HolidayBlogging

Tag: advice

  • Delay to EU's 2040 climate goals 'a mistake,' European Commission's Ribera answers Macron

    Ribera on the Spot: A Quickfire Q&A with Euronews

    When the Morning Show Turns Into a Climate Showdown

    Picture this: the European Commission’s Executive Vice President Teresa Ribera pulls up to the camera on Euronews’ Europe Today, ready to keep calm and order.

    Off the Record? Not So Much!

    • Macron’s Main Tweet: French President Emmanuel Macron called on the EU to push back the timeline for its ambitious 2040 climate targets.
    • Ribera’s Turn: “That’s a tough pill, but we’re tightening our fingers on the clock—no room for leniency.” She gave a straight‑up, no‑frills answer.
    • Audience Reaction: Expected? A flurry of emojis and a few skeptical head‑tilts.

    Why the Attitude Changes Are as Big as Grown‑Up Emotions

    As the conversation hit the airwaves, Ribera hit the emotional sweet spot— “We can’t let this be another postponed promise.” She sprinkled in a dash of humor: “If we’re good at driving, let’s stay on course—, like actually pivoting a delivery truck, not just hoping for a better jog.”

    Bottom Line for the Audience

    In short: the EU’s got an eyes‑on‑time plan, and Ribera is reminding everyone that while politics can buzz like a bee, the planet and the climate are the real buzz.

    EU’s 2040 Climate Goals: A Tightrope Walk Between Ambition and Competitiveness

    Teresa Ribera, the EU’s green warrior and Executive Vice‑President, is gearing up to drop the 2040 climate targets after the Commissioners assemble next week. But French President Emmanuel Macron has a different game plan.

    Macron’s Pause‑Mode

    During a rare, eye‑catching pitch at the EU Council summit in Brussels, the French leader hit pause on the Commission’s move. He told the press that the EU needs more time to harmonize its climate ambitions with European competitiveness.

    What Macron Favours

    • Technological neutrality: Think of it as a fair tech sandbox where every nation can play.
    • Investment power: “We need the freedom and resources to push green tech forward.”
    • Consistent trade policy: “No surprises, just steady footing.”

    In his own words: “I believe in the possibility of a Europe that reconciles an ambitious climate agenda with the commitments of the Paris Agreement and retains its competitiveness.”

    The EU’s Response: No Braking

    Ribera is not looking for a slowdown. She says it would be a mistake for the Commission to heed Macron’s call and slam the brakes on its 2040 plan. The star of the show will be presented after the next Commission meeting, and she’s confident the EU will keep marching toward a greener future without derailing the economy.

    Bottom Line

    It’s a classic tug‑of‑war: push the climate envelope but keep the European industries rolling. Stay tuned as the ballot rolls in Brussels next Wednesday!

    Targets are essential to economic and social welfare, says Ribera

    Why the 2040 Climate Goal Needs a Big EU Debate

    “We can’t just toss the 2040 targets into a quick technical huddle,” the Spanish climate commissioner said, waving a hand at the upcoming Brussels summit. “It has to be a full‑blown democratic discussion across all 27 member states.”

    Speaking Truth to Power

    Ribera’s tone is clear: he loves Europe, and he’s a forward‑thinking leader. He added, “In two years I won’t be in my post anymore, so it would be naïve to hand my successor a legacy that was decided outside of the EU’s own chambers.”

    Could Macron Turn the Wheel?

    Ask him if he’s ready to roll with Macron’s plan and push the deadline back, and Ribera replied with a sharp shrug: “You could be wrong.”

    A 10‑Year Tribute to Paris

    • Today marks the 10th anniversary of the Paris Agreement.
    • Europe is on a tightrope, balancing ambition with the practicalities of the next decade.
    • We’re all racing toward a fully decarbonised economy by 2050.

    Targets in a Snapshot

    • 2030: Alleviate 55 % of 1990 emissions by decade’s end.
    • 2040: Aim for a 90 % cut—this is the under‑the‑surface power‑move we need.
    • 2050: Reach net‑zero, a new era of climate resilience.

    Ribera didn’t shy away from the fact that “we need a clear roadmap for 2040.” He teased that the group will spend the next few days iron‑clad a draft proposal that balances hard targets with flexibility.

    The Big Promise

    The EU has already pledged to reduce its carbon emissions to 55 % below 1990 levels by the end of the current decade, making it the frontline of climate action. But now the missing piece of the puzzle— the 2040 target— is back on the agenda.

    In short, the EU’s commitment to net‑zero in 2050 hinges on whether the 2040 goal gets that solid democratic approval. Stay tuned; Europe’s climate story is just heating up!

  • Should I stay or should I go?

    Should I stay or should I go?

    Many of us have heard about people resigning “in the heat of the moment”.

    It’s the new year, and many employees are looking for a change. Social media encourages people to quit their jobs and concentrate on other income streams for better job satisfaction and work-life balance. Consequently, many employers may see an increase in “heat of the moment” resignations.
    What if the employee changes their mind, but the employer has accepted the resignation and is happy for the employee to go?
    This is a tricky situation for both parties and was recently considered by the Employment Appeal Tribunal in the case of Omar v Epping Forest District Citizens Advice.
    In February 2020, following a dispute with his line manager, Mr Omar verbally resigned in the heat of the moment.
    Later that same day, he met with the CEO and the line manager. The CEO asked whether they could continue working together. Mr Omar said that he could. In a subsequent meeting, however, the CEO told Mr Omar that his line manager stated that she could no longer work with him.
    Accordingly, his resignation would stand. At that meeting, Mr Omar agreed to resign in writing. He did not do this but instead wrote to retract his resignation. This was refused, and Mr Omar’s employment terminated on 18 March 2020.
    Mr Omar brought unfair and wrongful dismissal claims to the Employment Tribunal. He argued that he had not resigned and that a “special circumstance exception” prevented his employer from relying on his verbal resignation. This was because of the circumstances of his resignation, made in the heat of the moment. Mr Omar argued that because of this, his resignation was ineffective, and he had been dismissed.
    The Employment Tribunal held that Mr Omar had resigned and dismissed his claims.
    Mr Omar successfully appealed to the Employment Appeal Tribunal, which found that the Employment Tribunal had not taken the correct approach. A thorough analysis of the facts was necessary for the Employment Tribunal to conclude whether he resigned in the heat of the moment or a period of “emotional stress.”
    The Employment Appeal Tribunal sent the case back to the Employment Tribunal to consider the principles from previous cases on resignations made in the heat of the moment. The Employment Tribunal was directed to apply these to Mr Omar’s case. Those principles include, for example:

    There is no such thing as the “special circumstances exception” to resignations given in the heat of the moment.
    Whether that notice was properly given must be considered objectively and include any information available to the parties at the given time.
    The pertinent question is what the reasonable bystander would understand the resigning employee’s words to mean. Did they amount to immediate resignation or giving notice rather than some intention to do so at a future date? Were those words seriously intended?
    The decision to resign did not need to be rational or sensible but had to be intended. This inevitably requires considering whether the employee was “in their right mind” when resigning.
    Once notice of dismissal or resignation is properly given, it cannot be unilaterally retracted.

    The Employment Appeal Tribunal’s observations are helpful for employers who may have to manage similar resignations in the coming months. Employees who change their minds about their resignation will not necessarily make it ineffective. However, each case will need to be considered on its facts.
    For employers, it is sensible to give the employee some time to “cool off” to reflect and decide whether they did indeed intend to resign.

  • My take on Lord Neuberger’s warning of the brutal consequences of legal aid cuts

    My take on Lord Neuberger’s warning of the brutal consequences of legal aid cuts

    Legal Aid Cuts: A Recipe for Chaos and Cake‑Crumbs

    Heads up: The Supreme Court President, Lord Neuberger has spoken and nursed his concerns about a legal purge that could have everyone “taking the law into their own hands.” Picture people angry, bewildered, and then trying to juggle legal briefs like it’s a circus act. And if you’re turning to a BBC headline for the drama, you’ve already read the short version: a £350m cut by 2015, and the big “we’re going to have higher court costs.”

    Why the Smoldering Risk Accumulates

    Truth be told, the reforms will leave hundreds of thousands of families stranded in a legal wilderness, stressed and, frankly, traumatized. They won’t know which way to turn, let alone who to ask for help. The fine print:

    • Children missing school because parents can’t afford legal counsel.
    • More depression-induced absences at work and a burger‑sticking spike in NHS strain.
    • Unresolved kids’ issues… jackpot for crime!

    I formed my legal career on the premise that the system should serve everyone, especially the vulnerable. Legal aid was the safety net. Now, when the net shrinks, families break apart like a flimsy spiderweb.

    Unequal Ground Zero: The Role of Early Legal Advice

    Think marital lawyers as the first responders. They can sort out disputes before they explode into courtrooms. But when legal aid budgets bite, that first line gets a DIY wrench and nobody is left with a sturdy hammer.

    As Lord Neuberger says, self‑representation will surge. That means:

    • Jury‑free courts are bleeding from overload.
    • Judges now juggle case after case, losing sleep and sanity.
    • Inexperienced litigants wrestling wicca‑like paperwork create resignations, delays, & frustration.
    • Judges dig deeper into finances to avoid “unfairness”—but oh boy, it takes time.

    The inevitable outcome? Parties grow attached, intolerant, and polarised. The drama reaches a climax where the family process is now a high‑stakes, low‑skill circus.

    The Question on Everyone’s Lips

    Why did the Government fail to foresee the real financial, emotional and social cost? Should the cut be a win? Or just another “false economy” for good? I’d say it’s a disaster waiting to happen—an unwrapped bundle of chaos. We’re looking at a society where justice becomes a luxury, and lesser folks can’t afford to talk to their lawyers.

    What do you think? Drop your views in the comments or drop us an email below. Let’s spill the judicial tea and keep the conversation rolling!

  • Fog & Edge Computing: Pushing Boundaries with Breakthrough Innovation

    Fog & Edge Computing: Pushing Boundaries with Breakthrough Innovation

    Most businesses will be familiar with cloud computing. Many companies have moved their IT operations to the cloud, or consume cloud-based software as a service (SaaS) applications and tools such as Salesforce, Dropbox or Microsoft Office 365.

    Cloud Computing – The High‑Risk Romance

    Think of cloud providers like that online dating app that promises instant love at a click – but sometimes you end up stuck with a bad match and a shattered heart. When hackers lock onto your provider or the service crashes, the data controller (you) often gets the blame under privacy law.

    Standard Terms, Standard Risks

    Many clouds sell you a “one‑size‑fits‑all” contract. That means the risk passes on to you, and you end up juggling GDPR compliance like a juggler on a tightrope.

    • Getting your data back or migrating it elsewhere can feel like moving a bank vault instead of a shoebox.
    • London’s story: Google just announced a data transfer from the UK to the USA – talk about a jurisdiction jolt!
    • Localising data isn’t free: it’s usually the price of keeping your data in familiar territory.

    Regulators Aren’t Taking It Easy

    Financial firms have faced a stern audit of their cloud use. Even outsourcing your regulatory duties doesn’t absolve you; the legal onus stays firmly on you.

    Cloud’s New Giant: The Internet of Things

    We’re turning every toaster, traffic light, and robot into a data‑hub. The sheer volume of information and the need for instant reactions make the old cloud model slightly… auspicious.

    • Smart devices squeeze huge data and need real‑time processing – a death‑by‑delay scenario.
    • AI for image recognition and autonomous vehicles is a data gourmand.

    Enter Edge Computing

    Think of edge as the close‑by coffee shop that instantly knows your order, rather than sending your trolley to a downtown warehouse. Mini data centres pop up everywhere, creating a “fog” of distributed processors that kiss latency goodbye.

    The 5G Boost

    5G gives us blast‑speed local traffic, but it also forces more mini‑data centres to keep data from bouncing too far.

    The Legal Maze of the IoT & AI

    • Who owns sensor‑collected data? Usually, it’s the controller holding that licence.
    • Feel safe? Encryption in transit and at rest helps, but it’s like trying to carry a chilled soup to a beach – power hungry and a bit sluggish.
    • Regulation catches fire as tech combusts – GDPR was born for Facebook, not drones.

    Complying? It Took a Theatre

    Here’s the playbook, distilled into three acts:

    1. Map data flows: who’s collecting, where’s it going, and is it legal?
    2. Assess AI decisions: the black boxes need a clear conscience.
    3. Identify controllers vs. processors and don’t forget those extra agreements and transparent notices.

    Future‑Proofing the Law

    5G and AI are stealing the spotlight. When the IoT is sprinkled all over the office, the car, your home, and even your coffee cup, the law’s gotta keep up or everyone’s privacy will be at risk. The next decade will be the ultimate courtroom drama of innovation versus protection.

  • Do any of us make the most out of our support network?

    Do any of us make the most out of our support network?

    Author Porter Gale wrote the most important asset in business isn’t financial capital, but social capital – the ability to “build a network of authentic personal and professional relationships.”

    The majority of entrepreneurs, start-ups and established businesses are surrounded by some type of support network everyday, be it in the workplace, on social media platforms such as LinkedIn and many often rely heavily on family and friends. But what is the use of making more connections if we don’t know how to make the most of our support network?
    Building the network is one thing, but how to we then go on to leverage our ‘community capital’?
    A good support network needs to encourage and help your business thrive by adding value where it’s needed the most, but many find themselves stuck in a cycle of giving and never receiving the same back. How can this be done?

    Sweat your existing network

    If you look on your LinkedIn profile, you probably have several tens or hundreds of connections that you don’t utilise or call onto for business advice or opinion. Similarly, how many business cards do you have in your wallet or purse that you think could be of true business value? Start doing something about it, drop them an email, give them a call and re-introduce yourself.
    Remember – business thrives on collaboration, and your network could be just as keen for your input as you are for theirs. Seek out complementary businesses and learn together. This will open up opportunities and provides the chance for you to share your own expertise.

    Seize opportunities to meet face-to-face

    It’s important not to get stuck in the digital age and only ever “meet” people via email or over the phone. The majority of SMEs, start-ups and already established businesses forget that human interaction is key to developing good relationships and some of the most valuable business connections start with a face-to-face conversation. People exchange information for more freely face-to-face.
    Email and Skype should make real-world interactions easier and more efficient, not hinder them, so make time to catch up with people face to face. Of course face-to-face meetings take up more time, but the benefits could be career changing

    Attend workplace events

    Attending workplace events is an excellent way of connecting and networking with peers. This allows you to branch out to your most immediate network – your colleagues.
    Make time to cast the net further afield and sign up to industry events. Trade magazines are often a great place to look – many will have their own programme of conferences – but also try Facebook where groups dedicated to your sector will routinely share events.

    Don’t just connect – broadcast

    It’s important to stay connected with people via email, telephone and meet for occasional business lunches, but what about social media? Naturally you’ll want to remain in touch with your existing network, but also consider how you’re broadcasting your insight to those you haven’t connected with yet – beyond a snappy bio, what insight are you sharing?
    Consider producing content for social media – particularly LinkedIn. Reeling off a quick, insightful post on a topical industry moment or providing advice to others with a longform article will see you shared into other networks.
    Pay attention to the comments – even those who disagree with you – as they often provide opportunities to spark up a conversation. On more than one occasion, I’ve found myself exchanging contacts with someone who I first interacted with following a LinkedIn article. This isn’t marketing fluff – it works.
    There’s no right or wrong way of building a successful support network but whether you’re a startup, entrepreneur or an already established business, a strong support network is vital in order for your business to stay afloat.
    Don’t be afraid to ask for help, seize opportunities to meet peers face-to-face, attend networking events and most importantly stay connected. Soon building and leveraging your support network will become second nature.

  • Auto-enrolment and benefits – what you need to know

    Auto-enrolment and benefits – what you need to know

    Auto enrolment (AE) is one of the biggest public policy changes of our generation. The Government, which has long wanted to manage its burgeoning bill for providing pensions, has selected employers as the channel to deliver worthwhile retirement pots for the people. For SMEs in particular, picking up this responsibility can seem like a scary prospect, particularly when some of the larger employers – who might be expected to have the resources to take this in their stride – have already been pulled up for failing to implement auto-enrolment correctly.

    Given the necessary focus on pensions, it might seem an unnecessary distraction to think about other aspects of your employees’ packages, but a little thought now could pay dividends in the long run – especially if you get someone else to do the thinking for you.

    Staying legal is obviously the first priority when it comes to getting through AE successfully, so I’m not advocating that anybody lose sight of this. There are some complex communication obligations involved but there’s also absolutely no need to panic. Give yourself six months before the staging date applicable to your company – when AE kicks in – which is determined by how many employees you have, and get some expert advice.

    If you don’t know what staging date applies to your company, you can find out from the Pension Regulator’s website. And if you don’t have a financial adviser already, sites such as www.unbiased.co.uk/business can help point you to some options.

    Your adviser will almost certainly point you towards a software solution to ensure you satisfy your legal obligations, but the software should also have the capacity to link seamlessly with other financial benefits, even if these aren’t offered at the moment – you won’t want to face the dilemma of changing your systems or having to operate several stand-alone ones if you later decide to introduce new benefits. In addition, the software should minimise the effort involved in handling data within your company or in reporting to the supervisory authorities – nobody wants, or can afford to get bogged down in red tape. If it sounds like data handling is going to become a chore, don’t be afraid to ask your adviser what else is available.

    The same questions need to be considered when selecting your benefit providers. Your pension provider of course needs to be capable of delivering good returns on your company’s and employees’ contributions, but they have to be able to do this within the constraints on charges set by AE regulations. Some of the established pension providers are only looking for large companies’ business on these terms, because they need big volumes to make it viable for them.

    The Government anticipated that it may be difficult for some companies to find a pension provider willing to take them on, which is why it set up NEST (National Employment Savings Trust), but this isn’t your only option. Other providers have also stepped in, such as NOW: Pensions and The People’s Pension. Although both are new names in the market, both have considerable track records in handling low-cost pensions generating good returns. NOW: Pensions have successfully run the Danish National Pension for more than 40 years, while The People’s Pension is a new entity set up by B&CE, a not-for profit organisation founded in 1942 originally to provide construction workers’ pensions.

    As with pensions, you may need to look outside familiar names when considering other financial benefit providers. Just as your pension arrangements are set up to run with the minimum hassle, you want to get the same from whoever is providing, for example, death and disability cover for your employees, whether that’s now or in the future. As in selecting your pension partner, it’s important to get advice from an independent expert.

    So how would I sum up my recommended approach to AE?

    1. Get advice. There are pitfalls, but an expert will steer you around them. Doing a DIY job is almost certainly going to be a false economy. Talk to an independent financial adviser.
    1. Be prepared. Know your staging date – the date when companies of your size (by number of people) are required to commence AE – and as a rule of thumb give yourself six months to get new systems and processes in place. Make sure AE solutions offered to you make light work of data handling.
    1. Benefits are more than just pensions. Yes, your immediate need is to comply with pensions rules once you hit your staging date, but your software should be capable of handling any other benefits you provide now or in the future.