Peninsula Working Nation 2017

1. Working Nation 2017 Primary employment challenges facing the UK’s small and medium-sized businesses 1 WORKING NATION 2017 2

2. Contents 06. Foreword 07. Introduction 11. Chapter 1 Brexit: Navigating risk and opportunity 21. Chapter 2 Equality at work 29. Chapter 3 Employment Status: Is the gig economy working? 37. Chapter 4 Changing Cultures: Rethinking the modern workplace 47. Chapter 5 Absenteeism: Solving the productivity puzzle 55. Conclusion 3 WORKING NATION 2017 WORKING NATION 2017 4 4

3. Foreword Welcome to Working Nation 2017, our inaugural publication that explores the primary employment challenges facing the UK’s small and medium-sized businesses. Peninsula is the UK’s leading HR and employment law consultancy firm. Since 1983, we have worked with over 100,000 small and medium-sized enterprises, enabling them to navigate the vast range of employment challenges that running an SME presents. Thriving in the commercial world of 2017 presents an unprecedented set of issues and opportunities for SMEs across the country. We live and work in times of geopolitical upheaval, economic uncertainty and rapid technological development. As a working nation, now is an essential time to take stock of our situation and prioritise our areas of focus for the coming years. In the past three years alone, we have logged over four million advice requests from small business owners seeking HR and employment law support. At Peninsula, we are passionate about providing ambitious organisations with a solid foundation to grow and achieve their potential as quickly as possible. The success of small businesses is ultimately one of the most integral factors in the state of the UK’s local communities and wider economy. The nature of our services puts us in direct contact with thousands of small business owners every single day, across all sectors and industries. Never before has the HR industry been able to dig into such a large dataset to produce insights on this scale and in this detail. As an organisation, this puts us in a unique position when painting the current landscape of HR for British SMEs and the people who run them. The journey starts by shining a spotlight on the foremost employment issues facing businesses across the country, and mapping out prospects for future success. By understanding the challenges we face as a nation, we are able to support better ways of working and, as a result, better lives. Peter Done Group Managing Director and Founder, Peninsula 5 WORKING NATION 2017 6

4. Introduction The data at a glance Ambitious businesses are vital for the long-term health and performance of our national economy. These organisations are also the beating heart of many local communities, creating jobs and driving collaborative work across the country. To ensure the UK’s entrepreneurial spirit continues to grow and thrive in the coming years, we must first dig into the HR and employment issues that small businesses currently face and the context in which they operate. Our data-driven approach enables us to impart unique insights from a database of over four million calls from the past three years, all of which have been received by a member of our expert advice team. The way we work has undergone a significant transformation during the past five years. As a firm – and, more widely, as an industry – we’ve adapted to changing legislations, regulations and working cultures, and helped usher in a new norm for employers and employees alike. The next five years are set to deliver even greater change. With the UK’s departure from the European Union now firmly fixed on the horizon, we find ourselves in a period of assured transition. It remains to be seen how our new working relationship with Europe will impact the average British SME’s access to resources and talent, though it is certain that few businesses will remain unaffected in one way or another. At the core of Working Nation 2017 is a detailed overview of the most prevalent areas of HR and employment law that small businesses have requested support on during the past three years. There are also many employment challenges to consider beyond Brexit, such as organisational design and culture. The way businesses manage people is evolving, and will continue to do so in line with the rapid progression of new legislation, social attitudes and technology. Landmark updates in flexible working and shared parental leave legislation offer us more sophisticated approaches towards people management and productivity. We’re seeing more employers addressing the issues of equality and absenteeism than ever before. The modern workplace is currently in a state of flux, and there’s no doubt that change is coming as we get to grips with this generation’s approach to working culture. 7 WORKING NATION 2017 WORKING NATION 2017 8 8

5. EMPLOYEE CONDUCT26%30.4+10.2+8+7.4+24.8+12.1+8.1+G 2016 advice requests by category HIRING & END OF CONTRACT 29% CAPABILITY & PERFORMANCE10% This chart shows a percentage of our total number of advice requests for each area of HR and employment law. DISPUTES & GRIEVANCES8% Hiring & End of Contract (29%) covers matters such as recruitment, working visas and redundancy. Employee Conduct (26%) relates to general conduct at work and suspension of employees. Leave & Absence (12%) is composed of matters such as maternity leave, absenteeism and sickness leave. EMPLOYMENT CONTACT7% LEAVE & ABSENCE 12% Across all areas there are a wealth of significant trends, correlations and annual rates of growth that we will be analysing throughout this report. From here, we are able to dig deeper into specific challenges facing small business owners across the country. In doing so, we can then start to paint a detailed picture of the state of HR within British SMEs and the employment challenges that small business owners are currently facing. PAY & BENEFITS8% 9 WORKING NATION 2017 10

6. Chapter 1 Brexit: Navigating risk and opportunity 11 11 WORKING NATION 2017 12 12

7. The decision to leave the European Union presents UK businesses with unprecedented levels of risk and opportunity. However you view it, the result of the referendum on June 23rd 2016 sent a huge shockwave across the nation and remains a divisive topic at the centre of societal debate. Now that Article 50 (the formal notification of a country’s intention to leave the EU) has been triggered, the UK faces one of the most testing periods of political negotiation and commercial uncertainty in recent memory. It is impossible to forecast the long-term impact of Brexit for British SMEs and the people who keep them running. What we do know is that, regardless of industry, business model or supply chain, very few businesses will be left unaffected. Nowhere is this more apparent than among small business owners looking to ensure stability across their operations, staff and resources. We find ourselves at the heart of the Brexit debate by working with SMEs on a daily basis to resolve the immediate issues that the referendum has raised; though what exactly are these businesses seeking support on? Our data from the past few years reveals that there are three emerging trends to consider. 13 13 WORKING NATION 2017 WORKING NATION 2017 14 14

8. Is racism at work a returning problem? Tackling race issues in the workplace During June 2016, the month of the Brexit referendum, Peninsula received approximately triple our average volume of advice requests on issues relating to racial discrimination in the workplace – a 270% month-on- month increase from May. It was also the highest volume of requests we have received on this particular issue within any single month for the past five years. The annual change in advice requests relating to racial discrimination reveals another distinct insight. Between 2014 and 2015, the total number of requests fell significantly by 15%, a sizeable decrease over the course of one year. However, the data for 2016 shows an overall upturn of 6% in advice requests, a clear reversal of the fall in the previous two years. Such a notable spike indicates that social tension around the Brexit vote was spilling over into the workplace prior to and following the referendum. Our data correlates with recent regional police reports that document a similar surge in allegations of racial discrimination, harassment, hostile threats and public hate crimes around the time of the Brexit referendum. This suggests racism at work is an issue that is again growing in scale for small business owners, particularly in the aftermath of Brexit. Now more than ever, employers must promote tolerance of different beliefs and attitudes between work colleagues. Communication is crucial to ensure that personal opinion does not devolve into workplace discrimination or harassment against another employee. Left unchecked, this can cause significant harm to a business’s reputation, productivity and the wellbeing of staff. DISCRIMINATION: RACE / ETHNIC ORIGIN (BY YEAR) DISCRIMINATION: RACE / ETHNIC ORIGIN (BY MONTH) 2015 2016 105 600 6% 70 increase in advice relating to racial discrimination in 2016 500 ADVICE REQUESTS ADVICE REQUESTS 35 400 0 J F M A M J J A S O N D MONTH 300 2014 2015 2016 15 WORKING NATION 2017 16

9. Recruitment and talent sourcing The climate of uncertainty surrounding Brexit feeds directly into the hiring capabilities of many small businesses in the UK, and employers are unsure whether it will bring new recruitment restrictions. The graph below shows the total volume of advice requests for foreign workers and visa issues from the past three years. Year-on-year, there has been a 179% overall increase in advice requests of this nature between 2014 and 2016. This exponential growth shows that more SMEs than ever are seeking support on the issue of right to work for foreign workers. FOREIGN WORKERS / VISA 8000 94% increase in advice requests between 2015 and 2016 6000 ADVICE REQUESTS 4000 2000 2014 2015 2016 17 17 WORKING NATION 2017 18

10. The next steps for British business It remains to be seen how any forthcoming commercial agreements between the UK and the European Union will bode for the average small business owner, but it’s clear that Brexit has already begun to present a unique set of challenges. Employers are now monitoring the tone of office discussions, seeking clarity on the mobility of foreign workers, and looking to address instances of racial discrimination between employees as soon as possible. Now is an ideal time for small businesses to strengthen their policies around racial harassment and equal opportunities at work, both of which are crucial to safeguard against further disharmony, grievances and legal action within any British workplace. 19 19 WORKING NATION 2017 WORKING NATION 2017 20 20

11. Chapter 2 Equality at work 21 21 WORKING NATION 2017 22 22

12. applied to any business.” 54.3+21.7+13.2+7.3+3.5+G 23 The United Kingdom boasts one of the most diverse workforces in the world. DISCRIMINATION ADVICE REQUESTS BY CATEGORY 2016 The ability of our businesses to attract and retain talented individuals from all cultural backgrounds is testament to the strength and flexibility of our labour market. Our employment legislation is a hallmark of British society, promoting equality for all and protecting people from discrimination and prejudice in the workplace. By developing an inclusive culture from the outset, employers set a solid foundation for their people to collaborate and thrive at work. Equality underpins internal relationships by ensuring the door is always open to different perspectives, skillsets and opportunities to learn. Many consider diverse teams better able to anticipate a wider range of customer needs, particularly in the long term. “There is no one-size-fits- all solution to the diversity challenge that can be readily Unfortunately, there is no one-size-fits-all solution to the diversity challenge that can be readily applied to any business. The process of embedding an inclusive working environment free from discrimination often takes time and requires long-term strategic investment. +137% YOY* DISABILITY Regardless of gender, race, religion, sexual orientation, disability or any other protected characteristic, employees must have access to the same resources, rewards and opportunities at work. This isn’t solely an ethical or legal consideration; it also makes sound business sense for any growing organisation. We receive thousands of advice requests from SMEs every year that are looking to address instances of discrimination among their staff. The graph on the adjacent page shows a breakdown of the most prevalent equality issues we helped to resolve in 2016, as well as the year-on-year percentage change from 2015. This allows us to identify issues that are becoming either more or less of an issue. -3% YOY* SEXUAL ORIENTATION +61% YOY* RELIGION +6% YOY* RACE / ETHIC ORIGIN +84% YOY* GENDER *YOY: Year-on-year WORKING NATION 2017 24

13. Equal access for disabled staff Stamping out gender inequality Disability represented more than half (54%) of the total number of advice requests relating to discrimination that we received from small business owners in 2016. Looking at the year-on- year growth (+137%) it’s clear that disability has become a far more pressing issue over the previous 12 months. As with disability, gender discrimination (up by 83% from 2015) is an issue that more and more businesses are looking to address. We hear from many employers, usually in light of instances between staff, who are unsure about how to tailor preventative measures to suit the specific needs of their business, particularly harassment policies and staff training. Bringing these issues to light is an important step towards stamping out gender discrimination in the workplace. A prime example of this is the recent press coverage surrounding the treatment of a female receptionist who was sent home on her first day of work for PwC for not wearing high heels. Such reports are strong reminders of the duty of care employers have towards staff, and the pressing need to avoid harassment of any kind. Most employers understand that it is illegal to discriminate against disabled people. However, many still require guidance on making reasonable adjustments within the workplace to reduce disadvantages faced by disabled employees. These adjustments aim to afford disabled people equal chances of accessing and staying in work. Failing to consider every reasonable adjustment to remove disadvantages will be considered an act of discrimination by the employer. It’s important to bear in mind that this duty is proportional to the size and resources of the company, so smaller businesses will not be expected to make the same level of adjustments as larger companies. The ongoing gender pay gap discussion is another prevalent issue that remains highly relevant for all businesses. As detailed in the Equality Act 2010, pay inequality based on gender is a direct form of discrimination that can have severe repercussions for the owner of a business. The UK Government is taking steps to achieve complete transparency on the issue by requiring companies to accurately report on their gender pay gap. For culpable businesses, the resulting published reports may cause significant reputational damage for their brand. DISCRIMINATION: DISABILITY DISCRIMINATION: GENDER 2000 750 137% Year-on-year growth in disability discrimination advice requests 83% increase in gender discrimination advice requests ADVICE REQUESTS ADVICE REQUESTS 1000 500 250 0 2014 2015 2016 2014 2015 2016 25 WORKING NATION 2017 26

14. Why diversity matters An inclusive culture that commits to avoiding discrimination is essential for any business to maximise the working potential of its people. Employers should therefore scrutinise every aspect of their onboarding, promotion and training practices to guarantee equal opportunities for all employees across each stage of their employment within the company. By committing to the progression of equality in the workplace, employers are better able to attract and retain talent, mitigate the risk of costly tribunals and protect the reputation of their brand. 27 27 WORKING NATION 2017 WORKING NATION 2017 28 28

15. Chapter 3 Employment Status: Is the gig economy working? 29 29 WORKING NATION 2017 30 30

16. Britain’s so-called ‘gig economy’ is growing rapidly, though the extent to which it benefits workers remains a point of contention. On the one hand, we have a modern model of working that affords people greater freedom and flexibility to manage their lives outside of standard working hours. On the other, we have what some view as a form of workplace exploitation that dismisses basic employee rights such as entitlement to national minimum wage and holiday pay. new structure of on-demand working are becoming increasingly blurred. Following a string of high-profile tribunal cases involving organisations such as Deliveroo, CitySprint and Uber, the UK Government is now intent on clarifying the parameters around the gig economy, zero hour contracts and other forms of casual employment. In October 2016, Prime Minister Theresa May commissioned a national inquiry into new ways of working in the UK. The goal of this inquiry is to ensure employment law and HR legislation is up to date with today’s world of work, builds a stronger framework for casual working and safeguards employees from exploitation. “The UK Government is now intent on clarifying the parameters around the gig economy.” In some instances, the lines between our traditional idea of self-employment and this 31 WORKING NATION 2017 32

17. Understanding the scope of the gig economy The minimum wage debate This national review is a milestone in the progression of Britain’s employment landscape. However, such widespread publicity around the negative aspects of casual working also makes it easy to demonise the concept outright. Advances in technology and the mobility of services mean it is easier than ever to connect employers with skilled workers at short notice. For small businesses in particular, this makes the casual labour market a vital resource for recruiting talent as and when it is needed. A 63% increase in advice requests between 2014 and 2016 indicates that more and more small business owners are looking to clarify the employment status of their workforce, whether that be workers, employees or self-employed contractors. National minimum wage forms a major part of the discussion on the gig economy, particularly regarding the rights of workers who are classed as self-employed. It can often prove to be a complicated area of employment law, but one that is vital for employers to get right. Although there are certainly issues to resolve, we cannot validate the success of the entire gig economy solely on disputes between a select few companies and their staff. In addition to taxi drivers and fast-food delivery services, there is a far wider network of freelancers, consultants and professional service providers looking to capitalise on the flexibility and control that self- employment offers. Getting employment status right An individual’s employment status determines the nature of their working relationship with an employer and their entitlement to specific employment rights. As part of any working arrangement, it is vital to ensure that both parties are fully aware of their rights and responsibilities before they engage in work as this is the only way to prevent disputes further down the line. A growing gig economy presents an evolving set of employment challenges for small business owners, several of which are reflected in our data. The graph below shows the total amount of advice requests relating to employment status that we have received from SMEs in the past three years. Throughout the previous two years we’ve witnessed a significant rise in advice requests relating to minimum wage – an increase of 152% between 2015 and 2016. Such rapid growth indicates that an increasing number of small businesses are looking for guidance on any upcoming changes to legislation, and to clarify any grey areas around the rights of external workers. EMPLOYMENT STATUS NATIONAL MINIMUM WAGE 8000 80000 63% increase in advice requests between 2014 and 2016 152% increase in advice requests between 2015 and 2016 60000 6000 ADVICE REQUESTS ADVICE REQUESTS 40000 4000 20000 2000 0 2014 2015 2016 2014 2015 2016 33 WORKING NATION 2017 34

18. A model for the future Although public perception of the gig economy is ostensibly informed by press coverage of individual companies, it should not mask the long-term potential for this alternative model of working. Now that a national inquiry is looking into the state of casual employment in the UK, we can expect changes to the legal framework around this type of working in the coming years. This will provide both employers and casual workers with clarity from the very start of their working relationship. For individuals, it will breed even more confidence to pursue the freedom and flexibility that the gig economy affords. For small businesses, having access to a large pool of skilled workers whenever they need it is a major factor in their growth and success. 35 35 WORKING NATION 2017 WORKING NATION 2017 36 36

19. Chapter 4 Changing Cultures: Rethinking the modern workplace 37 37 WORKING NATION 2017 38 38

20. Over the past decade, our concept of the modern workplace has been transformed by rapid social and technological progression. Landmark updates in employment legislation and HR developments are helping to shape a new definition of work for businesses and individuals alike. Flexible and remote forms of working are now supported by law, as is shared parental leave and more sophisticated approaches to settling workplace grievances. constantly looking for new ways to maximise the psychological wellbeing and performance of their people. Businesses of all sizes must adapt to meet the needs of the modern generation and retain the best talent. This means that today’s workplace is evolving, perhaps more quickly than ever. Our data indicates a number of trends that allow us to see just how significant certain aspects of modern workplace culture have become. Beyond legal developments, employers across all industries are revising their approach to business infrastructure, localisation and culture, 39 WORKING NATION 2017 40

21. Enhancing flexibility Greater control for families Since the UK Government issued the Flexible Working Regulations in 2014, there has been clear year-on-year growth in advice queries on this topic – a 120% increase in the past two years. Shared Parental Leave Regulations (SPL) came into effect in December 2014. workplace relationships and instil a culture of trust between business and staff. There are countless ways in which flexible working may benefit a company, though in every case it’s important to define the parameters as part of a clear policy to ensure all members of staff adhere to the rules. When SPL was first introduced in 2014, we immediately saw a sharp increase (+146%) in advice requests on this topic in the following year. This indicates that employers were dealing with requests from employees looking to make use of their right to take SPL from an early stage. This revolutionary update was designed to give working parents greater control of their time off work following the birth or adoption of their child, whether they prefer to split their entitled leave or take leave simultaneously. The rise in flexible working must also be attributed to the progression of technology, particularly cloud computing and collaborative channels of communication. The idea that an employee must work strictly at their allotted desk at all times is considered by some as increasingly outmoded, with a growing number of potential new recruits now viewing flexible work as a powerful incentive to accept a job offer. Many people value the freedom and control that flexible working affords just as highly as an incremental pay increase. The rate of increase in requests eased off between 2015 and 2016, although we expect the general upward trend to continue in the coming years as more employees seek to clarify their eligibility and submit SPL requests to their employer. It was always going to take time for any widespread impact of the legislation to be realised, but the fact that we have already seen more discussion around the shared parental scheme every year following its introduction is a promising sign. This indicates that more than double the number of small businesses in 2016 are evaluating the case for flexible working as part of their operations compared with 2014. However, since this legislation was first introduced it has proven challenging to track the overall uptake among eligible employees. Our data reveals some interesting insights on the topic, particularly if we compare the rate of growth in advice requests across the past three years. The benefits work two ways: for the employee, more control over their work/life balance, working hours that benefit them, and a greater ability to meet personal commitments; for the employer, flexible working can strengthen FLEXIBLE WORKING SHARED PARENTAL LEAVE 2000 60000 120% increase in advice requests in the last two years 146% increase in advice requests between 2014 and 2016 1500 45000 ADVICE REQUESTS ADVICE REQUESTS 2014 27445 1000 30000 2015 45326 2016 60,508 500 15000 2014 2015 2016 2014 2015 2016 41 WORKING NATION 2017 42

22. A new approach to resolving disputes The way employers are seeking to resolve grievances in the workplace has changed considerably in the past three years. methods of dispute resolution to avoid the possibility of a tribunal claim, a trend that is further reinforced by our data on grievance appeals within the same timeframe. The downward trend in grievance appeals across the past three years further reinforces the notion that more employers are offering mediation as a way of addressing grievances and resolving the matter before tribunal. Achieving a settlement outside of the tribunal process is often a cost- effective option. However, approaching the issue before this stage will allow employers to address matters that have traditionally been difficult to resolve, and that can lead to severe problems in the future, such as bullying. During this time we’ve seen an increasing number of businesses turning towards mediation to reduce the risk of disputes being taken to tribunal. Between 2015 and 2016, advice requests relating to mediation more than doubled. This shows that more small businesses are seeking alternative MEDIATION GRIEVANCE APPEALS 8000 1500 7000 1250 ADVICE REQUESTS 1000 6000 5000 750 500 4000 2014 2015 2016 2014 2015 2016 43 43 WORKING NATION 2017 44

23. Our future world of work It’s clear that today’s working environment is anything but static. Workplace cultures across the nation will continue to evolve alongside the capabilities that technology affords us, progressive employment legislation, and new alternative working practices incorporated into everyday life. that are gradually And although the workplace itself is changing rapidly to suit the needs of the modern generation, top employers realise their duty remains the same as it ever was: to foster a culture that allows people to be healthy, happy and realise their potential. 45 45 WORKING NATION 2017 WORKING NATION 2017 46 46

24. Chapter 5 Absenteeism: Solving the productivity puzzle 47 47 WORKING NATION 2017 48 48

25. Advice requests for employee absence have risen by 52% in the past two years. Taking time off work due to illness is an inevitability of commercial life. However, without a robust policy in place, sickness absence can have a severe impact on any company’s long- term performance. Putting employee health and happiness at the centre of workplace culture is not only an important factor in building a resilient and productive workforce, it also makes sound business sense. For SMEs in particular, the direct cost of both short-term and long-term absenteeism is even more apparent because it can greatly affect day-to-day operations. “Replacing skilled staff at short notice is not an enticing prospect.” Replacing skilled staff at short notice is not an enticing prospect for some smaller businesses as the available talent pool may be limited, and may involve a high relative cost of replacement. This is why more small business owners than ever are seeking advice for how best to deal with sickness absence and ensure the productivity of their business. To safeguard against any long-term risk, employers must seek to understand the prevalent types and patterns of absence affecting their workforce, and the wider scope of ways in which they can support their resilience. We wanted to know whether UK small businesses are actively seeking support on absenteeism and, if so, how many? Our annual data reveals a few interesting trends. 49 WORKING NATION 2017 50

26. This national review is an important milestone in the progression of Britain’s employment landscape; however, such widespread publicity around the negative aspects of casual working also makes it easy to demonise the concept outright. In 2016 we received approximately 42,000 more advice requests relating to sickness absence than in 2014, which confirms that the rate at which small business owners are seeking support on this issue is growing rapidly every year. Seasonal insights uplift during the winter months. However, there is generally a high volume of advice requests from September through to November, followed by a considerable drop-off in the build-up to Christmas. It’s a common suspicion that high levels of sickness absence tend to be more apparent during particular times of the year. By segmenting our data on absence management for the past three years into individual months, we are able to dig into any specific seasonal trends that emerge. Stress and psychological health issues are among the main causes of both short and long- term absence, and we work with an increasing number of SMEs that are taking steps to prevent stress-related illnesses before they begin to have a negative impact on productivity. An essential part of this is encouraging a better balance between the pressures of work and home life among staff. This would also explain why we’ve seen a notable uplift in employer queries regarding flexible working options (+120%) and health risk assessments (+93%) within the same timeframe. Many SMEs we speak to are intent on mitigating the damaging effect that absence can cause at these peak times, as well as seeking support on implementing an absence policy that is tailored to their business. The line graph below shows a regular upturn in advice requests for sickness absence as businesses reach June and July, followed by a fall in advice requests as we head into August. This trend in summer is far more consistent than any sharp SICKNESS ABSENCE 2014 2015 2016 SICKNESS ABSENCE 120000 12500 52% increase in advice requests between 2014 and 2016 10000 ADVICE REQUESTS 90000 ADVICE REQUESTS 7500 60000 5000 J F M A M J J A S O N D MONTH 30000 2014 2015 2016 51 WORKING NATION 2017 52

27. Getting absence policy right The first step for any business is to ensure they have a solid absence management policy in place that all employees understand and adhere to. Without a clear policy that informs employees when they have to report an absence and who to report it to, it is far more difficult to deter unauthorised leave. Once a business has a clear policy in place, it is important to maintain an ongoing dialogue with staff, as well as monitoring and recording all periods of employee absence in order to spot recurring internal trends. A holistic approach to wellbeing culture can have a positive impact on levels of absenteeism, but it must be endorsed by senior members of the business and communicated to staff at all organisational levels. When people understand that their company is prioritising their health and happiness, they are far more likely to align their own interests with those of the business. 53 53 WORKING NATION 2017 WORKING NATION 2017 54 54

28. An eye to the future Working Nation 2017 uncovers the main employment challenges facing small businesses in the UK, but it also illustrates the entrepreneurial spirit that spurs the progression of people management, HR best practice and working cultures across the country. We are privileged to be able to work with thousands of ambitious businesses every single day, enabling them to thrive in their respective industries and lending expert advice when they need it most. By analysing the employment challenges that these businesses are facing and sharing significant trends, we are better able to support their long-term growth. Our work environment is evolving at a faster rate than ever before. It’s inspiring to see that so many of today’s employers are intent on adapting to meet the demands of modern society in the digital age. Not only does their commitment to fostering a healthy and happy workforce benefit staff and improve work/life balance, it also flows directly into and high performance and profit. Our passion is to support the ambition of forward-thinking businesses with concrete employment advice because we know how integral this is to the success of both local communities and the UK economy as a whole. Together, we will continue to strive towards a fairer and more rewarding concept of work for all. 55 WORKING NATION 2017 56

29. Peninsula 0808 145 3578 www.peninsulagrouplimited.com 57 WORKING NATION 2017 58