscape is ever-changing, and according to David Zaragoza, “No organisation can change or innovate unless leaders initiate and sustain the process.” So successful leaders must be agile and adaptable to initiate and sustain innovation. Embracing change and staying open to new perspectives and ideas are essential traits of innovative leaders. This adaptability allows them to respond quickly to market shifts and technological advancements, seizing opportunities. Know your strengths Innovation seldom happens or scales in isolation; a good leader will recognise their strengths and weaknesses, delegating tasks where possible to subject experts within or outside the organisation, for example, outsourcing HR support to a specialist consultancy such as MAD-HR. Steven Bartlett (The Diary of a CEO and Dragons Den) often highlights in his podcast that discovering this was a key moment in his success. “It’s not about having all the answers yourself; it’s about surrounding yourself with the right people who do. And if you’re not delegating, then the harsh reality is you’re doing multiple jobs poorly.” Cross-functional collaboration sparks creativity, bringing together various skill sets and expertise that can lead to groundbreaking solutions and change at pace. Strategic People Planning for Innovators A People Strategy is the roadmap to attracting, retaining and growing the talent that you need to make your vision a reality. When visiting organisations, we often see very detailed visions for the business and product development, financial plans and marketing strategies but there has often been little if any consideration of the people that will make this happen. Your People Strategy will be informed by and is an extension of the plans you most likely already have. It requires a vision of where you need to get to or the problem that you are trying to solve and the activities or work that will be needed to get you there. Consider how you will know that you have been successful by identifying some specific measures and metrics that you can track. Just as you would be monitoring your financial and sales reporting and adjusting plans, track your progress with your people plan and refine it along the way. Overall, innovation leadership isn’t just about ideas and a big R&D budget. It’s about mastering a set of mindsets, skills, and behaviours that enable and empower yourself and those around you to deliver results. Sustaining this is demanding but will bring rewards in the long run. In order to scale this innovation, ensure that you have a people plan that aligns with your business plan, making your Vision a reality. If you are looking to enhance your leadership team, MAD-HR can deliver bespoke Leadership Development programmes that create an impact with supporting diagnostic tools such as personality profiling and 360-degree feedback. Our HR Consultants can support you in preparing a Strategic People Plan that aligns with your financial and operational plans to leverage your greatest resource, your people. Image provided by MAD-HR This text was originally written by MAD-HR Ltd. Copyright © 2023 MAD-HR Ltd. All rights reserved: https://www.mad-hr.co.uk/blog/leadership-for-innovators

The deadline for submissions under the public consultation process about proposed changes to the way tickets are sold and customer service is provided at stations, which was Friday 1 September, has now passed. The consultation is therefore now closed. Transport Focus and London TravelWatch will review all the comments and feedback received during the consultation period and will provide recommendations to Greater Anglia (and to other train operators about their proposals) over the coming weeks. Their advice will inform updated proposals and decisions on the plans to be taken forward, which are expected to be finalised before the end of the year. Details of the proposals for all Greater Anglia stations involved are still available on the Greater Anglia website at www.greateranglia.co.uk/consult, for information. Greater Anglia, along with most other train operators, is proposing changes designed to improve customer service by providing more flexible roles for staff at stations, which would provide a better service and more assistance for customers. The proposals form part of plans to modernise the railway and bring it more in line with modern consumer expectations. They reflect significantly reduced usage of ticket offices over the past decade, as customers move to alternative, more convenient ways of buying tickets. Most tickets are now bought either online or through ticket machines. Given those trends and a world where London Underground has already moved away from ticket offices, and other sectors have also updated their models of service away from the classic desk-based approach, it also makes commercial and financial sense for the rail industry to look at the best approach for the future to ensure customer needs and expectations continue to be met. The industry has been consulting on the proposals, to get public input before deciding on the next steps. Jamie Burles, Greater Anglia managing director, said: “We welcome the feedback from customers and stakeholders have been providing to Transport Focus and London TravelWatch about our station proposals, during the consultation period. We were keen that the final plans were shaped by that public input. We’re grateful for all the submissions that have been made and we would like to thank everyone who has participated. We now look forward to receiving the recommendations of Transport Focus and London TravelWatch in a few weeks’ time, which we will consider carefully and use to inform updated final plans influenced by those suggestions.” Under the proposals which formed the basis of the consultation, staff would undertake a new, more flexible ‘customer host’ role, providing advice about the best and cheapest fares, and supporting customers with other queries and accessibility needs, rather than being confined to the ticket office. Customers would still be able to buy tickets from the ticket machine and online (as now), and colleagues would still be available at the station to help customers at certain times. Ticketing assistance would also be available directly from staff in Greater Anglia’s Customer Contact Centre, contactable via the ticket machine (24 hours a day). Across the Greater Anglia network, it would mean that all 54 stations which currently have ticket offices would switch to the new model of retailing. At seven major stations – London Liverpool Street, Chelmsford, Colchester, Ipswich, Norwich, Stansted Airport and Cambridge – Customer Information Centres would sell a full range of products, as well as providing help with more complex transactions. Across the remaining 47 stations, some stations would have staff available for similar hours to today, while some would have staff available for fewer hours than today, focused on the busiest periods. The type of approach proposed for these 47 stations is, in fact, similar to that already in place at Bury St. Edmunds and Cambridge North stations, which has proved to be successful and well received by passengers. All Greater Anglia stations involved in the proposals already have ticket machines, which also have an assistance button enabling customers to contact Greater Anglia staff based at the Customer Contact Centre in Norwich (24 hours a day), to gain guidance or assistance with ticket purchase. No station would become unstaffed as a consequence of the proposals and other station facilities, such as waiting rooms and toilets, would be unaffected. Greater Anglia would continue to meet all its commitments on providing accessibility for passengers, including passengers with reduced mobility and people requiring in-person assistance. It would also create new, additional mobile assistance teams, offering greater flexibility and support in providing assistance. To re-affirm, the key components of the proposals are as follows:

• The plans would provide a more modern and flexible service for customers
• There would still be someone to help with ticket queries and information at all the stations covered by the proposals (specific hours would vary by station) and the ability for customers to speak direct to the Greater Anglia Customer Contact Centre via the ticket machine for guidance or advice
• Passenger Assist arrangements would still apply, with additional mobile assistance teams providing extra support
• No station would become unstaffed as a consequence of the proposals and other station facilities, such as waiting rooms and toilets, would be unaffected.

The final agreed proposals are subject to the completion of the public consultation process. The submissions provided to, and then the recommendations made by, Transport Focus and London TravelWatch will inform updated proposals. Only when this process has been completed will decisions then be taken on exactly what plans are taken forward. The consultation has been taking place specifically to inform those future plans and, whatever proposals are then formally agreed, the transition to full adoption of the new model would probably take two to three years. Greater Anglia would like to reiterate its thanks to everyone who has provided comments or feedback to Transport Focus and London TravelWatch on the proposals, as part of the consultation process. As outlined, all the input received will inform the updated plans.  Further updates and information will be provided as the process progresses. Information about the proposals is also available in alternative accessible formats via our website (Easy Read, large print, braille, audio, and British Sign Language).  Physical copies can be ordered by contacting Freepost – Greater Anglia Customer Relations, or by calling 0345 600 7245 (Option 8). A Q&A about the proposals has been prepared by the Rail Delivery Group and is available at http://raildeliverygroup.com/customer-focused-stations.

Breaking up is never easy, but divorce makes things even trickier, especially when it comes to money! Tax advisor, Emma Walker, is joined by senior family solicitor, Nicola Furmston, from Kerseys Solicitors, to talk all things divorce from both a legal and tax perspective. They discuss recent changes and the pros and cons of no fault divorce, Capital Gains Tax charges on asset splits and property, ‘hobby’ trade income, Income Tax and self-assessment considerations, inheritance, the importance of wills, Lasting Powers of Attorney, and more. You can contact Nicola here and visit Kerseys website here. You can get in touch with Emma directly through the Our People section of our website here. For further information on today’s topic, and how we can help support you and your business on all tax related matters, click here. GET IN TOUCH! If you have any questions on today’s episode, and would like us to get in touch, email us at podcasts@larking-gowen.co.uk. We would also love it if you could rate us 5 STARS on Apple Podcasts or Spotify, this really helps people find us! You can find more episodes from this series on our website here. Please note that this content does not constitute formal advice, and you should seek direct expert advice before acting on anything mentioned in this podcast. Listen here!

Delta Fire Ltd are proud to announce we have also been shortlisted for the Make UK Award for Energy & Sustainability 2023. Sustainability is deeply rooted in our operations and reaching net-zero energy consumption is one of our top priorities for 2023 – 2024 FY. After an independent audit from Groundwork East, it became clear what we needed to do to achieve this. Additional solar would be needed, and an integrated battery storage system. RenEnergy UK are currently installing the additional solar covering our north roof, on top of the already covered south roof. The integrated battery system we are working with New Anglia Growth Hub on the Business Transition to Net Zero Grant, which we hope to have in place before the end of 2023. View the original post and video here

The Black Swan Inn on the outskirts of Norwich has launched a new experience providing diners with the chance to win a £500 voucher. The competition will run until the end of December with a winner picked every month. The winner of the draw will walk away with a £500 voucher, which can be redeemed for food, drinks, and accommodation at The Black Swan Inn. The Black Swan Inn dates back to the 18th-century and is just three miles from Norwich city centre, nestled in the picturesque village of Horsham St Faith. Recently renovated and extended, the Inn offers an á la carte restaurant, corporate meeting facilities, room hire, and 11 en-suite bedrooms. Andrew Neale, owner of The Black Swan Inn, said: “In these challenging times, everyone could use a bit of cheer, and we’re here to deliver just that. Starting in August until December, we’ve decided to introduce a special promotion to reward our valued customers for their support and enthusiasm.” To be in with a chance of winning the voucher, diners simply need to visit the restaurant and spend a minimum of £20 per person during their visit. Every eligible guest will receive an entry ticket into our free prize draw. Mr Neale added: “We’d love to welcome new and old faces to our restaurant. We’ve got deliciously crafted dishes, an inviting ambience, and the perfect place to create cherished memories with your loved ones.”. Winners of the voucher will simply need to present a copy of their receipt along with their contact details to claim the prize. Book a table at The Black Swan Inn here to be in with a chance to win this month’s £500 voucher.

Captain Fawcett is revving up for a splendiferous ‘Motorcycle Night’ especially for bike owners and enthusiasts on Tuesday 5^th September from 5.30-9pm at Fawcett HQ. Entry is absolutely free and Captain Fawcett’s world renowned Marvellous Barbershop Museum will be open for visitors to explore. Huzzah! The Captain’s private bar will be open and in full swing rustling up drinks and snacks with all proceeds going to the wonderful ‘Make-A-Wish’, chosen charity of the legendary BarbersRide motorcycle road trip. Your support will raise funds for a truly splendid cause. All welcome to ride on up and spread a little joy! Huzzah! For more information, contact info@captainfawcett.com Captain Fawcett Limited, Friesian Way, Kings Lynn, Norfolk, PE30 4JQ

On 14 July 2023 the new Employment Relations (Flexible Working) Bill received its final reading in Parliament. On 20 July 2023, it received Royal Assent and will now become law. We expect the measures in the Act and secondary legislation to come into force approximately a year after Royal Assent. To give employers time to prepare for the changes. According to their press release, the government believe that “Millions of British workers will have more flexibility over where and when they work” and businesses are “set to benefit from higher productivity and staff retention as a result”. However, critics argue that the bill has fallen short of meeting the needs of the modern workforce. What is flexible working? Requesting flexible working means asking the employer to alter the way you work. If the employer agrees to the change, this creates a permanent change to the terms and conditions of employment. Flexible working is not only working from home or working part-time. Examples of kinds of flexible working include:

• Reducing the number of hours worked
• Changing start and finish times
• Having flexibility with start and finish time (sometimes known as ‘flexitime’)
• Doing the contractual hours over fewer days (‘compressed hours’)
• Working from home or elsewhere (‘remote working’)
• Sharing the job with someone else (‘job share’)

What stays the same? It had been widely reported that Flexible Working would become a day one right. However, this has not been included, and the government will develop secondary legislation to accommodate this in the future. Employees will, therefore, still be required to have 26 weeks of service before they are eligible to make a request. However, some employers are enabling this right sooner than required to give equity across their workforce and support their recruitment and retention strategies. Research from the CIPD in May 2023 found that 14% of employers would enable a right to request flexible working from the first day of employment before the legislation took effect. What is new in the employment relations act? There are some key changes that employers need to consider the employee handbook or flexible working policy documentation should be updated to reflect these changes, with your people managers being briefed to manage requests in line with the new requirements.

• Employees will be able to make two flexible working requests in any 12 months – employees are currently only able to make one request in any 12 months.
• Employers must deal with requests within two months unless an extension is agreed upon. This means that employers will need to consider requests more quickly.
• Employees will not have to explain within their application the effect that acceptance of their request might have on the business, or how such effect could be minimised. This requirement intends to remove barriers from employees who may find it difficult to write a compelling business case.
• Employers will be required to consult with employees before they are able to refuse a request.

When can a flexible working request be rejected? Employees have the right to request a change, not a right to flexible working, and the employer must consider the request.  There is a balance to be achieved between the commercial and operational requirements of the business and the needs of individual employees; some requests will not be viable. Employers are still able to reject flexible working requests for several business reasons, for example:

• If flexible working will affect performance and quality of work;
• When the work cannot be reorganised among other staff;
• If extra costs that will damage the business;
• If people cannot be recruited to do the work;
• If it will negatively impact the ability to meet customer demand;
• When there is a lack of work to do during the time the employee has requested to work; or
• If the business is planning changes to the workforce, the request will not fit these plans.
• Support for employers

ACAS guidance regarding flexible working was published in 2014. The world of work has been changing with an accelerating pace since then, and the guidance needs to reflect 2023 and beyond employer and employee needs. They have opened further consultation to develop their guidance following the introduction of the bill, and input is being welcomed until 6th September 2023. Once finalised, the updated code should provide a roadmap of best practices for managing flexible working requests. In a market with strong demand for flexible working and where recruitment and retention remain challenging, it is worth considering a wider commercial lens beyond the statutory duties when dealing with flexible working requests to benefit from a more diverse workforce. Our expert HR Consultants can support you by updating your flexible working policy or employee handbook, and finding the appropriate balance for your organisation. This text was originally written by MAD-HR Ltd. Copyright © 2023 MAD-HR Ltd. All rights reserved: https://www.mad-hr.co.uk/blog/the-employment-relations-flexible-working-act-2023-are-you-ready

Bids, contracts, tenders…they’re a part of daily life for many businesses, no matter what your sector or circumstance. It’s obvious why so many owner-manager businesses might feel fatigued by the process of making submissions, particularly if the scale or longevity of the organisation is such that you might feel you’re ‘starting from scratch’ to get yourself into the race. And yet, those who succeed in securing a place in a vital supply chain tend to find themselves gaining repeat business and building on the formation of significant contacts. Take, for example, the scope currently becoming increasingly apparent for those wanting to be part of future delivery for Sizewell C. This one scenario could be a ‘game changer’ for many businesses if their initial pitch and positioning are well timed and considered. Drawing by Rebecca Osborne from Osborne Studios to summarise the Sizewell C supply chain event. This all points to the need to focus on ‘preparedness’ so that you are in the best position to bid or tender when the opportunity arises. So where do you start, and what should you be looking to set in place? Read our top tips on some of the critical considerations: Do your homework, investigate your market and where you fit In preparing yourself for such important supply chain pitching and participation, it’s important you’ve fully assessed what competition is out there – and who might likely bid against you – and that you know what the scope of opportunity is. Consider what changes and innovations are happening in how that market opportunity is served, what barriers to entry there are, and who is making great strides in this arena. How does your offer compare and what sets you apart? Assess your capacity and capability

• Knowing your own viability for the likely or publicly available contract in such scenarios may feel like a brutal case of ‘holding the mirror up’, but it’s vitally important.
• Do you have the right resources?
• What more will you need?
• Does this align with your growth plans?

At MAD-HR we identify businesses as either Acorns (start-up and early stages), Saplings (preparing for growth), or Oaks (navigating significant change and growth). Where you are in these phases will help you understand what you can realistically achieve or might want to, and how you’ll get there with the right help. Also, look at your own supply chain that supports your business. Is it stable, reliable, and able to meet not only your current but also your future requirements? It is important to get your own house in order. Review your compliance and contracts One of the biggest things which can catch novice supply chain bidders unawares is having to pull together lots of compliance and contract material in order to make a submission in time for a deadline.

• Use this advance time wisely. Look over what contracts and compliance documentation you have. Is it legally accurate and up to date? Do you meet all the regulatory requirements for your industry?
• Are there more documents you need to update or create before you could begin bidding?
• Could you work with an external agent to aid in the completion of this work?

Network, collaborate and connect Don’t underestimate the importance of connecting with others likely to be involved in the supply chain, or already instrumental in the initiative or offering.

• Seek out further opportunities to attend business sessions where key speakers may be discussing the very project you’re keen on. Look for insight and training events which aid your understanding of supply chain submissions.
• Explore whether other members of your team might need to access networking or training events in order to boost their education and knowledge ahead of the bidding process.
• If you are taken through to the next stage, you may need to call upon your team to help showcase what you can do and importantly, who will be doing it.

If you’re keen to play a fuller part in supply chain activity, we would be pleased to chat about how we can help you with preparedness and proactive participation. This text was originally written by MAD-HR Ltd. Copyright © 2023 MAD-HR Ltd. All rights reserved: https://www.mad-hr.co.uk/blog/preparedness-is-the-key-to-supply-chain-success