THE VIEW AND THE INTELLIGENC E
How the REC is supporting the industry P2 BIG TALKING PO INT
Why people are choosing temporary work P4 LEGAL UPDATE
RECRUITMENT MATTERS
The final countdown to IR35 P6 Issue 80 December 2019
INSPIR ATIO N
Going the extra mile for candidates P7
HEA LT H C AR E R E C RU I T M E NT
Government approach to healthcare recruitment puts patients at risk, warns REC “Fees paid to I agencies have n a letter to the Secretary of State for Health and Social Care, Matthew Hancock, the REC sounded an alarm bell over the ability of the NHS to maintain high quality care at affordable prices. Firms with high standards are increasingly finding they can’t afford to work with the health service. Agencies leaving the market would mean staff shortages that would cost more to fill through high cost, emergency routes. REC chief executive Neil Carberry said that if the frameworks that the NHS uses to procure temporary staff remain focused only on buying the cheapest option, quality of care may suffer. Pointing to the high level of cost savings that agencies have already delivered for the health service, Carberry said: “Increasingly, agency providers deliver at rates below [those of] NHS banks”. And he added: “Fees paid to agencies have come down substantially as we reach the fourth year of caps.” Delivering high standards of patient care at good value is at the heart of what NHS staffing firms do. But there comes a point where firms simply cannot supply at the
@RECPress
come down substantially as we reach the fourth year of caps.”
prices offered, so they leave the market – a trend we have seen in social care and public sector infrastructure already. In the letter, the REC points out that where government enforces unrealistic frameworks it creates instability and an unsustainable market. This always ends up leading to higher costs for the taxpayer in the long term: “Government learned from the Carillion collapse what happens when
unsustainable contracts are forced through by public procurement – only firms willing to take uneconomic business remain... Some recent procurements are pitched at levels that are likely to drive firms to exit NHS on-framework supply.” This could have especially serious consequences as we run up to high demand winter months. The full text of the letter is available on the REC website.
www.rec.uk.com
L E A D I N G T H E I N D U S T RY
the view... We’re bringing you a new REC for a dynamic, modern industry, says
NEIL CARBERRY, REC chief executive
C
hange is the one constant in all our businesses. Whether it’s technology, politics or economic challenges – we are shaping and reshaping to meet what the market demands every day. With every change I can remember, people have said that recruiters are under pressure. In some ways, we are. But pressure creates diamonds. And we always come through. At the REC, we see people strategy rising up the corporate agenda through our work in the Good Recruitment Campaign with almost 500 major client businesses. More and more business leaders realise that recruitment is a professional service, not just a process. That’s why I am optimistic for what we can achieve together in the years to come. A true coming of age for recruitment. Staying in step with that change is as important for us at the REC as it is for any of you. Over the last 12 months we’ve focused on how to adapt. We’ve spent hundreds of hours talking to members about business needs and what you want from us. Recruiters have told us to be more direct, simpler to work with and digitally enabled. So that is what we are going to do – in our campaigning, our advice, and our support on standards and training. You’ll hear the difference in the way we talk, and the REC is going to look very different too. We will be showing off that new look for the first time at the IRP Awards. The icing on the cake, however, is a new website. Launching early in the new year, this will give every member easier access to mobile-first support from the REC. With individual log-ins, the REC’s products will be available to everyone in member businesses for the first time too! A new REC, for a new age. An improved digital offering will make the content you value easier to access in quicker, more bite-size ways too. How’s that for a Christmas present? In challenging times, the REC is your organisation, by your side – this just makes us easier to work with and more impactful in what we do for you. On behalf of everyone at the REC, I wish you, your colleagues, families and loved ones, a very happy Christmas. I’m looking forward to working with you for a bright and prosperous 2020. If you want to keep up to speed with all things recruitment, then follow me on Twitter @RECNeil
2 RECRUITMENT MATTERS DECEMBER 2019
We’re playing our part in a time of crisis, says TOM HADLEY, REC director of policy and campaigns
6%
the intelligence... The top labour market trends of 2019
The number of vacancies in the UK has been falling since early 2019. At the time of writing, vacancies were down 6% since the beginning of the year.
BY THALIA IOANNIDOU, RESEARCH MANAGER
T
hrough political deadlocks, Brexit deadlines and a bit of a gloomy economic outlook, the labour market has shown resilience and employment remained high. But the year has not been without its warning signs.
HADLEY ’ S C O MMENT
The Thomas Cook affair
sectors, while temporary staff demand was strongest in the Nursing, Medical & Care, and Hotel & Catering sectors. In contrast, overall demand in the Retail and Construction sectors declined.
Employer confidence
Over the last few months, we have been feeding into the government’s National Taskforce set up to support workers affected when travel firm Thomas Cook went into administration. The recruitment sector is playing a pivotal role in helping people transition into new jobs and different sectors; in an age of ongoing disruption we can expect the need to facilitate these transitions to intensify. Over 9,000 workers were made redundant, in all regions and in the devolved nations, and particularly in the main office hubs in Peterborough, London and Manchester. The jobs lost ranged from cabin crew and pilots, to retail staff, engineers, IT, administrators and customer services. A number of key messages have emerged from our work with the government’s taskforce: • The sheer impact of redundancies on the mental wellbeing of workers and on their families can never be over-estimated. Many of the individuals affected had worked for Thomas Cook for many years, which compounded the shock and sense of loss. • S pecialist recruiters have a big role to play in helping individuals to find new jobs and transition into other sectors. The series of jobs fairs for Thomas Cook staff were an opportunity for recruiters to help make a difference. •M any of the households affected by the administration had little or no savings, which makes earning money quickly an urgent priority. Within this context, agency work can provide a crucial bridge into the next permanent role. •R aising awareness of local jobs market trends and of latest hiring procedures are important elements of the support offering to workers. REC research and data will be used to help with this. •M any of the employees will not have had to look for work for many years. This underlined the need for practical guidance on how to navigate evolving hiring procedures, which recruitment professionals are uniquely placed to deliver. The Thomas Cook administration came after other high-profile redundancies at Monarch, Carillion, BHS and Right Bus. Harnessing the contribution of recruitment professionals to help those affected is at the heart of the formal Partnership Agreement between the REC and the Department for Work & Pensions. The way our sector responds to a crisis and ongoing external challenges continues to be a powerful illustration of the recruitment industry’s contribution the UK economy and labour market.
Ongoing uncertainty adversely affected business confidence this past year. According to our monthly ‘JobsOutlook’ survey of UK employers, confidence in the economy was at a low of net: -31 in January-March. At the time of writing, having marginally recovered in the summer, optimism around economic prospects fell yet again in July-September with 31% more employers thinking economic conditions were worsening rather than improving. Despite this, confidence in making hiring and investment decisions remained higher throughout the year. However, sentiment fell to its lowest level in January-March (net: -4). It has recovered slightly since.
Staff demand The number of vacancies in the UK has been falling since early 2019. At the time of writing, vacancies were down 6% since the beginning of the year. Our ‘Report on Jobs’ monthly surveys also indicated weakened growth in demand for permanent and temporary staff since January. The rate of vacancy growth in September was the slowest seen since January 2012. Throughout 2019, demand for permanent staff was strongest in the IT & Computing and Accounting & Financial
PERMANENT MARGIN RALLIES, TEMPORARY MARGIN HOLDS 20% 18% 16% 14% 12% 10% 8% 6% 4% 2% 0%
19% 16%
Average temporary margin as % of turnover
ou can follow Tom on Y Twitter @hadleyscomment
Average permanent invoice as % of placement salary
Average temporary recruitment and permanent placement margins, Q2 2019
www.rec.uk.com
www.rec.uk.com
Appointments In April-June, the UK reached a record high employment rate, but in June-August the ONS reported the first quarterly decrease since August-October 2017. The number of people placed into permanent jobs by recruitment consultancies fell for the seventh consecutive month in September. In contrast, our ‘Report on Jobs’ temporary billings index continued to signal a rise, albeit modest, throughout the year. 20 15 10 5 0 -5 -10 -15 -20 -25 -30 -35
Economic conditions (net) H iring and investment decisions (net)
Sep
Nov
Jan19
Mar
May
Jul
Sep
The average recruiter in the RIB Index achieved an average permanent placement margin of 16% in Q2 2019, up from 13% recorded in the same period last year. In comparison, the average temporary recruitment margin (19%) was the same as the level recorded in Q2 2018. With heightened signs of skills scarcity, coupled with candidates’ reluctance to move posts in these
Labour and skills shortages During 2019, on average three quarters of employers reported they had little or no capacity to take on more work without needing to hire additional staff. Meanwhile, their concern over the availability of permanent staff rose, year-on-year, from 46% to 52% (‘Jobs Outlook’, October 2019). Recruitment and employment consultancies have also signalled a sustained fall in overall candidate availability in the third quarter, with the former seeing the steeper rate of reduction. Shortages, particularly in sectors such as Health & Social Care, IT and Hospitality, put a considerable strain on businesses. In such unsettling times, the recruitment industry has proven it has a vital role to play in addressing heightened business concerns, supporting employers in planning their workforce effectively and identifying new opportunities. The industry will continue to do so in 2020 and support the long-term health of the UK jobs market. continuingly uncertain economic times, increasing levels of reward seems an appropriate strategy for recruitment intermediaries. But with the growing complexity involved in sourcing and securing temporary workers – and then ensuring their continuing compliance with a changing raft of legislative requirements – it is unsurprising that margins are holding for this area of resourcing support.
BELINDA JOHNSON runs employment research consultancy, Worklab, and is Associate Knowledge & Insight Director of Recruitment Industry Benchmarking (RIB). The RIB Index provides bespoke confidential reports on industry benchmarks and trends. See www.ribindex.com; info@ribindex.com: 020 8544 9807. The RIB is a strategic partner of the REC.
DECEMBER 2019 RECRUITMENT MATTERS 3
FLEXIBLE WORK
FLEXIBLE WORK
big talking point
Good work and flexibility go hand-in-hand
41% of those aged 18-24 have taken on
temporary work for the flexible hours, compared to 25% of those aged 45-54.
20% of contractors said they did it to work
fewer hours or have a better work/life balance.
n any given day, UK recruiters place over a million people into temporary work assignments. But the overriding presumption is that people fall into this type of work because they can’t find a permanent job at the time. And when the government’s ‘Good Work Plan’ has upped the scrutiny on gig work, zerohours contracts, vulnerable workers and precarious work, there’s an even greater risk that all temporary work will fall under suspicion. So why do people choose to work in this way and what does it mean for their future careers? The REC’s latest ‘Flex Appeal’ research aimed to find out. And yes, 42% of people who have taken temporary employment as an agency worker, contractor or freelancer cited difficulty in finding a permanent role as a common reason for doing so. But other, more proactive, reasons came through strongly too: • 36% wanted to find work quickly • 28% wanted to work flexibly • 25% wanted to earn money quickly. Nearly a quarter (23%) of contractors/freelancers who have secured work through an agency did so to work independently and not for one company; and 19% said they had chosen to work in this way to earn more money than they would in a permanent role. Temporary agency and contract work is neither all low-
4 RECRUITMENT MATTERS DECEMBER 2019
Of all those who have worked as a temporary agency worker, 37% would consider working in this way again in the future – and that rises to 53% of contractors and freelancers. Similarly, about a third of those in permanent work (whether full- or part-time) would consider becoming a contractor, freelancer or temporary agency worker.
In any organisation, managing the flexible labour force is equally as important as managing permanent staff. It is imperative that individuals have a positive choice in the way they work, are aware of their rights and have confidence that regulations are being effectively enforced. Employers and recruiters have a responsibility to contribute to workers’ sense of wellbeing by actively promoting inclusion in the workplace and showing appreciation of their efforts. And offering training is important. While not all temporary work is low-skilled or low-paid, a lack of opportunities to learn and develop new skills is the single biggest factor in limiting career progression for those at the lower end of the scale. Employers can do their bit to ensure temporary workers are getting a breadth of experience on any given assignment, which they can then use to progress, but the REC is also calling on the government to help. Currently, the Apprenticeship Levy excludes the vast majority of temporary workers by virtue of the short nature of contracts. Reforming this into a broader, more flexible training levy will help both agencies and employers to provide access for temporary workers to shorter training courses. This would an important step towards equality of opportunities, skills development and increased productivity.
Employers value their contribution
Download the full Flex Appeal report on the REC website.
Temporary work can drive progression
Why working as a temporary agency worker, contractor or freelancer is more of a choice than you might think
skilled nor all low-paid. Agency nurses, locum doctors, supply teachers, IT consultants and engineers are all professionally qualified and can be supplied via agencies on contracts for services.
According to the REC’s ‘JobsOutlook’ report for the period June-August 2019, 26% of employers of temporary agency workers reported that each year they transfer at least half of their temporary workers into permanent roles – demonstrating how temporary work can provide a route into permanent employment for hundreds of thousands of temporary workers. Temporary work also plays an important role for inclusion – it’s a way in for older people, those with caring responsibilities, the disabled and people from disadvantaged backgrounds. And it can be an effective way to develop new skills and gain experience in a new area of work – the REC’s research found 24% of those aged 18-34 have taken employment as a temporary worker, contractor or freelancer to gain such experience.
For many, it’s a choice Flexibility is a growing priority As discussed in the last issue of Recruitment Matters, as many as 87% of employees would like to work flexibly, but only 15% of permanent roles are advertised as being open to flexibility. Temporary work is one way to fill this need. This is a big motivation for contractors and freelancers in particular, but it is also an influencing factor for a higher number of women than men – and for workers aged 18-24.
2 in 5 British adults have worked as a
temporary agency worker, contractor or freelancer at some point in their life.
25%
of all temporary workers are Only working in this way because they could not find a permanent role.
33% of women opt for temporary work for the flexibility, compared to 24% of men.
www.rec.uk.com
So how do recruiters ensure the benefits are felt?
In the REC’s survey of employers, respondents rated how important temporary workers are to their businesses for a number of reasons: • 78% said they were important for meeting seasonal peaks in demand • 67% said they were important for covering leave or absences • 57% recognised the importance of temporary workers in responding to growth as new customers are won • 49% valued temporary workers for providing them with short-term access to key strategic skills. With persistent skills shortages, declining candidate availability, and the majority of employers having little or no spare workforce capacity, temporary workers form part of the effective staffing strategies that enable the UK economy to thrive. www.rec.uk.com
16% of temporary agency workers did so to gain experience in a new area of work.
66% of respondents who had previously
worked as a temporary worker were now in a permanent role.
37% of those who have worked as a temporary worker would consider working in this way again.
DECEMBER 2019 RECRUITMENT MATTERS 5
I R 3 5 F O R T H E P R I VAT E S E C T O R
I N S P I R AT I O N To keep up to date with everything the Institute of Recruitment Professionals is doing, please visit www.rec-irp.uk.com
legal update The final countdown to IR35 By JANE O’SHEA, Solicitor at REC
W
ith just four months to go until the introduction of the off-payroll working rules in the private sector, time is running out to prepare. The REC has been out and about, on the road helping members get ready, delivering 14 seminars throughout the UK since May 2019. Members have engaged really well but if you have yet to take action, our message is: there’s still time if you move quickly. Here are some steps to follow to ensure that your business is ready for the roll out:
1. Build a team & assess the impact Set up an in-house project team and engage with clients to determine if the small company exemption will
STEPPING INTO A SUCCESSFUL 2020
6 RECRUITMENT MATTERS DECEMBER 2019
apply to them. If all of your clients are exempt, then no action is required. If the exemption does not apply then you should conduct a full audit of your workforce and consider: • How important is each client to your business? How many contractors do you supply to them? What’s the financial value of these contracts? • Are your contractors engaged through personal service companies (PCSs), umbrellas etc? • Can you deal with an additional payroll burden or should this be outsourced? Are you planning on engaging with new umbrellas? Do you have a robust due diligence process? • Can changes be made to working patterns to take roles outside IR35? If not, do you have transfer fee provisions in your client contracts? This will be relevant if clients decide to take on workers on a permanent basis – will your business be protected? • Be aware of additional costs that your business may incur, eg. as your payroll increases so too will liability for the Apprenticeship Levy. From 6 April 2020 you will have to provide a Key Information Document to
2020 is going to be an exciting year. We’re anticipating a steady growth in the upcoming years amid the chaotic economic climate. The Good Work Plan legislation comes into effect in April 2020, and now is the perfect time for you, as an employer, to step in and own this transformation. Think about the strategies you need to put in place to adhere to the five principles of the Good Work Plan, namely: 1. Satisfaction 2. Fair pay 3. Participation and progression 4. Wellbeing, safety and security 5. Voice and autonomy. Our three pillars of a successful employee
workers and work seekers, which will set out rates of pay and deductions and will improve pay transparency.
Q&A
BEHIND THE SCENES AT THE INSTITUTE OF RECRUITMENT PROFESSIONALS
JULIE GRIMES, MD, Jaguar White Recruitment, on why – and how – the best recruiters go that extra mile for candidates
2. Communicate with clients and contractors
Tell me a bit about your business…
Use this opportunity to demonstrate your readiness for the changes ahead. Clients and contractors will appreciate agencies that take a proactive approach. Contractors especially will want to know the impact of the new rules and the information that will allow them to plan ahead. Is your business IR35 ready? You can keep up to date on the latest developments via our IR35 hub or by coming to one of our Preparing for IR35 seminars in 2020. Keep an eye on our events page for details.
I set up Jaguar White in 2011 when my children were very young. I needed to work locally, starting out in Hertfordshire, Bedfordshire and Buckinghamshire, and I couldn’t work long hours in an office. But I knew I could provide as good a service as the big boys – if not better. I love what I do, and I’m thorough at doing it. As an independent consultancy, I’ve only got a small team, without whom it would be impossible to acknowledge every application or provide valuable feedback to those candidates that haven’t been successful. I can’t believe so few candidates get that basic courtesy.
retention strategy should serve as a guide to help you get started: • Training your consultants to make sure they’re at the top of their game • Recognising them to boost their credibility among your clients • Rewarding them for their contributions to your business growth and to cement loyalty. The REC is here to offer our expert guidance and services to ensure you and your team have everything you need to succeed in the years to come.
Can you give an example of where you’ve gone the extra mile? I helped one gentleman find a permanent position in accounts. He was 56, had been made redundant and spent the past five years in temp contracts – because he believed his age and
Find out more at: https://www.rec-irp. uk.com/membership www.rec.uk.com
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seniority in past roles were blocking his job search for a suitably challenging and fulfilling role that also offered work-life balance. To add to the challenge, his mum had just had a stroke so he was staying two hours away from home to look after her, while continuing his job hunt. We worked together with the client to arrange 1st and 2nd interviews on Friday afternoon and Monday morning to fit in with his travel and his mum’s care arrangements. He was one of three candidates I put forward for the role, all of whom I coached for the interviews and briefed about the role and what was expected. The process took patience and expertise, in the way I handled both client and candidate, but he secured the full-time role and has been doing well since. The same level of understanding and support is needed for working mums, going after flexible roles that are like gold
dust, or for those with limited experience who’ve been dismissed by other recruiters. You need to coax out the information that sets them apart from the competition and give them the confidence for their personalities and skills to shine through. People are more than just a CV. And when employers are cottoning on to the importance of diversity, spending this time and attention at the recruitment stage can yield real results. I’ll always follow up with calls or site visits too to ensure successful candidates are settling in ok, and check if there’s any further support they need.
What lessons can you share about running your own business successfully? Your standards of service, together with experience, can set you apart from the competition, however big they are. I won’t recruit for a client unless I’ve seen
them at their premises. Personality fit and cultural fit is as important as the skills required. And if I can’t explain the business and the role properly to candidates, it’s so much harder to get that right. Meeting the client, gaining that understanding, then meeting and coaching candidates and running skills checks might mean the process takes longer, but I’ve found clients tend to be happy to pay extra for the thorough service. I now have the confidence to say no to new business, if it would otherwise mean compromising on my standards. You have to choose the clients that are right for you to work with – who respect the time you need to do your job and realise the value you add. Paying attention to your own personal development and keeping training up to date is also invaluable. I believe you should never stop learning in order to do your best for clients and candidates alike.
DECEMBER 2019 RECRUITMENT MATTERS 7
AWA R D S HEADLINE SPONSOR
THE IRP AWARDS 2019 SHORTLISTS INDIVIDUAL AWARDS SHORTLIST NEWCOMER OF THE YEAR • Krishan Adams, Carrington West •A yo Adesina, Extrastaff • Keegan Cooper, Evolve Hospitality • Bethan Dixon, New Directions Education • Rhys Evans, Hyper Recruitment Solutions • Amanda Lees, Search Consultancy • Ben Marsh, Human One • Haseena Mooncey, Hyper Recruitment Solutions • Ben Neale, Medlocums • Marianne Wills, Pro-Recruitment
TEMPORARY CONSULTANT OF THE YEAR • Ilya Donets, Carrington West • Heather Eaves, Term Time Teachers • Chris Hornbuckle, C&D Group • Josh Howell, Evolve Hospitality • Isabel Muller, Search Consultancy • Bernard Murphy, Jane Lewis Healthcare • Laura Preston, Redline Group • Andreea Roman, Human One • Tim Stevenson, Gattaca
PERMANENT CONSULTANT OF THE YEAR • Graham Brown, ARV Solutions • Amy Court, Taylor Herrick Recruitment • Nathan Darnell, Oakwell Hampton • Matt Davidson, Pro-Recruitment • Kate Green, Pro-Recruitment • Jamie King, Redline Group • Georgia Walden, Hyper Recruitment Solutions
IN-HOUSE RECRUITER OF THE YEAR • S amantha Green, Encore Personnel Services •C harlotte Hawkins, Virgin Media • Vanessa van de Venter, Siemens
CORPORATE AND SOCIAL RESPONSIBILITY PRACTITIONERS OF THE YEAR • Girling Jones • Human One • Search Consultancy • Taylor Herrick Recruitment • VGC Group
• Oaklands Global • People First • Robertson Recruitment • SSA Recruitment BEST COMPANY TO WORK FOR (UP TO 50 EMPLOYEES) • Blayze Group • Bramwith Consulting • C&D Group • Evolve Hospitality • Give A Grad A Go • Hyper Recruitment Solutions • Nurseline Healthcare • Oakwell Hampton • Oxford HR • White Recruitment
BUSINESS LEADER OF THE YEAR • Saffa Ayub, Bramwith Consulting • Danny Brooks, VHR • Jessica Marchant, Sidekicks • Ed Vokes, Evolve Hospitality
BUSINESS MANAGER OF THE YEAR • F iona Blackwell, Girling Jones •M adona Dartsimelia, Term Time Teachers •N adia Gilmartin, Jane Lewis Healthcare • S amantha McCune, Evolve Hospitality • L indsey Thompson, Search Consultancy
COMPANY AWARDS SHORTLIST BACK-OFFICE TEAM OF THE YEAR • Carrington West • Impellam Group • InterQuestGroup • New Directions Holdings (HR Team) • PMP Recruitment • VHR • WorkwithYork & WorkwithSchools RECRUITMENT TEAM OF THE YEAR • Medlocums Recruitment • New Directions Pharmacy • Oracle Contractors • Randstad •T erm Time Teachers • VHR
RECRUITMENT MATTERS
RECRUITMENT CAMPAIGN OF THE YEAR • Guidant Global • Meridian Business Support • VHR PEOPLE DEVELOPMENT BUSINESS OF THE YEAR • Admiral Recruitment • Amoria Bond • Bespoke Careers • VHR
The official magazine of The Recruitment & Employment Confederation Dorset House, 1st Floor, 27-45 Stamford Street, London SE1 9NT Tel: 020 7009 2100 www.rec.uk.com
8 RECRUITMENT MATTERS DECEMBER 2019
BEST COMPANY TO WORK FOR (UP TO 20 EMPLOYEES) • Brandon James • Cityscape Recruitment • Girling Jones • Human One • Inspired Search & Selection • Medlocums Recruitment
BEST COMPANY TO WORK FOR (UP TO 150 EMPLOYEES) • Bespoke Careers • Carrington West • Extrastaff • Jane Lewis Healthcare • McGinley Group BEST COMPANY TO WORK FOR (OVER 150 EMPLOYEES) • Amoria Bond • Encore Personnel Services • Pertemps Network Group • PMP Recruitment • Search Consultancy
Membership Department: Membership: 020 7009 2100, Customer Services: 020 7009 2100 Publishers: Redactive Publishing Ltd, Level 5, 78 Chamber Street, London E1 8BL Tel: 020 7880 6200. www.redactive.co.uk Editorial: Editor Pip Brooking Pip.Brooking@rec.uk.com. Production Editor: Vanessa Townsend Production: Production Executive: Rachel Young rachel.young@redactive.co.uk Tel: 020 7880 6209 Printing: Printed by Precision Colour Printing © 2019 Recruitment Matters. Although every effort is made to ensure accuracy, neither REC, Redactive Publishing Ltd nor the authors can accept liability for errors or omissions. Views expressed in the magazine are not necessarily those of the REC or Redactive Publishing Ltd. No responsibility can be accepted for unsolicited manuscripts or transparencies. No reproduction in whole or part without written permission.
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