What is mysterious is why it took so long for an electrical bike rental service to hit York. Electric bikes started cropping up around the city in April 2021, and they’ve been a hit ever since. We decided to try one on for size.

Which is the best app to rent a bike in York?

At the time of writing, the Tier bike rental app has the monopoly in York. The company also operates an electric scooter network around the city, which licensed drivers can use simply by downloading the Tier app. Unlike private scooters, it’s legal to use a rental electric scooter in York as part of the government’s trial scheme.

How the Tier bike rental scheme works

First things first – if you want to make use of Tier’s e-bikes and scooters, you’ll need a valid driving licence. If you only want the bikes, it’s less restrictive. The age limit for e-bikes is 16, while the e-scooters is 18, plus a valid driving licence. Tier’s ethos is safety-first. That includes penalties for drink-driving, just as there would be in a car. Messing about is ill-advised.

How to sign up to Tier in York

To get started, you’ll need to download the Tier app. It’s a very friendly user interface which takes you through sign-up intuitively. Fill out your personal details and have your driving licence to hand. It’ll ask you to scan this before taking you through to payment setup.

You can hook the app up to your payment card, and then once it’s all approved, you’re ready to go. Just scan the QR code to start. The app features a map screen outlining all the locations of e-scooters and e-bikes in York, relative to where you are. Make sure you turn on location services.

Where are the Tier bikes located in York?

The Tier electric bikes and scooters cover everywhere within York’s outer ring road, from the city centre out to locations such as Upper Poppleton, Haxby, Dringhouses and Heslington. There are some restricted zones and some speed-restricted zones:

Red zones (no riding allowed):

• Coney Street
• Palmer Street
• Museum Street

Speed-restricted zones:

• York Art Gallery
• Frederic Street
• York Minster

Again, these are for safety reasons, stopping or slowing down rides in built-up areas. Tier in York is most useful for those who want to cruise around the city centre and to spots such as the University.

The zones are colour-coded on the map. Anything in off-white is safe to ride at full speed. Yellow signifies a speed-restricted zone, and red a no-riding zone. These areas will show up on the map once you start your ride.

How much does it cost to rent a Tier bike in York?

Electric bike rental in York is charged by the minute. You’ll pay £1 to unlock the bike initially, and then 20 pence for every minute travelled. You’ll see all of this broken down in an itemised invoice sent to your sign-up email address after your journey.

Of course, there are additional charges if you break the rules. Traffic offences, illegal parking or destruction of the bikes can cost up to four figures, so ride responsibly. You must return the bike to a designated parking bay once you’re done. This can cost up to 50€ (£43) if you don’t, so it’s not worth the risk.

Can I reserve a Tier electric bike in York?

You can reserve a Tier electric bike in York. Locate the bike symbol on your map and click on the one you want to reserve. You can reserve it for free for up to 10 minutes. During this time, it won’t unlock for any other users.

Riding the Tier electric bike

Now we’ve signed up, it’s time for the fun part – riding your electric bike.

How many Tier electric bikes are there in York?

At the time of writing, there are 50 Tier electric bikes scattered around York. They’re far outnumbered by the e-scooters, of which there are 250, so you’ll need to consult the map. There are 40 designated parking bays around York, so you won’t have trouble finding one.

Getting set up on the bike

To get started, open the Tier app and scan the QR code on the bike. You can even lodge your mobile phone in the holder and wirelessly charge as you cruise. The app will give you some safety instructions, including restricted zones and how to pay attention on the roads. It’ll even give you the option to wear a helmet, which is locked inside the bike.

There is also a lock attached to a thick wire, which you’ll need to pull out of the bike once you’ve activated it. You can stow this in a compartment on the back wheel, though in our experience, it tended to dangle off a little. There’s a simple twist mechanism to adjust the seat, plus a basket with a 15kg weight limit.

Next, kick off the kickstand and you’re away.

Riding the bike

There are all manner of beeps and bleeps as you set off, making for a futuristic but friendly experience. There’s also a dashboard so you can see what speed you’re going, right next to where you can store your mobile phone.

Riding is generally a smooth experience. As soon as you start to pedal, you’ll feel the electric throttle kick in and soon you’re only doing half the work. Stop pedalling at your peril, though – it will carry you, but you’ll need to put in a little effort, too.

By law, e-bikes cannot exceed 15.5MPH with electronic assistance. We managed to get the bike up to a very commendable 17MPH with some pedalling, though we suspect the speedometer was flattering us. In short, it’s the perfect speed for those who don’t want to go full throttle on a pushbike, but also want some extra pace when commuting. The brakes are very responsive and it’s an all-round comfortable ride. Though it feels heavy when mounting, this soon glides away as the electric kicks in.

In-app features

Not only is Tier environmentally friendly; it’s also very user friendly. The app presents clear instructions on how to stay safe, and how to mount/dismount to return the bike safely.

Head to your personal dashboard and you can save money with the in-app wallet. Make use of the Tier pass or buy rides for a friend. There are also regular promotions on the Tier mailing list, so it’s worth signing up.

Better still, find a starred bike or scooter and you’ll qualify for five free minutes on future rides. (You’ll need to go 500m from the starting point to get these.) The app also offers a “beginner mode” if you want to accelerate more smoothly and travel at reduced speeds.

The verdict

Getting around York isn’t always easy, particularly during busy tourist seasons. Tier couldn’t have arrived a moment too soon, and it’s wonderful to have this eco-friendly alternative to cruise around the city.

Design-wise, it’s not infallible – the locking wire can come loose and it feels a little uneasy and heavy to mount the bike. But once you’re away, you feel completely safe, almost as if the app is talking to you.

Setting up the app is a little cumbersome with the scanning of your driver’s licence, but it’s worth it for the safety. Once you are set up, it really is a case of scan the QR code and go. Dropping off couldn’t be simpler either – just hit ‘stop ride’ and you’ll be charged immediately.

At the time of writing, the e-bikes in York are far outnumbered by scooters, which explains why we don’t see many in use day-to-day. But in our opinion, they’re far more fun than the scooters, at almost double the speed with a smoother, more secure ride.

Our verdict? Cheap, reliable and fun – we just wish there were more e-bikes in York. And if you enjoy the experience of electric bike riding, and want a handy commuting bike, try one of our best folding electric bikes.

Find out more about hiring an e-bike in York here.

This review originally appeared on Electro Heads.

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Of course, learning comes in many forms. In the traditional academic environment, we’re taught with structure.  These curriculums and examinations assess us at different stages of our lives. But from a cognitive standpoint, in particular, among young children, we also learn simply by acknowledging what’s around us.

This is known as experiential learning. As children and adults, we interact with stimuli and learn through experience – rather than theory, as often seen in the classroom. The best academic environments blend this theoretical learning with real-life experiences.

The story behind experiential learning

The theory of experiential learning dates back to 1984, as coined by educational theorist David Kolb.[1] Experiential learning is based on a four-stage ‘cycle’ of learning. Within this, there are four separate learning styles. For example:

The cycle of experiential learning

Concrete experience > reflective observation > abstract conceptualisation > active experimentation.

This never-ending cycle starts with doing or having the experience, followed by reviewing the process. Once we’ve reflected on it, we conceptualise it by learning, and then we experiment by trying out what we’ve learned – and hence the process starts again.

Kolb’s learning styles

We can then apply our different learning styles to these stages. Many things influence the learning style, for example cognitive structures or social environments. These styles are broadly categorised by our behaviours in terms of processing (approaching a task) and perception (how we feel about it).

As such, we have four different learning styles:

• Diverging: based on feeling and watching
• Assimilating: based on thinking and watching
• Converging: based on thinking and doing
• Accommodating: based on feeling and doing.

With a better understanding of how individuals process experiential learning, we can create better learning environments.

Experiential learning in adults

Experiential learning puts no emphasis on teachers to guide the way. Instead, it lets us shape our own experiences and perceive our environments in whichever way works best for us.

This is why there can often be conflict in the workplace – for example, if everybody is involved in the same training course. What’s most important, as adults, is to listen to one another and take note of body language.

According to Janie Thompson[2] of MTA, we should not try to dominate or take leadership during an experiential learning process. This could be something as trivial as a sports game team-building exercise. We need to encourage each other to interact with stimuli and learn at our own pace.

Applying experiential learning to children

Perhaps surprisingly, experiential learning is not entirely different with children. Adults still need praise and encouragement, while they also need to learn to ignore distractions. Conflicts are just as common in adulthood if communication breaks down.

When it comes to experiential learning in kids, the main difference is the stimuli. Adults may be learning with a practical creative task, cooking, or a driving a car. Children, on the other hand, may be learning with toys, nature or simple household objects.

Learning through play

In the broadest sense, we can refer to this as learning through play. Experiential learning teaches children key problem-solving skills for later life. The best way to encourage experiential learning is by transforming everyday experiences into learning opportunities.

For example, if we want to work on our children’s mathematical skills, we can offer a play grocery store environment. That way, they can use the practical application of mathematics to calculate the total price of a grocery list. Nobody is forcing them to do it this way; they reach their own conclusion by identifying the problem and coming up with solutions to solve it.

Using all the senses

The brain is most ‘plastic’ – that is, susceptible to learning – between the ages of two and three. At these ages, neurons and synapses increase far more than in adulthood. Our synapses increase from 2,500 to 15,000 per neuron, giving us more capacity to absorb information.[3]

It’s this ‘plasticity’ that allows us to learn how to walk and talk. As we age, these synapses decrease in number. You’ve probably heard the term “their brains are like sponges”. For even more ‘absorbent’ learning, children should be encouraged to use all their senses.

This is because using different senses lights up different areas of our brains. Therefore, by mixing visual, tactile and audial learning, we can store information far more efficiently. According to the journal Trends in Cognitive Sciences, people remember:

• 10 per cent of what they read
• 20 per cent of what they hear
• 30 per cent of what they see
• 50 per cent of what they see and hear.[4]

As such, it’s up to us as educators to provide this multi-sensory experience. For example, we should let children play outside, touch nature, and point out stimuli such as large buildings.

Experiential learning for additional needs

Students with autism may struggle to learn in a traditional, structured environment. A common trait for those on the autism spectrum is to fixate on certain objects[5], for example, trains. Teachers can use experiential learning by using toy trains to teach – for example, “calculate how long it takes to reach X station”. By using context, the child can learn without being overwhelmed.

Likewise, students with autism may struggle with:

• Concentration
• Anxiety
• Self-confidence
• Connecting/interpreting social cues.

With experiential learning, the process is completely tailor-made[6] to one individual student. This allows the student to engage more deeply, while enjoying the benefits of one-on-one communication with the teacher.

Again, by using natural problem-solving skills, these children can improve their self-confidence. Experiential learning may also strengthen natural bonds with others, helping children with autism to improve their interpersonal skills.

How can teachers encourage experiential learning in the classroom?

To encourage practical problem-solving, creativity and social skills, teachers should apply these practices in the classroom:

Use context in every learning scenario.

As above, teachers should encourage everyday skills as a way of solving everyday problems. For example, children may try addition and subtraction in the ‘grocery store’.

Praise the good – don’t punish the bad.

Experiential learning is crucial for children to understand the difference between success and failure[7]. Teachers should encourage self-confidence by praising children when they perform well. Conversely, they should not scold students when they make a mistake. Instead, teachers should provide constructive feedback and encourage them to try again.

Promote a range of outcomes.

Oftentimes there are many more ways to solve a problem than the obvious. Teachers should encourage students to try all outcomes, noting how they react. This will help students to develop their social skills by learning assertiveness and conflict resolution.

Learn from the children.

Occasionally teachers should see the world through the student’s lens. There may be an alternative perspective that we have not considered, as we’re used to doing things a certain way. Children are observing and learning all the time, so if they offer an alternative approach, consider this for future improvements.

Create an environment for experiential learning.

The best experiential learning environments will encourage students to make use of space, nature, and all their senses. Learning does not need to be constrained to the classroom, nor one particular space. Students can learn at different heights, indoors or outdoors, or with natural stimuli like trees and grass. They can also benefit from specific props to enhance their learning.

How classroom furniture fosters an experiential learning environment

At Muzo, we have spent years creating classroom furniture that meets the needs of each student. As such, we’re proud of our experiential learning range that encourages creativity, productivity, and the use of all senses.

Engaging at different levels

Students learn best when they are relaxed, and often younger students are asked to sit on the floor. The MBob floor seat provides robust back support at a ground level. This allows kids to learn outdoors, touch the grass, read a book or just relax during social interactions. Likewise, these can be levelled up when paired with low learning tables, encouraging collaboration.

Trying a range of applications

Products such as the Xbrick help students to learn with context. This multi-functional tool can be used to build up and down, promoting physical education, creative skills or simple social interactions. The Xbrick is great for sitting on, drawing on, or supporting larger structures. Children can use this to visualise everyday situations and solve problems.

Experimenting with colours

Visual stimuli are crucial for effective early learning, which is why all our chairs and tables come in a varied colour palette. In particular, certain colours encourage certain emotions. Yellow, for example, is ideal for performing arts environments as it promotes energy and happiness.[8]

Flexible collaboration and individual learning

Experiential learning can take place alone or in groups. With our kite tables, students can gather together to learn through play, and break away when needed. Likewise, individual dividers can free older students from distractions, allowing them to focus on the task in hand.

Lower reverberations for minimal stress

Children with additional learning needs may become overwhelmed by too many stimuli. Muzo’s dividers are made with soft materials to absorb sound, ensuring that children do not suffer from sensory overload. Again, this allows them to concentrate in a calming environment.

Grouping items together by context

Products such as the Stashbox allow students to organise their personal items for better learning. They can then apply context to this, for example, gathering plastic fruit and vegetables for re-enacting the grocery store. This helps to build organisational skills and word associations.

Why we all need experiential learning

Whether we’re visual, audial or sensory learners, thinkers or doers, we all benefit from learning in context. Experiential learning gives us that freedom to learn at our own pace, without the constraints of leaders or curriculums to follow.

By improving our external environment, we can take our experiential learning even further. With proven benefits for self-esteem, problem-solving and social skills, we should all be encouraging experiential learning at every stage of our lives.

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[1] https://www.simplypsychology.org/learning-kolb.html

[2] https://www.experientiallearning.org/about-mta/what-is-experiential-learning/

[3] https://sciencing.com/the-relationship-between-age-plasticity-12760666.html

[4] http://learnthroughexperience.org/blog/power-of-context-learning-through-senses/

[5] https://www.iidc.indiana.edu/irca/articles/teaching-tips-for-children-and-adults-with-autism.html

[6] https://vantagepointaspiro.com/blog/what-is-experiential-learning-and-how-it-can-help-your-child/

[7] https://www.melbournechildpsychology.com.au/blog/play-experiential-learning-early-childhood/

[8] https://elearningindustry.com/the-elearning-color-guide-evoking-the-right-emotion

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We sent our team to Barcelona to discover Learnlife’s mission, and how it aligned with Muzo’s own values.

Assimilating indoor and outdoor learning

Learnlife comprises two main ‘learning hubs’, on the seafront and in Barcelona city center. The ‘nature hub’ offers both an indoor and outdoor space for kids of kindergarten age up to 11 years.

In the city, an indoor innovation community and ‘urban hub’ provides experiential learning sessions for older children. Both centers subscribe to the view that standardized learning belongs in the past. As nature hub founder Christopher Pommerening puts it, “standardized learning puts millions of kids through the same processes, which will one day be automated by machines”.

At Learnlife, the mission is to foster ‘personal learning’ instead, using every inch of the environment to teach children something new.

From sailor safe havens to student learning spaces

Learning space architect Sol Espoille takes us around the first of the two spaces, the nature hub. “The building has a rich and unique history,” says Sol. “It was built by a sailor engineer. As the only house in the entire area at the time, it was used to traffic sailors. They would climb to the top of the tower to see when ships were coming.”

This also explains the labyrinthian layout of the hub, with passageways, underground areas, and imposing towers all inexplicably connecting. Though some areas are restricted by space, Sol uses every zone to its full potential.

We’re guided round several non-traditional classrooms, all with interactive features such as writeable walls, and flexible furniture that supports both group and individual learning. “Even the bathroom is a space for learning,” explains Sol. “We are turning these areas into an ‘art gallery’, showcasing different children’s artwork in dedicated frames for a set period of time.”

The hub also takes full advantage of its beautiful location, with a large outdoor play and learning area that overlooks the seafront. Such views are only matched by the ‘Torreon’, a high, cylindrical tower that children can use for “introspective learning”.

“I’m in love with the tower,” says Sol. She tells us how the room was formerly a crowded storage space without windows – dirty and unwelcoming. Today, it has been transformed with 360° windows and multi-level seating, ideal for individual and group work. Christopher adds: “The children see what the space was before and how we’ve changed it. It sparks creativity.”

Experiential learning

One of the best features of both hubs is that ‘teachers’, known in this environment as ‘learning guides’, have not come from a traditional pedagogical background. Instead, they are professionals teaching the tricks of the trade, from advertising to carpentry.

Guille Villena is a former advertising executive, who has been with Learnlife for a year. He notes the differences in “playing” and “being playful”. For example, we see a ‘trepa trepa’ (climbing frame) unit, which encourages play, but also neatly stores books and individual seating areas.

These units, similar to Muzo’s box lounger in design, are also perfect for children with additional needs. Sol tells us: “It’s an iterative process. We’re always learning based on what we observe in the children. Some learners with autism prefer these enclosed spaces.”

Sensory experiences

Over in the city, just minutes from the world-famous Plaça Catalunya, we witness yet another forward-thinking approach to learning. The indoor hub offers full-time education, summer programs and Saturday clubs for Barcelona’s young men and women.

The area, laid out on multiple levels with various breakout areas, encourages both technical and creative pursuits. Hubs for fashion, design, music, food tech, electronics and creative writing encourage collaboration, with motivational quotes adorning the walls.

One area that deserves special attention is a large ‘sensory room’, featuring oversized plants and green walls to mimic a forest. Learning guide Lars Taylor tells us: “The children react really well. We don’t really feel like we’re inside.” She adds that the hub has been able to adjust to pandemic restrictions thanks to its flexible layout.

As we explore the hub, learners are chatting and learning in equal measure, while others are relaxing in multi-level breakout spaces. One ‘quiet area’ has even been designed based on principles outlined by NASA, Sol tells us. The green space features 10 different types of plants to remove toxins from the air and encourage productivity.

Again, we see the benefits of experiential learning in the design technology studio. Joan Urgell Farran talks us through the handmade carpentry designs as overseen by expert learning guides. One innovative stool is made entirely of wood with no adhesives, and can be adapted for both younger and older children.

“No day is typical”

Such a unique learning atmosphere requires a unique set of learning guides. Devin Carberry, Director of Learning Programs, tells us of the atypical recruitment process that learning guides go through.

“Our recruitment process is somewhat dramatic, but everybody says they take something from it. A surprising number of applicants end up becoming friends. First, we invite them to run a collaborative class. Then we’ll ask them to pitch for a project. Finally, we ask how they would respond to challenging scenarios.”

This painstaking process stands learning guides in good stead for what is no ordinary learning environment. “There is no one typical day at Learnlife,” says Devin. “We find that many children who have come from standardized environments lack executive functioning skills. Here they’re doing lots of projects that require them to organize themselves. We base everything we do on their needs.”

The future of learning

When asked what the future is for in and outdoor schools, Christopher tells us there are no schools – only hubs. “Learning can be anywhere. We’re thinking outside the box. There’s no one set age group. We’re learning from our surroundings. Learnlife’s mission is to have the whole world shift to this new paradigm.”

By partnering with Muzo, Learnlife is set to take this even further. As a brand that espouses the values of flexibility, innovation, and change, Learnlife is looking forward to seeing what our furniture solutions can offer.

We’ve seen first-hand what these non-standardized methods can do for children, but nobody says it better than the kids themselves.

“Kids are going from being dragged out of bed to saying, ‘get up Mummy, Daddy! I want to learn!’.”

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One of the biggest objections is a simple lack of understanding. Business owners may see digital transformation as a threat to their workforce or a costly investment. In truth, it represents a ground-breaking opportunity. Myriad business sectors are set to save money and reach more customers than ever before.

Digital transformation: what does it really mean?

It’s easy for marketers to throw around tech buzzwords without any real substance. Machine learning, artificial intelligence or even user experience offer little value without context.

Instead, we need to approach it from a holistic point of view. The Binar Academy defines digital transformation as “a holistic, end-to-end process to serve customers with a better experience by adapting technologies”.

In plain English, focusing on digital innovation will help to:

• Automate manual processes
• Create new revenue streams
• Collect data to spur actions
• Provide a personalised customer experience
• Adapt to new customer demands.

Applying these principles to your business strategy

How we implement these business processes depends largely on the sector. For a successful strategy, organisations need to review their technology and personnel.

Saving time and money with automation

The manufacturing industry has seen some of the biggest impacts of digital transformation. In October 2019, US-based Ithaca Beer Co. introduced automated batch reporting to streamline their production. Previously, brewers would write manual batch reports, which were susceptible to human error. A new automated system saved them $75,000 per day in downtime and left staff able to focus on other key roles.

Adding value

A fantastic retail case study is that of the Lego Group. In 2004, the company was close to folding. The group underwent a huge organisational restructure and turned their attentions towards digital products. They were able to get more value from their staff by experimenting with micro businesses. They also adapted to new customer demand by branching out into mobile apps and games.

The consumer effect

These digital transformation initiatives aren’t limited to in-house production. They also have a tremendous impact on your customers. Once again, it is a holistic, end-to-end process.

So, why should this business transformation impact your consumers? Because the modern-day customer is changing.

How well do you really know your customer?

Smart technology is now so universal, we almost forget how far we’ve come. We engage with emerging technologies daily without even thinking about it, from voice assistants to streaming services.

These digital technologies provide a snapshot of the modern consumer. To survive these exponential advances, we need to recognise new customer needs.

Access over ownership

Physical ownership is becoming a thing of the past. Today’s consumer opts for streaming media rather than owning CDs and DVDs – we want fewer ‘things’ and faster access.

Multi-device access

Today, mobile traffic accounts for 48.91 per cent of all online browsing. The modern customer wants a mobile-friendly experience, and search engines prioritise this.

Need for speed

We know what we want, and we want it now. 53 per cent of people will abandon a mobile site if it takes more than three seconds to load.

Personal experiences

By 2020, 51 per cent of consumers expect companies to anticipate their needs and make relevant suggestions before they make contact. Likewise, 79 per cent of us are more likely to engage with a personalised offer. Only by harnessing customer data can businesses meet these increasing demands.

How can we innovate to satisfy our customers?

There is no better argument for digital transformation than the pace of change. From the age of the Neanderthal, when tools took thousands of years to develop, we’re now moving towards the age of singularity. Quite simply, it’s going faster than we ever anticipated – so how can we keep up?

Leverage customer data

The answer lies in your data. Every two days, we create as much data as we did from the beginning of time until 2003. We’re searching, downloading, transacting – all of which is invaluable information to business owners.

We shouldn’t collect data for data’s sake. We should use it to spur actions, for example:

• Analyse online behaviour to see where customers ‘drop-off’:
  • Conduct a speed/mobile-friendly audit to improve the user experience
• Identify customer segments based on buying trends:
  • Create targeted, personalised campaigns for user groups
• Leverage artificial intelligence and machine learning to predict future sales:
  • Reduce wasted stock by anticipating customer needs.

The three steps towards digital transformation

Digital transformation is not just about technology. It’s about the customer experience, your company culture, and most importantly, your strategy. At Netsells, our teams are on-hand to put these strategies into motion.

Identify the problem you’re trying to solve.

Whether it’s streamlining processes or identifying new revenue streams, digital leaders succeed by pinpointing problems and combating them with new technologies.

Formulate a digital transformation strategy.

This will involve a review of outdated technology, your business capital, and each staff member’s role. Some organisations may benefit from a restructure to get the best from their teams.

Assess your expertise.

New technologies often mean new roles. Business owners should assess whether or not they need to hire an expert, or outsource to a third-party.

Are you ready to transform?

The transformation process is a daunting but infinitely worthwhile investment. According to the International Data Corporation, 85 per cent of decision-makers say they have just two years to make inroads into digital transformation. The time to act is now.

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With 25 years’ experience in transport technology, including a product development director role at Trainline.com, Richard says he co-founded YoRIC to share knowledge and encourage people to engage with the rail industry.

“We hold quarterly evening meet-ups that are open to all – not just those in the rail sector,” he says. “Each time we pick a theme like data or legal innovation and hold a few talks. Then we network with other professionals from all over – anything from academia to York Council, museums and the tourism sector.”

YoRIC also hosts a biennial event to showcase developments in the rail industry, featuring speakers from Network Rail and those involved in the supply chain. The last event took place at the National Railway Museum in February 2019, and Richard says one of its key aims was to change public perception. “Rail travel has a bad public image – people tend to think of clapped-out old pacers. Our events are held to highlight the innovation taking place. We want everyone to get involved, from electronic engineers to data scientists.”

The tech challenges facing the rail sector

Beyond refuting misconceptions, Richard identifies three big developments and challenges for the rail industry over the next five years. The first is structural change – and keeping up with the pace of technical change as ownership changes hands.

“The franchise model no longer works,” says Richard. “We’re seeing a big shift towards public service obligations and the government is taking short-term control. The last Williams’ Rail Review set out a new list of priorities for the industry, fixing the problems caused by privatisation.

“Structural change is a big catalyst for other change – projects that perhaps didn’t make sense some years ago may be viable today, or vice versa. The previous structures didn’t serve them.”

Richard notes a number of challenges within structural developments, including service contracts. “We’ve driven a culture of contractual compliance. It’s hard to plan three or four years ahead – you promise one thing, and then when the time comes, the world has moved on, but you’re still tied into the contract.” This makes rail very risk averse, particularly as an industry that has no allowance for failure.

Mobility as a service

With this shift towards customer-centric travel, we’re now seeing a ‘mobility as a service’ trend. Richard notes that this all comes down to the type of customer. Commuters want convenience, using pay-as-you-go systems from devices like smart watches to touch in and touch out.

“We’re moving away from the inconvenience of the cash and paper ticket system. Much of this comes down to the way we’re working – we might work from home two days a week, so season tickets are no longer cost-effective.

“However, we also need to look at the type of journey. Long-distance travellers don’t just want to touch in at London and find out how much they’ve spent when they touch out at Edinburgh. They want more information around their travel, so the onus is on how we present this information, from websites to mobile apps.”

Connectivity and edge computing

The digital innovation we see today can have myriad effects on pricing, timetabling, error management and crowd control. However, Richard warns that the rail industry has some way to go before we approach true connectivity.

“Most people from the tech sector would be amazed at just how ‘offline’ the transport sector is. Only recently have buses begun transmitting GPS signals. Many trains still run on diesel. The good news is, this is changing – even classic 1980s trains are being retrofitted with analytics tools, like a big computer on wheels. This uploads data in real-time, helping to report errors and reduce delays.

“We’re not timetabling based on guesswork anymore – we can look at CCTV, assess how many people are getting on and off, and report dynamically. This transcends customer benefits – staff can also use apps to report issues.”

Enhancing the digital ticketing experience

Using data to identify customer needs, retailers can now optimise the digital ticketing experience. For example, long-distance business travellers rely on well-designed apps for a distraction-free journey. “Ultimately, it comes down to the product you’re offering. If you are offering long-distance journeys at a reduced price, customers need to have all that information available to them. They don’t need to be distracted by needless contactless tickets and barcodes.

“Conversely, urban travellers going short distances are not as reliant on information, but speed. They don’t want to queue for tickets – they want to be able to track their journeys, and be in and out.”

Naturally, new developments in train connectivity will also affect pricing. Using CCTV, booking data and timetable live reporting, retailers can adjust their prices based on customer demand. However, Richard notes, this only works for rural areas, or for long-distance travel. “In urban environments, simplicity wins. Travel is so frequent that all we need are peak and off-peak prices. For those in more remote locations, or travelling farther, we can use capacity data to adjust pricing.”

But what about other forms of transport?

While timetable delays and on-board errors represent rail’s biggest fear – failure – Richard says that the industry should be more experimental. “Not everything needs innovation, but ticketing certainly does. We need to experiment with different business models.”

One such business model is multi-mode transport. “We could be moving towards one set fee for multiple modes of transport – buses, trains, cars and bikes. But again, we need to understand the customer demographic.

“The London Travelcard scheme was born in the 1980s, whereby you could go to a shop and buy one card for your bus and rail travel. Now, we can do the same with a contactless card, so convenience isn’t the issue. Instead – it’s pricing. Statistically, those who travel by bus only are likely to have lower incomes than those who travel on multiple modes of transport, so why aren’t we offering them the discount?”

However, if we do make the move towards ‘bundles’, we face structural issues once again, warns Richard. “Local authorities are putting together mobility schemes, but the problem is – who buys them? Outside of London, there’s no customer for this. In Manchester, for example, the mayor couldn’t deliver this type of bundle as he only has control over the trams.”

A sustainability shift

Of course, if we can solve the ownership issue, then we could move towards more sustainable travel. “A bundle scheme could drive down car ownership, particularly if we make it convenient with demand-responsive services. For example, if you have many people requesting the same journey at the same time, you could optimise it for the shortest route and the biggest number of passengers. Ad hoc timetables tend to be inefficient, which can contribute to higher emissions.”

Technological advancements are also making the rail industry more sustainable, says Richard, including electrified railways. “We’re moving a lot more now from diesel to electric, and we’re relying on things like regenerative braking and battery power for energy savings.” For an eco-conscious customer, the burden is on retailers to promote the environmental benefits of these new systems, as well as any potential transport bundle schemes.

The takeaway: customer demand drives innovation

Whatever the kind of rail traveller, notes Richard, their demand for convenience is what pushes rail technology forward. “It doesn’t matter about generation – younger people and older people rely on free travel, such as touch-in bus passes. Tech doesn’t deter anybody from using these new ticketing systems, but it does make things easier for the ‘middle’ demographic.”

Ultimately, whether our concerns are pricing, sustainability or simply getting from A to B delay-free, innovation will satisfy customer demand. We’re living in a pivotal moment for rail travel, from more efficient timetabling to better customer convenience.

If we can overcome contractual obstacles, then there’s no telling where rail could go next.

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Few people understand these challenges as well as Ian Pope. As founder of Pope Marshall, Ian offers a talent advisory service for the neobank space and fintech markets. With 22 years’ experience in headhunting, he has spent the last 12 years working with “neobanks”.

“We work on-site while neobanks are undergoing their approval process, otherwise known as the ‘authorisation with restrictions’ stage. They want to remain hidden while they go through the regulatory process.

“Pope Marshall guides them through this. Once they get to the mobilisation stage, we find them an internal person to start training from within. They soon realise that it’s more commercially viable to employ a larger team. At this point, we help out with a thorough, considered recruitment process.”

The barriers to fintech recruitment

Like most start-ups, human resource is one of the biggest barriers to fintech recruitment. “The issue with start-ups is that there are so many things going on at once. They have no time to write a job description. We go beyond just doing a word match – we educate ourselves on the company culture, and interrogate the spec to a high degree.”

But when it comes to launching a new fintech service, what is more important – the people or the product?

“It depends entirely on whether or not they’re in a regulated environment. If they’re not regulated, there are more barriers with timelines, investment, and the market they’re in. If they’re building a widget, they’ll only have one investor – they need to build an MVP and take it to market.”

For regulated companies, however, the right team is essential. Ian notes that timelines are essential once again – but the best staff need to be present from the beginning. “You need to consider having the right people from a risk, finance and tech perspective. In those first six months, you need to have the right figurehead for the business.”

Do fintechs overlook the recruitment process?

One thing that fintech start-ups may miss is the money-saving potential of good recruitment. “Let’s say you need a CTO. You can find someone at a chief architect level and pair them with an independent non-executive. This works just as well and can save you up to £100k on salaries.”

Ian also says start-ups should be commercially-minded. “Historically, most of these companies have focused on customer care and ‘pretty’ products. But they also need to focus on the commercial side. You can’t change the world and then make money – it needs to be the other way around.”

Of course, he concedes that many successful start-ups are a case of right place, right time. “The crucial difference is that commercially-minded people know how to spot an opportunity.”

Diversity and culture: how we can attract the top talent

With Pope Marshall’s reputation for meticulous hiring, Ian is a keen advocate of behavioural tests.

“Businesses often miss vital signs early on in the interview process. To find the real top-tier talent, they need to use a combination of behavioural and technical competency tests.” He cites examples from companies such as Good&Co, who have ‘gamified’ their behavioural assessments based on input from a former Google psychologist.

“These are so much more involved. They talk about learning and development needs, work ethic, and ethos. This is so important because one bad hire could lead to untold toxicity. This could push you back six months – which is six months your competitors have to get ahead.”

Is diversity a non-issue in the tech space?

What is refreshing with fintech recruitment, says Ian, is that it’s so progressive. “Fintechs are so forward-thinking, diversity doesn’t even come up in conversation. They really do take everybody on their own merits. They recognise the benefits of a diverse and inclusive management structure.”

Of course, as a relatively nascent industry, there are dangers of a limited candidate pool. Ian notes in particular that there are fewer female applicants for risk assessment roles. “It’s challenging, but I’ve seen first-hand the benefits of hiring with diversity in mind. I recall going to visit one very traditional, and one very inclusive, neobank in the same day. Only after that did I realise the impact.”

Practising what you preach

Inclusive hiring practices may be one facet of company culture, but Ian advises that business values must be authentic. “I think culture is more important for those with larger aspirations – for example, if you’re building a Bitcoin platform and want to sell to investment banks.

“But you need to practise what you preach. There are socially aware platforms like bunq, whose USP is that they care about the world. They’re living and breathing those values – they’re paperless, and are committed to planting trees.”

Bringing it home

A notable shift in company culture is the unforeseen rise in remote working, which Ian says can only be a good thing for fintech recruitment.

“Working from anywhere gives you access to a bigger pool of talent. Coronavirus has moved us towards a flexible working environment far quicker than we could have anticipated. There’s no reason why all the full-stack developers should be in London.”

Moreover, these mobile working developments are making recruitment a more even playing field. “Recruitment has changed from a proprietary database of information – for example, one agency might have had the monopoly on ERP. Today, everybody has access to that talent: it’s called LinkedIn.”

Flexible working could also signal the end of long-term working contracts, as start-ups look to hire temporary contractors to aid growth. “The talent managers deploy an onsite agency model, develop the project, and move on to the next one.”

Tech as a recruitment asset

As more of us adjust to a working from home culture, Ian notes an upward trend in digital behavioural assessments. “Let’s say you need a project manager. You could ask them to record a four-minute dialogue about Agile – then they could describe what they do outside of work, which will determine if they’re a good cultural fit.”

Despite this, there appears to be coup against video interviewing – perhaps in response to the dreaded ‘Zoom fatigue’.

“I thought video interviewing would be picked up quicker. There are tech platforms like Odro and Hinterview, which record the process and self-delete for data protection. These could save so much time and money in travel.”

He speculates that interviewers may feel as though there’s a lost “human connection” with video interviews. “85 per cent of human communication is done via body language, but the benefits of video outweigh these minor drawbacks. How many times do we think ‘nice guy’ at the end of an interview, without any conclusive data?”

Why the right senior teams matter

Ian notes that we need to upskill senior executives to detect behavioural cues and become better assessors. While tech is a valuable asset, there’s no end to the value of the right team.

“Everyone should have independent non-executives, but they need to be right for the role, not just a beauty parade for regulators.”

The world of work may be changing, but we still need to focus on the fundamentals – recognising human talent and spotting opportunities.

“You need to choose people who will add value to your business, which is why it’s best to have a diverse range of ages and backgrounds. Non-executives have less experience, but executives might be waiting to retire. It’s all about finding the right balance of those hard-fought battle scars and new ideas.”

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As with all marketing, resting on our laurels puts us at risk of strategic drift. Our competitors get ahead of us as they adapt to changing circumstances. If we cannot evolve, we lose our customer base.

So how do we tackle business communication in a closed-off world?

Changing positions – pivoting towards digital

The answer is simple. We position ourselves in front of our customers digitally. You may have seen an incremental rise in webinars and live sessions during lockdown. Early adopters took advantage of a captive audience – global internet use is up 70 per cent since the outbreak.

But while these interactive sessions add value, they can lead to the dreaded ‘Zoom fatigue’. The best business development strategy combines a mixture of long-term and short-term assets.

Social media

Consumers are now spending 44 per cent more time on social networks. We need to make sure our brands are at the forefront of their minds, for example, by offering high-value, shareable content like whitepapers and reports.

The key with social media is consistency. If you’re posting more during lockdown, don’t expect it to tail off once things return to ‘normal’. Consider a long-term strategy that will get customers into phase one of the funnel.

Email marketing

Now that the spate of identikit ‘we’re here for you’ emails is over, it’s time to start putting out content with a purpose. We should be using this time to clean our mailing lists. Consider updating them with the latest contacts and segmenting leads to guide content.

Word of mouth

The oldest marketing method in the book continues to be relevant – but it’s going online. Take advantage of this extra social media activity. LinkedIn is a great way to refer contacts, while you should also use this time to build up your social proof. Ask your clients to leave testimonials on LinkedIn, Google, or third-party sites like TrustPilot.

SEM

Search engine marketing is, without question, the most time-consuming business development method. Pay-per-click can get you quick returns, but it should always be supported by a thorough organic strategy. As Google pledges to help small businesses with advertising costs, now is the time to invest in organic and paid search.

Search engine optimisation – a long-term strategy for COVID-19 and beyond

The pandemic has gifted us extra time to focus on our marketing efforts, including website optimisation. When it comes to SEO, the key thing to remember is that it doesn’t happen overnight. We should expect to see results in a few months, which can be as high as 12 months for a new site.

Consider:

• Are there any ‘quick wins’ you can implement, e.g. fixing 404 errors, optimising meta descriptions or checking page indexing?
• When did you last analyse the competition? Who is ranking for your key terms? Backlink analysis tools can help to power an off-site SEO strategy.
• Is your site UX-friendly? We’ve moved a long way since 2015’s ‘Mobilegeddon’ – now, SEOs are planning for the 2021 user experience update. Consider a user-testing analysis to prepare for these changes.
• What KPIs have you set yourselves and/or your agency? Do you need to adjust expectations based on COVID-19? Are you getting the best ROI from your organic SEO spend?

A cost-effective alternative

Typically, agencies can charge anywhere up to £10,000 per month for SEO services, though this depends largely on the market and the current state of your site. If you’re not looking for a comprehensive DM package, you could try local SEO.

Why local SEO?

Local SEO focuses on serving customers closest to you, and can help you rank against larger national competitors. Of course, the basic principles stay the same, but the focus is on your Google My Business profile. This can help to:

• Rank you in the ‘knowledge graph’ on the map above organic results
• Display opening hours, telephone numbers and your website
• Share updates e.g. blogs, events
• Allow mobile searchers to call you with one click.

It’s also a great way of building trust. Your Google reviews show up directly, giving you social proof with star ratings. This service costs less than £500 per month and offers significant returns.

A short-term alternative

Again, it’s always best to invest in long and short-term strategies. But if you’re a new business with dreams beyond COVID-19, paid advertising is perfect. Ads for a new site have a far higher chance of appearing on page one than organic results, making this a short-term exercise in brand awareness.

Paid ads are also a great source for keyword research, which can power your organic strategy. Note that Google Ads is not for the faint-hearted: it requires constant monitoring of ad spend and search behaviour. That’s why it’s best to have an agency help out and prevent wasted spend.

After some months of investment, you’ll develop a brand reputation. Brand searches have a significantly lower acquisition cost – money which you can re-invest into your organic strategy.

Which business development method is best for you?

Return on investment is key for business survival beyond COVID-19. Before you invest in a digital marketing strategy, make sure you can answer the following questions:

• What are my objectives? More sales? Better brand awareness? What is my agency’s goal?
• Are they SMART? (Specific, measurable, assignable, relevant and time-based.)
• Do I have the funds for a monthly investment? Should I start small and invest more later?
• Am I willing to review my spend, and change in line with what works best?
• Do I have a good foundation of digital assets? Do I need to tidy up my social media/website first?

Wherever your customers are in the funnel, you need to present them with a valuable, trustworthy digital product. This will help your organic rankings and improve your UX – leading to those all-important sales.

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Like any industry-wide shift, this was initially met with objection.

However, thanks to our ongoing partnership with ISOMA Crescendo, we’ve noticed improvements across the board at Meggitt Avionics, from customer satisfaction to company culture.

Nobody can make a stronger claim for operational excellence than our quality teams. Both our Principal Quality Engineer, Paul Brooker, and Product Quality Assurance Manager, Ian Sawyer, say that key data is more accessible than ever.

Beforehand, many companies would rely on flow charts to outline procedures. “With the ISOMA system, we can attach guidance material and procedures to each activity box within the process map. This eliminates all doubt – there can be a document held behind it, with a pictorial and written version,” says Paul Brooker. Maps, instructions and processes are all available within two clicks.

First and foremost, this has been instrumental in satisfying the “human factor” criterion for Rev D. In particular, Ian Sawyer notes the effect ISOMA has had on new starters. “It reduces our training requirements by telling them exactly what to do and the standard they’re working with. For example, if you’re in purchasing, each meta tag is linked to your role and corresponding industry standard.”

It’s a problem seen all too often: staff will open long procedural documents, skip through them and never look at them again. With an operational excellence model, dashboards are user-centric, helping to save time and let staff focus on their own KPIs.

The next key benefit is to our customers and suppliers. Based on previous quality management models, many of them initially struggled to see why we no longer use written documents. Now, we can show them relevant information on the BMS, whether it’s a specific box or a pop-up hint. We can give them exactly what they want, resulting in huge time savings and better customer satisfaction.

Rev D features a renewed focus on risk management. With the ISOMA system, we can meet our auditors’ strict compliance standards more efficiently. “We put our processes into the cloud and auditors were blown away by how well it was laid out,” says Paul Brooker.

In turn, these time-saving layouts have also benefited our health and safety and environmental safety compliance, while making it easier to achieve industry certifications. It’s why Meggitt Avionics are the best-performing division of Meggitt PLC.

Our company culture is changing. We’re moving towards a human-centric focus that eliminates tedious processes and reduces risks. It’s causing ripples amongst our staff, suppliers and auditors, and improving the industry as a whole.

If more companies can accept this cultural and technological change, we can truly show them what good looks like.

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We get it. Marketing is a luxury for some and most senior staff only want to see bottom lines. If your budgets are tight, we’ve picked out the best free content marketing tools.

Content creation and inspiration

From conquering writer’s block to generating new ideas, these tools will get you started.

BuzzSumo

If you’re short on ideas, BuzzSumo has the answer. It offers a free seven-day trial with great research features. Enter a keyword into the content analyser to find out how many people are talking about a topic and where.

Use the question analyser to see what kind of questions your blog posts could answer. It’s also great for topical reaction pieces, giving you insights into what’s trending now. After seven days, you can still use the trending news, “most shared” and influencer research tools.

Canva

We all know that design software doesn’t come cheap. Canva offers free social media templates, backgrounds, graphics and much more. It’s incredibly simple to use and allows you to upload your own images. Its free version is more than enough for infographics and social media posts.

Mailchimp

If you have a message for fewer than 2,000 subscribers, try Mailchimp. It has an extensive list of templates which will allow you to embed your own images, file uploads and links. There are custom fonts, or if you know code, you can add your own web fonts.

The free version allows you to upload mailing lists and segment them. You can also integrate campaigns with Google Analytics and create landing pages.

Unsplash

High-quality, professional images are yours, royalty-free. Ideal for stock images with technology or travel in mind, Unsplash offers high-res photos – ideal for brochures or static webpages.

Hemingway App

The Hemingway App analyses your text for complicated sentences, giving you a numeric score. It will advise you on overuse of passive voice or adverbs, plus it will suggest simpler alternatives. Hint – the lower your score, the better.

Proactive marketing

If you’re looking for sources for an article, try these.

ResponseSource

Created for journalists, ResponseSource allows users to send out requests for information, quotes or products. Journalists plug in their publication details, enquiry, deadline and theme. This request will go out to all PRs, who should respond and point you to a relevant source.

Twitter

Use the right hashtags and the responses will start pouring in. Whenever you use the term #journorequest, for example, the @PressPlugs account will retweet it for you with your contact details and a deadline.

Buffer

Social media scheduling is great for anticipating events or announcing product launches. Buffer allows up to three accounts for free, including LinkedIn pages, Twitter, Facebook or Instagram. It recommends the best time of day to post and allows you to customise posts when scheduling across many accounts.

Reactive marketing

Answer PR enquiries quickly and secure more brand coverage.

SourceBottle

Like ResponseSource, journalists use SourceBottle to send out requests for information. You can subscribe to these updates absolutely free and respond where your expertise is required. SourceBottle also holds regular webinars and provides free resources like content calendars. (ResponseSource also has a paid version for PRs signing up for enquiries.)

HARO (Help A Reporter Out)

Much like SourceBottle, HARO sends out large text emails with huge numbers of requests. These are categorised by theme and have a link to a longer enquiry. The beauty of HARO is its consistency – it sends out three posts daily with upwards of 70 requests.

Google Alerts

Enter a keyword into Google Alerts and you’ll receive an email every time it’s mentioned in the news. This is ideal for reactive social media posts or short blog posts.

Google Crystal

Whether you’re trying to engage with customers or flatter a journalist, Google Crystal will help. This free Chrome extension analyses people’s personalities based on their profiles, giving you guidance on when best to email or what content they like best.

Measuring campaigns

Report on ROI with these fantastic analytics tools.

SEMRush

It’s short-lived, but SEMRush will allow you to make 10 enquiries on your IP before asking you to upgrade. SEMRush is an incredible suite of analytics tools, giving you insights into backlink data for competitors, Google Ads data, keyword volumes, content ideas and more.

BrandYourself

Again, this is a free trial only, but will give you insights into how you’re perceived online. BrandYourself gives you a reputation score and advises on how to ‘clean up’ social media posts – great for new campaigns.

Twitter/Facebook/LinkedIn analytics

All of these come free with any profiles or pages you set up on social media. They can provide insights on post views, shares and new likes or followers – ideal for monthly reporting.

Google Analytics

Add one tiny piece of tracking code and you could view visitors in real-time, count page views, locate users, identify acquisition sources and even assign a monetary value to users. Google Analytics should not be missing from any self-respecting marketer’s arsenal.

The takeaway

Before you start a campaign, do your research. Are you using these tools for free insights or are you prepared to pay for them in the long term?

There are a million and one tools to help your content marketing go further. It’s really a case of getting out what you put in – and that’s not just money. Define your goals before you start and you’ll maximise each one to its full potential.

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As if teaching primary school students wasn’t difficult enough, we now have the ‘new normal’ transition to contend with. Pupils around Britain are essentially starting again – relearning their social skills, while feeling the pressure to be on-track.

For the sake of the students, teachers and parents, we must adapt our teaching. We believe the only way to do that is through taking an active learning approach.

Physical and mental health challenges

During lockdown, we saw some eye-opening reports on children’s development:

• Sport England warned that children were becoming less physically active
• Parents of four to 10-year-olds reported more anxiety and behavioural issues.

In addition, some students have struggled to learn in the home environment. Niamh Hunter, a Year 4 teacher at Holy Family Catholic School in Addlestone, has seen the changes first-hand.

“The kids are looking forward to being back at school, but everybody’s circumstances are different. Some children haven’t been able to learn as well as others.”

With the new term afoot, many schools are turning to active learning to teach essential English and Mathematics skills.

How active learning helps

The Teach Active learning approach involves using games and physical competitive activities to teach literacy and numeracy.

For example, students can take part in a ‘Fraction Race’, whereby they answer questions about numerical fractions. Every correct answer allows them to jump one step closer to winning a prize. Likewise, ‘Danger Island’ has proved to be a hit for addition and subtraction. Children use their arithmetic skills to ‘escape’ across the playground.

While the Holy Family School has been following this curriculum for a while, it’s had a particularly positive effect in post-COVID education.

“The children have reacted very positively to the sessions. They know their school is a safe zone, and they are looking forward to getting back into their routine. They’re just so happy to be interacting with one another,” says Niamh.

Research tells us that increased physical activity improves children’s attention to tasks, and their motivation to learn. Likewise, it reinforces social interaction, leading to better mental health and improved development.

Active learning and social distancing

With reports of new outbreaks in schools, we need to do everything we can to prevent a second lockdown. Physical learning allows activities to be adapted for distancing measures.

Niamh says: “There’s a huge focus on social distancing, and we’ve made the changes. For example, in one Mathematics session, we divided the children into three teams, all appropriately spaced apart with marbles. They would run up and pick a question card, then run back, put the card in a hoop, and not touch it again. There’s no rummaging through equipment.”

Virtual value

Active learning is also just as rewarding in the home. Many parents turned to this method throughout lockdown in a bid to break the monotony of traditional methods.

Niamh says: “A lot of parents were home schooling with White Rose lessons. Watching videos every day can be monotonous for some, so it was great for parents to try the games at home. We had tons of positive feedback about the lessons while schools were closed.”

Temporary normal; long-term benefits

It’s important to remember that active learning isn’t a temporary measure. Whether it’s outdoors in a playground space, or in a socially distanced classroom, the benefits will inspire new pupils for years to come.

A renewed focus on physical education helps to:

• Increase concentration
• Promote motivation to learn
• Prevent sedentary habits later in life
• Attain better test scores in English and Mathematics.

More importantly, we’ll see a fresh outlook for today’s young children, who have suffered some of the biggest mental health issues for generations. With social media, not to mention the pressures of lockdown, today’s primary school children are being exposed to an unhealthy amount of stress.

Play is the “learning language” of children and an essential part of their development. If there’s a lesson to be learned from the pandemic, it’s that traditional, boxed-in methods do not work. The proof is in the pudding, as the team at Holy Family tell us.

“Not a single student has told me they don’t want to join in, even the less outgoing children. With this new approach, every child is excited to learn.”

Jon Smedley is a former teacher and founder of Teach Active. Any teacher can access up to 50 active lesson plans in English and Maths for free for a trial period at www.teachactive.org, many of which are social distance friendly.

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