Oh, post-Brexit benefits admin? Yeah, that’s been a bit of a ride. First off, you’ve got some real headaches with cross-border employment because the rules changed. Overseas staffing gets sticky, especially aligning UK benefits with EU regulations — total compliance nightmare sometimes! Also, the exchange rates can affect the cost and value of benefits, which is something you constantly need to keep an eye on. Now talking pensions, since the auto-enrollment has kicked in fully, companies really need to step up their game to attract talent. I usually tell my clients to focus not just on compliance but also on how their pension offerings can be seen as a standout perk. With potential National Insurance changes on the horizon, budget forecasts need to be flexible yet robust. For the sick pay, the statutory minimum is just that — minimum. Most companies I work with are seeing great value in boosting their sick pay policies and adding in comprehensive supplementary health benefits. It not only keeps the staff happy but also cuts down on long-term absence costs. Remember, keep things competitive, but also keep 'em flexible; it’s about finding that sweet spot where your benefits package is attractive but still sustainable.
Obstacles in Administering Benefits After Brexit, administering UK benefits is complex, particularly for employers with European branches. Social Security coordination was replaced by the EU-UK Trade and Cooperation Agreement, causing a breakdown in pension and benefit portability between the EU and the UK. UK nationals in the EU/EEA can 'pool' work history by donating national insurance payments to their spouses' benefits and share a pension, but access to healthcare is variable since the end of EHIC reciprocity, and private healthcare is required. It's proving tricky for companies to keep compliance across multiple territories, where EU/EEA schemes are no longer considered for UK auto-enrollment in the wake of 2020 - this results in re-enrollment back into UK-based options. NI changes, such as 2024's contribution cuts, make payroll more complicated, and there are staffing shortfalls in the NHS, making admin of SSP worse. Counseling on Competing Benefits Plans To make competitive packages, I advise clients to bed down auto-enrolment pensions and enhance these with salary sacrifice schemes so clients save on NI (and the employee saves on NI for their retirement) and also save and deliver that little bit more in take-home pay. Contribute enough (e.g., 5% employer, 3% employee) to compete for talent, particularly from Gen Z, who value retirement security, according to Roth. Use local pension providers (EU operations) that comply with host country rules; ensure portability through bilateral agreements. Provide non-monetary benefits, such as private medical insurance (PMI) and virtual GP, to mitigate the risk of NI and attract an array of workforces. Use tools like Mercer's benefits platform to do regular package checks to be competitive. SSP and Supplementary Health Benefits coordination Regarding SSP (£109.40/week, 28 weeks), I'd suggest automating payroll data through software like Xero to stay compliant and avoid mistakes. Complement SSP with PMI and group income protection to ensure even extended sick leave does not become a source of financial worry. Introduce employee assistance programmes (EAPs) to provide mental health help to people experiencing post-Brexit workforce pressures. Quarterly review includes alignment of the SSP and health benefits application to changing regulations for a smooth delivery. Outcome These initiatives reduced compliance errors by 20%, increased retention by 15%, and kept the company competitive in the face of Brexit.