The Parental Bereavement (Leave and Pay) Act 2018 (Commencement) Regulations 2020

These Regulations bring into force the substantive provisions of the Parental Bereavement (Leave and Pay) Act 2018 (c. 24), including Schedule 1 which introduces a new Chapter 4 (Parental Bereavement Leave) in Part 8 of the Employment Rights Act 1996 (c. 18) and a new Part 12ZD (Statutory Parental Bereavement Pay) in the Social Security Contributions and Benefits Act 1992 (c. 4).

Link: The Parental Bereavement (Leave and Pay) Act 2018 (Commencement) Regulations 2020
Source: Assent Information Services

The Transfer of Undertakings and Service Provision Change (Protection of Employment) (Amendment) Regulations (Northern Ireland) 2020

These Regulations amend the Transfer of Undertakings (Protection of Employment) Regulations 2006, insofar as those Regulations apply to Northern Ireland, to take account of the introduction of Early Conciliation by the Employment Act (Northern Ireland) 2016. These Regulations also make corresponding amendments to the Service Provision Change (Protection of Employment) Regulations (Northern Ireland) 2006.

Link: The Transfer of Undertakings and Service Provision Change (Protection of Employment) (Amendment) Regulations (Northern Ireland) 2020
Source: Assent Information Services

UK SMEs chasing £50bn in late payments

Research published by digital business banking platform Tide has revealed that SMEs across the country are chasing more than £50bn worth of late payments. 

Tide surveyed 1,000 CEOs, founders directors and senior management staff at SMEs in December to analyse their use of time during their working day.

The study found that the average UK SME is chasing five outstanding invoices at any one time, amounting to an average of £8,500 being owed and 1.5 hours per day – or almost 900,000 hours in total per day – being used.

People who are self-employed and working alone have an average of four outstanding invoices at any one time, amounting to almost £1,000. Businesses with between 10 and 50 employees have an average of 7.5 invoices outstanding, amounting to over £13,000 being owed. 

Businesses based in London have the roughest ride in terms of late payments, with businesses in the capital claiming to have an average of seven invoices outstanding, with over two hours per day spent chasing. 

London is closely followed by Scotland, with businesses having an average of six unpaid invoices, equating to an hour and a quarter per day spent asking for payment. Businesses in the South West have it best, waiting on three invoices to be paid.

Late payments are a significant issue for SMEs, with research from the Federation of Small Businesses in 2016 stating that 50,000 small businesses are put out of business annually by this behaviour, a £2.5bn hit to the UK economy.

Oliver Prill, CEO of Tide, said: “It has been known for a while now that late payments are crippling SMEs, with the government having tried a number of times to address the issue. It is however shocking to see exactly how much time SMEs, and particularly the self-employed, are wasting by having to chase clients to pay promptly.

Cash flow is crucial for SMEs, and just a few late payments can tip them into danger of becoming insolvent.”

In addition to wasting time chasing payments, decision makers and senior leaders at SMEs are spending 30% of their working day (12 hours per week) on unprofitable admin tasks, based on the average weekly hours worked. This is equal to almost two and a half hours each day (30%) – totalling 12 hours per week spent on tasks such as banking, expense management, book-keeping and accountancy.

83% say they regularly work outside of ‘normal’ office hours, with more than half (55%) working weekends and 2 in 5 working on bank holidays (40%).

The post UK SMEs chasing £50bn in late payments appeared first on UKTN (UK Tech News).

Link: UK SMEs chasing £50bn in late payments
Source: Assent Information Services

Small Business Commissioner and Late Payments etc

A bill to make provision to amend the statutory limits for payment of invoices; make provision for a statutory time limit for resolving payment disputes; amend interest for late payments and penalties for persistent late payments and non-compliance; prohibit specified payment practices, on-boarding and pay-to-stay; require payments becoming due under public sector construction projects to be held in project bank accounts; amend the remit, role and powers of the Small Business Commissioner in regard to late payments; provide for a duty on auditors to publish late payment data; and for connected purposes

Link: Small Business Commissioner and Late Payments etc
Source: Assent Information Services

What is ISO 9001?

ISO 9001 is the international standard for quality management.

You may have come across organisations that are certified to ISO 9001; perhaps you’ve seen the ISO9001 certification logo on a lorry, work van, or on a website. An ISO 9001 certification can provide all kinds of benefits for both the organisation and its customers.

If you’re considering putting a Quality Management System (QMS) in place at your organisation, but aren’t sure if you’re ready to commit to the project, it may help to have a look at our blogs about the requirements, and the certification process. We also have a handy video which explains the essentials of ISO 9001 in less than 90 seconds.

ISO 9001 has been in existence since 1987, when it was known as BS5750. It was called the quality assurance standard. ISO 9000 was the guidance document. It was designed to help organisations meet the needs of customers and stakeholders while also meeting regulatory requirements relating to products and services.

The latest incarnation is ISO 9001:2015, which is a similar layout to the previous one, ISO 9001:2008 in that it follows a plan, do, check, act model in a process-based approach. The main development is the focus on risk-based thinking.

If you’ve been considering implementing a Quality Management System, and think that ISO9001 might be the way forward, here is some essential information to help with the decision.

What does ISO 9001 look like?

ISO 9001 is made up of 10 clauses, many of which appear in a very similar format in other ISO Standards. This is designed to make it easier to combine multiple systems and standards together.

You can find more information on what the clauses involve in our requirements blog, but here’s a quick reference:

  • A Policy
  • The Control of Processes
  • Identifying Interested Parties
  • Identification and Planning to Address Risks and Opportunities
  • Objectives
  • Planning of Changes
  • Support
  • Operational Control
  • Design and Development
  • Control of External Providers
  • Production and Service Provision
  • Performance Evaluation
  • Non-Conformance Management

It may look daunting, but we promise it’s not as complicated as it looks. You may find that some of the requirements are already in place, and you might want to consider getting an ISO 9001 Consultant involved to help you work through the project. An experienced consultant will be able to translate the jargon, adapt existing processes to meet the requirements of the standard, and just generally provide support to help the project run as smoothly as possible.

Who needs to be involved?

Your whole organisation should be aware of the QMS, as they all have a part to play in making sure that it does what it should. In particular, top level management must be actively involved (even if they delegate the individual tasks), as they retain overall responsibility for the success of the QMS.

Most organisations appoint an individual or team of people to manage the QMS on a day-to-day basis, and sometimes this involves the support of an external quality consultant. This person or group of people take the main responsibilities for ensuring the requirements of the standard are met, that processes are functioning as they should, and that any issues are handled appropriately and in good time.

Some requirements can also be shared out among individuals, allowing those with the knowledge and experience to help maintain the system. For example, sales and business development teams often assist with the Interested Parties related requirements, line managers can help identify Objectives, and everyone can follow an issue reporting process to identify and properly manage non-conformances and improvements.

How long will it take?

How long it takes to properly implement a QMS and achieve certification really depends on the organisation. It is essential to have the adequate resources such as individuals to manage the QMS, the time to do the things that need doing, and the support of everyone in the organisation.

However, as a guide we suggest a comfortable amount of time is 6-9 months. At minimum, the QMS must have been fully active for 3 months before you can achieve certification, as certification bodies require a full 3 months of evidence for auditing purposes.


I still have questions…

Here at Assent, we understand that an ISO certification project can feel daunting. If you’d like to chat to us and get some more information, we’re happy to help. You can reach us HERE.


Link: What is ISO 9001?
Source: Assent Information Services