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Bank of England governor Mark Carney with the new £10 note
Banknotes will continue to contain traces of animal products despite objections over the use of tallow in the Bank of England’s polymer notes.
Some vegans, Hindus and Sikhs had been unhappy with tallow’s use in the new plastic £5 notes which entered circulation in September.
Future production of the polymer £5 notes and £10 notes, plus the £20 to be launched in 2020 will be unchanged.
The Bank said its “has not taken this decision lightly”.
“The Bank fully recognises the concerns raised by members of the public, both prior to and during the consultation,” it said.
Sustainability fear
Tender for production of the £20 had been put on hold while the Bank assessed whether palm oil or coconut oil should be used instead.
However, that announcement proved controversial with conservation groups, who warned that palm oil production can wreck rainforests and displace people living in them if it was not sustainably sourced.
Image copyright Getty Images
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Palm oil has been blamed for deforestation in countries like Indonesia
The Bank launched a public consultation, receiving responses from 3,554 people. Of those who expressed a preference, 88% were against the use of animal-derived products and 48% objected to the use of palm oil-derived additives
“The Bank has had to balance these responses against its other public duties and priorities as well as the other evidence gathered over the past months,” a spokesman said.
“The use of palm oil raises questions about environmental sustainability and the Bank’s suppliers have been unable to commit to sourcing the highest level of sustainable palm oil at this time.
“Value for money was also a consideration in the Bank’s decision.”
The additional cost of switching to a new type of production had risen to about £16.5m over the next 10 years, according to the Bank.
It said it had consulted with the UK Treasury, as the additional cost would have had to have been taken on by the taxpayer.
HM Treasury advised the Bank that it does not believe switching to palm oil derivatives would achieve value for money for taxpayers.
About 700,000 eggs have been sent to the UK from potentially contaminated Dutch farms, up from an early estimate of 21,000, the food watchdog has said.
The Food Standards Agency (FSA) said it was very unlikely that there was a risk to public health.
However, 11 products containing egg – including sandwiches and salads – have been withdrawn from supermarkets.
Dutch police have now arrested two people suspected of using the insecticide fipronil.
The FSA said the 700,000 figure represented 0.007% of eggs eaten in the UK each year.
It added that in the UK, the Dutch eggs were not sold as shell eggs but used in foods with many other ingredients – mostly sandwich fillings or other chilled foods.
It said traces of fipronil – which can be harmful to humans – were mixed with other eggs so chemical residues would be “highly diluted”.
The British Egg Industry Council said shell eggs on sale to consumers in the UK were not affected.
It said: “All major UK retailers stock British Lion shell eggs and tests have shown that there is no risk from British eggs.”
Scandal ‘isn’t over’
Supermarkets in Belgium, the Netherlands and Germany have withdrawn millions of eggs from sale.
In the UK, processed foods containing eggs, including sandwiches and salads, have been recalled from Sainsbury’s, Morrisons, Waitrose and Asda.
The FSA initially thought far fewer eggs – 21,000 – had been distributed to the UK from implicated farms between March and June this year.
Prof Chris Elliott, of the Institute for Global Food Security at Queen’s University Belfast, said it was not surprising that the figure had increased by so much – and warned “the scandal isn’t over yet”.
“Often when these food scandals start to break, you start to get dribbles of information,” he told BBC Radio 4’s PM programme.
“And as the authorities in Belgium and Holland get more information they pass that onto our own Food Standards Agency.
“The potential is that number of 700,000 could increase quite a bit yet,” he added.
Should I stop eating eggs?
Image copyright AFP
By James Gallagher, health and science reporter, BBC News
Fipronil should not be allowed anywhere near food.
But the risk from eggs is thought to be low, because the number of contaminated eggs is also low.
While 700,000 eggs sounds like a lot, it is worth remembering we eat 34 million every single day in the UK.
It is why the Food Standards Agency says it is “very unlikely” there is any health risk.
Many of the affected eggs will have already passed through the food chain before anyone was aware of the scandal.
And the FSA has now pulled egg sandwiches and egg salads off the shelves that were made while contaminated eggs were still being imported.
It insisted there is “no need” for people to stop eating eggs.
Fipronil, which is used to kill lice and ticks on animals, can damage people’s kidneys, liver and thyroid glands if eaten in large quantities.
Heather Hancock, FSA chairwoman, said it was not “something to worry about” and that any health impact was unlikely.
“These aren’t eggs that are in people’s fridges in the UK, these are eggs that have gone into the food chain and the level of risk to public health is very low,” she told BBC Radio 4’s World at One programme.
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Media captionHow safe are Dutch eggs to eat?
In an update on Thursday, the FSA said: “Some of the products made from these eggs will have had a short shelf life and will have already been consumed, however, we identified some that were still within the expiry date.”
The FSA said decision to withdraw the products was not due to food safety concerns but based on the fact that the pesticide is not authorised for use in food-producing animals.
It added: “While in some European countries eggs containing fipronil residues have been sold as fresh eggs, in the UK this is not the case.”
Aldi and Lidl stores in Germany are among the supermarkets to remove eggs from their shelves, in a move Aldi described as “purely precautionary”. Eggs sold in its UK stores were British, Aldi said.
Withdrawn egg products
Sainsbury’s ham and egg salad (240g) use by 9-14 August 2017
Sainsbury’s potato and egg salad (300g) use by 9-14 August
Morrisons potato and egg salad (250g) use by up to 13 August
Morrisons egg and cress sandwich (sold in Morrisons Cafe only) use by up to and including 11 August
Morrisons cafe sandwich selection (sold in Morrisons Cafe only) use by up to and including 11 August
Waitrose free range egg mayonnaise deli filler (240g) use by 13 and 16 August
Waitrose free range reduced fat egg mayonnaise deli filler (170g) use by 14 August
Waitrose free range egg and bacon deli filler (170g) use by 14 and 16 August
Asda baby potato and free range egg salad (270g) use by 9, 10, 11, 12, 13 and 14 August
Asda spinach and free range egg snack pot (110g) use by 9, 10, 11, 12 and 13 August
Asda FTG ham and cheddar ploughman’s salad bowl (320g) use by 9, 10, 11, 12 and 13 August
It follows a joint investigation by Dutch and Belgian police of several premises thought to be using the substance, which can harm humans and is banned in food production.
The Netherlands is Europe’s biggest egg producer – and one of the largest exporters of eggs and egg products in the world.
The problem first surfaced earlier in August, when Aldi withdrew all its eggs from sale in Germany.
It has since emerged Belgian officials knew about the contamination in June, but did not make the information public.
More than 100 poultry farms have been closed during the investigation, and 26 suspects identified and evidence seized from their companies.
It is thought that fipronil was added to disinfectant used on some chicken farms.
The UK produces 85% of the eggs it consumes but imports almost two billion annually, the FSA said.
Last month the U.S. Senate came within one vote of repealing the Affordable Care Act, seemingly ending the seven-year effort to repeal the law but leaving insurance markets roiled by uncertainty likely to persist.
Many large enterprises — with well-staffed HR and benefits organizations — are controling what’s in their control: managing costs with best practices in employee engagement and education, practices that have an impact both on the brand and the bottom line. But you don’t have to be a member of the Fortune 500 to adopt these practices. Smaller businesses too can benefit by learning the five habits of well-managed benefit programs.
HR departments can always find ways in which the company could be a better place to work. Most HR pros would agree that stronger employee engagement is a key initiative in whatever form it takes. In fact, according to Pomello’s People Management in 2017 survey, employee engagement is the top priority for organizations with fewer than 1,000 employees. Other businesses might identify recruiting millennial employees as a goal, and identifying creative new benefits offerings could be a helpful step. A study from the US Chamber of Commerce Foundation revealed that more than half of millennials say a compelling benefits package influences their choice of employer, while almost two-thirds of millennials say benefits packages are an important reason why they stay with an employer.
Take the time to lay out the top HR goals for the year, identify concrete steps to effect those goals, begin tracking metrics to measure progress toward those steps and goals, and meet quarterly to update leadership on what progress has been made and what may need to change moving forward.
Poll your employees about the benefits you’re offering them today and ask if there are any needs they feel aren’t being covered. Then take that data and break it down according to various demographics to discover opportunities for improvement. Perhaps your team wants some additional opportunity to work remotely and commute less: according to Global Workplace Analytics, more than 80 percent of employees want some kind of flexible work accommodations.
If you don’t already have them in place, consider developing affinity groups within your organization to give like-minded employees an outlet to discuss their unique challenges.
3. Promote awareness of under-used ancillary benefits.
If your organization offers an Employee Assistance Program (EAP), do your employees know what it is and what it covers? Do they know how to go about using the program to solve challenges they have outside of the workplace? Conversely, do you know what your EAP doesn’t cover? Are there challenges your employees face (see suggestion 2 above) that your EAP can’t help with?
A report from the ESI Group suggests that one in five employees has a “distracting life problem” in a given year, but that only three to five percent of employees take advantage of an available EAP in a given year. The gap between the number of people who experience a challenge and the number of people who seek help dealing with it represents significant lost productivity for a business. Increasing awareness of solutions like EAPs can reclaim lost mindshare and productivity from employees with outside-the-workplace challenges.
For example, consider families of children with extraordinary needs. The CDC estimates that one in five children experience a mental disorder in any given year. Each child with extraordinary needs requires an average of $3,381 in additional healthcare spend per year according to the U.S. Department of Health and Human Services. Apply those numbers to a company like yours: if your company has 1,000 employees, 200 of them have children with extraordinary needs. That’s more than $676,000 in healthcare expenditures (and employee distractions) each year.
As you identify underutilized benefits across your offerings, consider a concerted outreach effort using both high- and low-tech strategies. The goal: ensuring that your employees know the full range of benefits available to them and how to access them.
Consider developing an “office hours” program that’s held weekly or monthly for employees to drop by and express the challenges they’re facing. This program can be useful even beyond conversations about benefits—having greater HR openness and flexibility fosters an air of transparency that employees appreciate. For example, Zulily, an online clothing retailer, offers a program that gives employees access to informal chats with all executives.
For employees who might be reluctant to participate in such a forum, make sure there are mechanisms available so that people can provide anonymous feedback about sensitive issues without fear of reprisal. Knowing what’s troubling your employees enables you to address those issues which reduces their impact on your bottom line.
Taken together, the strategies outlined above can help a business change the way they think about benefits by considering employees’ outside-the-office needs as a priority. Decisions being made now will impact how we care for ourselves and loved ones in the future, and by extension, how businesses “care” about their employees.
The first half of 2017 has also shown us, though, that nothing is for certain. Acting now to ensure your business is well-positioned to care for your workforce will save you the trouble later of being forced to respond to new legislation or demands. The savvy businesses that start these conversations today will be ahead of caregiving challenges tomorrow.
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How does an ice cream shop in a crowded city grow a mass following in less than six months with zero advertising budget?
Instagram.
New Territories is a dessert shop in the Lower East Side of Manhattan, specializing in Hong Kong sweets with a bit of New York flavor. The sweets include the Hong Kong street snack (the bubble waffle), topped with ice cream and crazy, over-the-top milkshakes. As a new business with no advertising budget, New Territories decided to use Instagram to build their following.
It’s a good spot for an Instagram account. The store is designed to imitate the Lower East Side, which is lined with galleries. As such, art pieces are placed throughout the shop, which naturally act as the backdrop for a photo.
Every post reinforces New Territories’s fun brand. For your business, develop a style sheet of 10 posts which represent your style and keep them as a reference sheet when new posts are being created so they stay within your brand’s persona.
Seek feedback
New Territories used posts to gather feedback on favorite flavors and dessert toppings, which helped the company develop its menu and weekly specials. Use your page to get feedback from your followers on their likes, dislikes, and interests.
Customer interaction
New Territories’s followers are the first to receive the latest news, such as new items and weekly specials. Make your followers feel special by giving them unique perks like discount codes, specials, and contests.
Ask for help
Be sure to ask your followers to help you promote your posts by making it part of the post itself.
They researched what hashtags their influencers use, and then use them in every post.
Research the top 10 pages in your industry and make a note of the hashtags they use and start testing them on your own page.
Audience photos
New Territories encourages its customers to take pictures in the store and post them. Then, it reposts those photos, giving credit to the original account. This not only provides a treasure trove of content, but helps turn customers into celebrities, giving them something to be proud to share with their friends and family.
Best customers
If the idea of creating buzz with this channel is overwhelming, start with just one thing from the list above. Once you have it working, go on to the next. Leverage these tips and strategies and you can grow your business using Instagram, even without paid ads.
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The deal will see almost £1bn of investment and new, longer trains, the Department for Transport said
A new rail operator has been awarded a contract to run the West Midlands rail franchise, the Department for Transport (DfT) has announced.
West Midlands Trains Ltd will take over routes currently operated by London Midland from December.
The company is a joint venture between Dutch firm Abellio and Japanese partners.
The deal will see almost £1bn of investment and new, longer trains, the DfT said.
The franchise covers routes in the West Midlands, as well as from London Euston to Crewe, and Liverpool to Birmingham.
It also runs services between Northampton and London Euston, connecting lines between Bedford and Bletchley, and between St Albans and Watford and Crewe to London via Stoke-on-Trent, Stafford, Lichfield and Milton Keynes.
Record delays
It had been run by Govia, which owns London Midland, since 2007. The Govia bid to continue running the services was unsuccessful.
Abellio UK managing director Dominic Booth said: “We are delighted to have been announced as preferred bidder for the West Midlands franchise, driving growth in one of the most exciting regions in the country.
“We will be investing nearly £1 billion into the network, delivering new trains, better stations and a whole host of other benefits for passengers.”
Space for an extra 85,000 passengers on rush-hour services in Birmingham and London
Free wifi on all main line services by the end of 2019
Compensation if services are delayed by more than 15 minutes
Improved access for those requiring extra assistance, including disabled people
Transport Secretary Chris Grayling said it was “great news” for passengers.
“This shows we are delivering on our commitment to build a railway that works for everyone,” he said.
Trains running only in the West Midlands area will be jointly managed by the DfT and West Midlands Rail (WMR), a consortium of 16 local councils.
The deal with West Midlands Trains will run until March 2026.
Passengers reacted to the news on social media:
The current workforce of 2,400 will pass to the new operator when the franchise is taken over, a spokesperson for Abellio confirmed.
The company has also pledged to invest £13m on staff training and development and will create more than 900 new apprenticeships over the course of the franchise.
West Midlands Trains Ltd said the new franchise would bring “much welcomed investment in new services and extra capacity across the network”.
Managing director Patrick Verwer, said: “We have created a strong foundation for the new operators to build on.
“During the months ahead we will continue to work with West Midlands Trains Ltd, the DfT and all our stakeholders to ensure a smooth transition into the new franchise.”
What questions do you have about this story? Submit them in the form below and we could be in touch.
She may be only 20, but Kylie Jenner may soon have a beauty business worth more than a billion dollars.
For the first time, the youngest Kardashian-Jenner has revealed how much money her Kylie Cosmetics brand makes.
In an interview with WWD, Kylie and her mum Kris Jenner revealed she’s made $420m (£323m) in retail sales in 18 months.
Her cosmetics brand has outsold established companies like Bobbi Brown and Lancome.
It’s the first time Kylie has discussed financial details about her business.
Her range of lipsticks, highlighters and eye shadow palettes have outsold Tom Ford Beauty, which was one of the fastest-selling beauty brands of all time, making $500m (£385m) in sales in 10 years.
Other more established names, Bobbi Brown and Lancome, took 25 and 80 years to reach the billion dollar mark, yet Kylie is set to do it in just five years.
Image caption Kylie and her mum Kris did the interview together
If these predictions for her cosmetics line are correct, she will join another elite group – the youngest dollar billionaires in the world. There are currently only 56.
She’ll sit alongside the founders of Airbnb, Uber, Instagram, Pinterest and Facebook.
She told WWD: “I don’t know how we’re going to do it. I think it’s time people walk into a store and see Kylie Cosmetics.
“I do want that but we haven’t figured out exactly how we’re going to do that and what approach we’re going to take.”
Kylie is yet to launch a concealer and foundation because it would be hard for customers to get the right colour match online.
“It’s going to be hard to buy concealer online. That’s why I kept pushing it back…[But] I’m up for it.”
Kylie Cosmetics, which is only sold online, could now expand to be sold in stores.
The firm released its first three products in November 2015, with kits containing lipsticks and matching lip liners in different shades.
Since then, Kylie has expanded her range of lip kits with several different shades, but has also created new collections, such as highlighters, blushers, bronzers and themed bundles to celebrate Christmas and her birthday.
She says: “What I’ve been into is creating collections. That’s kind of my thing.
“In the beginning I thought my brand had to be consistent and everything look the same and that was stressing me out. And that’s really not my personality.
“I like to have blue hair one day and blonde the next… and collections are where I kind of get to express myself. I change everything… I love to switch it up and come out with new products.”
It’s not just Kylie’s beauty line making her money, she has Keeping Up With The Kardashians, her new reality show the Life of Kylie, a clothing line with sister Kendall and modelling contracts with the likes of Puma to add to her fortune.
A slowdown in the housing market is spreading from London to other parts of the South East of England, surveyors suggest.
While the region is pulling down activity and average price growth in the UK, other areas saw price rises.
The Royal Institution of Chartered Surveyors (Rics) said Northern Ireland, the West Midlands and the South West of England posted increases in July.
Overall, 1% more UK surveyors reported prices rising rather than falling.
House prices remained “quite firmly on an upward trend” in some areas, Rics said.
But the balance of UK surveyors reporting price rises in July was down from 7% in June, partly owing to more surveyors in the South East reporting house price falls than the number reporting increases – a welcome move for many potential first-time buyers struggling to buy in this area.
The most expensive homes are particularly likely to have seen cuts in the asking price before being sold.
The July survey also found that, over the previous two months, there had been a particular gap between the original asking price and the agreed selling price for these homes.
Simon Rubinsohn, chief economist at Rics, said: “Sales activity in the housing market has been slipping in the recent months and the most worrying aspect of the latest survey is the suggestion that this could continue for some time to come.
“One reason for this is the recent series of tax changes but this is only part of the story. Lack of new build in the wake of the financial crisis is a more fundamental factor weighing on the market. And there are some very real consequences for the economy from all of this including the impact on the ability of people to be mobile when looking for work.”
Estate agents’ views
The regional disparities are evident from estate agents asked for their views in the Rics survey.
In the South West, James McKillop, of Knight Frank, said: “Some minor price reductions have triggered a good level of viewings and offers with an increasing number of deals as a result.”
Many still point to a lack of supply as maintaining house price growth.
In the South and South East one estate agent said “real change is in the air” with many pointing to the questionable expectations of sellers.
Anthony Webb, from Trenchard Arlidge in Surrey, said: “Many asking prices are still at levels never seen and are too high.”
Mark Everett, based in Epsom in Surrey, said: “The market is desperately price sensitive and too much stock is unrealistically overpriced.”
Separately, Savills updated the picture for commercial transactions in the UK, in which 78% of its business went to buyers from outside of the UK.
Investors from overseas saw the UK as “comparatively secure”, it said.
However, it pointed to potential changes that could affect one of the major sources of overseas investment.
“Additional controls over the export of capital from China are likely to reduce current levels of international real estate investment from that region,” it said.
Britons are still being warned to avoid parts of the south and interior, and the Algerian and Libyan borders.
The US, France, Italy and Germany had already relaxed their travel advice before the British government’s announcement.
Fritz Joussen, Tui Group chief executive said a decision on UK sales had not yet been made: “Whether we put up a programme is not decided.”
Announcing its third quarter results he said he now expected a “strong year” with full year sales expected to growth by more than the 3% previously forecast.
At the time of the Foreign Office announcement rival tour operator Thomas Cook said: “We’re pleased that the Foreign Office has taken this decision to open Tunisia back up to Brits. It’s great for Tunisia, which used to welcome many thousands of British holidaymakers.
“We’ll take a bit of time to look at how and when we put this once-popular destination back on sale and we will update our customers when have any further news.”
That was largely due to a 3.6% fall in the production of transport equipment, including motor vehicles.
Car production fell by 6.7% from May to June, the sharpest drop since December 2013.
Construction output also fell in the second quarter by 1.3%, with less work on new projects as well as repairs and maintenance.
The figures underline the British economy’s dependence on services, which makes up about four-fifths of the UK’s economic output.
There was some upbeat news towards the end of the quarter. In June, production output picked up, beating most economists’ expectations, because oil producers had postponed seasonal maintenance work until later than normal.
And although the construction sector had the worst three months in five years, June saw a slight improvement, with just a 0.1% fall in output.
Gloomy car numbers
The disappointing car production numbers chime with gloomy statistics from the Society of Motor Manufacturers and Traders last month which showed in car production in June was down 13.7% from a year earlier.
The number of exported cars was also sharply down, disappointing hopes that the relatively weak pound would help UK car manufacturers offer competitive prices to foreign buyers.
That contributed to a weakening picture on trade overall. Between May and June the UK exported £4.6bn less in goods and services than it imported, the ONS said.
Over the second quarter of the year, the trade deficit widened slightly by £0.1bn to £8.9bn.
Howard Archer, chief economic adviser to the EY Item Club, said: “With sterling’s deprecation and a healthy world economy supporting exporters, one would hope that the gap between the two will narrow in a favourable direction. That said, there was little sign of this in June’s trade numbers.
“A fall in exports and rise in imports caused the monthly trade deficit to nearly double. And, a deficit of £8.9bn in Q2 suggests that net trade made no contribution to growth in the quarter. Evidence of rebalancing, at least in the ‘hard’ data, remains absent.”
As a former Navy SEAL, I am often blown away at how much of my military training and experience translates perfectly into the business world. I remind people all the time that I lack a fancy MBA or business degree and often find myself falling back on the lessons learned during my nine years as a SEAL to continue the trajectory and growth of my business, Bottle Breacher. Members of the special operations community pride ourselves in doing more with less and being very disruptive, and we cherish our ability to quickly adapt and move with lightning speed. Here are a few tried-and-true concepts that we rely on to crush our enemies on the battlefield and why you should consider adopting them in your business.
Keep it simple.
In many action movies, it is very common to see commandos executing dangerous and very complex missions that incorporate very difficult skill sets that all must go exactly according to plan. Though these high-speed action plots are entertaining, the truth of the matter is that they are not realistic or effective at all. In special operations, we often utilize the acronym KISS: Keep it simple stupid. The more difficult and intricate any plan becomes the more risk it takes on and the higher the chance of major catastrophe or overall mission failure increases.
I’ve noticed a direct correlation in the private sector. As a leader, if you routinely default to keeping your strategies and plans simple then it will be much easier for your team to not only remember the overall objective on a daily basis but to also have the flexibility to problem solve when unforeseen issues and problems arise. They will thank you for it, and on your way to mission success you will probably avoid a lot of chaos and confusion along the way.
Implement redundancies.
For those out there that watched my wife and I go into the Shark Tank, crush our pitch and then successfully secure a deal with Mark Cuban and Kevin O’Leary, you might have picked up on this key strategy. I told the cameras following our deal that we went into the tank seeking two sharks. I learned over many years in special operations how important redundancy is. We have a saying in the SEAL teams: One is none, two is one. This mentality is focused entirely on being prepared and expecting the unexpected. As special operators, we never went on an operation with one gun, one GPS, one set of night vision goggles or one map of the target. We always had a backup for everything; we knew that things would break or malfunction. We always had multiple insertion and extraction routes to and from the target because we had learned through experience that things do not always go as planned and often you must switch to an alternative method or route to continue the mission.
How does this apply to entrepreneurs, you may be asking? You must always be thinking about building redundancies or backups into every part of your business. You must constantly ask yourself, what do I do if this key person quits or gets ill? What is the plan if this vendor goes out of business? What happens if this company hosting my website is not able to handle a huge spike in traffic due to a national television promotion? You get the idea. Don’t get caught off guard, and never become complacent. Constantly think about worst case scenarios and how you are going to be ready to deal with them and move on.
Stay on the offensive.
I do believe that I saved the best for last. If you want to run your business like a special operator you must always stay on the offensive. You must take the fight to your competition. Before my deployments, I would remind my loved ones that though I was going to be doing some very dangerous work in some very dangerous places that the risk wasn’t as great as they assumed. What they did not understand was that because I was a SEAL and we were usually on the offensive, choosing when and where we fought, that we were actually a lot safer than many soldiers and marines overseas that were fulfilling defensive type roles.
You all have heard the saying the best defense is a good offense. There is a lot of truth to this logic. Entrepreneurs who spend most of their time watching the industry leaders and then reacting to their moves and trying to replicate them in a superior manner are way behind the power curve. I tell my staff all the time that the reason we move at the speed we do is because I want to stay four to five steps ahead of the competition. I want them reacting to us!
We have all heard that business is war. If you believe this then take some of these lessons learned from the battlefield and find ways to work them into your operations. I guarantee you that you will not regret it. You might actually find yourself reading military field manuals to see what other combat strategies you can employ next.
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