Ledgers Accountancy Services Ltd

Ledgers Accountancy Services Ltd Ledgers Accountancy Services has a growing reputation as one of the area's most trusted and approachable accountancy practices.

We have a highly experienced team of accountants tax advisers and book keepers to attend to all of your accounting needs.

03/03/2025

As part of our continued expansion Ledgers has a vacancy for an experienced bookkeeper.
4-5 days per week 9am til 5pm.
Based at our office in Flackwell Heath.
Training can be given in the software packages used but experience with QuickBooks Online, Xero and Excel would be advantageous.
You will need to be client-focussed and able to work to deadlines for VAT returns etc.
Salary dependent on experience / relevant qualifications.

Please send your CV and a covering letter to Ledgers Accountancy Services Ltd for the attention of Carolyn Collins email: [email protected]

The new Business Secretary, Jacob Rees-Mogg, has announced support for businesses and public sector organisations facing...
30/09/2022



The new Business Secretary, Jacob Rees-Mogg, has announced support for businesses and public sector organisations facing rising energy bills in Great Britain and Northern Ireland.

This support is in addition to the Energy Price Guarantee (EPG) for households, with further measures today to strengthen support for families across the United Kingdom, including those in rentals or park homes.

Through a new Government Energy Bill Relief Scheme, the Government will provide a discount on wholesale gas and electricity prices for all non-domestic customers (including all UK businesses, the voluntary sector such as charities and the public sector including schools and hospitals) whose current gas and electricity prices have been significantly inflated in light of global energy prices.

This support will, the Business Secretary said, be equivalent to the EPG put in place for households.

The Government has set a Supported Wholesale Price — expected to be £211 per MWh for electricity and £75 per MWh for gas, less than half the wholesale prices anticipated this winter. It will apply to fixed contracts agreed on or after 1 April 2022, as well as to deemed, variable and flexible tariffs and contracts.

It will cover energy usage from 1 October 2022 to 31 March 2023, running for an initial six-month period for all non-domestic energy users. The savings will be first seen in October bills, which are typically received in November.

As with the EPG for households, customers do not need to take action or apply to the scheme to access the scheme. Support (in the form of a p/kWh discount) will automatically be applied to bills.

It should be noted, however, that the level of price reduction for each business will vary depending on their contract type and circumstances.

Non-domestic customers on existing fixed price contracts will be eligible for support as long as the contract was agreed on or after 1 April 2022. Those on default, deemed or variable tariffs will receive a per-unit discount on energy costs, up to a maximum of the difference between the Supported Price and the average expected wholesale price over the period of the Scheme.

“If you are not connected to either the gas or electricity grid, equivalent support will also be provided for non-domestic consumers who use heating oil or alternative fuels instead of gas,” the Department for Business, Energy and Industrial Strategy (BEIS) statement said. “Further detail on this will be announced shortly.”

How large employers are responding to the cost-of-living crisisAccording to a survey by PricewaterhouseCoopers (PwC), mo...
12/09/2022

How large employers are responding to the cost-of-living crisis

According to a survey by PricewaterhouseCoopers (PwC), more than eight in 10 employers from large UK businesses are taking action to help staff in the face of the cost-of-living crisis with financial support through focused pay increases for essential workers (53%), additional pay reviews (51%) and one-off bonuses (40%) being the favoured approaches to the problem.

This, PwC noted, in the context of the latest analysis from the Office for National Statistics (ONS) which shows real regular pay having dropped by 3% and inflation, as measured by the Consumer Price Index (CPI), having moved into double digits.

PwC’s pay and employment partner, Alastair Woods, said: “We are seeing the conflation of two major employment issues - the rising cost of living and skills shortages. Almost one in five UK workers say they are going to quit their job in the next 12 months so it is no surprise that talent retention is a top priority for employers.”

In the current economic climate, he continued, employers need to consider how to target spending to have the most impact on workers. A more flexible and innovative approach to reward and working conditions will be critical, but so will programmes that hold onto talent for the long haul.

While direct financial support is the primary way in which employers are helping their workers, some organisations (15%) are implementing other non-monetary interventions such as increased staff shopping discounts, support with home insulation, financial wellbeing programmes and employee hardship funds.

The survey also found that over half (56%) of respondents are retraining and upskilling their current employees to fill key skills gaps while 13% are making greater use of contractors or gig workers and 79% are looking at ways to reduce workforce costs.

Comment by Kate Palmer, HR Advice and Consultancy Director at Peninsula
The results of the survey highlight that pay rises are an option for some businesses but, if an across the board pay rise is not possible, employers can look at other ways to help employees financially with other benefits.

Supporting employees’ financial wellbeing can include non-monetary measures such as signposting staff to external sources of help such as debt charities.

Employers who are considering reducing their workforce costs by looking at redundancies or changes to terms and conditions will still need to prepare a robust business case and follow a full consultation process. Dismissal and re-engagement (“fire and re-hire”) or redundancy dismissals should be a last resort after all other alternatives have been explored.

04/10/2021

JOB OPPORTUNITY

Graduate-level Data Analyst Position

Project term – 12 months for a Bluechip sports apparel retailer client
A 6 month commitment to the role will be required.

The successful candidate will be numerate and confident using spreadsheets at an intermediate level, and most importantly, motivated.

We anticipate that the project will commence sometime in November.

This will be a great opportunity that would suit a graduate who wants to save up to travel or someone who wants to earn while looking for a long-term career. There may be a permanent opportunity at the end of the project.

CVs should be sent to [email protected] marked for the attention of Carolyn Collins please.

The worsening driver shortage crisis for HGV operatorsAs the driver shortage threatens to become a genuine crisis, what ...
10/09/2021

The worsening driver shortage crisis for HGV operators
As the driver shortage threatens to become a genuine crisis, what if anything can operators do and is this a problem with any easy solutions? In this article, Richard Pelly, Director at Pellys Transport and Regulatory Law, revisits the issue of the HGV driver shortage in the UK.
The UK’s Heavy Goods Vehicle (HGV) driver shortages have been a subject of concern for a number of years now and reports of the impending crisis have become front page news. With high profile retailers warning that their supply chains are affected and that they are running out of stock, we might then be facing another Christmas of restrictions but with the difficulties of Covid-19 replaced (or augmented) by a widening goods shortage.
Anticipating the shortage problem
National high-profile coverage of this serious and longstanding issue will be welcome for a great number of operators who saw this problem coming many years ago but it is not clear what steps Government can and should take in order to respond, or how quickly and effectively a Government led response can make a meaningful difference to the industry. Calls for the introduction of a temporary worker visa, the setting up of a Government taskforce to find a sustainable way of recruiting and training a homegrown HGV driver workforce and the re-establishment of the Defra Food Resilience Industry Forum could all form part of the solution, but the jury is out on whether, and if so when, the benefits of such initiatives will feed through to the grass roots and be of real benefit to medium and small size operators.
Pre-Brexit, many operators and industry commentators predicted that real trouble lay ahead and estimates of the driver shortage have increased steadily over the last few years (from 59,000 drivers short in 2019 to the current reports advising a shortage of up to 100,000 drivers). It is cold comfort for operators who foresaw this problem and warned about it, that they are now being proved right.
Identifying the contributing factors
The combination of an ageing driver population, a significant reduction in the number of drivers moving from Europe to the UK for work, and the way in which the job of an HGV driver is perceived by younger UK residents threatens to be a catastrophic one. The costs of obtaining the vocational qualification, the ongoing commitment and costs associated with Driver CPC, wage levels, conditions of work and even the threat of interaction with the police, DVSA and the Traffic Commissioners all combine to give potential new entrants into the industry pause for thought. Additionally, while those potential new entrants are “on pause” the ageing driving population is not getting any younger.
Unhappily there are no easy solutions for operators, and no “one size fits all” panacea that will cure the problem. For an operator employing 20 full time drivers, adding £1.00 per hour to each driver’s pay rate will add over £40,000 to the annual wage bill, and as operators will know only too well, an increase of £1.00 per hour will not necessarily attract all the drivers they need. Warnings of price increases and wage inflation are also making the headlines, and many businesses will struggle to put their prices up (thereby enabling them to cover higher wages) without losing customers.
There are many novel ways that drivers (including potential drivers) can be encouraged into recruitment, including:
• using social media to build an operator’s social media presence and thereby expand its audience of potential applicants
• reviewing employment processes and documentation as part of a drive to professionalise an operation and improve its compliance profile
• running an apprentice scheme and paying to put drivers through their vocational training
• looking at ways of providing drivers with the possibility for advancement
• considering whether or not it is possible to offer some form of flexible working, job sharing and/or shift patterns.
Each of these measures then has the potential to make the fundamentals of the driving job for a particular operator more attractive and thereby aid retention as well as recruitment. However, the anecdotal feedback is that most larger operators already know this and are doing what they can. Smaller operators, have fewer resources and less time to explore these options, let alone to invest in them, and the nature of the driving jobs that they need to fill is resistant to “marketing reinvention”; many standard HGV driving jobs are just that and pretending (or wishing) otherwise will not make it so.
Addressing the tendency to weaken standards
Faced with the commercial imperative of finding suitably qualified drivers or accepting that lorries must be parked up and so become non-productive assets (or even liabilities), one can readily understand the risk of engaging in a race to the bottom; with operators sweeping up anyone they can find, no matter how ill-suited they might be to the responsibilities of driving a lorry.
While there are then many tempting shortcuts that might be entertained in such circumstances, these will usually invite risks that are best avoided. Such temptations could include:
• taking anyone a driver agency can provide for the right price with no process in place to check anything about them before they drive
• failing to interview candidates properly
• not obtaining and checking references
• inductions and basic pre-drive tachograph and licensing checks being cut short (or even ignored altogether)
• not insisting on drivers having to undergo a road test before being allowed to drive unsupervised
• failing to issue any contract documentation (statement of terms, contract of employment, driver handbook etc)
• failing to insist on a robust vehicle walkaround procedure
• failing to download digital driver cards and vehicle tachograph units as part of a rigorous compliance regime
• turning a blind eye to infringements (fearing that investigating infringements and disciplining drivers, will simply result in drivers “walking out and going down the road to work for a competitor”)
• allowing drivers to supply their services on a long-term full-time basis but with both parties claiming (or being ready to claim if caught) that the drivers are “self-employed” when both parties know that this is not true
• paying some or all the drivers’ wages in cash (off the books – ie so as to evade tax).
What operators can do
The unhappy reality is that operators find themselves between a rock and a hard place. Enforcement officers have a job to do and roadside checks, enforcement visits and investigations will continue. The expectation – indeed the legal obligation – for operators to comply with their operator’s licence conditions and undertakings is not going to change. If anything, the standards expected of operators is likely to rise over time. Prosecutions of operators and their drivers in the criminal courts, and Public Inquiries and Driver Conduct Hearings before Traffic Commissioners are part and parcel of the operator’s licensing regime. Employing poor-quality drivers and then failing to supervise and support them properly is a recipe for disaster.
Operators already know that there is no magic cure to the current climate which threatens to become a perfect storm. Looking after the current team of drivers, within reason taking an interest in their views and encouraging feedback, aiming to pay them fairly, following a proper process of induction, employing them correctly, issuing relevant documentation as well as scheduling work intelligently, and supervising compliance in a constructive way remain the basis for a successful and compliant operation. That the economic situation makes all of this work harder, is not a good reason for abandoning it.

Covid vaccines: the top 10 myths — part 2This feature addresses the main misunderstandings and misinformation around the...
10/09/2021

Covid vaccines: the top 10 myths — part 2

This feature addresses the main misunderstandings and misinformation around the coronavirus vaccine. This is part 2 of a two-part feature by Paul Clarke.

Myths 1―5 are covered in Part 1 of the feature.
This two-part article examines the 10 main reasons being advanced by people who are either hesitant about getting jabbed or ideologically opposed to the whole idea of vaccination. It looks at the basis of these objections, considers if they have any reasonable standing and examines the scientific and statistical arguments that governments and health authorities have used to promote greater vaccine take-up.
Myth 6: I have already had Covid-19, so don’t need to be vaccinated
This seems a fair assumption, given that one of the ways of fighting infectious diseases in the past was to build up “herd immunity”, whereby a high enough percentage of the population have been infected and the survivors have built up enough antibodies to deny the disease the chance to spread. Vaccination is of course a far more effective method and results in far fewer deaths. However, thousands of people caught Covid before the vaccination roll-out, so, as this means they would have built up antibodies by recovering, why do they need extra protection?
It is important to point out that evidence is still being collected in this area and some small studies have indicated there is little difference in the level of protection while others, particularly in the United States have said that the vaccine is more effective at targeting the receptor binding domain (RBD) and thereby preventing the virus from using its spike protein to bind to cellular receptors in the human body.
Elsewhere, the BMJ has reported on a study which examined the antibody responses in 109 people: 68 of them had never had Covid-19, whereas 41 had previously tested positive. The antibody concentrations of those who had previously had the disease were 10 to 20 times those of people who had never been infected; two weeks after a single dose of vaccine, people who had previously had Covid-19 had antibody concentrations that were up to 10 times higher than the levels seen in uninfected people who had received two doses of the vaccine.
According to an article in Nature, a growing number of studies suggest that many people who have been infected with the coronavirus might be able to safely skip the second jab of any two-dose vaccine regimen. These studies show that people with previous exposure to SARS-CoV-2 tend to mount powerful immune responses to single shots and gain little added benefit from another injection. France, Germany and Italy are among the countries now advising only one dose of vaccine for people with a healthy immune system and a confirmed previous diagnosis.
It is important to note that this is largely because of the need to make the most of limited supplies and not for any reasons of safety. A single dose of the vaccine is still required in those instances and there is certainly no indication that having the second dose causes any ill effects. Having both jabs may be an excess of safety but in the present circumstances that may well be better than the alternative. Certainly, the World Health Organization (WHO) and other public health agencies think so as, having considered the evidence, they recommend that those who have recovered from Covid-19 still get vaccinated.
Myth 7: The vaccine has side effects that can make you seriously ill
The point has been made several times already that, contrary to many of the assertions made on Twitter and Facebook, neither the pharmaceutical companies involved nor any of the national public health authorities have ever denied that there have been occasional side effects of vaccinations. While the great majority of these are of the sore arm/low-grade fever type that thousands of people have noted after their annual flu jab, a very small number have been serious to the point where there have been deaths.
As described earlier, cases of myocarditis and pericarditis have been reported and there have been issues with blood clotting — although it remains to be proved that these were caused by the vaccine; given the large numbers of people involved, problems with blood clots could be expected in a percentage of them even without the vaccine. The current reported rate in the UK for blood clotting after being vaccinated is around 15 cases per million first doses given. The reported rate for both myocarditis and pericarditis is one in one million doses of the Pfizer/BioNTech vaccine (you have far more chance of being struck by lightning) with the risk higher in younger men, more likely to occur after the second dose and mostly occurring within 14 days of getting the vaccine.
Questions have also been raised about possible dangers for people with allergies but the NHS advice on this point is clear. Most people with allergies (including food or penicillin allergies) can be vaccinated against Covid-19, although they should tell healthcare staff before they are vaccinated if they have ever had a serious allergic reaction (including anaphylaxis). Serious allergic reactions to the vaccines are very rare, the NHS notes, and usually happen in minutes. Staff giving the vaccine are therefore trained to deal with this eventuality and to offer immediate treatment.
Public Health England (PHE) analysis released in June 2021 showed that vaccines have prevented 14,000 deaths in older adults between 8 December and 30 May. Protection against symptomatic cases of the Delta variant after two doses were between 77% and 82% and there was a 94% reduction in hospitalisations. An April 2021 study by the University of Oxford showed a 65% fall in Covid-19 infections after a first dose of the AstraZeneca (Oxford) or Pfizer-BioNTech vaccines.
In other words, the vaccines work; they massively reduce the risk of having to be hospitalised or of dying; and the risks of suffering serious side effects are vanishingly small. As every serious study has repeated, however, if you do something hundreds of millions of times and there is even a one in a million chance that something will go wrong then there will be a few serious complications and even deaths. That these sad incidences are then used by online conspiracy theorists to “prove” that they are right, and to persuade others to step away from a demonstrably life-saving programme, is reprehensible.
Myth 8: I have underlying health conditions — the vaccine will make them worse
As we have seen in this review, the arguments used against vaccination tend to fall into a spectrum from the ludicrous (Bill Gates wants to take over the world) to the reasonable and deserving of consideration. This last question falls firmly into the latter category. If someone already has a serious health problem, to the extent that they have been warned to self-isolate for many months, is the vaccine more of a risk for them than for the general population?
In a thorough investigation of this area, the NHS has worked with a number of health charities to examine the situation for those suffering from a wide range of illnesses including cancer, diabetes, asthma, epilepsy, kidney disease, HIV, heart disease, lung conditions, lupus, multiple sclerosis and sickle cell. In all cases it has not only recommended that people be vaccinated but, in many cases, included them in the list of high-risk individuals who should be given priority. This is because people who are defined as clinically extremely vulnerable (CEV) are considered to be at high risk of severe illness from Covid-19. As with the general population, therefore, the risk analysis indicates that the small likelihood of the vaccine causing severe side effects is more than offset by the protection the vaccine gives from catching Covid with the resulting strong possibility of hospitalisation and even death.
When allocating people into priority groups in the early days of the vaccination programme, the Government noted that many individuals considered CEV were in the oldest age groups and should be among the first to receive the vaccine. Given the level of risk seen in this group as a whole, the remainder of the CEV group were to be offered vaccine alongside those aged between 70 and 74.
As NHS Inform Scotland said: “There are very few people who cannot get the coronavirus vaccine. You should only not get the vaccine if you've had a confirmed anaphylactic reaction to: any of the ingredients in the vaccine; or a previous dose of the vaccine”. The coronavirus vaccine is even suitable for people with disorders of the immune system, it emphasised.
Myth 9: I’m young and fit, I don’t need the vaccine
Another assumption towards the reasonable end of the spectrum. With the early emphasis on age in assigning people to priority groups for vaccination, younger people could reasonably feel that their chances of catching the disease were relatively low. Even then, their stronger immune systems should surely ensure that they would suffer only mild symptoms. At first, this seemed a valid argument and most of the pressure on younger people to be vaccinated, when this became possible, focused on their social responsibility to prevent the spread of infection to other (older) people — the “don’t kill your granny” argument.
As the pandemic progressed, however, it became clear that people in their 20s, 30s and 40s could indeed catch the virus with some developing severe and lasting symptoms, particularly if they were living with obesity, diabetes or high blood pressure (hypertension). One US study shows that, of more than 3000 adults aged 18 to 34 who contracted Covid-19 and became sick enough to require hospital care, 21% ended up in intensive care, 10% were placed on a breathing machine and 2.7% died. One UK newspaper reported the case of a 42-year-old mountain-climbing father who told doctors that he had refused the vaccine because he was “superfit and healthy” and thought that, even if he became infected, he would only suffer a mild illness. He died four weeks after contracting Covid. Before he was ventilated he told his consultant that he wished he had been vaccinated. That he wished he had listened.
In August 2021, the new NHS chief executive urged young people to get the Covid jab as figures revealed that those aged between 18 and 34 now made up more than 20% of those admitted to hospital with the virus. Amanda Pritchard said that this figure had risen from 5.4% at the peak of the winter wave in January. “There is no doubt that the NHS vaccination programme is having a major impact”, she said, “keeping around 52,000 people out of hospital and saving an estimated 60,000 lives. However, we must not forget that there are more than 5,000 people who are seriously ill in hospital with Covid and more than a fifth of those admitted are young people”.
NHS England said one-third of 18- to 29-year-olds had still not had at least one dose of the vaccine — a figure that falls to one in 10 for the whole adult population. The latest data from the Office for National Statistics (ONS) show that coronavirus in England is now largely an infection among young adults, with cases in 16- to 24-year-olds almost six times more common than in 50- to 69-year-olds.
Myth 10: The virus doesn’t exist
Virus? What virus? Perhaps the strangest “theory” of all is that Covid doesn’t exist but is instead the invention of a rich and powerful cabal seeking to profit from the resulting pressures put on people to tackle the non-existent pandemic. This seems to require people to believe that national and international news sources are all part of the conspiracy and that every report from hospitals that they see on television is faked and the exhausted doctors and nurses merely actors. Indeed some believers in the theory actually broke into hospitals seeking to film empty wards to prove that the reports of the NHS being overrun were fake news.
A “holistic psychiatrist” who has appeared as an expert on panels for Gwyneth Paltrow’s lifestyle brand Goop, told her followers that the virus is “not real” because she doesn’t believe in “germ-based contagion”. Facebook and Instagram removed her posts which included a statement that deaths attributed to the virus are “likely being accelerated by the fear itself”. She is not alone, as a simple internet search reveals hundreds of posts, websites and threads all dedicated to the belief, as one site puts it, that “the easiest way to control the masses is to fill them with fear and dread of some non-existent enemy, whether human or not. We would need to come up with a legitimate sounding name for this new killer virus, like the ‘Novel Coronavirus’, for instance”.
Once it spread to the QAnon movement, which believes that President Trump is waging a secret war against elite Satan-worshipping pa******les in government, business and the media, then it was clear that reasoned argument was never going to win the day with the hundreds of thousands, if not millions, of people who subscribe to such beliefs. If you are prepared to accept that Hilary Clinton was part of a pa******le ring that was run from a pizza restaurant, then believing that a virus that has killed thousands of people around the world is just a scare story must be fairly easy.
It is not only in the United States that thousands of people subscribe to this theory; there have been rallies across the UK, including in Birmingham, Bristol and Manchester, where hundreds have marched under QAnon symbols (and the slogan: “It can’t be a conspiracy if it’s true”). That people cling on to these beliefs is also sadly true as several doctors have reported severely ill patients insisting to them that Covid-19 is a hoax, right up until the point they go onto a ventilator.

Hybrid working: making it workLaura King explores the key questions managers will need to answer to identify if hybrid w...
10/09/2021

Hybrid working: making it work

Laura King explores the key questions managers will need to answer to identify if hybrid working fits with company values, as well as some practicalities.

The latest data from the Office for National Statistics (ONS) has outlined what many have been saying for a while: a mixture of splitting work between the home and office ― known as hybrid, or blended, working ― is how most people (85%) would like to work going forward.

However, despite this clear vindication for the new mode of working, businesses appear to be much less certain about what the future holds. Data from the ONS showed that less than a quarter intended to increase the use of homeworking as a permanent change in the business model, while nearly a third were not sure. Although these figures were somewhat higher in industries that could more easily incorporate homeworking, they were still significantly lower than the 85% of people who would like a move to hybrid working.

How to ensure a good fit
A reluctance from businesses to immediately implement hybrid working is not entirely unsurprising given the practicalities that need to be considered. For a start, hybrid working does not come in one size, so it is likely that there will be a number of ways in which it could be implemented within any given organisation.

However, regardless of what hybrid working eventually looks like, the first thing to be clear on is the organisation’s �”why”� ― as well as some strategic-level practicalities. The following questions are good places to start.

What are the main reasons for considering the change? The answers to this are highly varied, and could include: staff retention, cost savings, brand reputation, or hybrid working being a good fit for existing flexible working, CSR and wellbeing policies.

Is it practical for the organisation? Information such as the proportion of desk-based staff and how able and safe those staff are to do their job remotely (eg whether staff have appropriate home set-ups and whether technology is being used properly) should be understood. Productivity data will also help determine if homeworking is optimal for the organisation and where it has the potential to impact on efficiency. Other practicalities such as the impact on rent or real estate also need to be considered.

Is there a high degree of trust in staff? Hybrid working might be a better fit for an organisation which supports a culture where staff have high autonomy over their workload and success is measured by outputs or outcomes, rather than time spent.

Does hybrid working have strong leadership support? The attitudes of senior managers will be really important ― will senior managers �walk the talk� and adopt hybrid working themselves? For example, managers might have the ultimate say on how policies are implemented within their departments, and will also provide an example to others. If senior managers are not on board, it has the potential to create significant discrepancies within the organisation.

What is the company’s direction? Does hybrid working support, or hinder this?

What do staff want to see? Surveys will provide valuable insight into what employees are expecting, as well as their reasons for wanting (or not wanting) a more permanent move to working away from the office. Understanding the needs of staff ― as well as the reasons why they would prefer one mode of working over another ― will help ensure that any decision made can be appropriately implemented. It might also be important to survey managers who have been managing homeworking through the pandemic. How do they see the future, and what sort of support will they need if hybrid working does become a permanent fixture?

Are there any expectations across your industry, or from clients? Clients may like to be able to visit an office, or want face-to-face meetings. If this is business-critical, it will need to be factored in.

How will it impact on company culture going forwards? There is a lot of discussion about how to retain company culture while working virtually. After all, we are the sum of the people we spend most time around, and if we are not spending time with co-workers, then it is likely the overall influence of office life will start to diminish. Consider what has worked well over the past 18 months, as well as what would need improving. For example, more may need to be spent on away days or technology to facilitate better collaboration within teams.

What about the practicalities?
Hybrid working will have a number of implications within the organisation and so it will be essential that any discussion brings together representatives from all the key disciplines before a decision is made. For HR teams there will undoubtedly be questions about contracts and how these accommodate any move to hybrid working, ie consultation may be required. Facilities managers will need to consider the impact on real estate and how to manage different and fluctuating demands on the office space available. IT teams will need to ensure that data is protected and that systems can function virtually.

Health and safety concerns are also important, and there will be a number of crossovers into other departmental objectives.

Has everyone had a homeworker risk assessment, and have senior managers supported the role-out of these? Working from home is no different to working in the office ― the organisation will still need to identify risks, eliminate them where possible and reduce any remaining risks to an acceptable level.

What equipment is needed for people to do their job safely, and how can you ensure the equipment is safe to use? Working with HR teams, there may need to be discussions around how to alter contracts so that you can access homes to deliver equipment/recover equipment at the end of contracts, do electrical safety tests, and conduct risk assessments. It might also be necessary to check in with team managers about how effectively they are able to communicate with staff and protect their teams against undue harm, eg from stress.

Does the contract impact on travel? An employee’s contract will specify if they are a homeworker, or if their main place of work is the office. If based at the office, any travel to the office is classed as a commute and the company is not responsible for the journey. However, if a member of staff is home-based, then the organisation is responsible for travel related to work ― including to the office. From a health and safety perspective, this will mean that checks will be needed with regards to insurance (an employee will need to be insured for business use on their vehicle) as well as checks on the safety of the car. Finance teams may also need to be included in the conversation if this impacts on the number of expenses claims.

Conclusion
Hybrid working has been receiving a lot of attention, with many surveys indicating that most people who worked from home during the pandemic want to maintain some of the homeworking benefits. Any move to hybrid working will need to be considered as part of the wider company strategy and there are also practical implications such as how to ensure effective communication and the wellbeing of staff.

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