Norfolk Business Awards
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Veezu, the UK’s largest and fastest-growing private hire technology business, today announces a new partnership with national charity Stamp Out Spiking to raise awareness of spiking. They have also agreed to collaborate on an accredited anti-spiking training pilot for private hire drivers, a first-of-its-kind initiative by a UK private hire vehicle (PHV) operator. The new voluntary training empowers Veezu driver-partners to recognise and respond to spiking risks.
The pilot will launch this summer in Norwich, supported by Norwich City Council, South Norfolk and Broadland District Council, as part of their ongoing work to promote a safer night-time economy. The pilot is also supported by the Norfolk Chamber of Commerce.
Veezu is the first private hire operator to partner with Stamp Out Spiking, the national charity dedicated to ending substance-facilitated harm through prevention, education, victim support, and policy change. Founded by long-time campaigner and educator Dawn Dines, the charity delivers training for frontline professionals, raises public awareness through national campaigns, and works with authorities to improve responses and push for stronger laws.
To further support the campaign, Veezu will donate a proportion of the fare to Stamp Out Spiking for every app-based booking made in Norwich throughout July. The donation campaign aims to raise awareness following International Stamp Out Spiking Day on 15 July and will directly support the charity’s national prevention work.
This targeted training marks a significant step by the PHV sector in taking action to address spiking, a growing public safety concern involving the non-consensual administration of substances, often leading to theft, assault, or sexual violence. Police data shows more than 6,700 spiking incidents were reported between May 2022 and April 2023, with real numbers likely far higher due to underreporting.
While hospitality venues have made progress in tackling spiking, transport has often been left out of the conversation. Yet, for many people, the journey home is when the effects of spiking can begin to escalate. Private hire drivers are uniquely placed to recognise when someone may be vulnerable or in need of help. They already make a significant contribution to getting the public home safely. This new training initiative aims to spread best practice and equip the sector with clear guidance on how to identify risk and respond appropriately.
The announcement comes as the Crime and Policing Bill 2024–25 enters its final parliamentary stages, with new legislation expected to introduce a standalone offence of ‘administering a harmful substance’. The proposed law reflects mounting public pressure for stronger prevention and enforcement across hospitality, transport, and community services.
Chris Ford, Regional Director at Veezu, said: “Driver-partners already play an important role in helping people get home safely. This partnership is about going further, ensuring they have the knowledge and confidence to respond with care and offer an added layer of protection when it’s needed most. We’re proud to lead by example. It shows what’s possible when transport providers, councils, and charities come together to deliver practical, joined-up solutions for public safety.”
Dawn Dines, founder and CEO of Stamp Out Spiking, added: “Spiking is a hidden crime that can have devastating consequences. After years of studying victims’ testimonials, we understand just how vital it is to collaborate with different sectors to safeguard against spiking. This collaboration with Veezu is a powerful and ground-breaking step forward. By empowering drivers with the knowledge to identify and respond to the signs of spiking, we are creating a vital new layer of safeguarding during the journey home. This is part of the jigsaw of us all working together, collaborating to stamp out these invisible crimes and to help both men and women at a time when they most need it. Together, we can create a culture where everyone plays a role in keeping others safe as per our nationwide Keep an Eye Out campaign.”
David Woods, a licensed PHV driver-partner, shared: “I’ve always seen passenger and public safety as a fundamental part of being a licensed private hire driver. When I learned about the Stamp Out Spiking campaign, I knew it was something I wanted to bring to Veezu, because they take safety just as seriously. It was welcome news when they chose to back the campaign, and I’m proud to be part of the launch. Everyone deserves to feel safe, and no one should ever feel at risk when enjoying an evening out. That’s why this campaign is so important to me.”
Jack Weaver, Chief Operating Officer, Norfolk Chamber of Commerce, stated: “Norwich’s night-time economy is an important part of the city’s cultural and economic life. The city’s Purple Flag status recognises Norwich as a safe, inclusive, and well-managed place to enjoy a night out. This initiative from Veezu and Stamp Out Spiking recognises that joined-up safety benefits both businesses and the wider community, and it’s encouraging to see local transport providers stepping up to support the high standards that make Norwich such a vibrant and trusted destination.”
We’re beyond thrilled
with our brand-new window graphics – designed by the super-talented team at
@indevelopment.studio and installed to perfection by @SPPDigital 🙌
They’ve taken our
ideas and turned them into something that perfectly represents Smash: bold,
creative, and a little bit quirky (just like us!).
Every time we walk by
the office now, it feels so us – and we absolutely love it.
Big shoutout to both teams for
bringing our personality to life on glass.
Pop by and see the new
graphics in person – they’re hard to miss!
Caseworker
Hours: Monday to Friday Full time
Locations: Based in Norwich or Kings Lynn but travel across Norfolk is required. Car and driving licence essential reimbursed at 0.45p per mile
Salary: £24,977 per annum
Annual Leave: 20 days plus bank holidays
Pension: 4.5% contribution
Norfolk Citizens Advice is working with the Probation Service and is seeking a dedicated Caseworker to join our team.
Are you a compassionate individual who wants to help make a positive difference in people’s lives?
We invite talented individuals who share our visions and values to apply for this rewarding opportunity.
Role Overview:
As a Caseworker, your primary purpose is to empower clients by providing comprehensive guidance in managing their financial well-being. You will enhance the financial stability and independence of the clients you serve by offering practical advice, resources, and emotional support.
Responsibilities:
Satisfactory clearance of an Enhanced Disclosure and Barring Service check (DBS) and the Probation Service vetting process is required.
Essential Skills:
Good time management skills.
Strong IT skills.
Access to a car and a valid driving license is essential.
Good telephone manner.
We are a strong supporter of equality, diversity and inclusive practices.
The closing date for applications will be the end of business on Friday 6th October 2023. (We reserve the right to close this early should we need to)
Please APPLY HERE
| Above: Norwich station Credit: Greater Anglia
Rail passengers can talk directly to Greater Anglia rail managers during a ‘Meet the manager’ feedback session at Norwich station. For passengers using the train operator’s services in and out of Norwich, the ‘Meet the Manager’ event will take place from 1600-1800 on Wednesday 7 December. The session is aimed at listening to customers’ feedback and comments to help continually improve the service. Martin Moran, Greater Anglia’s Commercial, Customer Service and Train Presentation Director, said, “It’s really important to us to hear from passengers about what matters to them and answer any questions they may have. “We are keen to listen and understand people’s experiences so that we can work to continually improve our service and meet customers’ expectations and needs.” The company will also hold a further Meet the Manager event at London Liverpool Street in January and virtual Meet the Manager events. Those who cannot make the events but would like to contribute their feedback can do so via Greater Anglia’s online survey at greateranglia.co.uk/survey |
The summer holiday season is upon us and we know that many
of you will have enough downtime away that you’ll start thinking and planning for the
months ahead as we run up to Christmas.
Yes, we said it, Christmas! When
we all return from our respective summer breaks, we’ll be in that latter part
of the year renewed from recharging our batteries and thinking about what we
can get stuck into and achieve before the festive season begins.
So, as you go on holiday, take away with you exciting
thoughts of business growth and embrace the ideas that such time with your thoughts will allow
you. Whatever plans you come up with,
one of the biggest blockers to it actually coming to fruition is time and the
appropriate skilled resources. As much
as we can’t stretch time, we can help you with the skills and resources you
will need for your ideas to become a reality and for business success to happen.
Planning the next steps to action will involve, firstly, looking at your existing team. Are
they all stretched and struggling to find the time to do anything new, just
firefighting to get the priority work done each day? If so, growth can’t happen like this, and you’ll be facing the reality that
it’s time for a new member of staff.
New members of staff with the skills you require are
expensive so consider an apprentice and train them in your ways with best
practice teaching from external professionals in the industry who will do it
for you at no cost (or very minimal cost). Apprentices are cheaper to hire as they don’t
yet have the skills you need (but will get them pretty quickly in the first few
months on an apprenticeship). That’s where we come in because we are paid by Government to take on that training role for you and train your new team member whilst they work for you.
Alternatively, do any members of your existing team have
capacity to take on more or to upskill into a new role which will help you
achieve the goal you are envisaging? If
so, you can use the same training arrangement for your existing team member
without any additional hiring costs… and remember that training from seasoned
professionals who have done the job and know the realities, is fully paid for
(or 95% funded depending on your situation) by the Government so it may
literally cost you nothing!
If you would like to have a quick, no obligation chat about
how the apprenticeship system and associated funding can be used in your business to help you achieve the next stage of growth, please
do get in contact and we can help you gather good food for thought before you go away…
Contact [email protected]
More and more employers are requiring more and more flexibility from their workforce including the ability to request that there is work done on Sundays.
Retail outlets and a variety of recreation and leisure businesses are common examples where a regular requirement may exist. All employers should be aware of the legal implications of attempting to force employees to work where there is a reluctance or refusal to do so on the part of the employee.
As always in such circumstances, the first consideration is to examine whether the employee’s contract of employment or written statement of terms and conditions addresses the issue. If the contract is silent on the issue, or if it is ambiguous in its wording or mutual obligation, an agreed change to the provisions of the contract may be unavoidable.
Shop and betting workers
Employees who work in a shop or in the betting industry (either at a betting shop open to the public or a bookmaker at a sports venue) have special rights. They can opt out of having to work on Sunday even if their contractsays that they have to work. Employer must inform their employees about this right within two months of the commencement of employment. However, the rights do not apply to those staff employed to work on Sundays only.
Employees with this statutory right can opt out of Sunday work by writing to their employer and giving them three months’ written notice of their wish to cease working on Sundays. Employers are not however required to offer extra work on other days instead and employees will therefore lose the wages for Sunday working if they opt out and no other work on other days is available.
As in many other areas of the law, employees can ask an Employment Tribunal to examine unfair treatment in this area. Special and careful consideration should however be given to those employees who express a religious belief in relation to Sunday working and all employees have the right not to be discriminated against for wishing to exercise such a belief.
If you are contemplating the introduction of Sunday working or are wishing to amend or scrap your existing arrangements, please contact Chamber HR helpline 02920 349 614
From February 1 2012, increases in the limits of various Employment Tribunal awards and other payments came into force.
These are all contained within the Employment Rights (Increase of Limits) Order 2011 and include the following main and most commonly used figures
For more information on these limits or any other related questions, please go to Chamber HR
Suitable Alternative Employment in a Redundancy Situation
A recently reported case has once again addressed the question of what does and does not constitute an offer of SUITABLE alternative employment where an employee is at risk of redundancy.
In the case of Readman v Devon Primary Care Trust, the Employment Appeal Tribunal was asked whether the original Employment Tribunal had erred in law in concluding that Mrs Readman had unreasonably refused an offer of alternative employment for her own reasons, when it had correctly concluded that the offer was an offer of suitable employment which a reasonable employee could have accepted.
The Claimant in the case had been employed continuously since 1976 but had ceased to work in a hospital setting in 1985 up to the reorganisation that eventually led to her dismissal.
She had expressed to her employers during the redundancy process the possibility that she might emigrate to Canada but had properly applied for all of the job opportunities that were her preferred options prior to making a final decision. Eventually, an offer of alternative employment was put to her to work as a Matron in a hospital setting, with the full amount of development and other support being put into place for her. Mrs Readman rejected this offer and her considerable redundancy payment was withheld as a result.
The original Employment Tribunal concluded that
“We find that the claimant rejected this offer without any considered attempt to explore what aspects, if any, of her current job would be lost, and what other duties might be required. The refusal was against her desire to emigrate and her desire if possible to be able to take advantage of her redundancy rights and benefits. For these reasons we find that the claimant unreasonably refused this offer of suitable alternative employment.”
The Employment Appeal Tribunal reversed this decision and ordered that the full redundancy payment due be paid to Mrs Readman. They concluded that
“Her main objection was the fact that she had taken a considered decision in 1985 to move away from working and delivering nursing in a hospital setting, in favour of delivering her nursing skills in a community setting. …… The Tribunal was of the view that a reasonable employee would have accepted the employer’s offer, but in our judgment this Tribunal wholly failed to grapple with the question of whether it was unreasonable for this employee, for the reasons which she gave, to accept that offer. It failed entirely to grapple with the question of whether the reason which she gave, as the fundamental reason for refusing it, was sound and justifiable or whether it was unreasonable for her to have taken that position.”
This case illustrates clearly that the decision on whether an offer of alternative employment is suitable or not is a very much a subjective test and it can be reasonable for one employee to reject the offer for their own reasons when some, if not all and any other employees to whom the same offer was put, would readily accept it.
Employers should therefore look closely at two questions in this situation. Firstly, is my offer to the employee one of suitable alternative employment? Secondly, is my employee’s refusal of that offer unreasonable? The inherent danger is that employers will say that they would have accepted the offer so it must be reasonable whereas the correct approach is to look at the individual reasons for any refusal and to evaluate those instead.
For all questions or advice in this area, please go to Chamber HR
Directors are the ‘mind and will’ of the Company. They are personally and legally responsible for their own actions with unlimited liability.
Following changes to the law, Directors now have a greater personal accountability. There are over 200 statutes under which Directors can face penalties, fines, disqualification and even imprisonment.
A developing blame culture means a rising number of people are resorting to litigation against Directors and Officers. As well as regulatory bodies, the list of potential claimants include your shareholders, employees, customers, suppliers and creditors. The cost of defending an action can be substantial.
Directors and Officers Liability Insurance protects the company Directors, Officers and Senior Managers against claims arising from their decisions and actions taken whilst managing the business. The insurance policy will pay on behalf of the Director, their legal costs and expenses and civil damages awarded against them.
Entity defence cover can be arranged in addition to the Directors and Officers Liability policy, offering protection for the ‘entity’ (the company) where actions are brought against the company rather than the individual. This is worthy of consideration following changes to the Corporate Manslaughter and Corporate Homicide Act.
Below are some claim examples:
Timber Product Manufacturer HSE prosecution following serious injuries suffered by a machine operator whilst trying to clear an obstruction. There should have been a safety cut out facility stopping the machine from operating but this had been broken and disconnected. Defence Costs Incurred £25,700
Waste Management Company Transport Manager of a waste company prosecuted by the Crown Prosecution Service following an accident involving an unroadworthy vehicle operated by the company. Defence Costs Incurred £15,000
Giftware Manufacturer Contractual dispute following appointment of a website developer to design an online trading website for the company. The director concerned was not authorised to enter into the contract and the company cancelled the agreement. Costs £48,000
Distribution Company Claim for unfair and constructive dismissal against the Finance Director of a distribution company by a former employee, alleging sexual harassment and other inappropriate activity (sending text messages out of working hours etc). Costs £21,000
Glass Manufacturers Action taken against the directors of a glass manufacturing company by Trading Standards following allegations of pre-stamping of safety glass before it had passed the necessary testing procedure. Costs £25,000
Shipping Agents Shipping agents were required to hold all goods held on behalf of the claimant in a separate account, but following their liquidation, it was discovered that this was not the case, and the claimants would have to recover their goods as a normal creditor. Directors sued for £61,000