M&N Business Leader Magazine: Issue 13 by Business Leader magazine

Midlands & North

Mar - Apr 2020

Living the Good life The Duke of Richmond talks cars, business, sustainability and ‘perfection’ at the Goodwood Estate.

Productivity crisis: Is the UK’s ‘lost decade’ at an end? Page 37

How have mixed-use developments changed UK cities? Page 40

What does the rise of the robot mean for UK jobs? Page 56

www.businessleader.co.uk

11 • 12 • 13 SEPTEMBER TICKETS AND PACKAGES AVAILABLE AT GOODWOOD.COM

IN THIS ISSUE

34 22

Contents IN THIS EDITION 2

Latest news Breaking business news from around the region and UK.

10 Cover story: Duke of Richmond Business Leader sits down with His Grace to discuss cars, business, sustainability and 'perfection' at the Goodwood Estate.

FINANCE 16 Review: Funding growth What are the best funding options for South West businesses that are scaling up?

GROWTH 22 Debate: Automotive industry BLM partners with Barclays Corporate Banking for roundtable debate on the industry's future.

Business Leader - Inspire • Inform • Connect

BUSINESS LEADER VISION: INSPIRE

INFORM

CONNECT

26 Review: Business incubators How are they evolving? And what support do they offer businesses and entrepreneurs?

50 Interview: CEO in Focus BLM talks to Judith Totten of Upstream Working Capital about her business journey.

34 Report: International trade How to launch your business in Japan.

37 Feature: Productivity Is the UK's 'lost decade' of stagnant productivity at an end?

PROPERTY 40 Feature: Mixed-use development BLM investigates how mixed-use developments have changed UK cities.

LEADERSHIP 44 Feature: Tech entrepreneurs Who are the 32 tech leaders shaping the North West?

52 Review: Immigration Immigration law changes, why getting it right is 'critical for economic growth'. 56 Feature: Future of work What does the rise of the robot mean for UK jobs?

REGIONAL SPOTLIGHT 60 Feature: Nottingham ‘A friendly and welcoming city in which to do business’.

LATEST NEWS

Business Leader targets North after office expansion

Inspire • Inform • Connect EDITORIAL Simon Angear - Editor E: simon.angear@businessleader.co.uk Barney Cotton - Digital Editor E: barney.cotton@businessleader.co.uk DESIGN/PRODUCTION Adam Whittaker - Senior Designer E: adam.whittaker@businessleader.co.uk

Business Leader’s ambitious growth plans have seen its parent company sign the lease on a second office building – as well as begin hunting for its first premises in the North of England.

Melissa Larkin - Website Development E: melissa.larkin@businessleader.co.uk Ben Matthews - Digital Communications E: ben.matthews@businessleader.co.uk SALES Sam Clark - Business Development Manager E: sam.clark@businessleader.co.uk

The Ascot Group – which comprises Purplex Marketing and Insight Data, as well as Business Leader – this month took possession of a new office block adjacent to its main headquarters.

Emma Filby - Business Development Manager E: emma.filby@businessleader.co.uk CIRCULATION Adrian Warburton - Circulation Manager E: adrian.warburton@businessleader.co.uk

The move comes after the company enjoyed major growth in 2019; its 70-strong team has outgrown its former base and will now be split across the two sites.

ACCOUNTS Jo Meredith - Finance Manager E: joanne.meredith@businessleader.co.uk DIRECTORS Oli Ballard - Publishing Director E: oli.ballard@businessleader.co.uk Andrew Scott - Managing Director E: andrew@businessleader.co.uk No part of Business Leader Magazine may be reproduced, stored in a retrieval system, or transmitted in any form or by any means without the prior written consent of the editor. Business Leader magazine will make every effort to return picture material, but this is at the owner’s risk. Due to the nature of the print process, images can be subject to colour variation of up to 15%, therefore Business Leader Magazine cannot be held responsible for such variations.

If you would like to get involved or have any news you would like to share, please contact us on 020 3096 0020 or email: editor@businessleader.co.uk. Follow us on social media

‘Ascot Two’ will house 30 extra desk spaces, a conference/training cenre and a new boardroom. This in turn will free up space at HQ for a new tech, media and marketing hub, featuring a studio to record video content and podcasts. With plans to triple the size of the business in the next three years, expand the events team and launch several new ventures, projects and businesses, additional office space was vital – however, further steps in the growth journey are already in the pipeline.

Ascot Group CEO, Andrew Scott

Andrew Scott, CEO of Ascot Group, explained: “We have exciting plans to create a global media, marketing and tech business and our second home will help us build that. “We have employed a huge number of people in the last two years and Ascot Two will allow us to expand Purplex, Insight and Business Leader and continue our upward trajectory. It will help us develop our team skills further and attract the very best marketing, media and tech people. “And, after our successful opening in Bristol and London, Business Leader Magazine will now build on its presence in the Midlands and North by opening a dedicated office and recruiting an editorial and commercial team ‘on patch’. “The new office and team will spearhead a new era as we expand our editorial coverage and launch several major events to inform, connect and inspire entrepreneurs in the region.”

Durham University launches new entrepreneurship institute A new dedicated facility for business and entrepreneurship will be opened at Durham University following a ‘transformative’ £7.5m donation from a former student. Durham alumni Charles Wilson and his partner Dr Rowena Olegario’s financial 2

contribution will fund the Wilson Institute for Small Business and Entrepreneurship at Durham University Business School. The Wilson Institute will provide entrepreneurs and leaders with support to develop those businesses to full potential. March - April 2020

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LATEST NEWS

Jaguar Land Rover to cut 500 jobs at Merseyside plant OakNorth agrees £50m funding deal with ‘highlyimpressive’ housebuilder Hayfield Midlands housebuilder Hayfield has secured £50m in funding from OakNorth Bank to accelerate plans to create 500 new homes a year until 2022. British automotive giant Jaguar Land Rover (JLR) has announced it will cut up to 500 jobs at its Halewood plant on Merseyside. This is where the Range Rover Evoque and Land Rover Discovery Sport are built for customers around the world. The JLR plant employs around 4,000 people and said it will be offering an enhanced voluntary redundancy programme. JLR insisted the change, which was agreed as part of pay negotiations last year, was about efficiency rather than loss of volume, as the firm looks to reverse losses of round £2.5bn.

A company statement read: “Through its ongoing transformation programme, Jaguar Land Rover is taking action to optimise performance, enable sustainable growth and safeguard the long-term success of our business. Central to the Halewood manufacturing strategy, we are moving from a three-shift to a ‘two-plus’ shift pattern from April 2020.

The Solihull-based firm has completed a debt finance deal with OakNorth which will enable it to add to a ‘strong reputation for providing high-quality homes’.

“This will deliver significant operating efficiencies at the plant, while enabling us to meet the growing customer demand for our new Range Rover Evoque and Land Rover Discovery Sport.”

Mark Booth, Managing Director of Hayfield, said: “This new capital structure will enable Hayfield to quickly lose the newcomer badge and will allow us to realise our aspiration to become an established medium-sized institutional quality housebuilder of note.”

The developer will use the bespoke finance package from OakNorth, arranged by London-based Reality Wealth Ltd, to accelerate its growth ambitions and deliver 500 homes per annum over the coming 36 months.

IKEA announces first major UK store closure Swedish retail giant IKEA has announced it will close its store in Coventry city centre this summer. The firm revealed the store had made continued losses since it opened in 2007, with fewer people visiting it than expected. IKEA said it would be speaking with the 352 workers affected by the announcement and would look to find them new jobs at its 22 other stores across the UK. IKEA stated it remains committed to growth in the UK. 4

An IKEA spokesperson said: “Given its location and the size of the land available at the time, the store was built over seven levels, which resulted in a significant impact on the operating costs of the store and the shopping experience for customers. “In addition, the changing behaviour of customers in the area who prefer to shop in retail parks and online has resulted in visitor numbers being substantially lower than expected and continuing to decrease over time.” March - April 2020

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LATEST NEWS

New funding deal for flagship £90m Liverpool development Liverpool’s Baltic Triangle

Podcast Host and Newable Avitus Business Development Director Morgan Pierstorff

A £20m finance deal has been agreed between Legacie Developments and Maslow Capital for a flagship residential and retail scheme at Liverpool’s Baltic Triangle. Work on the Parliament Square development, which has an overall value of £90m and will see the construction of 500 contemporary state-of-the-art apartments across four blocks, began last October. The transformative scheme will include a public plaza with restaurants, boutique shops and a gym for residents. Legacie Developments founder John Morley said: “The significant financing we have secured from Maslow Capital is a massive vote of confidence in our work and a major boost for the prestigious Parliament Square development.” Maslow Capital Co-founder and Deal Originator, Chris Blowers, said the deal confirms Liverpool’s status as a positive location for residential investment. He said: “Legacie Developments has a track record of delivering high specification, quality residential developments. This, coupled with Liverpool’s economic growth and appeal as a destination to live and work in recent years, made the funding of this development extremely attractive.”

Opportunities abound for ambitious British businesses eyeing a US expansion. America is the largest consumer market in the world with over 265 million consumers. Its £16.8tn economy accounts for a quarter of the world’s GDP and is eight times larger than the UK (even California’s economy is bigger). Much has been written about the ‘special relationship’ between the UK and the US, but any UK company that’s tackled the American market will tell you there are plenty of obstacles along the way. With scale comes complexity and America is far more complex from a regulatory, tax and even cultural perspective than most UK business owners realise. Rather than learning the hard way, UK SMEs would be wise to consider how best to route their US expansion and seek help along the way. The America Made Easy Podcast helps SMEs tackle the complexity of setting up and growing their

America Made Easy? New podcast helps SMEs streamline US expansion business in the American market. In season one, the podcast, produced by the transatlantic joint venture Newable Avitus, will be exploring the operational elements of scaling your business in the American market, speaking with experts on topics ranging from culture to tax to talent as it seeks to help SMEs map and execute a successful US expansion strategy. If you are leading or are part of a team responsible for executing a US expansion, regardless of whether you are at square one or have been in the US market for years… if you have wished you could test your business in the US market before fully investing, the America Made Easy Podcast can help you streamline your operations and growth. For more information and to subscribe to ensure you never miss an episode, visit: https:// newable.co.uk/advice/americamade-easy/

Iconic British motorbike firm crashes into administration

Leicestershire-based motorbike manufacturer Norton Motorcycles has fallen into administration. The windingup order was given to the firm after it struggled to pay a tax bill.

Norton’s factory in Castle Donington has about 100 staff, and their futures with the firm are currently unknown. Global accountancy firm BDO has been appointed as administrator.

Founded in 1898, Norton Motorcycles is one of the country’s last remaining homegrown motorcycle brands, and has been an iconic name within the sport and the movie industries.

Lee Causer, Partner at BDO Birmingham branch, said: “We are taking all necessary steps to ensure that customers, staff and suppliers are supported through the administration process.” March - April 2020

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LATEST NEWS

New Birmingham Canal housing development plans approved Plans to build more than 750 new homes on a derelict site on Birmingham’s Main Line Canal have been approved by Birmingham City Council. Joint venture partners Galliard Homes and Apsley House Capital’s proposed scheme at Soho Loop was given the green light in early February. The decision paves the way for the £165m urban regeneration scheme, which will comprise 102 two and three-bedroom townhouses and 650 one and two-bedroom apartments, more than 10,000 sq ft of commercial space, new public realm, parks and gardens, and shared amenity spaces. Called Soho Wharf, the scheme has been designed and by Claridge Architects, which worked with the joint venture partnership on its Timber Yard development in Southside. Stephen Conway, Executive Chairman of Galliard Homes, said: “Our vision for Soho Wharf is to deliver a residential-led, mixed-use scheme that will be truly transformative for Birmingham. We are pleased the council shares our vision for the site.”

Soho Wharf, Birmingham

Apprentice winner Michelle Dewberry to drive BigChange expansion

LDC announces launch of Newcastle office LDC, the private equity arm of Lloyds Banking Group, is set to open a new office in Newcastle city centre, further extending the firm’s footprint across the UK. The new office signals LDC’s ambition to support the growth of mid-market businesses in every region. Situated on Grey Street in the heart of Newcastle’s business district, the new office covers 3,000 sq ft. The firm currently has over £100m 8

invested in portfolio companies across the region including Newcastle-based NBS and Northumberland-headquartered Mandata. Martin Draper, Chief Executive of LDC, said: “The North East is an increasingly attractive proposition for private equity investors so opening a new office in Newcastle and extending our team felt like the perfect way for us to cement our commitment to the region.”

BigChange, the mobile workforce management technology company, has hired Michelle Dewberry as an ambassador. Dewberry will support sales and marketing activities for the BigChange Collaboration Network, which allows customers to win new business, collaborate with suppliers and contractors, and deliver services more efficiently through the BigChange platform. Broadcaster and businesswoman Dewberry shot to fame in 2006 when she won the second series of BBC reality TV show The Apprentice. Dewberry commented: “BigChange is an amazing company with a fantastic workplace culture and the potential to make a big positive difference globally.” March - April 2020

LATEST NEWS

New £90m designer outlet village in north of england unveiled

Yorkshire fertiliser development firm secures £405m rescue deal Plans to build an outlet shopping and leisure destination in the North of England have been unveiled, along with the first 23 brands to sign-up including Calvin Klein, Tommy Hilfiger, Adidas, Levi’s, Mint Velvet, Joules, Gap and Skechers. Scotch Corner Designer Village, in North Yorkshire, will become the pre-eminent outlet destination for the region. The 250,000 sq ft scheme will feature up to 92 units in the first phase, 10 of which will be a range of restaurants and cafés. The developer, Scotch Corner

Richmond LLP, is investing £90m into the scheme. Simon Waterfield, developer and coowner of Scotch Corner Richmond LLP, said: “Our vision is to create a retail and leisure destination that will appeal to customers from near and far. With no other major outlet centres within a 60-minute drive, and nearby towns generally providing a lower-priced fashion offer, we feel confident that we will add to the appeal and prosperity of the region.”

A £405m rescue deal has been announced that will see Yorkshire-based fertiliser development firm, Sirius Minerals fight off administration – saving more than 1,000 jobs. The Anglo-American company received financial backing from shareholders, and plans are in place to create a new fertiliser mine in North Yorkshire. Shareholders were told if they did not support the rescue deal, the firm would imminently collapse. Sirius Minerals Chairman Russell Scrimshaw said: “The positive outcome secures a return for shareholders, and provides greater certainty in terms of safeguarding the project and protecting the jobs of our employees.”

£350m arena vision unveiled for Manchester One of the world’s leading venue developers has unveiled ambitions for a new £350m arena at the Etihad Campus in Manchester. Oak View Group (OVG) is preparing a planning application which is expects to submit ‘in the coming weeks’ for a venue which would prove to be the largest of its type in the UK. The firm says the 23,500-capacity venue ‘would bring a whole host of benefits to the entire city of Manchester and the UK’. It says the development would boast ‘cutting-edge audio and visual technology’, and its private investment of £350m would be ‘the most ever spent on an arena in the UK or in Europe’. A spokesman added: “From the start, OVG has also ensured that sustainability and inclusivity is at the heart of this project, as well as engaging with and involving the local community.” The ambition is to build the new venue on Manchester City’s Etihad Campus, and the hope is that it will attract major names from the world of music, as well as a wide range of sporting events such as basketball, hockey, martial arts, entertainment and more. Business Leader - Inspire • Inform • Connect

Proposed Manchester Arena

It is expected to create 3,500 jobs during the construction phase, as well as 1,000 permanent jobs once it is up and running. OVG is already behind major projects in New York, Milan, Seattle and Austin, but the Manchester vision would represent its first UK development. If its Manchester plan wins the approval of city planners, it could be up and running as early as 2023. 9

COVER STORY

"WE’RE NOT CHANGING THE WORLD, BUT WE’RE DOING THINGS THAT MOVE PEOPLE AND BRING PEOPLE TOGETHER. IF WE CAN HAVE AN IMPACT ON PEOPLE IN THIS WAY, THAT MAKES IT ALL WORTHWHILE." 10

March - April 2020

DUKE OF RICHMOND

LIVING THE GOOD LIFE G

oodwood is a name synonymous with luxury, hospitality and sport, hosting key dates in the horse and motor racing calendar and describing itself as ‘an English estate like no other’.

The contemporary 12,000-acre estate is home to 29 disparate businesses – ranging from organic farming to its famous Festival of Speed – and turns over around £100m a year. At its head is Charles Gordon Lennox, the 11th Duke of Richmond and Gordon, and a direct descendant of Charles II. Business Leader Magazine sat down with His Grace to discuss Goodwood’s ceaseless quest for ‘perfection’, and why his ancestors would think the modern estate ‘absolutely bonkers’…

THE HISTORY OF THE GOODWOOD ESTATE IS WELL DOCUMENTED, BUT HOW WOULD YOU DESCRIBE THE MODERN ESTATE AND ITS ACTIVITIES? Goodwood is a traditional estate, and we still have traditional estate activities at its core – property, forestry, farming – but its main area of differentiation over the past 300 years has been sport, in a very personal way. Various members of the family indulged their sporting passions, but what’s unusual is this involved sharing that passion with other people. The whole nature of the place is about shared experience, and that runs through everything we do. My dream 25 years ago – and still the same goal – was to be the world’s greatest luxury experience company. It sounds a bit unreal now, but it’s what we try to do, and we’re lucky in a sense that the experiential world has absolutely blossomed in that time. But the point of making it a success is to create a sustainable business, to create enough resource to be able to invest and support the estate. If that goes because we are so focused on other business, then we’ve lost the plot. If the family has to move out of the house and turn it into a conference centre, that would be pretty disappointing. Cont.  Business Leader - Inspire • Inform • Connect

COVER STORY

YOU CREDIT YOUR FATHER FOR LAYING THE FOUNDATIONS FOR MUCH OF THE MODERN BUSINESS. IN WHICH AREAS CAN HIS INFLUENCE STILL BE FELT? In 1967, when he and my mother came here, I was 12, and no-one really had been living in the house since the war. These places were considered irrelevant. Something like 1,000 houses a year were knocked down. No-one had any money, no-one wanted to keep them up, and even when people could afford to, it wasn’t considered politically the thing to do; the world had moved on.

Goodwood Revival

"SUCCESSION IS IMPORTANT IN BUSINESS, BUT IT’S VITAL IN THIS INSTANCE – IF YOU DON’T GET THE SUCCESSION RIGHT, THE WHOLE THING IS LOST." Sir Jackie Stewart taking part in the 2019 Revival Goodwood Racecourse

But the family had been here for 300 years, and my father was determined to keep it going. He was business trained, so he was good with numbers and the banks, which was important as we had to borrow money. And he was very, very good at putting groups of people together to get things done. These days people are much more embracing and most people are pretty positive about what goes on here; we’re doing things people want to be part of, we’re maintaining authenticity and heritage, and nowadays that’s considered to be important. And having the families and owners living in these houses and worrying about them is by far the most cost-efficient way of keeping them going. WERE YOU PREPARED FROM AN EARLY AGE TO TAKE OVER? I was involved in film and photography from the age of 16. I didn’t really love school, and I left very early. I was meant to still be in school but I wasn’t, I had got a job in London, which I loved. The idea of succession had always been managed. My father always made it clear that he wasn’t going to go on very long. So I felt good about it actually. SO THERE WAS NEVER ANY QUESTION IN YOUR MIND THAT YOU WOULD TAKE OVER? No question. I could have said no – that would have been difficult – but you have responsibilities. Succession is important in business, but it’s vital in this instance – if you don’t get the succession right, the whole thing is lost. The chances of survival are quite small really, because only one person has got to screw up and it’s all over.

March - April 2020

DUKE OF RICHMOND

My father was only encouraging. We had the idea for the Festival of Speed, for instance, and I remember saying ‘look, I have this idea, it’s not going to cost us much, I think we can spend £100,000 on it’, and he was always saying ‘let’s do it, it’s a great idea’. He was always very positive, and that is a fantastic legacy. TO WHAT EXTENT HAS THE CONTEMPORARY ESTATE EVOLVED AS A DIRECT RESULT OF YOUR OWN PASSIONS AND AMBITIONS? I guess it’s evolved massively – but evolved is a good word to use, because we’ve tried to do everything that’s authentic to the place.

relevant to the modern world – and I hope we do. TO WHAT EXTENT DO YOU SET THE STANDARD? I’m very involved. This morning, for instance, we had a three-hour meeting, all on motorsport, to go through details. We went through what the new catering facilities might look like this year, and some sponsors want to do different things, so we’re looking at drawings to see how that might look. How the brand feels and how it all fits together, I’m very involved.

We’re lucky in that cars were easy for me, because I love them, so that was an easy door to push on. The first thing I did when I got here was to look at whether we could reopen the racetrack – it hadn’t been touched since 1966, and it was a big project. We had the idea of the Festival of Speed, but it was a small deal compared to what it is now. We thought we might get 2,000 people and 25,000 rocked up. The fences were all smashed in, and everyone was just everywhere – but it was a good feeling, as it meant we had something. From then on, the festival was always a cash surplus. It has produced revenue from year to year, the motor industry really got behind it, and that was the big turning point. That gave us the resources to do things with. We want to be exceptional and we invest accordingly. CONTEMPORARY GOODWOOD IS A SPECIAL BLEND OF TRADITION AND MODERNITY. DOES ITS HISTORY CREATE CHALLENGES? It’s good. It’s what we do. One of our big values is around authenticity, so it’s important we don’t do things that aren’t authentic to the place. Hence we deferred to the sports that were here originally. We can tell a great story around them, we’ve got books about them and pictures of them. I found a picture of my grandfather in the 1930s, driving his Lancia in his own event. So suddenly we were able to say that in 1934, the festival had already happened. So history is important, it has to be real, and then it’s a case of how do we make that Business Leader - Inspire • Inform • Connect

"HISTORY IS IMPORTANT, IT HAS TO BE AUTHENTIC, AND THEN IT’S A CASE OF HOW DO WE MAKE THAT RELEVANT TO THE MODERN WORLD AND I HOPE WE DO." ‘SHEER LOVE OF LIFE’, A SENSE OF ‘DERRING-DO’ AND AN ‘OBSESSION FOR PERFECTION’ ARE GOODWOOD'S VALUES – HOW DO YOU EMBODY THOSE VALUES? I’m a total perfectionist, so that’s the big one. First and foremost, we’ve got to do everything as well as we possibly can. Authenticity I’ve already mentioned. Derringdo? I want everyone to be creative, I’m passionate about that. It’s very unusual to have the venue, the event, and the brand, all together, and we do in all instances. All the tickets we do ourselves, all the transactional activity we do ourselves, we manage the events ourselves, and the hotel, and the golf courses. In the digital world now, you can run a hotel – globally – on your own, you don’t need a whole hotel marketing group behind you. We do it all ourselves. We have very few outsiders coming in.

YOU RUN 29 BUSINESSES AND WORK 12-HOUR DAYS. WHERE DOES THIS DRIVE COME FROM? It’s just the nature of the beast. I’m in backto-back meetings all day, and then I have all the other stuff to do, so I end up doing that at night. But the thing is to keep up, if I’m going to be involved and be on top of things. About a million people a year now come to the estate so it’s quite a sizeable operation, and we employ 750 people. It does require a very entrepreneurial spirit. HOW DOES A WORKFORCE OF THAT SIZE – WORKING IN MANY DISPARATE FACETS OF THE BUSINESS – BECOME A TEAM? It’s interestingly diverse. We’re doing everything from aviation to organic food, all in one place; I think that’s quite a challenge for everybody. But we’ve broken it down into divisions, there’s a Managing Director of each division, and a leadership team of seven, so if I fell over tomorrow, they would run it fine, and that’s obviously important to me. WHAT KIND OF RELATIONSHIP DOES GOODWOOD HAVE WITH THE WIDER SUSSEX COMMUNITY? Good. We’re a big local provider. We bring a million people a year into the area, and we’re putting half a billion pounds a year into the local economy. Of course we’re very closely connected to Rolls-Royce. They’re a tenant. I sit on the board. They have 2,000 people. Every Rolls-Royce in the world comes from there. Between us, we are by far the biggest employer locally. DOES IT GIVE YOU A LOT OF SATISFACTION TO KNOW YOU ARE SUPPORTING THE LOCAL COMMUNITY? Sure. The point for me is to try to maintain the community – a lot of families have worked here for hundreds of years. It’s really, really important. But we shouldn’t just talk about now. Since the 18th century, Goodwood has played a really important part locally. You look at these fabulous old photographs of the horse racing in the 19th century, everyone arriving at the station, bunting everywhere, carriages in the street and everyone dressed fabulously. In a funny way, it hasn’t really changed, there’s just perhaps a bit more of it. Cont. 

COVER STORY YOU’RE ON RECORD AS BEING ‘WORRIED’ ABOUT BREXIT. HOW DO YOU SEE IT IMPACTING ON GOODWOOD? I am worried about it. I don’t like it, but it’s better than it was; it’s good we know where we are. Of course, we’re massively close to the car industry and it’s going to have a massive impact there. The car industry anyway is going through huge change, and that’s not going to help, so it’s a big concern. I think it’ll be difficult for a while, and then it’ll probably get better and we’ll be back where we were, but I think it’s going to take a few years to come good again.

DUKE OF RICHMOND It says a lot about what we do, about the place, about long-termism. We want to produce great food, and that’s the best way to do it. HOW DOES THAT FOCUS ON SUSTAINABILITY RECONCILE WITH EVENTS LIKE REVIVAL AND THE FESTIVAL OF SPEED? If you look at Revival and think about the whole repair, reuse, recycle concept, it fits brilliantly well. These cars may be fantastically valuable, but that’s irrelevant. The GTO Ferrari, for example. In the 1960s you couldn’t give them away for £5,000 and they were sitting in every showroom in Europe, now they’re worth $70m (£59m); it’s just an old race car, they’ve been smashed up, rebuilt, smashed up again, rebuilt, and so they just keep on going. In that sense, they’re just sustainable old things. Also in terms of sustainability, the best thing to do is drive an old car rather than buy a new one, because the amount of energy involved in building a new car is way beyond the amount of energy any car ever consumes during its lifetime.

(L-R) Ross Brawn with the Duke of Richmond and Jenson Button the Goodwood Festival of Speed 2018

GOODWOOD’S FOOD AND DRINK OFFERING HEAVILY PROMOTES ORGANIC PRACTICE, SUSTAINABILITY AND ANIMAL WELFARE. HOW IMPORTANT ARE THESE ISSUES TO YOU? They are fundamental to the place, and very important to me. My mother ensured we were all brought up, not totally vegetarian, but with an unusually healthy lifestyle for the 1960s, which everyone thought was pretty crazy back then – now, of course, it’s just standard stuff. We had to make a choice with the farm about 20 years ago, and we decided to go organic. We have this closed-loop system where the animals are born here, live here all their lives, only eat food we grow; it’s very pure. 14

The Festival of Speed we’ve got to make as sustainable as we can. But we’ve got Future Lab, looking at ways of doing things differently and better. Its all about mobility, connectivity, and how the motor car is going to change, what does electrification mean. What does autonomous mean. We have a big conference here on the Friday of the festival looking at all of this. We’re right at the forefront of showing what the technology is going to look like – the two fastest cars at Goodwood last year were both electric.

barmy. They had no nostalgia, that wartime generation, they just thought all that stuff was finished, let it go. I hope they’d be pleased or feel excited – excited by what they've created, and the way it has turned out 300 years later – and I hope they’d feel it was a natural progression of their passion. Goodwood has always been about hospitality, and all these things they did – big house parties, entertaining, having the Tsar to tea – it was all about giving people exceptional experiences. YOU SAID AT THE OUTSET YOU WANT TO BE THE WORLD’S BEST – HOW CLOSE DO YOU FEEL YOU ARE TO THAT? We’re a long way away, I’m sure, but everyone is trying. All you can do is pick yourself up each time and have another go. And one of the challenges of running a business like this is doing just that. The guys running our restaurants have got to do it every day – that’s a huge ask. People doing the event have a long time to wait to do it again. They can’t just say ‘that bit didn’t go so well, we’ll get that right tomorrow’ so you’ve got to really focus on what didn’t go well, really making sure you remember issues and fix them. Otherwise, every year you’ll just be putting on the same old thing and it doesn’t move on. I see all of the complaint letters. I hate reading them, but you’ve got to take the pain, as I hate it when people don’t have a perfect experience. It’s a dagger to the heart for everyone. WHAT AMBITIONS DO YOU STILL HAVE LEFT TO ACHIEVE FOR THE GOODWOOD ESTATE? Lots. We’ve got to keep it going in a difficult world, that’s a big challenge, and we’ve got to find new things to do. And I’ve got to have a good succession plan with my son, that’s pretty important – if I fail at that, then the whole thing’s been a waste of time. We’re not changing the world, but we’re doing things that move people and bring people together. If we can have an impact on people in this way, that makes it all worthwhile. 

WHAT DO YOU THINK YOUR PREDECESSORS WOULD MAKE OF THE DIVERSIFICATION OF THE CONTEMPORARY GOODWOOD BUSINESS? They would think it was all absolutely bonkers. My grandfather certainly would think the whole car stuff was absolutely March - April 2020

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FINANCE REVIEW

WHAT ARE THE BEST FUNDING OPTIONS FOR NORTHERN BUSINESSES THAT ARE SCALING UP?

Business Leader was the media partner for the recent Business Funding Show – which is the UK & EU’s leading event that connects funders with entrepreneurs. The event brought together thought leaders in the sector to discuss the future trends that are shaping the funding landscape. The Business Funding Show kicked off with a panel debate that provided an overview of the funding environment for businesses. The panel was chaired by Matt Adey, Director & Senior Economist at British Business Bank, and included: Juliet Rogan Head of High Growth & Entrepreneurs at Barclays Peter Cowley Author and prolific entrepreneur and investor Umerah Akram Head of ELITE UK

Matt Adey started the discussion by saying: “We’re seeing a big rise in alternative finance – with funding mechanisms such as asset-based landing increasing. The bank lending picture has been relatively flat and alternative finance companies have grown rapidly in order to support start-ups and scale-ups” The panel was then asked: WHAT ARE THE KEY DEVELOPMENTS THAT WILL SHAPE THE FUNDING ENVIRONMENT IN THE YEARS AHEAD? Jenny Tooth OBE: "Looking back at the last year there was some concern amongst investors about backing businesses and entrepreneurs, in what was a time of uncertainty. "Now, with more political certainty, it appears the investor community is back and ready to start backing start-up and scale-up companies again.

Tim Mills Managing Partner at the Angel Co-Fund

"I have also noticed that venture capital funding is going up and up the scale to fund bigger deals; and this has left angel investors to fill the space on the rung below."

Jenny Tooth OBE CEO of UKBAA.

Tim Mills: "We now have a strengthened government which will be unveiling policies

that will have a direct positive bearing on the investment community. "The opportunity is there and with interest rates not looking like they are going anywhere, investing in businesses remains a sound and attractive investment." Umerah Akram: "I recently read with interest a Beauhurst equity investment report which showed that in 2019, £12bn was raised in private deals, with more than 1,700 deals pushed over the line. "In contrast to this, the IPO market was quiet last year but there was still £30bn raised on the markets, with around £6bn or £7bn coming through actual IPOs. "This shows that there are clear benefits to being a listed business because you can raise significant amounts of investment to fund growth."

"THE OPPORTUNITY IS THERE AND WITH INTEREST RATES NOT LOOKING LIKE THEY ARE GOING ANYWHERE, INVESTING IN BUSINESSES REMAINS A SOUND AND ATTRACTIVE INVESTMENT." Tim Mills

March - April 2020

FUNDING GROWTH

Jenny Tooth OBE

Tim Mills

Umerah Akram

Peter Cowley

Peter Cowley: "Becoming an entrepreneur has almost become a career choice but this has meant that there are more people looking for money to fund their businesses; and the number of disappointed entrepreneurs who can’t raise finance is growing.

Cowley: "In terms of trade – If you look at my portfolio, many of the businesses I deal with don’t in the short term want to trade into Europe because it’s not easy to do so due to different tax regimes and business psychology. In this respect, it’s easier to trade in the USA.

"The point is that you can’t just assume there will be money available. The statistics reveal that only one out ten get the finance they need – so that’s lots of entrepreneurs who won’t get finance.

"This is the case for smaller businesses but of course as you grow you do want to consider international trade. It’s also worth noting that funding from the European Investment Bank is being replaced by funding from the British Business Bank, so this looks like its safe.

"At the end of the day the best finance comes from customers – so product market fit is better than equity dilution." HOW MIGHT THE RECENT BREXIT MILESTONE AND THE SUBSEQUENT TRADE DEAL IMPACT THE FUNDING LANDSCAPE? Mills: "The negotiations around trade deals will be focused sector by sector and inevitably there will be winners and losers in any deal. As a fund, we have several fintech investments that are focused on Europe, so where we end up from a regulatory point of view regarding finance, will be vitally important. "You can already see that the grant funding landscape is changing because of our new relationship with the European Union."

"I don’t think the process of Brexit will make too negative a difference in regards to trade and funding, but I do feel that there will be an issue around access to talent and this will have an impact and will create difficulties."

"THE £13.2BN OF FUNDING RAISED IN THE UK LAST YEAR WAS MORE THAN GERMANY AND FRANCE COMBINED; AND MUCH OF THIS WAS FROM US AND ASIAN INVESTORS" Juliet Rogan

Juliet Rogan

Juliet Rogan: "The £12bn of funding raised in the UK last year was more than Germany and France combined; and much of this was from US and Asian investors, so it’s still clearly a very important market and this should be a positive." HOW DO ENTREPRENEURS ENSURE THEY HAVE THE CORRECT BLEND OF FINANCE? Rogan: "The current funding landscape provides a good opportunity for entrepreneurs to blend both debt and equity. This will be determined by the risk profile of the business and what stage in the business cycle it is. For example working capital can be funded by debt, whereas product development is more likely to be funded by equity or retained cashflows in the business." WHICH SECTORS ARE HOT GOING FORWARD REGARDING FUNDING? Cowley: "One interesting trend I’m seeing is the conflation of data and healthcare – with big data being used to achieved health outcomes." Tooth: "I’m going to bang the drum for female entrepreneurs as I’m seeing more and more of them and femtech is growing and growing." 

REVIEW

FUNDING GROWTH

AN ENTREPRENEUR’S LIFE

he Business Funding Show then turned its attention to what it takes to be an entrepreneur and explored the real-life challenges that founders must take on during the cycle of running a successful business. This panel brought together: Gonçalo De Vasconcelos Rnwl Kenneth Siber WeWork Labs Anthony Rose SeedLegals

GONCALO – CAN YOU EXPLAIN YOUR LATEST BUSINESS RENWL? WHAT DO YOU WANT IT TO BE KNOWN FOR? Goncalo De Vasconcelos: "Insurance is boring and nobody wants to deal with it and must spend time shopping around and responding to autorenewal letters. So, we are looking to do something about that and automate the process for people."

WHAT ARE YOU DOING DIFFERENTLY WITH THIS BUSINESS?

you start to think about pitching for other people’s money?

De Vasconcelos: "You know it’s interesting to see how experience is so helpful because when I started my last business (Syndicate Room) I didn’t know the difference between a limited company and an LLP for example. It’s also been helpful that when people see my name in their inbox, they respond to my emails now."

"You can’t own more than a 100% of your business – so it makes sense to bring in debt or give away equity at some point but you need to remember that lenders only lend you money if you have a revenue steam.

ANTHONY – YOU’RE A SERIAL ENTREPRENEUR. WHY HAVE YOU DECIDED TO SET UP YET ANOTHER BUSINESS? Anthony Rose: "Once you’re a founder it’s very difficult to work for anybody again. On leaving the BBC I sold a couple of firms and was tired of paying law firms for my legal work. This inspired me to set up SeedLegals and we’re just trying to make things easier for people." IN YOUR OPINION ANTHONY – HOW QUICKLY SHOULD YOU RAISE EQUITY FINANCE? Rose: "Our data shows that founders put an average of 26k of their own money into the businesses. Why? Because nobody will invest in a PowerPoint – you must build something and show market fit before you can think about investment. So, the question then becomes– when do

"The time to raise is when you think you’ll need more money than you can spend yourself. Or when you’ve reached product market fit." HOW IS BEST TO START A BUSINESS – AS A CO-FOUNDER OR A FOUNDER? De Vasconcelos: "I would say it’s easier with a co-founder, but you do have to split the equity. With a co-founder it’s much more fun and starting by yourself can be lonely." Kenneth Siber: "I would say co-founder as well but make sure you align expectations when you start and make sure you both want the same things." Rose: "I believe there are three roles needed for a successful business: 1. Domain expert – this is the doctor and the person with the passion to drive the business. 2. Who is going to build it – this is the tech guy or CTO. 3. Mr or Mrs money – this is the person who is going to get it funded- usually the CEO. "If you’re a person that can cover all three roles, then that is great but it’s rare that one person has all these skills. This means that having a co-founder will make it more likely to have these skillsets and you can also have checks and balances on what you’re doing."

Cont.  18

March - April 2020

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REVIEW

FUNDING GROWTH

ENTREPRENEURS ARE GETTING YOUNGER AND THERE HAS BEEN 700% RISE IN TEENAGERS BEING ENTREPRENEURS, WITH ONLY ONE IN FOUR TEENAGERS NOW HAVING A PART-TIME JOB. CAN THEY HANDLE THE MONEY SIDE THOUGH, WHEN IT COMES TO BEING IN BUSINESS? Siber: "I wonder if it’s the case that people are starting companies much earlier because I saw some statistics that showed that in terms of returns, the perfect age to start a business is at the age of 48. "It showed that the maximum return for investor capital is a 48-year-old founder with some previous experience in the sector they are launching the business in. "On the question of can younger people handle the capital at a young age? Some can and come can’t. It’s tricky if you’re very young to handle this – you’re not just given a sack of money because it also often comes with the message that you’re the best thing since sliced bread and to go out and kill the world." WHERE ARE ENTREPRENEURS COMING TO YOU AND SAYING THEY NEED MOST HELP? Siber: "The common challenges are around skills and access to finance, but they will of course be different at different stages in the business – depending at where you are at in your cycle. What we try to do is bring people together at different stages."

Gonçalo De Vasconcelos

Kenneth Siber

WHAT ARE THE THREE ELEMENTS YOU NEED TO GET RIGHT TO RAISE YOUR FIRST MILLION? Rose: "You need to run it like a military operation – I talk to many founders and when you hear things like ‘my co-founder is going to be giving up their job to focus on this full-time’ – no! There are lots of businesses that investors can support, so you need to ensure you’re making the proposition as attractive as possible. "You need to have such a single-minded focus on your goal and how you are going to get there; that it becomes attractive to an investor. "People think the key problem is to build stuff, but the actual problem is finding a market for it and somebody to buy it. "All too often people spend the investment money building acres of stuff, but they don’t identify if there is a market for it."

Anthony Rose

Siber: "Investors want to see somebody that will literally break down walls to get this product up and running and drive it to become a success. It’s that passion and drive that inspires investors to lend." WHEN IS THE RIGHT TIME FOR A FOUNDER TO STEP ASIDE AND LET SOMEBODY ELSE TAKE CONTROL OF THE BUSINESS? Siber: "I remember one of our first investors asking an insightful question, which was: “do we want to be rich or a king?” "This comes from metrics that look at control on the one axis and reaching maximum potential on the other axis. It is rare that you retain all the control and reach maximum potential – this is your Google or Facebook. Typically, you don’t get both. "If you take all the control, you’ll never realise the potential, but you will be the king. You must ask yourself – what do you want to be and how does this sit with your role as a founder? Control is a bit of an illusion because to be successful you do have to give it up." De Vasconcelos: "Entrepreneurs obsess about it too much – often they may not be the best person to run the business. For example, when a business becomes successful it can become very operational and letting somebody else run the business and you moving on can be good, as it means you can then start another business." 

March - April 2020

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WHAT NEXT FOR THE AUTOMOTIVE INDUSTRY?

he motor industry is evolving at an unprecedented rate, with emerging technologies, changing mobility trends and environmental concerns setting the agenda.

Business Leader partnered with Barclays Corporate Banking for a roundtable with some key players from the sector to ask: What does the future hold for the automotive industry?

WHAT ARE THE CHALLENGES FACING THE CONTEMPORARY AUTOMOTIVE INDUSTRY?

the roads – there are massive, massive challenges for everybody in all sectors of the industry.”

Tim Bagnall, MD at CCR Motor Co: “Electrification – the transition from combustion engines to electric – is having a massive impact. I think general environment and social responsibility at board level, plus government policy, is driving the change through, and the pace of change is just immense.

Robert Freeman, CEO of Malvern Tyres: “When you get down to it, where is the infrastructure? Are you going to have electric wires hanging out of shop windows?

“The challenge in the marketplace is getting the customer to understand that change, to understand the technologies. The buying public don’t really know what’s going on. “From an infrastructure point of view too – how we charge these vehicles out on 22

“The public will not accept it unless the infrastructure is right. If the infrastructure is not right, they’ll do a u-turn, they’ll have to. I just can’t see the infrastructure spend.” Martin Wilson, MD at Scot Group: “Is electric the ultimate answer anyway? Or is it just a stepping stone to something else? Why would you put massive investment into electric if it’s not the ultimate answer?”

Michael Finn, CEO at Wellington Motor Group: “There are still some major manufacturers investing very serious amounts of money in diesel technology. Everybody says diesel is finished, petrol is finished – why are they investing so much money? It’s confusing, it really is. “If the world wobbles again – and we’re going to have another recession at some point – all of this gets put back at a dramatic rate. “The government bringing back its petrol and diesel end date from 2040 to 2035 was a nice statement for them to say, it makes good headlines, but I honestly don’t think they knew what they announced. When it comes to hybrids, I definitely think March - April 2020

AUTOMOTIVE INDUSTRY THE FUTURE OF THE AUTOMOTIVE INDUSTRY SPONSORED BY BARCLAYS COMMITTED TO HELPING BUSINESSES ACHIEVE THEIR AMBITIONS T: 07766 364 541 | E: howard.noye@barclays.com

The Panel Tim Bagnall MD, CCR Motor Co. Darren Lakin Aftersales Director, Wessex Garages Michael Finn CEO, Wellington Motor Gp Martin Wilson MD, Scot Group Robert Freeman CEO, Malvern Tyres Kieran Hector FD, Carbase Tim Lincoln Partner, Grant Thornton Keith Parry RD, Barclays Howard Noye RD, Barclays Sara Appleton Barclays

there’s going to have to be a bit of backpedalling.” Kieran Hector, FD at Carbase: “It is just a political target, and you’re right, they don’t fully understand it. There’s obviously a huge amount of climate change pressure at the moment, but it’s the technology and infrastructure that will dictate how quickly all this is possible. “In Norway, 40% of cars sold now are electric, so I think with the right push from the government to incentivise it and help with the roll-out, it can be done but I think the UK – despite its climate change claims – has a long way to go yet.” IS THERE THE SAME DEMAND FOR ELECTRIC VEHICLES (EVs) IN THE RENTAL MARKET? Wilson: “Not at all. The investment at point of entry is huge. Plus, there’s so much inconsistency on diesel engines in the press. If you talk to the manufacturers, the diesel engines are more efficient, have less Business Leader - Inspire • Inform • Connect

www.barclayscorporate.com

pollutants than petrol engines, but the big headlines are that we’re going to ban diesel – it’s crazy.

garages, which is a little easier because they have been in the flow of it for six years now. But supply is an issue for definite.”

“My thoughts are electric vehicles will be a stepping stone for potentially hydrogen, certainly for commercials and trucks, and I agree the infrastructure is not there at the moment. But you could invest significant amounts of money into infrastructure to charge cars that could be obsolete within five years – trying to keep pace with that is incredible.”

Finn: “I think manufacturers are just thinking about China and North America; that’s the driver. The reality is, if they move the pendulum in China just a little bit, they have made it.

Hector: “There is a problem as well with the physical space for charging, as it takes a lot longer to charge a car than it does to fill up with petrol or diesel. Having a petrol station equivalent where people could park for 45 minutes… the numbers don’t add up.” WHAT DOES THE GOVERNMENT NEED TO DO TO UNDERSTAND THE SECTOR AND GET THIS RIGHT? Freeman: “Stop playing games, and start being a government. It’s all about headlines and social media.” Bagnall: “Communication for me would be the key. If I make a statement in our business that I want to do something, the question is always how are we doing to do it. You’ve got to have a strategy. “And that’s the bit I find frustrating; they say by 2035, hybrid’s out. But unless they come out and say this is how we’re going to do it, that’s where confusion comes from, because they’ve come up with an idea and not told anyone how to do it. “I don’t believe they’ve consulted with Society of Motor Manufacturers and Traders (SMMT), with manufacturers, not in any wholesale way, not spoken to anyone who does this for a living and come up with a plan.” Finn: “You see all the headlines, but when you dive into it there’s not as much substance as you would want there to be. We want – and we plead for – clarity.”

“So you’ve got one bit that is legislationdriven but the other side is commercial opportunity; the point I made earlier about a lot of manufacturers still investing in diesel, that is because they clearly see a market in certain territories, and it’s a lot bigger market than we’ve got. The UK market will battle for supply because the percentages are so tiny. You’re looking at 1.5, 1.6% in that sector.” Wilson: “EVs are more expensive to produce, the margins are thinner, you haven’t got the profits driven through aftersales, so those things combined make electric vehicles more difficult. And the residual values aren’t as strong – or haven’t historically been as strong – as internal combustion engines.” Hector: “There’s not enough genuine demand for them at the moment. We sell used cars, so we have to deal with electric very little at the moment, but we have a fleet of 50 company cars, and we took on eight or nine electric vehicles and they have had all sorts of problems with the range and ability to use them. The headline numbers don’t stack up with the practicality. The public isn’t ready to follow up on all this political talk.” WHY ISN’T THE DEMAND THERE? Freeman: “Because they know how difficult it is. I had a rush of blood and thought I might get an electric vehicle, but I spoke to a mate who has one – he couldn’t get back from his holidays, the charging point was vandalised, and I’m thinking we’re just not ready for this. It doesn’t work.”

HOW IS THE SUPPLY OF ELECTRIC VEHICLES? Bagnall: “Supply has been genuinely difficult. We have a lot of Mitsubishi

Cont.  23

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www.barclayscorporate.com Freeman: “We run 30 vans through the centre of Bristol every day, but we won’t be able to do it. It’s been going 70 years that business, but it doesn’t work; they say things that look great in headlines but they don’t think things through.” WE’VE TALKED A LOT ABOUT CHALLENGES. WHERE DO YOU SEE OPPORTUNITIES? Finn: “Because of the dreaded Brexit word, it feels as though the world has been up and down, but it’s settled down a bit. We have settled down, and our clients have settled down.” Tim Lincoln, Partner at Grant Thornton: “Speaking to one client recently whose volumes have been steady, actually profitability has improved and they’re starting to get back to their past percentage of profits. It’s through focusing on some of the fundamentals, and putting in more incentives around things like aftersales, where the margin is. I think there’s profitability to be made if you’re focusing on the right things.”

Finn: “The people who have bought into it love it, and they would find it really difficult to change back. If they can live with it, they absolutely worship it. The problem being is that still only fits that amount of people. “And of course they are perfect for city centres, perfect London vehicles, but you can’t charge out of your flat across the pavement with a lead, can you? If you live in the middle of nowhere you can have your home charging point, but then you’ve got this range anxiety. I think there’s an awful long way to go.” Hector: “I think a lot of people like the idea of electric cars, but they just can’t make it work. I’m not sure there’s even an electric charging point where I live because there just isn’t the demand.” BRISTOL IS THE FIRST UK CITY TO ANNOUNCE A DIESEL BAN, BUT OTHERS WILL LIKELY FOLLOW. WHAT WILL BE THE IMPACT? Hector: “I think the local authority has got it wrong by trying to impose a flat ban. Suddenly the whole middle of Bristol is 24

mapped out as banning all diesel. I don’t think people understand the implications of that, and we’re totally in the dark about whether that will be implemented in that form or will it be watered down.

Wilson: “I certainly think post-election that consumer confidence seems to be better. There seems to be a level of confidence that has come back in. Unfortunately we haven’t seen the residual value bounce Tim Bagnall that we lost from April onwards last year, but it’s definitely getting better. That’s much-needed because last year was tough.”

"FROM AN INFRASTRUCTURE POINT OF VIEW – HOW WE CHARGE ELECTRIC VEHICLES OUT ON THE ROADS – THERE ARE MASSIVE, MASSIVE CHALLENGES IN ALL SECTORS OF THE INDUSTRY"

“If you’re going to push for change, it has to be positive incentives to push people towards something rather than trying to ban something. The amount of upheaval from a blanket ban across the middle of cities is going to seriously threaten the survival of some businesses.” Hector: “We’re looking to the future and trying to expand. I couldn’t tell you where we’d need to go, but we certainly wouldn’t put another one in any city talking about the same kind of ban.

“But where else? It’s presumably going to be quite fashionable for local authorities to say we’re going to do that as well.”

Darren Lakin, Aftersales Director at Wessex Garages “We’ve certainly seen that. Consistently over the past 12 months, after-sales has been the bedrock of the business, while new and used car sales has been weak. “It’s a consistent approach to some very basic details which drives profitability, then you have a much more buoyant business – but we need all three facets of the business going at the same time.” March - April 2020

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"I THINK MANUFACTURERS ARE Keith Parry, Relationship JUST THINKING ABOUT Director at Barclays CHINA AND NORTH Corporate Banking: “The AMERICA; IF THEY MOVE headline new reg stats were a bit disappointing, 7% down. THE PENDULUM IN But all the dealers I spoke to CHINA JUST A LITTLE BIT, said January was fine. Why THEY HAVE MADE IT." IS IT THE SAME PICTURE FOR NEW AND USED CARS?

do we put so much emphasis on that headline for new registration stats? If your aftersales is strong and you’re on top of used, then as a business you can cope with one of those plates not spinning as well.” Bagnall: “The end market is not there, so you end up with an oversupply, which results in the residual drop we had from April. All the 2016 peak registrations coming off contract hires, there was just a flood of three-year-old diesel vehicles. The market had to realign. That hurt us all, and it was really painful last year.”

Hector: “We’re finding it an ongoing problem that every year the used vehicle market just seems to drop and drop. It’s just a race to the bottom. It’s harder and harder to get a supply of cars at a margin we can make work and I don’t know where that ends. The typical margin in the industry is about 1%, so it’s not like you have a lot of scope to absorb it.” Freeman: “It is a race to the bottom – especially with increasing labour costs. We’re suffering from real creeping labour costs for MoT testers and technicians. The growth there is about 20% in the last few years, so you’re squeezing your margins all the time, with prices going down and labour costs going up.” IS THE SECTOR FACING A BIG THREAT FROM ANY DISRUPTORS? Bagnall: “Mobility as a service is one of the megatrends coming through. It’s subscription-based – the idea that you pay £300 a month, or whatever, and you can have a car for three months, or a city car during the week and an SUV at the weekends. “Our Japanese parent is a big rental firm, and that’s how they are pushing MAAS, Business Leader - Inspire • Inform • Connect

not through dealers, but as the preserve of the rental operations because they are geared up to do it. That swap and change of SUV for Saturday, a sports car for Saturday night and a city car for the week, I don’t see that as a dealership issue and I think ultimately we are going Michael Finn to lose business.”

Wilson: “When you’re talking about swapping cars two or three times a week, there’s a huge cost. If you look at some of the initial out-and-out subscription services, they are hugely expensive, and Mercedes-Benz has pulled out of the UK because there’s just no market for it. “The opportunity for someone to step into a sports car for the weekend, city car during the week, and an SUV for whenever – the cost of that is enormous. “The point of someone wanting to not own a car will come. But I don’t think everyone is ready for it yet.” Finn: “Ultimately there comes a time when a disruptor has to make a margin. In our business, it costs a lot of money to move a widget, it really does. When you start seeing those make serious money, you’ll see a lot of people want to get on board.” HOW IS THE AUTOMOTIVE LABOUR MARKET? ARE THERE ISSUES WITH SKILLS, RECRUITMENT AND RETENTION? Hector: “Technicians are the biggest problem – there just seems to be a shortage.”

www.barclayscorporate.com the MoT testers have gone up to £30k; it actually is making MoT testing unviable.” Lakin: “That has been driven historically by the race to the bottom. MoTs at £19.99 – we stopped that, £40 is our minimum. Otherwise it is not viable, because the cost of labour is skyrocketing. A guy doing 10, 12 MoTs in a day doesn’t cover his costs.” AND WHAT IS BARCLAYS’ VIEW OF THE SECTOR? Howard Noye, Relationship Director at Barclays Corporate Banking: “Negotiations around the UK-EU trade deal will be key to the industry’s long-term prospects, while motor dealers will also be focused on the recent government commitment to greener vehicle production by 2035. "If the infrastructure necessary for electric vehicles is committed to wholeheartedly, then the public’s appetite for more environmentally-friendly modes of transport could provide a significant boost to the UK car market.” Parry: “There are a lot of sectors, with the economy being the way it has been over the past couple of years, which are challenged. But since the election result in December, the market has been increasingly optimistic about an increase in consumer spending on big ticket items. Barclays remains keen supporters of the sector. “There are a lot of big headlines, and a lot of it may happen over time, but I think it will be evolution not revolution and I think the sector is really resilient to cope with that change, I really do.” 

Freeman: “It’s not trendy, is it? Truck tyre fitters is ten times worse. We could double our truck business if we had the staff. They are earning £30k, £40k, £50k, these truck fitters and they are still leaving. The younger generation have changed their expectation of life, and they don’t want to get their hands dirty. We need to address this. “I have 20 MoT stations, and I’m actually looking at the viability of MoT testing because it doesn’t make money. You’re looking at £30 or £40 for an MoT, and 25

REVIEW

HOW ARE UK INCUBATORS SUPPORTING BUSINESS GROWTH?

ome of the UK’s most successful businesses have been nurtured through the process of an incubator – but what is an incubator and what does the future hold for the concept? This article will also look at the true impact of their introduction to the UK. How are they evolving? And what support do they offer businesses and entrepreneurs?

Incubators come in many different guises, varying considerably in their offerings and areas of focus. In general, they all share the common remit of helping early-stage businesses achieve growth quickly by providing support around office space, mentoring, professional support, subsidised or free professional services and access to funding. By offering all these resources, participating businesses can focus on achieving product market fit, as opposed to spending valuable time securing this from external sources. 26

How are incubators helping businesses? Typically, incubators work with companies that aim to disrupt current business models in a variety of sectors to grow British industry, both at home and abroad. In late 2019, the Department for Business, Energy & Industrial Strategy (BEIS) issued a report which looked at the effectiveness of UK-based incubators. The report states that out of “428 start-ups that have previously or are currently attending an incubator or accelerator, we find that most start-ups consider the contribution of the incubator

or accelerator as significant or vital to their success.” Dr Francine Morris, Associate Dean, Enterprise and Industry Engagement at the University of Salford Business School, gives more detail around the benefit of incubators: “Incubators are vital support systems to those in the early stages of setting up their business. "They provide a sense of community and a safe place to test a business idea, whilst surrounded by like-minded people. March - April 2020

BUSINESS INCUBATORS

And, according to Nesta, 73% of start-ups consider the contribution of the incubator or accelerator they attended have been significant or even vital to their success. So, with entrepreneurs and start-ups gaining more opportunities to survive and thrive, the role of incubators has also become crucial to upskilling workers to new age technologies and working practices.

They can also give the entrepreneurs the necessary training and networks to become successful.”

"INCUBATORS ARE VITAL SUPPORT SYSTEMS TO THOSE IN THE EARLY STAGES OF SETTING UP THEIR BUSINESS. THEY PROVIDE A SENSE OF COMMUNITY AND A SAFE PLACE TO TEST A BUSINESS IDEA." Dr Francine Morris

Business Leader - Inspire • Inform • Connect

becoming a successful and stand-alone business. By providing a collaborative eco-system, these businesses within an incubator can share the trials and tribulations of starting a company – with the environment stopping an entrepreneur from shouting into an echo chamber.

Leon Howe, Incubation Manager at Durham City Incubator, comments: “Incubators help businesses by providing Johnathan Matlock from Bristol-based a workspace to share with other likeincubator Unit DX comments: “In my minded entrepreneurs which nurtures experience, one of the key factors of an collaboration, sharing of experiences and incubator is to upskill members of a team contacts. Providing a space, support and that wouldn’t have access to investment had the opportunity is critical to any new or experience to learn "ENTREPRENEURS BELIEVE business. Incubators can certain skills before. develop the founders to DIRECT FUNDING, ACCESS Employing people with understand the stages TO OFFICE SPACE, LAB the right skills is great, in starting and growing a SPACE AND TECHNICAL but one of the keys with business and if they get incubators is providing EQUIPMENT ARE THE MOST it right, have the potential the opportunity to give to scale and create VALUABLE SUPPORT THAT people that industryjobs and wealth for the INCUBATORS CAN OFFER." ready experience and economy.” Matt Smith skills. A key role of Impact on the economy incubators should be a The natural question way for people to access would be to find out what impact these opportunities to upskill from c-suite, all the incubators have had on British businesses way down to apprenticeships.” and the wider economy – especially as this Matt Smith, Director of Research and government (BEIS) has revealed ambitions Policy at the Centre for Entrepreneurs, to continue to support the concept. agrees. He said: “Incubators are important Howe continues: “Providing a safe for closing the skills gap because of the environment where founders are supported in-house nature of the services which and also challenged can help them develop they provide – many offer opportunities the business concept into a business model to businesses and start-ups to not only that can secure investment and scale. Not develop their businesses but also harness every business will be a success, however key skills through different services they those that succeed are likely to have a offer within the incubator space.” greater impact on the economy. Smith also believes that entrepreneurs “Many incubators in the UK have some can benefit heavily from developing their flagship businesses they have supported company or companies in an environment which have grown into successful like an incubator. He comments: businesses, creating wealth and “Entrepreneurs believe direct funding, employment opportunities. For those that access to office space, lab space and don’t succeed, the founders have the technical equipment are the most valuable knowledge to establish their next venture support that incubators can offer. However, and make it a success.” access to investors, access to peers, help with team formation, direct funding, press or media exposure, mentoring from an industry expert, help measuring social impact and mentoring from an investor are shown to have the highest positive impact upon entrepreneurs.” Incubators are providing start-ups and entrepreneurs with an easier route to

Cont.  27

REVIEW

BUSINESS INCUBATORS

Individual incubators have provided information on the successes and failures of the companies and individuals that use their platforms and spaces. In 2018, an independent study was carried out by Warwick Economics to access the economic impact of SETsquared – ranked the world’s leading business incubator. The study concluded that: •

965 businesses were supported by SETsquared between 2015 to 2017, with the partnership providing 3,645 business assists since 2002.

•

The Gross Value-Added contribution of SETsquaredsupported businesses each year indicates that they have directly contributed a total of £5.8bn to the UK economy between 2002-17.

•

The level of employment supported by these businesses is estimated at 10,900 jobs in 2017. This is projected to rise to 22,200 by 2030.

•

Projecting the forward impact of the programme, assuming the level of support continues at the current rate, supported companies could rise to 6,650 and contribute a further £12.4bn to the economy between 2018-2030.

•

Including an estimate of supply chain impacts of the businesses, the cumulated direct and indirect impacts on the UK economy are estimated to be £8.6bn by 2017 and a further £18.3bn by 2030.

Jane Khedair, Director at Institute of Innovation and Entrepreneurship at London Business School, comments: “Business incubators undoubtedly have a huge impact on the UK economy; creating jobs, stimulating innovation and fostering entrepreneurial flair to enable new products and services to be brought to market which would otherwise remain only as ideas.

"WITHOUT THESE INCUBATOR SPACES, THERE WOULDN’T BE ANY INNOVATIVE AND DISRUPTIVE COMPANIES ENTERING THE MARKET." Johnathan Matlock

The Unit DX team

“Although the selective nature of incubators, only taking on the best startups, makes it difficult to quantify their added value, it’s widely recognised that both success as well as survival rates are generally much higher for businesses which have been supported by the resources an incubator programme typically offers. “It’s well documented that, across the UK, less than 40% of start-ups exist after three years so a survival rate in excess of 80% for the businesses that we incubate at London Business School is hopefully indicative of the efficacy of incubation as a whole.” The growth of incubators has increased significantly in the past few years and has had an positive impact on both regional and national economies. According to Nesta data, in 2019 the presence of an incubator within a two to three kilometre area was associated with increased growth in normalised wages (i.e. average of wages relative to average wages in a specific sector and occupation) and increased high-level occupational change up to four kilometres away. Examples of successful business incubator services include the SETsquared Partnership, an incubation and start-up growth acceleration network, which is forecast to contribute £30.7bn to the UK economy by 2030. Have they been a success? An additional way of judging the success

of incubators is to look at their popularity across the country. In terms of capacity, a report from the Centre for Entrepreneurs showed 75% of UK university incubators were at or close to full capacity, demonstrating their demand from start-ups and entrepreneurs. Matlock comments: “Without these incubator spaces, there wouldn’t be any innovative and disruptive companies entering the market because you are relying on people discovering those elements of starting a business on their own. When an incubator provides a lot of shared resources and advice that can sit across multiple businesses. With businesses in an incubator you can surround yourself with creative and knowledgeable people that can sit across multiple companies – helping them all to share ideas and grow together.” And the future for the whole incubator space looks set to have a positive impact on the economy too. Matlock comments: “If you look at the government’s Industrial Strategy 4.0, it's about identifying which industries and sectors are going to add to the UK’s GDP over the next ten years. "One of the key elements of that is that those companies need somewhere to be. These are the spaces where innovation and disruptive technologies are born. Incubators are absolutely critical to the formation of new companies that contribute to the UK economy.”  March - April 2020

ADVERTORIAL

SWEET CONSTRUCT BENEFITS FROM WESTON COLLEGE SUPPORT CAN YOU GIVE US AN OVERVIEW OF SWEET CONSTRUCT? Sweet Construct is a commercial construction company based in Flax Bourton. Working as a Main Contractor, we provide all services from formwork to fit-out. This includes design, civil engineering, construction, and with joinery and manufacturing involving our sister company Sweet Joinery. The company has been in operation for over 40 years and is now run by the third generation of the Sweet family. We have experienced considerable growth in the past 18 months and rebranded in September 2019 from H Sweet and Sons. This growth has led to an office move and the recruitment of many new departments, taking us from 21 employees to more than 60. In January, we were also delighted to win the Enterprising West of England Ones to Watch 2020 Awards for North Somerset. A very proud moment! WHAT ARE THE KEY CONCERNS/ CHALLENGES IN THE CONSTRUCTION INDUSTRY? Skills shortage is a major challenge in the industry, threatened by an aging workforce and by new technologies. At Sweet Construct, we recognise the importance of retaining our key employees and we want our people to enjoy working for us by giving them more than just a job. Developing our people is a priority, and we have rolled out initiatives such as communications training because good communications help to drive engagement. We also have company-wide personal development plans to help the team map their careers and a clear focus on upskilling our early careers and apprenticeships team through a programme of bespoke training and workshops. Business Leader - Inspire • Inform • Connect

WHY ESTABLISH A PARTNERSHIP WITH WESTON COLLEGE? We have chosen to work with Weston College as they are clearly aligned to our business needs. One of our key objectives for 2020 is to secure more work within a 90-minute radius of our head office so that our teams BLM speaks to Emma Tate can enjoy a greater Early Careers & Apprenticeships Lead at Sweet Construct work/life balance and in order for us to deliver the best possible service to clients. Weston with the experience we have had working College fits perfectly with that ambition as with Weston College, from the personal the location is ideal for those on our early service we get with the Account Manager careers and apprenticeships programme. and Work Placement Officer, to the recruitment support we have had from the We also wanted to strengthen our Apprenticeships team. relationship with the community and provide WHAT ARE SWEET CONSTRUCT’S FUTURE high-quality employment for the local area. We selected Weston College because we are AMBITIONS? We plan to continue to grow and develop confident their apprenticeships would be the perfect way to recruit new employees, as our early careers and apprenticeships programme, and will continue to work well as to upskill existing colleagues. closely with Weston College, notably WHAT IMPACT HAS THE PARTNERSHIP incorporating the Construction Manager HAD? Apprenticeship (level 4) into our plans for Through our partnership with Weston future pathways to site management roles. College we have employed apprentices from We also look forward to engaging on the new intermediate (level 2) through to higher T-Level programme and welcoming a digital apprentices (level 4) and have another work placement student later in the year. due to start in September. The people that These are exciting times for Sweet Construct come to us from Weston College are highly and for construction in the region. We are motivated and skilled, backed by a support really pleased to be working with Weston team of tutors and assessors, and an College to achieve our ambitions for growth impressive range of apprenticeships and and recruitment of skilled, motivated diploma courses. teams.  Overall, we remain extremely impressed 29

FEATURE

Shaping Britain’s next generation of entrepreneurs

lack of specialist teaching means most UK teenagers leave school with little or no business knowledge. Business Leader talks to Sharon Davies, CEO of Young Enterprise, to learn how the finance and enterprise education charity is working to fill the void.

Entrepreneurs stimulate growth, create opportunity and drive innovation and social change – so why isn’t the UK education system doing more to develop these skills in future generations? Only a quarter of the nation’s Generation Z leaves school with any specialist entrepreneurial education under their belts, according to a recent YouGov survey, and as many as one in two go further, saying their education has failed to prepare them for the world of work. The impact is that young people lack both the nous and the confidence to embark 30

upon entrepreneurial careers – and at a time when UK business needs dynamic leaders, this is a major worry. ‘Crucial for Britain’ There is no quick fix, but the government is being urged to look at teaching reforms as a key first step. Sir Anthony Seldon is Vice Chancellor at the University of Buckingham, which has recently secured pioneering private sector support to match-fund fees on enterprise degree courses to make its business courses more accessible. He believes British politics needs to take notice of the challenge facing industry in the wake of Brexit, and says classroom investment is essential if the nation is to remain a global business power. He said: “As British business faces an uncertain future, it is vital that we support entrepreneurialism, and ensure Britain remains a world leader in enterprise and innovation. But to do this we must nurture our next generation to enable young

entrepreneurial talent to shine through. “For too long, entrepreneurialism has been deprioritised in schools and children have been taught to avoid risk. This is a mistake. “We urge Prime Minister Boris Johnson to get entrepreneurialism on the curriculum in schools and change the perception on enterprise education. Teaching enterprise in schools is crucial for Britain to have the edge in creating ambitious entrepreneurs.” That view is endorsed by Phillip Salter, founder of The Entrepreneurs Network, who agrees future success hinges on an improved education system. He said: “Despite political turmoil, Britain has continued to remain a global hub of entrepreneurship. However, for this to truly continue we can’t overlook key issues such as talent and nurturing young entrepreneurs. A strong start-up eco-system is key to economic growth and innovation in Britain, and to maintain this we must consider modernising school curriculums to encourage entrepreneurialism.” March - April 2020

NEXT GENERATION

‘A massive game-changer’ Delve a little deeper, and it becomes evident there is already a potential solution out there – albeit one which needs support from business to truly turn the tide. Young Enterprise is a national financial and enterprise education charity. Launched in 1962, it now helps more than 300,000 young people a year, supplementing their schooling with specialist business coaching – a service which extends to guiding schools and teachers too. At its head is CEO Sharon Davies, a passionate advocate of entrepreneurial education. Davies believes businesses must work with schools to reduce disadvantage gaps so young people can flourish in the corporate world. She said: “We have a belief that all young people should be able to access financial and enterprise education. “We provide opportunities for them to learn to earn and to manage their money, and to develop an enterprising mindset, which obviously is key. “We’re leaving the EU, and those skills are going to be absolutely pertinent to the future of this country.” Crucially, Davies knows first-hand how important support of this type can be.

She left home herself at 16, and ‘moved around a lot’ in a series of temporary jobs, before a chance encounter with a youth worker proved a major influence on her future direction.

"AS BRITISH BUSINESS FACES AN UNCERTAIN FUTURE, IT IS VITAL THAT WE SUPPORT ENTREPRENEURIALISM, AND ENSURE BRITAIN REMAINS A WORLD LEADER IN ENTERPRISE AND INNOVATION."

“There is support there for the teachers in terms of lesson plans and other support. We can provide online resources on how to utilise those programmes within the curriculum, and we also have volunteer business advisors, where a mentor can come in once a week or once a fortnight. “We want to bring influencers into the classroom, so children get a better perspective on what’s out there.”

Sharon Davies

Business Leader - Inspire • Inform • Connect

“We know there is a massive gap between what employers are looking for, and young people coming out perhaps not prepared for the world of work.

She said: “This youth worker was someone who was interested in me “What we’re trying to do is Sir Anthony Seldon developing myself, without really bring closer together any angles, and I had the world of learning and never come across anyone like that before; the labour market. someone who genuinely wanted me to do better, who believed I had some value in the “What we’re talking about is young people who are adaptable, creative, curious – world and that I mattered. they have the right attitude and the right “I felt that someone had given me a break, mindset.” and I continue to feel that this sort of ‘We can’t do it alone’ opportunity is a massive game-changer for At present, Young Enterprise is supported people.” by 6,000 volunteers and 3,500 businesses, ‘Bringing influencers into the classroom’ and operates in around 40% of secondary Young Enterprise’s contemporary activities schools in England and Wales. are varied and evolving. However, it has clear ambitions to extend Its Company Programme gives students that reach. A new three-year strategy – real-life experience of setting up and called No Time Like The Future – is aiming running a company, and its Tenner high. Challenge encourages them to be creative “We want to deliver a million learning and resourceful in growing their cash. opportunities for young people to get that opportunity to build a bright future,” says Private sector support is available, as is Davies. “To do that we will need to mobilise backing and resources for teachers, while 40,000 volunteers, teachers and alumni, there is also a wide range of digital assets and we will need to secure an investment available to ensure its reach is not limited of £16m. by geography. “We try to work with the school to establish what it is they are looking for,” says Davies.

"WE WANT TO DELIVER A MILLION LEARNING OPPORTUNITIES FOR YOUNG PEOPLE TO GET THAT OPPORTUNITY TO BUILD A BRIGHT FUTURE"

corporates we work with, so the skills those young people are developing are real-world applicable.

In essence, it’s all about equipping young people with the tools and knowhow to thrive in the real world. Davies continues: “One of the biggest things is making sure we work very closely with our employment partners, the

“No Time Like The Future is really a positive opportunity for us to galvanise the country at a time when we are leaving the EU. “The potential we have got is to really develop a homegrown entrepreneurial pipeline of young people that are able to develop critical skills – adaptability, curiosity, creativity. “You can only do that if you invest in young people now. We can’t do that alone, we absolutely want the support of businesses, that’s key, and I would love to talk to any businesses that are interested in working with us to do that. “You’d get the opportunity to build the profile of your business, to professionally develop your staff, and you could have a direct impact on supporting young people to build a better future in your community.”  31

GROWTH

EXPORT

Why was 2019 a record breaking year for UK exports?

ccording to new figures published by the Office for National Statistics (ONS), last year was a recordbreaking year for UK exports. Up until the end of December, the UK has experienced 45 consecutive months of annual export growth on a rolling annual basis.

UK companies exported £689bn worth of goods and services across the globe in 2019 – up by 5.0% on 2018. Some of the UK’s fastest-growing goods exports include cereals, which were worth £2.5bn, up by 16.6%; fish and shellfish, which were worth £2.1bn, up by 13.1%; and meat and meat preparations, which were worth £2.1bn, up by 12.4%. Secretary of State for International Trade, Liz Truss, said: "The UK is an exporting superpower and these new statistics show UK companies are exporting record levels of goods and services. As a newlyindependent trading nation, we will strike new trade deals with key partners across the world, open up new markets and make it even easier for our businesses to meet global demand." Goods exports to non-EU countries grew by 13.6% in the lead-up to Brexit. The value of British goods sold to countries outside of the EU increased throughout 2019, according to Lloyds Bank Commercial Bank. The increase helped offset the falling value of UK exports to the continent. While analysis of the latest trade figures from HMRC revealed the EU is still the UK’s single largest trading partner, the value of British goods exported to the continent fell from £173.3bn in the year ending Q1 2019 to £168.5bn in the year ending Q3 2019, 32

according to the Lloyds Bank International Trade Index. Prior to this, the value of UK goods exported to the EU had grown consistently since 2016. The index, compiled in partnership with IHS Markit, showed the UK sold £177.1bn of goods to markets outside the EU in the year ending Q3 2019, up from £170.9bn in the year ending Q1 2019. Accounting for the trend, the report shows over the past three years, UK exports to Asia and the USA have grown at a compounded rate of 11.3% and 7.7% respectively, while new exports orders to the EU grew by just 6.9% per year. The value of British exports to the UK’s top ten markets in Asia grew over the same three-year period. Whisky and spirits exports grew rapidly, with sales to Vietnam and India increasing by 204% and 73% respectively. The Lloyds Bank International Trade Index also found economic contraction in Europe contrasted with the performance of countries outside the EU in the final quarter of 2019, highlighting further opportunities for UK exporters in far-away markets in 2020. Gwynne Master, Managing Director and Global Head of Trade for Lloyds Bank Global Transaction Banking, said: “It’s encouraging to see that UK exporters aren’t limiting

themselves to markets close to home. The fluctuating economic environment could prompt more businesses to take advantage of a diverse range of overseas markets, which in turn will hopefully enable increased sales and revenue for UK exporters. “Last year, tension between the world’s biggest economies undoubtably had an impact on global trade. Productive talks and a new deal between China and the US signed last month could represent the start of this tension dissipating, creating further opportunities for UK exporters.” According to IHS Markit PMI (economic indicators derived from monthly surveys of private sector companies) data, the economies of Germany and the Netherlands – two of the top five destinations for UK exports – softened for the first time in more than six years. Germany’s PMI for Q4 2019 was 49.7, down from 50.3 in Q3, while the Netherlands saw an index of 48.5 in Q4. Weaker economic conditions were also recorded in Italy, Austria, Poland and the Czech Republic (49.8, 46.8, 45.9, 44.8). A reading of above 50 indicates growth, while one below 50 signifies a decrease. Meanwhile, economic growth was measured in the USA (51.9) and China (52.6), and across Asia (51.1) between October and December.

March - April 2020

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REPORT

HOW TO LAUNCH YOUR BUSINESS IN

appr

or our latest business trip feature, where we look at the UK’s most interesting export markets, Business Leader Magazine gives you an in-depth guide into everything you need to know about doing business in Japan.

The Land of the Rising Sun has for decades been one of the world’s leading economies and is currently third on that list, with only China and America boasting a larger GDP. In the past year, Britain has become a more prominent trade partner and a recent report by the Office for National Statistics (ONS) revealed an increase in trade with Japan, rising by 7.6%, from £13.8bn (2018) to £14.8bn (2019). Japan is already the UK’s 11th largest trading partner and one of the world’s fastest-growing markets. The government has made it public that one of its main goals post-Brexit is to strike a new Free Trade Agreement, which would solidify and expand the nations' business relationship. So, with a strong trade history and a public commitment to build on the partnership between the nations – is now the time to expand your company’s operation into Japan? 34

JAPAN

oved

The Britain-Japan relationship British businesses are currently benefitting from record levels of trade with Japan, with exports continually rising over the past three years. One of the thousands of companies that have found success in Japan is Londonbased Shadow Robot Company. The firm is Britain’s longest-running robot company and winners of the Queen's Award 2019 for Innovation. The company produces the world’s finest anthropomorphic dexterous robotic hands, which have been used as a testing tool for artificial intelligence and machine learning, as well as in research and development at Tokyo and Akita universities. Shadow Robot is currently participating in a development project with a Japanese corporation that has already brought in £500,000 and is expected to do the same over the next six months. Rich Walker, Managing Director of the Shadow Robot Company, said: “Japan is a key target market for us. There is a solid business culture and the country has a great respect for investing in exciting and cutting-edge technology, such as that used in our products. We have found the nation takes a very long-term view of business and it is refreshing to see how Japan is open to exporting innovation and expertise from abroad.

IN E

I SS TR

“The business relationship between the UK and Japan is certainly strengthening, as both are leaders in the field of innovation and both recognise the importance of cooperation in providing innovative solutions to global problems. It’s a model of continuous development and needs ongoing commitment from both parties.” But it isn’t just recent opportunities that have made Japan a commercially viable nation to export to. Greg McDonald, Managing Director for Japan at TMF Group, comments: “The UK and Japan share a centuries-long business relationship that is supported by a strong political relationship. This has formed an excellent base for increased cooperation in recent years. "Both island nations, despite being relatively short on natural resources, have been able to propel themselves by creating economies based on knowledge and technology.” Why should you start working in Japan? Both nations have made it clear they are carrying on and developing their business relationship into the future. With political partners on both sides publicly promoting a bright future for trade, now is the time to break through the Brexit blues and set up a business function in the Far East. McDonald comments: “Japan is a mature March - April 2020

INTERNATIONAL TRADE

Rich Walker Shadow Robot Company

and stable economy with a strong rule of law. It is still the third largest economy in the world and there remains plenty of opportunities for this reason. It also has a high level of technology, a well-educated workforce and strong infrastructure to support business. "The government is also focused on improving the country as a destination for regional headquarters and hubs.”

"BOTH ISLAND NATIONS, DESPITE BEING RELATIVELY SHORT ON NATURAL RESOURCES, HAVE BEEN ABLE TO PROPEL THEMSELVES BY CREATING ECONOMIES BASED ON KNOWLEDGE AND TECHNOLOGY.” Greg McDonald

Business Leader - Inspire • Inform • Connect

Greg McDonald TMF Group

However, due to Japan’s position as one of the world’s top economies, British companies looking to navigate a way through the challenges can achieve incredible success.

country rather than approaching it alone.

Walker comments: “Companies looking to have operations in Japan can expect an exciting defining moment for their business, seeing as Japan is an innovation powerhouse. Japan is the world’s thirdlargest economy and, in the last year alone, trade between the UK and Japan was worth £29.5bn.

What sectors are most prevalent in Japan? Clearly tech is one of the most prominent sectors that comes to mind when thinking of Japan, but there are many other areas of Japanese business which could be fruitful for British companies looking to expand overseas.

“Overall, the nation takes a very long-term view of business and it is refreshing to see how Japan is open to exporting innovation and expertise from abroad.”

“Having said that, expect to market your product differently, geared towards Japanese customers considering the language and cultural differences. "It might be worth approaching this market through a sound collaboration with a company that is well established in the

Cont.  35

REPORT

INTERNATIONAL TRADE

According to Export to Japan and TMF Group, after technology, UK companies which have achieved the most success in Japan come from automotive, energy, manufacturing, aerospace, scientific, financial/professional services, media, retail, healthcare and food & drink sectors. Latest figures from ONS show Atlantic salmon exports to Japan were 1,060 tonnes, worth £8.7m in the 12 months to October 2019; an annual increase of over 71.8%. One business taking advantage of growing demand is The Scottish Salmon Company. The Edinburgh-based firm has recently secured a deal to supply Japanese sushi chain Genki Sushi with its brand, Tartan Salmon. Su Cox, Communications and New Business Development Director for The Scottish Salmon Company, said: "Japan and the Far East is a key market and demand for our salmon has helped drive a 25% increase in our exports to the region over the past year. We expect this to increase as more consumers discover this fine Scottish product and experience the "JAPAN AND THE great taste and provenance FAR EAST IS A KEY of our quality Tartan Salmon. Our recent success with MARKET AND DEMAND Genki Sushi is testament to FOR OUR SALMON this. We take great pride in our Scottish heritage, and this HAS HELPED DRIVE A 25% INCREASE IN is demonstrated through our commitment to bringing the OUR EXPORTS TO THE finest quality Scottish salmon REGION OVER THE to worldwide markets."

PAST YEAR.”

However, electronics and technology are still the main export opportunities for British businesses looking at expanding into Japan. What are the main challenges of working in Japan? Regardless of the success in its prominent sectors, Japan is in the midst of several economic and employment difficulties. McDonald comments: “Japan has a rapidly-aging society with a very high unemployment rate, which can make hiring a challenge, especially staff with strong English skills. There also exists several regulatory and licensing requirements, depending on the industry, that many companies may not face in their own jurisdictions. 36

Su Cox

Su Cox Scottish Salmon Company

"These headaches can be varied and complex – but are not insurmountable, so long as local expertise can be procured. For example, many legal and banking processes still rely on traditional methods such as seals, original certificates and hard copies of notarised documents, which adds to the administrative burden. An unwary foreign firm can find adaptation to these processes extremely difficult.”

Walker continues: “One of the main challenges for companies looking at doing business in Japan is that competition can be fierce, especially if your market is reasonably well served by other local providers. There are language, business and cultural challenges too but luckily for Shadow, we had support from our Japanese distributor, Nihon Binary, and the Department of International Trade (DIT) through various language, culture and distance barriers.” What does the future hold? Despite the positive business relationship and a commitment to strengthen trade

Dr Kerstin Braun Stenn Group

ties between the nations, there are many different challenges for British companies looking at expanding their operations into Japan. Following the news that Japan's economy shrunk at a 6.3% annual rate, and with the potential of the coronavirus to impact the prospect of a global economy, Dr Kerstin Braun, President of Stenn Group, comments: "The news that Japan's economy shrank by 6.3% in the last year is a worrying sign if you are looking for an indicator of the health of the global economy. Japan boasts the third largest economy in the world, so if it contracts again in the next quarter, they will be staring down the barrel of a recession. “Given the impact the coronavirus has had on the global economy, it is hard to see this being avoided. Already we are seeing Japanese supply chains being hamstrung across the automotive sector. "The Chinese are also a major driver of the global tourism market, contributing to 15% of global spend on tourism. Coronavirus has already led to clear evidence that the Chinese will be travelling less, and this will have a clear impact on the global economy in the months ahead." 

March - April 2020

FEATURE PRODUCTIVITY

PRODUCTIVITY CRISIS IS THE UK’S ‘LOST DECADE’ AT AN END?

n ‘unprecedented’ slowdown in UK productivity has stifled ambition and growth – and tackling the issue must be a priority for both industry and government, according to business leaders.

It’s been more than ten years since the global financial crash, but its effects are still being felt – not least, in the UK’s stagnant levels of productivity. "It has taken the UK a decade to deliver 2% growth, which historically was achieved in a single year,” says Richard Heys, Deputy Chief Economist at the Office for National Statistics (ONS). Experts say the slowdown has had an ‘unprecedented’ impact on the nation’s output – but is there any solution in sight for the UK’s ‘productivity puzzle’? What’s the problem? It’s difficult to overstate the importance of Business Leader - Inspire • Inform • Connect

productivity for a company, a sector, or even a nation. It’s a line oft-quoted, but Nobel Prizewinning economist Paul Krugman once said: “Productivity isn't everything, but in the long run it is almost everything. A country's ability to improve its standard of living over time depends almost entirely on its ability to raise its output per worker.” Yet that is a challenge which has been firmly beyond the UK over the past decade. ONS data reveals labour productivity has been lower over the past ten years than at any time in the 20th century – but in truth, the UK’s ‘lost decade’ compares unfavourably with other eras from even beyond that timeframe. Nicholas Crafts, of the University of Sussex, and Terence Mills of Loughborough University, are two of the country’s leading economic historians, and their joint research reveals the current downtown is actually the worst the country has ever faced.

Their analysis compares today’s picture with past economic slumps, and reveals not only how much has been lost, but also casts light on the underlying reasons. They said: “We find the current productivity slowdown has resulted in productivity being 19.7% below the pre-2008 trend path in 2018.

"JUST ABOUT THE ONLY WAY TO IMPROVE THE UK’S STANDARD OF LIVING AND THEREBY CREATE THE KIND OF SOCIETY TO WHICH WE ALL ASPIRE IS BY RAISING THE LEVEL OF OUTPUT PER WORKER. THAT’S WHY WE MUST STRAIN EVERY SINEW TO INCREASE BRITISH PRODUCTIVITY.” Sir Richard Lambert, Chairman, British Museum

Cont.  37

FEATURE “This is nearly double the previous worst productivity shortfall ten years after the start of a downturn. “On this criterion the slowdown is unprecedented in the last 250 years. We conjecture that this reflects a combination of adverse circumstances, namely, a financial crisis, a weakening impact of ICT and impending Brexit.” With increased clarity on the Brexit issue, at least, there could be some encouragement looking forward. Most recent quarterly productivity scores show 0.3% growth – recovering the -0.2% and -0.1% losses of the previous two quarters. But Heys said: “UK productivity has moved very little over the past 18 months, with quarterly fluctuations broadly cancelling each other out. “Over the longer term, growth in productivity remains much slower than before the economic downturn of 20082009.” What’s needed? Where to start? Courage, impetus and investment from both public and private sectors will all be needed to inject fresh momentum – but none of this comes easy. However, the reward for remedying this issue is huge, according to Alex Tuckett, Senior Economist at global accountancy firm PricewaterhouseCoopers. He said: “Evidence suggests this productivity shortfall is due to low levels of investment and R&D spending and a longer tail of companies and workers with relatively low productivity and skills.

“The economic prize would be significant if the UK were to close the per-worker gap to German levels, for example. This could see the UK economy grow £180bn per year larger – £5,800 for each worker in the UK.” PwC Partner Phillippa O’Connor says this requires action from all levels of business. She said: “We believe leadership and management practices play a central role in unlocking this puzzle. But equally important is the impact of the individual; their engagement, wellbeing, digital literacy, and their interaction with the workplace environment. “Combined, these enable individuals to be their most productive self. “Even simple changes can make a material impact. It’s not an easy task, but business has much to gain from getting it right.” Government influence While businesses can certainly shape their own destiny, momentum to positively impact productivity on a national level arguably begins with government – a view shared by many within the business community.

Suren Thiru, Head of Economics at British Chambers of Commerce, acknowledges productivity problems run deep, but says the government must accept responsibility for finding solutions. He said: “Tackling the UK’s low productivity growth means addressing the deep-rooted problems in our economy. “Critical skills shortages, underinvestment in our infrastructure and a challenging domestic business environment continue to hold back growth. “Alongside clarity on the future trading relationship with the EU and partners across the world, the government has an important opportunity to improve the business environment here at home.” The imminent Budget – the first by Boris Johnson’s government since the December election – will be vital, says Thiru. He continued: “The Budget should include a moratorium on new upfront costs and initiate a long-awaited review of the broken business rates system to help companies manage their cashflow and invest in growing their businesses and the wider economy. Extending the current £1m Annual Investment Allowance for a further two years would give firms the confidence to push ahead with investments and boost productivity. “Investment in infrastructure should also continue apace. The commitment to get on with HS2 is welcome, and we now look forward to seeing it delivered in its entirety alongside other key regional rail projects to connect businesses with customers, supply chains and labour markets.”

“The UK has the third lowest investment rate in the entire OECD and low R&D spending – at just 1.7% of GDP it is below the EU average of 2.1%, behind France and Germany and barely half the level of Sweden.

March - April 2020

PRODUCTIVITY Tej Parikh, Chief Economist at the Institute of Directors, agrees. He said: “Productivity growth remains a weak point. The UK economy ended 2019 in a funk, and despite a recent rise in optimism, businesses will be looking for a significant boost from the Chancellor. “Firms entered 2020 with more of a spring in their step. Confidence has shot up, while hiring plans and investment intentions have also risen a notch, but the post-election bounce may tail off. “Uncertainty from the next stage of Brexit negotiations will increasingly play on the minds of business leaders. Meanwhile, ongoing hiccups in global growth, including the fallout from coronavirus, could eat into the economy if global financial markets and trade slow. “This makes the Budget a crucial moment to get the economy moving. The Chancellor must clear the way for entrepreneurs to create jobs and drive up productivity, by unleashing investment in start-ups, slashing business rates, and revamping our skills system. “The Budget must focus on providing business investment incentives and boosting skills across the country if productivity is to pick up any time soon.” Mike Cherry, National Chairman of the Federation of Small Businesses, says the Budget is an opportunity to deliver long-overdue clarity and support for UK business. He said: “Small firms have been desperate for certainty for years and will look to the upcoming Budget as an opportunity to help them grow and succeed. “After years in the doldrums, the new Chancellor must illustrate his support for the small businesses that form the backbone of the British economy. “It’s vital that the cost of doing business, specifically when it comes to business rates, protecting incentives to grow, and accelerating the delivery of key infrastructure commitments, are delivered sooner rather than later.” Business Leader - Inspire • Inform • Connect

And it is that delivery of infrastructure which is viewed as key to ensuring any upturn in productivity impacts nationally, instead of being concentrated in certain regions. Parikh said: “The chasm in productivity across the UK’s regions and nations is holding back our economy. “The Prime Minister has talked about ‘levelling up’ the regions. Longoverdue upgrades to broadband, rail and roads will be crucial, but the government also needs to create the conditions for companies to take risks and innovate today to raise our game on productivity and sustainability. Boosting investment in new and growing firms is key, as is ensuring they have the skills they need to thrive. “Without significant investment outside London and the South East, the rest of the country will continue to lag behind, eating into the UK’s overall potential. “More funding should go toward developing our regional skills systems, and enhancing the role our world-class universities play in local economies can be starting point. Upgrading local road and rail links and our digital infrastructure must be a priority, alongside enhancing connections between our towns and cities. “(But) the benefits of big-ticket infrastructure improvements, although crucial, won’t be felt immediately. We need greater regional investment incentives for new and growing firms to help catalyse innovation and jobs growth in the here and now.” What next? “Lingering uncertainty and domestic cost pressures are likely to limit longerterm investments in new machinery or technology,” warns Thiru. “With business investment expected to remain weak, UK productivity is set to remain sluggish over the near term.” And that view is broadly shared by the Bank

of England’s Monetary Policy Committee (MPC), which is predicting growth at last – albeit on a moderate scale, while Brexit details are still to be finalised. It predicts a 0.75% growth for the coming year, rising to 1% by 2021 – an encouraging step in the right direction, though still well short of the 2.25% experienced pre-crisis. The committee said: “The MPC judges that productivity growth will pick up a little over the forecast period, but will remain well below its pre-crisis pace. That limits the rate at which the economy can grow without putting upward pressure on inflation. “The MPC’s projection of subdued productivity growth reflects a continuation of the post-crisis trend, recent weakness in business investment and the reduction in openness that occurs as the UK economy adjusts to its new trading arrangements with the EU.”  39

PROPERTY FEATURE

HOW HAVE MIXED-USE DEVELOPMENTS CHANGED UK CITIES?

ixed-use developments are becoming prominent and increasingly iconic parts of cities across the UK – but how are they different? Are they having a positive impact and what does the future hold for them? Business Leader investigates.

Wapping Wharf - Bristol Wood Wharf - London

With ongoing issues affecting the high street, affordable housing and the environment – could mixed-use developments provide solutions to these challenges? In the UK, these developments are creating ‘destinations’, improving the local economy and repurposing abandoned or disused areas into urban, multi-purpose districts. What are mixed-use developments? The idea can be summarised as destinations predominantly found outside city centres, where retail, working and housing environments are all set within the same development. However, an increasing number of these are regenerating city centres too. With the hyper-competitive clamour for premium development spaces across the country, mixed-use has been hailed as the perfect alternative to purely retail or housing developments – and with the ongoing difficulties each industry is facing, this type of development can create an ecosystem where retail, working spaces and housing can support each other.

March - April 2020

MIXED-USE DEVELOPMENT

As demand grows for space in cities across the UK, local government, developers and retailers are working together to create the future of urban developments. The residential aspect of mixed-use developments is the main value driver. By getting the right mix of retail, restaurants and repurposed land, the value of properties can be drastically increased. When compared to traditional city centres and high streets, where retail-heavy areas are going through major challenges, a mixed-use development provides an experiential environment for people to live, work and be entertained. Stuart Hatton is the Managing Director of Umberslade, the developer behind Bristol’s Wapping Wharf, a mixed-use regeneration scheme that has transformed the harbourside area in the city. He said: “Residentially-led mixed-use development is all about creating places people want to be. At Wapping Wharf, it’s been integral to our approach in creating this thriving new neighbourhood of homes, shops, eateries and other businesses. In the early stages, I sat down and thought: If I lived here, what would I want on my doorstep?” Many developers have also turned mixeduse into a way of not only getting planning permission for larger or higher quality homes – but also a way to increase the value of them and the surrounding area. What benefits do they provide? It is the experiential factor that has really led to the explosion of developments across the UK – as the modern retail consumer demands more from their shopping experience.

"RESIDENTIALLY-LED MIXED-USE DEVELOPMENT IS ALL ABOUT CREATING PLACES PEOPLE WANT TO BE. AT WAPPING WHARF, IT’S BEEN INTEGRAL TO OUR APPROACH IN CREATING THIS THRIVING NEW NEIGHBOURHOOD OF HOMES, SHOPS, EATERIES AND OTHER BUSINESSES." Stuart Hatton

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In any business, if you are not providing the market with what it wants then you won’t last long. This can be seen happening on many high streets, where retail premises that are not fit for purpose are either vacant or are being repurposed for uses other than retail such as offices and residential.

can strengthen the overall economies and health of town centres. Town centres with strong economies, services and activities can be attractive for multiple generations and more appealing for people to live, work and spend their leisure time within central locations.

People still like shopping, but rather than simply making a purchase, they want to have an overall shopping experience that is enjoyable and engaging from start to finish. Therefore, a welcoming retail environment is essential.

“In order to have a future place in the shopping hierarchy, many traditional retail destinations will need to become multipurpose destinations that combine retail, leisure and eating out into their tenant lineups in order to attract additional customers and achieve sustainable economic growth. These trends confirm that diversification and the attraction of a mix of uses (in addition to retail) are necessary if traditional town centres are to achieve a viable and sustainable future.”

Nick Turk, Director in the Retail Agency Out-of-Town team at Colliers International, comments: “People don’t want a shopping trip that begins with having to pay to park somewhere that feels overpriced, dingy and threatening. They want to be able to shop in a place where they can also have a decent coffee and good food, or take the kids to a soft play, or have aspirational experiences such as sampling perfumes in a stylish cosmetics area. “Mixed-use is repurposing retail for the modern market, and is offering a more experiential way of shopping that appeals to today’s consumer. Mixed-use meets the desire of modern shoppers to go beyond the transactional to the experiential.” However, the benefits are not just limited to the desires of the experiential shopper. Chris Pickup, Associate Director at national planning and development consultancy Turley, comments: “The benefits of encouraging the diversification of uses in town centres is that they can help to bring residential uses back into centres, provide development land in sustainable and accessible locations particularly around transport hubs, they can be multi-generational and healthy places to live and can also be the focal point for public and private sector investment. “Mixed-use centres benefit from increased footfall and expenditure, which create consumer markets for retail, services, food and beverage and leisure activities which

And the positive environmental impact of mixed-use has created a strong desire from developers and local government to make these destinations more commonplace in the UK. Yuli Cadney-Toh, Architect Director at international architectural firm BDP, comments: “Mixed-use also has the potential to drastically reduce our reliance on transport, because you can live, work, learn, shop and enjoy your leisure time all within your neighbourhood or within walking or cycling distance. In simplest terms, mixed-use gives agency back to people – they can have far greater influence over purpose of urban space, which in turn is opening up new design possibilities and ultimately will transform the look and feel of our towns and country.” Impact on retail It is clear that mixed-use developments are filling a gap left in the wake of the current housing and high street struggles. However they are also providing solutions to some of the UK’s wider societal issues. Turk comments: “Mixed-use is solving many issues because there is too much retail space in the UK – especially in high streets and shopping centres. In order to attract shoppers it is vital to move beyond purely retail space and instead create desirable destinations which have attractions other than just retail. Cont.  41

FEATURE

“Mixed-use centres will provide some solutions to these problems. Some properties are simply not suitable but can be re-purposed to other uses. This is especially true of retail warehouses which – despite being the most resilient retail sector given their ability to work well with online shopping and free parking etc – can be attractive for residential and last-mile delivery uses because they are well located and easy to repurpose.” Once, a trip to the city centre was all about shopping, but as e-commerce continues to grow and retailers reassess their use of space, city centres are offering a more diverse mix of amenities that better cater for modern urban lifestyles.

"MIXED-USE IS REPURPOSING RETAIL FOR THE MODERN MARKET, AND IS OFFERING A MORE EXPERIENTIAL WAY OF SHOPPING THAT APPEALS TO TODAY’S CONSUMER." Nick Turk

In the past few years, many British retail institutions have gone out of business – with plenty more in deep financial troubles. However, this has opened the door for fresh offerings from local and smaller businesses. Rebirth of the high street This rejuvenation of city centres and disused areas has had the knock-on affect of giving a new lease of life to the high street. Also, with retail habits evolving and the influence of millennials wanting destinations to live, work and be entertained – the future looks a lot brighter. Also, as smart city applications become increasingly desired it will become easier to analyse and implement technologies to make our immediate environment more appealing to residents and increase footfall to the area. Mixed-use developments are under construction across all major cities throughout the UK – and are already complementing the current developments open to the public – meaning many regions have seen a rebirth. However, more needs to be done.

Pickup comments: “The state of the existing retail market stresses the importance of being able to find new ways of retailing and alternative land uses to be developed within town centres to keep them vital and viable destinations. Planning policy can move at a slow pace and often takes a while to react to changing market conditions. Some councils have policies in place which prevent the loss of A1 retail floorspace and restrict alternative mixed-uses from being the focus within town centres – this needs to change in order for centres to adapt to what is happening in the market. “In order to attract more shoppers and generate additional footfall, it has become necessary for operators and owners of town centre assets to provide a more interesting and varied experience so that consumers can enjoy a full day out or a shopping trip extended by leisure and dining. "Increasingly, it has become necessary to incorporate broader leisure facilities to act as additional attractions and backfill space left vacant by failed retailers. This has led to a growth in facilities such as cinemas, bowling alleys, trampoline centres, mini-golf and 24-hour gyms, and other varied leisure activities within town centre locations, which previously would have been occupied solely by traditional retail operators.” Refashioning areas of independent retail or housing to city neighbourhoods will transform housing, leisure and working environments for the better – as it meets the needs for the modern person living in a city.

"MIXED-USE DEMAND HAS COME OUT OF THE PEOPLE EXERCISING GREATER AGENCY TO INFLUENCE, BUT THIS IS A CHALLENGE FOR THE INDUSTRY TO DELIVER, WHICH IS WHERE TECHNOLOGY COMES IN." Yuli Cadney-Toh

Circle Square - Manchester

March - April 2020

MIXED-USE DEVELOPMENT

Simon Peacock, Lead Director at real estate advisors JLL in the South West, comments: "The location of old department stores and large shops are often ideal for other uses such as much-needed homes, offices, hotels, restaurants, cafes or bars. "Our city and town centres need to become places for people to live, work, shop, eat and relax, adding diversity and bringing people in. A mixed-use approach is the direction of travel, signifying the end of an era where urban areas were zoned according to use.” What does the future hold? In the future, town centres will be tech-rich destinations for mixed-use purposes, that reinvent transport and retail hubs.

MIXED-USE DEVELOPMENTS AROUND THE COUNTRY

circlesquaremanchester.com Circle Square is a new neighbourhood that will stand in the place of the former BBC site at the heart of Manchester. It will be delivered in three phases, with nearly two thirds in place by the end of 2020, including over 1,000 new homes, 400,000 sq ft offices, multi-storey car park, hotel, shops, restaurants, bars and more.

By delivering an ‘experience’ rather than having these diverse components acting alone – as well as new creative uses for mis-used spaces – cities can flourish in a modern world. Cadney-Toh comments: “The problem-solving potential of mixed-use is actually much wider than the property and retail industry – helping cities and towns to transform, in everything from more homes, to community building, to placemaking and meaning for the new high street, and addressing climate change by multiuse of buildings to reducing our reliance on cars. “Mixed-use demand has come out of the people exercising greater agency to influence, but this is a challenge for the industry to deliver, which is where technology comes in. We are in a period of generational transition. Societies and cities that embrace this flexible, dynamic-based model will have the edge over those that are slower to change.”

woodwharf.com Having already created one of the largest business districts in Europe, Canary Wharf Group is continuing to evolve London’s former docks site by redeveloping a 23-acre site into five million sq ft of mixed-use space. A sense of community, education and culture are at the heart of these plans, which include two million sq ft dedicated to fast-growth businesses. Wood Wharf will attract a larger number of tech jobs than the entire city of Cambridge.

Pickup concludes: “If you invest in mixeduse town centre development, councils and developers are going to get more benefits than the initial investment in terms of spin-off benefits generated for local businesses and town centres as a whole. “The model quantifies additional expenditure generated by occupants, visitors and workers of mixed uses, including residential development, hotels, office and retail and leisure floorspace and calculates positive economic impacts. The outputs include jobs, wages, locally-available expenditure and discretionary spend to support existing or new town centre businesses.” 

Business Leader - Inspire • Inform • Connect

wappingwharf.co.uk Based on the harbourside in the city centre, Wapping Wharf is built on a former shipyard and dry dock. However, in 2003, Umberslade purchased it and kicked off the revitalisation of the entire area of the city. Home to its famous eateries and independent retailers – built in old shipping containers – as well as luxury retail and office space, this area has become a new focal point for Bristol.

LEADERSHIP

SHAPING THE NORTH WEST REGION?

he North West is one of the UK’s richest regions in terms of tech innovation, with latest counts putting the area’s digital tech turnover at more than £3.2bn.

The leading hub in the region is Manchester, which is second only to London and the South East in terms of the new and emerging sectors that are driving the nation’s tech economies. But who are the people behind this boom? BLM today reveals the innovators, pioneers and visionaries injecting momentum into the North West’s tech scene…

ADE MOLAJO COMPARE CHECKER

Compare Checker is an innovative insurtech company which focuses on car insurance by bringing transparency and data portability to the mobile consumer. They are not a comparison site or insurer, but they empower people to easily discover value on each of these distribution platforms and provide exposure to the distributors of these services at the time consumers are ready to buy.

BILL HOLMES RADIUS PAYMENT SOLUTIONS

The Radius story began in 1990 when Holmes set up fuel card company, UK Fuels. Over the next 20 years, he merged the business with 25 others, making it a global player. Today, tech and innovation are at the heart of the business, and now more than 150,000 vehicles are on the company’s telematics platforms, which serves fleets for SMEs.

March - April 2020

TOP 32

CHERYL CHAN BOOKS ABOUT WHO

Greater Manchester-based Cheryl Chan is the CEO of retail tech firm Books About Who, an online bookstore with over 5,000 titles that can match a child’s name with books where that name is used as the main character. With the idea that ‘everyone wants to be the hero of their own story’, Chan’s company helps children get into reading from a young age.

CHLOE BARRETT IMMERSIFY EDUCATION

Edtech entrepreneur Chloe Barrett, is the founder of Immersify Education, a visual learning platform that utilises augmented reality, gamification, 3D interactivity and personalised learning to enhance educational curriculums. The content is created in collaboration with experts, developers, learning technologists, and translators, to better engage students, improve information retention and ultimately increase academic grades.

CHRISTINA COLMER MCHUGH MOODBEAM

Built on the unfortunate truth that whilst how we feel is important to our wellbeing, it’s hard to capture, tough to talk about and often invisible. Inspired by a mum’s desire to know how her daughter was feeling when she wasn’t with her, Moodbeam was created with the ambition to transform the way the world sees mood, through a wearable device that logs how we feel.

CHRISTINE MCHUGH DORIS IT

Liverpool-headquartered Doris IT, finds the best next generation of IT and digital talent and places them directly into a business. Through training, mentoring and employment, Doris IT works to create the next generation of IT professionals in a fastmoving industry. IT has never been more vital and talent never more in demand and they supply the brightest and best recruits to revitalise businesses. Business Leader - Inspire • Inform • Connect

Bill Holmes – Radius Payment Solutions

Cheryl Chan – Books about Who

ELIZABETH CLARK DREAM AGILITY

Dream Agility offers a machine learning on demand optimisation, feed optimisation and bidding platform, for Google Shopping and Search. The Burybased company analyses how much money a business is wasting on unsuccessful PPC through the power of MLoD (Machine Learning on Demand).

ELIZABETH VEGA INFORMED SOLUTIONS

Based in Altrincham, Informed Solutions is a leading independent provider of digital transformation, technology, advanced data analytics, AI and systems integration services. Vega founded the firm in 1992, building a digital transformation and big data solutions giant with offices across the UK and Australia. She is also an advisor to UK government, serving on the Cabinet Office’s SME Panel since 2012.

FRANCESCA HODSON & ANDREW O’BRIEN GOODBOX

GoodBox is a pioneering tech-for-good company, founded on the insight that an increasingly cashless society is having a detrimental effect on the charity sector. Since being founded in 2016, GoodBox has processed millions of pounds of donations for UK-based charities, raising over £5m from more than 700 investors.

Christina Colmer McHugh – Moodbeam

GREG COX QUINT GROUP

Founder of the Quint Group, Cox is a known entrepreneur within the fintech sector, and the Cheshire-based firm is now operating in America, Asia, Africa and Europe and had a turnover of more than £50m last year. Monevo (a lending marketplace), Money Guru (a credit/loans comparison website), Infinian (an analytical data platform) and CreditAngel (a credit score website) make up the company.

HARRISON WOODS YOURPARKINGSPACE

Founded in 2013 by Woods, YourParkingSpace’s online platform helps users find and book the perfect parking space for their needs – and now has more than 250,000 available spaces across the UK. The business processes thousands of bookings every day for clients and individuals. In the past 12 months, businesses have generated over £12m from their unused spaces.

JOHN MADEJESKI & PAUL GIBBONS AUTOTRADER

In 1977, Madejeski and Gibbons formed AutoTrader, and for more than three decades the printed publication shared automotive classified adverts from private sellers and trade dealers. However, in 2013 the company decided to focus on its online business. The tech-driven business now has revenues of more than £281m, and has shifted gears to serve car manufacturers as well as dealers in a manner akin to how Google services advertisers. 45

JORDAN APPLESON Hark

Hark is a tech scale-up with a cloud platform that allows companies to monitor, store and analyse sensor data in real-time. Based at the Manchester Science Park (MSP), Hark is at the forefront of IoT in retail, life sciences, smart buildings, smart cities, manufacturing and more. The company’s software helps improve efficiency, reduce carbon footprint, maximise yield and reduce waste.

LOUIS JAMES DAVIS VST Enterprises

Founded by Louis-James Davis in 2012, VST Enterprises (VSTE) has been widely recognised for its development of VCode® and the VPlatform™ which, among other applications, has the potential to revolutionise offline and online transactions in both the public and private sectors. It is currently being used to protect against fraud in many sectors, from document veriﬁcation, to supply chain management.

MAHMUD KAMANI & CAROL KANE BooHoo.com

BooHoo is one of the UK’s leading fashion e-commerce firms, targeting the millennial generation with the latest trends within the industry. Set up in 2006 by Kamani and Kane, the pair recently sold 4.3% of the company for £142.5m. The company has become increasingly popular with celebrities and influencers, and was recently valued at more than £2.9bn.

MANOJ RANAWEERA Techcelerate

The self-titled ‘man who built Manchester’s tech ecosystem’, Ranaweera is the founder and CEO of Techcelerate – a firm that works with founding and management teams of tech companies until their exits, by finding ways to accelerate growth including raising investment and M&A. He has also founded and run several other tech-focused companies in the city.

MATTHEW MOULDING The Hut Group

THG (“The Hut Group”), a global digital, consumer brand & proprietary technology group pre-eminent in Beauty and Wellness, was founded by Matt Moulding in 2004 and has grown into a £1.1bn turnover business with over 170 international websites selling FMCG direct to consumers through its proprietary platform, THG Ingenuity. In 2017 the firm was valued at more than £2.5bn, making it one of the most valuable businesses in the region, and one of only 17 unicorns in the country.

MATT NEWING Elite Group

An ambitious tech entrepreneur, Newing has an impressive track record for building national and international businesses. He founded Elute Group in 2000 and has since grown it to become one of the UK’s leading IT and communications providers. The firm also offers business mobile and broadband and recently reported an annual turnover of more than £52m.

MATT LATHAM & TOM MCGILLYCUDDY tickr

Based in Liverpool, Tickr is an app that makes it easy to invest in global companies working to make a profit as well as solving social and environmental problems. The ex-Barclays Wealth duo launched the app on Apple and Android to help people invest in climate change, equality, disruptive technologies, and many other industries.

MARCUS & SAM NAIDOO Shop Local Club Card

Shop Local Club Card enables businesses of all sizes to digitally connect with their customers through a completely customised rewards program, tailored to the personality of each business. Its software allows businesses to drive customers back more often, establish social connections to increase engagement, encourage customer feedback, target new customers in their local area and gain valuable analytics on local trends.

MICHELLE HUA Made With Glove

Founded in 2014, Made With Glove Ltd was established after winning a wearable technology hackathon in Manchester. Made With Glove designs fashionable heated gloves for women and for people who suffer from Raynaud's disease, poor circulation and vascular diseases. In 2016, Hua was the recipient of the UK TechNation Exceptional Talent Visa for her entrepreneurial contributions in the digital technology sector.

NAOMI MWASAMBILI & MEGAN CHARLES Chanua Health

This enterprise-driven healthcare, wellness and fitness innovation agency Chanua Health is based in Liverpool and use technology to teach young people about the inner workings on the brain. The pair have a history within the therapy sector, and were frustrated at the sub-standard services available to younger people. Using AR, the firm shows how different areas of a person’s brain operates.

NEIL MCMURDO Godel Technologies

McMurdo’s company develops a range of business software, including pointof-sale and supply chain management, and serves sectors from oil and gas, to telecoms, retail, healthcare, education and finance. The Manchester-based firm’s latest financial statement showed a 57% increase in turnover growth to £21.7m. Godel now has more than 800 employees across six offices across the UK.

March - April 2020

Francesca Hodson & Andrew O’Brien - GoodBox

Greg Cox - Quint Group

Neil McMurdo - Godel Technologies

Matt Latham & Tom McGillycuddy

Naomi Mwasambili & Megan Charles Chanua Health

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Matt Moulding - The Hut Group

Manoj Ranaweera - Techcelerate

Jordan Appleson - Hark

Reg & Louis Rix - CarFinance 247

PHIL FOSTER Love Energy Savings

Energy tariff comparison website Love Energy Savings hit the market in 2007 with the mission to help businesses save money on their gas and electricity bills. Founder Phil Foster has a strong desire to support UK SMEs not only improve their profits through savings but also save valuable time in the process of comparing and switching suppliers. More than 206,000 have been helped, saving over £80m.

REG & LOUIS RIX CarFinance 247

Brothers Reg and Louis set up vehicle finance firm 16 years ago to plug a gap in the market where customers were stuck in drawn out processes and form-filling when getting car finance. The company now employs more than 200 people in Manchester and three offices across the city. Last year, the firm was named the leading business in the industry in the UK.

SEAN BROWN Mercato

Mercarto is a Manchesterbased marketplace ecommerce platform that provides the tools for any entrepreneur to build a fully functional ecommerce store with the ability to pull in various branded products from the centralised marketplace. Mercarto has been built to reduce the barriers to entry in the world of retail. The serial entrepreneur has built and run tech start-ups for the last 10 years.

SIMON NIXON MoneySuperMarket.com

Billionaire Simon Nixon founded the financial services pricecomparison firm in the late 1980s, however, in the early 2000s the site expanded online and achieved exponential growth. MoneySuperMarket has since grown into a £356m company – the largest of any comparison site in the UK. Nixon now owns Simon Escapes, a luxury home rental website.

SIMON COOPER OnTheBeach

The LSE-listed Manchesterbased travel retailer specialises in short and medium haul flights and package holidays to Europe, North Africa and the Caribbean. Cooper founded the firm in 2004, and a mixture of acquisitions has enabled rapid growth; the company recently reported revenues of more than £80m. At the end of 2018, the firm opened a new digital HQ in the city.

DR SOMAYEH TAHERI UrbanChain

Based at MSP, UrbanChain is a group of experts in designing, developing and disseminating blockchain technology for utility services including energy, transportation and health. The firm’s aim is to redesign the markets with blockchainbased solutions, and to optimise market performance, democratise the market structures and minimise the cost of services for end users.

Dr Somayeh Taheri - UrbanChain

Simon Cooper - On The Beach

STEVEN, PAUL & TONY WALSH LateRooms.com

Founded in 1999 by the three brothers in Salford, LateRooms.com was originally set up as a website for booking unsold hotel rooms on the day of reservation. The company has evolved into a comprehensive, user-friendly hotel booking service. After 20 years, the firm was purchased by Booking. com and services a range of getaway websites.

STEVE OLIVER & WALTER GLEESON Music Magpie

In 2007, these two friends from Stockport set up a business in a garage and turned it into one of Europe’s most popular recommerce websites, providing consumers with cash for their unwanted CDs, DVDs, video games and electrics. The business now employs over 1,000 people, exports to 140 countries, and has an annual turnover of over £100m.

RICHARD LANG SPOK’D

SPOK’D was founded by former Australian international cyclist Lang, and is a cycling app that creates a truly personalised training plan to help improve a user’s health. Every week a user’s plan adapts to them, based on diary commitments and training progress. The program is updated weekly based on each session. It is like having a personal coach at a fraction of the price.

Sean Brown - Mercato

March - April 2020

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INTERVIEW

CEO IN FOCUS:

JUDITH TOTTEN Judith Totten launched Upstream Working Capital in 2011, and has enjoyed strong growth since then, expanding operations from Northern Ireland to support businesses across the UK with loans of up to £2.5m. BLM talked to Judith about her journey from ‘taking a punt’ in the early days, to her passion for supporting business – and why she’s learned she’s ‘a bit of a rottweiler’ at times…

CAN YOU TELL US ABOUT UPSTREAM WORKING CAPITAL? I started the business after a career in banking in about 2011, with nothing. I had no cash, no customers, no staff, but I knew there was an opportunity because the banking crisis was at its height and I realised a lot of SME companies were going to struggle for working capital. So I went out and raised some money from friends, family and fools, as they call it, and I remortgaged the house and frankly took a punt. Today we have over 100 clients, we 50

have over £100m out the door, and I have 12 full-time staff. WAS THERE A ‘LIGHTBULB’ MOMENT WHICH CONVINCED YOU TO LEAVE MAINSTREAM EMPLOYMENT? I guess not a lightbulb moment, it was more a big birthday! Turning 40 made me realise that if I didn’t try something different – maybe I never would. I was also seeing a looming bank crisis impacting my ability to help customers do what they wanted and required in order to progress – I know I would have struggled with that.

HOW BIG WERE YOUR AMBITIONS AT THAT TIME? Honestly, I had no concept of what I was going to do, what I wanted to achieve and even whether I could actually do it. I just felt instinctively that I could do things differently and make some small difference to business owners. HOW HARD WAS IT TO GET OTHERS TO BUY INTO YOUR VISION? Once they got over the initial surprise of me leaving a secure job in the bank, I got nothing but support and help from everyone March - April 2020

CEO IN FOCUS

"DON’T BE AFRAID OF FAILURE; IF YOU’VE GOT THE FIRE IN YOUR BELLY AND YOU’VE GOT A DREAM, FOLLOW IT, DO IT – AND IF IT DOESN’T WORK, DO IT AGAIN."

had good, solid trading businesses but had hit some stormy waters – I listened and felt they needed a chance to rebuild and regroup. So, I’m not sure it was as much confidence, it was more faith in the business population that they would show their customary resilience and make it out the other side. I wanted to help them do that – and also by this time I had a wonderful team of amazing people around me, who had all left secure roles to be with me, so I just get the head down and work hard. Simple really. WHAT HAS THIS TAUGHT YOU ABOUT YOURSELF? The journey for me was transformational. In my banking days, I would have been an individual who, if they had asked me to change desks, I would have to think about it for a few months. When you become selfemployed and you start to run a business and start to employ people and make decisions, you realise that actually you can do it. I think the one thing I learned about myself was that I’m a bit of a rottweiler in some respects; when I see something and I have a dream, I’ll go for it, and while it’s a windy road sometimes to get you to that end point, you’ve just got to be tenacious and learn not to take no for an answer.

I asked. The hardest part was finding a funder to back me on day one. Eventually after presenting to many potential providers – some of whom I had never even heard of in those days – the last one said yes! And it only takes one, after all. WHAT WAS IT THAT GAVE YOU SUCH CONFIDENCE YOU WOULD ULTIMATELY SUCCEED? The market I started in was challenged and constrained as a direct result of the banking crisis, and the customers approaching me needed my help. Many business owners Business Leader - Inspire • Inform • Connect

HOW HAVE YOU FOUND IT AS A FEMALE CEO IN A TRADITIONALLY MALEDOMINATED SECTOR – AND WHAT ADVICE WOULD YOU OFFER TO OTHER WOMEN LOOKING TO BREAK THROUGH IN FINANCE? I’ve never really suffered any prejudice and having always worked in predominantly male teams, I can ‘hold my own’ as the saying goes. Sometimes it can be daunting to be the only female in a room of ‘suits’, but ultimately, I respect honesty, integrity and professional behaviours regardless of gender or anything else and that is mostly reciprocated. I would say to a woman starting out on an entrepreneurial journey: Do it. Go for it. Don’t be afraid. When you’re starting out there are lots and lots of people who will give you advice, and there will be doubters

and people who will say to stay where you are, don’t change. But don’t be afraid of failure; if you’ve got the fire in your belly and you’ve got a dream, follow it, do it – and if it doesn’t work, do it again. CAN YOU GIVE EXAMPLES OF BUSINESSES YOU’VE BEEN ABLE TO HELP WHICH HAVE GIVEN YOU PARTICULAR PRIDE OR SATISFACTION? I can’t name names of course, but certainly many of the clients who came to us in the early days are still here, and often they will say ‘if it wasn’t for you guys, we wouldn’t be here today’. The businesses who have come to us as new starts or restructures, and who then flourish, fly and succeed are the most rewarding. But if I were to pick one standout example, I have one guy, a man in his late 60s who came to me in great distress. He had a successful business which had got into some difficulties through the property collapse, and his home bank was refusing to support him through a restructure. He had been in business for 40 years, had great pride and integrity and he was broken. This poor man cried in a coffee shop as he told me his story and no-one should ever feel that way – he was worried for his staff and his family and at no point did he ever bemoan his own fate, which really struck a chord with me. Long story short? I took on his business, restructured his debt and six years later, he is back and exceeding his previous successes. He is one of my strongest advocates in the marketplace and he and I are firm friends. It really wasn’t that hard to listen, care and take action. WHAT IS YOUR AMBITION NOW? WHERE DO YOU SEE YOURSELF AND YOUR BUSINESS IN TEN YEARS’ TIME? We have recently bought out our original funders and brought in new debt and equity partners who are ambitious for us to scale across the UK and Ireland. I am excited to see what the next few years bring as we plan to diversify and widen our product and sectoral range to bring new, innovative and exciting structures across the market. Watch this space. 

HR REVIEW

IMMIGRATION LAW CHANGE

WHY ‘GETTING IT RIGHT IS CRITICAL FOR ECONOMIC GROWTH’

adical new rules on immigration and overseas talent recruitment are on the way – but how will they work and what are the implications for business? BLM investigates…

Government efforts to limit immigration and end the UK’s reliance on ‘cheap, low-skilled labour coming into the country’ mean new legislation is on the horizon for 2021. A points-based immigration system, akin to that of Australia, will be adopted in the wake of Brexit, with would-be workers judged

on credentials including skills, qualifications and salaries prior to UK entry being granted. Home Secretary Priti Patel described the new legislation as ‘a historic moment for the whole country’. She said: “We’re ending free movement, taking back control of our borders and delivering on the people’s priorities by introducing a new UK points-based immigration system, which will bring overall migration numbers down.

“We will attract the brightest and the best from around the globe, boosting the economy and our communities, and unleash this country’s full potential.” Initial response from business organisations suggests the move has been well-received – in most cases. However, there are some sectors which are likely to be impacted more severely, while assurances are still being sought on other key details. The new rules So, what’s changed? The new system ends free movement, and will see EU and non-EU citizens judged equally when assessing residency applications. Workers will need to meet a wide range of criteria relating to skills, qualifications and the ability to speak English, to be able to work in the UK – and must have a job offer for a role earning a minimum of £25,600 in place prior to entry. Around 70% of EU workers currently in the UK would fall short of the benchmark. Are businesses happy? Generally speaking, they seem to be – providing rules don’t restrict access to skills and labour – help is available to navigate the new laws, and implementation doesn’t prove too expensive. There are caveats, though. A Forum of Small Business survey says 59% of firms harbour concerns about being able to access workers with the skills they need postBrexit, while 95% have zero experience of navigating immigration laws and want help to do so.

March - April 2020

IMMIGRATION

With UK productivity stagnant for a decade, and key sectors already facing a skills shortage, the government is being warned it must not place further barriers in the way of progress and growth for the nation’s businesses. Carolyn Fairbairn, Director-General of the Confederation of British Industry, said: “Getting a new immigration system right on day one will be critical for economic growth and the UK’s global reputation as it forges a new path outside the EU. “Firms recognise and accept that freedom of movement is ending, and have sought a system that is both open and controlled, valuing people’s contribution beyond their salary while retaining public confidence.” And Mike Cherry, National Chairman of the Federation of Small Business (FSB), warned business needs must be considered when implementing change. He said: “For many small businesses, a fair and flexible immigration system is just as, if not more, important than securing our trading future. “One in five small employers in the UK have at least one staff member from the EU. These firms rely on talent from outside the UK to plug current skill gaps, grow their businesses and contribute to the wider economy. From graphic design studios, to farms, to care homes, to engineering firms – tighter immigration restrictions will hurt businesses across all sectors and all skill levels. "It is critical that workers, that are vital to unleashing the UK’s growth potential, are not locked out by a system that doesn’t meet the needs of the UK’s business community.” The FSB warned that 13% of small UK firms would consider moving their business abroad and 8% may close the business if there were additional barriers to recruiting EU workers. Which sectors will suffer? While some skills are prized enough to warrant special dispensation, other sectors will find their recruitment ambitions face significant challenges. Although the reduction in the minimum salary level – from the previous benchmark of £30,000 – will open doors to some, it will still prove prohibitive to others. This is part of a deliberate government attempt to halt the influx of low-skilled Business Leader - Inspire • Inform • Connect

Mike Cherry

Jonathan Beech

workers, but will have an inevitable impact on certain types of business and employment. Fairbairn said: “Several aspects of the new system will be welcomed by business, particularly abolishing the cap on skilled visas, introducing a new post-study work visa for overseas students, and reducing the minimum salary threshold. “Nonetheless, in some sectors firms will be left wondering how they will recruit the people needed to run their businesses. With already low unemployment, firms in care, construction, hospitality, food and drink could be most affected.” Law firm Migrate UK specialises in immigration law. Its founder Jonathan Beech has worked in the sector for 20 years and has consulted on immigration for the UK Border Agency. He warns the hospitality sector in particular will suffer. Beech said: “There are certainly particular sectors that will be more winners and more losers.

Lex Butler

“On the other side, the hospitality sector will be hit hardest due to the qualifying salary threshold still remaining high at £25,600 and there being no regional variation.” Lex Butler, Chair of events and hospitality association HBAA warns the new rules will have a far-reaching impact on the sector. He said: “The government’s post Brexit immigration plans will put at risk the UK’s position as a world-class destination for business and leisure tourism.

“The industry is working hard to recruit more UK-based talent to build careers in this industry but we shall not be able to replace all the migrant workers by the time the "GETTING A NEW regulations come into place.

IMMIGRATION SYSTEM RIGHT ON DAY ONE WILL BE CRITICAL FOR ECONOMIC GROWTH AND THE UK’S GLOBAL REPUTATION AS IT FORGES A NEW PATH OUTSIDE THE EU."

“The construction industry has been given a major boost after the MAC suggested adding a list of construction jobs, including carpenters and joiners, glaziers, window fabricators and fitters to the proposed plan to lower the skill level for vacancies. This could be a major advantage to the construction sector, worried that their vacancies were being phased out as ‘lowskilled’.

“Once again, being relatively low-paid is immediately equated with low-skilled, even though in this industry many staff with high levels of responsibility and skill fall below this financial threshold.”

Social care is another sector where the impact is expected to be significant. Care roles typically pay around £16,000, and at present 17% of people working in the sector are non-British nationals.

Carolyn Fairbairn

Yet one in every 11 roles – 122,000 – in the sector is already vacant, placing the sector at crisis level.

Cont.  53

REVIEW IMMIGRATION

Ben Gershlick, Senior Economist at independent charity The Health Foundation, said: “The government’s new immigration system looks set to make our social care crisis even worse. “Migrants are a crucial part of the social care workforce. Without any specific migration route for social care workers, these proposals will make it almost impossible for people from overseas to come and work in most jobs in this sector. “Social care needs investment and reform to address the underlying causes of staff shortages. As it stands, the government’s new immigration policy will only make existing problems worse.” Global Talent visa There are some key fields which will be exempt from these new rules, however. The new Global Talent scheme – operating since late February – will ensure a fast-track route into the UK for experts in science, maths and research. The scheme does not cap the number of people coming into the UK under this initiative, nor limit the length of their stay. Patel cites the initiative as proof science, research and innovation sit at the top of the national business agenda. She said: “The UK is a world leader in science, with research and innovation that changes lives being undertaken every day in this country.

Ben Gershlick

Julia Buckingham

“To keep the UK at the forefront of innovation, we are taking decisive action to maximise the number of individuals using the Global Talent route including worldclass scientists and top researchers who can benefit from fast-tracked entry into the UK.” Professor Julia Buckingham, President of Universities UK and Vice-Chancellor of Brunel University London, describes the move as a ‘positive step’. She said: “The Global Talent visa will help to ensure that universities can attract the brightest scientists and researchers to the UK with minimal barriers. “Universities are globally connected and this announcement signals that the UK remains open to talent from around the world. “Our universities carry out life-changing research and our knowledge base, economy, and wider society will benefit from the international staff we can attract through this visa route.” Warning for government With a new system now in the pipeline, a smooth transition will be sitting at the top of most companies’ wish list. Making the rules simple, transparent and effective will be crucial, says Cherry.

Edwin Morgan

“We see the benefits of a points-based model, so long as it’s one that’s easy to use and affordable for small businesses – almost all of which have no experience of using our current immigration system. “Against a backdrop of stifling skills shortages, sluggish economic growth and an ageing population, it’s critical that we get this right, particularly as the timeframes are so short.” And Edwin Morgan, Director of Policy at the Institute of Directors, said: “The overriding concern for business is bureaucracy. The government must ensure firms aren’t faced with a Byzantine system when they need talent to grow. “Implementing a new system and adapting to it will be a race against the clock for both government and businesses.” And Fairbairn added: “Firms know that hiring from overseas and investing in the skills of their workforce and new technologies is not an ‘either or’ choice, both are needed to drive the economy forward. So careful implementation across all UK nations and regions will be required. "A regularly reviewed shortage occupations list, with promises of further flexibility, will be vital for the effectiveness of the new system. “Above all, the government must work with employers and employees – especially smaller firms – to ensure they have the time to adapt to new policies and practices.” 

He said: “Ultimately, small firms want a responsive immigration system that is alive to the skills shortages – at all levels – that are holding them back. 54

March - April 2020

TAKE CONTROL OF YOUR SUPPLY CHAIN. RIGHT DOWN TO THE LAST DETAIL. Platinum Sage X3 Partner Northgate House, Bath 0122 561 4470 www.synergerp.com

FEATURE

What does the rise of the robots mean for UK jobs?

obots were long the realm of science fiction writers – but with Industrial Revolution 4.0 delivering incredible advancements in technology and artificial intelligence, robots are making the leap from fantasy to reality. What does this mean for human employment? Business Leader investigates. “The problem for the UK labour market and our economy is not that we have too many robots in the workplace, but that we have too few,” says a new government study analysing industrial automation.

“The risk we face is not a robot takeover of our workplaces, but that our lack of adoption and the reluctance of businesses and the government to lead the way in the Fourth Industrial Revolution means other countries will seize the initiative and take the advantage of new technologies – not least the growth and jobs they bring – while we are left behind. “If we fall further behind in productivity and the adoption of new technologies, then future investment decisions will not follow. Businesses, investment and jobs will move overseas.”

March - April 2020

FUTURE OF WORK

This stark warning comes from the crossparty Business, Energy and Industrial Strategy (BEIS) Committee’s new report 'Automation And The Future Of Work', which makes it clear British industry needs to rise to the challenge of automation – and do it quickly.

not only reduce false diagnoses, but also mean cancer can be spotted earlier, when it is harder to detect – but potentially more treatable. And while a human bedside manner is one of the most valued elements of medical care, BRL has made real progress in this area too.

But which sectors are embracing robot technology? And what are the implications for the nation’s human workforce?

Scientists have created the world's first socially intelligent humanoid fitness coach, which offers motivational voice prompts and gestures to guide people through personalised exercise regimes. It tells jokes, shows sympathy, uses human-style body language and even changes its eye colour to express different emotions.

Why do we need robots? From robot waiters to driverless cars, robot tech is infiltrating day-to-day life at an unprecedented rate. Companies embracing automation are doing so for a variety of reasons: tasks can be too complex for humans; too mundane and repetitive for people to want them; risks could make jobs too dangerous; robotic output may far outstrip a human’s; or employers may wish to trim their wage bill. UK firm Bots.co.uk, a leading authority on robots as a service, believes safety is often the driver. However, it says many industries have seen major growth in robot application, ranging from nuclear site cleaning to cow herding, and from oil pipeline inspections to firefighting. A Bots.co.uk spokesperson said: “Robots as workers are really taking off to fill dangerous jobs people can’t find employees for. As the market develops, we see more dangerous jobs – from emergency rescue to protecting environmental sites – as being ideally suited to robots. “(But) it isn't just safety where bots are excelling, because in many ways they also offer a new level of accuracy and efficiency in completing tricky tasks.” Indeed, efficiency and intricacy are big motivators for transferring tasks from human hands to metal ones.

Dr Susan Bieller

Its experts are working with North Bristol NHS Trust (NBT) to roll out robots in hospitals; as a result, Southmead Hospital is now one of the most technologically advanced in Europe, with robots conducting cancer operations, dispensing medicines and analysing blood samples. Robotic surgeries are rated as ‘more accurate and less invasive’ than procedures by humans and reduce both blood loss and the length of hospital stays, while automated vehicles transport food, linen and medicine around the hospital 24/7. Professor Praminda CalebSolly, leading research in Assistive Robotics and Intelligent Health Technologies at BRL, said: “Robotics can enable a more effective use of the workforce, allowing humans to give the human contact and robots to be used as smart tools to support and complement their work.”

And NBT Clinical Director Tim Whittlestone added: “Robots can help us do some of the more mundane, repeatable tasks and free up staff to do what they do best – listening, thinking and caring.”

“New technological solutions pave the way for more flexibility in production.”

Google Health made headlines recently after unveiling tech which can identify breast cancer more accurately than radiologists.

Business Leader - Inspire • Inform • Connect

In December, the BBC used computers to write its general election news coverage. Machine-generated stories – in both English and Welsh – were published for every constituency, albeit they were checked by a human editor prior to going live. Respected publications such as the New York Times and Reuters use articles created by AI too, while the Press Association produces up to 30,000 stories a month in this way.

"IF WE FALL FURTHER BEHIND IN PRODUCTIVITY AND THE ADOPTION OF NEW TECHNOLOGIES, THEN FUTURE INVESTMENT DECISIONS WILL NOT FOLLOW. BUSINESSES, INVESTMENT AND JOBS WILL MOVE OVERSEAS."

“Smart robotics and automation are vital to deal with new consumer trends, demand for product variety or challenges from trade barriers,” says Dr Susanne Bieller, General Secretary of the International Federation of Robotics.

Real-world innovation Bristol Robotics Laboratory (BRL) at the University of the West of England is home to many of the nation’s robotics pioneers.

Even creative industries, where a human touch has long been rated vital, is seeing artificial intelligence (AI) emerge as a force.

The company's UK lead Dominic King said the ‘really exciting’ breakthrough would

AI writers are not restricted to formulaic or data-driven works, either – they are now producing poetry and novels too. What roles are at risk? While it’s clear some roles will be rendered obsolete, it’s not as clear-cut as pointing at specific industries or roles, as there are plenty of other factors in play.

Age, gender, location and education are all important, according to the Office for National Statistics (ONS). Jobs rated a high risk of being lost to automation are held by women in 70% of cases – which compares unfavourably with the 42% of females in roles considered low risk. Cont. 

FEATURE

FUTURE OF WORK alternative ways of performing tasks for which they have a shortage of staff – robot automation being an obvious solution.” What comes next? “The onset of new technological advances – artificial intelligence, automation and robotics – are already creating vast opportunities for new jobs,” according to the United Nations General Assembly. “Yet, those who lose their jobs as result of new technologies may be less equipped to seize new opportunities and may be added to the ranks of the long-term unemployed.

Simon Howes

Mike Wilson

Part-time roles are substantially more at risk than full-time jobs, while people aged 20-24 are most likely to be usurped by robot labour. Location is a significant barometer too. Roles in London and the South East are mostly rated low risk, but there are highconcentration pockets of ‘at risk’ roles in other regions, especially poor, former industrial areas. However, education emerges as arguably the most important differential. People with a degree look to be safest by some margin, accounting for 87% of the ‘low risk’ category – and none of the ‘high risk’ section. Altogether, the ONS says 7.4% of the 19.9 million jobs in England are in sectors at high risk of automation – a total of 1.5 million jobs. How is the UK performing? It’s fair to say the UK has significant work to do to become a genuine force in robotics – yet doing so could have an immediate and much-needed impact. The country has been in the grip of a productivity crisis for more than ten years, with manufacturing recently recording its worst quarterly performance in a decade. Simon Howes, Managing Director of the South West Manufacturing Advisory Service, says just 18% of manufacturing firms in the region have introduced robots 58

“Global dependence on technology means skills in demand today will not match the jobs of tomorrow. Skills acquisition and lifelong learning will be required for workers to remain agile and employable.”

into their business – which he believes is limiting their success. He said: “Although the UK ranks as the eighth largest industrial nation, we are 22nd in the global league of robot adoption – we must ask why that is. “Finding technological solutions is increasingly important. There is an opportunity to do more with robots: you can see this in the continuing drive to increase productivity, and the need to find new ways to operate with fewer staff.” This need to cope with smaller teams is another key reason to accelerate tech adoption, according to Mike Wilson, Chairman of the British Automation and Robot Association. He warns: “The United Kingdom has been adding robot automation at a lower rate than our main competitors in all manufacturing sectors outside of automotive.

“Over many years, the UK has attracted workers from other countries, with businesses preferring to hire people rather than invest in capital equipment. The "ALTHOUGH THE UK consequences of the Brexit RANKS AS THE EIGHTH vote and subsequent political LARGEST INDUSTRIAL developments are leading to reduced labour availability as NATION, WE ARE many workers who have come 22ND IN THE GLOBAL over from Eastern Europe are LEAGUE OF ROBOT starting to return home.

ADOPTION – WE MUST ASK WHY THAT IS."

Simon Howes

“As a result, businesses have to ensure they use their workforce effectively and find

And that is crucial, it seems. Ensuring human workers are supported rather than displaced – and advances improve quality of life for human workers, rather than leaving them redundant – must be the focus. That will require strong leadership from both public and private sectors, according to BEIS. It concludes: “Rather than massunemployment or the end of work, we are convinced well-managed automation is likely to improve the quality of work, create new jobs and boost UK productivity. “Historically, large industrial transitions have seen changes to work but, rather than causing long-term job losses, they have resulted in more of the population in work than before and the quality of work improving. “If managed well, the transition to a more automated British workplace should make businesses more productive, improve the supply of high-quality jobs and support working people to have more leisure time. “It this transition is managed badly, entire groups and regions could be left behind, British businesses could find themselves uncompetitive and SMEs will continue to form a long trail of unproductive businesses. “The government needs to take more seriously the opportunities and risks of automation. It should collaborate with all those who want to harness automation to boost productivity and living standards – and it should not delay in doing so.” 

March - April 2020

5 TIPS FOR FAST GROWTH

1. Have a clear vision and share it Too often, Founders and CEOs of businesses will think about the people that they need for the next stage of growth before they have clarified their vision and where they’re trying to go. It won’t be the first time that somebody has set off for Bali and arrived in Amsterdam. It is absolutely imperative that your vision is fine-tuned, your ambitions clear, and your goals set before you start moving people around or recruiting new people. 2. Evaluate you team for skill gaps When you’re clear about your strategy, vision and goals, take the time to evaluate your current team in order to truly understand what you have and what you need. Different journeys call for different skills, behaviours and even people. We suggest that before you set off, you take a thorough look in the kit bag.

3. Structure your business for the future, not for today Once the destination is clear and you understand what you have in your team, look to build a structure that is fit for two or three steps ahead of where you are now. Growth often comes quickly and it is critical that your structure is capable of supporting the business through the peaks and troughs of accelerated growth. 4. Recruit with the future in mind Just as you should build a structure that is fit for growth, you should also recruit ahead of your growth curve. By doing this, you will ensure you have people that are capable, not only of achieving next year’s financial goals but the full three-year plan. This may seem expensive at the time but experience is invaluable and costs soon turn into profits if your new team hit your plan ahead of time.

5. Find the people who fit When recruiting, build on your culture and find people that absolutely fit. Too often, companies rush to recruit because they have a vacancy and sacrifice either the cultural or technical fit. Rarely does this work and it is the key reason why a significant number of recruits fail. We have developed a system that guarantees fit and we advise our clients to focus on this to ensure that they recruit people who propel their growth, not hold them back. About ORESA ORESA transforms businesses from the top down. For over a decade we’ve put leading executive talent into digital, retail, fashion and consumer organisations that have delivered exceptional growth. But we’re more than executive search – we’re growth strategists. We propel companies to growth by bringing together strategy, leadership advisory and executive search.

Get in touch with our CEO Orlando Martins to hear how we can help your business grow. Tel: +44 (0)20 3675 1459 Email: orlando@oresa.co.uk 59

REGIONAL SPOTLIGHT

Nottingham: ‘A friendly and welcoming city in which to do business’

city whose industrial foundations were built on coal and lace, but which is now excelling in creative, tech, knowledge and life sciences, Nottingham is currently undergoing a £2bn facelift to boost its longterm prosperity.

In the latest in our series of city spotlight features, Business Leader asks: what is driving the Nottingham rebirth?

What’s unique about Nottingham as a place to do business? Robert Dixon, Interim Chief Executive at Marketing Nottingham, said: “Nottingham is the largest economic area in the East Midlands. It is the home of amazing business such as Boots, Experian, Paul Smith and Games Workshop. It has two great universities, some of the best public transport in the UK and a positive, businessfriendly environment – with support for start-ups, scale-ups and businesses that are growing.” 60

Stuart Marriot, Associate Director, Careers and Employability Service at The University of Nottingham, said: “Nottingham has a strong business ecosystem with two fantastic universities, a great public transport system and a £2bn investment programme underway. “Home to major brands like Experian, Boots, Speedo and Capital One, there is a new generation of creative and entrepreneurial businesses creating a thriving city for business growth, particularly in the fintech and life science sectors.”

Irina Richardson, Regional Director of Global Woman Club Nottingham and owner of Balanced Academy, said: “Nottingham is very diverse and vibrant city. There are many reasons why major brands have chosen Nottingham as their base. The varied nature of industries and businesses mark Nottingham as a major centre for business growth. “What I love about Nottingham is its great surrounding area with easily accessible villages. It allows families to have countrystyle living while still working and commuting March - April 2020

NOTTINGHAM

Robert Dixon

Stuart Marriot

bring new leisure and retail, a college and central library, improved public transport, grade A office space, homes and redesigned public spaces. “Nottingham is famed for its connectivity, frequently winning awards in this area. Its compact and walkable city centre, pioneering approach to city centre parking and award-winning, clean and green public transport system enables rapid access and congestion-free movement, making it an ideal business hub. “Nottingham has a highly collaborative culture where big businesses nurture startups and support their growth.

to Nottingham. It’s great for mums, like me, to have a peace of mind that kids will have great education, thanks to many ‘outstanding’ schools in the area, as well as plenty of open spaces and fresh air to benefit from.” Lorraine Baggs, Head of Inward Investment at Invest in Nottingham, said: “Nottingham is the biggest business centre in the East Midlands and is currently undergoing one of the largest transformation programmes of any UK city in this decade. The Southside regeneration (worth well over £2bn) will Business Leader - Inspire • Inform • Connect

“The city also has two world-class, awardwinning universities, which have a high level of collaboration and engagement with local businesses, including collaborative research, sponsored research, student placements, graduate recruitment and executive education. The city offers competitively low operational costs for businesses and affordable house prices and higher disposable income for employees, meaning people can afford to experience more of the wonderful leisure, culture, retail and nightlife the city has to offer. “It’s also a friendly and welcoming city in which to do business. It was recently named the UK’s friendliest city and was recognised for business friendliness in the FDI European Cities and Regions of the Future 2018/19 and 2020/21 reports.”

Irina Richardson

What are the city’s strengths? Marriot: “Business can access two huge pools (65,000+) of talent from the University of Nottingham and Nottingham Trent University. 60% of the jobs in Nottingham are in knowledge-intensive industries, well above the UK average. “The universities also engage with businesses to deliver training and executive education, to provide access to worldleading research and expertise and access to facilities and equipment, including the University of Nottingham Innovation Park, which is home to more than 80 businesses employing more than 900 people.” Dixon: “Our central location means 80% of the UK population is within two hours of the city. Our two universities (both gold-starrated for teaching excellence – the only city with that accolade), have about 70,000 students who are a key part of the economy and a talent pool for businesses. “Public transport in Nottingham is second to none. The best bus network in the UK (officially) and a modern efficient and popular tram system that larger cities look at enviously. As a compact city, it is easy to get in and out, and then walk around.

Cont.  61

REGIONAL SPOTLIGHT

“We have strong business networks that support start-ups, entrepreneurs, scale-up and larger businesses. There are over 30 flexible and incubator workspaces across the city, and support programmes and funding projects to help businesses grow. Some of our ‘smaller businesses’ such as Retail Assist, Unidays, TDX, Sygnature Discovery, 200 Degrees, Little Fish now employ hundreds of employees each, and only started in businesses in the last 10 years or so.” Richardson: “Nottingham has a mixture of great entrepreneurial spirit and large corporate businesses. Thanks to growing number of business networks, offering local support, it’s becoming easier to start and run your own business in the area. We at Global Woman Club in Nottingham, for example, are focusing on empowering women locally and connecting them globally. “Businesses in Nottingham benefit from direct access to a high-quality workforce thanks to two internationally-renowned universities, as well as the city having one of the youngest populations of any UK city. 29.7% of the population are aged 18 to 29 – full-time university students comprise about one in eight of the population. “Thanks to a great transport network, it is one of the cleanest, greenest and least cardependent cities in the UK.”

Baggs: “Nottingham is a connected city in the heart of the UK, and just 14 miles from East Midlands Airport, helping businesses to capitalise on the opportunities in both UK and global markets. “It has a high-quality workforce, with two universities providing the talent, skills and innovation needed to grow a business, and over 1.1 million people within its recruitment catchment. Nottingham has award-winning, clean and green public transport, with the world’s biggest fleet of biogas buses and the UK’s most-used-per-head tram network. “Significant investment into transport infrastructure over the past few years means staff can access their place of work with ease. Nottingham is a city that lends itself to growth – as the biggest business centre in the East Midlands offering competitively low operational costs, it’s no surprise that it was recently named top city for small business growth.”

"THERE IS A NEW GENERATION OF CREATIVE AND ENTREPRENEURIAL BUSINESSES CREATING A THRIVING CITY FOR BUSINESS GROWTH, PARTICULARLY IN THE FINTECH AND LIFE SCIENCE SECTORS." Stuart Marriot

Lorraine Baggs

And what are Nottingham’s weaknesses? Baggs: “Nottingham has traditionally suffered from a lack of grade A office space, and in recent years, as the city has become an increasingly attractive destination for businesses to set up and expand, it has struggled to keep pace with demand. Thankfully, many of the developments either in progress or in planning are set to provide a wealth of new office space to address this issue. “The city has also struggled with graduate retention, likely attributable to the high number of students originating from London who return there after graduating. There are a number of campaigns and projects in place to rectify this, such as the Graduate Retention Partnership established between Nottingham Trent University, the University of Nottingham, Nottinghamshire County Council and Nottingham City Council which aims to ‘secure commitment’ from Nottinghamshire employers to ‘create additional graduate level employment opportunities’ going forward.”

March - April 2020

NOTTINGHAM

Boots Island - Linear Park

Dixon: “We could do with faster trains to London (electrified line and HS2 – not just faster to London but to Birmingham in 30 minutes and Leeds in 30 minutes). We could do with more investment from government – we are often overlooked as London/Westminster looks to Andy Street in Birmingham or Andy Burnham in Manchester.” Richardson: “One of the weaknesses is the almost-two-hour journey from Nottingham to London. We are awaiting HS2 construction to speed up the time it takes to get to London and Europe. On the plus side we already have East Midlands Airport on the doorstep, which has also got Cargo Airport acting as a UK hub for DHL and UPS, and supporting operations for TNT and Royal Mail. Business Leader - Inspire • Inform • Connect

“Unfortunately, despite many affluent areas in and around Nottingham, there are still 34.2% of children and 25.8% of people aged 60 and over affected by income deprivation.” Which sectors are traditionally strong in Nottingham – and how has that changed in more recent years? Baggs: “Nottingham has a rich history when it comes to industry and invention. Much of the area’s early wealth was based on coal, and it was also the UK’s centre for the production of lace, evidence of which can be seen today in the redbrick Victorian warehouses in its Lace Market area. Nottingham was also known for its Raleigh bicycles and John Players cigarettes.” Dixon: “Nottingham used to be coal, lace, bicycles and cigarettes. That’s now pretty much all gone and over 95% of Nottingham is now service-based.

"NOTTINGHAM USED TO BE COAL, LACE, BICYCLES AND CIGARETTES. THAT’S NOW PRETTY MUCH ALL GONE AND OVER 95% OF NOTTINGHAM IS NOW SERVICE-BASED." Robert Dixon

“More people now work at the old Raleigh Factory which is now the Jubilee Campus of the University of Nottingham – high value, knowledge-intensive jobs.” Baggs: “Today Nottingham is experiencing rapid growth in its knowledge-intensive industries. It has a great reputation for innovation-led high-growth sectors such as fintech and bioscience, and is home to the UK’s largest bioscience incubator, Biocity. Cont.  63

REGIONAL SPOTLIGHT

“It has a reputation as a great destination for tech businesses, with Capital One, Experian and Ikano based in the region. Nottingham was also recognised as one of the top 10 Tech Cities outside of London in the CBRE’s Tech Cities report in 2019. It’s also a creative city, and businesses and students have access to specialist world class hubs at Confetti dedicated to digital media, film, TV, music and events.” Marriot: “Nottingham is traditionally strong in sectors including financial and business services, life sciences, creative and digital and advanced manufacturing. There is an increasing number of organisations with digital expertise – from marketing and social media enterprises through to global businesses that deal with huge volumes of data. “Nottingham City Council, University of Nottingham and Nottingham Trent University have joined together to launch Nottingham Tech 1000 to enhance digital skills across the region. The programme aims to ensure attractive opportunities are available to school leavers, graduates, those already in the region and those looking to locate here.” Dixon: “Growth sectors are education, creative, digital, life sciences, cleantech, professional services and visitor economy. Retail remains a large part of the economy, but it relies on a strong business base to thrive. On education, the two universities alone are about 15% of the economy. “In life sciences, we have a strong primary health and beauty sector but also a strong medical technologies and medical devices sector. Bio City is the most successful life science incubator in Europe and the city is home to several clinical trials management companies in medtech. In the future, it is expected that cleantech and fintech in particular will grow; clean tech as the city has some innovative projects in low carbon sector (housing, energy and transport), and

fintech, based on some of the recent spinout companies that are growing fast.” Richardson: “Nottingham leads the way in a number of industries, including financial and business services, creative and digital, life sciences and advanced manufacturing, low carbon, and construction. “Personally, I see future growth in independent healthy life choices areas, like coaching, mentoring, health, exercise, women and children empowerment. “The significance of climate change and the low carbon economy is likely to present future growth, either through the development and provision of low carbon goods and services, including low carbon housing and retrofit, or through savings in areas such as energy or waste reduction, providing a market for local low carbon economy businesses.” What are the main challenges and opportunities of evolving Nottingham from an economic perspective? Marriot: “Relatively high incidences of skills shortages and gaps affecting many industries but particularly manufacturing, engineering and other technical disciplines. Graduate retention is a challenge that contributes to this broad issue. Higher education institutions, business and local authorities can do more to support this.” Richardson: “Almost nine out of 10 jobs in Nottingham are in the service sector. Perhaps a more diverse economy would give more beneficial opportunities for varied interests of a younger generation to stay in the area.” Dixon: “Our educational attainment is still behind the national average for five to 18-year-olds (despite having two great universities). And, as with many other large cities, there is visible homelessness/rough sleeping/antisocial behaviour.

"A LOT OF NEW HOUSING DEVELOPMENTS ARE ON THE WAY WITHIN A HALF AN HOUR COMMUTE TO CITY CENTRE, WHICH MAKES NOTTINGHAM EVEN MORE ATTRACTIVE FOR WORK PLACEMENT RELOCATIONS." Irina Richardson

“Opportunities? Southern Gateway which includes Broadmarsh shopping centre, new library, renovated Castle, new Nottingham College, 4,000 jobs at the HMRC new site at Unity Square – a major opportunity to get more people into the city centre.” Baggs: “It is imperative the city keeps pace with the ever-increasing demand for grade A office space as this high demand is predicted to drive up rents by £5 per sq ft over the coming years. A wealth of new developments across the city will help the city to welcome start-ups and enable businesses to expand here. The city’s flexible workspace occupation is also estimated to be around 90% according to the GKRE Flexible Workspace Market report, and this sector will also play an important role here as more and more businesses turn to this as a viable solution. “Nottingham is also focusing heavily on the quality of life it offers. Investment in public transport, green spaces, culture and leisure – and ensuring it promotes these at a national level via campaigns such as Invest in Nottingham’s Quality of Life campaign, which is building momentum – will all help to attract businesses and talent to the area and contribute to the long-term prosperity of Nottingham.” March - April 2020

NOTTINGHAM

"INVESTMENT IN PUBLIC TRANSPORT, GREEN SPACES, CULTURE AND LEISURE WILL ALL HELP TO ATTRACT BUSINESSES AND TALENT TO THE AREA AND CONTRIBUTE TO THE LONG-TERM PROSPERITY OF NOTTINGHAM." Lorraine Baggs

What does the future hold for Nottingham? Marriot: “Nottingham is undergoing significant economic regeneration. A redevelopment of part of the city, worth £2bn, will change the southern gateway to the city and provide new commercial, retail and tourism facilities. “There has also been investment into infrastructure. Nottingham has one of the UK’s best public transport networks with a commitment to green travel and sustainability. Nottingham also stands to benefit from HS2, with plans for an East Midlands Hub in Toton on the outskirts of the city.” Richardson: “There are projects on the way to dramatically transform and regenerate the Broadmarsh shopping area of the city centre to boost the local economy, create jobs and attract more visitors. Works are underway to transform the area with improved shopping, leisure and restaurant facilities in a vibrant new environment. “A lot of new housing developments are on the way within a half an hour commute to city centre, which makes Nottingham even more attractive for work placement relocations.” Business Leader - Inspire • Inform • Connect

Baggs: “The ambitious £2bn Southside programme will dramatically transform the southern face of Nottingham. The regeneration of this unique 0.5-square-mile area is set to boost the city into the top six UK retail centres, strengthen the local economy, create thousands of jobs and attract more visitors. Plots of previously underused, derelict and brownfield land are set to be filled with a variety of ambitious, impressive and inspiring developments. “These developments, which are either under construction or in the pipeline – including the 40-acre Island Quarter – will comprise well over two million square feet of office space, accommodation units, creative trade floorspace, hotel and retail space, while entire new neighbourhoods (such as the sustainable 27-hectare Waterside development) are also in planning. “Nottingham’s Southside is rapidly gathering pace and taking shape, with an unprecedented number of cranes in the sky and fresh announcements from investors and developers now almost a daily occurrence. This regeneration is stimulating investor interest and confidence in the city like never before. “All of the developments are set to transform

not just the physical landscape of the city and create construction jobs in the shortterm, but will also boost Nottingham’s prosperity in years to come. The development of the Broadmarsh area alone is expected to boost the local economy by more than £1bn over a decade, elevate the city into the top six UK retail centres, create nearly 3,000 jobs and attract an extra three million visitors a year The shiny new retail scheme will act as a physical and a metaphorical shop window: showcasing parts of Nottingham’s high quality of life to potential residents and investors.” Dixon: “Apart from Southern Gateway, which is live now, other major developments in the city centre, such as round Sneinton Market, and then down towards Island Site, have the potential to impact the city significantly. “Also, on the edges of the city or just outside, HS2 at Toton, The Ratcliffe on Soar redevelopment site, the expansion at East Midlands Airport, the distribution centre at Roxhill near the airport, the developments round the Gedling Access Road and the extension of Clifton at Fairham pastures are all major developments showing the strength of the economy and the aspirations for growth.”  65

REGIONAL SPOTLIGHT

NOTTINGHAM

Terra Motion: A star in the UK space sector

erra Motion is a leading provider of ground motion products – and its pioneering work is being used to help tackle some of the world’s major challenges, including combating climate change and human slavery, and supporting renewable energy deployment. Based in Nottingham, Terra Motion has a global customer base with clients in North America, Asia and Europe. After winning the prestigious Copernicus Masters prize, also known as the ‘Space Oscars’ in 2014, the business was last year chosen as one of the 15 star companies in the UK space sector by Business Leader Magazine. At the forefront of technology and innovation, Terra Motion uses data gathered by Earth observation satellites to map the motion of the Earth’s surface to millimetric accuracy. Uniquely, the technology the firm has developed can map this movement over a complete set of natural and vegetated surfaces, as well as urban areas. This has opened completely new markets for the business, addressing key challenges such as monitoring and combating the effects of climate change, supporting renewable energy deployment and improving carbon accounting, as well as providing a more comprehensive service for clients in established sectors such as planning, insurance and infrastructure risk monitoring. This novel solution to the problem of monitoring ground motion in rural areas was developed by Dr Andy Sowter when at the University of Nottingham. Dr Sowter retains strong links with 66

academic colleagues, who are continuing to develop, test and publish new research findings based on this revolutionary approach. As an example, collaborations with a number of universities across the UK are showing that the technology can be used to quantify the success of peatland restoration, an important way to fight climate change and address the nation’s carbon balance. Terra Motion is also currently involved in demonstrating the use of its unique approach to find evidence of modern slavery and in the monitoring of renewable energy sites. The basic products offered by Terra Motion are maps of the rise and fall of the land surface over time. These maps can cover anything from an area the size of a private allotment to an entire country. The company recently completed a number of surveys of the entire Netherlands for the Dutch Ministry of Water Management

and Infrastructure to help model climate change resilience and has provided detailed baseline profiles of land motion over a number of brownfield sites across the UK to support commercial planning applications. As these new applications emerge, the company is finding a niche in the support of sustainable markets, far away from the more traditional engineering geology applications addressed by their competitors. Terra Motion has a mission to further consolidate its role in climate change, renewable energy and carbon capture and storage and to establish the company as a key provider at local, regional, national and global scales to help restore and preserve major ecosystem services.

WWW.TERRAMOTION.CO.UK March - April 2020

ADVERTORIAL

Why Terra Motion is ‘breaking the mould’ Business Leader caught up with Terra Motion Chief Technical Officer Dr Andrew Sowter to learn more…

Can you talk us through the origins of Terra Motion? The key technology that underpins our novel solution to measure earth surface movement was invented in 2012 while I was a Lecturer at the University of Nottingham. Although we recognised the very real research potential this could enable, we could see the huge commercial possibilities and user benefits the technology offered, too. We entered a major European commercial innovation competition in 2014, won it, and shortly after, received grant funding from the UK government. We began trading in 2015 as Geomatic Ventures Limited and only recently re-branded as Terra Motion Limited to raise investment and also to focus on the green agenda. It’s a major venture to get off the ground – where did you get the support and financial backing to make this vision a reality? Winning the Copernicus Masters in 2014 was a major boost and gave us huge confidence when we applied for financial support. We were almost immediately successful in gaining Launchpad funding from Innovate UK, with the support of the university, and were part of the ESA Business Incubation Centre in Harwell for a year. This was a brilliant start that allowed us to employ staff to turn a research capability into a commercially viable production line.

How has TerraMotion grown since its inception? The most dramatic change in the company has been the operating capability. Back in 2015, it would take as much as three weeks to survey the area of a single satellite image frame, some 250km square. Now we can complete a survey of the entire UK, comprising around 28 image frames, in about six weeks. This would not be possible without the two Senior Technical Officers that we employ, David and Ahmed, who really should take some credit. We’ve also built up a considerable, and growing, portfolio of commercial clients across sectors such as consulting engineering, mining, property planning and conveyancing and transport network management. TerraMotion is today supporting efforts to combat a number of major global issues, such as climate change and modern slavery. How important is this to you? It is fantastic, I have to say, and was not foreseen when we started the company. Traditionally, the satellite technology we use has been the preserve of engineering surveyors and geologists so to now be around the table with ecologists, environmentalists and human geographers is quite extraordinary. To be able to contribute, and to contribute significantly, by providing new types of data that could impact on people’s quality of life and on the future of the planet is something we all aspire to, isn’t it?

Your work has been celebrated through a number of prestigious awards – how much does that recognition mean to you? Starting a company can be very daunting and it can be very hard to establish yourselves as an innovative company in a highly competitive field. But we have weathered the storm, proven our worth, and are now really breaking the mould with what we have done. Awards are a massive indication that, somewhere out there, someone recognises you are doing a good job and it’s an encouragement to keep going. How much further can your tech evolve? What are your ambitions for the future? Oh, there are always improvements to our processing capability that need to be done. Mapping is great but we are seeing a growing demand for regular monitoring services, which has big implications for processing, storage and organisation. It is also changing our perspective on how to deliver such high-volume and specialised products in a way that a client will find easy to use. However, this is only the start. If we are to get a grip on climate change then we will need to do this sort of monitoring everywhere from the tundras of the high Arctic to the peat swamp forests on the equator. A challenging prospect in many ways but oh so very thrilling, too! 

SATELLITE BASED GROUND MOTION SURVEYS FOR:

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Environmental Management 67

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Canadian billionaire leads group buying stake in Aston Martin Canadian billionaire, and owner of F1 racing team Racing Point, Lawrence Stroll has acquired 20% of Aston Martin Lagonda for £182m. A major decline in sales led to the iconic British luxury carmaker suffering a difficult year, putting pressure on the company to seek alternative funding to secure the future of Aston Martin Lagonda. Stroll and his consortium will initially acquire a 16.7% stake, which could rise to 20% upon completion of the company’s plan to raise a total of £500m. He said: “Aston Martin Lagonda makes some of the world’s most iconic luxury cars, designed and built by very talented people. Our investment announced today underpins the company’s financial security and ensures it will be operating from a position of financial strength. I, and my partners, firmly believe that Aston Martin is one of the great global luxury car brands. I believe that this combination of capital and my experience of both the motor industry and building highly successful global brands will mean that, over time, we fulfil Aston Martin Lagonda’s potential.”

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yields in the coming season.

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John Phibbs, CFO at APS Group said: “APS Group has experienced rapid growth over the last 12 years and our aim over the coming seasons is to increase productivity levels but continue to grow in a sustainable and environmentally friendly way. We therefore needed to streamline costs and further improve our horticultural facilities.”

From 2.75 million plants, APS Group produces 65 varieties under 70 hectares of glass and harvests 25,000 tonnes of tomatoes every year.

Willmott Dixon Interiors wins £3.8m Warwickshire County Council contract Warwickshire County Council has appointed Willmott Dixon Interiors to deliver the £3.8m refurbishment of its storage facilities in Warwick. The office fit-out and refurbishment specialist contractor has started work on the 50,000 sq ft warehouse facility at Hawkes Point, on the Heathcote Industrial Estate. The warehouse, which has been used as a storage facility by Warwickshire County Council, will be divided into individual storage space to enable occupation by several council departments, including fleet 68

maintenance, library services, archaeology, music, facilities services, rights of way, transport operations and catering services. Phil Crowther, operations director at Willmott Dixon Interiors, said: “The appointment further demonstrates the strength of our reputation in creating fantastic spaces able to meet the aspirations of both public and private sector organisations seeking high quality accommodation within the region. Through our close connection to Willmott Dixon’s construction arm, we are in a unique position to provide a fully one-stop service for our customers.” March - April 2020

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M&N Business Leader Magazine: Issue 13

Articles inside

Feature: Future of work

Feature: Nottingham

Interview: CEO in Focus

Review: Immigration

Feature: Tech entrepreneurs

Feature: Mixed-use development

Cover story: Duke of Richmond

Debate: Automotive industry

Report: International trade

Review: Business incubators

Latest news

Review: Funding growth

Feature: Productivity