Southwark Business Today December 22

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Welcome to Southwark BUSINESS TODAY

The Southwark Chamber of Commerce magazine for all businesses in Southwark.

Reading through this edition I continue to be amazed by the variety of opportunity and the sheer resilience of our Southwark community, especially in these difficult times.

The cost-of-living crisis, supply chain issues, inflation and staffing challenges are putting our economy and our communities under increasing pressures. The rail strikes are also taking their toll, encouraging commuters to work from home and disincentivising tourists from enjoying our beautiful capital city. Yet, as a Borough, we are staying strong, and we are creating our own opportunities.

It you want to keep busy, make friends and get creative Bermondsey Blue continues its great work with its Family Saturday At the Blue, There are different kinds of participatory activities on offer, exploring a wide range of interests with arts and crafts, circus skills, storytelling, games and gardening for visitors to have a go and participate in. Peckham Levels also has a broad range of social events from Christmas wreath workshops to a South London Soul Train New Year Eve party.

If you are a budding entrepreneur, check out the amazing Thrive, the affordable work and makerspace in Surrey Quays helping local start-ups grow their businesses.

Powered by Tree Shepherd in partnership with British Land, it currently supporting 17 businesses from beauty and wellbeing services to media production and food and drinks.

Southwark Council have teamed up with the London Business Hub to support small businesses by providing them with the tools to thrive and recover offering free expert business advisers through the London Business Hub Wayfinder’s scheme. www.businesshub.london/resource/wayfinder

Furthermore, I am proud that London South Bank University Business School are supporting Business recovery through their Help to Grow Scheme, a 12-week programme that offers Business education, peer support, one to one mentoring and business plan development to boost your business and grow your potential. Help To Grow | LSBU | Home (lsbuhtg.co.uk). This is an incredibly popular programme, for which we have had excellent feedback and we are now delivering to our twelfth full cohort in as many months, why don’t you have a look at the programme and see if it is for you! We would love to have you on board!

There is lots going on and it is all for you, our Southwark business community. I look forward to seeing you at some of these amazing events.

Yours,

Sarah Moore-Williams FCCA., MSc., PGCHE

Dean of London South Bank University Business School, Chair, Southwark Chamber of Commerce Limited e: moorewis@lsbu.ac.uk

Contents

4-5 Legal 7 &10 News 12-13 The Big Interview 17-20 Civic Awards 22-23 Skills 24-25 Arts & Culture 26 Remembering when… 27 Voice from Westminster 30-31 Health & Wellbeing 32 5 Reasons to Join 33 Last Word 33 Chamber Events 34 Join Us

Enquiries

Southwark Chamber of Commerce 169 Walworth Road, London SE17 1RW Email: admin@southwarkcommerce.com Web: www.SouthwarkCommerce.com

Editor David Burrows

Email: david@benhampublishing.com

Contributing Editor Susan Isaacs

Publisher

Benham Publishing Limited

Aintree Building, Aintree Way, Aintree Business Park, Liverpool L9 5AQ Tel: 0151 236 4141

Email: admin@benhampublishing.com Web: www.benhampublishing.com

Published December 2022 © Benham Publishing

Advertising and Features

Karen Hall

Tel: 0151 236 4141

Email: karen@benhampublishing.com

Studio

Mark Etherington

Email: mark@benhampublishing.com Media No.1897

Disclaimer

Southwark Business Today is mailed without charge to all Chamber members and distributed to businesses in the Borough. All correspondence should be addressed to the Editor at Southwark

Chamber of Commerce. Views expressed in publication are not necessarily those of Southwark Chamber of Commerce. Reprinting in whole or part is forbidden except by permission of the Editor. © 2022. Whilst every effort is made to ensure the accuracy and reliability of material

published in this journal, Benham Publishing and its agents can accept no responsibility for the veracity of claims made by contributions in advertising or editorial content. Benham Publishing cannot be held responsible for any inaccuracies in web or email links supplied to us.

Cover Photo Credit: Warren King Photography

Redundancies in the cost-of-living crisis

The record-breaking cost-of-living crisis and inflation rates that the country is being faced with in today’s economy is a worry for both businesses and families alike. We feel that it is important to consider how redundancies can and should be handled in this climate.

By Nicole Subrovska, Trainee Solicitor

Redundancy

Looking to the Employment Rights Act 1996, a business can turn to redundancy as a reasonable response to the cost-ofliving crisis. These involve the following:

• If the employer has ceased, or intends to cease, to carry on the business for the purposes of which the employee was employed (closing the business)

• If the employer ceased, or intends to cease to carry on that business in the place which the employee was employed (relocation of business)

• Or, that the requirements of that business for employees to carry out work of a particular kind has diminished or are expected the cease or diminish.

The above does not mean that redundancy is automatically justified purely on the basis that there is less work to do, or less of a business need. An employer must demonstrate that redundancy is necessary in the light

of one or all the above factors. While the above list does not automatically mean that a redundancy dismissal is justified, an employer may cite the cost-of-living crisis as a genuine reason for redundancies and that could be acceptable if supported by legitimate business reasons, although justifying profits or falling demand is not strictly necessary.

The recent collapse of online retailer Made.Com, saw hundreds of staff being made redundant as a result of the current climate. Similarly, a rising number of redundancies are being made within the head office of Joules the clothing brand. This comes as a direct result of the current, tough trading and economic environment and indeed the cost-of-living crisis.

of new Settlement Agreements where companies are offering enhanced redundancy packages to support employees where possible despite the unfortunate circumstances resulting in termination of employment.

How can Anthony Gold help you?

Here at Anthony Gold, we have a dedicated employment department with extensive experience in dealing with redundancies and relevant advice around that as well as Settlement Agreements. We can assist with advice to support a company undertaking a fair redundancy process or indeed advising employees to ensure that they are being properly consulted and managed in a redundancy process.

In the context of the current cost of living crisis, and the troubles faced by many companies not too dissimilar from the above, here at Anthony Gold, we have recently experienced a flurry

If you are worried about your current position amid the cost-of-living crisis, and would like to speak to a solicitor on a confidential and no obligations basis contact us on 0207 940 9000 or emp@anthonygold.co.uk

I have been made redundant- what are my options?

Helping small businesses Thrive in SE16

Small Business Saturday, at the start of this month, was a chance to celebrate the entrepreneurs who help create a vibrant local economy and community. In Southwark, we see this in action with Thrive, an affordable work and makerspace in Surrey Quays that helps local start-ups grow their businesses.

Powered by social enterprise charity Tree Shepherd in partnership with British Land, Thrive currently supports a range of businesses from beauty and wellbeing services to media production and food and drinks.

Not Ur Average Joe

Sandra Ferguson, CEO of Tree Shepherd, says:

“We recognised that there were barriers that may have stopped people from believing in what they needed to do to succeed, and Thrive helps people on that journey. The ambition is to enable independent businesses to continue to be a feature within the local community.”

“We’ve now got 17 businesses located within Thrive, and we’re excited to see what they – and any future entrepreneurs that come through our doors – achieve.”

Strongman’s Tipple

Josephine started out making bibs for friends before turning her hobby into a full-time business two years ago. Not Ur Average Joe retails handmade clothing and accessories for babies and young children using vibrant, colourful prints such as those in traditional African garments.

“Being at Thrive has helped me grow my business further than I could imagine in such a short space of time,” says Josephine. “It’s given me the opportunity to meet like-minded entrepreneurs and expand my network with other makers locally. It has also increased my confidence massively, thanks to their business mentoring and advice on everything from legals to setting up your space.”

Perfect for Christmas shopping, Not Ur Average Joe can be found at markets across Southwark including the next Thrive Monthly Mini Market, held at Surrey Quays Shopping Centre on Saturday 17th December, from 9.30am to 7pm.

You can also visit the business online at @noturaveragejoee on Instagram and Facebook.

Strongman’s Tipple is an innovative drinks company masterminded by Tomas and Lukas. The award-winning duo use their 20+ years of experience in the beverages industry to advise bars and restaurants and host cocktail events for luxury brands across the UK. They also produce their own line of premixed bottled cocktails in their ‘lab’ at Thrive.

Tomas says:

“I discovered Thrive by accident when searching for affordable space in which to expand my operations, but it’s been an absolute godsend in helping my business to grow.”

Strongman’s Tipple moved into Thrive makerspace at the same time Lukas joined the business in 2021. The pair use a large space at the rear of the building to store their products, and have upgraded their machines to automate production and bottling, helping with their expansion plans.

“Covid was really hard for our business with events being cancelled and bars and restaurants closed, but the team at Tree Shepherd have been fantastic at providing professional advice and support throughout,” adds Tomas. “It’s a wonderful incubator space for start-ups like ours, giving us a network we’d never have had access to otherwise. Without Thrive I don’t think we’d have survived, let alone grow like we have done.”

For more information on Strongman’s Tipple, visit their website: www.strongmanstipple.com or follow them on Instagram @StrongmansTipple

Josephine from Not Ur Average Joe at work in Thrive’s makerspace

Tomas founded Strongman’s Tipple as a side hustle Lukas works on pre-mixed cocktails at the duo’s ‘lab’

Leathermarket CBS and Southwark Council welcome residents to new homes in Bermondsey

Leathermarket Community Benefit Society (CBS) recently celebrated the opening of 40 new council homes at Joyce Newman House in Bermondsey.

The new development provides 40 new council homes for local people, made up of 34 flats and six three-bedroom townhouses. The development also provided a new playground and a community garden at the heart of Lawson Estate, both of which were designed and planted by local residents.

As part of the NEU’s No Child Left Behind The development is named after the late Joyce Newman, a prominent figure in the local community who was the Chair of the Lawson Estate Tenants and Residents Association (TRA) for 40 years between 1940 and 1980.

Jacqui Roche and Debbie Walsh, Chair and Secretary of the Lawson TRA, said “Involvement of our residents from the outset in shaping improvements to our estate is so important for community cohesion and underpins the work of the Lawson TRA.

“We are delighted that our residents shaped the design of the new homes and community gardens on our estate, right from the concept stage. We would like to acknowledge and thank our residents for their commitment to attending the many workshops at each stage of design development.

“The success of the partnership between the TRA, residents, CBS, JMB and Southwark Council speaks for itself – 40 high-quality much-needed council homes and a tranquil community garden which has been truly community-led”.

Councillor Darren Merrill, Southwark Council’s Cabinet Member for Council Homes and Homelessness, said “I’m thrilled that the partnership between Southwark Council and Leathermarket CBS continues to be so successful in serving our residents and tackling the housing crisis locally. This community-led housing partnership is building new homes in the heart of London at council rent levels and is a key part of our council homes building programme.”

In line with the council’s local lettings policy and the agreement with the CBS, 50% of the new homes have been let to local JMB residents who had been in housing need for many years. Six JMB residents living on the Lawson Estate have been re-housed into the new homes, including five households who had been living in overcrowded conditions for many years.

The Leathermarket Community Benefit Society (CBS) was set up in 2013 to take forward the development of new council homes which would be managed by the Leathermarket Joint Management Board (JMB) in Southwark. The Lawson Estate is one of many council estates which is selfmanaged by residents through a Tenant Management Organisation (TMO).

New homes completed on Copeland Road in Peckham

Southwark Council has finished a new development on the site of a former car park in Peckham which provides 67 new high-quality homes.

The development is a mixed-tenure site made up of 24 council homes, 18 shared ownership homes and 25 homes for private sale.

TThe homes are built across three eparate blocks, the tallest of which is seven storeys high. There is also a new multi-use games area at the back of the development which is open for all residents in the area to enjoy.

This development is one of many which Southwark Council is building across the borough to tackle the housing crisis locally. The council already met its target of starting construction on 2,500 new council homes by May 2022, and has plans to start 1,000 more by 2026.

Cllr Darren Merrill, Cabinet Member for Council Homes and Homelessness, said, “I’m delighted to see the high-quality finish on these new homes which are in an enviable location in a vibrant area. These new homes are light, spacious and well-designed and will make a real difference to the lives of local people”.

In line with Southwark Council’s local lettings policy, at least 50 per cent of the new council homes will be offered to local tenants in housing need already living in the local area. This means they can stay close to friends, family and the services they already use. The remaining homes will be let to others on the council’s wider housing waiting list.

How the Employee Ownership Trust Offers the Ideal Exit Strategy at ZERO Tax

The Latest Triumph for

Employee Ownership

The initiative to introduce the EOT through Schedule 37 of Finance Act 2014 emerged from the Coalition Government as the single most significant triumph in the development of employee ownership since Enterprise Management Incentives (EMI) and the Share Incentive Plan (SIP) were introduced by New Labour in 2000. Unlike EMI and the SIP, which deliver direct employee share ownership to individual employees, the EOT offers indirect employee share ownership.

The unique feature of the EOT is that the sponsoring company’s shares are held in a discretionary trust as a collective arrangement for the long-term benefit of the company’s total workforce in stabilising the company’s ownership structure and securing its independence.

Although different in kind from EMI and the SIP, either of these two scheme arrangements can, if the company so chooses, operate alongside the EOT and offer direct employee share ownership to complement the collective ownership by the EOT.

Notably, the grant of EMI options to senior employees, properly implemented and communicated, can act as a motivational empowerment for executives, thereby ensuring that the shareholder succession is matched by a management succession that is so essential for a successful exit. Nevertheless, the EOT can operate without any accompanying taxadvantaged (tax-approved) employee share schemes, and still offer, courtesy of its own 2014 legislation, if the company so decrees, tax-free bonuses to its employees.

The Headline Capital Gains Tax Exemption: ZERO Tax Charge for the Selling Shareholders

Under Section 236M, TCGA 1992, the Controlling Interest Requirement secures a complete exemption from capital gains tax for the seller of the shares for the sale of the 51% (or more, up to 100%) controlling share interest to the EOT in a defined single tax year. This exemption is available for persons who are not companies.

Provided the statutory requirements are met, notably that the shares are in a trading company or the parent company of a trading group, then the capital gains tax exemption is available to an unlimited extent. The fact that the exemption is unlimited is a particularly attractive feature, even if the seller has access to Business Asset Disposal Relief, for the simple reason that the sale of shares to the EOT attracts zero capital gains tax on an unlimited amount of value.

The Income Tax Exemption for Qualifying Bonus Payments to Employees

Chapter 10A within Part 4 of ITEPA 2003, introduced as a new EOT insertion, is devoted to the rules for the tax-free status which accord to qualifying bonus payments to employees. The tax-free status is given as an exemption from income tax for up to £3,600 for each employee in any given tax year, operated for all employees on a same-terms basis.

Although it is the establishment of the EOT that provides the opportunity for the company to introduce qualifying bonus payments, it is the company that pays the qualifying bonus payments to the employees and not the EOT trustees.

The Deferred Consideration

The Sale and Purchase Agreement for the sale of the shares is between the existing shareholders and the EOT trustees acting on behalf of the EOT. Although the company is not a party to this agreement, it is the company that funds the EOT through an arrangement that must be non-binding in order to ensure that monies received by the EOT from the company are not subject to income tax.

The whole of the sale proceeds, linked to the whole company value, will be paid to the existing shareholders immediately following the sale if the EOT has the available funds, albeit supplied by the company. Alternatively, though, the sale proceeds may be paid as a series of deferred consideration payments over whatever time-period is manageable for the company to fund the EOT.

Given that the deferred consideration does not have to appear on the balance sheet, the creditworthy status of the company is protected in the eyes of the business community. This piecemeal payment profile is an appealing feature for a company that, at the actual date of the sale transaction, does not have the full amount of the available cash to fund the EOT.

The Growing Popularity

Since 2014, 1030 companies have taken the EOT route to a company sale. The ownership by the EOT of the shares of the company in perpetuity stabilizes the independence of the company and reinforces the employees’ confidence of continuing employment. In a consultation on exit, as well as discussing the advantages of the EOT, discussion should also be given to the Employee Share Trust (“EST”) which allows a more gradual sale approach over several years. The capital gains tax rate for the sale of shares to the EST (as distinct from the EOT) is the Business Asset Disposal Relief rate of 10%.

David Craddock, M.A. (Oxon.) is a recognised authority in the UK and worldwide on employee share schemes and the author of Tolley’s Guide to Employee Share Schemes.

In this article, David identifies the role that the Employee Ownership Trust (EOT) can fulfil in facilitating the ideal tax-efficient and cost-effective exit strategy as an alternative to a trade sale or an initial public offering.

David Craddock is one of those rare people who has not only a first class grasp of legal and technical issues but also the ability to explain and advise on them in a practical way. ❜❜

Community Fibre accelerates its fibre broadband rollout across Southwark

As well as 5 Gbps broadband for businesses, its expansive collection of broadband packages also include speeds starting from 150 Mbps up to 10 Gbps, enabling businesses to replace expensive and inflexible leased lines with multi-gigabit full fibre at a fraction of the cost, and with speeds 5x faster* than Vodafone’s 1 Gbps leased line at almost half the price.

London’s

The ongoing build throughout Southwark is part of its target to pass 2.2 million homes and businesses across the capital by the end of 2024. As the broadband provider accelerates across the city, it will aim to serve more than half of the 3.7 million homes in the city.

Unlike other providers, Community Fibre builds, owns and operates its fibre network, and therefore does not rely on BT Openreach or other providers to deliver fast and reliable 100% full fibre broadband directly into individual premises.

Launched in 2013, Community Fibre has so far connected 32 London boroughs to its

fibre network. It is rated the #1 Internet Service Provider on Trustpilot, with 96% of its reviews rated 5 stars (December 2022), and commanding an excellent score of 4.9/5.

Business owners in Southwark can now choose to sign up for faster internet speeds from the recently awarded Best Business ISP at the ISPA awards 2022. This year, Community Fibre also launched its 5GIGAFAST package, the UK’s first 5 Gbps 100% full fibre broadband for businesses. Historically, the only broadband choice for businesses was slow ADSL/FTTC or expensive leased lines. With this launch, Community Fibre, will provide businesses with more broadband package choices than ever before, with speeds up to 10 Gbps.

Community Fibre’s mission is to deliver 100% full fibre broadband to all the London communities it serves, helping to provide residents with opportunities for education, training, employment, social inclusion, and community projects. It has its own team of Digital Ambassadors who are always on hand to provide local, digital skills training workshops. To provide support and education to those who want to acquire new digital skills, Community Fibre trains members of the community to become qualified Digital Ambassadors, to digitally empower other people within the community. Skills taught at local sessions can range from the basics of how to use email and social media, to website building and helping residents stay connected.

Commenting on its 100% full fibre rollout across Southwark, Graeme Oxby, CEO of Community Fibre states: “We are proud to provide more broadband options for London businesses, whether big or small, with Community Fibre’s 100% full fibre network. As cloud technology continues to advance, we are determined to continue delivering higher, more reliable bandwidth speeds at the most affordable price, to ensure that London businesses aren’t left behind.”

For those interested in finding out about Community Fibre’s awardwinning business broadband packages, you can get in touch by emailing business@communityfibre.co.uk, or calling 0808 196 6056 (Monday to Friday, 9am-5pm).

* FDM- Independent checks performed on publicly available pricing data by FDM on behalf of Community Fibre. Information Correct as of 08/08/2022. Data Sourced from business.bt.com; vodafone.co.uk/business; virginmediabusiness.co.uk; hyperoptic.com/business.

largest fibre broadband provider, Community Fibre, has announced its continued focus on providing Southwark residents and businesses with its award-winning, 100% full fibre broadband.

A touch of Harley Street... in Herne Hill

Photo Credit: Warren King Photography

Sean White founded Sean White Aesthetics, in Herne Hill, London in 2020. He had spent over 10 years in the NHS as a life support provider in adult and paediatric critical care. During this period, he was also trained how to administer Botox, dermal fillers and undertake hair loss treatments. He reduced his NHS hours over time as he began to build up his aesthetic treatment work. In December 2020, he decided to go full time.

Covid clearly affected volumes of business at the start, but Sean still managed to build up a good database of patients during this time and is pleased to say that it is full steam ahead now.

How long business will remain this buoyant given the current cost of living crisis is open to question. Even those with larger salaries may decide to cut back on what might be deemed ‘non-essentials’.

Sean is fairly phlegmatic: “The busy period for us is in the run up to Christmas and we have been very busy. Any impact of the cost-of-living crisis is likely to be in the months after Christmas – particularly January, February and March which are typically quieter months. But all in all, this is quite a robust industry”.

Harley St standards in South East London

Being located in Herne Hill and near to Dulwich, Sean White Aesthetics is close to a large affluent local population – with no shortage of lawyers, actors and other professionals who want to look good as they get older.

Sean believes one of the key selling points of his clinic is that it offers Harley Street standards of facial rejuvenation and aesthetic expertise, in the heart of South-East London.

Sean White Aesthetics is looking to expand in the near future too. “We may be launching a clinic in the Midlands next year. I currently take on freelance work there, but we could possibly set up another clinic in that area.”

In terms of his growing client base, is it predominantly female? “Not really, says Sean, “about a third of our patients are men. And in terms of age (for both male and female clients) there is a broad age range – from late 20s upwards. Those in the lower age bracket we tend to treat with caution – asking the question ‘do you really need it?’”

Indeed, being both approachable and honest with patients is what Sean puts at the heart of his business.

“The entire focus is on ensuring people look natural and not ‘done’. They need to benefit from the treatment and we want to guide our clients so that they spend on things they know are going to work. As a team we are very approachable which means clients are not afraid to ask questions”.

Educating people on what can and cannot be achieved by aesthetic treatment (in each individual’s case) is crucially important and this is why transparency between clinic and patient is so important.

Professionals v cowboys

Of course, with the internet filled with adverts promising instant and dramatic results from a simple spray or cream (for instance ‘a full head of hair in just a month for £40.99!’) there is a feeling that the professionals within this sector are being undermined by the cowboys.

“I think there is a case of many ‘treatment providers’ over-promising and underdelivering,” says Sean. “These companies make claims with little or no clinical evidence to back it up. This does create a lot of confusion which goes back to the earlier point about trained professionals educating people on what realistically can be achieved and how.”

For Sean White Aesthetics bringing in new clients is largely due to word-of-mouth recommendations. Essentially, those who have benefited from treatment at the clinic provide the perfect endorsement for those who otherwise might be a little reticent about visiting a clinic.

Reassurances that patients are not on some sort of conveyor belt system but are treated sensitively and as individuals, is important.

“When you visit us for injectable treatments, a whole-patient approach is taken, to harmonise the face with combinations of techniques, rather than a one size fits all approach.

“It has taken years of dedication, constant training and mentoring to develop, and we continue to do so for the benefit of our patients”.

As Sean explains, the aim is to offer tailored aesthetic treatments that deliver a great feeling on the inside, as well as the outside.

And a patient that feels great and confident post treatment is a win for everyone. Since seeing the visible improvements in the appearance of friend or relative is a very effective marketing tool in itself.

This does not mean Sean is dismissing active marketing campaigns all together.

“Being visible is important and that includes via the Chamber of Commerce. After all the people reading Business Connexions might be an ideal target audience!”

“The entire focus is on ensuring people look natural and not ‘done’. They need to benefit from the treatment and we want to guide our clients so that they spend on things they know are going to work. As a team we are very approachable which means clients are not afraid to ask questions.”

Works begin to revitalise Canada Dock

Works by British Land to restore Canada

Dock begin this October. The project, part of the Canada Water masterplan, will revitalise the historic dock, transforming it into a space for local people to enjoy and restoring it as a habitat for wildlife.

British Land, in partnership with contractor Galldris, will regrade the existing, self-seeded shrubland to create three distinct wetland habitats, along with seven new islands and more than 1km of shallow edges. The developer is working closely with the London Wildlife Trust to enhance biodiversity and provide a haven for birds, fish, amphibians and invertebrates.

The regenerated dock will also provide opportunities for people to enjoy the space as part of the wider area regeneration, with a 170m boardwalk traversing the dock and steps down to the water’s edge with seating.

The approximate schedule for the works is as follows:

October – December 2022

• Hoarding installed to fence off the construction site. Open fencing panels will provide visual access where possible, enabling people to observe the works in progress whilst maintaining a safe separation.

• Hoardings erected to the south west corner, adjacent to the Dock, diverting the pedestrian access route to Surrey Quays Shopping Centre around the work compound, instead of along the waterfront. This is required to enable access to the Dock for plant/machinery.

New Year 2023

• Groundworks / earth moving begins and piling commences, including reducing the water levels to enable full access

Spring 2023

• Access between The Range and the Dock will be temporarily reduced while works on the southern dockside take place. This will be kept to a minimum both in terms of space and duration.

Summer 2023

• Landscaping begins, to provide a basis for varied habitats

• Construction begins on the 170m boardwalk traversing the dock Autumn 2023

• Planting begins to create new wetland, and water levels begin to increase Spring 2024

• Scheduled date for completion

Further details will be made available during the refurbishment.

“Canada Dock is a focal point for the area and a large part of Canada Water’s history. Over the next 18 months, British Land will be sensitively restoring the waterfront and bringing it into a new lease of life, with improved habitats for wildlife alongside seating and a new boardwalk for local people to enjoy renewed use.”

James

Turley, Project Director at British Land

The Southwark Civic Awards 2023

Apart from the rarely-conferred Honorary Freedom of Southwark, the Southwark Civic Awards are the most prestigious the council can make, with only a handful of citizens awarded an honour each year.

The Liberty of the Old Metropolitan Borough of Bermondsey

Southwark Civic Awards 2023

Category 2: The Liberty of the Old Metropolitan Borough of Camberwell

Category 3: The Liberty of the Old Metropolitan Borough of Southwark

excellence in active citizenship

Category 4: The Young Citizen of the Year Award

Category 5: The Southwark Together Award

Category 6: The Mayor’s Discretionary Award

The scheme is open for nominations and will close on Tuesday 31 January 2023.

What are we looking for?

With this awards scheme the key words are ‘active citizenship’ and ‘exceptional achievement’. We are in search of people, projects, organisations and businesses worthy of being singled out and publicly recognised for their generous use of time, ideas, energy and resources for the betterment of others.

We are also looking for shining examples of civic mindedness, personal courage, or service to family or community that is above and beyond the ordinary.

We want the recipients of these awards to know that the difference they have made to the lives of others, or indeed the life of the borough, is recognised at the highest level. Examples may include, but are not restricted to:

• Outstanding personal service to the young or the elderly.

• A community organisation or person that has improved the lives of many.

• A project or event that has helped to build bridges between cultures and communities.

• An act of personal courage or generosity.

• Innovation in business or the improvement of the local economy.

• Enhancement of the borough’s culture, heritage and reputation.

The Liberty Awards

The Southwark Civic Awards celebrate our roots as ‘London’s most historic borough’ by conferring the liberties of the three metropolitan boroughs from which The London Borough of Southwark was formed in 1965 –Bermondsey, Camberwell, and Southwark.

We also want to recognise exceptional contributions to civic, community or family life by individuals, businesses, projects or organisations in the geographical areas they once covered.

Those nominated for one of these awards may have given a lifetime or many years of service, or made an exceptional contribution to civic and community life in the previous year (2022).

The Young Citizen of the Year Award

This award will recognise the exceptional community spirit, generosity or civic mindedness of a youth or young adult under the age of 25 in any part of the borough.

As with the ‘liberties’, you may nominate a young citizen who has contributed several years of service to community or family life, or has made an outstanding contribution in the previous year alone (2022). The recipient of this award must be a Southwark resident.

The Southwark Together Award

This new Civic Award has been introduced to celebrate those who work over and above the call of duty to promote equality, diversity and inclusion, enable good community relations, tolerance and understanding. This award will recognise an individual, community group or organisation that has made an outstanding contribution to enabling Southwark to be a more integrated, tolerant, welcoming, safe and inclusive borough, which values its rich diversity. Building on the work of Southwark Stands Together, the award celebrates great practice to promote equality, inclusion and good community relations.

Nominations can be made for individuals’ voluntary activity or community group, organisation or business which is based in and/or benefits the Southwark community.

The Mayor’s Discretionary Award

Southwark’s First Citizen, Councillor Sunil Chopra, exercises his personal judgment in granting this award. It may go to those already honoured with a Liberty or Young Citizen of the Year Award.

This discretionary award recognises an individual, business, project or organisation in any part of the borough that has made the most outstanding contribution to community life, in being singled out for outstanding achievement.

Submitting your nomination

Nominations can be made online from 1 December 2022 via www.southwark.gov.uk/civicawards

You can submit nominations in writing by filling the form below and returning to the Mayor’s Office 160 Tooley Street London SE1 2QH

Closing date for receipt of nominations is Tuesday 31 January 2023 We cannot consider entries received after this date.

Awards enquiry line: 020 7525 7303 or email mayors.office@southwark.gov.uk

Eligibility and exclusions

The council welcomes nominations for any individual whose unpaid voluntary activity is unrelated to, or is additional to, the nominee’s current employment. We also welcome nominations for any community group, organisation or business which is based in and/or benefits the Southwark community.

Serving elected members of Southwark Council may not be nominated but they may freely nominate others. Employees of Southwark Council are also excluded from being nominated, unless it is for unpaid voluntary activity which is unrelated to or is additional to their current employment. Council employees may also nominate individuals, projects or organisations.

As the Southwark Civic Awards scheme for 2023 does not supersede any earlier scheme, previous recipients of equal or greater awards in the scheme may not be nominated. Those who received a Letter of Commendation in the past may, however, be nominated.

Recipients of awards in other council-operated or supported award schemes such as Housing Heroes or Southwark Stars may be nominated for the Southwark Civic Awards.

Judging

Final decisions on an individuals, businesses, projects or organisations to be honoured with an award will be made by four members of the council’s Audit, Governance and Standards Committee except for the Mayor’s Discretionary Award. They will be supported in their decision-making by four co-opted members of the community, voluntary or business sector.

nomination form

Please complete each nomination form in as much detail as possible, without exceeding the word count, as the decisions of the judging panel will be based solely on its contents. Please note that you can only nominate one individual, organisation, project or business per form. If you wish to nominate a further individual, organisation, project or business please complete a separate form for each.

Name of individual, organisation, project or business being nominated

Address of individual, organisation, project or business being nominated

Your relationship to the individual, organisation, project or business e.g. friend, colleague, neighbour, employee, customer, or client

If you have nominated an individual, is their work paid or voluntary?

If you have nominated an organisation, project or business, please state type e.g. community, voluntary, private

Your name: Your address: Email address: Daytime tel number: Nomination for category (please tick):

Category 1: The Liberty of the Old Metropolitan Borough of Bermondsey

Category 2: The Liberty of the Old Metropolitan Borough of Camberwell

Category 3: The Liberty of the Old Metropolitan Borough of Southwark

Category 4: The Young Citizen of the Year Award

Category 5: The Southwark Together Award

Please note: we do not accept nominations for Category 6 as this award is made at the sole discretion of The Mayor of Southwark.

Nature of the activity, contribution, or commitment demonstrated by the nominee, e.g. volunteering, community service, active citizenship, parenting, mentoring (Please give further details overleaf).

Please summarise in no more than 300 words why this person, business, project or organisation deserves to receive a Southwark Civic Award 2023. The judges will use this summary to make their decision.

How to be successful starting out as a remote worker

recruits access to opportunities to acquire skills – particularly navigation. Instead, many saw cadets as ‘menial workers’, and their training was hit or miss. These cadets – usually one per ship – were having to learn their craft in an isolated, confined and sometimes fearful place.

How did cadets respond? What we discovered surprised us – many managed to get around the obstacles blocking them from gaining vital experience on board.

They did this through a mix of tactics. Some would complete a full shift of menial work, and in their spare time make their way to the bridge where they could learn essential navigational experience. This came at a personal cost – ships can be dangerous places and rest times are important.

pandemic may never even have met their colleagues in person.

In order to learn, newcomers need to be creative. They must think strategically about how they can carve out opportunities for casual encounters (online or face-to-face), identify supportive colleagues, create bonds or observe directly how other staff operate. These types of encounters have always been opportunistic – the celebrated ‘water cooler’ moments – but nowadays these opportunities may need to be manufactured, not taken for granted.

As an individual, you can’t just stroll into places – be it the bridges on a ship, online meetings, or boardrooms – and learn your craft, no matter how much you may want to.

Remember your first day at work?

Keen to meet new people, eager to learn.

In previous decades, working life was more predictable, and newcomers would learn their profession or trade on-the-job, alongside more experienced colleagues.

By contrast, work today can be a lonely affair. Navigating your own career is more hazardous – jobs are more fragmented, career paths less linear, working may be largely from home or performed via technology, and opportunities to build social bonds and learn from others are more squeezed.

Since the pandemic, the amount of remote working has soared. At the same time, the gig economy continues apace – for many, working life is solitary and disjointed, it’s harder than ever to learn from others.

Where does this leave fledgling staff? We’ve investigated how new employees still manage to learn the skills they need to succeed, even when they feel isolated and side-lined. And we’ve discovered that they respond with a mix of ingenuity, guile and doggedness.

We’ve gone to a very specific location to do this investigation –looking at how merchant marine cadets fare when they are denied access to opportunities to learn. We followed a group of cadets for five months as they completed their shore-based training before being posted on board commercial ships to consolidate their classroom learning.

Cadets are expected to spend time on the ship’s bridge, absorbing the complex tasks of navigation that are essential for their career progression to become officers. At sea, cadets need to put theory into practice, learning how to navigate a ship through busy lanes or into port for instance. Classroom simulations can go so far, but doing this when feeling seasick, tired, lonely, or under pressure is a different experience. On board, the captain and officers are responsible for ensuring cadets get an opportunity to learn.

Unsurprisingly, we found senior crew were often too busy, or under too much pressure, to allow the young

Some learned the rotas – knowing where the friendly faces were or when staff might be more relaxed and open to helping cadets –made all the difference to their opportunities to learn. Some managed to prove their competence, which in turn led senior staff to call on them when under strain – and briefly do away with an on-board hierarchy. By working creatively with the on-board structures (such as rotas) cadets were able to turn, what used to be barriers to learning, into opportunities.

We call this ‘stealth’ work – flying under the radar to get vital experience.

How to thrive as a remote worker

How does this help today’s remote workers, gig workers and freelancers who have more autonomy but arguably fewer opportunities to learn directly from colleagues? Although we’ve looked at an unusual context, our research can be more broadly applied.

As on board a ship, there are boundaries and structures in many workplaces that may hinder learning – not least, hierarchies, and constraints of time and space. All managers are under pressure and have limited resources. Technologies and staff change all the time. Those who changed jobs during the

Our research shows that the newcomers who coped best were those who found ingenious ways of identifying and getting access to the people and places they needed to progress, even if these spaces were ‘guarded’ by gatekeepers.

They were prepared to sacrifice their personal time to be able to practise their task. In our research, the more passive the cadet, the more likely they were to flounder.

Employers also need to understand that opportunities for new employees to learn from experienced colleagues (and vice versa) are diminishing. They need to identify what newcomers are missing out on if they are working remotely – and design programmes that build those experiences.

In a changing workplace, employees and employers need to craft opportunities to learn their trade more strategically, rather than assuming that learning will just happen on the job. But this comes at a cost. Individuals may have to work harder and longer to get these vital opportunities, while their more experienced colleagues reap the benefits of hybrid working through a better work-life balance.

This article was written by Jacky Swan, Eivor Oborn, and Ila Bharatan and originally appeared on the Warwick Business School website.

For more information on WBS at The Shard, please visit wbs.ac.uk/go/London

INVEST IN YOURSELF with in-demand skills

Every business is only as good as its employees. Since the impact of the COVID-19 pandemic on the job market, many employers have reassessed the skills and expertise they seek in their staff. As business goals evolve to ensure both short- and long-term success, so does the staff skillset needed to align with the new organisational vision. This has driven many people to upskill, retrain, or fast-track their learning to keep up with an ever-changing environment.

London South Bank University (LSBU) are proud to offer accelerated degree programmes at their new Croydon campus, shaped by leading academics to meet employer demands, and enable professionals to earn a degree in just two years, pay lower fees and launch their career sooner. Now more than ever, is the time for professionals to invest in themselves with the expertise that will make them stand out in the job market

So what expertise do employers value today? We will explore the emerging in-demand skills and evaluate LSBU’s commitment to developing high-calibre graduates who are ready to meet the changing needs of the business world.

1. Data literacy

Businesses have seen unprecedented change and have come to realise the importance of getting to grips with their data, in order to have a better view of their organisation and make informed decisions. This has led to analytical skills becoming a sought-after attribute in new employees. Whether businesses need to identify risks or investigate a problem, professionals who can interpret data, identify trends and integrate new information are increasingly valuable.

LSBU supports students in meeting this employer demand, particularly with modules which cover the use for data in decisionmaking, such as Data for Decision Making or Professional and Digital Skills. The teaching explores the range of ways of handling, analysing and presenting data. The goal is to enable storytelling, drawing key insights from data and using this to drive informed business decisions.

Find out more

2. Soft skill success

Whilst proficiency in the technical side of finance or business management remains vital to organisations, there is also a rising need for professionals who possess soft skills, such as persuading and influencing stakeholders and colleagues. Finance professionals especially are moving away from simply reporting, and are now shifting focus to providing advice to facilitate growth.

LSBU ensures their students are equipped with a toolkit of soft and hard skills to succeed in their careers. Both the finance and business accelerated degrees are shaped to include management modules, which explore the complexities of organisations and key management, organisational behaviour and people management strategies.

3. Aptitude for technology

Today’s fast-moving world requires businesses to effectively utilise technology, and the right kind of technology, in order to keep up with change. The pandemic has fast-tracked digital transformation in many organisations and it’s an asset to have the skills to use the latest digital trends and apply the most relevant to their business goals. Exploiting these technologies helps organisations remain agile and resilient to future environmental changes. The rich learning content in LSBU’s accelerated degrees explores digital skills, finance in a digital world and digital transformation in organisations. That ensures graduates enter the job market ready to apply the theory, concepts and practices to support business change.

4. Critical thinking

Another skill that is essential to businesses is critical thinking. Since the start of the pandemic, effective critical thinking is more important than ever in making business decisions due to the vast quantity of

To learn more about how you can fast-track your career with LSBU’s accelerated degrees, visit www.lsbu.ac.uk/croydon

information circulating in the world, especially as much of it changes on a daily basis. This makes business planning difficult so the ability to think ahead and evaluate the most reliable information, for the long-term, is vital.

The learning environment and programme structure at LSBU nurtures critical thinking, innovation, creativity and enterprise. The application of theory to practice, in order to develop and implement appropriate business strategies, consolidates the use of these skills in a real business environment.

5. Autonomous working

An increasingly common hiring trend by HR managers is skills-based hiring, of which the ability to work independently is highly sought after. As remote working practices thrive, employers seek employees who can work proactively and autonomously to ensure their role is a success, irrespective of working location.

LSBU aims to enhance the skills needed for independent learning, in order to ensure that students are prepared to take responsibility for their own personal development during the course of their degree programme and in their future careers. Self-managed study supplements and complements classroombased learning, building up knowledge with a mix of learning activities that are supported by the virtual learning environment.

London South Bank University’s strong links to professional bodies, industry specialists and former students, keep it at the forefront of a changing business world. This market intelligence feeds into maintaining first class business courses for its students, especially those studying the Accounting and Finance or Business Management accelerated degree programmes who want to retrain sooner and enter the workforce with highly competitive skills.

Afro-European violinist and favourite of Beethoven remembered in Southwark

Southwark Council celebrates virtuoso violinist, George Bridgetower, with a new heritage plaque at Jack Jones House, 12 Reedham Street, London. This is where he once lived, on what would have been his 244th birthday (11 October)

Bridgetower’s mother and father were from Germany and Barbados. However, he was born in Poland in 1778. Bridgetower’s career took him all over the world, but he finally settled in Peckham, South London.

After demonstrating early talent, Bridgetower’s father took him on a tour of Europe, where his reputation as a gifted violinist was established.

Aged 10-years-old, Bridgetower was already a soloist at the Drury Lane Theatre, where he made such an impression that the Prince Regent, future King George IV, agreed to pay for his musical education.

George Bridgetower went on to travel and stun audiences across Europe. He met, and performed with Beethoven in Vienna, in 1803. At this time, Bridgetower was considered one of the greatest violinists to have lived.

Beethoven was so impressed that he dedicated his Violin Sonata No. 9 in A minor to Bridgetower. However, the two later fell out over a woman, causing Beethoven to rededicate Sonata No 9 to the violinist Rodolphe Kreutzer, who never played the piece, saying it was too complicated.

George Bridgetower had continued success and was elected to the Royal Society of Musicians. However, his fallout with Beethoven certainly affected his career.

George and his wife, Mary Leech Leake, were married in London in 1816 and later travelled between London and Italy, where their daughter lived. Mary died in 1835 and Bridgetower went on to live at 8 Victory Cottages in Peckham, until his death in 1860. George Bridgetower is buried in Kensal Green Cemetery.

In 1970, George and Mary’s house was demolished and a retirement home was later built on the site. Today it is called Jack Jones House, named in memory of the famous trade

unionist who lived there. It is here that a plaque now marks Bridgetower’s great talent and achievements.

Southwark Council and Sony Music Entertainment sponsored the George Bridgetower plaque, working with the Nubian Jak Community Trust on its 77th London blue plaque.

Cllr Catherine Rose, Cabinet Member for Leisure, Parks, Streets a Clean Air, said: “We are delighted to support this wonderful plaque, marking the home of George and Mary Bridgetower. As an Afro-European musician performing in the 18th century, George will have endured significantly more challenges than many of his contemporaries. It is wonderful and important to learn more about his remarkable story and exceptional achievements.

“Thanks to Tara Gaynor for her championing of George Bridgetower, that led to the Nubian Jak Community Trust and Sony Music securing this fitting tribute to him, at the site of his final home, here in Peckham.

“George is in good company, as over the years many wonderful musicians of all nationalities have made a home here, in Southwark.

“I hope George’s story inspires and encourages local children of all backgrounds, to discover more about the achievements of the Black men and women, who have enriched music and culture throughout history.”

Jak Beula, CEO of the Nubian Jak Community Trust, said: “George Bridgetower, quite simply, is the greatest violin virtuoso this country has ever seen. His plaque will be music to the ears of those who have been calling for him to recognised and re-celebrated.”

Charlotte Edgeworth, Director of Diversity, Inclusion and Social Impact at Sony Music UK, said: “Sony Music UK is thrilled to support the creation of this plaque commemorating George Bridgetower, who had a profound influence on classical music. Bridgetower was a highly talented violinist whose career took him from playing solo at Drury Lane Theatre to performing alongside Beethoven in Vienna. We’re delighted he is getting appropriate recognition and hope to introduce him to a new audience with this blue heritage plaque at the house where he once lived.”

“Southwark Council and Sony Music Entertainment sponsored the George Bridgetower plaque, working with the Nubian Jak Community Trust on its 77th London blue plaque.”

Remembering when...

By Ken Hayes - Executive Member

The UK economy went into recession in the third quarter of 2008 as GDP fell for a second successive quarter.

This recession was the deepest, in terms of lost output in the UK, since quarterly data was first published in 1955. GDP in 2009 fell to – 5% in a calendar year since official figures began in 1949. and affected all sectors of the economy, manufacturing and construction being particularly affected.

Global downturn

The UK was not the only economy falling into recession in 2008 as the downturn in economic activity was felt across the world in many countries including the G7 countries. The UK was in recession longer than the other G7 economies and was the last to exit.

Historic Economic recessions

the UK economy went into recession in 2008

Economic recessions in the UK and globally are usually caused by wars, extreme weather, crop failures, bank failures, disease and natural disasters, (such as earthquakes or volcanic eruptions). Governments have to take strong measures to encourage economic growth and job creation by learning the lessons of former recessions.

General Slump 1430-1490 60 years

War of Spanish Succession 1706

-15% GDP War and Crop failure

The Great Frost 1709 3 months - 14% GDP Weather and Crop failure

Great Bengal famine 1870 2 years Crop failure

Post Napoleonic 1812-21 9 years War depression

Recession 1857-58 1 year 1% Relaxation of Banking laws in N.America

Long depression 1873-96

GDP falls over 20 years Farming crisis in USA

Post WWI depression 1919-1921 3 years deflation 10-14%^ Influenza pandemic

Great depression 1930-1931 2 years UK exports reduced

Post WWII recession 1955-56 6 months

Cost of living crisis

We have now officially gone into another recession which hopefully will be short lived.

A week can be a long time in politics VOICE from WESTMINSTER

NEIL COYLE MP

Harold Wilson famously said during the Sterling Crisis in 1964 that ‘a week can be a long time in politics’. If a week is a long time, then the last three months has seen about a decade’s worth of events, with the Tories imposing three different Prime Ministers, four different Chancellors, and two Budgets.

The second Budget was required to try and fix some of the damage done by the mess which forced Liz Truss and Kwasi Kwarteng out of office in a recordbreaking 44 days. But despite families, businesses and all taxpayers paying for the Tories’ first catastrophic Budget, there has still been no apology for the higher prices, mortgages, inflation, and debt the UK now faces as a result of twelve years of Tory economic failure.

Sadly, however, there was more of the same self-harming short-termism in cuts to infrastructure projects. We need projects like the Bakerloo Line extension here in Southwark to bring jobs, homes, as well as additional Treasury revenue.

Instead of getting a grip on rising inflation, far too much energy has been devoted by the Conservatives this year to defending a lawbreaking Prime Minister, fighting amongst themselves to choose his successor, reckless free-market experiments on our economy, all whilst core public services fall into further disrepair.

Businesses need the state to operate as seamlessly as possible, but Southwark employers raise concerns with me ranging from the inability to recruit due to Government policies including the Home Office visa backlog, through to delays to NHS treatment for employees, all whilst paying higher taxes for less value.

Local businesses endured much during the pandemic. 2022 was meant to bring stability. Instead, three-quarters of businesses in London are less certain about the year ahead. The challenges faced are huge: the cost of materials is up 64% and energy is up 137%. 2022 has been the first year in which Brexit’s impact can be seen clearly and over half of London firms have faced delays to supply chains and experienced difficulties accessing skilled employees.

Businesses need the state to operate as seamlessly as possible, but Southwark employers raise concerns with me ranging from the inability to recruit due to Government policies including the Home Office visa backlog, through to delays to NHS treatment for employees, all whilst paying higher taxes for less value.

Due to hopeless disarray at the Home Office, I routinely intervene to help local businesses secure visas for specialist overseas workers. Ministers want to see growth for the UK, but the reality is that a third of the capital’s businesses say they are now exporting less due to the difficulties caused by Brexit and the Tories remain in denial about the damage their ideologically brutal withdrawal has done to the UK.

Southwark businesses have also been trying to support employees through the cost-ofliving crisis. I’m determined to help people in our community through these extremely difficult times, despite being in Opposition. Often people find it hard knowing what support is available and how to access help, so, I’ve developed a ‘Cost of Living’ guide available online: www.tinyurl.com/NC-COLC with hard copies available by emailing me: Neil.Coyle.MP@parliament.uk if you’d like to share it with your team or anyone struggling in this difficult period.

Happy Christmas and I hope and pray for a calmer, more successful 2023.

If you haven’t guessed it yet, Alex & Matteo Estate Agents is named after its proprietors

a shared passion for providing that extra bit of care and attention to customers.

It became increasingly apparent that their working styles, ambitions, and personalities aligned perfectly, making for a natural partnership.

In 2019 this intrepid pair launched Alex & Matteo Estate Agents in Bermondsey and have since gained a solid reputation in the sector. Since launching they have won several prestigious awards:

• British Property Award SE16 2021

• British Property Awards 2021 Gold Medal

• Best Estate Agent Guide Awards 2022 Gold Medal

• British Property Awards 2022 Gold Medal

• Best Agent Guide Award 2022 and 2023

• Best Estate Agent Guide (Excellent Award for lettings)

Matteo moved to London over a decade ago from his native Milan armed with a degree in engineering and big ambitions. Over the years, SE16 has become the centre of his life after buying his first home with his wife on Cherry Garden Street.

Matteo say’s, “With a background as a building engineer I have gained a wealth of knowledge and experience in London’s ever changing property market and developed my own ideas on how things could be improved to offer clients a better experience. So, when, my friend and now business partner Alex, thought about starting a company, there was no other place I could even consider, luckily, he felt the same. We are a local business and want to succeed, but most importantly: local residents who want to see their neighbourhood and neighbours thrive.”

As a small independent business Alex & Matteo Estate Agents are totally invested in the area, with their office located in the Biscuit Factory business complex in the heart of Bermondsey.

Alex is an active board member of Blue Bermondsey BID, leading on placemaking development. The recent transformation of the Blue Market has provided a distinctive space that local people can feel proud of and with so much new investment and housing development, the Blue and surrounding area is changing dramatically.

Alex say’s, “I moved to London in 2010 from Devon and used my passion and personality to jump headfirst into the industry at a young age and starting our own company felt like the natural step to harness my energy and enthusiasm. Myself and Matteo have over 25 years combined experience in the sector, and above all else, we want to build our business based on honesty, transparency, and customer satisfaction.

We learnt about the ground-breaking work of Blue Bermondsey BID and being involved allows us to give something back and play a substantial role in helping to improve things for local business, especially small independents like us, and making sure that we have a strong unified voice to influence the change to bring benefits to the area, its businesses and residents as a whole.”

VISIT: www.alex-matteo.com

To discover more

Alex Smith and Matteo Donna first met over a decade ago, whilst both working for the same high-street estate agents and soon realised that they similar characters, with

Helen Hayes MP visits the Nest, Southwark’s mental health hub for young people

They met with members of staff at the service’s drop-in centre in Peckham to discuss the mental health support provided to young people through the Nest, and the work the Nest have been doing in Southwark schools.

The Nest first launched in May 2020 to provide early intervention and prevention for emotional issues and low-level mental

health concerns. The service is funded by the council and run by the charity Groundwork London. Under the Youth New Deal, Southwark Council invested £200,000 to take the Nest service directly into schools to help ensure young people’s mental health and wellbeing needs are met, particularly considering the extra challenges caused by the pandemic. This service has been delivered since October 2021.

The Nest is a key component of the council’s commitment that 100 per cent of children and young people in Southwark have access to mental health support.

For more information about mental health support in Southwark for children and young people, call free on 020 8138 1805 or visit www.thenestsouthwark.org.uk

Portrait photography

London and the South East

Profile photos, headshots and portraits. Photoshoots at SE London studio or at a location of your choice.

Contact Warren: 07779 337765 / warren@wkphotography.co.uk www.wkphotography.co.uk

The Nest recently welcomed Southwark MP, Helen Hayes MP. She was joined by the council’s Deputy Leader and Cabinet Member for Children, Young People, Education and Refugees, Cllr Jasmine Ali.

New Year, New Goals

This has been known to be called the “January Blues and Blue Monday”. This negative outlook is attributed because of bad/ cold weather, shorter hours of daylight, the start of another year, carrying your troubles into a new year and not knowing what lies ahead can be daunting.

So how can we help to change our mindset to a more positive state for this time of the year and to ensure it has continuity. Rather than looking at it as a time of negativity, it should be focused upon as a time for a new start, new change and new beginnings.

This can be achieved by setting realistic goals rather than new year resolutions and making them ones that are achievable. For example, losing weight, rather than set goals to lose unrealistic amounts of weight in a short period of time, start the goal with the loss of weight, being small and increase the weight loss gradually. This way you are more likely to stick to the goal and have a better realistic chance of achieving it.

Whereas if you set your sights too high, you’re less likely to achieve them and this will contribute to your low mood and make the goals inconsequential. This will also feed into your negative mood and can make you feel justified that the goal setting exercise

was never going to work in the first place. The importance of setting goals is imperative in having a positive mindset. This is because when you set a realistic goal it gives you something to focus and aim towards, also when you achieve it, the motivation and confidence within builds and inspires you to continue and set further goals.

We all deserve to have something to look forward to because that incentivises us to know we have something planned in the future which we are aiming towards. This can be a short break, meeting up with friends, attending a spa day/retreat. All these motivate you to look forward rather than focusing on the past.

Achieving a work-life balance is challenging, especially if running your own business. Switching off mentally for just 15 minutes a day and enjoying your own company has a multitude of physical and mental benefits.

So to further enhance your wellbeing why not have a dedicated pamper day just for you with a Bespoke One Day Wellbeing Retreat.

The day retreat includes: Two spa treatments, a one-to-one yoga session, a oneto-one physical fitness session, a one-to-one Life Therapy Session. Two mini group talks focusing on topics including positive thinking and healthy eating. Lunch is provided plus a

goody bag to take away with you! There is also a fun quiz for everyone to enjoy and the winner gets an extra goody bag!

Retreats are available to book throughout the year, as they run bi-monthly with the first one schedule for Saturday 21st January 2023.

To find out more information or book your retreat contact: Reeta Minhas-Judd Master NLP Life Therapist & Company Director Email: reeta@rmjwellbeing.com Website: rmjwellbeing.com

It has always been known that the onset of negative moods for some can be felt more greatly at the start of the year, normally around January. After the hype of the festive season, being around family and loved ones for long periods of time, some people’s mood can drop with the imminent new year on the horizon.

BUSINESS EVENTS

The Last Word

Matt Warren Jim & Tonic Managing Director

Matt, originally from South Wales, with a background in financial research joined Jim & Tonic – an independent London based distillery, bar & events company in 2018. Matt looks after the day-to-day running of the company, immersing himself in most aspects of the business operations. Recent focus has been on establishing Jim & Tonic’s new brand headquarters on Sugar House Island - a sustainable and customer friendly Distillery, Bar and Kitchen in East London.

Q1 What was your first job and what was the pay packet?

My first taste of work was as a sixteen-yearold, when I was employed as a Waiter at our local country pub-restaurant. £3.20 per hour was the pay if I remember correctly.

Q2 If you were prime minister, what would be your first decision?

It’s been a tough ride for small businesses over the past few years, with Brexit, Covid and global economics having significant impact on operating costs and supply chains. As PM I’d look to introduce more government support to help small businesses via relevant tax-breaks and support.

Q3 What is the biggest challenge in your business?

Scaling is our biggest challenge. We’ve always operated within our means – meaning we don’t have investors to fund expansive marketing campaigns or growth initiatives. That means we need to think differently and utilise our cash flow effectively to continue developing the business using the resources at our disposal.

Q4 If you could do another job what would it be?

I like data, have quite an analytical brain and a passion for sport, so maybe something like a Sport Analyst that combines these three aspects. Q5 What is your favourite London building?

Battersea Power Station. I’ve not had chance to visit since it’s re-development but have always admired what a unique industrial building it is from afar.

Successfully helping Southwark Businesses for 97 Years

Our Committee Chair

Sarah Moore-Williams (Dean, London South Bank University Business School)

President Neil Coyle MP (MP for Bermondsey and Old Southwark) Vice President Lord Roy Kennedy (House of Lords) Vice President Rt Hon Harriet Harman QC MP (MP for Camberwell and Peckham)

Patron The Worshipful Mayor of Southwark Patron Sir Simon Hughes (Former MP)

Executive Members

Vice Chair/Legal Advisor Peter Mantell Notary Public and Solicitor

Vice Chair/Equalities/ Shade Abdul Diversity and Inclusion Procurement

Membership Secretary Lyn Hamblin

Honorary Treasurer Agata Wiak

Council Representative Councillor Martin Seaton

Employment William Harwood Publicity Susan Isaacs

Small Business Parminder Kanda Welfare Cait Wilkinson

Social Enterprise Support Jacy Stewart Administrator TBA

Marketing Julie Leggatt

Social Media Maia Hazell Ex Officio Sonia Sutton

Executive Member Ken Hayes

Executive Member Cedric Whilby

Executive Member Roderick Lynch

Executive Member Amadin Ryan

Executive Member Mark Purboo

Executive Member Teekall Mair-Macfarlane

Join Us

The Chamber is made up of active and successful business people from a wide range of sectors, who are based in Southwark, believe in Southwark and wish Southwark to prosper.

Making the most of your SCC membership

Once you’ve joined us you have access to the opportunities we provide to help support you and your business. Whether you simply want to attend our networking events, run a seminar or sponsor or run an event, we’d love you to get involved. We like our members to make the most of their membership and get as involved as much as they can.

Membership Application

• Sole trader £100 per annum

• Small/Medium sized companies 2 to 50 employees £150 per annum

• Large companies - 51 employees plus £300 per annum

• Corporate/PLC’s by agreement.

• All new members pay a one off administration fee of £25 Company: Address: Post Code: Telephone: Email:

Number of Employees: Full Name: Position:

Payment Details:

BANK DETAILS: Handelsbanken

SORT CODE: 40-51-62 ACCOUNT NO: 76489843

To join, please send your details to:

Southwark Chamber of Commerce 169 Walworth Road, London SE17 1RW

Email : admin@southwarkcommerce.com www.SouthwarkCommerce.com Twitter: @southwarkcomm Facebook: southwarkcommerce LinkedIn: www.linkedin.com/company/southwark-chamber-of-commerce/