fit for work launches [e-magazine]

Fit for Work launches

HMRC’s Know Your Customer initiative

ACAS Early Conciliation

Workday: Powerful payroll

March 2015

PurelyPayrollUnited Kingdom

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MEET THE TEAM

MARCH 2015 03

Meet the teameditorial

contributors in this issue

DAWN GAY SUSAN BALLJEANETTE HIBBERT

KATE UPCRAFT

ROSE CAREYEMMA BARTLETT

LAURENT BOTELLA

ANNE-MARIE BALFOUR STEVE PHILLIP

CLAUDIA ACKENSON

Editor Technical editor

regular contributors

MELANIE PIZZEY

publisher

BILLIE EADIE

sales

©Purely Payroll magazine All rights reserved.Reproduction of any part is not allowed without the written permission of Purely Payroll. The views expressed in this magazine do not necessarily represent the views of Purely Payroll. Every care is taken in producing each issue and researching the

articles, which are produced for information-purposes only and do not take the place of professional advice. The publishers of Purely Payroll assume no responsibility for any damage, loss or injury arising from any article, offer, competition or advertisement in the issue.

Designed and published by Purely Payroll, a company registered in England and Wales, registration number 7271083


HMRC’s Know Your Customer initiative

ACAS Early Conciliation

Workday: Powerful payroll

March 2015


CONTENTS

06 Dates for your diary

08 News Things you really need to know

16 HMRC’s Know Your Customer How can you prepare?

20 ACAS Early Conciliation An update

Cover storyFit for Work launches 10 The long awaited government-funded occupational health support service, Fit for Work, launched on 15 December 2014. Using the money saved from scrapping the percentage threshold scheme in April, which provided employers with high levels of sickness absence the ability to recover statutory sick pay (SSP), the Health and Work service was promised as a replacement. It has now been renamed Fit For Work

Contents March 2015

When home and work collide

Termination payments

September 2014

Hobbies reduce stress

Immigration changes


24 Powerful payrollHow the cloud delivers global payroll insights and reduces complexity

28 European Business TripsThe HR implications of cross-border business travel

32 Social mediaHow to cut through the social media jungle

242016

04 MARCH 2015

CONTENTS

Kate Upcraft has her finger quite literally ‘on the pulse’ this month with her informative ‘heads up’ on the government’s new Fit for Work occupational health support service, including guidance information, case studies and key points for employers.

Staying abreast of other new developments, Susan Ball looks at HMRC’s new Know Your Customer (KYC) initiative and what firms can expect from that HMRC visit.

From legal firm Charles Russell Speechlys LLP, our regular contributor Emma Bartlett updates us on the changes that have already occurred in the early conciliation process. Organising European business trips from the UK are more complex than they sound. Emma’s colleagues Rose Carey and Anne-Marie Balfour look at the legal, health and safety and HR implications of cross-border business travel from the UK to continental Europe.

On an international note this month, Ireland was recently predicted to become the fastest growing economy in the European Union. CloudPay join Purely

A note from our editorPayroll in this issue to look at opportunities and tax implications for companies expanding businesses on the Emerald Isle.

We are also pleased to welcome highly esteemed guest contributor, Laurent Botella, Workday’s director of payroll product strategy. He gives us his invaluable advice on the complexities of moving to a global and cloud-based payroll operation.

If you want a complete update on the payroll industry, why not join us at The UK payroll Summit 2015 on 4 March at Royal Institution of Great Britain in London? Topical themes for the day include vendor selection, shared parental pay, KYC and Lean and there’ll be some great debates and insights from our industry experts. Call +44 (0)1277 888760 or email [email protected]. to book your place.

If you have any ideas for features and news stories, please contact me at [email protected].

Dawn Gay, editor

36 Ask the expert ‘Cashing in’ leave after maternity leave

38 Get personnel Managers dealing with flexible working hours

40 International Payroll in Ireland: What employers should know

44 Directories To suit all your payroll needs, however specialised they may be

04 MARCH 2015 MARCH 2015 05

44 Global Payroll/HR Solutions

46 Outsourced Payroll Solutions

48 P11D Expenses and Benefits

48 Payroll & HR Software

51 Payroll Consultancy

53 Recruitment

54 Time & Attendance

55 Training

DATES FOR YOUR DIARY

06 MARCH 2015

Dates for your diary

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01 FEBRUARY

19 MARCH

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Forms P46 (Car) for the quarter ended 5 January to reach HMRC by this date.

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Tax month ten payments by cheque must reach HMRC by this date.

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The UK Payroll Summit 2015, Royal Institution of Great Britain, London. Call +44 (0)1277 888760 or email [email protected] to book.

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NEWS

News Disabled job candidates experience discrimination by recruitersUp to 37% of disabled jobseekers have been discriminated against during the recruitment process, research has found. Read more

Guilty plea for former director for not paying job-seekerA former director of an employment business has pleaded guilty of failure to pay a work-seeker after his firm went into administration. Read more TUC says fathers will miss out on

shared parental leave, as Labour promises to double paternity leaveLabour has pledged to double paid paternity leave if it wins the General Election.Read more

Austerity measures affect workers’ commitmentPublic sector workers’ commitment to their organisations has reduced as a result of the UK government’s austerity measures, academic research has found. Read more

NEWS

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Employers failing to address legal changes from abolished retirement ageJust 12% of employers believe their organisations have fully complied with the legislation change that accompanied the abolition of the default retirement age. Read more

First integrated HR management masters launchedA “unique” integrated masters in human resource management has been launched at the University of Huddersfield. Read more

Permanent employment outlook is positiveEighty per cent of surveyed employers plan to take on permanent staff within the next three months, according to the Recruitment and Employment Confederation’s latest JobsOutlook. Read more

Genetic testing considered by businesses, survey findsOne quarter of surveyed businesses would introduce genetic testing for diseases including cancer and mental illness. Read more

The Payroll Summit 2015Explore the latest innovations in the UK payroll and HR industry at The Payroll Summit 2015.The ground-breaking one-day event, now in it’s fifth year, will take place at The Royal Institution of Great Britain, Central London, on 4 March 2015. Read more

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FIT FOR WORK

People on sick leave will be helped to return to work by being provided with an occupational health assessment when they have been, or are expected to be, off work for four weeks. After the assessment, which GPs have been told should be the default option after four weeks’ sickness, they will receive a return-to-work (RtW) plan with recommendations to help them get back to work more quickly.

Before the plan is initiated employers may receive contact from the service about an employee referred by a GP. Employers, even those without HR and occupational health teams in-house, can also ask for an assessment if the GP has not done so but must wait for the employee to have been off sick for 28 days (this includes any self-certified absence). There is no need to tell an employee’s GP you are making a referral. All referrals will

10 MARCH 2015

The long awaited government-funded occupational health support service, Fit for Work, launched on 15 December 2014. Using the money saved from scrapping the percentage threshold scheme in April, which provided employers with high levels of sickness absence the ability to recover statutory sick pay (SSP), the Health and Work service was promised as a replacement. It has now been renamed Fit For Work

By Kate Upcraft


FIT FOR WORK

MARCH 2015 11

(the employer may need to be consulted on the RtW plan)

• Follow up calls or assessments are initiated to check the plan is working and if employee has returned to work

New tax-exemption A tax exemption of up to £500 a year per employee on medical treatments recommended by Fit for Work or an employer-arranged occupational health service was also introduced from 1 January 2015 as a result of The Income Tax (Recommended Medical Treatment) Regulations 2014 and a new section 320C in ITEPA (The Income Tax, Earnings and Pensions Act 2003) which was inserted by Finance Act 2014. The expenditure must be aimed at helping an employee return to work after a period of absence due to injury or ill health.

be based on the informed consent of the employee.

The government has set out the following deadlines for the referral service, which has yet to go live but is expected to do so by May 2015:

• The first assessment of the employee will be within two working days of receipt of referral

• If the employee is not expected to return to work, a review date will be set as part of the case management

• Further (phone) assessment will take place within two working days

• Face to face assessment (either initial or further) if required will take place within five working days

• The return to work plan is sent to the employee and, subject to consent, to the employer and GP within two working days

FIT FOR WORK

The requirements, which must be met, to qualify for the exemption are:

• Definition of medical treatment: All procedures for diagnosing or treating any physical or mental illness, infirmity or defect. It does not include transport to/from treatment.

• Definition of health care professional: A health care professional must be a registered medical practitioner, a registered nurse, or a registered occupational therapist, physiotherapist or psychologist.

• Qualifying period: A recommendation for medical treatment can only be given after an employee has been assessed by a health care professional as unfit for work for at least 28 consecutive days (the qualifying period) or likely to be unfit for 28 days. An assessment that an employee is unfit for work will also include an assessment that they ‘may be fit’ for work subject to the employer making appropriate arrangements to enable them to return, providing they do not return to work before a recommendation for medical treatment is made.

• The recommendation: Where the qualifying period is met, a recommendation for medical treatment can only be made by a health care professional. It must be provided to an employee and employer in writing and must, as a minimum, specify the medical treatment that is recommended.

• The exemption also covers recommended medical treatment provided after the employee has returned to work where that treatment is linked to the return to work.

• If treatment is for a condition for which the exemption qualifies and a non-qualifying condition, the employer may apportion the cost.

• The exemption applies whether the employer arranges and pays for the treatment, pays for the treatment that the employee has arranged, or reimburses the employee directly.

• The amount related to the medical intervention may not be offered via salary sacrifice.• Where the treatment is provided by an in-house occupational health professional HMRC

provide the following guidance on assessing the cost incurred: “Provided all relevant eligibility criteria are met, then medical treatment provided in this way can be covered by the exemption. In determining the cost of the treatment, you should take into account the expense incurred by the employer in providing the treatment. This will depend on the particular circumstances, but could include an appropriate proportion of the cost of employing the medical professional. If the treatment provided includes some that is not eligible for the exemption, we would expect an employer to make a reasonable apportionment and to retain relevant records to show how the apportionment was arrived at.”

Guidance has been published by HMRC in the Employment Income Manual (see EIM21774 to EIM21777)

• Record-keeping requirements: Employers will have to retain relevant records such as: attendance records, fit notes (including those that indicate an employee ‘may be fit’), return-to-work plans or equivalent documents from employer-arranged occupational health providers, to provide evidence that all relevant criteria have been met and the tax exemption applies.

12 MARCH 2015

FIT FOR WORK

MARCH 2015 13

The draft consultation on the draft regulations contains some helpful examples of when the exemption does and does not apply, as follows:

Example 1

Simon is unable to attend work due to a stress-related illness and visits his GP on day five of absence. The GP expects that without certain workplace adjustments, Simon is likely to be absent from work for at least 28 days. The GP refers Simon to the Fit For Work service and provides a Fit Note for the next two weeks advising that he ‘may be fit’ if the workplace adjustments are carried out.

Simon self-certifies his first five days of absence. Simon’s employer, ABC Ltd, is unable to carry out the suggested workplace adjustments and the ‘may be fit’ note is treated as an ‘unfit for work’ note. The Fit for Work service provides a written Return to Work Plan (RtWP) recommending a course of six therapy sessions. Simon gives his consent for the RtWP to be shared with his employer and ABC Ltd agrees to pay for the therapy sessions to help him return to work as soon as possible.

After four sessions Simon is able to return to work on reduced hours while continuing with the remaining therapy sessions. As the qualifying criteria have been met, the expenditure by ABC Ltd will qualify for the exemption, up to a maximum of £500 for the tax year. (ABC must retain the Fit note and RtWP as proof that the intervention qualified).

Example 2

Yasmin is absent from work due to back problems. She is referred to her employer’s in-house occupational health scheme where a registered nurse confirms that if certain work place adjustments are made she ‘may be fit’ for work but otherwise is likely to be absent for at least 28 days. The registered nurse also provides a written recommendation for a course of physiotherapy and Yasmin gives her consent for this to be shared with her employer, XYZ & Sons.

Following discussions between Yasmin and her employer, adjustments are made to her workplace that enable her to return to work before starting the physiotherapy sessions eight days after her return. As the qualifying criteria have been met, the expenditure by XYZ & Sons will qualify for the exemption, up to a maximum of £500 for the tax year. (XYZ must retain the nurse’s recommendation as evidence that the exemption criteria were met and within the 14-day deadline).

FIT FOR WORK

14 MARCH 2015

Example 3

John injures his hand and is unable to carry out his duties as a driver. He attends hospital on the day of his injury where he is advised that he is expected to be absent from his work as a driver for at least 28 days. The hospital doctor refers John to the Health and Work Service (HWS) and provides a Fit Note for the next two weeks advising that he ‘may be fit’ if he can undertake amended duties.

The HWS provides a written RtWP recommending eight physiotherapy sessions and John gives his consent for this to be shared with his employer, PQ Ltd. He discusses with his employer a return to work on amended duties and PQ Ltd agrees to arrange and pay for the recommended medical treatment. Following his return John is able to carry out his amended duties fully, so PQ Ltd delay arranging his treatment. After two months John’s injury starts to affect his general health and his employer then arranges, and pays for, the recommended physiotherapy sessions. As the treatment has not been provided to assist John to return to work, the expenditure by PQ Ltd does not qualify for the exemption (so would be reported on the P11D or settled via a PSA).

Even though the referral service is not yet live, general health and work advice is now available through the websites and phone line and guidance from DWP. In England and Wales the service is provided by a private company and in Scotland by the Scottish government. Consequently there are two websites:

• England and Wales • Scotland

Employers in Northern Ireland are not due to be given access to a web service or referral even though the tax exemption is UK-wide!

Key points for employers:

• The website can be used by employers and employees

• Brief line managers about when a referral may need to be made

• HR/line mangers may be contacted after a GP referral to help with RtW plan

• A RtW plan replaces a Fit Note• The recommendations are not mandatory

for the GP or employer• Develop a process for employee consent

throughout each stage and record outcome (only one referral permitted per year)

• Update sickness policies.

Purely Payroll magzines launched in 2010 have firmly established theirselves as ‘must read’ titles for the payroll industry. The content-rich online magazines have readers in 30 countries and receive 59,000 page views per month. They include topical articles concerning payroll issues from the UK and around the world and deliver practical and intelligent advice from expert contributors with legislative updates, profiles of leading industry figures and informative features. We deliver high level information focused on payroll because of our commitment to the industry and the support we receive from influential industry figures.

GOOD NEWSOUR SISTER E-MAGAZINES ARE JUST A CLICK AWAY

Monthly online magazines for payroll professionals

Purely Global & Purely Payroll South Africa

Example 3

John injures his hand and is unable to carry out his duties as a driver. He attends hospital on the day of his injury where he is advised that he is expected to be absent from his work as a driver for at least 28 days. The hospital doctor refers John to the Health and Work Service (HWS) and provides a Fit Note for the next two weeks advising that he ‘may be fit’ if he can undertake amended duties.

The HWS provides a written RtWP recommending eight physiotherapy sessions and John gives his consent for this to be shared with his employer, PQ Ltd. He discusses with his employer a return to work on amended duties and PQ Ltd agrees to arrange and pay for the recommended medical treatment. Following his return John is able to carry out his amended duties fully, so PQ Ltd delay arranging his treatment. After two months John’s injury starts to affect his general health and his employer then arranges, and pays for, the recommended physiotherapy sessions. As the treatment has not been provided to assist John to return to work, the expenditure by PQ Ltd does not qualify for the exemption (so would be reported on the P11D or settled via a PSA).

Key points for employers:

• The website can be used by employers and employees

• Brief line managers about when a referral may need to be made

• HR/line mangers may be contacted after a GP referral to help with RtW plan

• A RtW plan replaces a Fit Note• The recommendations are not mandatory

for the GP or employer• Develop a process for employee consent

throughout each stage and record outcome (only one referral permitted per year)

• Update sickness policies.

Purely Payroll magzines launched in 2010 have firmly established theirselves as ‘must read’ titles for the payroll industry. The content-rich online magazines have readers in 30 countries and receive 59,000 page views per month. They include topical articles concerning payroll issues from the UK and around the world and deliver practical and intelligent advice from expert contributors with legislative updates, profiles of leading industry figures and informative features. We deliver high level information focused on payroll because of our commitment to the industry and the support we receive from influential industry figures.

GOOD NEWSOUR SISTER E-MAGAZINES ARE JUST A CLICK AWAY

Monthly online magazines for payroll professionals

Purely Global & Purely Payroll South Africa

KNOW YOUR CUSTOMER

HMRC’s Know Your Customer initiative – how can you prepare?

16 MARCH 2015

By Susan Ball

HMRC has launched a Know Your Customer (KYC) initiative to help increase their understanding of how well various elements of an organisation work together. This is the latest addition to HMRC’s push to identify any potential weaknesses or tax risks in the governance, compliance, systems and procedures. The ultimate goal is to make sure they obtain the correct tax yield with a target of around £50 million

HMRC has recruited Employer Compliance Champions who have experience of working within different industries and are familiar with the practices to assist in driving this initiative. Employers can expect HMRC to:

• Requestaface-toface-meetingwithspecificteammembersoncetheyhaveidentifiedtheirroleswithinthebusiness.Theymayrequestone-to-onemeetingswithoutotherteammemberspresenttherebyavoidingthepossibilityofgroupdiscussions

• Reviewkeydocumentationtohelpunderstand the company’s processes and systems

• Lookatend-to-endprocessesandthecrossoverbetweenemploymenttaxes,VAT and corporate tax.

KNOW YOUR CUSTOMER

MARCH 2015 17

promoted or move location. When a remuneration package is reviewed and changed HMRC will want to understand the decisions that were made and the tax treatmentapplied.Thiswillbethecasewhether it is an international expatriate letter of assignment or a new incentive plan.

• Termination:Atsomepointtheemploymentrelationshipwillend,whethertheemployeeresigns,retiresortheemployerterminatesthe contract. HMRC will want to discuss the processes and tax treatment applied.

What should you do if you receive notification of a HMRC visit? AKYCmeetingshouldnotbetreatedlightlyand employers should start preparing as early aspossible.Employersshouldmakesurethey:

• Standbackandexaminetheirprocessesandprocedures

• SeekadviceandpreparethoroughlyforthetypeofquestionsHMRCmayask

• Focusonanyareaswheretherehasbeenasignificantchangetopoliciesorprocedures,forexample,iftherehasbeenrapidgrowthoranewbusinessacquired

• Checkwhenpolicieswerelastupdatedorifthereisadisconnectbetweenteamsthatcoverapolicyarea,whetherintermsofunderstanding or actual policy

• Prepareanactionplanforanyareasofconcern and share this with HMRC.

What type of questions will HMRC ask?Coveringexpensesitmightbe:

• Whatisyourpolicy?• Whatguidance/trainingisavailableto

employeesandfinanceteamstaff?• Whatistheprocessformakinganexpense

claim from incurring the cost through to reimbursement?

The programme is producing results that indicatecomplianceofficersareraisingmoremeaningfulenquires.Wehavealreadyseentherevisedapproachbeingadoptedonlargeremployersandexpectofficerstograduallyworktheirwaydowntomediumandsmaller-sized structures.

Aproactiveresponsebyanemployerselectedfortheprogrammecouldreapbenefitsatatimewhentaxcompliance-orlackofit-ishighontheagendaofboards,shareholders,thepressandthewiderpublic.

What approach is HMRC taking?Generallytheapproachtakenistorequestaninitial meeting which may last a full day and priortothemeetingtosetoutanumberofareaswhicharetobediscussed.

It is clear from the nature of the information beingrequestedthatHMRCexpectemployerstohavedetailedcontrols,policiesandprocesses in place that link together with other areas of the organisation.

Thevisitscoverallpeople-relatedpoliciesandpractices.

• Recruitment:Theemployeelifecyclemaybeginbeforetheindividualrecruitedisevenknown. This may start with HR considering thestatusoftheworkersegemployee,contractors and agency workers.

• Onboarding:Whenanemployeebeginshisorhercareer,theemployerwillwanttointegrate them into the organisation and also make sure they are aware of their responsibilities.Thismaycoverareassuchassalary,expensesandbenefit,reward,retention,salarysacrificeschemesandincentives decisions.

• Promotion/mobility:Theemployermaychange an employee’s salary and reward package,forexamplewhentheyare

KNOW YOUR CUSTOMER

• Areexpensescompletedelectronicallyorpaper-based?

• Whoapprovestheexpenses?• Whoprocessesthemandallocatesthemto

ledgercodes?• Isthereanindependentquarterlyorannual

checkthatexpenseshavebeencorrectlyprocessed?

• Whatistheprocessfordoingsoandwhoisresponsibleforcarryingoutthechecks?

Remember,goodcommunicationisessentialtoensurepayrollandfinanceprocessesarebeingcarried out correctly.

What happens at the end of the meeting? HMRC will let you know if they have concerns and give you the opportunity to explain. Don’t beafraidtosayyouneedtime,ifitisnotyourarea,orifyouwanttodiscussmatterswithyouradvisorsandthenreportback.

HMRC will usually write to you after the meeting with details of any further information theyrequireorareasthatneedimprovement.

Top tips for when HMRC request a visit• Findoutwhoiscomingandwhatareas

they want to review • Contactyourprofessionaladvisors• Taketimetoprepareandbriefthestaff

whowillbedealingwithHMRC• Considerifyouneedtomakeavoluntary

disclosure• Requestfeedbackattheendofthevisit.

SusanBallisheadoftheemploymentadvisoryteam at Crowe Clark Whitehill,aleadingnationalaudit,taxandadvisoryfirm.

18 MARCH 2015

Everyone is contacting the GPA

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ACAS EARLY CONCILIATION

ACAS Early Conciliation – an update

By Emma Barlett, Partner Charles Russell Speechlys LLP

20 MARCH 2015

It’s less than a year into the mandatory pre-claims conciliation process and some interesting practice points have arisen. Emma Bartlett updates us on the latest changes

The Early Conciliation experience so farConciliation does not ‘stop the clock’ as expected

Time limits for submitting employment tribunal claims are intended, generally, to be extended under the Early Conciliation (EC) rules.

Ordinarily, the EC period stops the clock for counting time before submitting a claim in the employment tribunal. The intention appeared to be that the clock stopped by the length of the EC period and that claimants would have at least one month from the date the EC certificate was issued to lodge their tribunal claim.

However, the EC rules produce a bizarre result where the earlier a potential claim is notified to ACAS, reducing the extension of the period for lodging the claim.

The rules provide that, if the original time limit lies between the date ACAS was


MARCH 2015 21

Time extended without consentDespite what the rules might suggest, ACAS’s practice is sometimes to extend the EC deadline beyond the initial one month without asking for the parties’ consent. We had this happen without even knowing it was being considered - we were just informed of the new deadline. ACAS have explained that they do it particularly if someone is on holiday (including the ACAS conciliator).

No contact from ACAS if claimant doesn’t want to conciliateIf the claimant starts EC and says they do not wish to conciliate, ACAS will not necessarily contact the respondent at all.

In one case, the claimant said they weren’t interested in settling so the respondent was never contacted by ACAS - the first they heard was when an ET1 landed on their desk, which had been accepted by the tribunal as it had its EC certification number.

In another case, a respondent who would have wanted to have settled from the outset, but was never contacted by ACAS, queried this with the allocated ACAS officer after the ET1 had arrived and the ET3 had been drafted and accepted. The respondent was told that ACAS had tried to contact the respondent, but the respondent had not replied to a voicemail left or email left, but then refused to confirm what number or email address he had used.

Another respondent received a claim without prior contact from ACAS, which looked as if it was out of time. There had been no opportunity to conciliate, as the respondent was not notified. ACAS would not say what date the EC certificate was issued,

notified and the date that is one month after the date of the ACAS certificate, the time limit will be the end of that period (eg one month after). There is therefore less of an extension than the 30 days that were the subject of the conciliation period.

How time is calculatedThe rules provide that claims must be lodged ‘one month after the EC certificate has been issued’. If the corresponding date rule applies and if the EC certificate is issued on 1 October, the claim would be filed on or before 1 November.

However, there is some confusion about how ‘one month’ is calculated and until this is clarified by the tribunal, cautious advice is to follow HM Court and Tribunal Service leaflet, which states that claims must be presented ‘within one month of EC certificate. For example, if a certificate were issued by email on 5 June, the deadline to present the claim would be 4 July as opposed to one month after the EC certificate issued which would be 5 July.

There are no judicial decisions on this point yet, so the guidance suggests that claimants take a ‘safe’ approach and bring their claim the day before the date that is the calendar month later.

Failure to include a respondent If a prospective claimant omits to notify ACAS as part of the EC process that there is more than one potential respondent, a claim against those respondents who were unaware of the claim prior to the claim being served is likely to be struck out. Only the claim against the respondent who was named in early conciliation is likely to remain. This is most pertinent to discrimination cases.


although this was available from the ET. However, the claim was out of time because the claimant had miscalculated the dates (see above).

It is possible to drag out EC without really conciliatingACAS will allow extensions to the whole one month of EC, of two weeks, without actually responding to the claimant’s offer or making an offer ourselves (acting for respondent - we knew we did not wish to make any offer). While the Claimant could pull out, they may not, thereby allowing the respondent to ensure his deadline to bring a claim fell partly over Christmas and that their response would be due as late as possible.

No doubt we will continue to see this type of satellite problems until detailed guidance, further regulations or tribunal decisions filter through.

22 MARCH 2015

Limited exceptions from complying with to ACAS ECAn employee will be exempt from EC in limited circumstances, even if their potential claim is within ACAS’s remit, ie they will be able to submit their ET1 without providing a unique EC reference number from ACAS. The exceptions are that the claim:

• Is part of a group action (the same claim form or joining an existing claim) and another claimant has complied with EC

• Is on the same ET1 as claims which are not within ACAS’s remit

• Has already been notified to ACAS for EC by the prospective respondent

• Is for unfair dismissal and is accompanied by a claim for interim relief (i.e. automatic unfair dismissal claim)

• Is against the Security Service, the Secret Intelligence Service or the Government Communications Headquarters.

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POWERFUL PAYROLL

Even the European Union - intent on harmonising laws and regulations across member states - has not succeeded in simplifying the complex landscape of payroll in Europe. Global companies typically use multiple in-country payroll providers to help ensure compliance with local regulations, which adds to the complexity. As such, payroll remains a significant hurdle that must be overcome as part of any organisation’s plans for global expansion.

At the same time, payroll - like its close cousin, human resources (HR) - is no longer simply a transactional function. Its value in the modern world goes beyond distributing pay slips. Just as HR is a strategic asset,

Powerful payroll: How the cloud delivers global payroll insights and reduces complexity

24 MARCH 2015

We all know that payroll can be hugely complex, particularly for global organisations. The complexities of workforce administration and compliance with regulations and laws for each country create formidable challenges for companies that operate internationally

By Laurent Botella, director of payroll product strategy, Workday

POWERFUL PAYROLL

popularity - at least in part because cloud computing frees up a company’s IT resources and reduces the cost and effort of having to maintain on-premise systems.

But the advantages go beyond reduced IT complexity. When data is stored securely in the cloud it can be centralised as a single, global source, eliminating the problem of having data living in multiple systems in various, scattered offices and regions.

At Workday, we offer a single human capital management (HCM) system in the cloud that supports a single source of HR data as well as multiple country payrolls - whether using Workday Payroll, those from other providers, or a combination - that can be driven from Workday HCM through a standard user interface to anywhere in the world.

Our customers find that having all their HR and payroll data together in the cloud makes it accessible in real time in a way that is simply impossible if this data lives in separate systems. For starters, it simplifies the business processes related to changes for benefits, terminations, and life events, as well as employee self-service capabilities such as time off requests, payment elections, and viewing of payslips online. This helps reduce costs and increases accuracy by eliminating dual entry of worker and payroll data.

Yet this marriage also serves on a strategic level, rather than having one data set per country, all data is accessible and visible to business leaders across the globe, making it possible to produce reports based on real-time information. Managers and c-level executives use this capability to gain deep insights into what’s happening within their organisations at any moment in time. Securely and from anywhere in the world, managers can request global payroll data to uncover budget cost per country and forecast future payroll costs, for example.

Powerful payroll: How the cloud delivers global payroll insights and reduces complexity

MARCH 2015 25

supported by systems and practices to ensure top performers are retained and that the right people are in the right jobs, a company’s payroll should provide it with real, actionable insight and analysis of how, why, and where people are compensated around the globe.

Shift to the cloudTechnology has a powerful capacity to simplify business challenges, which is why many companies have moved their business systems to the cloud in recent years. The Software-as-a-Service (SaaS) model, whereby the business applications organisations use live in the cloud, has grown hugely in

POWERFUL PAYROLL

26 MARCH 2015

Achieving one source of truthAs I mentioned earlier, global organisations typically use third-party payroll providers in-country to help ensure compliance with local regulations, yet it’s impossible to achieve one source of truth without integrating third-party payroll data with global HCM processes. Workday solves this problem by providing an advanced integration tool to match and synchronise the global with the local.

Workday Cloud Connect for Third-Party Payroll, which is unified with Workday Human Capital Management, offers bi-directional integration with third-party payroll providers. The outbound integration sends all HR data changes to third-party payroll vendors and inbound integration loads payroll results produced by those vendors into Workday.

Once the data has been imported, payroll teams can see in Workday the exact amounts paid to every employee. In addition, Workday offers the ability to report and analyse across

global labour costs in a single currency. It’s easy to generate quick reports on any aspect of payroll across the globe. Want to know why overtime expenses peaked in July? Need an accurate view of sales commissions paid across all countries? Want to know the cost of employees in terms of local benefits and local taxes? That’s just an example of the types of answers you can get with this capability.

In an age where data is king, the ability to generate actionable insight to operate more efficiently and cut cost relies on global visibility and access to information. Today’s companies can’t hope to make strategic, global decisions based on piecemeal data.

An integrated and intelligent payroll solution elevates payroll from a transactional business function to a strategic asset, enabling payroll teams to provide global, real-time visibility to business leaders. True, modern cloud technologies are scalable and agile, and they’re empowering this change and ushering in a new era of payroll technology.

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EUROPEAN BUSINESS TRIPS

By Rose Carey, Partner and Anne-Marie Balfour, senior associate, Charles Russell Speechlys LLP

28 MARCH 2015

With travel to some destinations often quicker and simpler than travel to other parts of the UK, the HR implications of cross-border business travel from the UK to continental Europe can sometimes be underestimated. We look at some of the points to bear in mind for trouble-free trips

European business tripsImmigration and contractsPerhaps most important of all is the right to enter the target country to undertake the required business activities. The exact requirements for immigration permission for business trips of relatively short duration vary from location to location. Difficulties often arise as a result of a mistaken assumption that a tourist visa will be sufficient, or where the employee enters as a business visitor, when what they are actually doing amounts to work for which a work permit is required.

The right to work in the UK does not always automatically confer the right to work in any other European state and a UK residence permit does not necessarily enable visa-free


MARCH 2015 29

If you wish to have a meeting or communicate with an employee about his or her employment during a business trip, for example a change in terms and conditions or a dismissal, consider carefully the implication of this, and whether or not it would be better to wait until the employee returns to the UK.

Health and safetyEmployers owe a duty of care to employees. This obviously needs to be borne in mind if the business travel destination is experiencing political unrest or a natural disaster. Less dramatically, it is also an issue to consider if an employee is pregnant, has a disability, or if there is a possibility of undue stress for the employee. Long working days owing to journey times, time away from family and unfamiliar surroundings can all lead to stress in travelling employees.

Private health insurance policies may not be valid for treatment abroad, so it is important to check that suitable cover is in place, and that the employee knows what to do should medical treatment be necessary.

Avoiding discriminationEmployees’ personal characteristics sometimes play a part in a well-intentioned decision-making process to identify the best individual to send on a business trip abroad. An employer could be tempted to assume, for example, that a disabled employee would not cope with the journey, a mother of young children would not be prepared to leave them overnight, or an employee’s sexual orientation may make travel to a country with ‘gay-unfriendly’ laws undesirable.

These are of course issues to be considered, but assumptions either way can lead to unlawful discrimination. One employee’s unacceptable disruption to family life, for example, is another employee’s craved-for

travel to the rest of Europe. The consequences of getting this wrong can be unpleasant for the individual and harmful for the employer. The employer could be fined thousands of pounds and the employee could face a travel ban for a number of years. Further, a problematic immigration history in one country can affect travel to other countries even as a tourist.

If, at the time of recruitment, you know there is a prospect of some business travel, it makes sense to look into the need for any immigration consents in the later stages of the recruitment process. If the ability to travel were essential, then adding the right to work in the relevant locations would be a sensible condition to include in the contract of employment. In any event, employers have a statutory obligation to provide in writing, within two months of the employment commencing, any terms relating to work outside the UK for a period of more than one month.

Employment lawsEmployees who are employed in England have the protection of English employment law. It is possible that a travelling employee may also automatically acquire some protection under the employment laws of one or more visited countries. This will vary according to a variety of factors including the locations of the work, the length of the trip and the nature of the work done. It is important not to assume, however, that a short trip will not trigger the application of local labour laws. Remember also that more than one country’s laws can apply to an individual at the same time.

Employment law can vary considerably from one country to the next and often the consequences for employers can be more serious than in the UK, including greater criminal liability for employers. It is therefore something worth seeking advice upon early when planning the trip.


opportunity to further a career. Consultation with the employee will usually help to strike the right balance.

Doing businessProviding services or entering into contracts whilst abroad can have unintended consequences. There may be local standards that the services must meet by law. The place in which a contract is concluded can have an impact on its validity and the way it is interpreted.

Tax and social security contributionsAn employee spending time in another country can have implications for both the employee’s personal tax affairs and the corporate tax affairs of the employer. Specialist advice and careful record keeping are recommended, as well as a contractual obligation on the employee to provide the employer with the relevant up to date information for tax purposes.

Regulatory requirementsProfessional regulatory requirements vary from country to country. If the work to be done is of a regulated nature, it will be important to ensure that the employee is aware of, and will comply with, local laws. The same goes for compliance with other laws, for example, road traffic laws if the employee will be driving.

Data protectionData protection laws exist in all EU member states, but are not identical to the English provisions. By contrast with some states, English data protection requirements can appear very relaxed, so it is important to check the compliance requirements.

If the employee will be travelling outside the European Economic Area (EEA) and working

with personal data during the trip (and this could simply be reviewing emails or having employees’ personal data on a laptop) then there will be a transfer outside the EEA, and special consideration should be given to providing an adequate level of protection for data subjects.

ExpensesEmployees are likely to incur significant business expenses when travelling abroad. A clear expenses policy can be helpful for both employers and employees and the usual expenses policy may not be sufficient for travel abroad. Consider, for example, the cost of international calls home, the extent to which the employee may be accompanied by family members (and who bears the cost), greater reliance on taxis rather than public transport, booking arrangements and limitations for travel, variation of the usual monetary limits to allow for cost of living differences.

With so many important points to consider, it makes sense to plan well in advance!

30 MARCH 2015

HR legal checklist for European business trips

• Valid business visa for all countries to be travelled to and through

• Valid insurances• Clarity on expenses arrangements• Check travel advice on Foreign Office

website• Consult with employee about personal

impact of travel, for example family or health issues - and bear in mind the statutory duty to make reasonable adjustments for disabled employees

• Compliance with local laws - employment• Advice on any tax consequences• Advice on any additional regulatory

requirements.

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SOCIAL MEDIA

How to cut through the social media jungle

By Steve Phillip

Do you feel daunted by the volume of activity that you see being shared on social media? Is this possibly one of the reasons why you haven’t thrown yourself wholeheartedly into using LinkedIn, Twitter and other social media for your business?

32 MARCH 2015 MARCH 2015 33

SOCIAL MEDIA

At a recent professional services workshop I ran, a number of participants explained that they felt overwhelmed by the choice of social media sites available. They were uncertain which ones to choose and which would be relevant to their business. They also wanted to understand how to cut through the constant bombardment of tweets, posts and updates, from hundreds of people, landing in their news feeds every day. Some went on to explain that at times, it was easier to completely ignore social media altogether, saying: “It’s simply a jungle out there!’”

But, you can’t afford to ignore social media, can you?A global social media marketing survey of more than 2,800 marketers in 2014 conducted by the Social Media Examiner indicated that firms who employee marketing personnel find that 92 per cent of these marketers indicate that social media is important for their business, up from 86 per cent in 2013.

At least 89 per cent of marketers are actively exploring the most effective social tactics and the best ways to engage their audience with social media. What does this mean to you? In short, most businesses (including your competitors) will be exploring how they can take more of your market share.

Social media’s online transparency means that your competitors can reach your audience in a single click. They can follow them and identify their needs. They can message them, sharing their expertise or promote their services, all for free and in seconds. In 2015, you s imply cannot afford not to be in the game.

MARCH 2015 33

Are firms feeling pressured to sign up to too many social media sites?Increasingly business owners tell me that they are feeling pressurised to sign up for as many social media platforms as possible. At least the ‘big three’ (LinkedIn, Twitter, Facebook) anyway. When I ask why they feel they have to join all these sites, the response is: “Well, all my competitors are!” Just because others are doing one thing, it doesn’t make it right and from experience, I can tell you that more than 90 per cent of payroll businesses are doing the wrong things.

Your customers will tell you which social media site you should be usingBefore taking time out to create a detailed LinkedIn profile, Twitter account or Facebook page, take a step back. Where does your target audience hang out? Which social media sites are they using? Survey your clients by email and letter, or next time you speak to them on the phone and ask them: “Which social media sites are you using, why and when do you spend most of their time on these sites?” Know your audience and reach out to them with information they want. Find out where they are hanging out and when they’re most likely to be there - this is where you will spend your time on social media.

Another question I’m often asked is: “Should I be on a number of social media sites just to ensure I don’t miss anyone or would you recommend that I stick to one site and master that one?” For me it’s an easy question to answer - being average or worse at several things will rarely make you successful.

SOCIAL MEDIA

Take time to do your research, it will be time well spent. Focus your time on mastering your chosen social media platform and create content that will benefit your audience. What are the most common payroll issues they face? Do you have case studies, client video testimonials and the latest payroll industry legislation news? Do you have content you can share or could you find some, on the web, that would be relevant and important to your clients? If so, share this information with them and further engage with those who respond.

Three key things to focus onIf you don’t want your competitors to leave you standing, then 2015 is the year you need to get serious about using social media in your business. If up until this point you’ve simply stuck your toe in the water but no more, it can seem a pretty daunting task. Here are three things that you need to focus on to help you get a head start in 2015:

What outcomes do you deliver?Look at your social media profiles. Do they simply list who you are, what you do and where you’ve been? This is not the information that will make a clients want to do business with you. They would rather know how you can solve their problems or help them achieve their business objectives. How well do your LinkedIn or Twitter profiles communicate this?

Who is your audience? Is it time to reassess who your clients are? Are there some who are more profitable for your business, who are easier to deal with? Should you be looking for more of these types of clients? Social media sites, such as LinkedIn and Twitter, provide free tools to enable you to locate and engage with thousands of potential new clients. You just need to learn how to make best use of these tools.

34 MARCH 2015

Create content that engagesContent is definitely king when it comes to your use of social media and the information shared on your website. Google takes specific notice of those sites that share great content and that are linked to other sites that also share great content. Your job is to create or curate engaging content (sounds simple doesn’t it?). What is great content? It’s content that your clients want to read, not what you think they should read. Consider sharing industry trends and updates that are relevant to your clients and be an indispensable resource to them. Share positive stories, where you have had an influence in helping other similar businesses and be cautious of being too overtly ‘salesy’.

Consistency and patience are the keysSocial media is not silver bullet. However, it can bring instant results and certainly I have seen many examples where it has. Patience is key here though. Be prepared to put time in and be consistent, measure and assess your progress. What do people respond well to, what isn’t working and needs to be changed? Social media is a process, it works for those who apply it with consideration and it’s not going away any time soon.

Your competitors are using it and winning, so ask yourself a question - is social media simply going to become another broken new year’s resolution or is 2015 the year you intend to plan to make it work for your business?

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Jeanette Hibbert answers your payroll related questions. This month she tackles the common question of ‘cashing in’ leave after maternity

Should I pay untaken leave when someone returns from maternity leave?

36 MARCH 2015

The short answer is ‘no’, certainly in terms of the statutory leave of 28 days or 5.6 weeks. Any leave your employee enjoys as an enhancement to this in their contract can be paid, depending on what the terms and conditions or leave policy in your organisation dictates.

This is a very common question and many payroll departments face conflict when asked to process a payment such as this. I have included some links to the government guidance below which you can print off and present to the person who has asked you to make this payment, to back up your answer. Providing the factual evidence often can reduce potential pressure to carry out the instruction.

According to the guidance provided, eight day’s leave out of the minimum 28 days can be carried over to the following year (if the employer agrees). The rules around paying for untaken leave are very clear. The only time you can pay an employee in lieu of their untaken leave is when they leave their job. The only other exception is if an employee is on long term sickness, when an employer must allow them to carry over a maximum 20 of the 28 days statutory leave.

One of the common and most practical ways of working around this is to allow your employee to add leave to the start and/or end of their maternity period to ensure they use their full entitlement. I would recommend doing both, as maternity leave will often spread over two leave years.

This must be before the maternity leave period starts (and certainly before the birth as the statutory leave period after the birth is two weeks, or four weeks for an employee employed in a factory setting) and after the employee chooses to end the leave, or after the 52 weeks as a maximum. Maternity and holiday leave cannot be taken at the same time.

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I currently manage a team of around 25 people of different ages, genders and at different stages of their working lives. I would like to be able to offer some flexible working options to my team to allow for their various requirements, but am not sure of the options or if it is worth doing. Could you advise me on this please?

HR expert Claudia Ackenson advises managers dealing with flexible working hours

Why should we offer it?As workforces grow and teams become more diverse it is important to recognise that you may have a wider mix of individuals who required more flexibility with their working hours or in the way they work. People may have parental and other caring responsibilities as well as interests or aspirations that impact on their time. Some may just prefer to get up later and work later or may benefit from missing the commuting rush.

As the world changes, it is becoming more apparent that the standard Monday to Friday nine-to-five working week is, in many cases, incompatible with the increasing demand for a better work-life balance. As we become more and more ‘connected’, businesses rarely switch off and therefore it makes sense to cover more hours for our clients’ needs.

Examples of flexible workingThere are a number of options when it comes to what you can offer your team in regards to flexible working. For example, flexi start and finish times means that employees could start early and leave early or vice versa.

It is important to make sure you have core hours when people must be in the office for example 10am to 12pm and 2pm and 4pm and that there is a clear policy written with expected parameters. Teams would need to be aware that they must agree times with their managers and that it can’t be an ‘as and when’ requirement.

Also, it is important to make sure everyone is aware that, if a client requires attention before an agreed start or finish time, then the individual should be flexible on this. This example helps employees miss the commuter rush or may just suit individuals’ preferences.

ASK THE EXPERT

38 MARCH 2015 MARCH 2015 39

Another example is the compressed working week. Employees can work longer hours for less days and therefore can have one or two days off a week having satisfied their hours for a working week. This may suit parents of young children who require childcare help.

Benefits of flexible working Flexible working, managed correctly, can have a number of positive effects for a team and an entire business. For example, promoting a better work-life balance will have a positive impact on attracting new employees and retaining the ones you have.

Stress can be reduced for some people if they know they have the flexibility to deal with personal issues or manage their own time in a way that suits them. Also, with the introduction of benefits such as the flexi start and finish times, businesses can remain available to its clients for longer periods of the day.

What are the potential pitfalls?As with anything, without proper consultation and implementation this process can also have a negative impact on the team’s performance and productivity. Without proper management, teams could all be in at one period of the day and not at the other. For those working a compressed week, they might be impacted by the longer hours on the days they are working and therefore become tired and less productive.

ConclusionFlexible working options are a must in today’s working environment and as we become more technically connected, we have options to work in a number of different ways without necessarily being at the office. It is important to consult sensibly with employees and make sure everyone is clear on the processes before implementing any changes. It is also imperative to gain agreement from employees as this may well impact on their agreed terms and conditions.

IRELAND

40 MARCH 2015

For companies looking to expand their businesses internationally, Ireland offers an inviting environment for the growing multinational. Not only does its workforce provide the talent companies need to advance their business goals, but the nation’s pro-business attitude and tax schemes make it a prime destination for international expansion

By CloudPay

Payroll in Ireland: What Employers Should Know

IRELAND

MARCH 2015 41

employees. However, equipped with a firm understanding of the nation’s payroll rules and regulations, as well as the latest changes for 2015, any business can ensure a successful expansion in Ireland.

Taxation requirementsOne of the most important aspects of payroll in Ireland, for employer and employee alike, is taxation. Employees are taxed on a pay-as-you-earn (PAYE) basis, with a progressive scheme based on income level. It is the employer’s responsibility to deduct taxes from their employee’s pay cheques each pay period and submit them to the Office of the Revenue Commissioners.

The Standard Rate Cut Off Points (SRCOP), which determine the levels at which employees are taxed, have been increased in 2015. The new standard income levels, taxed at 20 per cent, are now 33,800 Euros for a single, widowed or surviving civil partner without dependent children, 37,800 Euros for those qualifying for Single Person Child Career Credit, 42,800 Euros for those who are married or in a civil partnership with one income, and 42,800 Euros and a maximum increase of 24,800 Euros for married couples or those in civil partnership with two incomes.

In addition, the higher tax percentage has decreased from 41 per cent to 40 per cent on the income above the standard rate cut off point. It is important to remember that the figures above are the standard rates and may vary depending on each individual’s circumstances.

Employee and employer social contributionsAnother crucial factor in hiring and compensating employees in Ireland is accounting for the various social charges and contributions, known collectively as Pay Related Social Insurance (PRSI).

In addition, the country was recently predicted to become the fastest growing economy in the European Union, highlighting the opportunity there.

But before setting up operations in Ireland, there are several things employers should consider. Despite its welcoming business environment, there are many complexities, especially when it comes to compensating

Payroll in Ireland: What Employers Should Know

IRELAND

42 MARCH 2015

The employer must provide employees with a contract of employment, detailing the basic terms of the job such as place of work, job title, pay information and hours of work each pay period. In addition, employers are required to give employees a pay slip that shows the gross wages before tax as well as all of the deductions from their pay; these can be provided by either hard copy or electronically.

Creating a successful approach to payroll in IrelandDespite the many complexities and constantly changing regulations concerning payroll in Ireland, success is not out of reach. Any organisation that wants to establish operations in the country will benefit from an understanding of the various requirements and obligations they will have as they hire employees in Ireland.

While the above information provides a good starting point, for the best results, the organisation will benefit from working with a global payroll partner familiar with the intricacies of payroll in Ireland. This way, they can ensure an efficient, modern and successful approach to payroll that compensates all employees on time and in accordance with all of the country’s regulations.

The costs for PRSI are split between the employer and employee, with the actual amounts determined by income level and the type of work conducted. Just as with employee income tax, the employer is required to deduct the PRSI contributions from employee wages, in addition to submitting the employer contributions.

If the company does not make the correct PRSI contributions, they will be held responsible for the entire contribution and any arrears that are due. The amount of PRSI contributions required is based on a complex scheme comprising of 11 different social insurance classes and job types. Most employees will fall into class A, which includes individuals who work in industrial, commercial and service-type employment and receive pay of at least 38 Euros per week.

Employers should also be familiar with Ireland’s Universal Social Charge (USC), a tax payable on gross income and health contributions. Since its implementation in 2011, the USC has been levied at a rate of 2 per cent for the first 10,036 Euros of income, four per cent on the next 5,980 Euros and seven per cent on the balance.

As of 2015, the income brackets and rates have been changed to be 1.5 per cent on the first 12,012 Euros, 3.5 per cent on the next 5,564 Euros, 7 per cent on the next 52,468 Euros and 8 per cent on income beyond that. This can also vary depending on an employee’s personal circumstances.

Ensuring accurate employee paymentsIn addition to making the appropriate income tax deductions and social contributions, the employer will have to ensure they compensate their employees appropriately. For instance, they must abide by the minimum wage requirements, currently set at 8.65 Euros per hour for experienced adult workers.

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Cegedim SRH is a european payroll bureau, we help companies focus on their core business by delivering competencies specific to managing Payroll and Human Resources. Cegedim SRH utilises TeAmSHCm, its new global HR management and Payroll platform developed with Java technology. More...

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For 25 years, Bond has been providing intelligent payroll outsourcing solutions to companies of all sizes. Bond Payroll Services offers fully BACS accredited options for businesses that prefer to run their payroll out-of-house. More...

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Carval HR Unity is one of the only truly integrated HR, Payroll, Time & Attendance and employee Self-Service software solutions available in the UK today i.e. it operates from a single database and is written by a single supplier. it is relied upon by over 260 organisations throughout the UK in virtually every sector More....

inTelligo SoFTWARe limiTedTel: 0800 0390116 Email: [email protected] Website: www.intelligosoftware.co.uk Contact: Fiona Cullinane

established in 1996, intelligo has been providing our own software solutions and outsourced services to hundreds of clients in the UK and ireland. Whether you require Payroll outsourcing services, HR and Payroll cloud based Software as a Service or an on-premises software solution, More....


For 25 years, Bond has been providing intelligent payroll outsourcing solutions to companies of all sizes. Bond Payroll Services offers fully BACS accredited options for businesses that prefer to run their payroll out-of-house. Bond ensures fast, secure and legislatively compliant payroll processing – More....

WeAlden ComPUTing SeRviCeSTel: 020 8364 7177 Email: [email protected] Website: www.wealden.net Contact: George Williams Sales & Marketing Director

The Fully managed Payroll Service is designed for those organisations who do not wish to run their payroll service in-house. Wealden assume total management of your Payroll, liaising with the inland Revenue and other associated bodies on your behalf. More.....



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CinTRA HR & PAyRoll SeRviCeSTel: 0191 478 7000 Email: [email protected] Website: www.cintra.co.uk Contact: Nham Lee

Cintra is an award winning provider of HR and payroll services with a portfolio of over 650 happy customers nationwide. We develop our own, quality tested and independently approved products to help you to take advantage of the latest technology and make it a pleasure to use. More....

P11D Expenses & BenefitsmooRePAy

Tel: 0845 184 4615 Email: [email protected] Website: www.moorepay.co.uk Contact: Fran Williams






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For 25 years, Bond has been providing intelligent payroll outsourcing solutions to companies of all sizes. Bond Payroll Services offers fully BACS accredited options for businesses that prefer to run their payroll out-of-house. Bond ensures fast, secure and legislatively compliant payroll processing – More....





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Payroll and HR Software ProvidersBond PAyRiTe

Tel: 01293 789940 Email: [email protected] Website: www.bondpayrite.com Contact: Robert Cooper

Bond Payrite is a comprehensive payroll solution that has been servicing the needs of payroll professionals for 30 years. With rich functionality backed up by dedicated support and consultancy services, Payrite is a popular choice for all types of organisations, from small departments to busy bureaux, commercial. More....

mooRePAyTel: 0845 184 4615 Email: [email protected] Website: www.moorepay.co.uk Contact: Fran Williams


BoTTomline TeCHnologieS

T: +44 (0)870 081 8250 E: [email protected] W: www.bottomline.co.uk C: Jacqui Powell / Richard Ransom

Bottomline Technologies (nASdAQ: ePAy) provides cloud-based payment, invoice and banking solutions to corporations of all sizes, across all industries worldwide. These solutions are focused on helping companies like yours to streamline, automate and manage processes involving payments (payroll, supplier and customer) and transactional documents. . More....

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inTelligo SoFTWARe limiTedTel: 0800 0390116 Email: [email protected] Website: www.intelligosoftware.co.uk Contact: Fiona Cullinane

established in 1996, intelligo has been providing our own software solutions and outsourced services to hundreds of clients in the UK and ireland. Whether you require Payroll outsourcing services, HR and Payroll cloud based Software as a Service or an on-premises software solution, More....

WeAlden ComPUTing SeRviCeSTel: 020 8364 7177 Email: [email protected] Website: www.wealden.net Contact: George Williams Sales & Marketing Director








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CASCAde HR lTdTel: 0113 2554115 Email: [email protected] Website: www.cascadehr.co.uk Contact: Emma Jones

Cascade combines .neT, browser based HR with HmRC Standard Payroll giving you a fully integrated system. Combining innovation and cutting edge technology in a system that has been on the market for over 5 years and used daily by thousands of users means you get the very latest and best with a proven track record.. More....



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Bond TeAmSPiRiTTel: 01376 519413 Email: [email protected] Website: www.bondteamspirit.com Contact: Joanne Ward

Bond Teamspirit, a division of Bond international Software (UK) limited, is one of the UK’s leading providers of fully integrated HR, Payroll and Time & Attendance software operating from a single database. To date we have successfully implemented solutions for over 500 clients with between 100 and 50,000 employees in all public and private market sectors. More....



Payroll ConsultancyPURely PAyRoll ReCRUiTmenT

Tel: 01277 888 760 Email: [email protected] Website: www.purelypayroll.com Contact: Melanie Pizzey

Purely Payroll is a boutique payroll agency offering payroll recruitment, training, conferences and a montly e-magazine to companies and individuals throughout the UK. if you are looking to recruit permanent, temporary, contract or consultancy payroll professionals, Purely Payroll can provide you with a fast and effective solution.. More....

Bond PAyRoll SeRviCeS Tel: 01903 707123 Email: [email protected] Website: www.bondpayrollservices.com Contact: James Payne - Head of Business Development

For 25 years, Bond has been providing intelligent payroll outsourcing solutions to companies of all sizes. Bond Payroll Services offers fully BACS accredited options for businesses that prefer to run their payroll out-of-house. More...

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PAyRoll AlliAnCe Tel: 020 8401 1828 Email: [email protected] Website: www.payrollalliance.com Contact: Linda Pullan

Payroll Alliance was established in 1985 and offers a wide range of services to the payroll industry including membership, training, BTeC qualifications, consultancy and advice. More....





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Payroll RecruitmentPURely PAyRoll ReCRUiTmenT


Purely Payroll is a boutique payroll agency offering payroll recruitment, training, conferences and a montly e-magazine throughout the UK. if you are looking to recruit permanent, temporary, contract or consultancy payroll professionals, Purely Payroll can provide you with a fast and effective solution. More....







MARCH 2015 55

Time and AttendanceWeAlden ComPUTing SeRviCeS

Tel: 020 8364 7177 Email: [email protected] Website: www.wealden.net Contact: George Williams Sales & Marketing Director










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Bond TeAmSPiRiTTel: 01376 519413 Email: [email protected] Website: www.bondteamspirit.com Contact: Joanne Ward

Bond Teamspirit, a division of Bond international Software (UK) limited, is one of the UK’s leading providers of fully integrated HR, Payroll and Time & Attendance software operating from a single database. To date we have successfully implemented solutions for over 500 clients with between 100 and 50,000 employees in all public and private market sectors.. More....



TrainingPURely PAyRoll TRAining


Purely Payroll are an industry leader providing specialist payroll training. Here at Purely Payroll we only use trusted professional training consultants who have wealth of knowledge in their industry. our training can take place in both a public or in-house capacity and tailor made to your particular requirements. We currently train professionals from all over the globe. Contact us for more information. More....

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THe leARn CenTReTel: 01798 861111 Email: [email protected] Website: www.thelearncentre.co.uk Contact: David Pickett

We provide training that works for you whether you’re starting your career in payroll, HR or management, need to keep up to date with legislation, or want to earn a professional qualification. our face-to-face courses provide plenty of individual attention and interaction with an expert tutor and our unique online learning programmes offer a flexible way to develop your skills while gaining valuable qualifications. More....



PAyRoll AlliAnCeTel: 020 8401 1828 Email: [email protected] Website: www.payrollalliance.com Contact: Linda Pullan

Payroll Alliance was established in 1985 and offers a wide range of services to the payroll industry including membership, training, BTeC qualifications, consultancy and advice. More....





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For further information contact: [email protected]

purelypayroll.com

Purely Payroll3rd Floor, New North HouseOngar Road, BrentwoodEssex, CM15 9BBT: 00 44 1277 888760

Purely Payroll provides specialist global payroll training courses

both In-house and public, in any location across the globe.

Our specialist trainers can tailor make a course to fit your requirements

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