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Mint UK is a comprehensive database of UK Company and business intelligence. It includes information on companies’ financials, management and corporate structures, plus additional intelligence such as news and industry research.
Mint contains information on over 5.5 million companies, including 1.2 million unincorporated businesses.
Using Mint you can combine search criteria to find companies with specific profiles. For example, it’s simple to find insurance companies in Norfolk or food companies across the UK with a turnover between £5 and £50 million. Use Mint’s search criteria, in any combination, to find companies that you want to sell to.
Use Mint to give your business a competitive advantage:
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Find out more about the companies you’re talking to
Find all the companies in specific areas of interest
Norfolk libraries are offering 200 free MINT database searches to support the development of business and marketing plans.
Visit: The Business library, Norfolk & Norwich Millennium library, The Forum, Norwich
Jarrolds are proud to announce that they are the winner of the Best Independent Department Store at the Drapers Independents Awards 2024. The judges praised Jarrolds as “a true cornerstone of the city that is innovating and doing something different”.
The awards celebrate independent fashion retailers excelling in areas such as sustainability, innovation and exceptional customer service.
John Adams, our retail managing director at the Jarrold Group, said:
“This award is a testament to how we have continued to stand out in a competitive environment. We are proud of our ability to deliver an unrivalled experience while remaining a beloved destination for our community of shoppers in Norfolk and beyond.
As we look to the future, we are excited to unveil more developments – the upcoming expansion of our spa retreat is the beginning.“
He added: “Our achievements are made possible by the passion, creativity and hard work of colleagues across the store.“
The Drapers Independents Awards
The Drapers Independents Awards celebrate independent fashion retailers across the UK and Ireland which are doing business better – becoming more responsible, sustainable and digital savvy, while offering customers high quality, beautifully designed products, and stellar service. Judges of the Best Independent Department Store category were looking for: a strong fashion edit and buying strategy appropriate for target customers; high standards of service; an in-store environment that complements the brands on offer; and evidence of a strong business plan and financial success that demonstrates the store is at the top of its game.
Drapers has been the leading authority on fashion retail in the UK and Ireland since 1887. With an industry leading magazine and online resources, it provides news, analysis, commentary and data and is known as the most trusted, independent, influential voice in fashion retailing.
The local branch of national builders merchants – MKM Building Supplies are the latest company to pledge its support to the nook, East Anglia’s Children’s Hospices (EACH) fundraising appeal for a new purpose-built children’s hospice in the heart of Norfolk.
MKM Building Supplies, based at Vulcan Road, Norwich, have a proud history in supporting a number of charities including EACH with Paul Attoe, Branch Director, along with three friends taking part in a 24-hour golf marathon last year raising in excess of £4,500 for the charity.
Paul and his team at Norwich have signed up to the nook business network scheme, pledging to raise at least £10,000 over the term of the appeal. The nook business network asks for companies small, medium and large throughout Norfolk to commit to raising either £10,000, £15,000 or £25,000 over the duration of the appeal in return for a number of benefits and support that the charity will provide.
As well as committing to raising funds, MKM are allowing EACH to promote the nook appeal on the back of six company trucks that deliver daily throughout Norfolk, in the hope that the promotion will encourage others to support the appeal.
Paul Attoe, Branch Director of MKM Building Supplies Norwich said: “EACH are a brilliant local charity and the work they do for children and families is vital, so we at MKM want to support them as much as we can. We hope that by encouraging our staff, customers and clients to join us in our support of EACH, their plans to build a new children’s hospice will become a reality as soon as possible.”
Gary Cook, the nook appeal corporate fundraiser, said: “We’re delighted Paul and his team at MKM have once again decided to support EACH and have signed up to our corporate scheme for the duration of the appeal.
“To make our vision of a new hospice for local life-threatened children and their families a reality we need the support of all sectors of the Norfolk community – individuals, schools, community groups as well as the business sector, so MKM’s support is fantastic and we very much look forward to working with them.”
Anyone who is interested in finding out more about the appeal or the nook business network should contact the Norfolk Fundraising Team on 01953 666767 or funding@each.org.uk or for more information on MKM Building Supplies please visit www.mkmbs.co.uk
Chartered
Accountants and Tax Specialists, M+A Partners, is delighted to announce exam
success and promotions across its Norwich and Cromer offices.
The three
promotions comprise Kieran Flood to Chartered Accountant, Lauren Yates to Tax Adviser
and Chloe Southgate to Senior Accountant.
The recent
promotions reflect an ongoing focus on investing in career development and
helping individuals reach their potential and are testament to the hard work
and dedication of Kieran, Lauren and Chloe.
Phil Webster,
Chief Operating Officer at M+A Partners, said:
“These
promotions are well-deserved and highlight the depth of talent we have within
the firm. It is wonderful to see individuals progressing from Trainee through
to Chartered Accountants and Chartered Tax Advisers, with each one optimising
the support and clear pathways for progression we are invested in creating.
Developing
and nurturing the capabilities of our team is a key element of our values as a
firm – they play a crucial role in our future and delivering an excellent level
of client service. The fresh perspectives and knowledge of our recently certified
team members are invaluable as we continue to grow and evolve.
I would like
to wish Kieran, Lauren and Chloe every success in their new roles.”
Ian Barber,
Partner at M+A Partners’ Cromer office, said: “Chloe’s recent promotion and
exam success consolidates the expertise we have within our Cromer team. It has
been rewarding to see the professional development of Chloe, which reflects her
work ethic and ambition, and I am delighted to be able to recognise her
contribution to the firm. Congratulations Chloe and I look forward to seeing
you thrive in your new role.”
Kieran Flood
– Chartered Accountant
Kieran joined M+A
Partners in 2018 within the accounts department after completing his A-levels.
He has successfully completed his ACA qualification and has been promoted to
Chartered Accountant.
Lauren Yates – Chartered Tax
Adviser
Lauren joined M+A Partners in
September 2021, after graduating with a Biochemistry degree from the UEA. She
qualified as a member of the Association of Taxation Technicians in August 2024
and has now completed her CTA qualification. She has been promoted from Trainee
to Chartered Tax Adviser.
Chloe
Southgate – Senior Accountant
Chloe joined the
Cromer office as a Trainee Chartered Accountant in early 2022, after working
for another small firm for a number of years where she completed her AAT
qualification and gained full MAAT status.
Chloe has just
completed her ACCA qualification and is now a Chartered Certified Accountant.
Last year we were approached by Halls’ Garden Centre about production of three TV Commercials for their online storeGardensite.co.uk. They asked us to create some modern, stylish commercials that would really stand out from their competitors’ commercials, showcase their ever-changing offers and highlight the ease of purchasing online.
Our team of copywriters came up with a selection of concepts, and once everyone was happy with the final creative we began preparing for the shoot!We sourced a gorgeous location to film in, and luckily (despite being shot in November!) the weather held out for us! We filmed using the Arri Amira, which has a wide dynamic range and allowed us to record more detail in highlights and shadows. The camera sensor processes footage with a cinematic quality that complements skin tones and adds a more realistic, natural feel to the footage.
To show the convenience of shopping online, we created an interesting transition between the digital world and the real-world environment of the garden; the visual ‘swipe’ effect by which the lady changes the products in her garden through the window mimics the swipe effect of a touch screen.
We decided to utilise a ‘doughnut’ technique across the three commercials – the top and tail of each commercial would remain the same, but the middle section can be altered to show different offers depending on season and availability. Combining the visual ‘swipe’ effect with the graphical insert of the tablet made for a great way to mix the sophistication of a live action commercial with the flexibility & cost of a graphics based ad!
The first commercial aired from the 27thJanuary onSky AdSmartchannels in selected postcodes.
Interesting in knowing more about Sky’s AdSmart delivery method?View our Sky AdSmart presentation.
Naked Element are proud to be part of the forthcoming Digital City Walk. Held over five days, the trail aims to encourage young people to visit Norwich tech businesses to find out more about what they do and what it might be like to work in the tech industry.
Norwich is a Tech City and younger people should be made aware of the opportunities available in our Fine City. We are at No. 1 on the map, along with Axon Vibe, Sean Clark Ltd and Applin Skinner. Our colleagues Rainbird AI are at No. 7 and Neon Tribe are at No. 11.
The walk takes place during half term between the 15th and 19th of February and we will be available every day except Thursday. Come and say hi and find out what we’re all about!
Konectbus is proud to announce its latest partnership with Guide Dogs UK to improve accessibility for individuals who are blind or partial sighted when travelling on their buses. This partnership highlights their commitment to creating an inclusive and accessible mode of transport for its passengers.
Konectbus understand the importance Guide Dogs play in providing someone who is Blind or partially sighted with independence. There are over 4,500 working guide dog partnerships in the UK. That is over 4,500 puppies that had to go through vigorous training to be able to guide their handlers with the confidence and the ability to put their trust in these dogs to navigate them in the world safely. That is why as part of the partnership, they are excited to invite the dogs and their trainers onto their buses and offer free bus travel for the guide dog puppies with their handlers.
Jay Baker, Puppy Development Advisor for the area, said: “We would like to say a big thank you to Konectbus for supporting us with this training session. It is important that our pups learn to travel calmly and confidently on different modes of transport, so they are well-prepared for when they hopefully become working guide dogs. Being able to practise bus travel, with support from Konectbus, has been a great training experience for both our pups, and volunteer Puppy Raisers.”
Davina Langley, Head of Marketing and Communications for Konectbus said
This collaboration shows our commitment to making travel easy and independent for everyone and have launched our new initiative ‘Access All Routes’ to make every journey accessible. This initiative will guide future developments of our network and on bus facilities, alongside ensuring that our drivers are provided with the information to support the varying needs of all their passengers.”
A BIG welcome toCiscoe’s Pan Asian & Sushithe latest Norfolk based business to jump on board our Digital Signage networks across Norwich! Using our network of screens Ciscoe’s are looking to increase brand awareness of the restaurant and reach out to those food fanatics looking to indulge their tastebuds with bursting flavours from the Far East.
Norwich is a great place to eat out, Ciscoe’s Pan Asian & Sushi is located right in the heart of the city centre, offering fine dining selections of gourmet dishes from around the world. Ciscoe’s serve the very best of Asian flavours by using traditional and modern recipes specialising in Japanese, Korean & Vietnamese food.
Their Executive Chef Francisco “Cisco” Papica’s professional career spans over three decades, as an up and coming chef he was educated by some of the world’s greatest. As a young man Ciscoe travelled the world learning how to create traditional dishes from the country of origin he was visiting. His travels through Europe eventually brought him to our beautiful city, where his talents were spotted by foodie entrepreneur Ian Cooke, and together they founded Ciscoe’s Pan Asian. Ciscoe’s personal dedication to the traditions and skills of Japanese cuisine is balanced by his creativity within the varied cuisines of the Pacific Rim: It’s exactly this that makes Ciscoe’s Pan Asian a unique experience that their dedicated customers enjoy over and over again.
It’s a real pleasure to be working alongside one of our favourite and most exciting restaurants in Norwich, the entire team at Ciscoe’s shows great passion towards it’s product, service and customers from the chefs, front of of house and it’s owners. Voted as a top 10 sushi chef in the UK, offering a great in house dining experience and a delivery service through Just-Eat.co.uk or their own app, the experience of dining at Ciscoe’s Pan Asian & Sushi will blow both your mind and your tastebuds.
The ad can be seen on our ‘Domination Circuit’ comprising of four screens with a weekly audience of 450,000+ people.
Greg Murphy a Certified Accountant and Roddy Comyn a Chartered Accountant were awarded the Master Franchise Licence for TaxAssist Accountants in the Republic of Ireland and haven’t looked back as they have seen the franchise go from strength to strength. They celebrated the event at their Annual Conference which was held at the Morrison Hotel in Dublin, which as well as being a motivational and informative event also rewarded the top performing franchisees across their network of 26 franchisees.
Overall 2014 has seen fantastic growth in numbers in the Republic. In 5 years of operation TAD Ireland have now passed the 5,000 clients mark, and more importantly they have also gone past the €5,000,000 fee bank mark.
Greg Murphy comments, “Prior to joining TaxAssist Accountants myself and Roddy were partners in a local practice in the Fairview region of Dublin. Whilst the practice was successful in its own right, we were both ambitious and wanted to develop a national brand across Ireland.
TaxAssist offered a distinctive brand and clear approach to marketing and it was one we were sure would work well in Ireland, even in a recession – as has been proven right. Where the franchise model adds value, is the strength of the brand and the high visibility of the shop-front premises.
As a Master Franchisor I have been given the tools, support and experience I need from TaxAssist UK to make the business successful in Ireland and I think that TaxAssist Ireland is a great blueprint of how the franchise model can work in other countries. We’ve all very much enjoyed building the brand over the last 5 years. Here’s to the next 5 years of success and more!”.
Dismissing an employee for ‘some other substantial reason’ is often relied on by employers where the reason for the dismissal cannot be shoehorned into any of the other statutory fair reasons for dismissal.
What is SOSR?
It is not a call for help. ‘Some other substantial reason of a kind such as to justify the dismissal of an employee holding the position which the employee held’ – more fondly known in the employment law fraternity as ‘SOSR’ – is a residual potentially fair reason for dismissal.
To minimise the risk of claims of ordinary unfair dismissal claim, employers must be able to show that the reason (or principal reason) for the dismissal was a potentially fair reason. There are five statutory potentially fair reasons: conduct; capability; redundancy; breach of statutory restriction; and SOSR.
Although, there is no statutory definition of SOSR, the clues are in the statutory reason itself. The reason must be substantial and it must be some other reason. The reason must also be of the kind to justify the dismissal, as opposed to any lesser sanction such as, redeploying a member of staff where there are irreconcilable differences between colleagues.
When can SOSR be relied on?
Almost any reason which does not fall within one of the other potentially fair reasons for dismissal might amount to an SOSR. Over the years, SOSR has been found by the tribunals to be a fair reason for dismissal in a range of diverse situations including, dismissals arising out of business reorganisations (short of redundancy) or through employees’ refusal to accept changes to employment contracts; expiry of limited-term contracts; dismissals at the behest of third parties and in situations where an employer sought to protect its business interests. Personality clashes between colleagues have also been found to amount to an SOSR where the conflict is causing substantial disruption to the business.
What about a breakdown in trust and confidence?
The most commonly relied on SOSR is that of loss of trust and confidence, but employers should be wary of relying on this reason. Breach of trust and confidence goes to the root of the contract. The tribunals have no difficulty with employees citing breach of this implied term as grounds for constructive dismissal complaints. In contrast, employers relying on a breakdown of trust and confidence as SOSR have often been criticised by the appellate tribunal which has held that it is not sufficient merely to say that trust and confidence has broken down. Something more is required.
Can employers rely on SOSR as a reason for dismissal?
Yes. SOSR provides a potentially fair reason for dismissal in more unusual cases, but it should not:
be relied on where the reason for the dismissal of the employee falls squarely within one of the other potentially fair reasons; be seen as a way for employers to circumvent a fair procedure for dismissal; or used as a ‘convenient label’ to stick on any situation where the employer cannot easily rely on one of the other fair reasons for dismissal.
To avoid a finding of unfair dismissal, employers must be able to establish SOSR as the sole or principal reason for dismissal and that the decision to dismiss for SOSR was reasonable in the circumstances.
VisitEngland, the national tourist board, has announced the shortlist for Tourism Superstar 2016. The tribute to tourism star players was launched in 2012 as part of English Tourism Week (this year running from 5th – 13th March) and is supported by the Daily Mirror.
Norfolk’s Rachel Duffield, Learning & Engagement Officer at Gressenhall Farm & Workhouse near Dereham, is one of only 11 names on the national shortlist, and the only representative from the East of England.
The campaign recognises the dedication and passion of those working in the tourism industry, and is awarded to an individual who goes above and beyond the call of duty to ensure visitors to England have an unforgettable experience. Rachel has certainly been doing this in her guise as ‘Moaning Martha’, fictional inmate of Gressenhall Farm & Workhouse whose gossipy monologues about life in the workhouse – delivered in an authentic Norfolk rural accent – have been engaging and entertaining visitors of all ages and abilities for the past seven years.
Voting opened on Saturday and runs until midnight on 28 February, with the winner announced on 5 March. The winner is entirely decided on public votes, Click on this link if you would like to vote (and to watch Rachel in action in the nominees’ film):
Rachel’s commitment to living history certainly caught the eye of the Tourism Superstar judges who drew up the shortlist. Always up for a challenge and prepared to go the extra mile, in 2014 Rachel publically endured living on an authentic workhouse diet for three weeks, sharing the highs and lows via social media and her blog: https://theworkhousediet.blogspot.co.uk/ Her willingness to take on milk broth, boiled meat, pease pottage and workhouse gruel fired lots of imaginations, helping the museum reach new audiences from further afield and introducing them to what life was like within the workhouse walls.
More recently in summer 2015 ‘Martha’ has been leading lots of activities for the Voices from the Workhouse project, a three-year, £1.8m Heritage Lottery Fund project which will transform the museum displays, telling the real stories of the people who lived and worked in the workhouse. She has led tours in character to raise awareness of the Voices from the Workhouse project, and has trialled new workhouse-related activities for families including Workhouse Top Trumps!
If you’ve worked hard to attract and recruit talented employees, you will need to put in even more work to keep them. While employees will choose to move on for many different reasons, some of which you can’t control, we’ve compiled ten top tips on what can be done to help retain valuable members of staff.
1. Find the right fit
You’re more likely to retain talent if you recruit effectively in the first place. Make sure you create a clear job description which sets out realistic expectations of the role so that a candidate doesn’t accept a position they are not suited for. It’s also important to recruit based on those who are a good cultural fit for your organisation, as well as on skills and experience, to ensure long term success.
2. Provide a good induction
Poorly designed or non-existent induction programmes can create disengaged employees from the outset. Create an induction plan which ensures new employees feel confident and equipped to succeed in the role from the start. This should include everything from the basics of introducing any equipment or software they may not be familiar with through to pairing up a new employee with a highly experienced colleague who can act as an induction mentor. Regular meetings should also be held throughout the induction period to establish if any further support or guidance is required.
3. Offer development opportunities
Hang on to top talent by providing a robust and meaningful development plan with clear progression opportunities outlined. Let employees have a say in what they would like to achieve by encouraging a two-way dialogue in which they can openly discuss aspirations and further training required. Development plans don’t have to involve additional costs, training could be provided by more experienced colleagues, or offering the chance to work in a different part of the business will help people to develop new skills. If there’s not many chances for promotion within your organisation, think about offering more responsibility or autonomy instead.
4. Balance strong management with trust
It is becoming increasingly common to find four different generations of people working together, including the current generation known as ‘Millennials’ (born 1977 to 1994), expected to make up 75% of the UK’s workforce by 2025. Studies show that the millennial generation in particular both values and benefits from consistent management feedback, preferably on a weekly rather than a yearly basis. Make sure that your managers are effectively equipped and trained to provide ongoing performance management. Balance this strong management with a trust in people to do the job they are paid for. If you enable employees to shape the way they work, and the projects they get involved in, they are more likely to be engaged and fulfilled.
5. Give employees a voice
One of the key enablers for achieving employee engagement is to ensure that employees have a ‘voice’. Develop a culture where new ideas can be expressed and a collaborative approach is adopted to fuel discussion and engagement. A company where staff feel empowered to speak their minds is one that is likely to have good levels of employee retention. It is equally important to ensure clear processes are also in place for employees to voice any dissatisfaction. Issues can usually be nipped in the bud, before they escalate to the point of someone leaving, if they can be raised through appraisals or grievance procedures etc.
6. Support unsung talent
Sometimes the most talented employees are too busy quietly doing a great job to shout about it. These are the employees who know the organisation inside out and seem to be able to tackle pretty much anything you throw at them with very little fuss. It is particularly important for managers to spot these valuable people and to support them. Check they aren’t taking on too much and slowly burning out. They may not push themselves forward, but they need to feel just as valued as those who do, or there’s a danger that they could gradually get fed up and finally leave.
7. Help employees to achieve a work/life balance
The journey to and from work and a lack of work/life balance are now the two biggest factors for people choosing to leave a job. It’s vital for employers to help employees strike the delicate balance between work and home life so they can effectively manage their careers, stay healthy and continue to feel engaged. Review your organisation’s practices around flexible working and look for opportunities to support employees in successfully juggling work and family life.
8. Recognise and reward success
Make employees feel valued and proud of what they do by sharing the bigger business picture and the impact their role has had in the overall success. This could be as simple as sharing reports or statistics on the effect a particular project has had. Rewarding any successes highlighted doesn’t have to be financial. Although money still holds considerable importance, and salaries and benefits should be regularly reviewed to ensure they remain competitive, simple and sincere acknowledgements still go a long way. Cakes on Friday, or breakfast rolls on a Monday are inexpensive treats which still speak volumes.
9. Monitor engagement levels
Consistently monitoring employee engagement levels will help you to spot any potential areas for development before they become an issue that could cause an employee to leave. If you already conduct an annual staff survey try adding short ‘pulse’ surveys throughout the year as well. This will help to capture immediate feedback on particular issues without having to wait for the yearly results roll round. Through our Best Employers Eastern Region initiative we also offer a free employee survey which will provide insight on how employees perceive an organisations culture, learning and development, values, leadership style and communication: which all impacts on engagement levels.
10. Establish the reasons why
If employees do choose to move on, try to establish the reasons why. Exit interviews are good practice but remember people may not be entirely honest. It is human nature to be reluctant to directly criticise managers, colleagues or a business overall. They may also be worried about protecting their reference. If possible, get an external provider to conduct the interview to encourage honesty and to gain a more accurate picture. If this isn’t possible, make sure the person conducting the exit interview is someone as impartial as possible, and not the individual’s direct manager.