How can we build a culture of compliance in the built environment? In this blog James Bradley, discusses why clarity is the first step towards a fail-safe culture of compliance in the built environment.
Sometimes non-compliance can actually be the sign that you’re doing your job well. For example, if you were to discover your portfolio has areas of non-compliance or that certain documentation is out of date. This is a sign that you’re being proactive in your role as responsible person. In this blog, James Bradley examines the impact of non-compliance and what issues most frequently affect UK businesses.
The built environment and the way in which it is regulated is changing. Unforeseen disruption can expose those in charge of keeping buildings safe to a myriad of penalties. In this blog, Operations Manager Harrison Briggs asks: can we forecast changes to regulation and become more proactive with our future compliance obligations?
It’s easy for SMEs to fall into the trap of thinking that compliance is only relevant to large organisations.
By Will Radcliffe – Training Manager
It’s one thing, coming to work every day and excelling in your role for clients. It’s another thing completely, however, to do this whilst also studying for professional qualifications in your spare time.
In this article for Risk UK, MD of Amulet, Darren Read, discusses the pitfalls of the so-called ‘race to the bottom’ in security services.
Churchill has partnered with its client Coulby Newhams Parkway Shopping Centre on a sustainability initiative being rolled out to improve the public areas in the Centre’s local area of Hemlington, Middlesbrough.
By James Bradley – Director, Churchill Complete Compliance
From auto-enrolment of pensions and the new National Living Wage, to GDPR, gender pay reporting and the apprenticeship levy, the legislation affecting small businesses is growing.
By Mel Taylor – Group HR Director
Living and working with mental health issues can be challenging, with evidence suggesting that 12.7 per cent of all sick days taken in the UK can be attributed to mental health conditions.
By Mark Whyte – Operations Director, Midlands & North
Over the course of the past two years (and particularly in the last year), our presence in the Midlands has grown exponentially. Mark Whyte delves into what this means for Churchill and its customers.
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