December/January 2022 Business Bulletin - Positive Change

Aberdeen & Grampian Chamber of Commerce

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Exploration Drive

Aberdeen Energy Park Bridge of Don Aberdeen AB23 8GX

T 01224 343900

www.agcc.co.uk

Editor

Ryan Crighton

T 01224 343926

E bulletin@agcc.co.uk

Advertising

Pauline Western

T 01224 343919

Andrew Taylor

T 01224 343934

E production@agcc.co.uk

Editorial

Cody Mowbray

T 01224 343936

E cody.mowbray@agcc.co.uk

E pauline.western@agcc.co.uk News

Graeme Smith Media

T 01224 275833

Changing for the better

This is the time of year when we traditionally reflect on the previous twelve months, look ahead to what we might do differently, do better and make our New Year resolutions.

We have plenty reasons to be cheerful as a region despite the incredible turbulence and global headwinds that are at play. But often you wouldn’t know it, as the mood of the city and wider region seems to be inextricably linked just to the state of Aberdeen’s main street.

If I had £1 for every time, I’ve had to field the lazy “Union Street’s a disgrace/ nae what it used to be” comments I could fund the ambitious city centre masterplan myself.

What is true is that the cocktail of change facing our high streets has been shaken up even further by the pandemic. Is this only happening here? Of course not - every major town and city in the country and beyond is facing similar challenges and many are in a much worse state than Union Street, but that doesn’t seem to be the narrative from many of the glass half-empties among us.

We have data, reports, articles and commentary coming out our ears about the impact of recent policy and changing trends on our city centres.

Even before the crippling impact of CV19, UK high streets and town centres were already being hit hard by the perfect storm of out-of-town retailing and workplaces, the rise in online shopping and other changes in consumer behaviour.

The High Streets & Town Centres in 2030 report by Sir John Timpson in 2018 concluded: “unless urgent

action is taken, we fear that further deterioration, loss of visitors and dereliction may lead to some high streets and town centres disappearing altogether.”

It is against this backdrop that Aberdeen Inspired and Aberdeen & Grampian Chamber of Commerce recently held an emergency summit on the future of Union Street.

After a sobering look at the street as things stand today, the event, which was attended by some 170 business leaders, became a festival of ideas.

It was a call to action, and keep an eye out for developments in the Morning Bulletin throughout December and January.

Cities are a finely balanced ecosystem of retail, culture, hospitality, residential and offices with people at their heart. If any of them are out of balance, then the others are likely to fail.

Successful places have been countering these trends with bold strategies to create exciting, cool, attractive multifunctional places that people choose to live, work and spend their leisure time. Adopting this approach, phase one of the ambitious Aberdeen city centre masterplan has already delivered strongly against these objectives resulting in a number of hugely exciting additions to our public realm. We are seeing an exciting range of new hospitality businesses opening despite the challenges facing that sector.

The Marischal Square development has transformed our civic square. This and other new Grade A space has attracted a wide range of blue-chip companies to locate their offices in the heart of the city.

But businesses and our public sector colleagues must now encourage their staff back into these places. Home working was an emergency public health measure, we are told, not the future and the missing footfall is crippling the support services there to serve these workers.

The £34million refurbishment of Aberdeen Art Gallery has resulted in it being named Museum of the Year and Scotland’s Building of the Year. Provost Skene’s House is now open to the public as a museum to famous Aberdeen folk. The project to bring Union Terrace Gardens back to life is close to completion. Our world class events strategy will hopefully see the Tall Ships return for the first time since 1997 and Nuart has been described as the best street art festival on the planet by one of the artists. But this is only the start.

Decisions taken now will determine whether our city centres, places that should be the beating heart of our communities, recover strongly or become concrete deserts, museums to a bygone age. Time is of the essence.

Everyone is clear that public finances are stretched like never before. The Chamber believes that it is the role of local and national government to create the framework and conditions that will act as a catalyst to enable the private sector, investors, companies and entrepreneurs to do their bit.

Now it’s time for the next set of masterplan projects and the international market development and the reinvention of our beach will be at the vanguard of this. They will provide opportunities for entrepreneurs to create jobs and experiences. They will provide

focal points to generate footfall in and around our city. They will support moving around the city more easily, promoting health and wellbeing. And generate civic pride and confidence at a time when this has been at a low ebb across the country.

This represents the outline and we want the private sector, businesses and volunteers to put their shoulders to the wheel to fill in the jigsaw pieces to collectively bring the big picture to life.

Our hope is that we can build on an already great place to live, work, study and visit with our city centre reimagined as a vibrant hub, not just for the residents of Aberdeen, but for the wider region of half a million people.

In turn, this will enable us to retain and attract the skilled people we need here to drive the UK’s journey to net zero through energy transition as well as underpinning the strategy of Aberdeen and Aberdeenshire being a leading tourism destination in the coming years.

Recent Chamber research of 500+ residents undertaken by Scotpulse shows conclusively that there is an appetite for change. We asked the question:

In light of a changing economy, COVID recovery, and the climate emergency, what is your personal appetite to see big change projects go ahead in the region? (Where 1 is not at all, & 10 absolutely).

The mean score was 8/10 with 32% scoring 10.

Of course it’s important that we take on board the view of key stakeholders to ensure the widest possible buy-in but this cannot be a barrier to progress. And as you’ll read elsewhere in this edition, our strategic planning function needs to be an enabler and not a blocker.

We also have the usual moaners talking down our city and some groups actively doing their best to stop positive progress. Whinging, complaining, protesting, slowing. Their default position is ‘No’. It is a small but noisy minority. The silent majority are the ones that need to be seen and heard now.

One of the Chamber’s principles is that we want to be known for doing stuff rather than just debating it. We have the perfect opportunity to stop talking and start acting, together.

Since 2017 our Shell-sponsored Vanguard initiative has been providing a platform for bright, passionate, ambitious people to develop and deliver projects making good stuff happen here that otherwise would not.

It will play a key role in re-shaping our city centre, and if you want to be a part of it, we want to hear from you.

Our premier partners

As well as helping our member businesses to be better through a range of activities, the Chamber is committed to investing a significant amount of energy in moving forward the economic growth agenda and lobbying for change on key issues to create the conditions for success. Our regional renaissance.

Without the support of our Premier Partners, we would not be able to undertake much of the good work that we do. Their engagement is hugely valued and appreciated.

Welcome to the Chamber

Cistom Engineering Limited

Based in Aberdeenshire, Cistom are customer-led chemical solution providers to the onshore and offshore energy sectors. With an extensive track record of success and experience in the industry, Cistom are ideally placed to assist customers by creating innovative, bespoke, environmentally friendly products that can fulfil and often exceed their exact needs and expectations.

T 01467 647317 W www.cistom.co.uk E graemek@cistom.co.uk

C Graeme Kidd

Razor Oiltools Limited

RAZOR Oiltools Limited is a service company providing intervention and P&A solutions to the global oil and gas industry. RAZOR Oiltools offers a variety of downhole services linked to the plug and play RAZORBOSS platform, these include, but are not limited to RAZORBLADE, RAZORPUNCH, RAZORRAM, RAZORCUT, RAZORWIRE SW, RAZOR RPLUG and RAZOR CPLUG.

T 07860 482138

W www.razoroiltools.com

E cjc@razoroiltools.com

C Chris Chalker

STC Insiso

STC Insiso is a software development company.

T 01224 937497

W www.stcinsiso.com

E louise.garden@stcinsiso.com

C Louise Garden, Marketing Manager

Beach Boulevard Trading Ltd

Inflatable park with cafe, bar, bowling and nerf arena.

T 01224 583388

W beachbaraberdeen.co.uk

E scott@innoflate.co.uk

C Scott Fenwick, General Manager

Rab-Microfluidics

RAB-Microfluidics is a research and development company developing cutting-edge microfluidic technology to solve oil analysis problems.

W www.rab-microfluidics.co.uk

E jamie.grant@rab-microfluidics.co.uk

C Jamie Grant, Commercial Director

Pipeline Technique Ltd

Pipeline Technique Ltd is a pipeline and riser welding contractor, specialising in the provision of automatic and manual welding services for the energy and oil and gas industry.

T 01466 795888 W www.pipelinewelders.com E atholcobban@pipelinewelders.com

Duncan Farms

Duncan Farms are Scotland’s third largest egg producer in Scotland, providing premium quality eggs which are all packed on their farm for dispatch through the UK.

T 01888 568250 W www.duncanfarms.co.uk E info@duncanfarms.co.uk C Dave Green, Managing Director

Nomadic

Nomadic is a global immigration and compliance company.

T 01224 270362 W www.gonomadic.com E neil.thomson@gonomadic.com C Neil Thomson, Director

Laeso Fish

Based in the busy North-east fishing town of Peterhead, the Scottish division of the global seafood brand Laeso, supply a wide range of langoustine to fine food businesses and wholesale distributors across the UK, Europe and beyond. Caught in the cold waters surrounding the scenic coastlines of Scotland, and predominantly from the North Sea, most Laeso Scotland’s landings take place in Europe’s largest fishing market Peterhead, from Fraserburgh and other Scottish harbours.

T 01779 477740 W laeso-fish.dk/en/about-us E peter@laeso-fish.com

C Peter Overton

Aberdeen Audio Visual

Aberdeen Audio Visual specialise in the sale, hire and installation of audio visual equipment.

T 07767 454667 W www.aberdeenav.com E mark@aberdeenav.com C Mark Birnie, Director

Lubbers UK Ltd

Lubbers UK Ltd is an international road transport company, specialising in the oil and gas industry.

T 01224 878761 W www.lubbers.net E n.latham@lubbers.net C Nick Latham, UK Director

The Talent Partnership

The Talent Partnership is a group of experienced recruitment professionals who help businesses secure the best possible candidates for a wide variety of positions. This includes, but not limited to; Professional services, Project Management, Marketing, Technology and Healthcare. With a personal and consultative approach, The Talent Partnership builds strong relationships with their clients and offers full support throughout the whole process, with the aim of becoming your chosen recruitment partner. As an extra layer of security to your hiring, TTP offers a 12 month rebate plan, with their Gold Terms.

T 01224 742937 W www.talentpartnership.net E info@talentpartnership.net

Granite City renaissance crucial for attracting talent

THE skills shortage currently affecting the energy sector is likely to continue well into next year with companies having to offer significantly more than money to fill vacancies, according to the head of a leading recruitment agency.

Amanda McCulloch, Chief Executive of TMM Recruitment (TMM), says that there are a variety of factors which have led to the current situation which is “reminiscent of way back in the early 2000’s” with companies competing to attract personnel with the most sought-

who are being attracted to look externally are often being courted by several prospective employers.

“There’s been a lot of counter offering and challenges in terms of how companies position themselves to make themselves look as attractive as they possibly can.

“Those thinking of moving jobs look at lots of factors now and the financials are certainly a key consideration because of the cost of living implications in the world

“They look at benefits, and not just the nuts and bolts benefits, but beyond that to specific aspects of a flexible benefits package that meet the needs of their personal circumstances. It could be the availability of training and continuous professional development and it could be the employer’s ability to offer a level of flexibility. That’s not necessarily saying somebody can work lock stock and barrel at home, but it’s having agility around hybrid and

“If you are looking at a modern multi-generational workforce, then treating people as individuals may be challenging, but it’s probably what many of them, particularly younger people coming through,

“Because it’s so competitive out there it’s almost a necessity now for businesses to be able to communicate their story and why they should be the employer of choice.

Amanda McCulloch, Chief Executive , TMM Recruitment

How the brand and reputation are conveyed is important which is why roles in digital marketing and marketing and comms in general have seen a real boost.

“Many HR and marketing professionals were hit badly during the pandemic but now we’re at a different juncture where people need to look at how they promote their organisations and that means internal comms as well as external comms.

“Both are equally important because you need to be able to tell your story internally for engagement and retention, and externally from a brand recognition perspective.”

She said when someone is interested in an organisation, they are just a couple of mouse clicks from finding out all about it. They can find out about its culture, its values and what people are saying about it.

“People will make a judgement based on what they find online - what’s your policy around ESG (environmental, social and governance) or what is your focus in terms of diversity?

“And there is also the challenge of retention - how can you make yourself the employer of choice and get that out there in the marketplace? How can you make sure you don’t just put a bunch of values on a website, but actually, when you scratch the surface, nobody buys into them or believes in them? They have to be embedded within the culture. The internal and external comms must run in parallel and for most businesses that is now crucial.”

Amanda said recognition of this led to HR and marketing recovering rapidly at the beginning of this year while some other more technical areas took a bit longer – but all recovered more rapidly than expected.

“Living in the North-east we’ve all seen the cyclical nature of oil and gas but I think we were still surprised at the speed of recovery from the downturn and the pandemic.

“It felt like from Q4 last year to Q1 this year there was a massive shift, and suddenly we saw all this pentup recruitment suddenly flood the market.

“It was visible to anyone looking on social media, you didn’t need to be working in recruitment.

“We’ve seen a lot of the production companies recruit, we’ve seen service businesses recruit and we have later life operators with a massive focus on decommissioning which, in itself, is a whole new area of skills and experience that will have a level of longevity to it.

“That’s not even touching on renewables – whether relatively new scaling businesses in this area

Living in the North-east we’ve all seen the cyclical nature of oil and gas but I think we were still surprised at the speed of recovery from the downturn and the pandemic.

and oil and gas businesses pivoting towards renewables through acquisition or other means.

“Some of the skills requirements easily translate from oil and gas into renewables. But in other areas there may be some barriers to skills transferability.

“However, I think everybody is probably recognising that the oil and gas industry can now play an integral role in the transition to net zero and it is also important in terms of enhancing security of energy supply.

“That’s maybe a positive difference we’ve seen this year - people seem more open to recognising the importance of the industry but we did have a period where fewer people wanted to be in oil and gas because it was perceived negatively, rather than part of the solution.”

She believes that mindset shift could be a positive factor for Northeast recruitment in the year ahead.

“There are definitely challenges going into 2023. Some larger companies are in a position

to offer more and better benefits or salaries and that makes it difficult for companies which can’t continue to ratchet up rates or salaries.

“At the same time, we’re also in a position where people’s cost of living has really only gone one way. We can see it from the employee’s perspective and from the employer perspective. They’ve both got challenges.

“Employer confidence has dipped slightly, although hiring tends to taper off towards the end of the year, and also we had this huge flurry of activity at the start of the year because companies hadn’t been able to hire or didn’t have the right people in the right seats to take businesses forward.

“However, I think, as we go into the new year the skill shortages we’re seeing will still be perpetuated because at the end of the day, there’s been a loss of people through resignations, retirements and lack of investment in skills pipelines because we haven’t seen nearly as many apprenticeships or traineeships over the past few years.”

She said a general but very important point is that the ability to attract and retain skilled people in the North-east requires investment and committed collaboration to ensure the area remains a great place to live and work. There’s not one magic bullet, but many moving parts including revitalising the city centre, enabling an agile workforce through the energy skills passport and achieving green freeport status.

Attracting and retaining skilled people in the Northeast requires

Collaboration to improve safety

DRÄGER Marine & Offshore, a subsidiary of Dräger, an international leader in medical and safety technology, is offering customers easy access to safer offshore operations after joining forces with specialist integrated electrical engineering and distribution company Dron & Dickson.

Dräger Marine & Offshore is collaborating with Dron & Dickson – specialists in integrated supply, installation and maintenance of harsh and hazardous area electrical equipment in the UKCS – meaning the company is now certified to service and maintain its fire and gas detection products and systems.

Many offshore operators are unaware they must ensure their equipment is serviced by suitably competent technicians, with failure to do so resulting in the service being invalidated, potentially leading to action from the Health & Safety Executive (HSE).

This partnership – which is understood to be the first of its kind in the sector – means customers now have easy access to more fully certified technicians to service and maintain their essential fire and gas detection systems.

Aberdeen Airport’s sustainability success

AGS Airports Ltd’s ongoing commitment to balance the social and economic benefits it delivers with its climate change responsibilities has once again been recognised by a global sustainability benchmarking organisation.

The Group’s three airports Glasgow, Southampton and Aberdeen were ranked second, third and fifth respectively in the UK panel of airports in the 2022 annual assessment by the Global Real Estate Sustainability Benchmark (GRESB) Infrastructure Asset Benchmark Report.

Described as a mission-driven and investor-led organisation, GRESB provides standardised and validated environmental, social and governance (ESG) data to the capital markets. In the wider EU panel of airports Glasgow was ranked third, Southampton fourth and Aberdeen seventh. In the global panel of airports Glasgow came fifth, Southampton sixth and Aberdeen twelfth.

GRESB marks each participating company out of 100 and Glasgow, Southampton and Aberdeen scored 96, 95 and 90 respectively. The average score for participating companies was 79. Glasgow and Southampton also received five-star ratings for sustainability performance and were classed as aviation transport sector leaders.

Rovco wins Thames contract

ROVCO, a global provider of subsea robotic and hydrographic survey solutions, has been awarded a contract for the provision of offshore rock bag deployment and installation at the Galloper Offshore Wind Farm in the Outer Thames Estuary.

The project scope covers the application of an operator engineered solution for the installation of rock bags, which need to be placed at precise locations on and around the cable protection systems (CPS) on the wind farm 27km off the Suffolk coast.

Following previous subsea surveys, rock bag placement was selected from a number of options considered by the operator as the most suitable solution to eliminate or vastly reduce excess cable movement of the CPS, stabilising and prolonging the life of the array cables which carry the generated electricity from the wind turbines.

Rovco will deploy the DPII subsea support vessel VOS Star, on charter from Vroon Offshore Services, during the project. The vessel will be pre-installed with cutting-edge survey equipment and Rovco’s powerful Seaeye Leopard WROV which will be fully calibrated and system tested for swift commencement.

The project is led by personnel from Rovco’s experienced offshore team and a dedicated onshore project manager who will be assigned to the project throughout, to ensure safe and efficient operations.

Strategic acquisition for EnerQuip

ABERDEEN-based torque machine specialist EnerQuip has welcomed 10 additional members of staff to its team following strategic acquisition.

EnerQuip has purchased Fife sub-contract precision machining company Diamac Engineering Ltd for an undisclosed sum.

Diamac Engineering Ltd was established in 1997 and offers a broad scope of services, including turning, milling, grinding, cutting, cleaning and inspection equipment.

The Cowdenbeath company’s addition to the EnerQuip portfolio is a significant move, bringing machining capability for the group in-house and opening up diversification opportunities thanks to Diamac’s established reputation across a range of sectors which sees more than half of revenues coming from outwith the energy sector.

It is anticipated that the acquisition will spark further growth in staff numbers, with four new positions likely to be created in the next six months as EnerQuip’s growth plans continue in both domestic and international markets.

The latest acquisition is EnerQuip’s second in recent months and follows the earlier purchase of the AMC product line from Forum Energy Technologies, also for an undisclosed sum.

Local producers flourish in the city’s heart of Aberdeen

CURATED Aberdeen, located in Bon Accord, is the perfect stepping stone for local producers to grow, with many now opening stores throughout the city.

Curated Aberdeen has seen many successful local businesses evolve to opening their own premises in Aberdeen. Curated began when Bon Accord and partner charity Charlie House had the idea of giving local producers retail space in the city centre. The doors opened in 2021 in Bon Accord, seeing stallholders every Friday to Sunday selling their goods and growing their businesses.

Bon Accord Centre Manager, Craig Stevenson, said: “It is fantastic to see businesses develop in the space of Curated Aberdeen and taking the next step of opening their own stores throughout the city.”

Style for your Shape was in Curated every weekend as a stallholder. Now, the award-winning brand has opened its own boutique at 2 Schoolhill and continues to make women feel confident and look fabulous in the clothes they wear.

Owner, Victoria Mutch, said: “Curated gave my business a home before I opened my store. Being able to book weekends as a stallholder while working a full-time job was great due to the flexibility, creating the perfect opportunity for smaller businesses like mine to have a space on the high street. As a long-standing supporter of Charlie House, I believe Curated is a great opportunity for smaller businesses to grow and support a great local charity at the same time.”

In September, Forbes Gallery & Gifts opened in the centre, after being a well-known stallholder in Curated. Owner,

Johnny said: “Curated Aberdeen brings something different to Bon Accord. Being able to support a local charity while my business was benefiting was a great opportunity. This year, I decided to take the leap and open my store, which has been busy from the get-go. The best part is the buzz of hearing customers so pleased to see my store open, bringing local products to the city centre.”

Style for your Shape and Forbes Gallery & Gifts are just two of the many success stories from Curated Aberdeen. Fat Batch, Paper Diva, OGV Taproom and Palm Safe are other businesses that all have developed from being based in Curated.

Susan Crighton, Director of Fundraising at Charlie House, said: “As a local charity we understand the importance of supporting local. We are extremely impressed by the success of the stallholders that have and continue to attend this special marketplace.

“Their support for Charlie House has been incredible, from attending the market to getting involved in other events and initiatives. We really feel that we have built a community within Bon Accord, as well as raising significant funds for our vital work with families in the North-east.”

Producers interested in finding out more about Curated Aberdeen should email curated@charliehouse.org.uk.

Johnny Forbes is a local photographer, selling prints of his photographs along with a range of gifts and home products made by independent producers.

For me, it is time to make the Granite City sparkle again. The city centre has some of the most fantastic architecture, which could be a unique selling point for regeneration, but the condition of most has been allowed to deteriorate while all now look tired and dirty. How can confidence be reinstalled without first the investment to make the infrastructure something to be appreciated? Cleaning of the building facades can be carried out quickly, with minimal disruption to businesses. It is relatively inexpensive and gives immediate visual results. The resulting pride in our sparkling city centre surroundings will help motivate people to become involved in moving towards a common goal of creating a thriving diverse space fit for purpose moving forward through the 21st century.

Ian Bruce, Business Development Manager, DI Global

A vibrant city centre is key to the region’s economic wellbeing. It’s not something that can be left to chance. City centres only work when there is collaboration between the public and private sector. The public sector has to create a framework that the private sector can work within, and businesses need the opportunity to establish themselves and grow. This can only happen where businesses are not hampered with unnecessary costs and bureaucracy. A compelling reason to visit the city centre is key for success in any city, it could be for independent shopping, café culture, theatre, museums, hotels and restaurants, but these must be easily accessible using public or private transport in safe and pleasant surroundings. Much of this is currently missing in the centre of Aberdeen.

Stephen Gow, General Manager, The Chester Hotel

I think we must focus on using our town and city centre spaces differently. These should be hubs of activity where connections are taking place and experiences are happening. People should be socialising, networking and experiencing businesses. Retailers are important but they have to offer something unique otherwise people will default to online shopping. We must think about the whole experience of going into our town centres and what excites people and makes them want to visit. It could be attractive green spaces for people to meet or more street events, ensuring there is a good space for independents. Pop-ups could be considered as a more affordable option to get small businesses accessing the high streets. We need an eclectic mix with businesses joining together like the great stuff that is happening in the Shiprow village. The local councils and larger organisations should consider what opportunities they are creating for smaller independents. If these small businesses are given an opportunity, then it is up to us all to support them so they can thrive.

Kirstie McLaughlin, Operations Manager, Elevator and Business Gateway

How can we change our town and city centres for the better?

North-east to lead the way in renewable innovation

The energy industry is undergoing a period of significant transition. Increased energy demand and net zero targets around the world are driving a change in the energy supply mix. In Scotland, wind power is the fastest-growing renewable energy technology. In particular, 17 offshore wind projects with a combined potential generating capacity of 25 GW are under development in Scottish waters through the mostrecent Scotwind leasing round. In comparison, Scotland’s first offshore wind turbine was constructed in 2006 in the Moray Firth and was the world’s largest at the time with a maximum output of 5 MW.

Not only is Scotland, and the UK, embracing wind power as part of the energy supply mix of the future, British scientists and engineers are leading the way in developing innovative solutions to challenging technical problems in the sector. The International Energy Agency (IEA) and European Patent Office (EPO) partnered to release a report on patents and the energy transition identifying global trends in clean energy technology innovation. Low carbon innovation, as measured by patent filings which are useful as a proxy for innovation, have increased significantly since 2010 in leading European countries which

include Germany, France, the UK, Netherlands and Denmark. Looking at these numbers in more detail, notable specialisations in certain technologies are evident. The report defines a revealed technology advantage (RTA) index as indicating a country’s specialisation in a technology relative to its overall innovation capacity. An RTA over one reflects a country’s specialisation in a given technology. The UK has an RTA of 1.82, 2.55 and 4.18 in wind, hydro and ocean sub-sectors, respectively. The UK also has an RTA of 2.19 in fossil fuel technologies indicating a similarly high level of innovation in this sub-sector.

The significant expertise in the North-east of Scotland in oil and gas subsea projects, makes Aberdeen and Aberdeenshire uniquely positioned to extract the most value from this technology specialisation. The Scottish government appears to have taken notice and is looking to capitalise on this specialisation to meet its net zero targets and maintain energy security.

Accepted applications of the Scotwind projects include Supply Chain Development Statements (SCDSs). Each SCDS specifies the location of supply chain activities across various stages of the project

including projected economic investments into the UK supply chain. For example, a joint project between BP and EnBW commits 32% of the supply chain to the UK, including 17% of the supply chain in Scotland, while another project between Shell and SPR estimates that 41% of the supply chain for the overall project will be based in Scotland.

There is a clear opportunity for local suppliers to secure their place in this developing supply chain with home grown technology. Companies that can harness the specialist knowledge of their scientists and engineers will be able to offer creative solutions to industry problems. Capturing and protecting this innovation will not only maximizes a company’s R&D investment, it will potentially increase their market share of a clearly lucrative transition to new forms power in Scotland.

Tomas Karger Principal Associate

e: tkarger@marks-clerk.com t: +44 1224 957105

Andrew Docherty Partner

e: adocherty@marks-clerk.com t: +44 1224 957100

Dr Anthony Anagboso, Director / Principal Consultant, Kalor Consultancy Ltd

When was your business established?

At the start of 2019, which was probably not the best time to start a business with CV19 just round the corner.

What does your business do?

We support businesses of all sizes with strategic business consultancy services covering such areas as organisational effectiveness, employee engagement, change management, compliance, organisational development, diversity and inclusion and wellbeing strategies. We also help them identify and leverage opportunities for continuous business improvement and improve leadership at all levels through effective coaching tools and approaches. Our bespoke services and training interventions deliver guaranteed business improvements.

What sort of companies do you do business with?

Our main clients are small to medium sized companies where there might be an HR service, but this is not differentiated enough into some specialised functions, and we can deliver bespoke services. However, we also work with very large multinationals on specific change projects where our expertise and sector level knowledge can add value. Our ability to deliver end to end consultancy support is of particular importance.

What is the biggest challenge facing your business at the moment?

Diversification and growth. We are in the process of expanding our consultancy practice and the services we offer to clients. As part of this growth strategy, we need to have the right associates/partners with complementary skills who buy into our culture and ethos. This is not always easy to achieve. Sourcing and retaining such talent remains a major challenge for us.

And the biggest opportunity?

The aftermath of CV19 has been a massive opportunity for us as organisations begin to support greater levels of staff engagement and development to create an empowering culture. This is also reflected in better leadership developments and awareness of diverse approaches to managing performance. We are comfortable in negotiating change and can support organisations through the necessary transitions while new practices and approaches become embedded.

We run three festivals a year, and a production company, with over 1,000,000 visits to our venues annually, as well as a year-round Creative Engagement programme which supports people of all ages and from all walks of life to participate and benefit from cultural and community activities to broaden horizons and open doors to life, development and employment opportunities.

Louisa Evans,Business Development Manager, Aberdeen Performing Arts

When was your business established?

Aberdeen Performing Arts was formed as a charitable trust in 2004.

What does your business do?

We manage three Aberdeen citycentre venues - His Majesty’s Theatre, The Music Hall and the Lemon Tree.

What sort of companies do you do business with?

We work with touring companies and tour promotors across the country to bring shows to Aberdeen, as well as established working relationships with local businesses including printing, food and drink suppliers and other arts organisations. We also act as a ticket agent for 30 other venues across Aberdeen and the North-east.

What is the biggest challenge at the moment?

In September 2021 we re-opened our doors following 18 months of closure due to the pandemic. Since then, our focus has moved from surviving to

thriving, and re-affirming our role as a lead provider of cultural activities in Aberdeen. Rising energy bills and the increased cost of living are a challenge for all businesses at the moment and we are no different. However, we will continue to keep our venues at the heart of community and cultural life, as we know we they a key role to play in ensuring that Aberdeen continues to thrive in the face of adversity.

And the biggest opportunity?

In the toughest of times, we are reaching out more than ever to offer support through a varied and accessible programme of performances, festivals, workshops and community engagement and outreach initiatives. The amazing support that we receive from charitable funders and generous individuals allows us to deliver this support to many people who otherwise might struggle to access the arts and community activities. A busy and thriving arts and culture and community scene benefits everyone. We are all facing difficult times financially, so receiving any sort of support, however big or small, means even more to us at times like this.

Richard Massie, Director, Compass Print Group

When was your business established?

1974

What does your business do?

Print, signage, exhibition and display, audio visual and promotional gifts. We work together with our clients to build and enhance their brand through these core services.

What sort of companies do you do business with?

We work with a wide variety of sectors including creative agencies, energy, construction, housing, legal and financial, hospitality, third sector, education, and everything in between!

What is the biggest challenge at the moment?

I think we have all faced and continue to face challenges recovering from the impact of the oil downturn, Brexit, the pandemic and now the current cost of living and energy crisis. However, like every challenge we have faced since 1974, we adapt, focus, and continue to drive forward. This year has brought more confidence to the markets across all our divisions. Our business YTD has grown by over 50% which is a fantastic achievement by the team in the most challenging of times.

And the biggest opportunity?

There’s a business opportunity around every corner. To ensure we stay ahead of the game we have always invested in the most sophisticated and cutting-

flagship programme “Streetsport” which is run in partnership with RGU engages with over 18,000 participations annually. Our goal is to provide positive platforms for young people to thrive.

What sort of companies do you do business with?

edge kit available in our industry. This supports each of our divisions growth and we will continue to do so in 2023.

What are you most passionate and proud of?

Our continued level of quality and service. Seeing our clients’ ideas come to life from initial discussions, being produced through our varied and extensive production services, then out into the marketplace, gives me no greater pleasure. Whether that be a brochure in a reception area, sign on a building, menu in a restaurant, exhibition stand at a conference, branding on a vehicle or dynamic interior displays in an office. Knowing our involvement and that we played a key part in bringing our clients’ brand to life is an amazing feeling. If I had to pick specific projects, working with the Aberdeen Inspired team on the materials for the NUART and Aberdeen International Comedy Festival. Being a part of these annual events for our region over the years has been so rewarding. And being a local loon and Aberdeen fan, seeing all our involvement and work around Pittodrie Stadium and Cormack Park makes me very proud!

And the biggest opportunity?

It’s an exciting time for Denis Law Legacy Trust. We’ve recently moved from being a small to a medium sized charity and with Cruyff Court Willie Miller on the way, we have a lot of momentum behind us right now that will see us develop and grow further.

What are you most passionate and proud of?

Mark

Trust

Williams, Chief Operating Officer, Denis Law Legacy

What does your business do?

Denis Law Legacy Trust was founded in 2011.

What does your business do?

We deliver several free to access programmes and campaigns across the North-east that support and provide opportunities for disadvantaged young people. Our

We partner with organisations and networks who share our common values of utilising sport for positive social change like, Common Goal and Sport for Development Coalition. We also have a range of likeminded sponsors, partners and supporters who support us in achieving our objectives.

What is the biggest challenge at the moment?

Supporting young people to bounce back from CV19 has been a challenge, our team has been hard at work reconnecting with our participants and the communities that we work in over the last 12 months. We have launched Granite City Speaks, our youth forum to support this and ensure we have the finger on the pulse of Aberdeen’s young people and their needs and wants.

Having young people at the heart of everything we do is something I’m passionate about. I’m really proud of the positive impact my team has on young people each day, they make a real difference to their lives. I’m also very proud of some of the milestones Denis Law Legacy Trust have achieved, moments such as our volunteers being recognised with the Queen’s award for voluntary service, the MBE for voluntary groups, the Denis Law statue being unveiled last year and of course our free to access facilities like the Cruyff Courts (Denis Law and Neale Cooper) being created in the hearts of communities in Aberdeen that need them the most.

Lorraine Kelly appointed Archie patron

TELEVISION personality Lorraine Kelly has been appointed patron of Scottish children’s charity The Archie Foundation.

“I was truly honoured to have been asked to be a patron of The Archie Foundation,” said Lorraine.

“Archie does an incredible job of supporting babies, children and their families, they go the extra mile for every family that walks through any north of Scotland hospital. I am also in awe of the wonderful, personalised support that the charity provides for bereaved children and their families. Experiencing the loss of a loved one is hard for anyone to comprehend but going through that as a child must be so hard.”

The Archie Foundation is the official charity of Royal Aberdeen Children’s Hospital and Aberdeen Neonatal Unit, Tayside Children’s Hospital and Highland Children’s Unit, and provides vital services and support to sick babies and children, as well as supporting bereaved families throughout the north of Scotland, through Archie’s Child Bereavement Service.

The Real Economy: Digital investment considered critical to business survival in bleak economic outlook

OVER a quarter (28%) of UK middle market businesses now consider digital transformation to be their single most important area of investment, according to RSM UK’s latest ‘The Real Economy’ report. A further 58% of businesses surveyed view digital transformation as among their most important investment priorities. Despite the bleak economic outlook, almost half (49%) of businesses said they are determined to continue with their planned digital investment, while a further quarter (24%) plan to scale it up.

It’s a significant point in time to see our survey confirm that middle market businesses in Scotland now see digital transformation to be their most important area of investment. This reinforces what we often see –businesses across the country using digital to their advantage as they make major organisational change. Digital represents a great opportunity to get closer to the needs of customers and many businesses are capitalising on this through a dynamic digital strategy.

Getting this strategy right is crucial not only to keep up with customer and client demands but also to ensure internal structures are fit for purpose and provide the right working environment for teams as the competition for quality staff remains a challenge. Scotland has long had a strong reputation for being at the forefront of technology and the

changes it brings, and our surveys demonstrates that it continues to lead the way.

These latest findings are in stark contrast to business response to previous economic downturns including the 2008 financial crisis, when investment in technology was one of the first things to be cut. It now seems that, for most businesses, investment in digital technology is seen as business essential and not an optional overhead that can be cut when times get tough. Some of this mindset shift may be down to the covid pandemic experience when all businesses were reliant on digital technology to remain operational.

The report also found over two thirds (69%) of businesses expect digital investments to become a higher strategic priority over the next three years. Only one in five (19%) businesses plan to reduce or cancel their investment in digital transformation. The areas considered a top priority for investment include digital marketing, (51%) followed by CRM and customer analytics (49%) and data analytics and business intelligence (47%). Artificial intelligence (AI) and machine learning was a lower priority, at 32%.

It is no surprise to see investment in technologies that directly drive revenue growth, such as digital marketing and customer analytics, at the top of the list of digital investment priorities. Over the next five years I

would expect to see the number of UK businesses investing in AI increasing across all business types and sectors. We want to see the government prioritising AI in its industrial strategy to create the right conditions for research and investment in AI so that the UK becomes a world leader in the field.

Encouragingly, almost half (41%) of businesses surveyed said they had substantially achieved their digital transformation goals, while over a third (38%) said they were still some way off this. Almost a third (31%) said that, although they have plenty of digital activities, they didn’t have a formalised digital transformation strategy in place.

While it’s encouraging to see so many middle market businesses prioritising investment in digital transformation, those that don’t have a clear digital strategy driven from the top are less likely to achieve long term return on investment. A good digital strategy should consider the customer, employees, data security, wider architecture, skills and culture, and above all it should be aligned to the wider business strategy. Scan here to read the full report

Andrew Forsyth, Managing Partner, RSM, Aberdeen office andrew.forsyth@rsmuk.com

How can businesses look after the mental health and wellbeing of their employees?

RECENT CIPD research shows that the main risks to employee health are now psychological, with mental illness and stress being two of the top three causes of long-term absences. This is hardly surprising given that we’ve all experienced major uncertainty over the past couple of years. More recently, our worries may be attributed to the current economic climate. So, as employers, what steps can we take to help our employees feel supported?

The CIPD advise organisations to take a holistic approach by providing work that is rewarded, gives people the means to securely make a living, provides opportunities to develop, and a sense of fulfilment. Additional recommendations include providing early access to specialist sources of help such as counselling or psychotherapy.

However, one of the key components to looking after employees is ensuring that line managers are properly trained to manage people. In today’s workplaces, talented employees seek supportive environments where empathy, support and compassion are the norm. Therefore, managers should be comfortable having sensitive conversations and offering support and flexibility when a team member needs it.

Line managers often get caught up in the delivery of day-to-day tasks, as opposed to thinking about the bigger picture – which involves planning the development of their direct reports, as well as thinking about ways to develop personally.

Alison Paton, MD of Align People HR said: “Sometimes, particularly in SMEs, people management training is overlooked due to lack of resources and continuing operational demands. Because of this, we decided to develop a programme which would allow individuals to learn the necessary skills which are needed when transitioning into a managerial role.”

Align People HR’s L³ - Life Long Leadership™ is a six-month online training programme for people managers. More information can be obtained by emailing alison.paton@ alignpeoplehr.com.

Second Moray West contract for Fern

FERN Communications Ltd has been awarded a threeand-a-half-year contract with Moray Offshore Windfarm (West) Ltd to supply, install, support and maintain its communications system.

In September Fern installed Wavecom®, the offshore digital radio communications system package for Moray West construction.

The sheer geographical size of Moray West demands a robust communications system which can integrate multi-level technologies delivering a unique and innovative communications package.

The new system will seamlessly integrate with the existing pre-installed communications system for the adjacent Moray East project, for which Ocean Winds is also the majority shareholder and which Fern installed in 2019.

10 Dollar Shake buys new premises

10 DOLLAR Shake, currently celebrating the 10th anniversary of its flagship cocktail bar, The Tippling House, has purchased the licensed premises at 53 Langstane Place from Bowden Developments for an undisclosed sum.

The property, formerly Yatai Izakaya Japanese restaurant, has been empty most of the summer since the temporary lease of another Japanese restaurant, Masaki, expired.

Adrian Gomes, Founder of 10 Dollar Shake, said: “We’ve been looking for the right opportunity to grow the business in the right location so I’m delighted to finally secure the building. At the moment, we’re fine-tuning the new concept but as always we’re committed to enhancing, and progressing, the food and drink scene in Aberdeen.”

Award for Befriend a Child

BEFRIEND a Child, Aberdeen’s largest one-to-one befriending service for children and young people, has received the award for Quality in Befriending for the third time in six years.

The accreditation, awarded by Befriending Networks, demonstrates the charity’s passion and commitment to improving the lives of children in the North-east.

“Having a nationally recognised accreditation such as Quality in Befriending is important to Befriend a Child as it highlights the impact we are making to local children and young people,” said Jean Gordon, Head of Operations.

“It also shows that our practises and processes are of an excellent quality, which can give staff and volunteers confidence when promoting the service to partners and funders.”

Trust me, trust will need to be rebuilt in 2023

TRUST is a fragile thing – it is very hard to earn, and very easy to lose.

It is a subject which features regularly the latest edition of Energy Transition 36, the Chamber’s biannual survey of confidence and sentiment in the UK’s energy sector.

We know that the energy sector is one which does not like fiscal surprises, and its perennial plea for a stable tax regime has become a mantra in these reports over the 19 years we have done them.

Fiscal predictability is the unwritten contract upon which global investors pour billions of pounds of long-term capital expenditure into this country. It is the foundation for investor confidence in the North Sea. The basis of trust in UK plc.

However, that confidence has been shattered by the UK Government’s summer of chaos.

Since the last edition of this report in May, we’ve had three different Prime Minsters and four different Chancellors. And in that time, the UK Government’s stance on a windfall tax for the energy sector has gone from being against it (Johnson and Sunak), to being for it (U-turn by Sunak), to being against it (Truss and Kwarteng), to Sunak returning to office.

The result is we now have an energy sector paying some of the highest corporate taxes in the world, while trying to operate in one of the globe’s most mature and challenging basins, while also investing in the new low carbon energies of the future.

The clamour for windfall taxes is understandable, but the whole debate has been driven by politicians unwilling to listen the hard truths which lie behind this populist policy.

The energy transition is going to cost tens of billions of pounds. And it is becoming abundantly clear that the UK’s public finances are not in a position to share that bill.

At a time when oil and gas producers are being asked to invest more to help ensure the UK’s

energy security and make longerterm investments in renewables, additional taxes risk undermining their ability to do either.

Half of the companies surveyed for Energy Transition 36 said that the current political environment was a barrier to their diversification into new low carbon energies.

And it is easy to see why. Research published recently by Aberdeen & Grampian Chamber of Commerce this autumn showed that operators and licensees have been paying an average of £45.6million in tax per day during the third quarter of the year.

The UK Government’s tax-take from the sector so far in 2022 is up nearly 700% on last year, following the introduction of a windfall tax in May.

We have warned repeatedly that windfall taxing the sector risks diverting money away from our energy transition, which will in turn make the current situation worse. And we are now beginning to see some of the industry’s biggest figures reflecting this position.

Linda Cook, Chief Executive of Harbour Energy, said the fiscal changes have created uncertainty for independent oil and gas companies like Harbour.

As a result, evaluating expected returns from long-term investments has become more difficult, she said, adding that and investors are “advocating for geographic diversification”.

Sam Laidlaw, Chair of Neptune Energy, made similar remarks, noting that the boardrooms of Oslo, Paris, Houston and New York are seeking clarity about whether or not the UK is the right place to put their capital.

Mr Laidlaw says that energy investors will be following developments at Westminster closely, stating clearly that their investment capital and the UK’s energy security are at stake. If that doesn’t send a chill down the Chancellor’s spine, then nothing will.

The UK may have abundant energy sources, but, as Mr Laidlaw warns, the competition for capital stretches far beyond its borders.

Global investors have a choice where to allocate their funds. Some are going to need convincing after all that has happened here in 2022.

However, there is a solution. The Investment Allowance put in place alongside the Energy Profits Levy allows companies to recycle capital from existing projects into new ones.

Currently, this is limited to oil and gas projects only. But if we are to finally inject some pace into the energy transition, then we need to see it extended to low carbon technologies.

That way, the windfall tax could literally be our deposit on a future of abundant clean energy, drawing billions of pounds of investment into Scotland.

But it requires long-term thinking that goes beyond our fiveyear election cycles. And brave politicians willing to stand up and state an uncomfortable truth; that poorly constructed windfall taxes will only make our problems worse.

We have a once in a lifetime chance to finance our energy transition. Failing to seize the opportunity would be unforgivable.

Half of the companies surveyed for Energy Transition 36 said that the current political environment was a barrier to their diversification into new low carbon energies.

Ryan Crighton, Director of Policy and Marketing, Aberdeen & Grampian Chamber of Commerce

Business lessons

I’ve learned

Craig Murray, Director, Simplicity Cuisine

Simplicity Cuisine Micro Markets are a fully-managed, unmanned catering service. We offer 24/7 hot and cold food, barista coffee and amazing meal deals with seamless account management and cashless solutions. We believe in food that tastes incredible; working with local food providers and fresh produce we offer a solution to hybrid working and less numbers in the office but still trying to provide food to company’s employees all year round. Simplicity Cuisine’s flexibility means we can create bespoke solutions that fit the customer needs and the space available. The choices are endless, and we will always find a solution that matches our customers vision and requirements. We do believe that 2023 will be a big year for our business as we drive forward our vision for simplicity working with clients on costs, and fresh food as our concept offers variety 24/7.

What are the most pressing challenges that your industry sector faces today, and why?

Getting the right staff to run our new venture is challenging as we are competing with oil and gas salaries. Rising food and travel costs, and competing with supermarkets, are challenges but our micro markets are always striving to offer a wide range of delicious, convenient, and good value microwavable healthy ready meals available in the workplace, at any time of day.

What is the hardest lesson you have learned in your career to date?

As our vending business was hit hard with CV19, like most businesses we had to rethink our business strategy and our business plan, which led us to creating Simplicity which after 12 months is really starting to grow.

What is the most valuable piece of business advice you have ever received?

It’s very basic and old school but always treat staff and customers as you would like to be treated.

What’s been your proudest career achievement to date, and why?

From starting as a salesman, and when my second child was born, I decided I wanted more so worked my way up to be joint partner in Capital Vending, which lead to creating Simplicity.

If you could make one thing happen tomorrow that would benefit North-east Scotland, what would that be?

Get more staff returning to the office.

What does your company do that others don’t?

What was your first job? Paper round

When would you like to retire?

Simplicity has given me a new focus which is exciting, so who knows!

What did you have for breakfast? Coffee

Who, or what, inspires you? My kids

What’s the last book you read / film you saw? The Secret / Frozen 2

Visitor Testimonial

Capital Document Solutions becomes part of Agilico group

ONE of Scotland’s best known B2B specialists has been acquired in a deal which was started by the firm’s founder –then completed by his family and close-knit team following his death from cancer.

Capital Document Solutions remained fiercely independent and Scottish-focused under Tom Flockhart, who launched it in 1979 and built it into a 150-strong business with £15million in revenue.

After years of discussion on succession planning, and rebuffing potential acquirers, Tom finally found a match in UK-wide workplace technology specialist, Agilico.

Tom’s family and closest business colleagues have revealed the new deal creates a business with 475 staff, 13 UK offices and £70million in annual revenues.

Andrew Aikman, Managing Director of Capital Document Solutions, who worked with Tom for 41 years, said: “It means a lot to everyone who worked with Tom and given all the circumstances it was incredibly emotional. We knew this was what he wanted for the business that he had devoted almost his entire working life to growing and developing, and for all of the staff, for whom he felt a great duty of care.”

Both Capital Document Solutions and its Inverness-based subsidiary, Highland Office Equipment, will retain their names and identities for as long as the staff want them. Capital will remain as an autonomous limited company and as a 100% owned subsidiary of the Agilico Group and will be led by the existing management teams.

Agilico’s existing Falkirk office will become part of the Capital infrastructure, meaning that in aggregate 25% of the firm’s UK-wide revenues will be north of the border.

Six figure contracts for Appetite for Business

ABERDEEN based Appetite for Business, a niche Microsoft 365 provider, has secured contract wins worth six-figures.

The Appetite for Business team designs, builds and implements solutions and end user adoption to digitise, automate and transform business processes and ways of working.

The company has been awarded two separate five-year contracts to support the North Sea Transition Authority the North Sea Energy transition regulator for SharePoint support and maintenance and SharePoint project services

A further contract win which will span 16 global office locations is for a global pharmaceutical company. Appetite for Business has been brought on board for SharePoint migration services both helping and advising it to move from traditional server-based infrastructure to a modern cloud-based framework and a SharePoint end user adoption and digital champion programme.

In addition it has, in recent weeks and due to the increased focus on savings for organisations, been brought on board to support several businesses to understand what is available within their Microsoft 365 environment to help increase productivity, security, compliance, and the automation of processes to increase efficiency and compliance amongst a remote workforce. This is helping to remove legacy systems and multiple different applications and helping to realise the investment in their systems.

Expansion for EODEX

EODEX has expanded its operations at Aberdeen Energy and Innovation Parks in the Bridge of Don, having agreed a new two-year lease with Moorfield Group, the Parks’ owner and landlord.

EODEX has been based in the Innovation Centre for just over a year and has now relocated to a larger office suite in the Enterprise Centre on the Energy Park which can accommodate up to eight people and offers additional meeting space. The business has the option to upsize further as required.

EODEX has increased its staff from three to eight in Aberdeen over the past year, with hires expected over the coming months.

The company supports offshore and underwater projects by offering the latest in world-class capabilities to deliver safe UXO disposal solutions and also provides precise explosive cutting systems for underwater decommissioning projects. Its #StopSeaBlasts campaign has been spearheaded by actress and environmental campaigner Dame Joanna Lumley.

Andrew Aikman, Pam Flockhart and Simon Davey

Join us for a masterclass in social media marketing with one of the world’s top digital marketing experts.

Since 2005, Brendan Kane has helped the largest brands and celebrities in the world - including Taylor Swift, Rihanna, Ikea, Paramount Pictures, MTV and Sony - go viral.

He is the author of best-selling book ‘One Million Followers’, where he details how he built a seven-figure social media following in just 30 days.

He is jetting in from Chicago for a special UMF dinner at The Chester Hotel in Aberdeen, where he will share his secrets and outline how you can use viral content to turbocharge your business.

Tickets include a two course dinner from the award-winning Chester kitchen.

DID YOU KNOW?

Brendan Kane was behind the first ever influencer campaign on YouTube. His campaign has generated more than $1billion in revenue for his clients.

New owner for Aberdeen business networking organisation ABN

A LEADING Aberdeen business networking organisation with more than 7,000 online members and a multi-million pound track record in facilitating deals has a new owner.

Entrepreneur Leigh Reid has quit her job in the energy sector and acquired ABN (Aberdeen Business Network) from Director Andrew Smith, who launched the company in 2008.

ABN has six different networking services which help local companies build relationships and pursue their growth ambitions. It’s estimated that in the past six years alone clients have secured deals worth more than £25million.

Leigh said: “The opportunity to own and run ABN is simply too good to ignore – I had to go for it. I’ve seen the value of ABN services in recent times as it has helped businesses to develop and proposer, even during CV19.

Andrew said: “I’m thrilled someone with Leigh’s energy and enthusiasm for ABN and networking is going to take the business on the next stage of its journey. We had a great deal of interest from people looking to acquire the business, but I’m pleased that it’s Leigh. She’s the right fit.”

Leigh Reid

Reframing Aberdeen city centre could be the answer to a prosperous future

Tracey Menzies, Partner, Brodies LLP

AS A youngster growing up in Aberdeen in the 1980s, the average Saturday afternoon in town with your mates wasn’t complete without a shot on the escalators in Norco House, a bag of Woolworths pic ‘n mix, and a fizzy juice in British Home Stores café. At that time my retail playground was Union Street and George Street.

It is well documented that people are no longer reliant on town centres for a retail experience and Aberdeen is not unique in that regard. Retail offerings on the vast majority of high streets have been in free fall for a while. Indeed, it’s nearly seven years since the “Queen of the High Street”, Mary Portas, bemoaned the state of Union Street.

I spent many weekends this summer touring Scotland and the marked difference in terms of high street activity levels between neighbouring towns was notable. So, are there any lessons to be learned from the town centres and high streets who are managing to buck the trend?

Stating the obvious, but the key to a successful and vibrant high street is footfall. If you have it, then you create opportunities for a myriad of traders, including hospitality and retail itself. Much of the footfall I witnessed in places such as Pitlochry, Inverness and Ballater was coming from tourists, seeking out Scottish history, culture and the occasional tin of shortbread, but happy to part with cash. Manna from heaven for the independent trader offering something a bit different from the mainstream. And yes, tourists are unlikely to be visiting in their droves in November so there are seasonal fluctuations.

But what if Aberdeen started thinking of its locals more like tourists? If not exclusively driven by a retail need, then the “pull” to the city centre must come from other sources. The obvious ones are culture and entertainment but also wellbeing focussed offerings have the scope to create a dynamic growth hub.

Creating the offering is one thing, and we are getting better at reminding ourselves what excellent events and facilities we have, but the town centre must be visually

attractive and clean. We know that most independent retailers genuinely care about their kerb appeal and we all want civic spaces which are well maintained and litter free.

It must feel safe to walk or cycle, particularly after dark and be easily accessible at a cost which doesn’t ruin the experience before it has started. Adequate parking on the fringes at minimal or no cost after 5pm and at weekends or, even better, what about zero cost off peak bus travel on our fabulous net zero hydrogen buses? It’s not rocket science, we just have to make it easier to enjoy what we already have. Offering a mix of retail, culture, entertainment and wellbeing in our city centre creates the widest possible draw to “local” tourists.

As I dropped my 12 year old off at Union Square last Saturday for a look around the shops with his pals, I told him to have a shot on the escalators for me. Plus ça change.

WE HAVE a reputation –deserved or otherwise – as a change-averse region.

A noisy minority complains that nothing is good enough, but then objects to pretty much any project that is brought forward by developers and investors to make things better.

This is exacerbated by a planning process than many feel is defaulting to ‘no’ far too often.

You only have to open up your copy of the local press to read about refusal after refusal. It’s depressing.

It is creating a perception that Aberdeen and Aberdeenshire are difficult places to do business, which is putting off investors and developers who are often agnostic to location and will simply take their projects and their cash elsewhere. Competition will be fierce to land the big business players of the future - so the North-east will have to be on its ‘A-game’.

Everyone who can help should be stepping up to the plate. And that includes planners and the politicians in Scotland and the UK setting the rules and regulations. This isn’t just about frameworks, it’s about interpretation and mindset.

We can’t assume that NPF4 is the holy grail. This much-delayed policy remains heavily flawed. At a recent conference, a senior policy director stated during a Q&A that NPF4 is one of the worst papers she had seen in her 20 years in the business.

And we were told that the Local Development Plan fails to make sufficient land available for required housing. We cannot grow our economy, population and take advantage of our net zero ambitions without the necessary infrastructure and amenities.

Planners

are our gatekeepers, often the first point of contact for developers, investors and their agents. They need to be more open-minded and aware of what’s being said, even if it’s a tough listen. Perception is reality. We need a collegiate rather than a confrontational approach to strategic planning.

We have heard examples of planners refusing to go on site and making decisions remotely because they now work from home.

So, what needs to change to not only facilitate but encourage investment to the region? How can we create a positive point of difference for this region? How do we put ‘pace, place and partnership’ at the heart of what we do?

The Scotland’s Urban AGE 2022 report, a major academic study of the AGE cities – Aberdeen, Glasgow and Edinburgh – is a sequel to a 2018 report and outlines what has changed (and what has not) in light of the pandemic and the accelerating net zero carbon agenda in terms of the economic prospects of Scotland’s three largest city regions.

The research team was led by Professor Brian Evans, director of Glasgow Urban Laboratory, part of the Mackintosh School of Architecture at the Glasgow School of Art. Brian is also an advisor to the United Nations Economic Commission for Europe.

One of the report’s recommendations was: “A major focus is needed on increasing the residential population of our city centres to replace the critical mass lost due to technological advances and other social changes. We need city centre diversification in the postpandemic era, promoting residential densification in inner urban areas.”

Another recommendation added: “We need significant investment in growing and upskilling our planning service to embed pace, place and partnership in all it does. It needs to respond quickly to the changing environment in our AGE cities, contain the strategic planning capacity to design better places, and also seek to work in a collegiate rather than combative fashion with those wishing to invest in our cities.”

Aberdeen & Grampian Chamber of Commerce has been speaking to local experts to get their views. They have come up with some interesting reflections on the current situation, as well as suggestions on what must change to help us secure a bright economic future.

Some feel net zero ambitions and policies such as ‘Gold Standard’ are overshadowing all other factors including affordability, customer choice and the juxta-position between the complexities of repurposing existing buildings over demolishing and building new.

We heard that restrictions and current building regulations around listed buildings and conservation areas are too inflexible to enable transformational change projects which retain the best of the old alongside the new.

And there were valid questions posed too. How can retro-fit become easier, cheaper, and the norm? Can façade retention with new build behind be encouraged? And are further tax/developer incentives part of the answer?

One planning law expert’s view is that change is being feared rather than embraced – and that NIMBYs

(not in my back yard) have been replaced by BANANAs (build absolutely nothing anywhere near anyone).

We also spoke to one frustrated local businessman who has spent £30,000 to date on planning applications for a long-running bid to start a new venture which would employ 14 people but has run into issues with Aberdeenshire planners.

And a leading housebuilder has revealed it can take as long as four years between a planning consent being submitted and work starting on site.

What is it we are not getting about the importance of pace? If we snooze now, we’ll lose (to other places).

Though Aberdeen City Council declined to comment when contacted by the Chamber about contributing to this piece saying: “on this occasion, we are going to decline the opportunity”, Aberdeenshire Council stressed that it is prodevelopment.

What the experts say

Elaine Farquharson-Black, a planning law expert, at Brodies, said the planning system often gave her nightmares.

She continued: “Perhaps it is because the planning process is generally viewed rather negatively. It’s seen as a means of public control over development; a battleground where competing land uses fight it out.

“Too often the focus is on the harmful things which might arise if the development proceeds - traffic, noise, odours - rather than the social, economic and environmental benefits which it brings - homes, jobs, landscaped play areas. We talk things down, rather than up.”

Elaine said that regularly the planning process is seen as more important than planning progress.

She added: “Change is feared rather than embraced. NIMBYs (not in my back yard) have been replaced by BANANAs (build absolutely nothing anywhere near anyone).

“We all want affordable homes for our families; better roads and rail networks; high-speed internet connections; renewable energy sources, just somewhere else!”

Marianne Evans, Director of Strategic Land and Planning at Stewart Milne Homes, thinks that planning in the north-east is in a better position than many areas of Scotland.

But she highlighted that barriers to development need to be removed. The Director went on: “It can take on average two years from submitting a planning consent to starting on site. This can be extended by a further year if a masterplan is required.

“If a planning application is refused, the appeal process can add a further six-12 months.

“We need to find a way to make these periods of time shorter.”

Marianne said that a report found that, in 2019, in the Grampian region 8,220 jobs (direct and indirect) were sustained through housebuilding with the economic output being £353million.

She added: “Delays have significant implications for jobs and the economy.”

Richard Tinto of Tinto Architecture told us: “People make the difference. A critical mass of people living and working in an area is the overriding factor in its success or otherwise.

“In order to get people back into the city, we need to create homes and workplaces that allow this to happen and much more quickly than traditionally is the case”.

One local businessman who has found himself at the wrong end of the planning system is Conrad Ritchie, Managing Director of the Tufted Duck Hotel at St Combs.

He closed the hotel in May 2020, for a variety of reasons, but it has been a very long and very expensive journey to try and get a new venture at the site off the ground.

Conrad said the problem lies with overzealous planners at Aberdeenshire Council. The businessman has spent £30,000 to date on planning applications for the venture which will employ 14 people.

toYouonlyhave copyopenupyour ofthelocalaboutpresstoread refusal It’safterrefusal.depressing.

But he is still determined to succeed, despite numerous setbacks.

In the fresh plans for the site, the focus will be on the campervan market, with 40 serviced sites, and there will also be a small bistro, pub, beer garden and exterior dining.

Steve Crawford, Director of Planning at Halliday Fraser Munro, said his firm regularly discusses development opportunities with Aberdeen City and Aberdeenshire planning teams. Adding: “We need to be able to discuss economic opportunities properly with the planning authority. Planning isn’t just a process, it’s a conversation and negotiation.

“Relying on formal pre-application processes isn’t the answer unless they’re complemented by a proper discussion forum.”

“This is demonstrating some understanding of the issues that the development industry faces. They recognise that balance between competing aims.

“It’s just that a lot of the time the economy isn’t considered a top priority. The current batch of local development plans were written a good few years ago even though

they’re just about to be adopted.

Aleadinghousebuilder hasrevealeditcan takeaslongasfour yearsbetweena planningconsent beingsubmittedand workstartingonsite.

“They’re already out of date in many respects and require planning authorities to be more flexible in how they apply their policies. Decisions need to be taken quicker too. The importance of quick decision making in encouraging investment is paramount.”

Margaret Bochel and Pippa Robertson, directors at Aurora Planning, believe that planning policy frameworks must be able to change quickly, or incorporate flexibility, to enable planning authorities to respond to rapidly-changing/ exceptional economic circumstances.

They added: “Planning authorities and statutory consultees need to better understand development economics and exercise planning judgement in giving appropriate weight to economic benefits offered by development, including in respect of proposals within conservation areas and work to listed buildings.

“A positive and pragmatic approach needs to be taken to proposals to convert offices into houses,

particularly in delivering new housing in the city centre (and the associated benefits that would then bring to the city centre), recognising that the amenity offered there will be different to that afforded by new housing on greenfield sites, with different criteria therefore applicable.”

Paul Macari, head of planning and economy at Aberdeenshire Council, said its planning service receives around 3,000 applications and pre-application inquiries annually and determines around 2,700 applications.

He added: “The service is constantly working towards reducing the time taken to determine planning applications while also ensuring a positive outcome - 97% of planning applications submitted to the council are approved, demonstrating that we are pro-development and recognise the importance of the development industry to our economy and communities.”

we can shape a better future for vulnerable children and adults in 2023

VSA supports vulnerable children and adults across the North East of Scotland.

Despite the tremendous challenges that a child, or an adult, can face, it is amazing to see how much a life can change by providing the right support, care, experiences, and opportunities.

Can you help us to make a real difference in 2023?

Our team will work with you to create a bespoke partnership that is aligned with your company’s charity goals; plus a partnership, that means you will make a real difference to vulnerable children and adults lives.

To find out more about VSA’s 2023 partnership opportunities, visit vsa.org.uk or contact Greig Slatter, Corporate Partnerships Manager greig.slatter@vsa.org.uk

Registered in Scotland as Aberdeen Association of Social Service operating as VSA Company Registration Number SC018487; Registered Charity Number SC012950. Head Office: 38 Castle Street, Aberdeen AB11 5YU.

Train the Trainer

Clan’s Peterhead event

CLAN Cancer Support is launching a new lunch event in Peterhead for 2023, with all proceeds supporting people affected by cancer in the local area.

The North Lunch will take place on Saturday, February 11, at The Palace Hotel and will include a drinks reception, two course lunch and entertainment.

The format of the event is similar to Clan’s successful annual lunch event in Aberdeen which is due to take place at The Marcliffe Hotel in May next year. The 2022 event raised £16,000 for the charity.

Tickets can be purchased online or for more information, contact Clan’s fundraising team on 01224 647000.

Emissions reporting solution

GLOBAL engineering and technical consultancy Vysus Group is partnering with the enterprise data sharing platform SICCAR, to deliver a complete emissions reporting solution which aims to assist oil and gas operators during the energy transition as well as developers in the renewables sector and beyond.

The service provided by the new partnership, the Energy Transition Databox, will combine the shared expertise of Vysus Group’s knowledge of engineering solutions for use in energy with the capability to quantify, manage, verify and securely share emissions data with relevant stakeholders, through the SICCAR platform.

Emissions data, and in particular Scope Three emissions reporting, is a crucial requirement for oil and gas operators in demonstrating sustainability credentials, however this information is vulnerable to being lost, corrupted, deleted, duplicated and/or altered.

The data gathering process can also be complex, encompassing diverse supply chains.

Energy Transition Databox also works with an operator’s existing data reporting systems and is supported by the engineering and environmental management capabilities provided by Vysus Group.

David Clark, chief executive officer at Vysus Group, said: “ESG reporting is critical for ensuring a smooth transition to renewable energy, yet there has been a long-standing vulnerability when it comes to Scope Three, despite accounting for as much as 95% of the entire total of emissions output.

“Through the Energy Transition Databox, operators can be assured that the data they are reporting on and demonstrating is fully accurate.”

Neptune supports the neurodiverse

ENGINEERING charity Foothold has launched a groundbreaking programme of support with funding from Neptune Energy, designed to help empower neurodiverse engineers, students and apprentices to achieve their full potential and thrive in both their professional and personal lives.

The programme includes a “Differently Wired Hub,” an online resource offering expert advice, information and content on a variety of neurodiverse conditions such as autism spectrum disorder, ADHD, dyslexia and dyspraxia. Direct support is also available for engineering students and apprentices, ranging from access to a formal diagnosis, to counselling support to help them understand their feelings about their diagnosis and financial grants to fund assistive equipment or help with day-to-day living costs.

Employers in the sector will also be able to access information and guidance on how to empower their neurodiverse colleagues to thrive and support the success of their business.

The programme has been developed following an upswing in calls for neurodiversity support to the charity, with research also showing a greater incidence of neurodiversity among engineers more broadly. With one in seven people thought to show some form of neurodivergence worldwide, there are an estimated 770,000 neurodiverse individuals employed in the industry in the UK alone.

Neptune Energy’s CEO, Pete Jones, said: “It has been our privilege to work with Foothold in recent years, culminating with the launch of the Differently Wired Hub. This will help create more opportunities for neurodiverse engineers to demonstrate to employers the unique strengths and skills that they possess.

“Our support for Foothold also mirrors our own commitment to making equality, diversity and inclusion core to our business because we want Neptune to be a place that welcomes, respects and values everyone.”

The Differently Wired Hub is freely accessible to anyone in the engineering community, whether they have been diagnosed, support a neurodivergent individual, or simply want to learn more about neurodiversity.

McGinty’s team

Aberdeen hospitality firm wins top industry accolade

A NORTH-east business is celebrating after being named as Scotland’s Independent Multiple Operator of the Year at the 26th Scottish Licensed Trade News (SLTN) Awards.

The SLTN awards celebrated and recognised the rich and diverse businesses in hospitality and the tourism sector from around Scotland, presenting more than 20 of their coveted corkscrew trophies in front of an audience of 650.

Director of The McGinty’s Group, Allan Henderson, said: “It’s fair to say that we are over the moon to have received this prestigious award. After what has been such a challenging time for the whole industry, it is recognition for all the hard work that our amazing team does on a daily basis.

“It has always been our vision to enhance the food and drink sector in Aberdeen and as we have continued to expand over the last 13 years, we have worked hard to create something special for the city with our venues. This is a truly fantastic achievement and I am so proud of our staff who we really view as family. Of course, we wouldn’t be where we are today without our amazing customers who continue to support us and our venues and I can’t thank them enough. This is a great way to close out 2022 and we are excited to see what 2023 will bring for the McGinty’s Group.”

Area of expertise?

As a Sales Director of a telecoms and IT firm for 12 years, my areas of expertise are direct sales, sales training, working with various stakeholders and supply chains. Also, project delivery, product development, and commercialising service and product ranges.

What should people know?

In a complex, competitive, fast paced work environment it is important to have a firm understanding of the requirements and future cost to your business and IT infrastructure. However, making correct decisions on what problems your organisation faces, who to work with, what questions to ask, how to deploy changes, and how to manage stakeholder expectations can be time consuming and confusing. The simpler the solution is presented, the easier it is to understand. But what if the problem is complicated and the solution is equally complex? Are you missing something? Or what if the person in the organisation tasked with doing the leg work has little to no understanding of the area?

What’s the biggest mistakes companies make?

Making decisions based on price rather than long term cost and value. I can list the adages: you get what you pay for; buy cheap, pay dear; pain of regret far outweighs the pain of discipline and so on. Getting the right answers requires asking the right questions. In many selling conversations, the right questions aren’t being asked by the buyer or vendor. In other cases, the buyer believes themselves to be the expert in all areas, or perhaps the vendor isn’t challenging the assumptions of the buyer. Ask yourself this: are both sides taking your business context (and the next five years of) seriously enough? Do your business journeys align?

What’s your top tip?

Out of cheap, reliable and on time – you only get to pick two. You can’t have all three. Don’t just allow the vendor to present a solution to you so you can tick the three quotes “due diligence” box.

Area of expertise?

I’d like to think it relates somewhat to booze, bars and drinking culture in general. The challenge is gauging trends and seeing how relevant they are to the Aberdeen market. We’ve definitely been ahead of the curve for some things and a bit too late for others. Most of my travel is somewhat food and drink related so I’m constantly absorbing the happenings of other cities, regions and cultures. More recently, I’ve been working on a consultancy basis with a whisky brand (Cutty Sark Blended Scotch) on some UK-wide tastings, activations, and on-trade marketing campaigns.

What should people know?

10 Dollar Shake is more than just a bar operator and events company. A portion of my time nowadays is spent on brand activations and drinks strategy for a variety of clients, including the afore-mentioned Cutty Sark Blended Scotch and Isle of Harris Gin, plus hospitality-based businesses such as The Coffee Apothecary in Ellon (we’ve just completed a small cocktail menu for them). We’ve also just taken the keys for the former Yatai on Langstane Place. This completely changes the dynamic of the business now, essentially being in a position to be our own landlord (and save on rent).

What’s the biggest mistakes companies make?

Not using 10 Dollar Shake for their drinks receptions and whisky, wine and gin tastings! Seriously though, in our line of work, one of the biggest mistakes businesses can make is not adapting to the market. Smoking bans, drink-driving limits, pandemics, recessions…there’s always going to be macroeconomic factors at work in our industry and we need to remain pliable enough to work around them.

What’s your top tip?

Everyone knows what junk food is, but there’s just as much junk booze out there too. Drink less, drink better.

John Willis, Director, 2 Circles Solutions

Adrian Gomes, Managing Director, 10 Dollar Shake & The Tippling House

Altenburg, Bid Training and Consultancy Business Development Executive , Proactis Tenders Limited

Area of expertise?

We are experts in public sector procurementfrom running government procurement portals to helping SME’s find suitable public contracts. More specifically, I help businesses of all sizes increase their tendering win rates by working with them to improve their bidding processes and write more compelling bids. My bid support is tailored to each individual organisation, from upskilling and training to light touch support or fully outsourced bid writing.

What should people know?

There are public sector contracts for almost every industry, location and size of business. Smaller companies have realistic chances of winning. Last year 27% of government procurement spending went to SME’s. Generally, public sector organisations can be more reliable than private organisations when it comes to on-time payment, fair contract terms and transparent tendering processes.

What’s the biggest mistakes companies make?

A lot of businesses bid for as many contracts a possible, rather than qualifying them in or out to have a more strategic approach and use resources in a meaningful way. Starting to write a bid with no strategy, plan or team in place will make the whole process a lot more difficult and time-intensive for you, and the chances of winning are much lower. Don’ think of bidding as an “ad-hoc” task, but a business development function that deserves full attention.

What’s your top tip?

Take a look at the public portal, Public Contracts Scotland, to see how many relevant contracts there are, you’ll be surprised! When you find contracts you’re interested in, look at minimum requirements e.g. insurance and certifications and make sure you have everything you need in place. Develop a bid strategy and plan before you start bidding - we can help you with that.

Hay, Director, ADC Energy

Area of expertise?

ADC Energy as founded in 1985 by my Dad, Douglas Hay, to help make the industry safer, cleaner and more efficient by providing independent assurance to energy companies hiring the many rigs and vessels that operate globally. We apply this vision to oil and gas, geothermal, carbon capture and wind industries at the moment, and we help drive safety, operational and environmental performance for the world’s leading energy companies. I run the day-to-day operations and help my team do what they do as effectively as they can.

What should people know?

We started life as Aberdeen Drilling Consultants as it was at the start of the phone book, but over time the digital nature of what we do, industry reach and spread of our projects across the globe made our name change to ‘ADC Energy’ more appropriate. We remain the longest running, truly independent rig and vessel assurance company supporting the international energy industry. And still family owned and run.

What’s the biggest mistakes companies make?

No company is perfect, we are all human and will make mistakes. Company success will be defined by lots of different factors… being laser-focused on “why” we do what we do brings everyone at ADC Energy on the same journey together and makes us care about what we do. Operating beyond your sphere of expertise can be a costly mistake if not judged correctly.

What’s your top tip?

Culture is everything and it comes from the top. Don’t assume we are all inspired or value the same things from our day-to-day tasks. Find out what makes your team tick, help them enjoy what they do, and they will perform at their best.

Medea

Austin

Can you afford to test your cybersecurity limits?

Losing connectivity to the internet can be challenging enough, but add in being unable to access crypto locked critical files and software, and the question becomes: can you afford to find out?

Put simply, cybercriminals are intent on causing maximum disruption or even holding your business data to ransom. Cybercrime is no longer a lone hacker sitting at a computer terminal sending automated, virus-laden messages in the middle of the night. It is big business, run as slick and professional operations by extensive and capable teams, indeed cybercriminals extorted an estimated $6trillion from businesses and individuals in 2021. If measured in economic terms, cybercrime would be the third largest economy in the world after the US and China.

According to comparitech.com, more than 80% of UK organisations experienced a “successful” attack in 2021/22 and the average cost of a data breach is an eye-watering $4.5million. Once a business becomes vulnerable to cyberattack, it takes an average of 181 days to identify a UK data breach and, by then, it is often too late and a huge amount of damage might already have been done.

In the next three to five years, I estimate that we will deal with cybersecurity more than any other IT challenge, so it is time for businesses to stop looking at it as an “add on” and start approaching cybersecurity as an integral part of business planning. It is no exaggeration to state that cybersecurity is a health and safety issue, and it is your data which is at risk.

Therefore, the “prevention is better than cure” analogy stands resolute and firm when it comes to cybersecurity and you need to have a strategic plan on how to protect your data – good approaches need to be a knowledge partnership between a company and their MSSP so it’s important to ask the right questions. Here are a few things to consider when looking at your business:

Back up the back-up

We’re all told repeatedly about the importance of backing up information, but that’s no good if due diligence is missing from the process. What if that back-up was also attacked (and it happens frequently) because attackers find a weak connection giving them access to it too – is the back-up of the back-up isolated enough to be more protected and swing into action at short notice?

Data diligence

Business life has moved on far beyond the “set and forget” approach to cybersecurity into an era where it needs to be an integral part of business strategy. Many companies have created back-up systems but often they forget the need to perform regular maintenance and checks on them to make sure they are always poised and ready. When last did you check that your back-up systems were working as efficiently as they should? Would they immediately do everything you need them to do if called upon?

People Matter

To mount the best defence, any cybersecurity strategy needs to be augmented by ensuring that your people have the best possible cyber awareness training. Among these

should be tools like intuitive training where safe, fake emails can be sent to assess staff vigilance and, if the wrong action is taken by the recipient, immediate training is offered on how to spot a potentially hazardous email in future.

The fight against cybercrime is relentless, exacerbated by businesses using more technology and generating more data than ever before. The risk of operational downtime and reputational damage is high, the list of headaches is long, and each factor has time-consuming and far-reaching implications.

So, to my opening question about how would your business cope if it suddenly lost its connection to your systems and internet? Don’t wait to find out.

Use our business Cyber Security Checklist available at itsalto.com/ cyber-checklist.

To find out more visit www.itsalto.com.

How would your business cope if it suddenly lost connection to your systems?

Bruce

Skinner, CEO, ALTO

Suspended Signage project now complete in the city centre

THE final installations of the illuminated LED suspended signage in Aberdeen are now complete and visible in twelve locations across the city centre.

The aim of the project is to highlight some of the city’s most renowned streets offering clearly identified civic gateways, key streets and strategic connection points to help make Aberdeen a leading pedestrian friendly city.

Adrian Watson, Chief Executive of Aberdeen Inspired, said: “It is more important than ever to highlight what the heart of Aberdeen has to offer. We’re keen to encourage people, whether local or visiting, to explore the city and support local businesses. The suspended signage scheme assists in making the city safer and more welcoming to visitors and highlighting some of our many places of interest within”.

When asked to comment about how the new signage has impacted business Stuart Milne, General Manager at Finnies the Jewellers on George Street remarked: “The initiative by Aberdeen Inspired to attract funding for the illuminated cross-street signs was truly inspiring! To identify George Street in this way was welcomed on every level from the obvious to welcome visitors and tourists staying at local hotels, to the students who throng to the North East of Scotland College. George Street has a great heritage and one the city should be proud of. From the businesses of yesteryear to the many and varied skills and businesses that trade here now”.

Keith Martin, Proprietor in the Shiprow Village commented: “The sign has boosted activity in the area and interest in Shiprow Village, helping to establish it as a destination in its own right, particularly at night when the sign is illuminated. Also, to have the two signs, one at the Union Street entrance and the other at Market Street has been really beneficial to contributing to the area’s identity as a nighttime destination to eat food, drink drinks and enjoy people.”

The return of Share Fair

ONE of the offshore energy industry’s foremost business development events will return in 2023 when Offshore Energies UK hosts Share Fair at P&J Live in Aberdeen on February 2.

Organised with the support of the North Sea Transition Authority, the event will showcase upcoming business opportunities to the energy supply chain and enable operators and energy investors to increase their awareness of the expertise, innovative products and specialised services offered by suppliers across the UK.

With a focus on giving supply chain companies and technology innovators access to invaluable market intelligence plus opportunities to meet key decision-makers, Share Fair comprises a full day of presentations, one-to-one meetings and an exhibition. The event aims to encourage early and focused engagement between suppliers and potential clients to help them work collaboratively on future energy projects on the UK Continental Shelf.

With the UK offshore energy industry focused on delivering the UK’s net zero ambitions, Share Fair 2023 will include organisations with an interest not only in oil and gas but also offshore wind, carbon capture and storage and hydrogen.

shine bright with clan

Freedom of City of London for Stephen

IN A centuries old ceremony, Stephen Gow, General Manager of Aberdeen’s The Chester Hotel and Master Innholder, has been granted the Freedom of The City of London in recognition of his contribution to the hospitality industry.

He joins others who have had the honour of the Freedom of the City award including Lord Nelson, Winston Churchill, Nelson Mandela, Florence Nightingale and Theodore Roosevelt.

Stephen has spent his entire career in the hospitality sector, beginning at the age of 18 as a management trainee at the North British Station Hotel in Edinburgh; now called The Balmoral.

Throughout his career he has actively sought to work with others in the industry to combine and share collective learnings for the good of the sector. He remains keen to support and nurture talent in the workplace and to encourage a new generation into a career in hospitality. He was instrumental in the creation of Hospitality Apprenticeship North East and chairs this industry-led initiative.

Stephen Gow

University league tables and the North-East of Scotland

WOULD you like to have your say about university graduates?

Aberdeen City has two universities who bring reputational benefits to the city and the wider region.

Universities generate wealth for the local economy and their students make significant cultural and financial contributions to the local economy through student spending, e.g. through the housing market, access to services and part-time employment.

Upon graduation, university students are important to our local businesses and the economy, providing skills and knowledge to support economic growth and regeneration.

The annual QS (Quacquarelli Symonds) World University Ranking, published in June each year, measures, amongst other things, ‘employer reputation’, i.e. the university reputation from an employer perspective.

This component of the ranking is based on an annual survey of employers around the world where any employer who hires graduates can provide their views on which universities provide them with the most competent, innovative and effective graduates.

If you are interested in being surveyed by the QS World University Rankings (a 10-minute online survey) to offer your views on the graduates you employ, then please confirm via the QR code above that you would be happy for us to share your contact details with the QS. QS would then send you an online survey link in February 2023 to invite you to take part.

John Bell Pipeline’s major expansion

INVERURIE-based international piping and valve specialists John Bell Pipeline (JBP) has announced a £2million expansion plan and aspirations to grow staff numbers by 20%.

Following the £3.5million purchase of the current site at Thainstone Business Park on the outskirts of the town, JBP plans to add 1800m² of space by constructing a new warehouse. Plans to change racking systems will also double available storage as the company positions itself for expansion in the coming five years.

As part of the long-term development plan the group purchased the 6.5-acre office and warehousing complex at Thainstone earlier this year and has invested in new stock of Emerson Keystone valves and Inoxpa Hygienic valves.

Willie Moir has been appointed Managing Director. Willie has been with JBP for four years, most recently running its successful export and projects team. He has more than 25 years’ experience in the piping market and will focus on the long-term success, development, and sustainability of JBP as part of the international Bianco Group.

Gary Stewart has taken on the role of Project Sales Manager and Mark Laird becomes Business Development Manager for Scotland’s central belt.

JBP currently exports products and services around the world including to Azerbaijan, Ghana, Brazil and Qatar and has set its sights on entering new marketplaces including Egypt, Uzbekistan, Mauritania and Romania.

Sustainability award for STATS

STATS Group has been recognised for its commitment to a sustainable future in the Energy Industry Council (EIC) Awards.

The EIC is a 900-member trade association covering the global supply chain in oil and gas, power, nuclear and renewables industries.

Pipeline technology specialist STATS collected the Sustainability Award at a ceremony attended by EIC members, government representatives and project decision makers.

Stuart Broadley, EIC’s CEO, said: “At these times, when energy supplies are tight and prices are high, the energy industry’s supply chain is doing its best to keep our lights on and our economies running.

“Our members are acutely aware of the urgent need to ensure a sustainable supply of affordable energy with as little environmental impact as possible. It’s a herculean task given the current geopolitical and economic challenges, but everyone is working hard.”

Setting the wheels in motion for Aberdeen Rapid Transit

Aberdeen Rapid Transit is a next-generation transport system, which aims to bring a step change improvement to transport across the region.

Indicative network of ART routes

ART aims to mirror successful rapid transit systems across the world, resulting in a service that increases patronage, an attractive option for travel, as well as supporting economic success.

Transport and connectivity play a vital role in supporting the revitalisation of the North East. Nestrans’ flagship project, Aberdeen Rapid Transit (ART), is a next-generation transport system, which aims to bring a step change improvement to transport across the region.

Nestrans is working in partnership with Aberdeen City Council, Aberdeenshire Council, and bus operators to bring a public transport solution which aims to support the area as an inclusive, sustainable, and better-connected place in which to live, work, study, and visit.

As a rapid transit scheme, the project aims to provide fast, frequent and reliable services. This could be achieved through a combination of dedicated bus lanes, off board fare collection, fast and efficient boarding and alighting.

High-capacity and high-quality vehicles, and journey times competitive to car, we aspire for it to provide an attractive way to travel, being accessible and easy to use.

The vision is for a cross-city network of ART priority routes to connect people to the places they want to go; linking key hubs, including Park & Ride sites with education, employment, healthcare, retail, and leisure destinations; the airport and rail station, as well as the city centre.

Fully integrated with the wider transport network, including active travel. we aim for ART to complement and enhance our existing bus services, ensuring that individuals and businesses across the region feel the benefit.

ART aims to mirror successful rapid transit systems across the world, resulting in a service that increases patronage, an attractive option for travel, as well as supporting economic success.

The Scottish Government’s £500 million Bus Partnership Fund (BPF) enables local authorities, in partnership with bus operators, to bid for investment in ambitious schemes to improve public transport journey times and reliability.

Having already gained funding to support the business cases and designs for ART, we are working to secure further funding to enable the delivery of the project.

Chair of Nestrans, Councillor John Crawley said “This is an exciting project that, if we were to be successful in our funding bid, has the potential to bring real and positive change to public transport provision in the region and could be implemented in the next five to ten years. There is already a lot of work taking place to investigate route options and how the scheme would be delivered.

“Over the coming months, you will have the opportunity to help shape the ART scheme to ensure it meets the needs of the region’s business community.”

For more information on Aberdeen Rapid Transit and the opportunity to give your thoughts to the project team, please visit: www.aberdeenrapidtransit.org

Clark, Regional Sales Manager, Capital Document

Solutions Limited

When was your business established?

Capital Document Solutions opened up its Aberdeen office in 2006 but was established in 1979 by founder Tom Flockhart, who sadly passed away earlier this year.

What does your business do?

We provide Ricoh, Konica Minolta, Canon and HP hardware, software, supplies and service as a Managed Print Service ensuring clients are fully supported with the latest technology and the very best in customer service from local service centres.

What sort of companies do you do business with?

We do business with all sectors and from start ups and sole traders up to large corporates. We are also on the Scottish Procurement Framework Agreement for public sector - every client is important to us no matter the size.

What is the biggest challenge facing your business at the moment?

Like all business the reduction of people in offices due to CV19 and the subsequent shift to a hybrid working model where not everyone is in an office five days a week has meant a significant reduction in our operational revenue as less people are printing.

Clients need less devices and have taken steps to digitise paper centric processes to allow for agile working.

And the biggest opportunity?

Finding new revenue streams is the challenge and we are now offering audits to clients to establish if our digital workflow products could simplify and in some cases completely remove steps in people centric tasks. The “office copier” should now be seen as an “onramp” for scanning data into systems that previously were held in filing cabinets or paper folders.

What are you most passionate and proud of?

Our reputation and our people. Capital has been built on expertise and also upon customer service. In addition, our culture helps us to stand apart from competitors by offering clients the best value solutions and ongoing support for their business. Attitude is as important as the skills that our employees bring to their roles.

What does your business do?

Forrest Training Ltd provide training within Aberdeen and Aberdeenshire. As an accredited Qualsafe Awards Centre, we provide training to any and every industry, but are proud to specialise in social care and health care related training, with over 15 years’ experience in the sector.

Cameron Sim,

What sort of companies do you do business with?

to a point with the oil industry, but we need to remain proactive to drive the business.

And the biggest opportunity?

We have a fantastic venue which is based in the heart of the city offering all our training courses in a comfortable and modern environment.

What are you most passionate and proud of?

Head

of Marketing, Forrest Training

When

was your business established?

Forrest Training was established in July 2018 by Kevin Forrest who worked remotely until we took the step to grow the business and secure offices and training rooms in the city centre.

We deal with a wide range of clients from third sector to commercial, our courses can be tailor made to suit any business. We have a number of established training courses for individuals and companies, but also have the ability to develop bespoke courses to suit your business needs.

What is the biggest challenge at the moment?

The business landscape is forever changing, and we have to adapt to the clients’ requirements when required. We continue to drive forward through all obstacles. Aberdeen is protected

We are a fully accredited first-class training provider offering an excellent service to our client base we are a business that is full of potential and have grown from one man and a van to fantastic professional business with superb training facilities.

Steve

Philip Carry, Partner, Jamieson & Carry

When was your business established?

The business can be traced back to 1733 and the Carry family have been involved since 1908 when my great grandfather bought the business, George Jamieson & Son. The name was changed to Jamieson & Carry in 1933 when my grandfather became a Partner. The business is now run by myself, my brother, Christopher Carry,

and our cousin, Angus Carry, backed up by a great team of sales, admin and workshop.

What does your business do?

We are a retail jeweller specialising in the Swiss Watches, Fine Jewellery, Diamonds and Luxury Gifts. We have always strived to achieve the best customer service with the best products in the best possible surroundings. The retail world is constantly changing, and we’ve changed with it. Online shopping and social media marketing must be embraced to engage with our customers.

What sort of companies do you do business with?

We travel the world to source the most amazing jewellery and watches for our customers. The companies we deal with range from the biggest luxury brands in the world to the single person workshop in Scotland. All of our jewellery is handpicked by our buying team to ensure that the finest quality is always achieved.

What is the biggest challenge at the moment?

Our biggest challenge is employing the correct people to add to our team. To ensure that we attract and retain the correct candidates we have recently restructured our entire interview and induction process which has had very positive results. Delivering excellent customer service begins with the correct people and we are very fortunate to have excellent people who are very passionate about Jamieson & Carry.

And the biggest opportunity?

The biggest opportunity is the high street. We have recently purchased the former All Saints unit and which will give us the opportunity to more than double our existing floor and window space to showcase our jewellery and Swiss Watch partners; Rolex, Patek Philippe and Tudor. In addition to this we have also added the unit on the opposite side of Belmont Street, 132 Union Street, where we will add the city’s first Tag Heuer boutique which will give the brand’s growing customer base the experience they deserve.

What does your business do?

Clan is an independent cancer support charity which provides emotional and practical support to anyone affected by a cancer diagnosis, including the individual, their family, carers and friends. We provide free professional counselling, complementary therapies, nutrition and wellbeing activities, information and dedicated support for children and families.

for Clan’s services. While we welcome the return of early screening, this also places pressure on our bed and breakfast facility with many travelling to Aberdeen for active treatment.

And the biggest opportunity?

Fiona

Fernie, CEO,

Clan Cancer Support

When was your business established?

In 1983 by patients, health professionals and family members determined to improve cancer support services across the North-east of Scotland. Clan has grown from one employee using a campervan to reach communities, to a team of nearly 60 across eleven locations throughout north-east Scotland, Moray, Orkney and Shetland.

What sort of companies do you do business with?

We have longstanding relationships with businesses in the energy, hospitality, agriculture and B2B sectors. We can work with companies to provide volunteering programmes, CSR initiatives and support HR teams to ensure staff feel equipped to deal with a cancer diagnosis in the workplace.

What is the biggest challenge at the moment?

The pandemic had a devastating effect on people’s cancer prognosis, placing an emotional burden on many and greatly increasing the demand

Given our direct alignment to NHS Grampian, Clan’s expertise can help ensure communities across North-east Scotland access emotional or practical support in tandem with their oncology treatment, helping to improve the quality of life for cancer patients, their families and carers and reducing the burden on non-clinical NHS services.

What are you most passionate and proud of?

I am passionate about leading a charity that is part of the fabric of our communities and is recognised for its professionalism as a support service and a business. I am proud of the amazing team of staff and volunteers at Clan who make the lives of our clients better.

Major donation for Camphill School Aberdeen

CAMPHILL School Aberdeen, a charity which provides day and residential support to children and young people with learning disabilities and complex additional support needs, is a step closer to achieving phase one of its £10million capital appeal target having a donation of £200,000 from the Garfield Weston Foundation.

The grant will specifically go towards the first project – a £3.1million residential house with independent living wing, which is set to break ground early next year. The home will enable the charity, which is based across three campuses in the west of Aberdeen, to open its doors to more vulnerable young people who are in urgent need of support.

Alex Busch, Executive Director of Camphill School Aberdeen, said: “This grant from Garfield Weston Foundation is transformational for us.

“Currently, the demand for our services far exceeds our capacity, with placement enquiries up by 250% since 2020. The only way to help more young people in the North-east is to bring our plans to life. We want to ensure that every young person who needs our support can access it and this generous grant will help us achieve our vision.”

Since launching the 10-year capital appeal in February, the school has raised £2.3million towards the first house, but still needs the support of the local community and businesses to raise the remaining £800,000.

INEOS contract for NHV

NHV Group has been awarded a five-year contract to perform helicopter services to the Central North Sea, for INEOS FPS.

Operations started at the beginning of November and NHV is performing flights to the Forties Unity from NHV Aberdeen.

The Forties Pipeline System is 100% INEOS-owned and has played a major role in the development of the Central North Sea since 1975, providing the UK and Norway with oil and gas at a nominal capacity of over 600,000 barrels per day.

Electra Learning Ltd opens new U.S office

ELECTRA Learning, Aberdeen based learning and change management specialists, have opened a new office in central Houston.

Electra, based on Albyn Place, also has Canadian offices in Calgary and Toronto. The US team specialise in delivering IBM Maximo Training and Change Management projects making Electra the largest global IBM Maximo training team. IBM Maximo is enterprise asset management software, which is used to optimise asset performance, extend asset lifecycles and reduce operational downtime and costs.

UK Managing Director, Donna McWilliams said: “It’s an exciting time for us across the three countries. Although we have been servicing clients in the US for some time now we decided to invest in growing our stateside team and setting down roots to better serve a growing client base. We have been able to arrange numerous exchange trips for employees in UK and Canada so this gives our team even more opportunity to share knowledge, learn from each other and have the opportunity to travel.”

STC INSISO acquisition

ABERDEEN-based performance improvement specialist, STC INSISO, has acquired the intellectual property and software of a revolutionary Artificial Intelligence (AI) product created through a successful joint venture partnership with Lloyds Register.

COMET Signals, an AI driven tool which scans HSE data to deliver clear, immediate and actionable insights, was codeveloped by STC INSISO and Lloyds Register.

STC INSISO is now sole owner of the product following the acquisition, which allows it to drive an ambitious product roadmap to build out a series of new features and improvements which will continue to push what’s possible in the AI data analytics space.

Lloyds Register and STC INSISO will continue to work together to support clients in the oceans’ economy.

COMET Signals is currently in commercial pilots with a number of major global companies including Coca Cola, Network Rail and McDermott. The COMET Signals technology is deployed across the organisations, to enable them to manage and analyse all their leading and lagging indicator data using one comprehensive platform to ensure they are maintaining the highest HSE standards.

It analyses the natural language in large volumes of HSE data from observations, near misses and incident reports to identify trends in hazards and topics, analyse severity and, perhaps most importantly, predict the presence of latent root causes with the potential to cause future incidents.

Salamander design for Ocergy

THE Salamander floating offshore wind project, a joint venture between Simply Blue Group, Ørsted and Subsea7, has awarded the pre-FEED foundation design to Ocergy for its OCG-Wind foundation technology.

Last year, Salamander signed a memorandum of understanding with Ocergy to evaluate its foundation design for the development in North-east Scotland. The project will be a contributor to ensuring the UK government’s target of delivering 5GW of operational floating offshore wind by 2030.

Ocergy has developed OCG-Wind, a novel and efficient floating wind turbine foundation, to support very large wind turbines (>10MW), designed for development of large-scale wind farms. It is targeting a levelised cost of energy (LCOE) that can start to drive reductions in floating offshore wind farms to eventually be competitive with fixed offshore wind farms.

OCG-Wind is a semi-submersible platform designed to use the industrial performance of the hull fabrication and assembly through the maximisation of the local supply chain. The hull is made of three outside circular columns connected mechanically with trusses to a central column which supports the wind turbine.

A feasibility study considered all aspects of the design, technical performance, fabrication, assembly, operations and installation of the OCG-Wind for Salamander. It also reviewed the compatibility of the OCG-Wind platform to the site, inclusive of performance and supply chain and local content management, as well as identified schedule risks and overall project costs. This feasibility study will now progress to pre-FEED phase.

Fulkrum’s success in pharmaceuticals

FULKRUM, an inspection, expediting, auditing and technical staffing service provider, has been awarded a six-figure contract working with a global healthcare company on the development of specialist process containers used in the manufacture of COVID-19 vaccine.

The contract is its successful first endeavour into the pharmaceuticals industry.

The project operates primarily at the vendor site in Shanghai, China where Fulkrum’s full-time inspectors are supporting the project with inspection, fabrication and manufacturing services including welding and non-destructive testing.

Labour shortages in supply chain logistics

Michael Clark, Branch Manager, Project Logistics UK Geodis FF UK, Aberdeen Branch

IT IS plain to see that global supply chains have been going through some tough times and the CV19 pandemic, and the recent exit from the EU has made things even worse for UK companies.

There are many factors behind the labour shortages in supply chains and logistics. They can be either general (i.e. regarding the whole of the economically active population) or specific (regarding the characteristics of the field). These factors are compounded by other issues and can mean that supply chains stop flowing, develop bottlenecks that can end in a complete halt, or drive up costs. The estimates are that the industries linked to supply chain logistics could be 18% of UK employees, so as you can see if this breaks down the effects can be far reaching both nationally and globally.

Part of the problem with labour shortages stems not only from sociological issues, but also from a trend that will be difficult to reverse, the national population is inexorably ageing and families are getting smaller. As a result of the population ageing, the number of

people entering the labour market is lower than the number of those leaving it. This problem has had – and continues to have – a particularly significant impact on the world of logistics and supply chains, especially in the manual and physical nature of the supply chain. This type of work is considered to be very strenuous and therefore unappealing for young people and can be unsuitable for older workers. Another reason for the shortage of staff is the alternative and emerging verticals of employment on offer to the younger generation, there are work streams that weren’t even though of 10 years ago, many of these can be done from home, at any time of the day or night, which can free up more hours for social contact.

to understand what drives the new generation. But we can’t think one way as we also need to retain the experience staff that we have so we also need to adapt to their need so that they also feel they are appreciated and valued.

Its an old cliché but we need to think outside the box, we need to look what is happening within other sectors and see how they are dealing with similar issues, we need to look at emerging markets and see what they are offering and we are not.

We do need to

in our hiring policies along with benefits and incentives. We need

We need to get out to the schools, colleges and universities to advertise that the supply chain and logistics sector is a great place to work and can be a career for life. Along with this we need to improve our trainee packages to make the industry more attractive, we also need to diversify our training programs and add in cross training so that staff have the option to move into other verticals within the company and industry, this will allow staff to making the best use of I.T systems. For certain roles can we allow staff to work remotely? This will open up the hiring pool, if a job can be done from home in the UK it can be done by someone sitting at home in Europe, Asia or the Middle East.

The industry needs to take a long hard look at itself and its recruitment policies if it wants to keep up or that overall this is a difficult phase like for many other industries but we’ve bounced back before.

So what does this mean going forward?

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Fast forward 30 years and the power of peer advice and coaching has spread across the globe and TAB has helped over 25,000 business owners achieve personal and business success.

With the first anniversary of the UK leaving the European Union and becoming an independent country just weeks away, Northeast food producers are still reeling from the effect the exit has had.

Senior figures from the industry have told Business Bulletin how labour shortages, in particular, have forced them to constrain production and turn down new business.

In addition, they are having to cope with soaring energy costs which affect everything from utility bills to the cost of transport and packaging, but as one explained, if they don’t have enough staff to produce their goods, all these additional challenges are irrelevant.

The Food and Drink Federation (FDF) Scotland is the voice for manufacturers and David Thomson, chief executive, said the changes in immigration rules had resulted in a significant impact on the availability of people from other parts of Europe.

“Previously there was freedom of movement but now there is an immigration test to go through which puts many jobs outwith the likelihood of being able to attract people from other parts of Europe.

“Recruiting for new or replacement positions has become more difficult because we have to be more reliant on the UK population to fill those jobs. Even some of those people who have had the opportunity to stay have opted to return to Europe or the country they came from.

“There are a whole range of different reasons for that from the fluctuating

BREXIT: Where are we two years on?

economies of their home countries making it more attractive to return to the fact they are missing their families.

“Obviously, in Europe, there’s a much wider labour market in which people can participate so there’s more opportunities than in the UK.

“We also know that because of government policies many didn’t feel comfortable being in the UK because they didn’t think they were as welcome as they had been.

“These really important workers have gone and businesses can’t really

recruit from the EU to replace them which is a major problem.”

He said the federation covered manufacturers in sectors including bakery, fish processing, cereal processing and a recent UK survey had shown that members were running, on average, with a vacancy rate of almost one in 10 (9.1%).

“What that means is they will either streamline or cut down production. Energy costs could also lead to production cuts and perhaps taking a decision to work four instead of five days in a factory.

“The second and really critical thing they are doing is saying ‘no’ to new business and we hear that quite a lot at the moment. There’s plenty of opportunity to take on new business but a number of companies know that they don’t have the capacity and will find it hard to recruit to fill the capacity and are taking those kind of difficult decisions.”

He said energy was obviously a critical factor which is embedded in every single part of the supply chain; there is a need to make sure that workforces are properly rewarded because their costs have gone up as well; transport costs are rising significantly, particularly for those in remote rural areas far away from supermarket distribution centres; and so too is the cost of plastics and packaging which require energy to produce.

“We see food price inflation continuing until the middle of next year and the unfilled vacancies probably continuing at about the same level over that period.

Recruiting for new or replacement positions has become more difficult because we have to be more reliant on the UK population to fill those jobs.

“What that means is there are going to be some pretty tough times in the next six to nine months for food and drink manufacturers, but we have been through multiple crises before, and we are resilient.

“We would like to see the government’s support for energy prices for both people and for the food and drink industry to be continued as long as it can past the current six-month period. We would also like to see the UK government thinking carefully about the immigration rules and pinpointing where industries like food and drink need support and where they can work with the industry to unlock some of those immigration rules to get a wider range of candidates coming forward.”

For almost half a century Donald Russell has supplied the world’s top restaurants with the best beef, lamb, pork and now also delivers the same quality to private homes around the UK from its Inverurie headquarters. However, Ken Clow, Chief Executive, says Brexit has changed things “immeasurably” for the company which has a team of craft butchers at the heart of its 220 staff.

“Skilled labour, primarily butchers, has become much tighter,” he said. “A huge proportion of our workforce today, and in the past, comes from EU

countries but over the last 18 months a number of colleagues have resigned and gone home to be with their families.

“Brexit was the precursor to that, not because people didn’t feel they couldn’t stay but they had time to reflect and consider coming out of the pandemic and they made a lifestyle choice.”

Chris Dunridge, Donald Russell’s Head of HR and development, said: “The pay gap that was once significant for certain countries is now a lot smaller.

“European salaries have gone up and so has the standard of living. We were recently on a call with someone in Poland and their broadband was infinitely better, faster, and cheaper than ours. The standard of living, the technology, the availability of employment and salaries have really improved and in particularly in Eastern Europe.

“We find it very difficult to hire butchers. We have a licence to recruit butchers from overseas because they are on the government’s skills shortage list, but we still fail to attract people.

“In Eastern Europe and countries like Spain butchery is seen as a profession and in some parts of Europe, being a skilled butcher is seen as being as valuable as a degree. We struggle to sell that to potential employees in the UK and persuade them it is an attractive industry to enter. We offer apprenticeships and a new recruit could be a fully trained butcher in three years, but we struggle to get anyone to apply.

“Some of the big butchery businesses around the major cities of Edinburgh and Glasgow are paying up to £30,000 or £35,000 with bonuses on top for skilled butchers,” said Ken.

“But even with those wages they are struggling to hire.

“Another factor is that sterling, since 2016, has been suppressed and it is still devalued. So, for some of our teams who sent money back home to pay for homes they have built, their UK salary is worth significantly less and that trend continues.

“Labour is the single biggest challenge we’ve got because whether

it’s energy costs increasing, or increased paperwork, if you haven’t got the butchers to cut the meat and produce the product then all the rest is immaterial.”

He said the occupational situational learning by DYW (Developing the Young Workforce North East), which bridges the gap between schools and employers, is very important to craft businesses by creating opportunities for school pupils to learn about the potential of the food industry.

“However, there will be a natural lag before those efforts bear fruit.

“There is lots of brilliant stuff covered, but it will take time. You can’t get someone to have a knife in their hand until they’re a wee bit older than the standard school leaver.

“In the short term our focus is on encouraging former colleagues to rejoin the business, but I think if butchers were to leave us over the next two, three or four months it would be a big problem.”

Since Brexit we have found there are not really any foreign nationals coming here.

Walker’s Shortbread is one Scotland’s biggest food exporters and Managing Director Nicky Walker has described the downturn in the availability of the traditional migrant workforce as a nightmare.

Around 50% of Walker’s iconic tartan-boxed products, produced in Aberlour and Elgin, are exported to 120 countries. But they have had to cut the number of different lines they produce by about 50% to 800.

volume out, but we have had to look at our traditional business plan and change it, purely because we are so short of people.

“Pre-Brexit there was a large influx of Eastern Europeans and it was great for our business. At one stage we had 400 foreign nationals working for us on seasonal and permanent contracts. Many of them came at the back end of the year and a lot of students came across during the summer for three months work which bolstered our workforce during August, September and October.

“Since Brexit we have found there are not really any foreign nationals coming here. I would have had probably 40 or 50 people a week looking for work with us pre-Brexit and 60% to 65% of them were foreign nationals. Now we are lucky if there’s one or two names on that list and there are no foreign nationals coming in.

“Some of the Polish people working for us have been here for 15 or 16 years and they talk to contacts back home who say they are choosing not to come here anymore. They’re using other options in Europe whether it be Scandinavia or Germany, but they are going where it’s a lot easier for them to get in and gain access.

“Two or three years ago we had 1600 SKU’s (stock keeping units –individual products) offered on the market. We grew by being a ‘can-do’ company and many of these were unique to individual customers. But we had to streamline and say we can give only you something quite similar.

result of Brexit caused major delays but that has settled down.

“It’s certainly not easy, but it’s better than it was last year.

“Another major factor for is the cost of energy which has escalated dramatically and impacts on everything we do and the materials we use.

“We have one small utility contract for lighting and heating for some of the offices and a couple of shops which expired at the end of September. It was traditionally £25,000 a year and to renew it we were quoted £96,000 for one year.

“That is the only example we have had so far and if the level of increase for other contracts is going to be three or four-fold then it will be a huge concern for us.”

“Our workforce is drastically short of where we used to be at this time of year,” he said.

“After we opened our last factory in 2014 and were running at full capacity, we had 1713 staff. We are at our peak at the moment in the run up to the Christmas markets and we have 1300 working for us – so we are 400 short.

“We have made some big decisions in terms of product and that’s an ongoing project. We’re getting more

“Most of our customers and partners have been understanding and have tried to aid our efficiencies and there has been a lot of joined up thinking and collaboration to get to this point.

“We had to look at where we thought the labour market was going for us and what we could realistically do. There’s nothing worse than saying to someone, ‘Yes we will take your order,’ and then letting them down. We had to make tough decisions for the benefit of both us and our customers.”

He said that shipping last year was horrendous and the paperwork as a

We find it very difficult to hire butchers. We have a licence to recruit butchers from overseas because they are on the government’s skills shortage list, but we still fail to attract people.

Law firm to help staff with cost of living

LAW firm Ledingham Chalmers has set aside £200,000 to support staff with the rising cost of living.

Announced at the same time as the Aberdeenheadquartered firm’s financial results, this bonus means each member of staff employed on 10 October, 2022 — and not serving notice — will receive a one-off payment of £1,200.

It is part of a £400,000 pot for staff including discretionary bonuses and the performance related pay (PRP) scheme.

Managing Partner, Jennifer Young, said: “Everyone is dealing with a rising cost of living, and we haven’t underestimated what that means for our colleagues, so it’s important we take steps to provide as much support as we can.

“That’s why, as well as these bonuses and PRP payments, we’ve benchmarked salaries against the marketplace and are reviewing our wider benefits package.”

The decision reflects a positive set of financial results for 2021/22 which include its highest turnover — £12.8million — since becoming a limited liability partnership (LLP) in 2006.

Mrs Young added: “Year-on-year growth in the private client discipline, including residential property and rural, has been encouraging and reflects a lot of hard work from colleagues, as well as strategic investment. The most recent example being when the Simpson & Marwick Aberdeen estate agency team joined us in 2019.

“That, along with a strong performance in insurance and personal injury litigation, where we continue to act Scotland-wide for one of the UK’s largest insurers as well as a host of public sector organisations, and our involvement in some of the highest profile commercial transactions in the north and North-east gives us a robust platform for growth.”

Dons brew up a new partnership

ONE of the world’s leading brewers, Molson Coors Beverage Company (MCBC), has signed a three-year agreement to become an official partner of Aberdeen Football Club.

The partnership will focus on promoting the Molson Coors portfolio, with Madri Excepcional, a multi-awardwinning lager from Spain’s La Sagra brewery in Madrid, taking centre stage.

The brand’s Madrid link is timely as AFC prepares to celebrate the 40th anniversary of its victory over Real Madrid in the European Cup Winners’ Cup next May.

Under the agreement, MCBC will invest in new and upgraded bar facilities at Pittodrie. They have also made a significant commitment in promotional spend with the Club to bring their partnership to life in a way that will enhance the matchday experience for fans.

MCBC is the third largest brewer in the world, with brands such as Carling & Coors, to Staropramen, Prahva, Blue Moon Rekorderlig Cider and its newest addition, Madri Exceptional.

As the first UK brewer to make all its products from 100% green electricity, MCBC’s environmental credentials are in line the Club’s own sustainability objectives with the ambition to reduce emissions by 50% by 2030.

Carbon neutral concrete success

GPH Builders Merchants, the North-east’s largest independent supplier of building materials, has secured a four-year contract to supply local authorities across Scotland with concrete and construction aggregates.

GPH which operates from four branches across the region, will hold a place on the Scotland Excel Roadstone Framework contract. Under the contract the Inverurie headquartered company will supply concrete from its QuickMix volumetric concrete trucks to the public sector.

Each local authority will have the opportunity to offset the carbon emissions generated from the supply of concrete through the volumetric supply service.

Grant Shewan, Managing Director, said: “Our volumetric concrete business has continued to grow since we started in early 2021. The ability for customers to have exact quantities of concrete delivered to site without incurring supplementary charges for small quantities has been extremely popular.”

Jennifer Young

Third generation family business unveils new look

ONE of Aberdeen’s most successful family businesses has unveiled fresh look and new e-commerce site to mark its 90th anniversary.

In 1932, local craftsman Noel Sainsbury took £75 and 10 shillings and started his own home furnishing shop. 90 years later, Sainsbury & Sons has been passed on through three generations, and has grown into one of the few family-run and owned businesses in the city.

With almost a century of customer service under their belts, the business has expanded their range of high-quality furniture and flooring - moving premises twice in the process.

As their 90th anniversary approaches, Sainsbury & Sons has undergone another transformation - with a brand new website and modern new look.

The new website will open up this long-standing family business to a whole new audience of customers, both locally and nationally.

Philip Sainsbury, Director, said: “Here at Sainsbury & Sons we are very proud and delighted for our family to be celebrating our 90th year in business.

“This is a testament to the hard work put in by everyone over the years, and our success is very much down to our loyal staff as well as customers old and new, who have helped us along through our journey. We look forward to continuing this journey, and meeting new customers along the way.”

Langstane Press celebrates 75 years in business

LANGSTANE are the largest independent office products company in Scotland and one of the largest in the UK, with a head office in Aberdeen and further branches in Dundee and Livingston. Langstane employs 102 staff and have an annual turnover approaching £17million.

Back in 1947, The Langstane Press was established by three brothers, Colin F Campbell, John C Campbell and James W Campbell.

Still a family-owned business, and to this day, Langstane continues to widen their portfolio of products and services way beyond their original offering and in recent years has added a shredding service, promotional products, patient care furniture, catering supplies, janitorial supplies and PPE.

Managing Director, Colin Campbell, said: “As we celebrate 75 years in business we face unprecedented economic challenges in an ever changing world but we are confident that we have the pedigree and experience to continue evolving in the right direction. We have enjoyed the journey and look forward to many more successful years to come.”

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Mental Health: A post-pandemic crisis

The mental health impacts of the COVID-19 pandemic have been well documented. Fear, worry, and stress are normal responses to the unknown or uncertain situations. During the pandemic people had to adapt to new ways of living. So, it is normal and understandable that people experienced fear and distress. We are seeing increasing mental health issues, resulting in longer waiting times for patients struggling with their mental health challenges.

With the economies of many countries showing slow growth and recession, there have been further negative influences on people’s mental health. Unemployment and hardship is a well-known risk factor for depression and suicide.

For information more about how ROC can help you or anyone in need, please do not hesitate to contact us.

Richard, Alan and Philip Sainsbury

Corporate Games 2023

TOGETHER

ASV's Corporate Games is a fantastic opportunity to promote health & wellness among your workforce, network with other companies and organisations in Aberdeen, and support a local registered charity, by taking part in the ultimate multisport festival.

Teams will compete in various events to earn points towards claiming the title of 2023 ASV Corporate Games Champion, events include:

Diving | Table Tennis | Football 7s | Swimming Fitness Challenge | Touch Rugby | Badminton

To find out more visit: aberdeensportsvillage.com/asv-corporate-games

Contact kris@aberdeensportsvillage.com to register your interest and how to enter your team. Sponsorship opportunities available.

Charity appeals for IT equipment

ABERDEEN Cyrenians is appealing to local businesses to donate their old IT equipment.

The cost of living crisis is affecting everyone and that includes charities. Chris Bennett-Taylor, Aberdeen Cyrenians Chief Executive, said: “We are seeing big increases in demand for our services, with many now simply unable to afford the rising cost of living. At the same time our own costs are also rising, creating a difficult position for our services.

“We receive fantastic support from our community and are now appealing to organisations to help us reduce our costs by donating their old, spare, or no longer needed IT equipment so we can continue to support people in the community.

“We put the needs of North-east Scotland’s most vulnerable and socially excluded people first. Working together as a community we can bring positive change which allows people to flourish for the future, supporting our whole community to weather this storm.”

If you think your organisation can help, contact hello@ weareac.org.

Global guide recognises Aberdein Considine

ABERDEIN Considine solicitors have been ranked among the best in the UK by Chambers and Partners Legal Directory.

In particular, the firm’s experienced family law team has been recognised as a market leader having been ranked at Band 2. The team is led by Ruth Aberdein, who is ranked as a Band 1 lawyer, with Edinburgh based Family Law partner Leonie Burke also ranked.

In addition, Paul Jennings, Head of Commercial Real Estate, Ritchie Whyte, Senior Corporate Partner and Euan McSherry, Head of Dispute Resolution were also ranked.

Chambers, which ranks and rates the best lawyers in the world based on client feedback, is highly regarded due to its independent research-based assessment of firms.

Ruth Aberdein said: “We are all delighted to receive this recognition, which emanates from both client and professional references, for the family law services we provide. All of our lawyers and support staff work exceptionally hard to help clients navigate through their family law issues in a pragmatic and efficient way.”

New tenant for Marischal Square

THE UK-wide organisation which regulates oil, gas, and carbon storage and is helping to drive North Sea energy transition has moved to new offices in Marischal Square in Aberdeen.

The North Sea Transition Authority (NSTA) will occupy more than 18,000sq ft of office space in the grade A building which is helping to regenerate the east end of the city centre.

NSTA joins other businesses at the office, hotel, and restaurant complex including the Royal Bank of Scotland, Chevron UK, KPMG, EY, Tenaris, Maggie’s Grill, Aberdeen Journals, Mackie’s, All Bar One, Costa, Tony Macaroni, and Marriott International.

Ruth Aberdein

£8million funding for net zero technology winners

THE Net Zero Technology Centre has announced the 20 winners of its 2022 Open Innovation Programme.

The funding competition focused on developing and deploying technologies which will reduce offshore emissions, accelerate clean energy production and enable delivery of the UK’s net zero ambitions.

154 businesses from around the globe applied for a share of £8million, with the potential of a maximum of £1million awarded to each successful project.

The game changing technologies were put through a rigorous selection process ensuring each supports the transition towards net zero, with an obligation of trialling and deploying technology within the UK Continental Shelf. The 20 successful technology projects will deliver £7.8billion GVA along with an impact of 3.1Mt CO2e annually.

As well as funding, the technology developers gain access to data, facilities, and technical expertise from industry.

The winning ideas are set to help meet the goals of the report and develop high value, high impact opportunities for Scotland and the UK. Emerging electrolyser technologies and materials will advance reducing the cost of green hydrogen by 60% while novel optical sensors to prevent corrosion in carbon capture and storage operations will support the UK to expand the CCS market. One of the successful projects will trial geothermal techniques in the field and another will use liquid air battery innovations to accelerate an integrated energy system.

NZTC’s next funding competition, due to open in January 2023, will focus on digital and data architecture, smart assets and field automation.

AEL staff hits the half century

ABERDEEN-based group of electrical companies AEL has reached an important milestone on its corporate journey by welcoming its 50th employee to the team.

Following news that turnover at AEL recently exceeded £10million for the first time, the firm has now increased staff in a bid to meet rising demand for services across key global locations.

With revenues spread between domestic and overseas markets, recent appointments have boosted employee numbers across the board geographically as AEL continues its drive to offer first-class electrical and subsea products and services to the onshore, offshore, renewable, petrochemical, marine, subsea and other sectors.

From its North-east roots in traditional marketplaces over 40 years ago, AEL has expanded to become an internationally recognised group of companies including AEL Aberdeen Limited, AEL Americas Inc, a branch office in Azerbaijan and AEL Electrical Mexico S. de R.L de C.V.

Scott Direct launch PPE and workwear recycling service

THE industrial and trade supplier, Scott Direct, has launched a new service for the secure collection and recycling of endof-life workwear and PPE.

Rob Sayles, Managing Director at Scott Direct, said: “Used workwear and PPE can be a problematic and costly waste issue for businesses, but we can help you take responsibility with our secure textile and hard hat recycling services that solve the problem sustainably.”

The textile recycling service offers a range of bins sizes and uplift frequencies for the collection, recycling and secure end-of-life management of used clothing, uniforms, garments, and other textiles.

He continued: “Based on a weekly collection using a 1100ltr bin option, a business could save more than 13,000 kilograms of carbon dioxide equivalent per year – it’s better for the environment, and better for your budget.”

Acumen among best in UK

ACUMEN Financial Planning has been recognised as amongst the best in the UK having been selected as a Citywire New Model Advisor (NMA) Top 100 Firm.

This is the sixth consecutive year the Aberdeenshire based company, which also has offices in Edinburgh, Elgin and Glasgow, has received the recognition for making its mark on clients and communities.

Judges looked for evidence in areas including willingness to share best practice, client education, recruitment, contribution to professional standards as well as employee development, robust investment propositions, client service propositions and good use of technology.

In addition to its core service of retirement and pension advice, Acumen is an advocate for financial education and continues to develop its relationships with schools and universities. In the past year the team has developed its financial education video series which can now be accessed by all secondary schools. The videos cover topics including tax, payslips, credit cards and debt.

This UK wide listing also puts Acumen forward for the New Model Advisor Awards for the Scotland and Northern Ireland category, an accolade won by the team four times in recent years. The winners in each regional category will be announced in January 2023.

Acumen team

Sanguinetti

Aberdeen’s £400million port expansion nears completion

MORE than 60% of Port of Aberdeen’s £400million South Harbour development is now operational, marking the penultimate construction milestone in this transformational project.

Castlegate (West) is scheduled to open in December 2022 and the remaining Balmoral Quay will be brought into service in Q2 2023, making Aberdeen the largest berthage port in Scotland.

Bob Sanguinetti, Chief Executive, Port of Aberdeen, said: “I’m delighted with the continued progress of our port expansion. This is an exciting time at South Harbour as it has now moved from being largely a construction project to an operational harbour. We look forward to welcoming new and existing customers to the port, while we complete the safe and efficient construction of the project.

“South Harbour will be at the heart of the development and expansion of high potential sectors, including offshore wind, green hydrogen and decommissioning. When we reach the full potential of our expanded Port, it will bolster the regional and national economies by £2.4billion GVA and support 17,500 jobs both local to the port and further afield.”

As Scotland's largest independent provider of office equipment and document solutions, we are dedicated to giving our clients sound, ethical business advice, coupled with exceptional local service and support.

As Scotland's largest independent provider of office equipment and document solutions, we are dedicated to giving our clients sound, ethical business advice, coupled with exceptional local service and support.

As Scotland's largest independent provider of office equipment and document solutions, we are dedicated to giving our clients sound, ethical business advice, coupled with exceptional local service and support.

If you would like us to “Make Work Easy” for your organisation get in touch with us today.

If you would like us to “Make Work Easy” for your organisation get in touch with us today.

If you would like us to “Make Work Easy” for your organisation get in touch with us today.

As Scotland's largest independent provider of office equipment and document solutions, we are dedicated to giving our clients sound, ethical business advice, coupled with exceptional local service and support. If you would like us to “Make Work Easy” for your organisation get in touch with us today.

Grampian House, 46 Virginia Street, Aberdeen AB11 5AU tel: 01224 576080 or email: sclark@capital solutions.co.uk www.capital solutions.co.uk

Grampian House, 46 Virginia Street, Aberdeen AB11 5AU tel: 01224 576080 or email: sclark@capital solutions.co.uk www.capital solutions.co.uk

Grampian House, 46 Virginia Street, Aberdeen AB11 5AU tel: 01224 576080 or email: sclark@capital solutions.co.uk www.capital solutions.co.uk

Grampian House, 46 Virginia Street, Aberdeen AB11 5AU tel: 01224 576080 or email: sclark@capital solutions.co.uk www.capital solutions.co.uk

Bob

Roddy James

Port of Aberdeen has appointed Roddy James as its first Chief Commercial Officer (CCO) as the organisation targets significant growth. Roddy joins the Port having held a wide range of leadership positions within the energy and marine sectors for more than 20 years, including Utility ROV Services, N-Sea and Stork.

Alex Sherman has joined PCL Live as its new Business Development and Technical Manager. Having been a creative professional for 10 years Alex has worked with clients from start-ups to multi-millionpound businesses. Over the last two years he branched out into sales, working for an oil and gas consultancy.

Wickramasinghe

Energy advisory and engineering consultancy Apollo has welcomed two new graduates to its Aberdeen office. Priyanka Wickramasinghe joins as a Process Engineer supporting current and upcoming process projects and Patrick Boyd-Gorst joins as a Renewables Graduate. Patrick is the team’s second renewables graduate, supporting largely on hydrogen projects.

Ross Marshall and Angus MacAulay

Montrose Port Authority has announced the promotion of two marine pilots, Ross Marshall to Harbour Master and Angus MacAulay to Deputy Harbour Master. The roles strengthen the management team at Montrose Port Authority as it continues to grow and adapt to existing and new market needs. With Montrose Port continuing to establish itself as a major operations and maintenance hub for renewables in the region, Tom Hutchison promoted the two to take over his harbour master responsibilities allowing him to focus on the Port’s future and growth in his role as CEO.

Rosa Payne

Aberdeen-based strategic marketing and PR firm, Korero, has expanded its team following a number of contract wins. Content creator, Rosa Payne has joined the consultancy, which provides integrated marketing and PR support to businesses ranging from FTSE 100 companies to start-ups in Scotland, London and globally.

Dan Rigby

Wood has promoted Dan Rigby to Vice President of Growth and Development for the EMEA region. He will be delivering on Wood Consulting’s strategy across core and new markets. Dan joined Wood in 1999, aged just 15, and has worked in various global roles before moving into growth and development in 2011.

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Alex Sherman

Patrick Boyd-Gorst and Priyanka

Alison Hazell

EnerMech has bolstered its senior management team with the promotion of Alison Hazell into the newly created position of Marketing and Communications Director. In the quest for accelerating the company’s growth, Alison will implement a new group-wide marketing plan to underpin its ongoing ambitions.

Steve Rae

Handelsbanken has promoted Steve Rae to manage its Aberdeen and Dundee branch. With 35 years’ experience in banking and firm roots in the local community, Steve will lead an established team of 10 bankers responsible for meeting the individual and corporate banking needs of their customers in and around Aberdeen city and shire, Angus, Dundee and the East Neuk of Fife.

Geoff Aberdein, Jim Buchan, and Mark Wilson have joined the board of Aberdeen Football Club’s Community Trust (AFCCT). With a distinguished career in politics and financial services, Geoff Aberdein has recently set up his own consultancy, True North. Jim Buchan, a Freelance Consultant, has over 30 years’ experience in healthcare, policy and education and has held senior roles in Government in Scotland and Australia as well as the World Health Organisation and contributed to the Scottish Government CV19 response. Mark Wilson is passionate supporter of AFCCT and has led numerous fund-raising initiatives for the Trust. He is Contracts Director at Space Solutions. All three are life-long Dons’ fans who understand the strong connection between the Club and the local community.

Sally-Anne Anderson

Sally-Anne Anderson, Partner and Head of the Aberdein Considine employment team, has moved into a newly created, internal management role within the firm. Sally-Anne will be combining her skills as an employment lawyer and her many years’ experience of the Aberdein Considine business, to lead the firm’s “People Matter” initiative.

Tero Luoma

To help cater for customer demand and lead the new services, ORKA has appointed Tero Luoma as its Renewable Solutions Manager. Previously an Automation and Control Engineer by trade who focused on controls and monitoring systems for drilling rigs, Tero switched to renewables in 2016 after being inspired by the sector’s innovation and technology.

Wayne Lacey

Load Monitoring Systems (LMS) has appointed Wayne Lacey as Business Development Manager for the Americas, based in the Energy Corridor, Houston, Texas. Originally from Peterhead, Wayne’s Scottish roots and international experience in hands-on and senior supervisory and management roles will be crucial in helping LMS to fulfil its ambitious plans for this emerging market.

Ian Prescott

KPMG UK has promoted 14 staff in its Aberdeen office as it continues to invest in the North-east. One of which is Ian Prescott, who is promoted to Director (audit) after 14 years with the professional services firm and joins its leadership team.

Mark Wilson, Geoff Aberdein and Jim Buchan

AAB Group has announced several strategic appointments to develop talent and bolster the leadership team based in their Central Scotland offices. Four new Directors have been appointed and promoted across the range of services offered by AAB Group. They are Alison Cooper – Business Advisory Director; Duncan Raggett – Restructuring Director; David Polsky – Corporate Finance Director; and Robert Barrie – Corporate Tax Director.

Alan Gilkison

Commercial real estate advisor Ryden has promoted Alan Gilkison to Managing Partner. Based in Glasgow, Alan was previously Head of Agency and Development and has been with Ryden for 28 years where he has specialised in the Industrial property market and land development.

Mike Pettigrew

ASCO has appointed Mike Pettigrew as its new UK Managing Director following the retirement of his longserving predecessor, Glenn Hurren. Mike joined ASCO in March 2022 as General Manager for AFM and Seletar, having previously spent 13 years with Babcock and three years as a NonExecutive Board Member at Decom North Sea.

George Sutherland

George Sutherland has joined Ann McRobb Associates as an Associate.

As a highly experienced crane operator and deck foreman for the last 20 years, working with a range of leading offshore multinational crews in the UK and around the world he offers deep industry knowledge.

Antonio Caraballo

ICR Integrity has strengthened its leadership team with the appointment of Antonio Caraballo as Director. Antonio joins ICR to support the global growth of ICR’s inspection and integrity management business and reinforce the multi-skilled engineering team. He has a strong track record of developing transformational change in organisations and processes.

Mike Fergusson and Julie Thomson

Aberdein Considine has boosted its senior management team with the appointment of a Julie Thomson as new Chief Financial Officer and Mike Fergusson as the firm’s first Chief Operating Officer. Julie is a chartered accountant and joins Aberdein Considine from global energy firm Proserv where she was Group Chief Financial Officer. Mike brings over 30 years of experience to Aberdein Considine, most of which was within the financial services industry.

Alison Cooper, Robert Barrie, David Polsky and Duncan Raggett

Remote communities supported through charity partnership

LOGANAIR has renewed its charity partnership with Children’s Hospices Across Scotland (CHAS) to ensure essential connectivity for families in the most remote areas of the country.

Throughout the past 12 months, CHAS has directly supported 419 babies, children and young people, and thousands of family members, with its hospital teams supporting hundreds more. Among those were families in some of Scotland’s most remote communities who have been reached thanks to the charity’s initial yearlong partnership with Loganair.

As the largest operator at Aberdeen Airport, Loganair provides a lifeline resource for the Scottish Islands community, operating services from islands such as Stornoway, Shetland, Orkney, Barra and Tiree. Through its partnership with CHAS, the airline has provided children and staff nurses with flights for CHAS at Home services, offering specialist care and vital respite to families across the country within their own homes.

Loganair has also been fundraising and volunteering for CHAS and gifted several children and their families with an Easter experience flight at Glasgow Airport.

Luke Lovegrove, Loganair’s Chief Commercial Officer, said: “As the country’s only palliative care provider for children, it is imperative that CHAS can reach those in need and we’re extremely proud to renew our partnership and assist the charity as it expands its reach.

“During the first year of our partnership we have learned more about the incredible work and support that CHAS provides and we have been truly humbled. Supplying means of travel is a small part that we can play in assisting the charity with its ambitions and we look forward to helping many more families throughout the coming months.”

Royal Bank’s £96million loan for housing

GRAMPIAN Housing Association has secured a £96million loan facility from the Royal Bank of Scotland to help address the continued demand for good quality, sustainable homes in the North-east.

The funding will allow the Aberdeen-based housing association to continue to sustainably invest in its current properties to help meet its decarbonisation strategy, while also financing the development of 1,000 new green homes across Aberdeen, Aberdeenshire and Moray, beyond the ambition in the current five-year business plan.

Royal Bank of Scotland’s funding package is made up of £25million of new funding along with a £71million refinancing restructure, providing Grampian Housing Association with the necessary flexibility to continue supporting its communities and tenants. The new facility includes an option for discounting based around environmental, social, and governance (ESG) criteria and Grampian’s new ESG Strategy.

ASCO signs Acorn MOU

ASCO has signed a memorandum of understanding (MoU) with the Storegga-led Acorn Project in Aberdeenshire.

The parties will explore opportunities to collaborate, with particular focus on the Acorn Port project, which plans to use the Peterhead Port jetty adjacent to the ASCO South Peterhead Supply Base for import of CO2 from dedicated carriers.

The MoU demonstrates ASCO’s commitment to supporting the development of low carbon energy as well as creating new job opportunities. Delivered from its Peterhead supply base, the North-east firm will explore opportunities for logistics and materials management services, quayside services, dedicated warehouse provisions, and environmental services for the project.

With sustainability as one of ASCO’s core values, the North-east supplier works closely with energy industry clients and partners to support the transition to low carbon solutions.

Alegrant opens in Ghana

ALEGRANT, the multi-award-winning international network of experts in customs laws is now offering advisory services in Ghana.

An Alegrant local expert can help importers and exporters meet their obligations under Ghana’s customs legislation, anticipating border requirements and identifying duty reduction mechanisms.

Laura MacDonald, Kay Ryan and Luke Lovegrove