Member News

This week’s draft legislation to change the UK R&D regime will go too far too fast if it is implemented from April 2024, according to accounting and business advisory firm BDO. Commenting on the draft legislation, Tim Goram-Smith, Associate Director and R&D Lead in East Anglia at BDO, said: “Following the review of R&D reliefs launched in Rishi Sunak’s 2021 Spring Budget, the government has taken many steps to reduce the costs of the UK’s R&D scheme to get better ‘value for money’ – while this is understandable, I’d argue that this latest move is going to prove the most disruptive yet. “Given the very high rates of error and fraud that HMRC now estimates occur under the current SME scheme (£1,060m in 2020/21 compared to just £90m under RDEC¹) it is no surprise that if a new combined single R&D scheme goes ahead it will be based on the RDEC rules. However, the government has already changed R&D relief rates from this April and HMRC is imposing new claim requirements, in the form of an Additional Information Form, from 8 August this year to tackle the error and fraud issue. Given all the recent changes, creating yet more uncertainty by changing the R&D regime again for accounting periods beginning on or after April 2024 could risk turning innovative businesses away from investing in the UK. “The current SME and Research & Development Expenditure Credit (RDEC) schemes offer different rates of relief with the SME scheme being more generous – even after the reductions in tax relief from 1 April 2023. Under today’s proposals, many start-up and growing businesses will be concerned that they will get even less tax relief under a combined scheme – although the higher relief for R&D intensive businesses looks set to continue – albeit running alongside the new scheme. “In the long term, many agree that there are practical benefits to aligning the way R&D relief is claimed. For example, the combined scheme would be based on the current RDEC rules which help to raise the prominence of the R&D function within a business by recognising the R&D incentive in a company’s pre-tax income. But the government must remember that not everyone claiming under the current SME scheme is a fraudster – on its own estimates 75% of claimants are compliant and the impact on them of moving to a new combined scheme needs to be managed carefully so as not to damage their growth prospects and the wider economy. “The draft legislation includes design proposals many will welcome. The original proposals on who claims relief where R&D work is subcontracted could have caused problems for many businesses. Thankfully, the draft legislation allows outsourcing costs to be claimed where the work is outsourced to a UK company. Although loss making companies will still be capped on the amount of R&D relief they can claim, the proposals adopt the PAYE/NIC cap currently used in the SME scheme (which is more generous than the RDEC cap). “Probably the most significant downside, is the new rule that any R&D project which is subsidised, (including via a grant), cannot be included in an R&D claim. This will have a wide-ranging impact on many businesses, particularly given HMRC’s recent, extremely broad definition of ‘subsidised R&D’. The new rules will also likely make it impossible for contract research organisations to claim UK R&D relief on work they carry out for client companies. This will change have a big impact on many companies’ pricing and contractual arrangements. “In addition, the rules as drafted could potentially prohibit companies outsourcing work to the self-employed and personal service companies as these companies can only claim such costs if the ‘externally provided workers’ fall within PAYE. “Businesses understand that government will move the goalposts to make it harder for fraudsters to win tax reliefs from HMRC. But making radical changes to tax law at short notice not only creates uncertainty for compliant businesses but also risks introducing new rules with loopholes that fraudsters can exploit further down the line. The government has not made a final decision to push these changes through from April 2024 and I believe the changes should be delayed until at least 2026 so that they don’t damage the R&D investment the relief is supposed to support.”  

Spirited Susan Cox soared to new heights in her quest to raise funds for charity. The 69-year-old daredevil was left on cloud nine after completing an epic wing walk – in the process raising £1,500 for East Anglia’s Children’s Hospices (EACH). Her adrenaline-filled challenge took place at Shuttleworth Aerodrome, in Bedfordshire, on 7^th July. “It was a fantastic experience,” said Susan, who lives in Woodton. “My heart was racing as we taxied down the runway but before I knew it we were up, up and away. “The feeling of speeding to the ground was absolutely thrilling and I’m so glad I did it. It’s something I’ll never forget. “It’s something I intend doing again next year – hopefully with a loop-the-loop thrown in for good measure!” Retired Susan has raised just over £3,000 so far which, minus her expenses, means donations of £1,500 to both EACH and her other chosen charity, East Anglian Air Ambulance. She has long admired EACH’s work, having lived close to its former Quidenham hospice. She recently visited The Nook, in Framingham Earl, and was given a guided tour by Community Fundraiser Anne Austin. “It’s a great cause right here on my doorstep, caring for and supporting people in our community, and I’ve had friends who have used the services,” she said. “It’s nice doing something not only for the children being cared for but also the parents, siblings and wider family members who are being supported so well.” Susan’s fundraising page is staying open until the end of the month. To sponsor her, head here. Image credits EACH

Morgan Sindall Construction’s Eastern Counties business has been appointed by the Norfolk and Norwich University Hospitals NHS Foundation Trust (NNUH) to deliver a new £25 million state-of-the-art diagnostic centre near to the Norfolk and Norwich University Hospital.  

Procured through the NHS Shared Business Services (SBS) framework, the new NNUH Diagnostic Centre will include five MRI machines, four CT scanners, two Ultrasound rooms and two X-Ray machines, bringing essential health services closer to the local community.  

The Norfolk and Norwich University Hospital is a large NHS academic teaching hospital in the Norwich Research Park on the western outskirts of Norwich. The Norwich Research Park brings together four independently renowned research institutes; John Innes Centre, Quadram Institute, Earlham Institute and The Sainsbury Laboratory with the University of East Anglia (UEA) and Norfolk and Norwich University Hospitals NHS Foundation Trust (NNUH).  

The new 40,000 sq. ft structure will be situated next to the Quadram Institute on the Norwich Research Park, connecting the pre-existing infrastructure at Norfolk and Norwich University Hospital to the new services. A steel frame will be installed with brick façade in keeping with the rest of the University Hospital estate.  

As part of Morgan Sindall’s Intelligent Solutions approach to supporting its customers to decarbonise, the Eastern Counties business will implement carbon reduction measures throughout the design and construction process. The team will utilise Morgan Sindall’s carbon reduction tool CarboniCa, which will ensure that potential carbon outputs are managed and reduced across the entire building lifecycle.  

The new diagnostic centre will benefit from an air source heat pump system and is aiming for a BREEAM Excellent rating.  

The Eastern Counties business has a strong track record in delivering high-end healthcare facilities across the region, having recently celebrated a topping out ceremony at the charity-funded Priscilla Bacon Lodge Hospice and completing a number of vital upgrades at James Paget University Hospital during the last decade with live further works being delivered.  

Alister Broadberry, area director for Morgan Sindall Construction in the Eastern Counties, said: “Bringing essential, specialist services closer to local communities is paramount in serving the area in which we operate, as new facilities such as Norfolk and Norwich University Hospital’s diagnostic centre will play a key role in supporting patients and healthcare staff in the rapid diagnosis of disease, relieving pressure on waiting times and hospital workloads. 

“Our open and collaborative approach means that we have been able to deliver sustainable healthcare facilities locally, regionally and nationally that are adapting to the changing needs of the community. The diagnostic centre is set to become a prime example of great design and the team’s forward-thinking approach, further enhancing Morgan Sindall’s reputation in the region.”   

Simon Hackwell, Director of Strategy & Major Projects at Norfolk and Norwich University Hospitals NHS Foundation Trust (NNUH) said: “Demand for almost all aspects of diagnostics has been rising year on year. Imaging is such an important part of so many of our clinical pathways, including cancer and other urgent referrals. The centre at Norfolk and Norwich Hospital will be in a new building on the Norwich Research Park. This means it will be separate from the hospital’s emergency and inpatient demand and allows us to maximise throughput with planned appointments. Taken together the programme across Norfolk is the largest investment in health facilities since the Norfolk and Norwich hospital was built over 20 years ago. After so long in the planning we are really looking forward to working in partnership with Morgan Sindall to get on and deliver this for our patients,” 

Image provide by Morgan Sindall.

SNS2023 | East of England Energy Group Conference & Exhibition with Huxley Events Exhibitions serve as an excellent platform for businesses to showcase their products and services, connect with potential customers, and bring together experts in a similar field. However, organising an exhibition is a complex and challenging task that requires a team of experts to ensure its success. Exhibition organisers play a significant role in making sure that an exhibition runs smoothly and achieves its objectives. In this blog post, we discuss why you should come to experts to organise your next exhibition. Expertise and Experience from Exhibition Organisers A successful exhibition requires months of preparation and hard work. Exhibition organisers have the knowledge, expertise, and experience required to manage every aspect of an exhibition, from pre-event planning, to budgeting to post-event evaluation. They also have the skills to handle different challenges that may arise during the event, such as technical issues, last minute changes, and Exhibition organisers also have the experience and industry knowledge that is invaluable in ensuring that an exhibition is successful. They know the trends and best practices in the industry, and this knowledge enables them to apply the most effective strategies to make your exhibition a success. We always talk about “the power of one”. You should never leave planning down to just one person.. you never know what might happen. We had a client whose organiser left one month before the event with no hand over instructions! We always recommend having at least 2 people working on it. Huxley Events team during the Exhibition Build at The Norfolk Showground Arena Time and Resource Management Organising an exhibition requires significant time and resources. From venue selection to organising logistics, coordinating speakers and marketing the event, there are many things to be done. As a business owner, you may not have the time or resources required to do all of this yourself. However, professional organisers are experts in managing time and resources efficiently. They have the capacity to focus on multiple tasks simultaneously and prioritise them based on their importance. This ensures that no aspect of the event is neglected, and the event runs smoothly.  When you enlist the professionals to help you, they shoulder the responsibility of managing all aspects of the exhibition, allowing you to focus on running your business without the added stress of event management. Attention to Detail Organising an exhibition requires impeccable attention to detail. Every aspect of the event is essential, and a minor oversight can have a significant impact on its overall success of the exhibition. Professional exhibition organisers have great attention to detail and focus on every aspect of the event, no matter how small…from the signage, to the seating arrangements, they pay attention to each and every detail. They are meticulous in their work and strive to ensure that everything is in place and running smoothly, so that your event is memorable and enjoyable for your attendees. Exhibition organisers also have a deep understanding of the customer journey and understand what drives customer engagement. Having them as part of your team can be invaluable to your enjoyment of the event, and the overall success of the event. Here at Huxley we have a passion for exhibitions, and a solid track record in planning, budgeting, and executing exceptional events! Many say the best exhibiton organisers in East Anglia! Home – Huxley Events Images provided by Huxley Events

SuperFoil’s “Greatest Showman” themed party – organised by Huxley Events We like to think we’re the best of the best when it comes to planning company parties and making them a success. We are a team of experts when it comes to event planning and know exactly how to take your event to the next level. We know what it’s like to be “dumped” with organising the company party when you also have your day job! Planning a company party doesn’t have to be a nightmare, and we are here to take all of the stress away. We can brainstorm ideas with you and create something truly unique for your company. With Huxley events, you can sit back, relax, and let us work our magic. Our approach is one that is professional but also creative, tailored to your needs with a personal touch. We know exactly what it takes to create a party that everyone will love, with everything from the venue to the entertainment being executed to the highest level! Nobody wants an empty glass or to be standing in awkward silence. What sets us apart from the rest is our ability to think of every detail. We leave nothing to chance and make sure that every aspect of the party is perfect. We work with the best vendors and service providers around, from flair mixologists to amazing musicians. We even provide exciting activities that will continue to be talked about for years! From Roller Reindeer to intense batak competitions, 360 photo booths to glitter bars. What do you want to achieve with your party? What’s important to you? We are experts when it comes to organising corporate events and parties. We take the time to get to know our clients and learn about what they would like to achieve from their party. From there, we can start to work our magic! We use our expertise and creativity to develop a personalised event that meets all of your requirements. We understand that company parties are a reflection of your brand, so we take the time to ensure that the event is a true representation of who you are. Our company party planners can help guide you through every detail, from event theming and decor to creating a menu that will wow guests! We work hard to ensure that your party is unforgettable. We take pride in our work and that your time is valuable, so we make sure to stick to timelines and ensure that the party is delivered on schedule. To ensure that your party is a huge success, we offer a range of different services that cater to your every need. These can include anything from catering and decor to entertainment and activities. Whatever your requirements, we have got you covered! We provide guidance, expertise, and advice along the way, ensuring that every detail is perfect and that the event runs smoothly. If you are looking for a company party planner who can deliver an unforgettable event, then get in touch with us! Home – Huxley Events Images provided by Huxley Events

We are looking for a Marketing and Events Coordinator at The Feed, Waterloo Park. Key parts of the role

• Develop and run a range of events including at our Sandys-Winsch Community Room above our Waterloo Park café.
• The location of the role will vary but often it will be necessary to work at our Waterloo Park venue to manage events there.
• Produce content for our social media accounts and have experience in using a scheduling platform. Good written skills are important.
• The role is for 20 hours per week. The times of work are flexible but some weekend work will be required.

About you

• You will be organised, a self-starter, with an eye for detail and can-do attitude.
• You will be a team player, be kind, patient and approachable.

Full job description

Families enjoyed a day of foam-filled fun and helped raise more than £80,000 for East Anglia’s Children’s Hospices (EACH). Despite blustery conditions, the charity’s popular Bubble Rush event took place at the Norwich Showground, on Sunday. More than 2,500 people signed up – 1,000 more than last year – and the fundraising total nearly doubled the £45,500 raised in 2022. “It was an incredibly successful day and we were delighted to raise such an extraordinary amount of money,” said EACH Events Fundraiser Emma Cook. “It’s the most we’ve ever raised from a mass-participation event of this nature and everyone had great fun. “The feedback has been positive and we’ve loved seeing people’s colourful photos on social media. “We had lots of first-time sign-ups and it’s something people of all ages and abilities can take part it, including those with pushchairs or in wheelchairs. “It’s very family-friendly and therefore a great fit for EACH.” The Bubble Rush came hot on the heels of EACH’s Piglet Junior Hog event, held near Woodbridge the previous Sunday, which had over 1,300 participants and nearly hit the £50,000-mark. “It’s been a busy but amazing fortnight, with our two mass-participation events taking place on back-to-back weekends,” said Emma. “Both were huge successes and the record-breaking figures from both made all the hard work worthwhile. “In terms of the money raised, it will make such an monumental difference to the children, young people and families receiving our care and support. “Thank you to everyone who signed up and took part and, in terms of the Bubble Rush, I’d also like to thank our main sponsors, Bateman Groundworks. “We’re also grateful for the support of our three main bubble arch sponsors – A-Plan Insurance, Landscaping by Bangs and Donnelly Watson. “Lastly, I must also thank the staff and brilliant volunteers who turned out in force to ensure the smooth running of the event. It wouldn’t have been possible without them.” The course featured four bubble stations along a 2.5km route. Participants could do one lap or double their enjoyment by completing the circuit twice. Each bubble station had a cannon which pumped out coloured foam to create a four-foot deep bubble bath. Among those to take part were families receiving support from EACH and bereaved mum Deborah Goddard, who was joined by family and friends for a poignant hen party with a difference. She wanted to raise funds for the charity as it supported her following the death of her baby daughter in April 2022. Jovie was just a year and 11 days old and, afterwards, Deborah and her family spent time making memories at The Nook. She said signing up and raising funds was her way of giving something back. “Although it was blustery, we were grateful that the wind dropped significantly compared to Saturday,” added Emma. “Had it not, we would have had to cancel the event and that would have been heart-breaking. “As it was, we reduced the number of gazebos and weren’t able to use our normal inflatable arches at the start and finish. “However, apart from that, there was very little disruption and we were able to press on as planned.” Both the Piglet and Norwich Bubble Rush have already been booked for next year. Click here to register your interest and benefit from super early-bird prices. The next big event for EACH is its new Suffolk Pier 2 Pier walk, from Lowestoft to Southwold, on 2^nd September. Pictures: Karen Self/EACH

Artificial Intelligence (AI) is big news at the moment, with tech firms saying it promises the best of all future worlds, while others – including several high-profile pioneers – warn that the implications for jobs are complicated and uncertain. Even as far back as 2017, physicist Stephen Hawking said the emergence of artificial intelligence could be the, “Worst event in the history of our civilisation”. Whichever side of the digital divide you sit on, AI is undoubtedly here to stay and changing many aspects of our lives, including the way we access finance.

WHAT IS AI IN FINANCE?

Most of us have heard of Chat GPT, which stands for Chat Generative Pre-trained Transformer, which was developed by an AI research company, OpenAI. Launched last year, in the first five days after it was released it attracted more than 100m users. Chat GPT allows users to have human-like conversations with a chatbot, along with helping them to create content and web code.

Already used by many businesses to direct customers’ enquiries quickly and efficiently, in finance AI is increasingly using machine learning (ML) to mimic human intelligence and decision-making about managing, investing and protecting money.

From chatbot assistants to automated tasks and fraud detection, over the past few years we have become familiar with the way that tech is changing the way we manage our personal finances. In commercial finance too, AI is increasingly used to predict and assess loan risks, manage underwriting and spot fraud.

Speak to Complete Commercial Finance’s expert team on 01553 611619 to organise a business loan today. IS AI IN FINANCE A GOOD THING?

Some have argued that the use of AI for large data analysis could help to avert future financial crises and bridge the gap between financial institutions and regulatory bodies to ensure compliance and reduce corruption.

However, others warn that the abilities of machine learning models are limited by the data on which they are trained, and also that AI chatbots can, on occasion, generate false information – known as ‘hallucination’ – which can incorrectly disrupt transactions and frustrate customers.

While we are on the cusp of change in the way that AI affects our financial lives, the future governance of these types of applications is important to prevent bias or manipulation for commercial gain. The proposed EU AI Act, the world’s first comprehensive AI law, is a step towards creating an ethical financial ecosystem for the future, and this area is likely to be closely regulated as it evolves.

For personalised advice on your business’ finance application, speak to Complete Commercial Finance on 01553 611619. WILL AI REPLACE FINANCE MANAGERS?

In many sectors, AI has the potential to replace real people in the workplace –  from call centres to retail, technology can eliminate the need to have a human being at the end of a phone call or to take payments in-store.

Yet, interestingly, in a study of one call centre where AI was introduced to manage calls for a luxury brand, rather than increase productivity as expected, the benefit of AI was that it transformed staff into successful sales agents, as AI enabled them to up-sell products rather than simply answer questions or log calls. Used sensitively, AI can support and enhance employees’ abilities, rather than replace them.

Some call centre companies have also spoken of their concern about adopting AI to replace staff, saying that it risks irritating customers who like to speak to a ‘real person’. The reality is that most of us prefer to be able to connect with someone who can help us with our query, and this is undoubtedly true in finance too.

It has been suggested that banks could train chatbots to provide investment information to help clients to make informed decisions or help with financial planning, yet the confidence of customers to follow AI advice may be some time off. The human touch is still very important, particularly when it comes to financial decisions, and while AI is a valuable tool it cannot replace years of expertise, experience and knowledge of the market.

Many businesses are frustrated by the increasingly centralised operations of banks, and few have a direct contact to call for help and advice in organising a bank loan or funding. Regional companies such as Complete Commercial Finance, which has consultants in Norfolk, Cambridgeshire, Suffolk and Essex can bridge the gap and provide ‘real person’ advice and guidance to maximise a company’s ability to tap into the right business finance.

Most companies want to work with someone who understands their individual needs and goals and can provide personalised advice. While AI is becoming increasingly sophisticated, it still has limitations and the value of a commercial broker’s judgement in presenting a funding application to the right lender to achieve a positive outcome for a business cannot be undervalued.

Image provided by Complete Commercial Finance

Submissions due by Wednesday 26 July    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 – Wednesday 26 July. 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 now 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 Wednesday 26 July. 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 Wednesday 26 July 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 Wednesday 26 July 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.

These CPD-accredited training courses are ideal for those who are:

• New to HR, or are taking on HR responsibilities alongside other work as a part of their role or
• A business owner who wants to know the basics of being an employer

The next programme of events in our popular HR Heroes training series is now open for bookings. Book a place on all four events for 2023 and receive a 25% discount. Book all four modules now… Next HR Heroes events: HR Heroes Recruitment, Induction and Probation  – 12th September 2023 This workshop is recruitment 101, ensuring you have the skills to recruit and introduce your new employees into the business successfully. From understanding the requirements, interview techniques and skills to the first days, weeks, and months of your new recruit- this workshop covers it all. HR Heroes Performance and Capability – 10th October 2023 We all want our employees to excel and to deliver their best work; this workshop looks at how you can monitor and maximise performance; and how to manage issues related to performance and capability – whether that’s due to illness, lack of training or ability. HR Heroes Conduct and Grievance – 14th November 2023 Sometimes things don’t go to plan and we find ourselves in difficult situations; this workshop is designed to help you through issues related to employee conduct, including the disciplinary process and how to manage situations when employees raise issues (grievance). HR Heroes Flexible and Family Friendly Policies – 12th December 2023 Confused by statutory entitlements and how to navigate flexible working and home-based working? During this workshop, we’ll explain all the statutory entitlements to time off – from maternity, paternity and adoption leave to shared parental leave. We’ll consider flexible working, home working and how to support employees on leave. CPD accredited Our HR Heroes Programme is accredited by the CPD Certification Service as conforming to universally accepted Continuing Professional Development (CPD) guidelines and completion of the four modules will count towards 20 hours of CPD. On successful completion of the four modules you will be sent a quality assured certificate via email directly from CPD. This can be used to provide evidence for compliance and audit. This certificate does not have an expiry date. However, as employment law is subject to change, the recommended renewal period for this training is 1 year. The CPD certificate is evidence that the individual who completes this course has done so to the satisfaction of the trainer.  The CPD certificate issued is not to be confused with any governmentally recognised qualification and as such should not be regarded as certifying competence in performing a particular role, treatment or activity so may not be sufficient to obtain liability insurance. This text was originally written by MAD-HR Ltd. Copyright © 2023 MAD-HR Ltd. All rights reserved: https://www.mad-hr.co.uk/hr-heroes

In the world of business and football, success often hinges on effective management, strategic planning, and teamwork. In this blog, we explore the parallels between these two worlds and uncover valuable insights which can be applied to both fields – ultimately revealing the ‘game plan to profit’. We have identified four key areas which are pivotal to success, both on the pitch and in the boardroom. Leadership, Vision, and Culture: Both business and football require strong leadership, a clear vision, and a well-defined culture. In a business, a visionary CEO sets the direction, defines goals, and cultivates a culture which aligns with the company’s values and mission. Similarly, a football team’s coach establishes the team’s identity, sets objectives, and fosters a culture of discipline, unity, and resilience. In both cases, influential leaders create and nurture a positive culture that permeates throughout the organisation or team, enhancing motivation and driving success. Cultural Alignment and Team Cohesion: The culture within an organisation or football team significantly fosters teamwork, collaboration, and overall performance. In business, a strong culture ensures employees share common values, work towards shared goals, and operate cohesively. Likewise, a football team with a strong culture develops a deep sense of camaraderie, trust, and mutual support among players, enabling them to perform at their best on the field. A positive culture promotes synergy, encourages open communication, and enhances problem-solving capabilities. Culture and Customer Experience/Fan Engagement: In both business and football, culture influences the experience of customers and fans. In business, a customer-centric culture ensures that a commitment to exceptional service and satisfaction guides every interaction with the company. Similarly, a football team with a strong culture strives to create an engaging and enjoyable experience for its fans through various initiatives, community outreach, and a commitment to entertaining football. A positive culture translates into loyal customers and passionate fans who contribute to the organisation’s or team’s long-term success. Culture as a Competitive Advantage: A well-defined and positive culture can be a powerful competitive advantage in both business and football. It attracts top talent, enhances employee retention, and fosters organisational innovation and creativity. In football, a strong culture can help attract and retain skilled players, boost team morale, and create a competitive edge against opponents. By cultivating a unique and inspiring culture, businesses and football teams differentiate themselves, build a strong brand, and position themselves for long-term success. Culture serves as a foundational pillar for success in both business and football. The influence of culture permeates every aspect – shaping leadership, teamwork, customer experience, and competitive advantage. By recognising the importance of culture and actively cultivating a positive and aligned culture, business leaders and football coaches can propel their organisations and teams to new heights. Whether you’re striving for excellence in the boardroom or on the football pitch, remember that a winning game plan is incomplete without a vibrant and empowering culture. These points are particularly relevant if you are ‘eyeing growth’ or debating if indeed you are ready for the growth you desire. Businesses evolve – and rightly should. That means that the people, their positions and their duties will naturally need to be reassessed if you’re going to be efficient and move forward with good intent. Make sure you’re regularly looking at whether you have the right talent in the right areas, and what it would take to move to a position where that could be the case. Is your training fit for purpose? Firstly, do you have any training strategies in place, for yourself as manager, but also for all lines of your employee team? If you do, great. What’s next is to ensure that that training and ‘continual improvement’ is suited to the place in which you see yourself today, but also for what you see yourself trying to achieve as you look ahead to ‘next season’. There’s no good having a training plan which was only relevant for the previous state of play. Are you communicating regularly with your staff so that they know they have the opportunity to grow, progress and develop? Recruiting staff is one thing, but retaining them is another, as you never know where another manager might be ‘sitting in the stands’ waiting to steal them away if you’re failing to keep them fulfilled and progressing. What external support, guidance and expertise might you need, if your team is really going to excel and grow to the degree you want it to? Having outside help and insight can be so useful when you’re on a growth path, and it can certainly provide the objective kind of opinion which might help you see where your team could be improved or enhanced. Recognise that budget will always come into the equation, for the right people – as will factors around how you support well-being, and how you engage with the community. Whether a footballer or a relatively young employee, we all like to know we’re making the right decision in working for and with you. If this has been helpful, book a discovery call with us to find out how we can make a difference to your business. 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/game-plan-to-profit-unleashing-the-winning-strategies-of-business-and-football  

Tenacious troops are embarking on a mission with a difference as they attempt to walk 49 miles in 24 hours. Sixteen members of the 2620 Squadron Royal Auxiliary Air Force Regiment are trekking the entire length of the Peddars Way to raise funds for East Anglia’s Children’s Hospices (EACH). They will leave Knettishall Heath Country Park at 5am on Saturday (22^nd July) and hope to reach Holme-next-the-Sea, on the Norfolk coast, by 11am on Sunday (23^rd July). The troops, based at RAF Marham, have already raised £1,735 – their target was £1,500 – and are now setting their sights on £2,000. “It’s going to be tough, but we’re looking forward to the challenge,” said Flight Sergeant Stuart Bland. “How long it takes depends on individuals, because we’ve got a mixed group taking part and it’s going to be a huge test. “They’re fit lads, but some have probably never walked more than ten miles in one go. They won’t have spent that much time on their legs. “It’s not just the physical side of things, either. It’s about mental agility and resilience, because there will be times when their brains tell them to stop. “Their minds will want to give up before their bodies, so it’s about breaking down barriers and continuing to push forward.” Flt Sgt Bland is the only regular serving member of the group. The others are a mix of full-time and part-time reservists. Five others will be helping in a support role, meeting their colleagues at various points with food and water. “The planning and admin is done and we’ve done a full-route recce, so can’t wait to get underway,” added Flt Sgt Bland, who is celebrating his 25^th anniversary with the RAF. “We just want that day to arrive now because everyone’s ready. “We were due to be doing some training that weekend but one of the guys asked if we could do a charity event instead. “I mentioned Peddars Way and said ‘do you reckon we could do it in 24 hours?’ “We decided it was possible and came up with a training plan, before decided we wanted to do it for EACH. “As a squadron, we’ve done some fundraising for them before so it was an easy decision. “It’s a great cause and we all said we wanted to support a local charity.” The walk has been planned to incorporate numerous breaks, including an hour halfway through. It has been broken down into seven legs, all of around ten kilometres, and the group should be walking at an average of four or five kilometres an hour – the pace they would patrol at during an operation. “I’m proud of the troops, who have shown real commitment and determination to make a difference,” said Flt Sgt Bland, who has served in Kuwait, Kenya, Northern Ireland and the Middle East, as well as two tours of Iraq and three of Afghanistan. “I’m also proud to have raised so much money already and thought it would be a challenge getting anywhere near £1,500. “However, it seemed to come in quickly and we’re grateful for the support. Hopefully it keeps rolling in.” 2620 Squadron Royal Auxiliary Air Force Regiment is the longest-serving unit at RAF Marham. To sponsor the group, click here.