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We see a huge variety of CV’s – some are great, some are… well… not so strong. Here are the Top 6 mistakes that we regularly see – if you do nothing else before sending your CV in, make sure it doesn’t fall foul of these.



1. Spelling mistakes or bad grammardictionary

Despite all the built-in spell-check features in today’s software, it’s still the most common mistake on a CV. No matter how strong your CV, errors in spelling and grammar will indicate a lack of attention to detail and could derail your application before it’s begun.

Spell-Check won’t pick up all the errors so you can’t rely on it to spot the difference between “their” and “there”. Instead, have someone else read it slowly - fresh eyes are always more likely to pick up errors on a document that you’ve been working on for a long time.

To get a sense of any grammar errors, reading it aloud can help – as can passing it through an app such as Grammarly.



2. Poor formatFonts

Remember that your CV is a representation of you on paper, which means that if your formatting is off, it will give the wrong impression.

Common mistakes are fonts that randomly change halfway down your document, inconsistent layout, obvious edits that are not formatted properly, or an over-use of ’gimmicky’ formats & colours - all big misses when it comes to CV writing.

This doesn’t mean it has to be a work of art (unless you’re perhaps applying to be an architect) – but it does mean it should be clean, professional and should scan well. Decide on a style and font and stick with it (and leave the Comic Sans font and emoji’s alone).

Finally, make sure you save as an appropriate format (Word / PDF) so you know it can be opened properly by the recipient.



3. Mind the clichéscliche

Somewhere in the world, a recruiter is rolling their eyes at yet another CV full of “I’m a hard-working, driven individual with a can-do attitude who works well independently or as part of a team” sentences.

Those attributes are great, but recruiters want you to expand on how you gained the skills and how they relate to the job you’re applying for.

A CV that showcases your skills, with real-life examples of how they add value will stand above the rest. Remember, a skill that is backed up by evidence carries much more weight than a tick-list of generic attributes, especially in an industry like FM.



4. Not tailoring your CVtailor

It’s all too easy to have a CV that’s ready to go and just sending it off without amendment. However, the most effective CV’s are those that have been tweaked to consider the role – and the organisation – that you are applying for.

How do you do that? Simple.

First, re-read the job description and pick up keywords and phrases. Then focus your CV on the skills you have that address those requirements – with examples of course.

Second, research the company to get an idea of their culture/ethos. Tweaking your CV so it speaks to those values will make a recruiter feel that you will be a good fit for their organisation.

Your CV should highlight the elements that are relevant to each job.



5. Too long / too shortpapers

Most people believe that a CV should not be longer than 2 pages, arguing that a recruiter is likely to switch off if it’s any longer than that. In general, this is a fair starting assumption, however, when it comes to a career in FM this may need a rethink.

The FM industry is extraordinarily diverse and more varied in terms of roles. Trying to condense all your experience onto 2 pages can often miss out the all-important relevant experience that may get you the job.

It’s often the case that recruiters (who may not themselves be experienced in the FM sector) are looking for keywords on their mental checklist. If you’ve over-condensed your CV you are in danger of them missing the fact that yes, you have exactly the skill-set they need.

At Hexagon we can of course help you with this dilemma as we have the industry knowledge.



6. Correct (and appropriate) contact detailsmagnify

It’s easy to focus so much on the content of your CV that you can miss errors on those all-important contact details.

If you aren’t 100% certain that your phone number and email address are correct then check them again. Imagine the frustration of a recruiter who likes what they see, then can’t get in touch to take it further because of a typo on your phone number.

Almost as importantly, make sure your email address is an appropriate one. If your personal email is still one you set up when you were thought making it funny would be kind of cool, then it’s time to set up a new one.

The one thing that is almost certain is that drunkendave@davemail.com is unlikely to get too far through the recruitment process!


This week we talk to UK Workplace Manager, Kellie Lord-Thomas from Amnesty International who shares her thoughts on re-entering the workplace. Kellie is a really competent and confident leader with years of experience and it struck me, that so many Senior FM leaders are feeling these anxieties about bringing their colleagues back into the workplace. However, they have pushed these feelings aside and have galvanised themselves and their teams back into action. In this blog, Kellie is honest about her feelings and anxieties and how she and her team overcame them. We are also pleased to be hosting a live interview with Kellie where you can put your questions forward to her. Please email these through to hello@hexagonfm.co.uk with the subject title - Kellie Lord-Thomas

Kellie Lord-Thomas

23rd July

From the start of the pandemic, I was aware how COVID19 would impact how people would want to use the office going forward. The repeated phrase ‘new normal’ sent alarm bells ringing and I knew Facilities and Workplace teams would be at the forefront of any form of return to work.

Working from home initially, meant I had time to attend webinars and virtual coffees with industry peers. I was always too busy before but suddenly I had the space and time to attend. I’m grateful so many companies and thought leaders were willing to share their insights and learnings. It certainly put me in good stead when it came to reopen our office.

It’s been six weeks since the team and I returned to get things ready. It’s been a bizarre mix of nerves and determination. Being part of the solution during a crisis is every Workplace Manager’s dream yet I wasn’t prepared for how anxious it would make me feel. I’m not usually an anxious person but working to a new set of guidelines when there’s no blueprint is a new one on me.

I flit between having a clear vision of the changes required, to being unable to answer the very simplest of questions. Is it ok to allow staff access to the stationery cupboard? Are staff allowed to use the crockery? Have we done enough to reduce the risk of transmission in the showers? Am I right to adopt a hot desking approach to facilitate more people returning? Pre COVID, a response would have rolled off the tongue.

I’ve been communicating with staff and advised on the changes made. The responses have been positive, but I wasn’t prepared for the volume of unique questions posed by staff. Somehow, I forgot the Workplace isn’t a one size fits all environment. A blanket approach doesn’t benefit someone with ergonomic needs. The Government guidelines would lead you to believe once you’ve introduced social distancing in the workplace, your job will be done. Far from it!

Staff are anxious about returning. I’m anxious about them returning. You can put all the measures and signage in place, but you are relying heavily on staff to change their behaviours. I don’t want to spend my time telling staff to stay apart, especially when they are entitled to head to the pub after work.

These are challenging times and I’m glad to be leading the response on the ground, but I do worry about the level of responsibility being put on Workplace teams, who are also living through a pandemic. I am continually worried about the possibility of someone, or me displaying symptoms whilst at work. These are strange times for everyone. I can’t explain how I’ve been able to do this whilst I’m still not willing to sit inside a pub or go to a restaurant.

One change I have made, I now wear keys around my neck. For 20 years I’ve resisted but I’ve had too. With multiple areas restricted, I’ve realised the building is too big to keep popping back to the key cupboard. I call them my boob separators.

We opened on Monday and I’m still adjusting to seeing staff use the space. We haven’t had an influx of people and our stance is still work from home if you can. The small numbers that have come in have been impressed with the changes. The team and I have loved seeing colleagues again. Teams and Zoom are great, but nothing beats face to face interactions. It’s one aspect of working from home we’ve all missed most.

I’m learning it’s ok to not have all the answers. We’ve never done this before, it’s new to all of us. My advice to others who are in the same boat, try to take one day at a time. Allow yourself time to think through decisions. It’s ok to politely ask someone to take a step back if they are not socially distancing from you. I’ve also found talking openly with my team has helped. It doesn’t make you weak, it makes you human.

I’m hoping more staff return but I need to be patient and take solace in the fact that when they are ready, they’ll love it.


IMG 6331

This week, we've been talking to the lovely Wendy Bartlett MBE from Bartlett Mitchell about what it is like running a business in the Corona Virus Lockdown.

For those of you who haven't met Wendy. She is the Executive Chairman of the hugely respected Bartlett Mitchell, an award winning catering business covering London and the South East.

Here are her thoughts on lockdown life. 


Nikki "What is life like running a business in these very unique circumstances?"

Wendy "It’s nothing like you would have imagined. And if we had, no one would have believed us. If I had said "I’m going to work from home for a month and not go out" -  you would have thought I was joking and being completely unrealistic. So apart from short trips out for ‘emergencies‘ or ’exercise’ I have stayed at home."

Teamwork delivers

The first weeks were frenetic. Led by Ian Thomas our CEO and Francois our superstar MD, the senior team pulled out all the stops for clients. They delivered miracles and worked to find rapidly-changing solutions as the implications of the virus became clear.

It took a while for reality to kick in and for everyone to understand what a catering 'lockdown' involved. It varied from reducing offers, altering and then eventual closure for most. We have definitely earned our fee during this period.  It has been much harder co-ordinating, communicating, organising and delivering each site's personal needs. Reassuring furloughed team members to ensure everyone gets a consistent and trustworthy message is a big task.

A test of true values

I have been most impressed with the comradeship I have seen at bartlett mitchell. Everyone is working together and trying to work out what to do for the best. Clients, in the main, have also been supportive and caring about the teams. This is a testament to the strength of the partnerships we have formed with our clients and consultants.

I believe that clients will remember how organisations have behaved towards their teams and clients during the CVD crisis. This will be the true test of values. The loyalty of customers and teams alike will dictate survival.

Keep calm and carry on

There is much to worry about, and I’m sure be unhappy about. But  it's been the British stiff upper lip spirit - carry on as best you can, that has come through. There is blame and claim on the 'shoulds’ and 'woulds’, but in the main people have been positive, helpful, calm and caring . It’s a nice strength to have in a difficult time as a nation.

Lessons learnt

  • Even when I am at home all day I still have a growing list! (Also learnt that my partner Douglas doesn’t get the point of lists so he ignores them)
  • It’s better to focus on one or two things and complete them- with so much to do you get distracted.
  • Communicate. Stay in touch and make sure your team see you. Be visible and be there for them to give comfort and reassurance.
  • Small things in life give great enjoyment, like finding something in the supermarket. Who would have thought we could get so excited over a bag of flour and yeast or that exact loaf we like.
  • I can hear the birds sing in my garden much more now.
  • There are some truly amazing people in the world.  I hope when this is over we remember and appreciate them, from the NHS to the bin men.
  • I am in awe of our team, especially those that continue to work. Such commitment, common-sense and care.
  • Community is still there - we lost it temporarily while we were being busy.
  • The #bmfamily team are mad for baking. Our internal comms are full of pictures of baking. Even at home they live the #foodies values
  • A sense of humour is needed in most situations. The team have shared the funniest photos, quotes and all sorts.
  • I really love our team - they inspire me every day
  • I remember how to cook!



Thank you Wendy for sharing your thoughts with us and giving us an insight into life at Bartlett Mitchell during the lockdown. 

If you are revising your catering offering and are looking for a company with "fresh ideas" which will make your tummy rumble, then please contact 

Michelle Jugessur, Business Development michelle@bartlettmitchell.co.uk   07973683077 and tell them you saw them on the Hexagon FM Blog


Bart-Hogan-1293IMG 6309



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As the pressure to close-down any construction based sites grows, as it becomes evermore evident that in reality it is practically impossible to maintain a constant 2m distance between colleagues and the supply chain provision becomes harder as companies withdraw services, the healthcare priority will go hand in hand with the economic reality.

Closing down live construction sites which are under contract with clients to meet quality, time and budget, in order to comply with unclear Government instruction will undoubtedly lead to a heavy reliance upon Force Majeure clauses and compliance with them.

The immediate impact will be two fold - contractors will be keen to secure as much cash as possible from clients to counter their wage bills as even with a Government subsidy there will be a time lag in cash receipts, and secondly some clients will take the opportunity to hold onto cash for their own cashflow or in bad practice cases, where they suspect the contractor may not survive a long period of no work.

For those contractors and indeed sub-contractors that do survive I can only foresee a boom time for lawyers and QS's as they try and unpick the contractual clauses as to what notices should have been served when, in what format and to whom.

The Construction/Facilities industry model was broken before the outbreak of the Corona Virus with contractor's large and small, desperate to grow turnover at the cost of margin and consequently suffering when slow  cashflow exposed high levels of risk that had been taken on. Similarly clients have just been as eager to continue to accept lowest cost tenders despite all the sentiment and the Latham / Egan reports on the need to share risk, adopt a partnering approach and accept that contractors need regular cashflow and to make a margin.

Whilst the Government have pushed the need to adopt the Fair Payment Code what this doesn't reflect is the timescale taken by clients and main contractors, to agree what can be invoiced. Whilst the contracts are normally quite clear on these timescales they are commonly abused as the complexity of pursuing a breach for non-payment is usually costly and a last resort unless all relationships between the parties have broken down.

The Corona Virus has now only added another and potentially larger dimension to this scenario as no one can forecast accurately when we will return to some level of normality nor indeed what position the economy will be in.

One thing is for sure, there will inevitably be causalities of this period large and small, however as the world is  showing us at the moment whilst it performs its own correction as to how humans have messed up the ecology of the planet, just as in nature, there will be new chutes and maybe, a new way of working in the Construction/Facilities industry going forward.

We can only hope it is for the better.   

Blog kindly submitted to Hexagon FM by Ian Dunning 






Crisis management, recovery and future preparedness

The CEO of a global organisation once used a curious analogy to sum up crisis management:

  1. “getting the cow out of the ditch,
  2. understanding how the cow got into the ditch,
  3. and preventing the cow falling into the ditch again”.

There are plenty of longwinded ways to explain the principles of crisis management, but few so straight-forward to a wide range of people.

Without wishing to unnecessarily complicate this great analogy, three simple, circular steps are fundamental to success through any crisis:

  1. Act - deal with the immediate requirements of the incident. Follow a crisis management plan, assemble the crisis management team, get the right resources into the right place (and fast)
  2. Understand - once the incident is contained and effectively managed, get to the heart of how the incident happened, the circumstances that led to it, and review how it was handled
  3. Prevent - close the loop (vital and often the aspect that is least effectively actioned), learn to mitigate the incident from re-occurring, or at least the impacts if it can’t be prevented. Improve systems, processes and people for future preparedness, and don’t forget to update / rewrite your original crisis management plan

Crisis management and recovery are fascinating subjects. If you have worked in and around large crowded places, such as airports and shopping centres, you will have experienced frequent testing of business continuity plans through your crisis management exercises. And if you have led a crisis situation first hand, you’ll know that such management requires high levels of resilience, agility, attention to detail, and business acumen.

Such circumstances require super-effective leadership. Great leaders clearly establish purpose, “the why”, and align everyone’s objectives so that each person has a direct contribution to the goal. They surround themselves with a great team, people with the right balance of skills – particularly soft skills - great communicators with social and emotional intelligence. These leaders promote simplicity and clarity in the team outputs, and engender trust from the wider team. And of course, they place the customer as the top priority in every endeavour.

In my own experience, most recently operations management in shopping centres, large, multi-agency crisis simulations were invaluable in preparing for real-life incidents such as the terror attack in Manchester during May 2017. They enabled the whole crisis management team to anticipate the likely demands of such an incident, and to assemble resources to mitigate risk. It proved the importance of preparation, developing (crisis management) team experience, and the critical requirement to close the loop and update the crisis management plan. 20 years ago in government data centre environments, similar thinking and preparedness was critical to the success of first and second generation outsourcing.

Crisis management training rams home the importance of planning and preparedness. Find time, make time and utilise it well. Time is the advantage, it gifts the opportunity to plan, prepare and ready resources, to locate and mitigate the bottlenecks. It is pretty obvious, but once you are in crisis mode, time is in short supply, and that is where the skills of agility and resilience in the team really come to the fore. These situations require flexibility from all involved, they require people to change quickly, and without wishing to sound contrived, change brings opportunity.

The Covid-19 crisis is terrible for people and families across the globe. The evolving restrictions in the UK are challenging for everyone. But these challenges do present opportunities for businesses, teams and people to learn, to improve and potentially stride forward. So, when you consider the ramifications that the Covid-19 crisis brings to your team and business, take a moment to reflect on the “cow in the ditch”. Figure out how to simplify your own situation, assemble your team, and best wishes as you get back to business.

If you would like to discuss any of these points, please feel to get in touch through Linked In.

Geoff Grateley MIWFM


Special thanks to Geoff for preparing this blog for us. We know people will really appreciate this brief guide. If you wish to contact Geoff, you can reach him via  Linkedin here  Geoff Grateley Linkedin


I am sure many of you have sat back in your seat after a wonderful meal and said "right at this moment life doesn't get better than this.", without a second thought to the kitchen porters, cleaners, commis and waiters that made it happen.

Perhaps having had to endure the morning commute on your clean train, that first cup of coffee has been your saviour, yet you cannot recall the name of the always positive person who served it to you. As you sit down at your clean desk having got to your floor because the lights and the lifts worked, you don't even notice the bin has been emptied.

You visit the pristine bathrooms but have probably never acknowledged the housekeeping teams that arrived an hour before you, and will leave hours after you, to ensure your workplace is a pleasurable environment conducive to you and your company achieving results. Our service teams help the business do business and our people thrive the legion of hardworking, committed, often lower paid employees are the army of workers who help business do business and people have fun.

From facilities and service contractors, hospitality to infrastructure these teams are often overlooked and undervalued because they are not "fee earners" or the "glory boys & girls" as I like to call them. Kitchen porters are the real rock stars of the kitchen.

Priti Patel have you ever spent 8 hours in a hot kitchen wash up area in a basement .....no I thought not, because if you had, you would not label our KP's as "unskilled". Ask the brilliant Jay Rayner; he decided to take on the role for his article in 2015 and concluded that our kitchen porters are rockstars. Michel Roux explains all meals start and end with the kitchen porter, no matter how well the food is cooked or how many Michelin stars the chef has. If the plate is dirty, it gets sent back. Do not believe this legion of saviours are uneducated, often it is simply that they use the position to gain their first role while they learn English and then move up the ladder, or because it is flexible enough to work around their studies.

Escoffier, widely proclaimed as the god of chefs, revered his KP's, often seeing and nurturing their talent. With his most famous kitchen porter, who he later promoted to pastry chef at the Capital hotel, being Ho chi Minh who sadly had to leave in order to pursue his political ambitions and honour his country. Unskilled...uneducated...? I don't think so.

The Rock is one of the most popular actors of our time, he also did a stint as a kitchen porter, saying it built character and is probably why he treats people so well today. Ester Mcvey why aren't you shouting about the value and worth of waitresses? I seem to remember you were a pretty good one once when I worked with you at Tuttons in Covent Garden.

As a nation we need to start valuing our service teams not taking them for-granted. The reality is that in this country we do not value our service teams, acknowledge their worth and most importantly their contribution to our economy and overall well-being.

Consequently people do not want to join service industries or do these roles, whatever the wage, believing the roles are beneath them. If the government believes the economically inactive within the population should undertake these jobs, perhaps they should start by valuing and singing the praises of these unsung heroes themselves. Luckily other nations do not have the same negative bias, they view the service industry as an honourable profession, as we all should, that takes a unique skill set to master. It is these groups that have helped our service industries survive, taking on the roles that our home grown teams don't want to do.

I have loved and continue to love my career in hospitality despite being discouraged to enter it at school. From a young age I decided hospitality was the career for me despite being discouraged at school, which still happens all too often today. I started waitressing on Brighton seafront age 15, and having worked in hotels, bars, restaurants and Clubs for several decades, I may have worked damn hard but I have also had, and continue to have, a lot of fun. I have learnt valuable life skills, built my confidence, worked my way up to MD and am now the owner of my own business. I travel the globe and meet amazing people who inspire me, many of whom are kitchen porters, cleaners, waiters, receptionists, security teams and chefs. Yet we are not shouting enough about the benefits of our service industries.

How much are you prepared to pay for your meal or coffee? The government tells us to pay these "unskilled" workers more and reduce hours. We are doing that; wages within hospitality and facilities have increased by an average 4-10% year on year since 2000, with kitchen increases being on average 14.8% year on year. According to some reports, 38% increase in bar wages, reduced hours and four day weeks have become the norm in kitchens on most hospitality rotas and split shifts are dying out increasing wage costs still further along with food costs, rent, rates and insurance, yet the cost of dining out has not increased at the same rate. The maths do not stack up, these steadily increasing costs across the board mean businesses simply cannot afford to stay afloat.

How much are you prepared to pay for your meal or coffee? How many of you use vouchers and discount codes to offset the cost of a meal or stay? We have 800,000 vacancies across our industry if you fancy a career change Priti Patel. Do you honestly think by stopping the flow of overseas workers and their ability to take on "unskilled" roles it will suddenly mean the UK's unemployed will be queuing at hospitality's door? Of course not. It will take years for our nation to understand the value and benefits of working in the service industry and what joy can be gained from "making someone's day". In the meantime Priti Patel, we have a few vacancies, about 800,000, if you've ever thought of a career change.... but do you have the right skillset? Empathy, tact, commitment, organisation, patience & people skills just to name a few ......we don't just hire anybody! Don't leave it too late before you start to value our unsung heroes.

Only when you can no longer eat out or get your morning coffee because your favourite eaterie or local coffee shop has closed down due to rising costs or lack of employees, or you have to clean your own desk and empty your own bins at work.... will you then start to realise you underestimated the positive contribution these teams make to your day to day well-being and their contribution to the economy. If you do, great, but by then it will be too late.


Mary Jane Flanagan MBPsS Fitol

CEO MJinspire Ltd

Hospitality & Facilities Champion

Source :





Nicola Lathbury - HeadshotIWFM announces Nicola Lathbury, MD of Hexagon FM as Chair - Women in FM

Hexagon FM are proud to announce their Managing Director Nicola Lathbury’s promotion to Chair of the Women in FM Special Interest Group for the Institute of Workplace and Facilities Management, formerly the BIFM.

Lathbury has been a dedicated volunteer for IWFM for the last five years and has hosted many events in the Midlands and in London for WIFM and the Midlands Region Committee. She has set herself a goal to bring WIFM events to the rest of the country throughout her term, so that everyone gets to experience the support of the WIFM network.

She has kicked of her tenure by arranging to bring a WIFM mini conference to the Midlands Region, kindly sponsored by Interserve on 10th May. The continuing theme being “Delivering FM Success through Inclusion”.

Women in FM committee will soon have four vacancies on their committee following the conference on 1st March. Where they bid a fond farewell to exiting Chair, Jackie Furey and Secretary Pauline Mitchell.

Lathbury commented “It has been great to work with people like Jackie and Pauline, they are loyal volunteers and have been an inspiration to work with. They are definitely big shoes to fill. I am proud to take over the reigns as Chair of Women in FM from Jackie and follow in the footsteps of some of my hero’s – Liz Kentish, Lucy Jeynes, Julie Kortens and Anne Lennox-Martin”.

So, if you are passionate about promoting Women in FM and Diversity and Inclusion and have lots of skills and contacts which can help them take events throughout the country, then please register your interest to wifm@iwfm.org.uk

You can follow Nicola and her journey with WIFM and IWFM on Linkedin www.linkedin.com/in/nicolalathbury


iwfm Women in FM Group Aqua RGB




FM Connect is a networking event for Facilities Management and Property Professionals to come together and network to expand their business connections. With HS2 and the commonwealth games coming to Birmingham and a fluffy of new buildings being built, we bring together professionals from both sectors to meet new connections, share best practice and grow out networks in the interest of generating more business and stronger relationships across the city.

This month we are hosted by the lovely Jeff and Faith from FLR Group. Who are flooring specialists who are celebrating the business's 35th Anniversary! Driven by quality and service, when you meet them and see the business, it will be clear whilst they have successfully been trading so long.

So, what does the event entail?

You will be greeted by a drink on arrival plus food and a warm welcome. Our brand ambassadors will be on hand to greet you and introduce you to some friendly faces if you don't know anyone yet. We understand networking can be a frightening prospect to someone who's introverted or doesn't usually feel comfortable coming into a room where they don't know anyone. We don't want you to miss out, so we have tailored the experience just for you. We will ask you about your line of business and the type of people you'd like to meet and make some introductions. So no more feeling uncomfortable, not knowing anyone. You'll be made to feel right at home!

We will do quickfire introductions and we invite you to tell us your name, who you work for, what you do and the type of people you would like to be introduced too. This helps us introduce you to the most relevant people first. Last month one of our FM's were looking to fit out a new office and change purpose. We were able to introduce them to a reputable office fit out and design business, without them getting bombarded. We have connected an FM undertaking a refurb on a listed building needing specialist cleans to the stonework and were happy to make an introduction.

Being an FM in a single building, can be a lonely existence. It's good to have people to bounce idea's off, share the challenges and frustrations and provide useful solutions. We are creating a community.

We thanks Faith and Jeff from the team at FLR for hosting us for the event.


 Get your ticket here

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We may also share your personal data in connection with, or during negotiations of, any merger, sale of assets, consolidation or restructuring, financing, or acquisition of all or a portion of our business by or into another company.

Where we hold and process your personal data
Some or all of your personal data may be stored or transferred outside of the European Union (the EU) for any reason, including for example, if our email server is located in a country outside the EU or if any of our service providers or their servers are based outside of the EU. We shall only transfer your personal data to organisations that have provided adequate safeguards in respect of your personal data.

A cookie is a small text file containing a unique identification number that is transferred (through your browser) from a website to the hard drive of your computer. The cookie identifies your browser but will not let a website know any personal data about you, such as your name and/or address. These files are then used by websites to identify when users revisit that website.

Our event ticket shop uses cookies so that we can recognise you when you return and personalise your settings and preferences. Most browsers are initially set up to accept cookies. You can change your browser settings either to notify you when you have received a cookie, or to refuse to accept cookies. Please note that our event ticket shop may not operate efficiently if you refuse to accept cookies.

We also use Google Analytics to monitor how the event ticket shop is used. Google Analytics collects information anonymously and generates reports detailing information such as the number of visits to the event ticket shop, where visitors generally came from, how long they stayed on the event ticket shop, and which pages they visited. Google Analytics places several persistent cookies on your computer's hard drive. These do not collect any personal data. If you do not agree to this you can disable persistent cookies in your browser. This will prevent Google Analytics from logging your visits.

We shall process your personal data in a manner that ensures appropriate security of the personal data, including protection against unauthorised or unlawful processing and against accidental loss, destruction or damage, using appropriate technical or organisational measures. All information you provide to us is stored on our secure servers. Any payment transactions are encrypted using SSL technology.

Where we have given, or you have chosen a password, you are responsible for keeping this password confidential.

However, you acknowledge that no system can be completely secure. Therefore, although we take these steps to secure your personal data, we do not promise that your personal data will always remain completely secure.

Your rights
You have the right to obtain from us a copy of the personal data that we hold for you, and to require us to correct errors in the personal data if it is inaccurate or incomplete. You also have the right at any time to require that we delete your personal data. To exercise these rights, or any other rights you may have under applicable laws, please contact us at nicola@hexagonfm.co.uk.

Please note, we reserve the right to charge an administrative fee if your request is manifestly unfounded or excessive.

If you have any complaints in relation to this policy or otherwise in relation to our processing of your personal data, you should contact the UK supervisory authority: the Information Commissioner, see www.ico.org.uk.

Our event ticket shop may contain links to other sites of interest. Once you have used these links to leave our event ticket shop, you should note that we do not have any control over that other site. Therefore, we cannot be responsible for the protection and privacy of any information which you provide whilst visiting such sites and such sites are not governed by this policy. You should exercise caution and look at the privacy policy applicable to the site in question.

If you register with us, we shall retain your personal data until you close your account.

If you receive marketing communications from us, we shall retain your personal data until you opt out of receiving such communications.

If you have otherwise booked a ticket with us or contacted us with a question or comment, we shall retain your personal data for 6 months following such contact to respond to any further queries you might have.

If any provision of this policy is held by a court of competent jurisdiction to be invalid or unenforceable, then such provision shall be construed, as nearly as possible, to reflect the intentions of the parties and all other provisions shall remain in full force and effect.

This policy shall be governed by and construed in accordance with the law of England and Wales, and you agree to submit to the exclusive jurisdiction of the English Courts.

We may change the terms of this policy from time to time. You are responsible for regularly reviewing this policy so that you are aware of any changes to it. If you continue to use our event ticket shop after the time we state the changes will take effect, you will have accepted the changes.

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The Old Bank Chambers,
WS14 0ND,
WS14 0ND
Tel: 03300 570644
Company number 08724464

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