The position we find ourselves pressed into because of Covid-19 has of course been entirely unpredictable. There have been threats of global pandemics over recent years such as swine flu or avian flu, but they haven’t amounted to much and life has pretty much carried on as normal.

Essentially, we haven’t had a dress rehearsal for the situation we find ourselves in now.

We hope to be able to return to something pretty close to what life was like before Covid at some stage. It’s probably fair to say however that we’re all expecting changes in one way or another.

We should recognise that unlike our current position, we will have the opportunity to influence what those changes will be. We have been there before and we should be preparing to make our return to “normal” play to our advantage; taking the best bits from how things were and merging them with the best from how things are now to create the best possible state of how things will be.

There are plenty of commentators on the Internet who are making HR and business management predictions for 2021. We’ve looked over a few of them and have come up with a short list of the trends and concepts that we think are most likely to come to fruition. It could be a good idea to give some thought to these now and probably take some action. When some form of normality eventually returns, you’ll want to be prepared and ready to hit the ground running.

• The Flexible Office: We’re learning that a lot of employees like the opportunity of working from home. There’s no commute, no office distractions and you don’t have to change out of your PJs. We also know that the office and workplace interaction is important. So perhaps the future office is a place where start and finish times, and even work days, are not prescribed. Hot-desks and lockers replace allocated workstations and different zones are allocated and designed for different types of task. It’s a futuristic view that now seems like an obvious step-change.
  
  
• Skills Mapping: A quick Internet search reveals a surprising number of vacancies. Our clients have been telling us for a while that they have struggled to find suitably trained talent to fill their jobs and Brexit may exacerbate the issue. The future solution might be to identify the next best thing; someone with skills that are close to or contiguous to what we need and develop and nurture that individual to be able to fulfil the role we really need doing.
  
  
• Remote Management: We should expect employees to demand more flexibility. If you don’t offer it your competitors will and you’ll experience a potentially damaging exodus of talent. But with remote workers comes remote management and it cuts both ways. Managers as well as workers are entitled to flexibility so be prepared to manage those at home and be managed from a boss who’s at home; or even abroad. It’s happening already but there will likely be more formalisation and with greater deployment of remote productivity monitoring software.
  
  
• Ethical Management: We’re experiencing better air quality because there are less cars on the road right now but the whole ethical argument is set to play a bigger part in how businesses are run; influenced by both employees and customers. Green policies and commitments to the environment already play a part but as the BLM movement has found a voice, the Me Too movement before that and with early signs that older workers have been indirectly disadvantaged through furlough, expect diversity and equality to play a bigger role in how businesses recruit and how consumers spend.

The winners in the not-too-distant future will be those who can see the changes coming and act before the competition. Some of it might be a leap of faith but a lot is being able to see the trends and being open-minded enough to embrace them.

Of course, such dynamic change will need robust policies to be developed and people strategies to be implemented. We’re here to support with all areas of your HR and People Management needs. Call us on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.

As we start 2021 back in lockdown, we might be forgiven for taking a “here we go again” attitude. But that would be missing a huge opportunity to learn from our experiences of Covid-19 and to take appropriate measures that will help us to continue to move forward both as businesses and individuals.

Businesses have certainly learned over the past ten months that they need HR. Good HR is agile and adapts quickly. Flexibility in policy application and people management is what enables organisations to continue to operate in extraordinary times; maximising potential for long-term success.

As we now endure Lockdown 3, the furlough scheme will be a lifeline for many businesses, but for others and some public organisations, there is still a need or obligation to be productive and if you have work for employees to do then furlough isn’t really a solution. Below we have listed some concepts learned from the last 10 months that can be applied to keep businesses operational and productive:

• Flexi-time at home: Many workers will once again be working from home; that’s if homeworking ever truly ended. With schools closed, the burden of childcare will be intensified by the requirement for home-schooling. The pressure can be taken off employees with a simple agreement that whilst in lockdown they can work their hours whenever it suits, provided this still meets the needs of the business. There may be times when presence on an online meeting is required for example, but it shouldn’t be too difficult to weave this into the day. We can offer support with time-management.
  
  
• Hours vs Output: There are long-standing studies that home-workers become significantly more productive once they are removed from the daily interruptions of working in the average office environment. Ultimately, employee performance is about getting the job done in an acceptable amount of time so rather than worry about staff clocking in and out and putting in the hours, focus on output and productivity. Tracking this requires effective leadership to set tasks or goals rather than hours worked. Setting SMART objectives features in many of our training courses.
• Empower workers to formulate a time plan: Childcare is a significant disrupter of employees’ ability to do their jobs whilst at home. Depending on their tasks and role you could allow staff to propose their own plans of how they intend to manage their time that merges their childcare needs and the needs of the business. Reduced working days that are either made up later, taken as holiday or unpaid leave. For example, two hours less work per day which might only equate to one day per week of holiday.
  
  
• Office vs home based teams: We’ve learned that whilst output soars for some employees, home working isn’t for everyone. You need to balance productivity with the wellbeing of your team. Issues surrounding mental health and domestic abuse have been widely reported in previous lockdowns. Without disadvantaging anyone and with complete agreement from all concerned, establish if there is an option to have some workers always at home during lockdown and some always in the workplace. Alternating teams, a week about perhaps, might also be an option.

Finally, don’t forget the quick wins. Regular updates, a solid communication plan or even a “Team 5” over Zoom at the start and close of each day. Staying engaged with colleagues will help to maintain engagement, accountability and morale.

For help, support and advice with implementing any of the points raised here, are phones and e-mail remain covered. Call us on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.

Whilst the Covid pandemic has obviously been, and continues to be, a very difficult experience for very many businesses and employees, two issues that it has particularly highlighted over the last ten months have been individuals’ Mental Health and Domestic Abuse.

We’ve published separate posts about both of these topics during the course of the pandemic, and as we approach Christmas it’s a good time to highlight them again; not least to remind ourselves of the employer’s duty of care. The Government argues that stricter restrictions now means we’ll all be able to enjoy Christmas in a few weeks, but not everyone will be looking forward to the festive break with equal fervour.

What Covid has taught us is that work and being at work is a good thing for more reasons than we might have previously associated with it. There are a high proportion of workers who have relished and thrived at the opportunity to work from home, but it doesn’t suit everybody. Even those who say they prefer to work from home admit to missing the social interaction that being physically present in the workplace brings.

A lot of people rely on their routine of physically going to work and fulfilling their day in the office environment. Routine can be a big contributor to successfully managing our mental health, and that’s before we even consider the effect that the loneliness and isolation of working from home can have on people.

Being required to work from home, or furloughed for that matter, creates its own brand of stress and anxiety for many people. For them, the extra time away from work during the Christmas period may not be something to look forward to.

As much as going to work is seen as way to manage routine and purpose for many, for others the workplace is viewed as a safe haven. The rise in cases and reports of domestic abuse during the Covid crisis as partners and families are forced to spend more time in one another’s company, has been a truly shocking revelation. Extra time at home where the atmosphere could be volatile and fuelled by the readiness of alcohol may be something of a nightmare scenario for some.

Employers are not expected to take responsibility to resolve cases of domestic abuse but they should, in looking out for the welfare of their employees, recognise the signs that it might be happening and support any affected members of staff.

We have a number of training courses that can help businesses to manage their employees’ wellbeing. From our Mental Health First Aider course which equips members of an organisations with the skills and know-how to recognise the signs of mental health issues in individuals and take appropriate action, to our Mental Health Awareness course for groups of co-workers. See our Mental Health Page for more information and course dates.

Our Holding Difficult Conversations workshop isn’t just for disciplinary issues. Sometimes broaching the subjects of mental health or domestic abuse can create a very prickly atmosphere and this course provides methods and tactics to handle tough conversations of all types.

As usual we’re here to help with all you HR and Employment Law issues and have training solutions for the full spectrum of business management. Call us on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.

Whilst the looming festive season is likely to be somewhat less festive than usual this year due to Coronavirus restrictions, employers still need to be mindful of the implications of staff holidays during this period, particularly if any employees are furloughed.

Because taking time as leave doesn’t “break furlough”, the usual Christmas break won’t necessarily effect employers’ ability to claim the grant. However we would advise against claiming just for the period that employees are on leave as a way to save costs or subsidise pay on both legal and moral grounds.

You’ll know that across the Christmas and New Year break we have three public or bank holidays for which most businesses close; Christmas Day, Boxing Day and New Year’s Day. A lot of businesses, ourselves included, also close for the three working days in between the public holidays to make a longer break. Staff are either told to hold back holiday to cover these three days or they are gifted as additional time off.

With flexible furlough available until March next year, it is theoretically possible to furlough staff just for this period of holiday, however we think that is unadvisable and potentially fraudulent. The HMRC would likely take a dim view if an investigation revealed that your staff were at work either side of the furloughed period, and historically your organisation takes the Christmas period as holiday. We should also respect and follow the moral standpoint of many of the high street supermarkets who are paying back grants for rate relief during the lockdown period as there trading figures were not affected.

Notwithstanding, there are some other key points that we should remind ourselves of regarding leave taken during furlough as we commence the run-up to Christmas.

We maintain our advice that furloughed workers should be advised that any holiday time accrued during furlough is deemed as being taken during furlough. This will prevent the need for employees to take or carry over any accrued holiday when furlough comes to an end. For this to be effective however, employers must pay the for leave days at the employees’ correct holiday pay rate, ie their normal rate of pay.

If you haven’t already done so, we also recommend that furloughed staff are informed that Christmas holidays will be taken as scheduled; especially if you are amongst the organisations that ask employees to hold leave days back for this period. Also be aware that because there is no statutory right to take bank holidays as leave, failure to confirm it could leave you open to an argument that the leave wasn’t taken and should therefore be carried forward.

Remembering to pay the employees their full rate of pay for any holiday days will strengthen your case but a written communication will put your intentions beyond doubt. When instructing staff to take holiday you need to give notice of twice the length of the leave. For one week’s holiday, two week’s notice is required, so time is running out if you haven’t already done it.

And finally, a special change in the law earlier in the year now allows staff to carry untaken statutory leave over to the following holiday year. This was designed for key workers and businesses who became so busy during the pandemic that taking holiday was practically or financially unviable. However, if you are paying furloughed staff at the 80% level and are financially unable to top-up their pay to their normal rate for holiday days, then this will be deemed as one of those financially unviable events and staff will be entitled to carry their leave forward, meaning you’ll have to pay for holiday at a later stage at 100% anyway.

We recommend that even if it’s a struggle, you pay the holiday top-up now so that at least you’re getting a grant for 80% of it.

If this post has thrown up any questions or if you think some HR advice would be a good idea, call us on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.

Next course dates: 16th April, 15th May, 18th June and 23rd July 2025

Who should attend this course four day course?

This course is designed for senior managers who have a strategic responsibility for the business. Those that need to act as mentors to drive innovation and lead the team to achieve organisational goals. 

Why should you attend this course?

Our Level 5 Leadership and Management Programme delivers a senior management development plan that enables delegates to achieve at either Award or Certificate standard. This is a comprehensive programme designed to support practising and aspiring middle to senior managers to improve their performance and strategic awareness in the delivery of their senior management responsibilities. Line manager to senior manager is a big step up. Senior managers still have people management responsibility however, they also need to provide direction, facilitate innovation and manage the effectiveness of the wider business. Senior managers need technical knowledge, strategic insight and practical expertise which is not something a senior manager gains over night. Our course, accredited by the ILM, will provide an in-depth understanding of the nuances of people management, leadership and business best practice whilst also analysing the aspiring senior manager’s ability to take on the role of people management and strategic responsibility. 

Get in touch to find out more or book now

It seems that amidst all the bluster surrounding the pandemic, lockdown and which area is going to be in which tier, the story regarding bullying allegations against Home Secretary Priti Patel last week, has slipped almost innocently by. Westminster, it would appear, still works by its own rules on this matter and the Prime Minister’s behaviour is a poor example to others.

It was alleged that Ms Patel had breached the ministerial code of behaviour and was accused of shouting and swearing at staff. Indeed, former Home Office minister Sir Philip Rutnam is suing the government for constructive dismissal, alleging that Ms Patel had "created fear".

Considering the state of the country, the uncertainty of people’s jobs and the attention that has been turned towards Mental Health during the pandemic, this really should have been a much more significant story. Amazingly, the establishment that creates the laws the rest of us must abide by, doesn’t currently have formal disciplinary procedures; instead discipline is handled by their parties. An independent channel for staff to complain about MP’s behaviour was only introduced under le last Prime Minister and even that only offers ‘emotional’ support and guidance.

Prime Minister Boris Johnson’s behaviour during this episode has been particularly questionable. It was he who ordered the investigation into Ms Patel’s behaviour by Alex Allan, the then standards chief. However, when the investigation found that the allegations proved to be founded, Mr Johnson chose to simply disregard the results and declared his support for Ms Patel, saying he didn’t think she was a bully.

Mr Allan resigned from his post following Mr Johnson’s declaration.

Having presided over numerous cases of bullying and harassment allegations over the years, we believe we would have seen a very different outcome had this incident occurred within a business or other organisation. Ms Patel’s defence that “issues were not pointed out to me” would not of held much sway. Everybody has the right to be treated with dignity and respect and individuals, particularly those in positions of power and seniority, must be aware of the impact that their behaviour has on others.

Ms Patel did apologise and say that if she upset anybody it was completely unintentional. However, where bullying is concerned, it is not how behaviour or actions are intended but how they are received which matters. So despite her apology Ms Patel was effectively found guilty and some action should have been taken against her.

Examining Mr Johnson’s behaviour, we should remember that bullying is not restricted to intimidation, shouting, and swearing at others. Bullying comes in many forms including exclusion of others and, as in Mr Johnson’s case, undermining others. Having appointed Alex Allan to carry out an investigation to then simply disregard the findings is, we believe, just as much a case of bullying as that alleged against Ms Patel. The fact that it led to Mr Allen’s resignation is, for us, another potential case of constructive dismissal.

Interestingly, the Ministerial Code was introduced just after the second World War so it’s not as though minsters haven’t had an opportunity to get used to it. Notwithstanding, treating others with dignity and respect should be a “given”, especially for those who run the country. The fact that they even have to have a code raises many questions in itself.

We would recommend that both Ms Patel and Mr Johnson attend one of our Dignity at Work workshops. They are beneficial for all organisations and help to remind staff about behavioural expectations and respect for others. Call us for more information on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.

Earlier this year we published a post on our blog about Subject Access Reports and the onerous obligation they are for organisations, especially smaller business that have limited resources to deal with such time-consuming tasks. Over the last few months, our website statistic show that post has become one of our most popular and the number of views has skyrocketed.

In that post, we gave some advice about what organisations could do to manage their data and so minimise the impact of a SAR if one was ever received. However, someone at the Information Commissioner’s Office (ICO) must have read it too because just last month new guidance was released about the handling of SARs that could take out some of the sting for employers.

We’ve been unable to find any statistics that might explain why that particular post has become so popular but we have a theory that it’s because there has been an increase in the number SARs received by employers. This we think is in response to individuals losing their jobs during the Covid-19 pandemic and wanting either to establish why they were selected for redundancy or just to be a nuisance to their former employer.

With more and more information being held electronically and more communication taking place via digital means, the potential amount of work involved in responding to a SAR is only going to increase. This makes the new guidance from the ICO particularly timely and should be welcomed with open arms.

The guidance in its entirety is quite a piece of bedtime reading but the pertinent points for employers are that:

• When a Subject Access Report is received, it is perfectly just and reasonable to ask the requester to clarify what information they are looking for, the context of the information or a timeframe within which the information might be found
• Whilst clarity is being sought, the clock is stopped on the time the employer has to respond to the SAR, thereby extending the usual 30 days

This new guidance is significant because it now puts some onus on the requester to be specific about the information they are looking for. This will potentially stop disgruntled employees from using a SAR as a weapon of revenge by forcing their former employers to incur unnecessary expense of time and money in preparing it.

Here’s an excerpt from an example on the ICO’s own website:

A supermarket receives a SAR from a long-standing employee for all the data the supermarket holds about them. The employee has recently had a complaint made about them by another employee.

The supermarket asks the employee if they only want information relating to the complaint or if the employee is looking for information between particular dates. The supermarket also asks if the employee would like information unrelated to their employment, eg information linked to the employee’s reward account as a customer.

Until the supermarket receives clarification, they will be unable to perform a reasonable search, or provide a copy of the information, as they do not know what information the request relates to.

You’re welcome to read the guidance on the ICO website at https://ico.org.uk/for-organisations/guide-to-data-protection/guide-to-the-general-data-protection-regulation-gdpr/right-of-access/ but in the meantime our original post is still very relevant and the advice it gives in managing and handling individuals’ information still deserves to be taken note of to help minimise any future liability. As usual however, all cases should be dealt with on an individual basis so please pick up the phone or drop us an e-mail if you’re ever in any doubt.

Call us on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.

After a full year in office, the Prime Minster delivered his party conference speech this week in very different circumstances and surroundings to what he may have expected 12 months ago. Despite donating a significant part of his speech to the opportunities for developing wind-turbine generated electricity in the UK, strengthening the NHS and overseeing an economic recovery were inevitable elements of Boris’s rhetoric.

Those elements continue to be either side of the tightrope upon which the Government seems to be perpetually balancing. Do we risk the economy by restricting people’s freedoms, or risk the NHS by returning them?

It’s said that it is in times of crisis when great leaders emerge. But is this something that can be said of Boris as we struggle on in the face of the coronavirus crisis?

When we discuss leadership during our training courses, one of the expressions we like to share is the 3 Cs of Leadership:

• Clarity
• Consistency
• Consequences

If we look back at some great leaders of the past, it’s easy to apply these characteristics. We won’t give you examples here but try it for yourself.

Did the great leader you are thinking of display clarity? Were they clear in their mission, message or belief? Was there any ambiguity or was it made blatantly plain what they were about and what they wanted to achieve.

Did they exhibit consistency? Did they stick to unswervingly and with singlemindedness to their mission or message?

And did this consistency and clarity make it easy to understand and visualise the consequences? ie what could or would be achieved. Equally were the consequences of not following the vision and values made clear?

If we look at the performance and behaviour of the Prime Minister and his Government during the Covid crisis, are we able to apply the 3 Cs? It’s certainly debateable. There have been ongoing questions cast over testing, track & trace and quarantine. And the Dominic Cummins lockdown-flouting story continues to find its way into the headlines. At times, senior ministers failed to communicate the same message reliably.

We don’t have a political axe to grind at HR Champions but we do think that Leadership should be analysed and examined. It’s from real life examples that we demonstrate and extract what does and what doesn’t contribute to great leadership.

Incidentally, have you applied the 3 Cs test to your own leadership behaviours? If it’s something you want to examine in greater detail, we have Leadership Development training courses available at all levels. Why not talk to us about improving the leadership capabilities of you and your team. Call us on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.

An uncomfortable by-product of the Covid-19 pandemic and of the associated lockdown, has been the notable rise in reports of domestic abuse. One the most startling facts that has been revealed by this increase is just how much some individuals rely on the workplace as a haven or place of escape from an abusive relationship or environment.

It’s easy to explain why we’re hearing more about domestic abuse of course. With households forced to remain in their own company for extended periods, relationships become fraught and tensions build until they explode in an outburst of violence. For those situations we hear about, we should remember that there are many more that go unreported for fear of even greater violence.

As restrictions to abate the advancement of Covid are imposed upon us once again, and the prospect of a second national lockdown looms unnervingly toward us, employer might want to take some time to assess what the potential impact might be on their own workforce. Whilst it’s widely accepted that a high proportion of workers embrace the opportunity to work from home, we shouldn’t forget the many who exist in abusive relationships and who will be dreading the prospect of homeworking.

Employers may not feel that it is their responsibility to become involved in cases of domestic abuse, despite that effects that it may have on the individual, their performance or on co-workers. At HR Champions, we feel that it should fall under the heading of employee welfare and form part of the duty of care that organisations should hold for their staff. If the workplace is acting as a place of refuge for an abused individual, then, even unwittingly, the employer could be playing a vital role in that person’s wellbeing.

Businesses are not expected to take responsibility to resolve cases of domestic abuse but they should, in looking out for the welfare of their employees, notice the signs and signpost affected staff-members to relevant organisations and support groups. Ignoring or turning a blind eye when it’s evident that an issue exists, or is even suspected will almost certainly compound the effects of the abuse for the individual.
Countering the effects that domestic abuse might have in the workplace doesn’t have to be a huge, costly exercise and in fact there are some simple, quick wins that can be implemented by anyone:

• Firstly, we need to recognise that there might be a problem.
  • Has behaviour changed?
  • Is an individual uncharacteristically late for work or has let their work standards drop?
  • In the current climate, an abuse victim may push or find reasons to be allowed to come into the workplace when others are working from home.
  • Is someone dressing differently or unsuitably for the time of year?
  • Abuse isn’t always physical so be aware of mental abuse too
• If an employee discloses they are being abused then don’t doubt or question it; reassure them that they will be supported at work
• Take whatever action you can that doesn’t risk worsening the issue. This may be changing how incoming phone calls or e-mails are managed so the abuser cannot access their victim whilst they are at work or are discouraged to try
• Display posters or information for support groups of domestic abuse or have a list of organisations readily available
• Remember that men can also be victims of domestic abuse and that it can occur in same sex relationships too

A domestic abuse workplace policy will be a good addition to your organisational documentation. It should define what domestic abuse is, the company’s approach to it and it should reassure victims that they will be supported and treated respectfully. Ensuring your managers are trained in how to deal with difficult conversations will help too.

We’re currently hard at work producing a new Domestic Abuse Workplace Policy which we’ll make available in out Toolkit section very soon. In the meantime if you require any support with handling a known or suspected instance of domestic abuse you can call us on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.

It’s not going away! With a recent and significant increase in cases, and local lockdown increasingly being imposed across areas of the UK, the country seems to be going backwards in its struggle against Covid-19. The most common theme in calls to the help line recently has been how to deal with employees who attend the workplace with symptoms.

Adhering to the Government guidelines remains paramount of course and we shouldn’t let our attention slip from the most basic measures of regular handwashing, keeping our distance from others and self-isolating if we show symptoms. However we may need to deal with those who are in denial about having the disease and/or are afraid of not being able to earn enough money to live.

It’s highly likely that some of the cases we heard about of widespread contagion within food processing plants in the north of England were bought about because people who had symptoms still reported to work because they were worried about not being paid.

The Government’s big battle amongst all of this is that of the economy versus the health of the nation. A tightening of restrictions in the hospitality sector has already been mooted, but all industries and businesses need to play their part.

We’ve put together a guidance document for employers regarding the various scenarios that might be faced should an employee present for work with symptoms. It’s available for download from the Toolkits section of our website. Here’s a synopsis.

Individual should not go to the workplace if they:

• Are unwell with suspected coronavirus symptoms
• Are told to self-isolate by a Government Test and Trace service
• Someone they live in close proximity with has been advised to self-isolate and/or has symptoms.

Employees who need to self-isolate should:

• Tell their employer and go home
• Avoid touching anything
• Follow cleaning guidelines
• Track and trace those in the company that they have been in close contact

If someone with coronavirus symptoms has come into work:

• Send the employee home and recommend testing
• Follow Public Health England cleaning advice
• Review company risk measures and how “close contact” was not managed if this is the case.

If close contact occurred

• Avoid contact with people at high increased risk of severe illness from coronavirus
• Take extra care in practising social distancing and good hygiene
• Watch out for symptoms and self-isolate if they also show signs of coronavirus

What is close contact? Close ‘contact’ is a person who has been close to someone who has tested positive for COVID-19 anytime from 2 days before the person was symptomatic up to 7 days from onset of This could be a person who:

• Spends significant time in the same household
• Is a sexual partner
• Has had face-to-face contact (within one metre), including:

What happens if you or others identify that employees have been exposed to Covid-19 through close contact at work?
You need to complete an HSE RIDDOR on line (Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013) as a person at work (a worker) has been diagnosed as having COVID-19 attributed to an occupational exposure to coronavirus. This must be reported as a case of disease.

Multiple cases in the workplace?
If there is more than one case of COVID-19 in a workplace, employers should contact their local health protection team to report the suspected outbreak.

As usual, this information is for guidance only. For specific advice and support you should contact us direclty. Call us on 01452 331331 or e-mail This email address is being protected from spambots. You need JavaScript enabled to view it.