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Setting up a business involves complying with a range of legal requirements. Find out which ones apply to you and your new enterprise.

What particular regulations do specific types of business (such as a hotel, or a printer, or a taxi firm) need to follow? We explain some of the key legal issues to consider for 200 types of business.

While poor governance can bring serious legal consequences, the law can also protect business owners and managers and help to prevent conflict.

Whether you want to raise finance, join forces with someone else, buy or sell a business, it pays to be aware of the legal implications.

From pay, hours and time off to discipline, grievance and hiring and firing employees, find out about your legal responsibilities as an employer.

Marketing matters. Marketing drives sales for businesses of all sizes by ensuring that customers think of their brand when they want to buy.

Commercial disputes can prove time-consuming, stressful and expensive, but having robust legal agreements can help to prevent them from occurring.

Whether your business owns or rents premises, your legal liabilities can be substantial. Commercial property law is complex, but you can avoid common pitfalls.

With information and sound advice, living up to your legal responsibilities to safeguard your employees, customers and visitors need not be difficult or costly.

As information technology continues to evolve, legislation must also change. It affects everything from data protection and online selling to internet policies for employees.

Intellectual property (IP) isn't solely relevant to larger businesses or those involved in developing innovative new products: all products have IP.

Knowing how and when you plan to sell or relinquish control of your business can help you to make better decisions and achieve the best possible outcome.

From bereavement, wills, inheritance, separation and divorce to selling a house, personal injury and traffic offences, learn more about your personal legal rights.

Employers urged to tackle unhealthy working habits

27 April 2021

The "always on" culture means that many employees work outside of their contracted hours or when they are ill, according to a new report on wellbeing at work.

The latest Health and Wellbeing at Work survey conducted by the Chartered Institute of Personnel and Development (CIPD) and Simply Health has found that 77% of employers say they have observed presenteeism - people working when unwell - in employees who are working from home in the past year. This is slightly higher than levels of presenteeism in employees attending the workplace (75%).

The survey of 668 HR professionals, representing 2.7 million employees, also found that leaveism - working outside of contracted hours or using annual leave to work or when ill - is an issue for 70% of employers polled.

What's more, the vast majority (82%) of employers are concerned about the impact of COVID-19 on employees' mental health. As a result, over half of organisations have increased employee wellbeing support or benefits, while just over a third are focusing more on providing virtual health services. However, the research reveals that over two-fifths experiencing presenteeism (43%) and leaveism (47%) aren't taking any action.

These findings suggest that many organisations haven't taken any steps to combat the risks of an "always on" culture during the pandemic. Boundaries between work and home life have become increasingly blurred for many people working from home, making it difficult for people to switch off.

Rachel Suff, senior policy adviser, employment relations at the CIPD, said: "The COVID-19 pandemic has put a huge strain on employers and individuals. Employers should take a strategic and preventative approach to wellbeing in order to tackle work-related stress and unhealthy behaviour like presenteeism and leaveism and this must be role modelled by those in senior positions. They should also recognise the important role that line managers play in supporting individuals with their health and wellbeing. Managers should be equipped with the appropriate training, support and guidance needed to do this effectively."

The report identifies three key areas for improvement:

  • Line managers need the right training, knowledge and skills to support people's health effectively;
  • Employers need to take a more strategic approach to enhance wellbeing, prevent ill health and support people when they become unwell;
  • Organisations must increase investment in wellbeing - just 26% said their allocated budget for wellbeing benefits has increased as a consequence of the pandemic.

Written by Rachel Miller.

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