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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

Submissions due by Friday 1 September Greater Anglia is reminding anyone wishing to submit views or feedback as part of the public consultation process, about proposed changes to the way tickets are sold and customer service is provided at stations, that the deadline is now only a week away – Friday 1 September. Any comments or feedback on the proposals should be sent to Transport Focus or, where appropriate, London TravelWatch, the statutory rail passenger watchdog organisations, which will receive and review all consultation responses, before providing recommendations on next steps. Details of the proposals for all Greater Anglia stations involved are available on the Greater Anglia website at www.greateranglia.co.uk/consult, including the contact details for the relevant passenger watchdog in each case. 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. Agreement has therefore been reached on the formal proposals on which the industry is now consulting, to get public input before deciding on the next steps. Jamie Burles, Greater Anglia managing director, said: “The station proposals are aimed at providing a more modern and flexible service for our customers. They reflect the more convenient ways in which passengers are looking to buy their tickets and check travel information. “Station colleagues would undertake a new, more flexible role – bringing staff closer to customers. Passenger assistance arrangements would continue as they do now, from first to last trains, but with additional mobile teams to give greater flexibility in providing assistance across the network. “More details, including information about each station covered by the proposals, can be found on our website.  Any comments or feedback should be provided to Transport Focus, or where appropriate, London TravelWatch, before the end of the public consultation process on Friday 1 September. So anyone wishing to contribute to the consultation is encouraged to provide their comments or feedback by the deadline.” Under the plans, 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 consultation is taking place to inform 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. The consultation runs until Friday 1 September 2023 and anyone with any comments or feedback on the proposals should send their responses to Transport Focus or, where appropriate, London TravelWatch, the statutory rail passenger watchdog organisations which will receive and review all consultation responses, before providing recommendations on next steps. Details of the proposals are available on the Greater Anglia website at www.greateranglia.co.uk/consult. The information 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). Anyone can contribute to the consultation by contacting either Transport Focus or, where appropriate, London TravelWatch, about the proposals for their station. Details of which statutory rail watchdog to contact for each individual station can also be found on the Greater Anglia website (www.greateranglia.co.uk/consult). Submissions must be made by the end of Friday 1 September 2023. A Q&A about the proposals has been prepared by the Rail Delivery Group and is available at http://raildeliverygroup.com/customer-focused-stations.

We had an amazing time this week collaborating with the wonderful teams at Upp and PMD CONTRACTING LTD to establish a shiny new PoP site in Aylsham. At Up Connect, we have a soft spot for Norfolk as this is where the business was founded. That’s why we understand the importance of bringing full-fibre broadband to towns like Aylsham, to unlock incredible connectivity and take Norfolk to the next level. Charles Thomas, our director was on hand to see the progress and said “It’s extremely rewarding to see the fruits of our labours come together and deliver full-fibre broadband to residents and businesses in Aylsham and surrounding areas. It’s incredible to see our work, from negotiating lease terms and obtaining planning consent, to conducting flood risk assessments and contamination reports, transform into physical infrastructure benefiting so many!” Through land acquisition and planning support, let’s continue to connect the UK together! (23) Post | Feed | LinkedIn

Tim, Olly, Joanna and Dom from Westcotec will be fearlessly taking the plunge and jumping out of a plane on Saturday 16th September to raise funds for Nelson’s Journey. Westcotec are one of Nelson’s Journey NJ25 business supporters who, with other NJ25 businesses this year are collectively raising £25,000 which will fund a professionally trained Child Bereavement Support Worker for a year which will help over 100 bereaved children and young people in Norfolk. The Westcotec team aim to raise £1,920, if you’d like to know more or wish to sponsor us, visit: https://lnkd.in/eezCX-nG  

Since October 2020, The Sounding Board have been helping Norfolk and Suffolk entrepreneurs navigate real-life business challenges through a six-session programme aimed at supporting business leaders with growth and strategic direction. Their mission is to not only help others in crisis periods but to offer their time and energy to collectively give a little back to both business and good causes. They pledge to raise £50,000 to support the Norfolk Community Foundation in tackling food insecurity. A chance to meet with this group of professional advisors and generally nice people will be at Hethel Engineering Centre on Tuesday 19th September, between 8 am and 10.30 am. They are hosting a Discovery breakfast: this face-to-face event will be a great opportunity to meet some of the mentors, who have exceptional knowledge, to share and hear experiences from alumni and to understand how it all works. Essentially, this session allows time for participants to come together to share what challenges they face right now and how best to put a plan into action. John Nortcliffe, Architect & Director, Redhead Architects Ltd, who completed the programme in 2023, said,  “My repeated thanks go to Kevan & Saul for all their support on my Sounding Board journey. They both engaged and took the time to understand some of the unique challenges we face as a growing business. As the name suggests, it was useful to sound out many of my thoughts on where to go next and build on what we have. I have already raved on about it to many of my industry peers”. Founder and Mentor, Richard Ross defines the purpose of the programme; “The entrepreneurial journey is rarely a smooth one and, in good times and bad, there are always big decisions to be made. The Sounding Board is a group of experienced business leaders who you can talk over your dreams and challenges with and together come to better decisions to drive your business forward. It was important to all of us that we give our time free – any fees go directly to support vulnerable families” Already, they have raised over £13,000, helping SME businesses across Norfolk and Suffolk. All funds raised go directly to, The Nourishing Norfolk Network, who so far, have opened 15 affordable food hubs to ensure communities have access to affordable, healthy food. Norfolk Community Foundation – JustGiving. To find out more, contact Angela Brett at angela.brett@chadwicks.co.uk or register your place today: The Sounding Board. Discovery Breakfast. W. Home | The Sounding Board