CONNECTING BUSINESSES ACROSS THE UK
Anna
www.paramountmedia.co.uk
MAR / APR 2024 Issue 17
North West
Employment Law Update 2024
Helping women feel more supported and engaged in the workplace
Supply chain cyber attacks
Millennials poised to claim the wealthiest generation title
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Issue 17 Paramount Media
Page 19 Should creatives fear Sora? Page 20 How to support employees through the cost of living crisis Page 24 How can businesses help women feel more supported and engaged at work? Page 27 Budget tax cuts pressures NHS Page 32 Chemical specialist warns that ongoing disruption in the Red Sea will impact the price of UK goods
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Welcome
Contents
Page 5 Study reveals the cities and towns least interested in social media fame Page 7 250 million 'one shot' man takes on the UK hospitality industry Page 10 Millennials poised to claim the wealthiest generation title Page 13 Nearly two-fifths of public sector workers have taken steps to leave their profession or are actively considering it - TUC Page 14 Employment Law Update March 2024 Page 16 Supply chain cyber attacks
Study reveals the cities and towns least interested in social media fame
City / Town
Average monthly searches per 100,000 people
1
Winchester
129.7
2
Salford
120.2
3
St Albans
118.7
4
Lancaster
118.2
5
Sutton
112.3
6
Canterbury
111.5
7
Exeter
109.3
8
Crawley
106.8
9
Chelmsford
96.7
10
Luton
94.4
As the influencer market continues to prosper and more express interest in joining the industry, new data reveals the cities and towns where residents are less interested in becoming social media stars. The research, pulled together by online casino comparison website Kajino, analysed nationwide Google searches for keywords related to becoming an influencer, to identify which cities and towns are most and least interested in following a content creator career path. It's not surprising that many are considering the career path, given that the industry doesn't seem to be slowing down in growth anytime soon, and UK ad spending on influencers is predicted to reach a projected market volume of a whopping $1.63bn by 2028. However, not everyone understands the fascination with making a name for themselves online, with Glasgow residents the least phased by the concept. The city averaged 42.8 monthly searches per 100,000 residents, which is 43% below the national average of 75.6 searches per 100,000 people. Behind Glasgow as the second-least interested city is Liverpool, with people looking for information on the potential career 43% less than the average Brit, at 43.2 searches per 100,000 people. Closely following in third is Birmingham with 44.7 monthly searches per 100,000 people - 41% below the national average. At the other end of the scale, Winchester has more ambition to become an influencer than anywhere else in the UK, with 129.7 searches per 100,000 people, which is 72% more than the national average. Salford has the second highest interest in earning money from influencing, with 120.2 searches per 100,000 people – 59% higher than the UK average. In third is St Albans, which is still 57% higher than the average, at 118.7 searches per 100,000 people. While it’s unclear the exact reason for the difference between the cities and towns, it could reflect how heavily social media is integrated into the lives of those living in each area, and therefore how much it’s considered a valid career prospect by residents. Commenting on the findings, Hekima Yoshida from Kajino says: “Since its invention, social media’s presence in society has continued to grow – and it doesn’t look like it’ll slow down anytime soon. "In fact, each year brings more opportunities for growth thanks to the creation of new social media platforms, and more brands willing to collaborate with influencers. “If done successfully, not only does an influencer lifestyle come with a generous salary, but it also has flexible hours that can often be carried out from anywhere in the world. It’s no wonder it’s an attractive prospect for many young people – especially the opportunity to create content about their interests. “However, being so heavily in the public eye can have downsides. Many influencers talk of the struggles of having details of their personal lives scrutinised, which is perhaps a con that outweighs the pros for certain cities, such as Glasgow and Liverpool.â€
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250 Million 'One Shot' tree man takes on the UK hospitality industry
Credit to source: Gift Trees , PR Fire
Award winning author, United Nations advisor, and global authority on agroforestry, John Leary, takes on mission to help solve UK hospitality industry sustainability crisis. Leary is author of One Shot, widely considered a seminal work on solving the world’s broken food system and greatly reducing carbon levels through single strategy initiatives and has spearheaded the planting of more than 250 million trees in more than 25 countries. He joins GiftTrees as Planting Lead to drive restaurants to ‘DO’ something to address the role the role they play in producing disproportionate levels of CO2 and contributing to the global broken food system. GiftTrees goal is to fund the planting of one billion trees and lift one million people out of extreme poverty by working with restaurants. The food production and supply chain are one of the biggest contributors to the problem and one of the most able to help solve it. Since the initiative was launched, the planting of more than 3.6 million fruit trees, hardwoods and agroforestry trees have been funded by GiftTrees partner restaurants. Leary, from the United States, is the founder of Mother Trees, an organisation that implements rapid solutions to climate crisis and loss of biodiversity through landscape restoration programmes around the World. He also trains and advises government leaders, communities and companies on rescuing eco systems hand in hand with carbon reduction. The role of Planting Lead at GiftTrees, is to ensure that as the organisation’s activities scale up, the maximum sustainable and social good is generated from customer contributions made via a wide range of hospitality outlets. As well as technical lead on planting, Leary sees his role as that of weaving environmental responsibility into the fabric of the restaurant industry and connecting diner food and drink experiences with the renewing power of agroforestry. ‘Restaurants need to act, and act now,†says Leary. “More than one GiftTrees partner restaurant has enabled the planting of over 250,000 trees. Those trees have the potential to sequester an estimated 250,000 tons of carbon over their lifetime, and we plant them in food forests using our Lifetree program that lifts whole families out of extreme poverty ‘Every single diner and restaurant business leader has the chance to make a massive impact by something very small, and they must.†he concluded. ‘John has exception pedigree in creating achievable strategy to solve the broken food system in parallel with very positively changing the lives of those that live in some of the poorest communities, whilst also making a real impact in reducing carbon levels,’ says GiftTrees Director, Rachel Marshall. ‘We feel very privileged to have John as part of the team. It signals the UK hospitality industry is moving forward in contributing to both social and environmental impactâ€.
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Credit to source: Rudy Khaitan, Senior Capital
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Millennials, long seen as a financially disadvantaged generation, are on the brink of becoming the wealthiest generation in history thanks to a substantial transfer of wealth from previous generations. This transfer, estimated to be over £2.5 trillion tied up in property assets, will reshape societal norms and investment trends. Savills' analysis reveals a stark contrast in property equity and debt between age groups, with over-65s having £2.588 trillion in property equity, and only £147 billion in mortgage debt, compared to £1.058 trillion of equity and £676 billion of debt for those aged 35 to 49, and £306 billion of equity and £317 billion of debt for millennials and Generation Z. Yet even with this mass transfer of wealth, the UK's cost of living crisis has made this generation the most cash poor, with national research from Senior Capital – the UK’s leading later-life asset platform- highlighting the devastating impact the cost-of-living crisis has had on Brits’ ability to contribute to their pensions, unveiling that 35% of Brits are currently unable to fund their future retirements.

With household disposable income per head predicted to decline by 1.5% according to the Office for Budget Responsibility (OBR) in 2024, Britain’s recessionary climate has seen the cost-of-living crisis force 32% of the nation halt personal contributions to their pension pot. Senior Capital’s research additionally found that the financial strain associated with the increasing cost of living has forced 21% of individuals postpone retirement and continue working, fearing they lack sufficient funds in their pension pot. The ramifications extend beyond financial concerns, with 25% reporting that their greatest mental health burden stems from worrying about funding their retirement. Additionally, 37% express profound anxiety about their quality of life diminishing due to inadequate pension savings. These figures underscore the pressing need for comprehensive measures to address the escalating cost of living and its profound impact on retirement planning in the UK.

The UK's cost of living crisis has now resulted in 1 million more people including 4.2 million children, living in poverty, compared to the previous year. With the deepening crisis characterised by a growing inability to afford food or energy bills, six million people are also in very deep poverty, defined as falling below 40% of the median income after housing costs. Additionally, almost two-thirds of adults in poverty live in working households, marking an increase from the previous year. With these saddening revelations, it is more important than ever that Brits can gain access to easily attainable cash, to save their pensions.

The Rise of Equity Release:

Amidst this new wave of pensioners who find themselves living on the poverty line, equity release loans have experienced a record 23% year-on-year increase as a vital lifeline amidst the cost-of-living crisis. According to the Equity Release Council, over 93,000 Brits took out this type of plan/loan in 2022. To create financial liquidity, stability and a better quality of life, Senior Capital was created to serve a growing number of homeowners looking to access capital from the £800bn currently tied up in property wealth.

Managing Partner of Senior Capital, Rudy Khaitan, comments on the benefit of accessing capital for those approaching retirement age through equity release products:

"In today's society, many over 55s find themselves in a paradoxical situation - they are 'asset-rich' due to the value of their homes, yet 'cash-poor' with limited disposable income. As the cost of living continues to rise, many find themselves struggling to make ends meet, despite owning valuable properties.

“Equity release offers a solution to this dilemma by enabling homeowners to tap into the wealth tied up in their homes. It can provide a much-needed cash injection to enhance their quality of life, cover unexpected expenses, or even help their families. Equity release is more than just a financial transaction; it's a means of bridging the gap between asset wealth and living standards, ensuring that those who have worked their whole lives to build their assets can finally reap the benefits of their hard work.â€â€¨â€¨
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Nearly two-fifths of public sector workers (38%) have already taken steps to leave their profession to get a job in another field, or are actively considering it, according to new TUC polling published on 5th March 2024. The poll of more than 1,000 public sector workers–conducted by Opinium–comes as the union body warns that public services are facing a “mass exodus" of key workers unless the government invests in public services and the workforce at the Budget. According to TUC analysis, around 2.2 millionpublic sector workers are seriously thinking about quitting their jobs for good. Pushed to the brink by years of falling pay The TUC says the recruitment crisis plaguing public services has been compounded by years of "brutal†real-terms pay cuts. New TUC analysis shows that 2022 and 2023 was the worst two-year period for public servant pay since records began – with average salaries falling by 7% in real terms. The union body estimates that median payacross the public realm is now £42 per week (£2.2k a year) lower in real terms than in 2010 and is still worth less now than in 2004. According to the poll: Over a quarter (27%) of public sector workers have struggled to pay a household bill over the last year – a number that rises to 1 in 3 (33%) for female staff. A fifth (22%) have taken on additional debt to cope with the cost of living. 1 in 8 (13%) have gone without food. 1 in 10 (10%) have used a foodbank. Acting in the national interest The TUC says the Chancellor “must act in the national interest†and invest in public services and the public sector workforce at the forthcoming Budget. The union body said strong public services are essential for economic growth. The TUC highlighted that without action to address the pressure on frontline services, economic inactivity would continue to grow. Nearly three million people in the UK are currently economically inactive due to long-term sickness. TUC General SecretaryPaul Nowaksaid: “Years of underfunding and mismanagement have left our public services and their workforce at breaking point. “Every month experienced and dedicated public servants are quitting in droves because they are burned out, feel downtrodden, undervalued and are struggling to pay their bills. “If the Chancellor does not invest in our public services the staffing crisis will only get worse and communities across Britain will continue to suffer. “That means dealing with issues like pay and intolerable workloads. “The idea that the public sector can do more with less has been tested to destruction over the last 14 years. “The fastest way to get public sector productivity rising is to pay people fairly and invest in the equipment and technology they need to do their jobs. “Strong public services are vital for growth and for the well-being of the country. Jeremy Hunt must act in the national interest and provide the funding local services desperately need.†UNISON General Secretary, and chair of the TUC’s Public Services Liaison Group,Christina McAneasaid: “The government has consistently starved public services of resources. Most are now in a perilous state, with too few staff to deliver a quality service. “Across health, education, local government, police forces and social care, workers feel guilty they can’t do more to help those needing help and support because services are so stretched. “Everything feels broken and no longer functioning as it should. No wonder so many key workers are leaving their jobs. “The public wants good, properly resourced, well-staffed essential services. Yet more cuts will simply push services to point of collapse.â€
Nearly two-fifths of public sector workers have taken steps to leave their profession or are actively considering it – TUC poll reveals
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Credit to source: TUC
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Every year (usually around April time) there are changes to employment law. The ‘usual changes’ are around statutory payments such as statutory sick pay and family leave such as maternity, paternity, adoption and shared parental leave. The rates of pay for national minimum wage, the living wage and apprenticeship rates also change annually. Below we have summarised the changes which have come in already and those which are coming into force this year. If you need any advice on any of the following, then please don’t hesitate to contact us. National/Living Wage and Statutory Payment Increases The National Living Wage age threshold will be lowered to 21 (having previously applied to all workers aged over 23). The following National Minimum Wage new hourly rates will apply from 1 April 2024: Age 21 and over = £11.44 Age 18 to 20 = £8.60 Under 18 = £6.40 Apprentice rate = £6.40 From 6 April 2024 there will also be an increase to statutory payments as follows: Statutory maternity, adoption, paternity, shared parental pay = £184.03 per week Statutory sick pay = £116.75 per week Changes to Holiday pay from 1 January 2024 The reforms make some important changes to the Working Time Regulations 1998, including: Clarifying the definition of ‘a week’s pay’ Calculating holiday entitlement for irregular and part-year workers Paying rolled up holiday pay Changes to carrying over holiday from one leave year to the next Removing the Covid-19 carry-over rules Extension To Protection From Redundancy: Pregnancy And Family Leave Currently, The Maternity and Parental Leave Regulations 1999 state that parents on maternity, adoption or shared parental leave should be offered first refusal of any suitable alternative available job in a redundancy situation. With effect from 6 April 2024, this redundancy protection will be extended as follows: - Maternity Leave – the protected period will cover the entire pregnancy and the 18-month period from the child’s date of birth or the Expected Week of Childbirth (EWC) if the employer is not notified of the exact date. - Miscarriage – for pregnancies ending before 24 weeks, the protected period will start when the employer has been notified of pregnancy and end two weeks after the end of the pregnancy. Pregnancies ending after 24 weeks are classed as stillbirths and the employee would be entitled to statutory maternity leave (and covered by the above protection). - Adoption Leave – the protected period will be 18 months from the date of placement for adoption. - Shared Parental Leave (SPL) – if the parent has taken at least 6 consecutive weeks of SPL, the protected period will be 18 months from the birth/placement. If the parent has taken less than 6 weeks of SPL, the protected period will end at the end of the SPL. However, the protected period does not apply if the employee has also taken either maternity or adoption leave. The extension to the protected period takes effect where the employer is informed of the pregnancy on or after 6 April 2024 and maternity/adoption leave ending on or after 6 April 2024. With regards to SPL, the extension to the protected period applies to employees taking at least 6 weeks of SPL which begins on or after 6 April 2024. Paternity Leave The Paternity Leave (Amendment) Regulation 2024 will make changes to paternity leave and will apply where the Expected Week of Childbirth (EWC) is after 6 April 2024 or where children are expected to be placed for adoption with the adopter on or after 6th April 2024. The changes can be summarised as follows: Paternity leave will be able to be taken in two separate blocks of one week each, instead of having to take one continuous period. Paternity leave can be taken anytime in the 52 weeks after birth or placement for adoption – this is a change from the previous requirement where leave had to be taken within 56 days. Employees will only need to give 28 days’ notice of intention to take paternity leave. Carer’s Leave Regulations From 6 April 2024 employees will be able to apply for up to one week’s unpaid carer’s leave in any 12-month period. The leave will allow employees to provide or arrange care for dependents with a long-term care need. It is a day one right, meaning there is no minimum service requirement. Employees will have the same protection from dismissal or detriment as other family related leave such as time off for dependents. Changes to Flexible Working Requests Flexible working requests made on or after 6 April 2024 require no minimum service, making it a day one right. Employees will be entitled to make two requests (instead of one) in any 12-month period and employers will have to respond within 2 months (reduced from 3 months). Changes to the Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE) There will be an amendment to TUPE to remove the requirement to elect employee representatives for employers with fewer than 50 employees and employers of any size involved in a transfer of fewer than 10 employees. In either case, the employer will be able to consult directly with employees, where no existing employee representatives are in place. This change applies to transfers taking place on or after 1 July 2024. Right to Request Predictable Working Patterns The Workers (Predictable Terms and Conditions) Act 2023 will introduce a statutory right for eligible workers, agency workers and employees to request a more predictable working pattern. An eligible worker may apply for a change to their terms and conditions of employment with the purpose of obtaining a more predictable working pattern if: i. there is a lack of “predictability†in relation to the work they do for their employer and in respect of any part of their working pattern; and ii. the change sought relates to their “working pattern†– this could be hours, days, contract period etc. There is no obligation on the employer to agree a request, but the employer must deal with the application in a reasonable manner and an application may only be rejected for specific reasons. The Act is expected to come into force in September 2024. Sexual Harassment at Work The Worker Protection (Amendment of Equality Act 2010) Act 2023 will introduce a new duty on employers to take reasonable steps to prevent sexual harassment at work. If an Employment Tribunal finds that an employee has been sexually harassed, and the employer had not taken reasonable steps to prevent it, then the Tribunal can order an uplift on the compensation awarded of up to 25% of the amount awarded. This Act is due to come into force from October 2024. Statutory Code on dismissal and re-engagement ‘Fire and re-hire’ The government has announced that a new statutory code on dismissal and re-engagement will be published. Government consultation ended on 18th April 2023, and it is expected that the code will come into force later this year. The draft code sets out employers’ responsibilities when seeking to change employment terms and conditions, requiring employers to consult with employees in a fair and transparent way. The code will allow Employment Tribunals to apply an uplift of 25% on compensation where the code applies and has not been followed. Neonatal Care (Leave and Pay) Act 2023 The Neonatal Care (Leave and Pay) Act 2023 will allow eligible employed parents whose new born baby is admitted to neonatal care to take up to 12 weeks of paid leave. The exact timeframe for implementation of this legislation is not yet known, but the new leave and pay entitlements are expected to come into force in April 2025.
Employment Law update – March 2024
Daniel Meyer - Lopez, Hybrid-HR
Credit to source: AJ Thompson, Northdoor
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With the MOD and police forces consistently becoming victims of cyber-attacks via supply chains, all organisations need to be aware of the threat. Cyber-attacks originating in the supply chain are now a regular and extremely effective way for cyber-criminals to gain access to organisations’ data and infrastructure. We have seen over the past few years companies from across all sectors become victims of supply chain attacks. As these attacks are happening across multiple sectors and to all organisations, no one can afford to ignore the threat. Indeed, organisations that you would expect to have the highest levels of security in place have been targeted and successfully attacked. Supply chain attacks negate frontline investment in cyber-security The very nature of supply chain attacks means that no matter how much budget is spent on frontline cyber-defences, vulnerabilities that lie within partner’s systems will essentially let the cyber-criminal in through the ‘back-door’. This means that all organisations are at risk, and recent examples highlight this. One key incident occurred in August of 2023 when Ministry of Defence (MOD) documents were leaked online following the hack of a supplier. Zaun, a security fence manufacturer which provides fencing for some MOD sites, suffered a data breach after the Russian cyber-security group LockBit Ransom broke through its defences. Like so many supply chain hacks, Zaun was not the ‘real’ target of the Russian group, but rather its customers, the main one of which, unsurprisingly, was the MOD. The nature of supply chains means that systems are now comprehensively interconnected, which means if one company in the chain gets hacked, all others within the network are at risk. By circumventing the MOD’s own substantial frontline security and entering via the ‘back-door’, the Russian hackers were able to gain access to potentially highly sensitive data. Another recent example also highlights how organisations with the highest levels of security are still being undone by supply chain attacks. The Metropolitan Police were also victims of a supply chain attack in August 2023 when one of its IT suppliers were successfully hacked by cyber-criminals, potentially leaving thousands of serving police and support staff’s details at risk. Earlier in 2023, the hack of software provider MOVEit saw a huge number of large organisations’ data stolen. MOVEit, which provides managed file transfer software services, which are often made up of payroll details, was attacked by a ransomware gang which led to many of its high-profile clients being impacted, including PwC, Aon, BBC, British Airways, Aer Lingus, Boots, Shell, Siemens Energy, Schneider Electric, UCLA, Song, EY, Conizant and more. The MOVEit hack is a great example of how, with minimal effort, a cyber-criminal can gain access to multiple large companies’ data. Time to recalibrate our thinking about supply chain security The three attacks in 2023 show how all organisations, no matter their size or level of cyber-security budgets, are vulnerable to supply chain attacks. There has been a tendency for smaller organisations to presume that they will not be targeted as cyber-criminals will only be interested in enterprise-level companies. However, this is not the case, and everyone needs to recalibrate their thinking on supply chain security. Large organisations need to realise that their investment in frontline cyber defences is useless unless it is backed up with sufficient protection from supply chain attacks. Smaller companies must be aware that they are as likely to be impacted by a supply chain attack as enterprise-level companies. Gaining a 360-degree view of supply chain vulnerabilities Companies of all sizes are turning to solutions that can provide a full view of potential vulnerabilities within your supply chain. Up until relatively recently, the most common way of ascertaining the level of a partner’s cyber-security capability was based on questionnaires. This, of course, is then completely reliant on the honesty and knowledge of the person filling it out; an approach is no longer acceptable when the threat from cyber-criminals is so large, and their tactics are constantly evolving. Solutions that can provide a 360-degree view of your entire supply chain, highlighting where possible vulnerabilities might lie, allow organisations to address gaps in security immediately. This means current partners have a chance to improve security before cyber-criminals take advantage, and potential partners can address concerns before any contract is signed. Supply chain cyber-attacks present an incredibly efficient way for cyber-criminals to secure data. As a result, they will only be upping their efforts in the coming weeks and months. Companies of all sizes will be targeted, so current ways of ascertaining possible vulnerabilities within supply chains need to be changed urgently, as well as a recalibration of current thinking of how partner networks offer an easy route for the cyber-criminal.
The threat from supply chains is now well established, but companies need to recalibrate their approach to effectively protect data
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Since OpenAI revealed to the world the power of its new video AI tool Sora - the creative world has experienced a familiar feeling - fear. But should there be fear? Or is this an opportunity for creatives to take a step back and see the opportunities it could bring? Have we, as Alistair Schoonmaker, co-founder and managing director at Ultra Brand Studio believes, “entered an era of taste and creation where artfulness works in harmony with technology.â€? Alistair went on to comment, “when something like Sora lands, there is fear within industries. But the real question is what do people want from content? Is it reality, authenticity or AI generated? The answer lands somewhere in between - a mixture of both. And that is both exciting and a bit scary. “This is not the first time a creative industry has been disrupted by technology. Take the music industry. Did pro-tools, Ableton, Reason or even streaming kill the music industry? No. It changed the landscape. People started making music that couldn’t be made before. And we’ve entered an era of taste and creation where artfulness works in harmony with technology. “There you have a mix or hybrid of analogue instrumentation and technology. For me,I don’t see any reason to slow the progress AI has in content creation. I expect brands and business will bring it into the fold of creative tools for expressing ideas. In fact, Sora could be a lot of fun.â€
Not according to Alistair Schoonmaker of Ultra Brand Studio
Credit to source: Alistair Schoonmaker, Ultra Brand Studio
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Should creatives fear Sora?
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Employees and workforces across the UK are feeling the strain of the cost-of-living, with the Office for National Statistics (ONS) finding that nearly half of households throughout the country have experienced their living costs increasing compared to the previous month. Not only can this have a huge impact on expenses for commuting but can have a significant knock-on effect on mental health and morale. This is where employers and businesses can support their workforces during these difficult times to help keep morale and well-being boosted, as well as providing options that can help relieve some of the financial pressure that they’re under. How it impacts your workforce and beyond
Before providing solutions to the issue, it’s important to understand the reality of this crisis and how the ripple effects impact millions of workers in the UK. The rise of consumer goods and services by 9.6% in October 2022 and the inflation rate staying at 4.2% exiting December 2023 means that workers are forced to reevaluate how they manage their money and the resources available. Financial insecurity has a huge impact on mental health, leading to increased levels of stress, anxiety, burnout, and depression. In fact, a survey from the British Association of Counsellors and Psychotherapists (BACP) found that 61% of therapists had reported clients experiencing anxiety over being able to pay household bills, 52% losing sleep due to their financial anxieties, and 49% cutting meaningful activities out of their schedules due to cost worries, including gym memberships. Adding the costs associated with commuting, which can range from paying for petrol (which has also seen increased fluctuations in price) to train and bus tickets, can mean another level of concern for workforces. Finding practical solutions
While businesses can’t provide every solution for their employees, there are ways and steps that can be taken to ensure that they’re supported where they’re able to. Commuting costs is one area that can be focused on, such as by promoting alternative transportation options. This can be through organising carsharing for drivers in your workforce to pick up non-drivers and save on petrol or offering a cycle-to-work scheme to provide workers with bikes and encourage the embracing of more sustainable transport. Ben Mercer from road bikes business, Leisure Lakes Bikes has outlined the importance of considering a cycle-to-work scheme for workers: “Not only does it help with sustainable transport outlooks for commuters, but it also encourages a healthier approach to journeys to and from work. Cycling promotes a boost in both physical and mental health. The endorphins experienced through cycling can help improve mental health and allow employees to enjoy their commute more.†Another option for businesses to offer is flexible scheduling or remote working which can help workers avoid peak times for commuting and reducing associated expenses. This can also contribute to greater support for employees to strike an improved work-life balance, while also saving considerably on costs related to work travel. The financial options
Commuting costs are not the only financial area that businesses can assist their workers with, as reviewing financials with some adjustments could help keep worker wages in line with inflation. Regular pay reviews with the chance of increases and bonuses can also improve retention of the talented employees within businesses, as it shows a level of commitment to supporting them in difficult economic periods. However, the cost-of-living crisis is also affecting businesses, meaning that financial options may not be as available as they would be usually. Instead, giving workforces the knowledge and resources to make more informed financial decisions around their spending, saving, and investing can equip them with skills that result in greater financial freedom. This could be done through the distribution of financial literacy resources or hosting seminars and workshops hosted by experts or financial controllers to offer more insight into the best way to keep your finances balanced.Finding a way to support employees through the challenges presented by the cost-of-living crisis is crucial to helping improve their financial well-being, mental health, and the morale of the workforce. Implementing initiatives that aim to be more cost-effective and providing knowledge can help build solid foundations to get them more engaged and considering their own finances. This also helps to demonstrate their commitment to your employees and their well-being, developing a more compassionate environment to work in.
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How to support your employees through the cost-of-living crisis
Credit to source: Ben Mercer, Leisure Lakes Bikes
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Issue 10 Paramount Media
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During the Great Resignation, which saw employees voluntarily leaving their jobs en masse, recent statistics revealed that 29% of women thought about leaving their current jobs, reducing hours or dropping out of the workforce altogether. On the eve of International Women’s Day (Friday, March 8th), many businesses will be wondering how to help more women feel supported and empowered at work. Caroline Gleeson, CEO at Occupop, leading recruitment software experts, said: “International Women’s Day is a day of celebration and advocacy for women’s rights and equality around the world, but it doesn’t have to end there. This spirit of inclusion can be a springboard to fairer practices all year round.†Here’s how businesses can mark the occasion and retain their top female talent for the future. Inspire inclusion
The theme for 2024 is ‘Inspire Inclusion’, which can be embraced on an individual or organisational level – whether that’s striking the #InspireInclusion pose for a selfie or campaigning for wider structural change. Here is some inspiration for celebrating International Women's Day in the workplace with a purpose: -Run events to honour your female colleagues: A seminar or coffee morning is a great way to catch up with other female employees in a work setting. Get together and share experiences of being a woman in the working world with all its challenges and opportunities. -Encourage your staff to attend wider online events: In preparation for March 8th, research some events specific to your industry to help engage your staff. This may include free online events and guest speakers with expert advice on taking action for the better. -Strike a pose: IWD Organiser invites businesses to encourage their staff to strike a heart-shaped pose of solidarity with their hands. Submit your team’s photos to IWD and get a feature on their global social media channels. -Use free IWD resources: The IWD team has different resources to help you plan. Check out the event pack or book an IWD guest speaker. Of course, your efforts to inspire inclusion don’t have to end there and can spark an agenda for change: Understanding the Gender Disparity
The data from Lean In and McKinsey can make for stark reading and points to gender disparity in the impact of the Great Resignation. But why are more women contemplating leaving the workforce compared to men? Research from PWC indicates a 14% average pay gap between men and women (by median hourly earnings), which would take over 50 years to close at the historical rate of progress. This is partially explained by the ‘Motherhood Penalty’ – which describes the loss of earnings experienced when raising children – and is exacerbated by unequal childcare workloads taken on by women in almost every country in the world. Other commonly cited challenges may include unfair work distribution, limited career advancement opportunities and an inadequate work-life balance. In light of this, what can be done to address the unique concerns of female employees? Equal pay and benefits
Ensuring pay equity is a fundamental step in retaining female talent. Progress towards parity has been exceedingly slow over the last decade, and the UK has slumped to 14th in the Women in Work index since 2020. Businesses can conduct regular pay audits to identify and rectify any pay disparities. Transparent communication about pay structures is also key to building trust amongst your workforce. This can also be extended to extra benefits, including parental leave, childcare assistance, and female wellness programs. Building an inclusive company culture
Your workforce must be reflective of the environment in which it operates. Companies must proactively work to eliminate gender biases and foster an environment where women feel heard, valued, and respected. Your recruitment software can help you here. Caroline Gleeson, CEO at Occupop explains: “Using recruitment software, such as an applicant tracking system, can help eradicate unconscious bias when hiring talent. “It’s important to understand that human hiring systems may be prone to implicit bias where your talent acquisition team unknowingly overlooks candidates from certain genders, races or physical abilities. “Unbiased artificial intelligence meanwhile will treat every candidate equitably, sifting through CVs on a purely meritocratic basis.†This shift to a more diverse workplace can send positive signals to your existing female talent and, in turn, can build loyalty to your business. Mentorship and Career Development
In 2022 alone,150,000 female-founded businesses were set up across the UK, providing a great mentorship opportunity network. Many women face barriers to climbing the corporate ladder due to a lack of mentorship and access to networking opportunities. Combat this by establishing mentorship initiatives that connect female employees with experienced business leaders who can provide valuable insight. Additionally, organisations should prioritise career development programs to enhance the skills and nurture their female workforce, smashing ‘glass ceilings’ with equal access to promotions and leadership roles. Ensure that women are not limited to entry-level occupations. Flexible working arrangements
Finally, it’s important to recognise that women often bear a disproportionate share of domestic responsibilities. In a 2023 survey by Deloitte,14% of women who left their jobs cited a lack of flexibility in working hours as their reason for leaving. Consider incorporating flexible working hours, remote working, and compressed workweeks, as it can empower your female employees to find a work/life balance that suits them. Conclusion
As UK businesses emerge from the ‘Great Resignation’, prioritising the retention of female talent is imperative. IWD can be the perfect catalyst for a fairer, more representative workforce.
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A half-year analysis of A&E wait times in England has found that, on average, 39% of patients seeking A&E care wait over four hours to be admitted, transferred or discharged. A new independent report discovered that 64% of NHS organisations failed to meet the four-hour standard pledged under the NHS Constitution. Between August 2023 and January 2024, 844,150 A&E patients in England have waited over four hours. Every month, 41,305 patients wait more than 12 hours at A&E departments across England. The region with the worst rates for wait times is the East of England, with 11 out of 16 organisations struggling to keep the four-hour waiting standard. The NHS organisation with the highest rates of 12-hour A&E queues is the Countess of Chester Hospital in the North West, where one in 11 patients wait over half a day to be admitted, discharged or transferred. The research, carried out by personal injury experts at Claims.co.uk, is based on a six-month average of the NHS data from August 1, 2023, to January 31 2024. It has found that at least 94 out of 188 NHS organisations with A&E departments in England break the so-called “four-hour standardâ€. This refers to having 95% of all A&E patients admitted, discharged or transferred within four hours from arrival. The study focused solely on analysing the waiting times from the moment a decision to admit has been made, known as “trolley waitâ€, until the patient departed, which means that the total time A&E patients wait from arrival is even longer. 
64% Break the Four-Hour Standard Overall, 2.17 million patients seek A&E care every month across 188 NHS organisations. 0.84 million of them, which represents nearly 39%, wait at least four hours to be admitted, transferred or discharged. 41,305 of these patients exceed the 12-hour mark every month. Over 64% of NHS organisations with A&E departments in England currently struggle to keep up with the four-hour standard for waiting times. Most of them are in the East of England region, where at least 68% of them break the four-hour standard. Considering the fact that the study scrutinised only the trolley wait times, the total time from the moment the patient actually arrives could be longer, thus the number of A&E departments breaking the four-hour wait time pledge is, in fact, higher. Worst Rates of 12-Hour A&E Queues Furthermore, 116 out of 188 NHS organisations with A&E departments across England have had patients wait over 12 hours to be admitted. From the beginning of August 2023 until the end of January 2024, the Countess of Chester Hospital NHS Foundation Trust has had the worst rates of A&E queues lasting over 12 hours. On average, 8.85% of all A&E patients have waited over half a day from the moment a decision to admit had been made to actually being admitted, transferred or discharged. As at the end of January 2024, 610 patients here wait over half a day at the Countess of Chester Hospital A&E, on average every month. TheNorthampton General Hospital NHS TrustandThe Shrewsbury and Telford Hospital NHS Trust are currently the second and third worst for A&E queue rates lasting over half a day. 7.73% and 7.59% of their patients, respectively, have had to wait at least 12 hours in an A&E department from the moment a decision to admit has been made. A spokesperson for Claims.co.uk commented on the findings: “There is a common sense of gratitude for the NHS staff, especially in light of their dedication during the pandemic period, yet there are systemic elements that unnecessarily prolong the suffering of patients just when they are at their most vulnerable.

“It is shocking that nearly 70% of NHS organisations with A&E departments in the East of England struggle to provide the urgent care their patients need in their most desperate times. Regional patterns indicate systemic issues. The NHS notes that the four-hour standard has not been met since July 2015. More importantly, the data we analysed is about patients who did attend an A&E department, but so many of us can relate to a situation where we avoid going to the hospital at all costs simply because it would take far too long to be seen. For some, this can have irreparable consequences.†Highest Rates of 4-12-Hour A&E Queues As for queues lasting between four to 12 hours,The Dudley Group NHS Foundation Trust in Stourbridge registers the worst rates, estimated at 15% A&E patients over the past half a year. KetteringGeneral Hospital NHS Foundation Trustin Northamptonshire andPortsmouth Hospitals University NHS Trust are the second and third worst, where 13.25% and 10.68% of A&E patients, respectively, have to wait between four to 12 hours to be admitted, transferred or discharged. Across England, 4.57% of A&E patients wait between four and 12 hours and a further 1.9% pass the half-day mark from the moment a decision to admit was made until they have been admitted, transferred or discharged. 67 A&E departments are known to have had no patients wait longer than four hours. The study was carried out by Claims.co.uk – a London-based injury claims firm offering free personal injury and medical negligence guidance for those suffering through no fault of their own.
On average, 39% patients wait over 4 hours in A&E departments across England Every month, 41,305 A&E patients in England wait over 12 hours Less than a third of NHS organisations in England can currently keep the 4-hour standard for wait times The region with the worst rates for wait times is the East of England Countess of Chester Hospital is England’s worst for A&E queue rates – every 11th patient here waits over 12h to be admitted, transferred or discharged
Study reveals 41,305 patients wait over 12 hours in A&E across England every month
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Chemical specialist warns that ongoing disruption in the Red Sea will impact the price of UK goods
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Aaron Lee, founder of Alchem Trading, is warning the ongoing crisis in the Red Sea and the Suez Canal will have impacts on the prices of goods and will mean delays as ships take a longer and safer route. Aaron is a chemical sales and distribution specialist
The continuing crisis in the Red Sea and the Suez Canal where Houthi rebels have been targeting ships will have a continuing impact on the price of some goods here in the UK. Aaron Lee, who is a chemical sales specialist dealing with importing and exporting worldwide, believes the true impact of this situation is still panning out. “This area of conflict where the Houthis are attacking ships and there are now UK and USA airstrikes taking place shows no sign of abating yet. This matters because this route is the fastest shipping route between Asia and Europe – almost 12 per cent of global cargo travels via this route. “Many shipping containers are now on ships which are taking a long – but safer and cheaper– route around Africa’s Cape of Good Hope. Coupled with this are problems with the Panama Canal where water levels are falling. The extra knock-on costs created by this mean that sooner or later the consumer will feel the impact.†The British Chamber of Commerce has recently published a report which highlights the delays and also predicts that the prices of some goods will rise and there will be some delays in the supply of goods. A survey of 1,000 members which took place between January 15 and February 9 showed that more than 55 per cent of those surveyed had seen their costs rise. They also confirmed there are up to four weeks of delays in goods being available to sell – or delays in components arriving on production lines. “Although we have yet to see the disruption we saw during the pandemic, this conflict is and will continue to have an impact,†Aaron said. “Some companies are reporting that the cost of container hire for shipping has risen by up to 300 per cent and there’s a limit to how long any company can absorb that kind of price hike.†Aaron pointed out that taking goods around the Cape of Good Hope is actually around ten per cent cheaper than going through the Suez Canal however there are other impacts which the general public will not be aware of: “A round trip between Hong Kong and Felixstowe via the Suez Canal will take roughly 30 days each way. However via the Cape of Good Hope that time increases to about 100 days this then impacts sales as goods take longer to arrive. This lack of supply can often lead to price rises if demand increases. “Another impact is that taking the Cape of Good Hope route means that India is no longer on the route so some ships are completely skipping India out altogether and not picking up goods so that has an impact for any company in the UK trading with India.†Although the cost of a shipping container rose to astronomical levels during the pandemic – from China, it rose to more than $15,000 to hire a container, it had fallen back to far less. It has now risen to more than $5,000 per container. One other big impact is insurance. “There are very few vessels using the Suez Canal now because they are not insured to do so. Those who insure this type of transportation will not allow it because the risk of damage, loss of goods or loss of life is just too high,†Aaron warned. Only this week the tea company Tetley warned that its supply was being tightly squeezed. Diana Shipping has also announced it will now be using the ‘safer’ route until further notice.
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