<div class="editor-cover-image" data-dimensions="780:300" data-pmr-editor-image="" style="background-image: url(&quot;https://leaders-council-web.s3.eu-west-2.amazonaws.com/uploads/store/0fa682eecd6d771f3cfcc9e67d3ca02d.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin">Leading flood protection specialists <a href="https://www.m3floodtec.com">M3 Floodtec</a> received BS 851188 Kitemark Certificate in recognition of its anti flood airbricks at the 2021 Flood Expo last week.The award was presented by Richard Gurney and Jo Wood from <a href="https://www.bsigroup.com/en-GB/">BSI</a>, the UK national standards body. M3 Floodtec was one of a number of firms within the flood prevention sector showcasing its range of products at the 2021 Flood Expo at the Birmingham NEC last week, all of which had been tested to the new flood standard BS 851188.The Flood Expo is the UK’s largest flood prevention exhibition aimed at bringing together the most innovative products and progressive flood professionals in a bid to help improve awareness of the best ways to ensure that flooding is predicted, prevented, and managed.<a href="https://www.linkedin.com/posts/m3-floodtec_floodexpo2021-floodprotection-bsistandards-activity-6846456302504345600-7XgQ">Writing on LinkedIn following its latest recognition</a>, M3 Floodtec said: "Delighted to receive the first BS 851188 Kitemark Certificate for our Anti Flood Airbricks today at Flood Expo 2021."M3 Floodtec manufacture and supply a wide range of products, able to cater to domestic as well as industrial and commercial establishments.Its aim is to protect all potential avenues for properties to flood both above and below ground. "Our vision is to provide world-class flood-defence protection to the general public, business owners, local authorities and councils, housing associations, infrastructure providers and operators and the Environment Agency at an affordable price and, above all, to offer an unparalleled level of customer service," managing director <a href="https://www.leaderscouncil.co.uk/members/peter-marchant">Peter Marchant</a> told <a href="https://www.theparliamentaryreview.co.uk/organisations/m3-global-flood-technologies-ltd">The Parliamentary Review</a>."Our drive is to develop intelligent and passive systems that provide solutions to dealing with flood situations faced by people all over the country."</div>

Leading flood protection specialists M3 Floodtec received the first BS 851188 Kitemark Certificate in recognition of its anti flood airbricks at the 2021 Flood Expo last week.

M3 Floodtec receives Kitemark Certificate for anti flood airbricks

<div class="editor-cover-image" data-dimensions="780:300" data-pmr-editor-image="" style="background-image: url(&quot;https://leaders-council-web.s3.eu-west-2.amazonaws.com/uploads/store/26c859e763a17971fd524c0edcf1196a.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin">With the furlough scheme in the UK set to come to an end following the conclusion of this month, many businesses will be left facing a tough decision about how to move forward. While the UK has come out of the COVID-19 pandemic induced lockdown, there remains plenty of uncertainty. Below, managing partner at <a href="https://www.bhptax.law">Bell Howley Perrotton</a> <a href="https://www.leaderscouncil.co.uk/members/simon-howley">Simon Howley</a> discuses the options available to businesses up and down the country.As the Coronavirus Job Retention Scheme comes to an end, employers with employees who are still on furlough will need to decide whether they are able to bring the employee back to work, either full time or part time, or whether they will have to terminate the employee’s employment.When terminating an employee’s employment, the employer may need to pay Class 1A National Insurance contributions on a termination award made to the employee.<h4>Taxation of termination payments: Recap</h4>Where an employee’s employment is terminated, the employee may receive termination payments, such as pay in lieu of notice and ex-gratia lump sums, in additional to normal wages and salary payments.Normal payments from the employment, such as salary and holiday pay, are taxed as earnings and are liable to employee’s and employer’s Class 1 National Insurance contributions. However, the treatment of termination payments depends on whether, and if so the extent, to which they exceed what is known as the employee’s ‘Post Employment Notice Pay’ (PENP). Detailed consideration of how this is determined is outside the scope of this article, but broadly, PENP is the amount that the employee would have earned had they worked their notice period.PENP is taxed as earnings and is liable to employee’s and employer’s Class 1 National Insurance.Where the employee’s termination payment exceeds their PENP, the first £30,000 of the excess is tax-free. Amounts over £30,000 are taxable but not liable to employee’s National Insurance.<h4>Employer liability to Class 1A NIC</h4>Where a termination payment exceeds the £30,000 threshold, since 6 April 2020, the employer must pay Class 1A National Insurance on the excess over £30,000 at 13.8%.Unlike Class 1A National Insurance contributions on benefits-in-kind, the Class 1A payable on a termination payment is not included in the Class 1A liability reported on the P11D(b); instead it is reported to HMRC via Real Time Information (RTI) on the Full Payment Submission (FPS) for the period in which the termination payment was made to the employee. The Class 1A National Insurance payable on the termination award must be paid over to HMRC with the tax and Class 1 National Insurance for that period, i.e. by 22nd of the month where payment is made electronically or by the 19th of the month where payment is made by cheque, rather than with the Class 1A on benefits in kind, which must be paid by 22 July after the end of the tax year where payment is made electronically (or by 19 July where payment is made by cheque).<h4>Example</h4>An employee has been on furlough since March 2020. In September 2021, his employer decides that they are unable to keep the employee on. The employee’s employment is terminated with effect from 1 October 2021.The employee receives a termination payment of £100,000, paid to him on 1 October 2021. The employee’s PENP is £15,000. The excess over the PENP is £85,000 (£100,000 - £15,000), of which the first £30,000 is tax-free. The remaining £55,000 is taxable and liable to Class 1A National Insurance.The employer’s Class 1A National Insurance liability is £7,590 (£55,000 @ 13.8%). The payment is made to the employee in month 6 (month to 5 October 2021). The employer’s Class 1A National Insurance on the termination payment must be paid to HMRC with the PAYE tax and Class 1 National Insurance for month 6. Payment must be made by 22 October 2021 where it is made electronically, or by 19 October 2021 if payment is made by cheque.Employers terminating employees’ employments will need to budget for the Class 1A liability, as well as the cost of the termination packages.<a href="https://www.bhptax.law/post/time-to-let-staff-go">This article first appeared on the Bell Howley Perrotton website.</a></div>

With the furlough scheme in the UK set to come to an end following the conclusion of this month, many businesses will be left facing a tough decision about how to move forward. While the UK has come out of the COVID-19 pandemic induced lockdown, there remains plenty of uncertainty. Below, managing partner at Bell Howley Perrotton Simon Howley discuses the options available to businesses up and down the country.

UK furlough scheme: Time to let staff go?

<div class="editor-cover-image" data-dimensions="780:300" data-pmr-editor-image="" style="background-image: url(&quot;https://leaders-council-web.s3.eu-west-2.amazonaws.com/uploads/store/d4d19396d88c83517150402c65dbe4b0.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin">In an article which <a href="https://www.linkedin.com/pulse/boardroom-series-trust-charlotte-wiseman-she-her-/">originally appeared on LinkedIn</a> and forms the latest edition in a series focusing on boardroom challenges, <a href="https://www.linkedin.com/in/charlotte-wiseman-she-her-38199b9/">Positive Psychology and Leadership Consultant Charlotte Wiseman</a> discusses why trust is the foundation of workplace culture. Trust is one of the hardest things to earn and the easiest things to lose. Trusting others, in a work context, is not always easy to do, however, it is often one of the most powerful things you can do. This month, in our challenges in the boardroom series, we are exploring trust, the opportunities it affords you, and how you can start doing it this summer so you can truly switch off on your holiday break.&nbsp;Trust breeds trust Do you remember the first time a boss trusted you? How did it feel? How did it make you want to act?Studies consistently show that when someone trusts us, we are inclined to act in a trustworthy way. When someone does not trust us, the opposite is true. Trust breeds trust. From a scientific perspective, the reason for this is that when someone trusts us, a chemical called oxytocin is produced. This inspires us to trust others -&nbsp;if you want to learn more about the neuroscience of trust, I highly recommend <a href="https://hbr.org/2017/01/the-neuroscience-of-trust" target="_blank" rel="nofollow noopener" style="font-size: 1.1rem;">this article</a> by <a href="https://www.linkedin.com/in/paul-zak-91123510/" target="_blank" style="font-size: 1.1rem;">Paul J Zak</a> in HBR.Not only does being trusted make us feel good and want to earn that trust we have been offered, it reduces stress and it triggers what is known as intrinsic motivation. Intrinsic motivation is the motivation that makes us want to do something, for the sake of doing it, rather than just for the reward we might get at the end. When we have intrinsic motivation, we naturally work harder, experience less stress and we get more satisfaction from the work we do. This means that when leaders trust their team, those employees are likely to be more productive, resilient and more fulfilled by their work, which, in turn, inspires intrinsic motivation and further improvements. No wonder that productivity in high-trust organisations is higher than those lacking trust. In fact, PwC reported that “<a href="https://www.pwc.com/gx/en/ceo-survey/2016/landing-page/pwc-19th-annual-global-ceo-survey.pdf" target="_blank" rel="nofollow noopener">55% of CEOs think that a lack of trust is a threat to their organisation’s growth</a>”. Furthermore, we see that, because being trusted makes us trust others, employees in high-trust environments collaborate better and are more loyal to their employer. Better performance, happier workplaces, improved retention, and enhanced client satisfaction: trust has a huge amount to offer. And did you know that trust is more easily built in stressful situations? Yes, the pressure amplifies the impact. All the more reason to start trusting your team, even in challenging circumstances. So, how can we start to trust others? Here are three crucial steps:<h4>Check your ‘Frame of Reference’</h4>How often have you explained something very clearly to someone, to find out later that they had a different understanding of what you said? It happens to us all at some point - in conversations, emails and every other form of communication. The reason is that we all see the world through our own ‘<a href="https://journals.sagepub.com/doi/10.1177/036215377500500320" target="_blank" rel="nofollow noopener">frame of reference’</a>. A term coined by <a href="https://journals.sagepub.com/doi/10.1177/036215377500500320" target="_blank" rel="nofollow noopener">Jacqui and Aaron Schiff</a>, what this means is that we all see the world through our own filter, based on our past experiences, beliefs, values and goals, as well as external factors. When we are communicating, we assume that everyone sees the world through the same filter as we do, but they don’t. Each person’s frame of reference is unique so what is blindingly obvious or common sense to us, is a totally alien concept to someone else. How do we overcome this? Check your frame of reference. Once you have explained a task or responsibility to someone, ask them to repeat back their understanding of what has been said. You can then ask them what one extra piece of information or resource would help them to understand the task more clearly or efficiently. <h4>Be prepared to relinquish control</h4>When we trust someone to do something, we must accept that they will not do it exactly as we would do it. While that may seem obvious, it can be quite hard to accept, as we always assume our way is the best way and are much more comfortable with this approach. Again, this is all informed by our frame of reference. While no one else will replicate your way of doing things, that is not always to say their way or your way is wrong or right, better or worse - it is different. We need to accept that, sometimes, it will not be to the standard that we had imagined or hoped for. At this stage we need to let go of perfectionism, asking, ‘is this good enough?’ and ‘what can we all learn from this?’. Often, we find that lessons are more valuable than perfection. <h4>Keep learning </h4>Not only do moments of trust offer the recipient of that trust the chance to step up, learn and grow, they offer the ‘truster’, the leader who has given than trust, the chance to do the same. Whether a task is done exactly as we hoped, or even better, or whether the outcome seems to be a total fiasco, we can always seek feedback to learn from this experience. The added bonus of soliciting feedback in this way is that it actually stimulates reciprocal trust so that the person you have trusted is more likely to trust you in future. Three simple questions to ask when asking for feedback are:<ol><li>what aspects of how I communicated and supported you to do this task were most helpful to you? </li><li>which parts of how I communicated and supported you were least helpful? </li><li>what one thing could I do differently next time to make your job easier and more fun?</li></ol><h4>Final thought</h4>As leaders prepare for summer holidays, questions around how much we can trust our teams in our absence are on many people’s minds - Can I really trust them to take that on? What if it all goes wrong? Can I really afford to fully switch off or should I keep checking in with the team? As you mull over these thoughts, I encourage you to remember this, Trust is the foundation of workplace culture. Just like any culture, it breeds and grows. In this case, Trust breeds trustworthy and ethical behaviour, it nurtures commitment and loyalty, and it promotes reciprocal trust. With all that as your potential reward, is it worth the risk? I say it is. What do you think?</div>

In an article which originally appeared on LinkedIn and forms the latest edition in a series focusing on boardroom challenges, Positive Psychology and Leadership Consultant Charlotte Wiseman discusses why trust is the foundation of workplace culture.

The boardroom series: Charlotte Wiseman addresses trust 

<div class="editor-cover-image" data-dimensions="780:300" data-pmr-editor-image="" style="background-image: url(&quot;https://leaders-council-web.s3.eu-west-2.amazonaws.com/uploads/store/797520e09b675a9984ce62d03057ff3a.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin">Founded in 1991, <a href="https://jaffraycare.com">Jaffray Care Learning Disability Services</a> was originally part of the NHS when it was opened by the North Birmingham Health Authority in response to 1990 Community Care Act.With the plan initially focused around closing long-stay hospitals, people with learning disabilities were moved into supported community-based services, which included four purpose-built bungalows, now known as Lime Court.Jaffray Crescent, later called Jaffray Nursing Home, was named after Sir John Jaffray, a Scottish journalist who founded the Birmingham Post. Jaffray Hospital, which he also helped build, was demolished in 1995, two years after Jaffray Care become a registered charity.This step allowed the service to open up more widely, offering its bed to people living outside of Birmingham, while also broadening its ability to secure funding.This enabled Jaffray Care to develop its nursing and residential facilities, and it now offers a diverse range of person-centric services as a result.Now viewed as a leading charity within the West Midlands, it has earned national recognition with numerous awards.Jaffray has a progressive focus in the field of disabilities and complex health care needs, with a professional staff team that carefully monitors developments in research, policy and practice.Looking ahead and Jaffray Care wants to maintains its reputation as an organisation that is forward thinking, acting as an advocate for services that truly improve and enrich the lives of the people it cares for."It has always been our mission to be compassionate and sensitive to the needs of service users who have a range of psychological, developmental and complex health care needs," CEO <a href="https://www.leaderscouncil.co.uk/members/lee-hendon">Lee Hendon</a> wrote in a recent edition of <a href="https://www.theparliamentaryreview.co.uk/organisations/jaffray-care-society">The Parliamentary Review</a>."We create a person-centred environment where staff understand that their job is to support people in their own homes."</div>

Founded in 1991, Jaffray Care Learning Disability Services was originally part of the NHS when it was opened by the North Birmingham Health Authority in response to 1990 Community Care Act.

Jaffray Care celebrates its 30th anniversary

Engelina Mafirakurewa is the care manager at Medow Care Services, a Domiciliary Care Company in Hatfield, Hertfordshire, which is committed to providing the highest quality of care to all adults so that they can continue their lives with dignity, independence, and quality of life.

Leadership Matters: Engelina Mafirakurewa

Alan Martin is the Director of Food for Thought, a long established chain of health food stores which have been trading for over 25 years.Alan joined food for though in 2008, having previously worked as Sales Director for McKeith Research Ltd. In addition to his role with Food for Thought, Martin is also the Director of Experience Guildford.

Leadership Matters: Alan Martin

James Fisher is the Product Development Officer at Qlik. James has two decades of experience in global software and consulting businesses focusing on analytics, performance management, finance and mobile solutions. Prior to joining Qlik, he ran product marketing for analytics, mobile and finance solutions at SAP. He also previously held various marketing and consulting roles at BusinessObjects, Cartesis and PwC.

In Conversation: James Fisher

Stacey Mitchell (pictured) is the CEO of AllCare Community Support, a provider of day, respite and domiciliary care services based in Norwich. Lyndsey Jarvis is the Training Manager at Allcare Community.

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