Business Cornwall Nov 24

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WELCOME

By editor Nick Eyriey

The bright side of life

There are always two sides to every story. Whether you are a glass half-full sort of person, or glass half-empty.

The clocks have changed, winter is coming is one perspective. Or, yay! It’s nearly Christmas, is another. Although, admittedly, that latter statement could be taken as half-full, or half-empty, rather depending on your outlook.

The new Government’s first Budget came a little too late to comment upon in this issue, but as you digest the fallout and its consequences, I’m sure there are two distinctive half-full and half-empty camps.

Far more can be achieved with an optimistic outlook opposed to a pessimistic one, although realism also tends to have a role to play. In his monthly column on page 44, Cornwall Chamber CEO John Brown pens an open letter to the Chancellor outlining Cornwall’s huge potential. To fully become reality, however, it does need Government investment.

How likely that is, well I guess that depends on whether you are a glass half-full, or half-empty kind of person.

In this issue we meet Bryony Robins and Jonathan Morton, directors of the Royal Cornwall Museum in Truro. They are definitely glass half-full sort of people, because it has been a tumultuous few years for the museum, which just two years ago looked like it might be forced to close down.

However, thanks to their passion and energy, they have been leading the museum through some significant transformational changes, things are looking up and the museum is growing stronger in every way.

We also shine a light on Cornwall charity sector, who will definitely be hoping for your help in the year to come.

ON THE COVER

Royal Cornwall Museum’s Jonathan Morton and Bryony Robins – see page 10.

EDITORIAL DIRECTOR

Nick Eyriey nick@businesscornwall.co.uk

PUBLISHER

Toni Eyriey toni@businesscornwall.co.uk

ACCOUNT MANAGER

Caroline Carter caroline@businesscornwall.co.uk

BUSINESS DEVELOPMENT MANAGER

Rachel Koerner rachel@businesscornwall.co.uk

DESIGN

Ade Taylor design@businesscornwall.co.uk

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LINDSEY AXTEN

Buzz Interactive

Business success isn’t just linked to finances –though, of course, it makes a difference! Here at Buzz, I think that, once the essential bases of running a successful and sustainable business are covered (which includes having enough revenue coming in to cover outgoings and ensure job security for staff), then my personal measure definitely centres around wellbeing, enjoyment and fulfilment for our whole team at Buzz, myself included.

Happiness in our daily work is an important value here, and it’s how we have been able to recruit a talented team that helps create and deliver excellent work we’re truly proud of for our clients. The resulting growth those clients then see after Buzz delivers their project is another measure of success, and, that we can do it without compromising the work life balance of our team, is vital.

SAM OATEY

Oatey Media

Success, in many people’s eyes, often comes down to numbers—how many employees you have, your turnover, or the size of your profit margins.

But for me, it’s about so much more than that. Over the past two years, I’ve realized that true success is having the flexibility to maintain a healthy work-life balance while continuing to build and grow the business.

It’s also about nurturing strong relationships with both our team and our clients.

Having a company gives me the freedom to craft films I’m proud of, while fully embracing the lifestyle Cornwall offers and working within this incredible community.

MIKE ANDERSON

Hale Events

For me, business success is about much more than just profit. It’s rooted in fairness, transparency, and integrity. It’s about building strong, long-term relationships with happy, returning customers who

genuinely benefit from our work together. Ultimately, success is about creating something sustainable— something that can continue to support others even when I’m no longer running the business.

A motivated, valued team is also central to my vision of success. I believe that when people feel appreciated and work well together, the entire business thrives. Flexibility is key to this. Offering my team a healthy work-life balance is important because it fosters loyalty and happiness. To me, reward is about more than just financial gain; it’s about acknowledging life’s priorities—being there for those irreplaceable moments like a child’s sports day, engaging in community activities, or taking that special holiday.

Success means running a profitable business that allows me to accommodate my team’s needs while ensuring that everyone feels fulfilled, both professionally and personally.

SAM SHANNON

Deltor UK

I would say that any business that is making a modest profit in tough times is successful. So, in short, I guess we are continuing to be successful in our industry. I guess that’s how I measure success in business.

Success is about creating something sustainable.

It’s always trying to strike the best balance of investment in staff, investment in machinery and my own sanity. It’s very important to me that I feel like my team are happy (well, as happy as you can be at work). That in turn make me feel like I’m succeeding in my role and therefore making a success of things.

I have more of a love/hate relationship with our industry. When things are running smoothly, I love it... you get the idea.

My own personal wellbeing is very important to me. I have tried and continue to try to manage my stress levels and not overthink. Do what I can hour by hour, day by day. Do my best and what will be will be. This approach seems to be working out for me so far.

‘EXCITING MILESTONE’ FOR INYANGA

Falmouth-based Inyanga Marine Energy Group has taken over the D10 tidal turbine in France.

The D10 tidal turbine was the first grid-connected tidal turbine in France, initially deployed in 2015. Located in the Fromveur Passage, off the coast of Brittany, it provides clean sustainable energy to the remote island of Ushant.

It was previously owned by French company Sabella, which went into liquidation in January. Inyanga has now secured permissions to operate it until August 2028.

CEO Richard Parkinson said: “It is another exciting milestone for Inyanga Marine Energy Group as we move towards our ambition of being the world leader in tidal energy.”

LITHIUM ‘LANDMARK’ MOMENT

Cornish Lithium has launched the UK’s first lithium hydroxide demonstration plant in Cornwall

Cornish Lithium says the launch, at the Trelavour hard rock project in St Dennis, near St Austell, represents a major step towards the commercial production of lithium in Britain and marks a key milestone in the nation’s transition to clean power by 2030.

Lithium is critically important to the manufacturing of electric vehicles (EVs), grid-scale electricity storage, and rechargeable industrial and consumer electronics. The UK possesses the largest lithium resource in Europe, yet currently imports 100% of the lithium that it uses.

In Cornwall, an industrial scale of this vital mineral exists within the Duchy’s underlying geology, in lithium-enriched granites – enough to extract 50,000 tonnes per year for more than 20 years and to provide the EV industry with more than half of its predicted requirement.

Cornish Lithium CEO, Jeremy Wrathall, said: “The opening of this demonstration plant is a landmark moment for Cornish Lithium as it will confirm the viability of extracting lithium from the mineralisation found in Cornwall on a semi-industrial scale and enable us to supply high-grade samples to battery manufacturers.

“This is Cornwall’s opportunity to kickstart Britain’s economic growth and transform the nation into a clean energy superpower.”

By Frederick Noble, British and European Patent Attorney at Albright IP.

CAN YOU PATENT AI?

A fair question, but it doesn’t have an entirely straightforward answer. There was much excitement at the end of 2023 when the High Court decided to allow a patent application for an AI system which was said to provide improved recommendations for music to listen to, in a decision which appeared to open the floodgates to allow protection for any new and non-obvious invention involving an artificial neural network. However, the show was over in July when the Court of Appeal overturned that decision. Albright IP, 18 Lemon Street, Truro, Cornwall TR1 2LS fnoble@albright-ip.co.uk | +44 (0)1209 316161

PHOTO: BALAO

ALL SYSTEMS GO

Work has started on the delivery phase of A&P Falmouth’s Zevi-funded Shore Power Project.

The £12 million scheme will see A&P provide the UK’s first multi-vessel flexible shore power connections in partnership with engineering design specialist Marine Zero, enabling the delivery of clean power to vessels alongside and in dry dock in Falmouth.

Drystan Jones, port development director at A&P Falmouth, said: “This is a key milestone in the Zevi project and an exciting step towards delivering the installation of the new shore power system in Falmouth.”

SO, WHERE DOES THAT LEAVE US?

FULL STEAM AHEAD

Cornish boatbuilder Cockwells is set to double capacity and create 38 new jobs after securing £1.9 million from the Cornwall and Isles of Scilly Good Growth Programme.

The investment is part of a £2.9 million project by Cockwells Modern & Classic Boatbuilding to expand its operation at Ponsharden, between Falmouth and Penryn.

Cockwells, which last month sold a majority stake to Pendennis Shipyard, specialises in high-end custom yachts, superyacht tenders and motor launches.

Founder Dave Cockwell said: “Good Growth investment means we can build more boats simultaneously and with a faster delivery time, opening up new markets for our Duchy and Hardy brands both in the UK and globally.”

FREIGHT SHIP NAME REVEALED

The Isles of Scilly Steamship Group has revealed the name of its new freight vessel that is due to come into service in 2026.

Well, it leaves inventions involving artificial neural networks in exactly the same position as other inventions involving computer programs. A trained artificial neural network is a type of programmed computer, and so the law about patents for computer programs applies to artificial neural networks just as it does to more “conventional” types of computer program.

What makes software potentially patentable is the presence of some sort of “technical effect”. This is a difficult term to define, but there is a body of case law over several decades now which gives us a reasonably reliable guide in most cases, albeit some still fall into a grey area where it can be difficult to advise.

‘Menawethan’, named after one of the 12 uninhabited eastern isles, will replace Gry Maritha and will continue delivering freight to and from the Isles of Scilly.

The Steamship Group said it wanted a name that reflected the islands’ “exquisite natural beauty, history and wildlife”. Three names were put to the island community to vote, with Menawethan coming out on top.

Building work on the Steamship Group’s two new ships is continuing at pace, with the keel laying ceremonies for both Menawethan and Scillonian IV taking place this month.

Patentable software (and patentable artificial intelligence) is likely to be found in applications where there is some external technical process being analysed or controlled. Examples we have worked on include temperature monitoring in a furnace, traffic light control, and detection of signals in radio surveillance.

Software which is involved in the overall business of running a computer system is also generally patentable, and we have had success with backup and recovery systems and resource management in virtual machine hosts. On the other hand, applications will always fail if they are just software implementations of a known business method.

If you have a clever new piece of software, then call us for advice on whether it is likely to be patentable.

NEWS IN BRIEF

The Duchy of Cornwall’s Kew An Lergh development in Nansledan scooped the Commercial Development category at the RICS UK Awards. Kew An Lergh is a cluster of three arts and crafts-style buildings and home to a diverse range of businesses such as Naturally Learning nursery, café and deli Sabzi, Linggard and Thomas Accountants and television production company Beagle Media.

Revolution-ZERO has secured £1 million equity from the South West Investment Fund. The initial £1.6 million round, which includes funding from private angels, will help create 20 new jobs while supporting the overall growth of the Truro-based business. Founded in 2020, Revolution-ZERO is a medical textile solutions provider, with an emphasis on environmental, social, and economic sustainability.

Cornwall Airport Newquay was awarded top prize in the Small Airport category of the AirportsUK Health & Safety Week Awards 2024.

The Boardmasters Foundation has announced a record-breaking year of fundraising, with over £142k raised at this year’s festival, marking a near 25% increase on funds raised in 2023, and over 35% more compared to 2022.

Coastline Housing, an independent, not-for-profit housing association owning and managing over 5,000 homes in Cornwall, has been awarded Investors in People Gold status.

Construction work has begun to regenerate the old Town Hall on St Mary’s and turn it into a new Cultural Centre and Museum. The project is due to be completed in the summer of 2026.

The Cornish Sardine Management Association (CSMA) won the MSC UK Ocean Leadership award for proactively introducing a scheme to safeguard plentiful, sustainable catches for many years.

LOOKING FOR AN ANGEL?

Cornish businesses looking to grow have a new source of private investment with the formal launch of the Cornwall Angel Network.

The new initiative is powered by business angel investors, anchored at Falmouth University and supported by stakeholders the British Business Bank and Cornwall

Chamber of Commerce.

Cornwall Chamber chair, Laura Whyte, who is MD at Truro-based accountant Whyfield, said: “The launch of the Cornwall Angel Network is a fantastic development for our business community. By connecting start-ups and early-stage businesses with knowledgeable investors, we’re creating new opportunities for growth and innovation in Cornwall.”

FALMOUTH HARBOUR HUG

Falmouth Harbour’s commercial and leisure water users are coming together to create the trust port’s first Harbour Users Group (HUG), which will act as an interface for information and best practice between the harbour and its stakeholders.

The Falmouth HUG’s first chairman, veteran environment and emergency management expert, Dave Owens, said: “We’re working

FARM AWARDS WINNERS

There was double success for Peter and Jenny Olds from Cornhill Farm at Addington Fund’s Cornwall Farm Business Awards. They were crowned Cornwall’s Farmers of

closely with the harbour team and the Falmouth Harbour Commissioners, as well as with the groups we represent –making sure everyone is kept abreast of what’s going on.”

Falmouth Harbour Master, Ifor Pedley, added: “Our new Harbour Users Group is the latest string in the bow to keeping transparent activities, policies, ideas and information which affect thousands of people and organisations in this amazing part of the world.”

the Year 2024, as well as winning the Best Commercial Farmer, at a ceremony hosted at the Eden Project.

Other winners on the night included: Wendy Nicholas (Trevedra Farm), who was named Best Woman in Agriculture and Christoper Murley (Higher Bodjewan Farm), who was named Best Dairy Farmer. The Hutchings family (Golden Cow Dairy) won the Best Farm Processor award, while Colin Dymond (West Penquite Farm) was named Farming Champion. This year’s Rising Star trophy was presented to Ben Thomas (Treveddoe Farm).

For more details, turn to page 46.

IFOR PEDLEY AND DAVE OWENS

PETER AND JENNY OLDS

NURTURING GRADUATE TALENT

Cornwall Innovation, the University of Plymouth’s brand behind the management of three innovation centres across Cornwall, is proud to announce the recent success of its 12-month undergraduate student placement programme.

Megan Thomas, a Business Management undergraduate student at the University of Plymouth, recently concluded a 12-month placement at the centres as part of her degree course and has now been offered a part-time role working for Cornwall Innovation, to sit alongside her final year studies.

Originally from Land’s End, Megan has been working across all three Cornwall Innovation Centres, learning how businesses operate as well as working on a range of different customer-facing projects.

“I’ve learned many new work-based skills, including supplier negotiation, customer collaboration, and financial budgeting, which has really helped boost my confidence,” she said. “The whole placement experience has been transformative; I feel like a new person with many more skills to offer an employer following my graduation next year, and I’m delighted that my time with the Centres is continuing, to fit around my final year studies.”

Matt Harrington, head of Cornwall Innovation Centres, added: “Encouraging graduate talent to stay in Cornwall is one of our key objectives at Cornwall Innovation which involves helping equip students with the right skills to future employers in Cornwall. It’s been fantastic to watch Megan grow in confidence through her placement year, and we are delighted to offer her this part-time role while she finishes her studies.”

GOOD GOVERNANCE

Good governance is crucial to every charity to ensure it is as effective as possible in meeting its charitable objectives. It is very beneficial for the trustee board to take time to reflect on their performance and skills and to review how that fits with the charity’s needs.

While there are many areas to consider, a few practical questions to start with are:

IS YOUR BOARD STRUCTURE RIGHT FOR YOU?

Whilst you always need to comply with your governing document or revise it as necessary, could your structure work better? Do you have enough trustees to share the work, do you use sub-committees to monitor specific areas and, if so, is there a clear scheme of delegation?

Likewise, are your board meetings well attended, with a clear agenda and with papers distributed in good time so they can be properly considered?

WHEN WAS YOUR LAST SKILLS AUDIT?

Carrying out a skills audit where each trustee scores themselves on areas like governance, leadership, HR and finance can give the board a clear picture of overall strengths and weaknesses and help to focus on the areas needing improvement, whether through training or recruitment. A skills audit will also often highlight unknown qualities about existing trustees which the charity can benefit from.

DO YOU HAVE A CLEAR RECRUITMENT AND INDUCTION PROCESS?

Having a diverse board with a mix of skills and experiences will enhance its effectiveness, but it can be difficult to recruit.

Take time to consider how you can attract a wider variety of trustees, for example by making trustee meetings more accessible by reconsidering timing and location and offering a clear induction process to mentor and support those new to a trustee role.

Darren Perry is head of the not-for-profit team at PKF Francis Clark’s Truro office pkf-francisclark.co.uk

CEO feature and cover photographs by Toby Weller.

Since nearly going out of business two years ago, Royal Cornwall Museum has been undergoing transformational change. We meet two of the key drivers behind its resurgence, executive director

Jonathan Morton and artistic director

Bryony Robins.

How did you both come to be at the museum?

JM: I joined the museum in March 2020, from the Tate St Ives, where I had been head of operations for seven or eight years. Before that I had been working in Stratford-upon-Avon and before that, my background was more commercial. I had worked for Merlin Entertainments for about seven or eight years and I worked for the Bull Ring Shopping Centre in Birmingham for about six years.

But I knew that I wanted to do something that was a bit more meaningful and made more of a contribution, so I moved into the third sector. And here at the museum I saw a place where there were significant challenges but where I could contribute to move things forward, develop a vision, goals and strategy and that sort of thing.

And Bryony, you joined a few months later?

BR: Initially, we had both applied for the same job. Jonathan was offered the CEO job, and I was offered a different role, which was kind of a deputy CEO, artistic director. My background is more in museums and arts side of things, arts centres, very much in participatory and building audiences. So there was a complementary match between the two of us.

So how did the dual role come about?

We were going to have to hit the ground running.

JM: It was at that really early stage where there was a new board – a small board – new chair, working it out as they went. They were really open-minded and having taken a step back, seeing the challenges and the opportunities when we came along, I think they realised the complexity of the task at hand and the different skill sets that would be needed to move forward. So, they took us both on and then quite quickly, as we started working together, we realised that we were working on a very similar level, which is why we then moved into that dual directorship role.

And when you joined, bang came lockdown. That must have been a tough baptism?

JM: We were talking about this the other day. Yes, it was, but we already knew that there were going to be significant challenges with the museum, so we came in with an open mind. We knew that we were going to have to hit the ground running and be open-minded about what we were going to come up against. That was the bigger picture. Covid obviously had an impact, both personally for us, how we were going to work, how we were going to rebuild a team remotely, all those kind of challenges. But the museum’s challenges started probably about ten years ago, when funding changed. So this has been a gradual thing, it wasn’t a bombshell moment. I think in a way,

because we came in knowing some of the challenges and knowing we were going to face new things as we came through the door, in many ways Covid was just another challenge on top of the other ones.

When the museum was closed in lockdown, did you spend the time working on the business?

BR: Definitely, that time ‘visioning’. And I think it’s important to say at the time the organisation was ineligible for many of the kind of project grants that most museums receive to keep them open. That was in part why we were appointed in that we’ve both got capital project experience and that’s what was definitely needed here. As you can see, the building is leaky and it’s been somewhat under invested in. The displays were tired, so it was a really good time to actually sit down and do some big visioning stuff and to get a plan in place for the future.

JM: And also because we had, like Bryony said, a very small team when we joined, we were able to be quite agile and flexible and gradually build. I think the main impact Covid had for us was that we had a lot of enthusiasm for moving things forward as quickly as possible. We wanted to get in, get the doors open, start growing numbers and make a mark quite quickly, but we had to take a longer.

And then two years ago crisis point after an unsuccessful bid to the Council’s culture and creative investment programme. How close were you to shutting down?

JM: It was very precarious. It was the timing as well, because we were just signing off our accounts, and we needed to demonstrate we were a going concern with the reserves to keep going for a further 12 months. The organisation’s funding had been in decline for a good period of time and this was the last bit of core funding that we received. It was challenging, but gave us an opportunity. It forced us into a space where we really had to think carefully about what the next steps were going to be. And I think it was really helpful in a way that it demonstrated the importance of this organisation, and the role it plays within the local community. We learned a lot that we probably wouldn’t have done without that kind of ‘hot point’ moment.

BR: In a weird way, it was quite liberating, wasn’t it? Because, if we were going to save the organisation, nothing was off the table. Do you lose your museum, or do you just actually behave in a different way? I don’t like to use the term, but sometimes you can bend a few rules if you’re in dire straits. You start to really think about things like ‘what does it mean to be a museum today’?

That was going to be one of my questions. What is the role of a museum in 2024?

BR: It has changed drastically, even in the last few years. Museums used to be places of research and understanding, of in-depth knowledge.

They used to have curators; none of that happens now. It’s part and parcel of an overall society change. It’s changed in higher education as well, so you don’t have that stream of academics coming down and research grants that used to be there. We are now more community-focused, more reactive, more playful, just generally opening the space up and saying to people, what do you want to do? Come in and have fun!

JM: When we were at that crisis point a couple of years ago, we discussed with the board what our options were. Things like, are we going to stay in this building? Are we going to be a virtual museum and explore online museums? We looked at various options, some quite radical, some not so radical.

And it was very clear from the community that this location, this building, was very important to them. It’s not just the collection, the exhibitions, it’s this building, this space. They have a strong association with it.

If we were going to save the organisation, nothing was off the table.

So the prospect of there not being a Royal Cornwall Museum was quite stark and sobering for many?

BR: I think it’s important to people, not just knowing it’s there, but also the recognition that the story of Cornwall is being shared with younger audiences. It has also given us a chance to reconnect with people who hadn’t been recently and say, come back. What do you want to see? What changes should there be? We’ve made some fairly big changes and there will be more to come and we’re doing that by listening to people.

I guess you have to balance the needs of a traditional audience while opening up to a new audience?

BR: Most of our traditional audience is coming along for the journey. There is, of course, a worry that when you change the offer and make it more family-friendly or whatever, that it counteracts what they need, but that hasn’t been the case.

JM: I think the role that this museum has in Truro, is really interesting. There has been a lot of community support, because they recognise, whilst they might not always visit, that we’re holding a really important part of Cornish cultural heritage.

There’s also something about the reimagination of Truro as a city to visit for a day out, to enjoy, to live in, work and play. The role that cultural institutions have is different to what it was like ten years ago. It was very much seen as an add on, predominantly people would come to Truro to go shopping. But that’s changed in recent years. So, organisations like the museum and Truro Cathedral can reimagine their roles. Institutions like this can play a part in the success of the city, and we see our role in Truro as making it a really exciting place to come and visit. Most people come to Cornwall for the beaches, but

there is so much more to our region than just sitting on the beach. And museums and other cultural institutions can really appeal to people.

BR: There’s also a big role for museums around education. We have about 6,000 school kids through a year. We have a new mineral gallery with a digital lab. We can really explore those things that are important for Cornwall. We’ve developed a science workshop, we’re partnering with Cornish Lithium and looking at tech metals and things like that. We did a project with Cornwall Spaceport and things like that are really important because for kids in Cornwall, it’s not always easy to get access to that kind of learning and the museum can play a really big part.

Can getting people through the doors in the first place be a challenge in this day and age, breaking old perceptions that museums are stuffy old places?

JM: If you came here ten years ago, it would probably have been that. We are definitely trying to break down those barriers and show that we’re a bit more exciting. You can come here and have a good time, and it’s not at all stuffy.

BR: We’re growing audiences, so whatever we’re doing is going in the right direction. The automata exhibition, for example, hit the news headlines and really brought people in. That was a really popular exhibition. So, we are programming directly to attract people with exciting exhibitions.

JM: It’s about finding ways in making it relevant for people today, so they don’t just think they’re coming to a stuffy old museum. It’s about creating those links that inspire, particularly for young people and their families which is a real target audience for us.

Where does most of the revenue come from?

Paying customers?

JM: It’s a mixed bag and it will become increasingly mixed, because that’s how institutions like this are going to thrive, by having a really diverse income stream. So, we’re not relying solely on visitors. We currently lease our shop and our café, that’s another income stream. We have some investments as well. We have an endowment of three and a half million, which brings in about £100k into our operating revenue. And then we’ve exploring more opportunities around corporate hire. We have filming sometimes, we have awards ceremonies. Cornish Lithium have their Christmas party here every year, so a whole mixture. We also have fundraising activities and membership which all contribute to the income stream.

How sensitive is price point? I notice £7.50 gets you in and entitles you to visit for the whole year.

BR: The Association of Independent Museums have guidelines which we fit into. But it is hard, and it’s really a local benchmarking and many visitors, of course, do come back throughout the year.

We see our role in Truro as making it a really exciting place to come and visit.

JM: With our price point, we have to be financially stable, that’s our aim. But we also want to be as accessible to as many people as possible.

The board and management of the museum has changed significantly in recent years.

JM: When we joined, it was a small board that had just been through a reconfiguration with a new chair coming in. Then there was recruitment a couple of years ago where we grew it by a couple of people. And a few months ago we brought in four more trustees. That really signals the direction that we’re going in, targeting certain skill sets that we needed.

There’s also a big role for museums around education.

We had intentionally held off recruiting because we needed agility and flexibility. Now we’re in this transformative stage where we’ve secured about £4.5 million of investment and it all feels much more stable.

And the ongoing improvements on the building here, when will that be complete?

JM: We’ve completed the first phase, which was the mineral gallery. The next phase is a Shared Prosperity funded project which is the main gallery, nature gallery, the garden and an art gallery space on the balcony. And then the roof. So that’ll be over the next 12 months or so. And then we’re applying for National Lottery funding for the final phase.

It will probably be around 2027 that all the capital works will be completed. And then we’ll be focusing more on the programme and driving numbers, doing all the stuff that we’ve wanted to do, but not quite had the facilities to do.

BR: We’re working in quite an agile way at the moment. Museums traditionally plan their exhibition programme three or four years in advance, but we’ve been much more reactive, partly because when we started, there wasn’t anything in place. But that’s been quite liberating, being able to be a bit more playful and agile. But hopefully when we’ve finished all the building improvements, we’ll be able to bring in many more national exhibitions.

JM: But I think we’ll still want to hold on to that agility, because what’s great about the museum. When we talk about the role of the museum, it’s that we can respond to what’s going on in the world and what people need. So having that ability to not plan years and years in advance is something that we will always want to keep because it’s fresh and is what museums are about, rather than just having a five-year programme of activity.

Have you both been able to accomplish as much as you would have liked over the past four years?

BR: When we hit the funding crisis two years ago,

there was quite a big and prolonged stall. We had a strategic plan in place and were heading in the same direction we’re going in now, but all of a sudden we had to concentrate on the here and now. That slowed us down, but in a way, it forced our hand to speed up. There’s definitely been some achievements, but some setbacks along the way as well.

JM: There have been some massive achievements. The visitor number growth, for example, has been huge. There were 41,000 visitors last year, the year before it was about 25,000. And that’s really useful for the funders to see the impact that their investment is having on the business.

Do you think in some ways what happened two years ago and being so close to going out of business, it has almost helped get you to where you are now?

JM: Since we arrived on the doorstep, we were really transparent about what the challenges were, what the financial implications were, just how serious it was for the organisation and long-term survival. But what we found two years ago was that message wasn’t getting across, because everyone just assumed everything would be alright and the museum would always be there. What happened two years ago accelerated our plans, but also made it clear to everyone that you can’t just take things for granted.

It was quite a shock when the news first broke.

BR: I think people assumed that we were run by the Council, a lot of museums are. We don’t receive core funding from the Council. And because of the National Museum scheme, people think museums ought to be free, which is great in some ways, but it complicates things for regional museums who don’t receive the kind of funding others receive from national government.

Those museums get an award each year, whereas museums like ours, we have to apply for grant funding for specific projects that we then have to deliver. So, it’s just a different way around doing it. We definitely don’t get the kind of money so that we can be free.

But we’re free for under 18s, so we’re trying to make it as accessible as possible. But that is our core challenge. If we’re going to operate in the way that we think we should, we’re always going to need some sort of funding to enable us to do so.

What gives you most satisfaction in your jobs?

JM: This might sound a little bit selfish, but the fact that we’re building something that seemed pretty impossible at one stage. I think that’s what really motivates me. When we came in, it was on the brink and being able to build a team and a visitor experience and exceeding expectation, that’s pretty special.

We’ve worked so hard to get to where we are and we have got an amazing team behind us. And I think that’s what’s really made the difference, a strong culture and a clear set of values.

It was very clear from the community that this location, this building, was very important to them.

BETTER TOGETHER

Introducing some worthy organisations who deserve support from the Cornish business community...

Become part of a dedicated network of businesses working together to change lives.

EMPLOYMENT UPDATE

Labour have set out proposals for significant employment law reform in the new Employment Rights Bill. While awaiting consultation on the detail, Mark Roby, HR advisor and member of Stephen Scown’s charity sector team highlights the key issues for charity employers.

DAY ONE RIGHT: UNFAIR DISMISSAL

Unfair dismissal protection is to become a ‘day one’ rather than two years’, right. Employers will be able to apply probationary periods (which may be up to nine months) with fair processes. Employers will be expected to set out to an employee, in writing, their reasons for making a short-service dismissal; currently only employees with two years’ service having the right to request that.

NATIONAL MINIMUM WAGE (NMW)

The Government has stated commitments to a “genuine” living wage, which considers the cost of living, and removing the age bands for the NMW, which it considers discriminatory. Increased rates could take effect from April 2025.

ZERO HOURS CONTRACTS

Labour intends to ban “exploitative” zero hours contracts, though the definition of “exploitative” is not yet clear. It would give workers the right to a contract reflecting the number of hours they regularly work, potentially based on a 12-week reference period; and reasonable notice of any changes, with compensation likely to be proportionate given for any changes.

STATUTORY SICK PAY (SSP)

As another day one right, Labour intends to strengthen rights to SSP, removing the lower earnings limit to make it available to workers and removing the three-day waiting period before SSP is payable. This could be implemented as soon as April 2025.

EMPLOYMENT STATUS

Charities will be familiar with the complex issue of status: is someone an employee, a worker, or a self-employed person? Labour plans to implement a single status of ‘worker’, giving a simpler differentiation between the self-employed and workers. This will be complex and likely subject to significant consultation first.

To contact Stephens Scown’s specialist employment and HR advisors, call 01872 265100, email enquiries@stephensscown.co.uk or visit www.stephens-scown.co.uk

CORNWALL HOSPICE CARE

Your business can make a difference to our community!

Together, we can continue to support our patients and their loved ones through one of life’s most difficult times, making every day matter.

Unite your staff behind a local cause that makes a difference to our community

Choose us as your Charity of the Year, sponsor one of our events or join us as a corporate partner – however you decide to support us, we’ll work with you to ensure that it is a strong, mutually beneficial partnership.

Show your stakeholders and customers that you care, unite your staff behind a local cause that makes a difference to our community and get great publicity, all while supporting a Cornish charity.

“My husband passed away at the hospice and the staff took great care of him and myself in his final week. They extended the bed so I was able to spend my husband’s last night with him which made his passing more peaceful and after he passed they took great care of him and myself. I will always be eternally grateful that the staff managed to get my husband’s pain under control as he was scared of dying in pain.”

We receive heartfelt comments like this thanks to the generosity of our amazing Cornish community. Putting it simply, without you we wouldn’t be here, offering our compassionate and high-quality end of life care. With your support, we can keep Mount Edgcumbe Hospice and St Julia’s Hospice open, and we can continue developing our bereavement support and community services.

Our care is 100% free but funded by you. We’re almost entirely funded by donations, fundraising events, those who buy in and donate to our charity shops, and gifts in Wills. We need the support of local businesses like yours now more than ever.

Join us in making every day matter to all those whose lives we touch. Take a look at us here www.cornwallhospicecare.co.uk and call our team on 01726 66868 (option 3).

BF ADVENTURE

Local Charity BF Adventure has been committed to empowering Cornish children and young people to learn differently in the outdoors since 1989. With two activity centres covering Cornwall, we offer both specialist support, group and residential experiences

Our specialist provision focuses upon highly vulnerable and disadvantaged children who are struggling in education. Our team utilises our wide range of outdoor challenge-based adventure activities to build confidence, resilience, life skills and to help young people to overcome barriers and receive specialist support for their individual needs. In 2023/24 we supported over 1000 children and young people.

Invest in building brighter futures, changing lives, having fun!

Quote from a Parent:

“My son was in a really bad place, had little to no trust in anyone and would harm himself. Since attending BF he’s so happy, will work with others and take the lead in groups outside of BF. The confidence and self-esteem BF have given him is outstanding. BF gave me my boy back.”

Support the charity directly or work with our awardwinning social enterprise Via Ferrata Cornwall CIC (based in Goodygrane Quarry Penryn) on its mission to generate funds to support the charity. Try our adventurous activities, book in your team for a reward and/or development day they will always remember and join us for our next annual Business Challenge event (September 12) raising funds to directly support vulnerable Cornish young people.

You can also visit with family or friends weekends and Holidays and If you don’t like adventure then support us by visiting the onsite Café run by the Cornish Barista for great Coffee and amazing Cakes.

bfadventure.org

Viaferratacornwall.co.uk

We provide critical care to seriously sick and injured people across Cornwall and the Isles of Scilly.

Responding to over 1,000 missions annually, our crew is here at a critical time when every second matters.

Operating with no direct government support towards running costs, we rely on the generosity of people like you to keep us flying 365 days a year.

This year, we are looking to raise an additional £2.85 million towards the cost of a second lifesaving helicopter, due to arrive in Spring next year. We receive no government support towards running our service.

Working together, we can provide rapid, critical emergency care when its needed most across Cornwall and the Isles of Scilly. With mutually rewarding partnership opportunities tailored to the impact you wish to make; your business can make a lifesaving impact with the local community.

WAYS TO GET INVOLVED

Nominated charity partner

Joining forces with us shows your stakeholders your commitment to the well-being of the local community. We understand that every business is unique, and we’ll work with you to create a plan of activities that meet your business goals and community aspirations.

CORNWALL AIR AMBULANCE

Events partner

The charity holds a range of events every year that gain media attention and mass participation by the people of Cornwall and beyond. Being an events partner offers the opportunity to promote your support through positive publicity and enhancing local connections.

Find out how your business can make a lifesaving impact with us at cornwallairambulancetrust. org/corporate-support or contact Julia.jeffery@ cornwallairambulancetrust.org

Registered Charity 1133295

CHILDREN’S HOSPICE SOUTH WEST

On Christmas Day 2017, Tim and Ruth were told that their six-week old son Josh had a rare, severe case of epilepsy and needed to begin medication immediately. Their first Christmas as a family of four became a blur.

Years went by with more Christmases in intensive care, medication trials and hours spent in hospital.

Josh is now six, but his condition remains lifethreatening. The family have been visiting Little Harbour children’s hospice since January 2023 and it continues to be a vital place for them to enjoy quality time together, creating precious memories as a family.

Despite not knowing what to expect, from the first day they visited Little Harbour it felt like home.

Ruth said: “A night of uninterrupted sleep is unheard of for us. Coming to Little Harbour means we know we can sleep because of the incredible nursing team looking after Josh. We know that he’s happy, comfortable and safe.”

What should be a happy time of year for the family, is now triggering and stressful, as Josh has ended up in intensive care over Christmas twice.

This Christmas, please help us to support local families like Josh’s, now and into the future by joining Children’s Hospice South West’s Business Club. Your support will help fund ongoing hospice, emergency, end of life and bereavement care for local children, young people and their families.

The CHSW Business Club provides a platform to raise your profile and make new connections.

You will receive access to exclusive member and networking events at our hospices, experience first-hand the impact of your support and you will be part of a business community passionate about supporting families across the south west.

www.chsw.org.uk/businessclub corporate@chsw.org.uk

CORNWALL CRICKET BOARD

Cornwall Cricket Board is dedicated to offering a variety of cricket opportunities for both adults and children aged five and above throughout the county. We believe that cricket should be accessible to everyone, regardless of age or skill level, and our goal is to create thriving cricket communities where players of all abilities can come together to enjoy and develop their love for the game.

Our vision is to nurture and grow these communities by providing opportunities for individuals to engage with cricket and improve their abilities. We want to create an environment where anyone who loves the sport has the chance to participate, learn, and share their passion with others.

We have five senior teams, including Senior Women’s, Disability, Over 50s, Over 60s, and Over 70s, ensuring that adults of all ages and abilities have the chance to compete. Additionally, we oversee 13 junior (Pathway) teams, offering a structured development pathway for boys and girls, with teams in age groups from Under 11 to Under 18.

As the official governing body for cricket in Cornwall, we are responsible for the sport’s strategic management, development, and regulation. We work in close collaboration with the England and Wales Cricket Board (ECB), ensuring we uphold the standards and policies set at the national level.

At Cornwall Cricket Board, we are committed to making cricket affordable and accessible for everyone. By sponsoring one of our teams, you contribute directly to reducing operating costs, which allows us to pass those savings on to players. This makes cricket more affordable and accessible, helping us bring more people into the sport and foster a stronger sense of community around it.

cornwallcricket.co.uk tamsin@cornwallcricket.co.uk | 07507 673668

ST PETROCS

At St Petrocs, we believe no one should be homeless in our society.

Is your business ready to be part of real and lasting change in Cornwall? By joining St Petrocs Business Club, you will become part of a dedicated network of businesses working together to change lives and end homelessness in Cornwall.

As a member, you will directly support vital services for people experiencing homelessness. Your contribution helps provide essential resources, support and pathways to housing and employment, all aimed at breaking the cycle of homelessness and helping people rebuild their lives.

THE WAVE PROJECT

The Wave Project transforms young lives through Surf Therapy, using the healing power of the ocean to support children and young people facing mental health challenges.

According to the NHS, 1 in 5 children in the UK now experience probable mental health conditions, highlighting the urgent need to address this growing crisis. The Wave Project provides a safe, nurturing environment where young people can gain confidence, build resilience and develop vital coping mechanisms.

Alongside Surf Therapy, The Wave Project offers Education and Accessible Surfing programmes, to individuals with a wide range of both physical and invisible disabilities, who may also be affected by mental health challenges. By making surfing accessible to all, this initiative is not just about sports, it is about breaking boundaries, building confidence and creating a sense of belonging for children and young people across Cornwall and beyond.

Every member of the Business Club forms a meaningful partnership with St Petrocs. We work closely with each business to tailor support that aligns with your strengths and interests, ensuring that your business can contribute in the most effective way possible.

Being part of St Petrocs Business Club also offers a range of exclusive benefits. Members gain priority access to special events, where you can network with other socially responsible businesses and see firsthand how your support is making a difference. You will also be able to engage in hands-on volunteering opportunities that give your employees a chance to be involved directly in our mission.

Homelessness is not inevitable. Together, we can restore hope, dignity, and offer a future where people have a place to live, work, and succeed. Join today and witness the profound impact your business can have.

Join us and be part of someone’s journey to end homelessness for good.

Visit stpetrocs.org.uk/businessclub or call 01872 260948 to learn more.

Businesses play an essential role in helping The Wave Project expand its life-changing work. Corporate partnerships allow the charity to reach more young people, and there are numerous ways for companies to get involved. Opportunities include joining the Surf Therapy Alliance, selecting The Wave Project as a Charity of the Year, organising employee fundraising activities, or developing bespoke partnerships.

By supporting The Wave Project, you can help more children thrive and build a brighter future.

waveproject.co.uk

Why invest in nature's recovery?

What is LINC?

Our purpose is to catalyse private funding in natural capital to help meet Cornwall’s target of 30% of land, rivers and seas to be well managed for nature by 2030.

Local Investment in Nature Cornwall (LINC) provides project development support for sellers of natural capital projects in Cornwall to become investment-ready and promote their projects to potential investors, buyers and funders.

It’s the right thing to do

Nature is in trouble and needs our help. Cornwall has declared an ecological and climate emergency. Protection is not enough - nature needs to recover, grow and thrive. Organisations feel more and more desire to act for the benefit of the environment and society.

It’s the new standard

Many EU countries are raising their sustainability standards which is affecting businesses and their supply chains. Get ahead of the game now and become an early adopter before it becomes more mainstream.

Keep it local

More and more businesses want to mitigate their impacts and offset more locally by supporting projects with tangible outcomes within the community where they are based and where their customers and staff live.

Make your staff happier

Many businesses run ‘give-back’ days or staff volunteering. Time in nature is proven to improve mental health and productivity.

Attract and retain dynamic staff

Recruiters are noticing that employees are increasingly choosing to work for organisations with good sustainability credentials who care about the environment and nature.

It’s in your policies

Many businesses have written environmental goals into their corporate plans in the form of Environmental Social Governance (ESG) or Corporate Social Responsibility (CSR).

It’s what your customers want

Businesses can gain more customers and win more business by being seen to support nature. A quick and high-profile way for a company to demonstrate they are doing the right thing is by doing something positive for nature.

Forging the future of manufacturing in Cornwall.

By Rachel Koerner

On September 26, the Manufacturers’ organisation, Make UK, quite rightly shone a light on the sector across the UK. Among others, here in Cornwall, workplace storage manufacturer Bott UK, Launceston woollen mill The Natural Fibre Company, and leading bespoke staircase manufacturer Spiral UK, opened their doors to visitors as part of National Manufacturing Day.

Across the south west, the manufacturing and engineering sector is thriving. This month, I spoke with just a handful of those working in or supporting the industry: employers and employees, course leaders and apprentices.

In Cornwall there is access to incredible support and training.

Eric Nicholls is chair of the Cornwall Manufacturers Group (CMG) and MD of Spiral UK. Sharing his enthusiasm for the development of the sector in our region, he highlights the impact it is making on the region’s economy:

“I never fail to be excited that we make things, it’s what we get up for in the morning,” he says.

“The number of times I have heard over the years, ‘but we don’t make anything in this country anymore’.

Oh yes, we do! A huge amount, high quality, technical, innovative things, and we are very proud to do so. When I tell people that last year the UK was the eighth largest manufacturer in the world, people are astounded. Spiral send products to all corners of the UK, every week, and beyond, and that never ceases to give me a buzz. Manufacturing is 10% of Cornwall’s economy, 16,000 permanent jobs, great career prospects for young people and a great sector to work in. I love it.”

For those looking to begin a career path in manufacturing, in Cornwall there is access to incredible support and training, too. Luke Bazeley is head of campus at Cornwall College Camborne and Duchy College Rosewarne. His own career was bolstered by his experience as a student at the college.

Enrolling on Level 2 and 3 courses as an apprentice, Luke finished early and was taken on at a local firm, Daften Diecasting, as a toolmaking apprentice. He then spent 15 years in the industry, before entering Further Education teaching.

“I wanted to pass on my experience. I always felt there was something more I could give,” says Luke who models his teaching techniques on real industrial practices.

“We’ve streamlined it across all our college groups, and I’ve been lucky enough to have been given free rein on that within engineering. My day-to-day role now is managing the two campuses and ensuring we are providing a world-class curriculum for our learners. I have no doubt that the knowledge, skills and behaviours learnt as an apprentice have helped me tremendously in my role now. This is my tenth year at Cornwall College and the transformation and investment within the last five years has been amazing.”

Luke is passionate about ensuring his students get the most out of their courses to set themselves up for employment.

“We put a huge emphasis on the quality of our education and ensure we are meeting employer needs. Some of the programmes we run are cutting edge in meeting this. It was evident that in meeting the local skills gap, we needed to act.

Working closely with the CMG and local schools, our Academy became a trailblazing project that has grown from strength to strength, seeing four of last year’s cohort gain apprenticeships in manufacturing directly from school. The model also gained both local and national recognition at the Make UK Awards this year.

The manufacturing sector contributed £217 billion in output to the UK’s economy last year, supporting 2.6 million jobs.

“As part of the continued investment and with help from the Local Skills Improvement Fund we have invested heavily in green skills and manufacturing to ensure our learners have access to industry standard equipment to best place them for future opportunities. Creating aspirational environments is key for us to inspire future generations and more importantly highlight some of the amazing career opportunities on our doorstep.”

Jacob Hodges is a design engineer who started with bespoke staircase manufacturer, Spiral UK, in 2014. He began at Cornwall College by completing a NVQ in CAD Design, and then progressed to an HNC in Engineering - for which he received a distinction.

Jacob is now the team lead in the drawing office:

“I have always been creatively practical with things, I enjoy crafting and making things – so I knew

I wanted a career that would allow that kind of outlet, but I never had a definitive direction. Falling into a career in manufacturing has been the best experience, it has allowed me to grow as a design engineer, but also as an individual.

“I’ve worked on some fantastic projects that have taken me all over the UK and given me the opportunity to meet some awesome people. My interest in my day-to-day job continues to grow and develop with each new project. Manufacturing provides fantastic futures for people.”

Spiral UK clearly values the apprentices who come to work with them and the fresh approach they bring to the business.

Finlay recently received a distinction in a Level 3 Metal Fabrication Apprenticeship from Truro College and was able to demonstrate his skills in welding and fabrication to Spiral UK’s visitors during their open day for National Manufacturing Day.

“I’m very proud to work in a career that is part of the fabric of our nation. In my job as a fabricator and welder I get to work alongside friends, be practical and use my initiative and enjoy a career where no two days are the same. It’s a good comradery and when you get to go out into the world and see your work in these high-rise London buildings, it’s a real joy. I’m proud to have found a career I love from the start of my working journey and excited to see where it will take me and what projects I will get to work on.”

Make UK reported that the manufacturing sector contributed £217 billion in output to the UK’s economy last year, supporting 2.6 million jobs. Firms across the UK are also investing more than in 2023, with £38.8 billion of investment taking place. As Cornwall’s businesses innovate and expand, they are opening doors for seasoned professionals, as well as young talent ready to step into exciting opportunities and apprenticeships that offer hands-on and specialised training.

Parc Signs is a second-generation, family-run sign manufacturer based in St Austell. Over the decades the business has invested heavily in both purposebuilt premises, as well as acquiring machinery to further support the manufacturing capability it offers its clients – CNC, laser, carpentry, paint, and various print options. While the business was founded on a heritage of traditional signwriting, which is still carried out today, Parc Signs has also welcomed, and invested in, innovation.

Employing 19 staff, Parc Signs MD, Karen Barnett adds: “Our clients and their requests have led to us increasing our technical design and manufacturing capability over the years as we can be asked to make anything. This can range from sign structures to more complex build projects such as exhibition fit outs, which require technical know-how, as well as fabrication skills. Having a team who can work on that from start to finish is fantastic. Manufacturing in-house

is a real advantage to both the team and our clients as it gives us the opportunity to take on new challenges and try different processes as the work dictates.”

This commitment to the development of Cornwall’s manufacturing sector and its workforce, not only empowers individuals, but also fuels the sector’s competitiveness on a national scale. With continued investment and community support, Cornwall is well-positioned to be a hub for sustainable manufacturing, creating a wealth of career pathways and economic benefits for the region in the years ahead. And the impact of the sector’s success is international.

Manufacturing is thriving in Cornwall, we have companies exporting goods all over the world.

Luke Smith, MD of Lesjӧfors Heavy Springs UK, explains: “We manufacture 70% of the suspension springs for the automotive aftermarket in the UK and our industrial side covers component manufacture across a wide range of industries including renewables, marine, agriculture, construction and plant equipment to name a few. With 40% of all our products exported across Europe, the impact of our teams, the skills and expertise within our factories in Penryn and Redruth, is far reaching and places Cornwall’s manufacturing on a global stage.”

Technical manager, Justin Simmonds, continues: “It always makes me smile when people realise that springs are in everything. What they also might not realise is the breadth of career opportunities that the manufacturing sector offers. I started on the factory floor and have lived and breathed spring manufacturing. Highly technical and with a high demand for custom designs to solve specific application issues, the skills I have now gained through the Lesjӧfors’ CPD programme, to technical manager, are unique to the field and highly valued. Manufacturing makes the world go round and within Cornwall, there are many manufacturers who are a key part of everyone’s everyday life.”

Ripe with diverse employment and apprenticeship opportunities, Cornwall’s manufacturing sector can only anticipate further growth.

Jon Hurrell, CEO of CMG, and MD of Sellectronics, which offers electronic manufacturing services, concludes: “Manufacturing is thriving in Cornwall, we have companies exporting goods all over the world and working with some of the biggest household names including Tesla, Airbus, and Rolls Royce to name a few. The industry provides high levels of economic benefit for the county through skilled jobs and the communities they support. Support for the sector is growing in the county and with the right levels of support it has an even brighter future.”

NEW LOOK, SAME INDEPENDENT ADVISORS

A fresh new look for accountants and business advisors PKF Francis Clark is about much more than a logo, as Tom Roach, head of the firm’s Truro office, explains.

Regular readers, our clients and anyone familiar with PKF Francis Clark will notice something different about these pages. Yes, we have a fresh new look –and I hope you like it.

So why have we rebranded and what does it mean for our clients and contacts in the Cornwall business community?

The first thing to say is we’re still the same independent, local advisors our clients have come to know and trust over many years, just with a more modern look. But the changes we’re making are more than skin deep.

As an accountant, branding is not my area of expertise but I’ve learned a lot in the leadup to our refreshed brand going live.

I’m told by our marketing team that there’s a lot more to it than simply designing a new logo. As part of the rebranding process, we’ve taken the opportunity to review the experience people have when they engage with PKF Francis Clark, whether that’s visiting our website, attending one of our events, applying to join our team or working with us as a client.

This is particularly important when it comes to accessibility. Some 20% of people have visual, motor, hearing or neurodiverse conditions affecting how they read, watch or listen to content. We’ve committed to making everything we produce accessible, including through careful use of colours, fonts and clear, plain English. By focusing on accessibility, we’re improving the experience for everyone.

Our rebrand is just part of a range of positive changes, including our broader efforts to reduce our carbon footprint and enhance our environmental, social and governance (ESG) practices. It comes as we embark on our new three-year strategy, under the leadership of Truro-based chief operations officer Scott Bentley and chief executive officer Paul Crocker.

A key theme of this is about making a positive impact as a firm, both for our clients and our community. This is something Cornish businesses are generally strong

on, perhaps because we’re so proud of our wonderful natural environment.

Over the past few years, volunteering days have become a popular part of our culture, with colleagues from our Truro office helping local good causes such as the Children’s Sailing Trust, the Cornish Seal Sanctuary and the RSPCA. Each year we also choose a charity of the year. This year we have been raising money for Children’s Hospice South West through a variety of activities, and we hope to present them with a significant sum at the end of the year.

We know from talking to our clients, colleagues and suppliers that they care about ESG issues as much as we do, so this is a key focus for us as we work towards becoming a certified B Corp.

Our rebrand reinforces our connection with our fellow member firms in the PKF Global network, whilst retaining our identity as a proudly independent south west firm. Being a PKF member firm enables our clients – especially those trading overseas or who aspire to do so – to tap into a wealth of expertise in 150 countries around the world.

We’re proud of our Cornish heritage. Those with longer memories will remember us as Winter Rule before the merger with PKF Francis Clark in 2011. Since then, our firm has continued to grow, with a team of more than 950 people based across nine offices today, including over 150 of us here in Cornwall.

We have been supporting business leaders since 1919, with technical expertise, a fresh perspective or an experienced listening ear. Getting to know and understand our clients remains fundamental to our approach. So, while our brand looks different, we look forward to continuing to provide the personalised service and expertise our clients have come to expect from us, with indepth specialist knowledge available locally.

To be authentic, any brand has to reflect what’s on the inside. Since 2022, we have been certified as a Great Place to Work, reflecting our dedication to enabling colleagues to be themselves, develop and flourish in their careers. Our people are our greatest asset, so maintaining our supportive culture will always be key to our success.

Our rebrand is just part of a range of positive changes.

Find out more by visiting: pkf-francisclark.co.uk

TURNAROUND & RECOVERY

Like the weather, this autumn is likely to bring uncertainty for business owners. Andrew Knox and Robin Koolhoven set out ways to navigate the choppy waters.

As 2024 migrates to 2025, businesses will continue to feel the pressure, with certain sectors expected to fare worse than others.

The figures for August 2024 show that 1,953 companies in England and Wales entered insolvency, 9% lower than in July 2024 (2,144) and 15% lower than the same month in the previous year.

Of these, 279 were reported to be compulsory liquidations and 1,542 were creditors’ voluntary liquidations (CVLs). 112 were administrations, which shows, say commentators, a clear distinction between businesses that reach the end of their lifecycle and those with potential for recovery and reflecting the sustained financial pressures that businesses have been facing throughout the year.

However, the long-term trend shows the corporate insolvencies have been steadily increasing since 2022 and many companies are facing hugely challenging times. According to Begbies Traynor’s Red Flag Alert, in Q2 there were 2,041 Cornish businesses in “significant distress”, representing a 52.1% annual increase.

Bethan Evans, interim south west chair of R3, the UK’s insolvency trade body, says that while the overall economic picture has improved, the market remains a challenging one, and managing costs is still very much a key concern for many directors.

“From a sectoral perspective, retail sales increased in the summer and construction output increased in July, but it remains to be seen whether this is enough to compensate for months of challenging trading conditions and whether the critical pre-Christmas trading period can provide the boost companies right across the economy badly need.”

She adds: “Looking more broadly, now the Bank of England’s Monetary Policy Committee has made its decision on the rate of interest, firms may be prepared to look at their financing arrangements as many are likely to have been delaying this decision until after the announcement. However, there may be limited options available, and this could lead to more discussions around restructuring options for businesses seeking alternatives to a fresh injection of funds.

SEEK ADVICE EARLY

Nobody “plans to fail” but sometimes it becomes apparent that a business cannot and should not continue. Be proactive – prompt early action is likely to reduce stress, maximise returns to your stakeholders and help directors avoid personal liability. The quicker you act; the more options will be available.

UNDERSTANDING THE ROOT CAUSES

Is the issue a short-term cashflow problem or something longer term? How are your competitors faring? Will “ploughing on” just mean more debt is incurred? To rescue or restructure you will need the support of employees, suppliers, customers, funders,

PLAN OF ACTION

As more and more businesses experience financially testing times, we examine some of the options available to company directors when the going gets tough.

“Of these, restructuring plans remain an option sought by a range of businesses across the UK, and the profession is continuing to search for a means of making them accessible to SMEs. Some of the most recent case law would suggest progress is being made, which is positive news given current levels of corporate insolvency and the challenges faced by the business community.”

And she stresses the importance of directors keeping fully abreast of their situation and acting early.

“We urge consumers and directors to remain vigilant about their finances and seek advice as soon as they become concerned or spot any signs of financial distress. Most R3 members in the south west will give prospective clients a free consultation to learn more about their circumstances – and taking up that option when your worries are at an early stage will give you more potential solutions than if you’d waited until the problem became more severe.”

Managing costs is still very much a key concern for many directors.

landlords, HMRC etc, as well as business intelligence about your sector. Be honest and credible in your discussions, but also realistic and don’t overpromise.

Businesses are far more likely to fail through lack of proactive decision-making than because of making deliberate wrong decisions. Our team has experience in helping directors to combat problems –recognising there may be a problem is central to your ability to resolve matters.

GETTING GOOD ADVICE

If you have concerns as to the solvency of your business, the restructuring and insolvency team at Stephens Scown can

provide the information that directors need to make informed decisions and assist in guiding you through to potential solutions.

Partners at leading south west law firm, Stephens Scown, Andrew and Robin provide advice on the legal and commercial issues that arise on or out of challenges faced by businesses.

insolvency@stephens-scown.co.uk www.stephens-scown.co.uk

WARNING SIGNS

Bishop Fleming restructuring partner, Luke Venner, outlines some of the options available to businesses in severe financial trouble.

Cash flow challenges can pose significant risks to businesses of all sizes, and when not managed effectively, it can lead to serious financial distress. The importance of preparing forecasts and regularly monitoring the position should therefore not be underestimated. But where do you turn, and what options are available, when the position deteriorates?

MAKE CHANGES

Invoicing promptly and setting clear payment terms may help to accelerate incoming cashflows, as would offering incentives for making early payments. Consider, also, negotiating extended terms with your suppliers.

Improving stock management, where appropriate, may also assist – analyse stock levels, eliminate slow moving items to free up cash, and only purchase stock when needed.

Can you invest in strategies to boost sales, should pricing be evaluated, and would dynamic pricing based on demand or seasonality help?

Cut unnecessary costs – identify and eliminate nonessential expenses, consider outsourcing certain functions at lower cost, and assess if redundancies are appropriate.

FINANCING

Should the business be refinanced in order to secure a lower interest rate and reduced monthly repayments? Extending the term of a loan may also reduce monthly costs. Similarly, debt consolidation, where multiple loans are converted into one can simplify payments and potentially secure a better rate.

If the business is starved of working capital, consider accessing new capital via debt and/or equity.

TIME TO PAY

It is not untypical for HMRC to be one of the largest creditors, particularly in a distressed business, and so

DIRECTORS’ RESPONSIBILITIES

Abi Lutey, a partner in the commercial dispute resolution team at Coodes Solicitors, highlights obligations and steps company directors should take in cases of insolvency.

Last month’s Budget brought changes that will be both a challenge and opportunity. According to statistics, businesses have continued to face difficulties, with the number of company insolvencies in England and Wales remaining higher over the summer months than seen during the pandemic. Against this landscape, it is key that directors review their financial strategies to ensure they can mitigate against any negative impacts.

There are serious personal consequences for company directors under the Companies Act 2006. Directors are bound by specific duties that, if neglected, can include liability for the company’s debts, fines, or even criminal charges.

managing that position is important. If the business is unable to discharge its tax dues in the ordinary course of business, and perhaps HMRC is applying significant pressure, consider applying to them for a time to pay arrangement. Such an arrangement allows a tax liability to be settled over an extended period. Cashflow forecasts should be prepared as part of that process in order to determine a realistic level of repayment.

INSOLVENCY OPTIONS

Of course, the financial position of a business might be so severe that it is not capable of being remedied, leaving the business unable to discharge its creditors in the ordinary course of trading. In this instance, insolvency options will have to be properly considered.

Put simply, insolvency options fall into two areas – there are rescue procedures, most commonly known as Company Voluntary Arrangements and Administration, which can either facilitate the ongoing running of the business or the sale of the business and assets to a connected or unconnected party, whilst also dealing with creditors, or there are more terminal procedures (liquidation) which will generally involve closing the doors and cessation of trade. In all instances, because of the regulated and complex nature of insolvency, professional advice should be sought from a licensed insolvency practitioner.

Going hand in hand with the above is the importance of directors seeking independent advice so that they are clear on their obligations.

Our business restructuring team offers clear, honest and practical advice, where we draw on our breath of services to help organisations and individuals resolve disputes and overcome operational and financial challenges.

For more information, contact email lvenner@ bishopfleming.co.uk, or visit our website: www.bishopfleming.co.uk

Directors must adhere to the following legal obligations: Act within the powers conferred by the company’s constitution.

• Promote the success of the company. Exercise independent judgment.

• Apply reasonable care, skill, and diligence.

• Avoid conflicts of interest.

• Not accept benefits from third parties.

• Declare any personal interests in proposed transactions. Failure to meet these responsibilities can expose directors to severe legal risks, especially those whose company is facing insolvency.

As a company’s financial difficulties increase, directors must shift their focus from solely promoting the success of the company to also prioritising creditors’ interests. This time is commonly known as ‘the twilight zone’ when directors know or ought to know that the company is (about to become) insolvent.

Once it becomes obvious that the company cannot avoid insolvency, directors must make decisions with the creditors’ best interests as the primary consideration, even over shareholders’ interests.

Directors may face personal liability for wrongful trading if they continue to operate an insolvent company without taking reasonable steps to minimise losses to creditors. Fraudulent trading is where a director deliberately defrauds creditors and is a

criminal offence, and could result in disqualification, fines, or imprisonment.

Additional key risks directors face in insolvency include:

Preferences: Repaying one creditor unfairly over others, including repaying personal loans, can result in claims.

Directors must understand the importance of the company’s financial status.

• Transactions at undervalue: Selling assets below market value to the detriment of creditors.

• Defrauding creditors: Any attempt to conceal or move funds beyond the reach of creditors can lead to serious legal repercussions.

When facing insolvency, it is critical that directors cease trading and take immediate steps to preserve the company’s assets. Seeking legal advice early is essential in these situations and can protect directors from accusations of wrongful trading or misconduct.

Directors must understand the importance of the company’s financial status, using both the balance sheet and cash flow tests to determine solvency under the Insolvency Act 1986. Directors who fail to act appropriately during insolvency risk significant personal penalties.

For more information or advice contact Abi Lutey on 01872 246200 or abi.lutey@coodes.co.uk

FOOD FOR THOUGHT

Knowledge is power – so the saying goes – and it recently occurred to Cornwall Food & Drink founder, Ruth Huxley, just how true that is.

I’ve been working on a new food strategy for Cornwall and IoS and, as the needs and aspirations of the sector have taken shape, it’s become clearer and clearer how much of what needs to be fixed, or how many of the opportunities that are waiting to be developed, rely on people with the right skills and expertise, i.e. knowledge, to make them happen.

You might think ‘what about investment – isn’t it money that fixes things and makes them happen?’

In other cultures, food is given the status it deserves, as the foundation of healthy and productive lives.

For sure, yes, but how valuable is that investment if it isn’t backed by people with sound knowledge? Call it what you like –data, intel, research, facilitation, empowerment, enabling; even inspiration and confidence – all these drivers of growth and development are themselves driven by knowledge.

So, how is my lightbulb moment of any consequence? Well, it made me realise just how critical it is that the people who own and run our businesses have the best possible sources of knowledge at their fingertips if they are to achieve their potential and deliver the improvements we need to see in productivity and sustainability, both here in Cornwall and IoS and throughout the UK.

It’s also critical that we inspire the next generation of these entrepreneurs by opening their eyes to the myriad opportunities waiting to be explored and giving them the best possible grounding for their journey, including preparing them for the almost inevitable bumps they will encounter along the road.

This is especially true in agrifood (which we define as food, drink, farming and fishing) where, contrary to its reputation for dead-end jobs, low pay and poor working conditions, there is massive potential for creativity, job satisfaction and – with the right skills, expertise and knowledge - making money.

Right now we have a great opportunity to make these things happen. A new Government, and a new Industrial Strategy that acknowledges the current mismatch between the skills that exist and the skills that businesses need, along with a pledge to transform the skills and learning landscape.

The transformation needs to start with our children. In other cultures, food is given the status it deserves, as the foundation of healthy and productive lives. Children learn about food, nutrition, health and cooking at home and at school. Consequently, they understand where food comes from and its value. We have lost a lot of that in this country and the impact has filtered through to continuing education, where there are few high quality learning opportunities for those wanting to develop a career in food, drink, farming or fishing. That’s crazy for an industry that is the largest manufacturer in the UK, and in Cornwall accounts for one in four jobs and manages 80% of the landscape.

As we enter a new era, a new green revolution where the use of clean energy and the protection and regeneration of our natural environment need to be at the forefront of food production, there is a whole heap of new knowledge, learning and expertise to be developed alongside the time-honoured skills and understanding of food production. There are phenomenal rewards waiting for the pioneers who establish and cultivate that new knowledge. Let us not miss this opportunity for Cornwall to produce a new generation of people with the capacity to trade their knowledge around the globe.

Right now we have a great opportunity to make these things happen.

NEW CHAIR APPOINTED

Jon Hyatt MD of Hendra Holiday Park in Newquay, has been appointed the new chair of Visit Cornwall.

With over 20 years of experience in hospitality and tourism, Jon brings extensive industry knowledge and a passion for sustainable tourism. His deep understanding of Cornwall’s unique appeal makes him well-positioned to lead Visit Cornwall into its next phase of growth.

Jon will work closely with Michael Steel, Visit Cornwall’s MD since March 2023, to drive initiatives that support local businesses and enhance the region’s tourism sector. Michael’s decade of experience across tourism, energy, and finance complements Jon’s leadership.

Jon succeeds Malcolm Bell MBE, who will step down as Chair on October 31 and retire in March 2025 after delivering key SPF projects. Malcolm will continue to drive the development of the Cornwall and Isles of Scilly Local Visitor Economy Partnership (LVEP).

FESTIVE PARTNERSHIP CAMPAIGN TARGETING DEVON RESIDENTS

Visit Cornwall has teamed up with Truro City Council and Great Western Railway (GWR) to launch a festive campaign aimed at attracting residents from Devon to Cornwall for day trips and short breaks throughout the Christmas period. As a membership organisation, we are delighted to support our members by giving additional visibility to their festive events after a challenging year.

The campaign went live on Monday 14th October with a range of traditional and digital placements, including digital billboard advertising in Exeter, bus marketing in Plymouth, and poster placements across the GWR network. This also includes a targeted Meta campaign, and national exposure in the MailOnline.

By promoting travel via GWR, the campaign encourages sustainable travel.

Additionally, the campaign aims to drive out-of-

TOP PRIORITIES FOR VISIT CORNWALL

As a membership organisation funded by our members, we are committed to promoting, supporting, and championing Cornwall’s tourism industry by working to the following objectives.

Generating leads and enquiries for our members through various channels, including:

Our website, visitcornwall.com, which has over four million annual visitors,

• Digital and social media platforms, with over 435,000 combined followers on Facebook and Instagram,

Consumer e-newsletters, with a database of over 185,000 subscribers,

• Digital advertising campaigns, Partnerships with the travel trade,

• PR and media opportunities,

Participation in sales missions and trade shows.

We champion the Cornwall tourism brand by:

Collaborating with Visit England to ensure Cornwall is well-represented nationally,

• Partnering with Visit Britain and their overseas offices to promote Cornwall internationally, Running targeted campaigns,

• Engaging with the travel trade to develop partnerships,

PR opportunities to amplify Cornwall’s brand in key markets,

season visits to Cornwall.

We are now in the process of planning our Spring 2025 campaign, to further highlight Cornwall as a year-round destination. We look forward to sharing more details soon.

• Attending sales missions and shows to connect with travel industry professionals.

We support destination development and management by:

Conducting research and gathering statistical data to inform tourism strategies and policies,

• Providing representation through the Local Visitor Economy Partnership (LVEP),

• Leading and participating in externally funded projects to enhance our activity,

• Liaising with local councils,

• Collaborating with the Great South West initiative,

Assisting with product development to continuously improve and expand the visitor experience,

• Hosting marketing workshops to provide our members with the latest strategies and tools for success.

We act as the ears and voice of the sector by:

• Representing our broad membership base across the visitor economy,

• Influencing the policy agenda at both local and national levels,

Advocating for the specific needs of small, medium, and micro businesses,

• Providing opportunities for face-to-face meetings with key political and industry leaders to discuss and address the needs of Cornwall’s tourism economy.

YOUNG FARMERS’ CHAIR

Sophie Olds has been named the new chair of Cornwall Young Farmers’ Clubs.

Olds, who is head of accounts at Trurobased chartered surveyor, Lodge & Thomas, follows in the footsteps of two of her business colleagues - Andrew Body and Ed Harris – who are both past chairs of the Cornwall YFC.

She said: “Being in Young Farmers’ has given me lots of fun and lots of laughs – and loads of great memories. It has also given me skills, including public speaking. I think I am confidently able to speak in front of a large audience – there is not many organisations that would give you that confidence.”

CAAT IN THE FAST LANE

Cornwall Air Ambulance has appointed a renowned motorsports executive as its new chairman.

David Richards’ impressive resume includes founding Prodrive, leading teams in Formula One and previously chairing Aston Martin.

With a base on the Roseland Peninsula, Richards has a strong connection to the Duchy as owner of both the Idle Rocks and St Mawes Hotel. He now looks forward to helping to develop the future of a local charity for the people of Cornwall and the Isles of Scilly.

Tim Bunting, chief executive at Cornwall Air Ambulance, added: “We are thrilled that David is joining the board. With an impressive background to bring to the table, coupled with immense experience in leading high-profile organisations, I look forward to working alongside him and seeing the charity flourish and grow with his leadership.”

CARLOS JOINS FOLK2FOLK

Launceston-based peer-to-peer lending company Folk2Folk has appointed a new head of business development.

Carlos Howard brings more than 20 years of leadership experience in financial services, legal and manufacturing sectors.

Most recently he was head of client care at Nalders Solicitors, where he improved client experience and drove business development.

“We are thrilled to welcome Carlos to Folk2Folk,” said MD Roy Warren. “With his experience and customer-centric

SEASALT CFO

Contemporary Cornish clothing brand, Seasalt, has appointed Louise Couch to the role of chief financial officer.

Couch formerly held senior roles in Investment Banking at JP Morgan and Morgan Stanley, where she focused on the retail sector, and, most recently, spent three years as senior director, international financial planning & analysis at Peloton Interactive.

“I’m delighted to welcome Louise to Seasalt; her appointment marks a significant strengthening of our senior leadership team,” said CEO Paul Hayes.

“Her extensive knowledge and experience, particularly in international markets, will be invaluable as we continue to develop our long-term strategy to support our growth ambitions.”

WATERGATE BAY COO

Watergate Bay Hotel has appointed a new chief operating officer across its various businesses.

Simon Mahon joins the team as COO across Watergate Bay Hotel, Another Place, SeaSpace and Beach Retreats,

approach, he aligns with our culture and existing senior management team. We are confident that Carlos’s experience will be pivotal in driving broker-originated deals and enabling small businesses across the UK to access the funding they need to grow, develop or diversify.”

NEW COODES PARTNER

Coodes Solicitors has welcomed a new partner to the commercial property team.

With more than two decades of experience in property law, Natalie Owen (neé Carey) will enhance the firm’s specialist offering to businesses, landowners, developers and commercial landlords.

She joins the Coodes team from Prydis Legal in Exeter and prior to that was a partner with Knights.

Head of Commercial Property, Jo Morgan, added: “I’m thrilled to welcome Natalie to our team. She has a wealth of experience and legal skill to provide our clients with the quality advice they have come to expect.”

bringing with him over 30 years’ experience as a hotelier.

Responsible for operations across all four businesses, he’ll be working with the hotel directors, general managers and all teams to enhance guest experience and commercial performance.

CEO Ben Harper added: “In a landscape full of flux, 2024 has seen us double the size of our business and we have ambitious plans for further growth of all of our brands. We now want to take our operational delivery to the next level.

“Given his track record, Simon will do just that by providing inspirational leadership, new ways of thinking and experience that will really take us places in 2025 and beyond.”

GOONHILLY DEEP SPACE GROWTH

Goonhilly Earth Station signed a new contract with the UK Space Agency at the International Astronautical Congress in Milan.

The agreement sees Goonhilly provide deep space communications services to the UK Space Agency and international partners at a time when the number of space missions beyond Earth orbit are increasing and the capacity of existing services reaches its limit.

Since 2021, Goonhilly has supported over 17 spacecraft beyond geostationary orbit, including CubeSats deployed on the Artemis-I mission.

This new agreement will help expand existing UK capabilities and unlock new and emerging markets. The contract is “task-based” and worth up to an initial £2 million this financial year.

Chief technology officer, Matthew Cosby, said: “As the demand for deep space communications continues to grow, this new contract enables us to expand our capacity, support more missions and play a key role in the next chapter of space exploration.”

WHEN TWO BECOMES ONE

Truro-based agency Richard Edgerton Ltd has created a rebrand for the merger of WestCountry Food and MJ Baker Foodservice.

Kitwave Wholesale group approached Richard Edgerton Ltd to deliver a “radical” rebrand of the two merged companies.

“This was an equally rewarding and challenging branding project,” said director Richard Edgerton.

“We had the complexity of merging two established brands under the umbrella of a holding company, so needed to reflect all three unique cultures whilst creating an icon that represents the south west. We needed to create clarity and a confident, energised direction under a complex framework.”

CREATIVE COOKING

Newquay-based creative agency Idenna has completed a number of projects in collaboration with Michelin Star chef Jason Atherton.

Idenna provided the brand design for five of his new international restaurants over the past year. Three Darlings, Sael, and Hot Dogs by Three Darlings are all Londonbased eateries, while the ‘Row on’ chain has restaurants both on Savile Row and in Dubai .

Idenna’s senior designer, Kate Battersby, said:

DIGITAL BOOTCAMP SUCCESS

The first cohort of soon-to-be coders recently completed its first month of a software development bootcamp.

Headforwards Digital Academy’s new programme is taking a cohort of 24 coders from zero coding knowledge to junior developer level in 16 weeks.

Delivered in partnership with Code Institute, the high-performance Full Stack Software

“It’s been a real treat to work with Jason and his team over the last 12 months, each new project has represented its own creative challenge and I’ve really enjoyed developing the very different styles of each brand.”

Creative director, James Neale, added: “Seeing a name such as Jason Atherton choose to work with an independent Cornish agency and bypass the London scene for these projects, is evidence of Idenna’s creative talent and a testament to Kate’s world-class design work.”

Development Skills Bootcamp is part of Headforwards Digital Academy which aims to help tackle the tech and digital skills challenge facing the market.

Academy director, Kelly Kingstone, said: “This programme is such a fantastic opportunity for anyone that’s looking to change career, get started on a career in tech or take their technical skills to the next level, and it really is exciting to see this cohort get on their way.”

A second bootcamp will start in January.

SEEDS OF LEARNING

The Lost Gardens of Heligan has received

NEW A&P APPRENTICE INTAKE

A&P Falmouth, part of the APCL Group, has welcomed eight new apprentices this September.

The cohort includes two engineering fitters, two metal pipe fabricators, a machinist technician, an installation and maintenance technician, product design & development engineer and a small commercial vessel crewmember.

CEO David McGinley said: “I am proud to welcome the latest intake of apprentices into our business. Apprenticeships are the lifeblood of APCL, and we consider it a privilege to nurture the future generation of talent.”

funding to create a “visionary” education centre and programme at the heart of its 200acre historic estate and gardens. This project, Heligan Learning Seed Pod, has received £300k from the Government through the UK Shared Prosperity Fund.

The funding will enable the organisation to refurbish existing unused buildings and build an education, skills and learning hub known as the ‘Seed Pod’.

The grant will also enable Heligan to recruit four permanent jobs within a Heligan Learning team to set up and run the educational programme.

CEO David Harland said: “Our current work focuses on nature recovery and we are excited to share our best practice and learnings with the visitor and local communities alike.

“Heligan, of course, is an anagram of ‘healing’ and is a natural home for a programme incorporating health and wellbeing in nature, growing and horticulture, and sustainability.”

The total investment from Heligan for the project will be in excess of £1.5 million and will provide a permanent facility to make Heligan and Cornwall an important “champion for agriculture, horticulture and systems change”.

TOP TWO IN THE COUNTRY

Senara Restaurant in Penzance was crowned the AA Hospitality Awards College Restaurant of the Year 2025, with Spires Restaurant in Truro achieving the runners-up award.

The training restaurants, used by around 250 professional cookery and hospitality students at Truro and Penwith College, were two of only three national finalists, including third placed The Classroom, a training restaurant at Cardiff and Vale College.

Hospitality lecturers, Dean Bungay and Elly Owen, travelled to London to collect the award on behalf of Truro and Penwith College at a glitzy ceremony hosted by TV and radio broadcaster and Celebrity MasterChef winner Angellica Bell at the Grosvenor Hotel.

Having not one, but two, college restaurants make the final is the icing on the cake for associate director for occupational studies at Truro and Penwith College, David Izzard, who said: “This is not just a triumph of hospitality excellence, but a beacon of inspiration for our learners and a testament to the relentless dedication of our staff, whose efforts have cultivated an environment for growth, innovation, and the blossoming of future opportunities for our learners, showing that they can look, reach and go further.”

Truro and Penwith College is home to the Paul Ainsworth Academy and previous students have gained employment with companies such as the Paul Ainsworth Collection, Nathan Outlaw’s, Rick Stein’s, St Moritz Hotel and Tom Kerridge.

PAUL AINSWORTH TEACHING STUDENTS

INTERNATIONAL SUCCESS

Rock-based Sharp’s Brewing Co received a hat-trick of medals at the International Beer Challenge 2024.

Chalky’s Bite and Doom Bar took a silver, while there was a bronze accolade for Doom Bar Zero.

NEW CHAPTER FOR HOOKED

The Hooked on the Rocks restaurant at Swanpool Beach in Falmouth is under new ownership.

It has been bought by Tamara Costin and William Speed, who run and own Harbour House in Flushing, as well as two establishments in Devon.

The couple will now work closely with Hooked’s head chef Jack Frame and general manager Katie Hemmings to continue to build the success of the popular seaside restaurant.

Costin said: “We fell in love with this epic location and we’re so pleased to join Jack, Katie and the team in pushing Hooked onto the next chapter. For the moment everything is business as usual and we’re looking forward to meeting all of the regular diners and customers.”

The awards follow Sharp’s recent success at the World Beer Awards.

Technical brewer, Jonathan Wide, said:

“At Sharp’s, we pride ourselves on creating high-quality, innovative beers and to see our efforts recognised on an international scale is a true testament to the hard work and passion of our brewing team.”

PROPER JOB 0.5%

St Austell Brewery has launched the first low-alcohol beer under its flagship IPA brand, Proper Job.

Brewing director, Georgina Young, said: “Low and no-alcohol drinks have been around for decades but there’s been a significant increase in demand over the past five years.

“Knowing how loved Proper Job is amongst beer drinkers, we opted to respond to this demand by bringing the

EXPOWEST CORNWALL

Registration is now open for the food and drink trade show, Expowest Cornwall.

For over 40 years, Expowest Cornwall has been the go-to event for those in the hospitality, catering, food, and drink industries. Whether you run a small café or a large-scale operation, this show offers the perfect chance to prepare for the year ahead.

Register for free entry at expowestcornwall.co.uk or if you’re interested in a stand, email stands@hale-events.com

Expowest Cornwall will be held from March 4-5, at the Royal Cornwall Showground in Wadebridge.

big, vivid flavours of our flagship brand to the low-alcohol market.

“While it’s been a long time coming for St Austell Brewery to release a lowalcohol beer, we took time to evolve a brewing method that would create a naturally authentic IPA, worthy of being branded Proper Job 0.5%.

“We wouldn’t settle for anything less than a well-bodied, tasty IPA without the alcohol, and we’ve finally perfected a recipe which has nailed that.”

A BLUEPRINT FOR THE UK

Chamber CEO, John Brown, has written an open letter to the Chancellor, urging the Government to fully invest in Cornwall’s future.

Cornwall is on the cusp of becoming the UK’s definitive test bed for a regenerative economy – and now is the time for the Government to double down on its investment.

As CEO of the Cornwall Chamber of Commerce, I urge you to seize this unparalleled opportunity to back a region that is ready to deliver and is perfectly aligned with your Invest 2035 Industrial Strategy.

Cornwall is no longer simply asking for support – we are demonstrating what’s possible. With a diverse economy that spans agriculture, renewable energy, digital innovation, critical minerals, manufacturing, creative industries, hospitality, and tourism, Cornwall has proven itself capable of driving growth and transformation.

Cornwall’s strengths are as diverse as they are powerful.

We don’t just contribute to the UK economy; we are poised to lead the charge towards a new economic model that is both sustainable and inclusive.

Thanks to the UK Shared Prosperity Fund (UKSPF), Cornwall has already delivered real results. We’ve realised over £194 million in collective project value, created more than 1,100 jobs, provided qualifications to over 2,000 individuals, and saved more than 800 tonnes of CO2 annually.

These achievements are not regional victories –they are national milestones, and they mark only the beginning. But we need to be clear: Cornwall’s strengths are as diverse as they are powerful. We are home to a launch-ready Spaceport, positioning the UK at the cutting edge of satellite technology and data transmission.

Our deep-water harbour is perfectly placed to support the burgeoning floating offshore wind industry. Add to this our critical minerals sector,

which is essential for the UK’s transition to a green economy, providing the tech metals needed for electric vehicles, energy storage, and advanced manufacturing. With a regional international airport connecting our industries to global markets, Cornwall is poised to be the engine that powers the UK’s regenerative future.

Cornwall’s academic institutions are leading in fields such as creative industries, mining, marine sciences, and sustainability. Our construction and manufacturing sectors are not only significant contributors to Cornwall’s GVA but are also crucial to the wider UK economy. Cornwall is not merely catching up – we are leading. We are turning bold ideas into action and with sustained investment, we can establish a regenerative economy that sets the standard not just for the UK, but for the world.

This is why Cornwall cannot afford to see investment dry up after 2025. Post-2025 funding must be more than a continuation – it must be an expansion. With the success of UKSPF, we have the infrastructure, the talent, and the strategic vision to build an economic powerhouse. What we need now is the Government’s unwavering commitment to back us. Your own manifesto makes clear the importance of “sustained economic growth” as the path to improving prosperity and living standards.

Cornwall stands ready to prove that regional growth is the engine of national renewal. Our region embodies Labour’s vision of a strong, resilient, and innovative economy. This Blue Peninsula is a blueprint for what the UK can achieve in a regenerative, forward-looking economy.

Cornwall is fearless in its vision and bold in its approach. We ask you to match our ambition with the investment required to lead the nation into the next phase of economic growth. With the Government’s support, Cornwall can become the gold standard for a regenerative, resilient economy.

WHY JOIN? Cornwall Chamber of Commerce is an independent not-for-profit organisation accredited by the British Chambers of Commerce. We solely exist to represent businesses in Cornwall. Our events provide a platform for businesses to connect, create and make valuable business relationships. Membership to the Chamber starts from as little as £17 +VAT per month and provides you with the tools to promote your business. Get in touch today to have a chat about how we can support you and your business.

Email: hello@cornwallchamber.co.uk

6 DESIGN THINKING MASTERCLASS

Pool Innovation Centre

Explore how to move quickly from idea to action using prototyping, experimentation, and iteration.

eventbrite.co.uk

6 CORNWALL CHAMBER LUNCH

Bedruthan Steps Hotel, Mawgan Porth

Join Cornwall Chamber at the picturesque Bedruthan Hotel for its monthly Connected Lunch where we will enjoy a buffet style deli lunch.

cornwallchamber.co.uk

7 FIRST LIGHT CHARITY

AUCTION

Venton Conference Centre, Chapel Parc

An evening of giving back and bidding on fantastic items. The event promises to be a night of excitement and generosity, all for a good cause.

eventbrite.co.uk

9 WAVE PROJECT CELEBRATION

The Eden Project

An evening celebrating the inspiring young people the Wave Project charity supports and everyone that makes the work that it does possible.

waveproject.co.uk

14 THE INNOVATION EXCHANGE

Woodland Valley Farm, Ladock

Join guest speaker Matthew Elmes, director of Pollenize and The Far Out Thinking Company, to find out how he’s boosting biodiversity in his business and how you can too! eventbrite.co.uk

14 WOMEN IN BUSINESS LUNCH

Penventon Park Hotel, Redruth

All are welcome to the Women in Business Lunch on the second Thursday of each month. yourpartnerships.co.uk

21 THE PIG DIPPERS

The Pig at Harlyn Bay

The penultimate swimming and breakfast networking event of the year. It’s not that cold, honest!

cornwallchamber.co.uk

21 YOUR PARTNERSHIPS OPEN HOUSE

Victoria Inn, Roche

This is the original home of Your Partnerships and is always a great meeting. yourpartnerships.co.uk

For further details of these and more networking events visit businesscornwall.co.uk

To publicise your event for free, email news@businesscornwall.co.uk

EVENTS

November 2024

21 BAYSPACE ANNIVERSARY

Bayspace, St Ives

Surfers Against Sewage co-founder Chris Hines will deliver a keynote for Bayspace’s one year anniversary event. With music from a local artist. eventbrite.co.uk

23 CORNWALL CHAMBER

BIG BREAKFAST

Healeys Cornish Cyder Farm, Penhallow Cornwall Chamber’s monthly flagship networking event, this month co-hosed by ActionCoach. cornwallchamber.co.uk

27 CORNWALL CHRISTMAS FAIR

Eden Project

Raising critical funds will help change lives across Cornwall by supporting community and grassroots non-profit organisations through Cornwall Community Foundation. cornwallchristmasfair.co.uk

28 NETWORK HFC

Hall for Cornwall, Truro Network HfC gathers a free-range collective of individuals from business, creative, tech and media, for an informal monthly get-together. hallforcornwall.co.uk

29 CORNISH PIRATES V CHINNOR

Mennaye Field, Penzance Championship rugby action. Entertain clients with a Cornish Pirates hospitality package, ensuring you get the full match day experience. cornish-pirates.com

CONNECTED

Gallery from recent events.

CORNWALL FARM BUSINESS AWARDS

The agricultural sector gathered at the Eden Project last month for the presentation of the Addington Fund’s Cornwall Farm Business Awards.

CORNWALL BUSINESS SHOW

The 12th annual Cornwall Business Show was held at the Royal Cornwall Events Centre in Wadebridge.

HUTCHINGS FAMILY WITH MIKE PENNINGTON (SAVILLS)

BRIDGET WHELL (NFU) WITH COLIN DYMOND

CHRISTOPHER MURLEY WITH BRIAN HARVEY (PKF FRANCIS CLARK)

WENDY NICHOLAS WITH LIZ SMITH AND GILL VOKES (AZETS)

ROBERT WILTSHIRE (TECH CORNWALL)

TONI EYRIEY AND CAROLINE CARTER (BUSINESS CORNWALL)

ALEX WELLER (CORNISH PRINT)

CAROLINE WALLIS (JOLLY’S DRINKS)

SENIOR EXECUTIVES’ FORUM

The Greenbank Hotel provided a welcoming backdrop for the SEF hosted by The Cornwall College Group in partnership with Business Cornwall. Members and guests heard from College principal and CEO, Rob Bosworth and Professor Emma Hunt, vice chancellor and chief executive of Falmouth University

GOODFEST

GoodFest returned for its sixth year, bringing together Cornwall’s vibrant creative community for two days of inspiration and collaboration at the Bedruthan Hotel.

REBECCA LOTO (TIDES BUSINESS) AND LAURIE TROUNCE (STEPHENS SCOWN)

GILLIAN BURKE AND MATT HOCKING (LEAP)

JOHN BROWN (CORNWALL CHAMBER)

TOM MAINWARING-EVANS (REACH PLC), MIKE SPICER (A&P FALMOUTH) AND CIAN SPOWART (POYNTON BRADLEY ARCHITECTS)

IAN GREAVES (ST EVAL), STEVE GULLIFORD (KERNOW COATINGS) AND HELEN TITE (iCAREiMOVE)

MARTIN TUCKER (TRURO & PENWITH COLLEGE), EMMA HUNT (FALMOUTH UNIVERSITY) AND ROB BOSWORTH (THE CORNWALL COLLEGE GROUP)

JOSEPHINE JOHN (FE & HE CONSULTANT), LYNEE LEES (ROYAL

CORNWALL HOSPITAL TRUST), NICOLA CORNISH (PKF FRANCIS CLARK) AND LOUISE ELLIS (CORNWALL GATEWAY CIC)

ROBERT CHURCHILL

Senior commercial property manager at Treveth Commercial LLP.

WHAT DID YOU WANT TO BE WHEN YOU WERE YOUNG?

I know more about what I didn’t want to do, and that was follow in the family footsteps and become a chef. I love cooking, and my waistline agrees that I love food, but having grown up in the catering industry I could see that cooking for a living was just not for me. I also thought I was an amazing artist and graphic design was an ideal career path — that was until I realised that my artistic skills were not as good as I thought.

WHAT WAS YOUR FIRST FULL-TIME JOB?

Life is good, and I have a fantastic supportive family.

While at university I had a few varied and weird jobs but the most interesting was working in a quarry, where I was sorting building stones and was paid ten pounds per tonne. Back-breaking work but on a good day I could get up to £50 by lunchtime and then have afternoons off. £50 a day, 30 years ago was very good money!

WHAT’S IN YOUR POCKETS?

A couple of dog chews and poo bags and several crumpled receipts from the petrol station or similar. I also have some coins, not sure how they got there as most of the time I’m cashless as my wife usually plunders any coins for car parking.

HOW DO YOU LIKE TO RELAX?

I would love to say I read a book or listen to music, but I can’t just sit around and do nothing. So, the best way to relax is by doing something, walking the dog along the beach at Marazion, getting stuck into garden projects — always having a little house or garden project on the go.

IF YOU COULD INVITE ANY TWO PEOPLE FOR DINNER, WHO WOULD THEY BE AND WHY WOULD YOU INVITE THEM?

First up would be Jonny Wilkinson, just so he could relive that two minutes of the Rugby World Cup Final when the drop goal went over and then discuss the highs and lows of being a professional elite rugby player; and secondly, my namesake Winston Churchill — loads to chat about but once and for all, I could check into the family tree and see if we are related!

WHAT WAS YOUR BIGGEST MISTAKE IN LIFE?

I don’t think I have made any major mistakes — loads of little blunders. Life is good, and I have a fantastic supportive family that has backed my every step. A minor niggle of mine personally is that I regret not playing sports at a highly competitive level. I had opportunities but never took them and was never pushed to take them. Who knows, being a rugby or golf professional could have been a whole new career path.

WHAT WOULD YOU LIKE TO BE DOING IN FIVE YEARS’ TIME?

Driving around Cornwall and visiting the thriving industrial estates and commercial buildings knowing that I had some part to play in making that possible, and that the economic picture in Cornwall is all the better for having delivered much-needed commercial properties across the county.

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