Iod scotland spring

Direction

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SPRING 2018

EVENTS • DIRECTOR DEVELOPMENT • ADVICE AND INFORMATION • NEWS

The official membership magazine of the Institute of Directors in Scotland

Tackling change – with a little help from my friends Newsquest’s Donald Martin on the: right way to change your structure,: the importance of an informal advice: network and the challenges facing: traditional print media:

Awards nominees n IoD Events Diary n Technical briefings n Behind the Desk n Member benefits

Corporate governance only grabs the headlines when it goes missing Executive comment: 10 years on from the financial crash, directors must be prepared to promote, practice and champion good corporate governance more than ever, says IoD Scotland Chair Susan Deacon cbe

This year marks the 10th anniversary of the 2008 financial crisis. Widely regarded as the worst economic disaster since the Great Depression, Western governments had to sink trillions of dollars into preventing the world banking system from collapsing.

While various factors combined to bring about these near catastrophic events, weak or flawed corporate governance in many major banks and financial institutions was widely recognised to have played its part.

At the time, it seemed like one of the very few silver linings of that very dark cloud might be a renewed and sustained focus on the importance of good corporate governance and on the role and responsibilities of Boards and directors, not least nonexecutives. Yet, as is so often the case, much of that attention proved short lived.

Corporate governance – at its simplest, the system of rules, practices and processes by which an organisation is directed and controlled – remains something of an ‘anorak’ interest until, that is, something goes wrong.

To be fair, the UK Government and Parliament have, over the last decade, stepped up their focus on many aspects of corporate governance, as have several business organisations – the IoD’s great governance debate and its annual Good Governance Report being a case in point. But there is still a long way to go before the importance of effective corporate governance is fully embedded in our consciousness, our business practice and our public discourse.

Maybe it’s the terminology – is it all a bit dull and techy? Maybe it’s that most folk aren’t very aware of, or interested in, how businesses and organisations are run? Maybe it’s that sometimes, it suits those in charge to keep that knowledge and insight to themselves?

Either way, the fact is that corporate governance really matters. And those who serve in any Board room – private, public or third sector, in organisations big or small – ignore the importance of good corporate governance at their peril. Because one thing is for sure: when governance goes wrong there are consequences – for directors, shareholders,

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employees, customers, suppliers and many more besides.

Philip Green of BHS and Mike Ashley of Sports Direct can attest to the public scrutiny – often opprobrium – that ensues when governance is seen to fail. From grillings in Parliament, to being pilloried in the press, the personal exposure and reputational damage is significant.

Most recently, the collapse of Carillion, the second largest construction firm in the UK and employing more than 40,000 people, has again raised the question of how this could be allowed to happen.

Business Secretary, Greg Clark has ordered a fast-track investigation into the conduct of the company’s directors to consider if they have “caused detriment to those owed money, including workers and businesses affected”. The IoD has also raised questions over Carillion’s corporate governance, not least the “highly inappropriate” action taken by the company’s board to make it harder for investors to claw-back undeserved bonuses.

And, make no mistake, corporate governance matters every bit as much in the ‘not for profit’ sector.

When the charity Kids Company collapsed in 2015, a report by MPs outlined an “extraordinary catalogue of failures” and concluded that its board of trustees had been “reliant on wishful thinking and false optimism.” Following intervention from the Government’s Insolvency Service, these individuals are now facing the prospect of Boardroom bans of several years.

And the recent controversy engulfing Oxfam has brought the past and present leadership of the organisation under intense scrutiny. The Charity Commission will now carry out a statutory inquiry with a focus on governance and management.

But – dear directors – fear not, it’s not all doom and gloom! While poor corporate governance can end in tears, the reverse is also true. Good corporate governance can help to ensure that businesses and organisations are successful, have strong and positive reputations and enjoy high levels of confidence and trust.

Striving for those positive ends is as good a reason as any to get governance right.

IoD Scotland & Direction IoD Executive Director: David Watt For email enquiries: iod.scotland@iod.com W: www.iod.com Address: 10 Charlotte Square, Edinburgh EH2 4DR T: 0131 557 5488 Direction is the official membership magazine of the Institute of Directors Scotland and is published on its behalf by: Chamber Media Services, 4 Hilton Road, Bramhall, Stockport, Cheshire SK7 3AG Advertising sales: Colin Regan Tel: 07871 444922 / 01942 537959 Email: colinregan001@ yahoo.co.uk Production: Rob Beswick Tel: 0161 426 7957 / 07964 375216 Email: rob@chamber mediaservices.co.uk Editorial: Please send press releases or editorial for consideration for future issues of Direction to: Lisa Donnelly Email: lisa@clark communications.co.uk Although every effort is made to ensure the accuracy of material contained within this magazine, neither IoD Scotland nor Chamber Media Services can accept any responsibility for omissions or inaccuracies in its editorial or advertising content.

The views expressed in this publication are not necessarily those of the IoD. The carriage of advertisements or editorials in this publication does not constitute an endorsement of the products or services advertised.

Cover: Donald Martin, editor-in-chief, Newsquest Scotland and editor of The Herald and The Evening Times Photo: Susie Lowe

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Comment

The introduction of higher taxes means we all must up our game Executive comment: The Government has tapped the wealth creators for more cash in a move that may well bring real social benefits for Scotland – but the fear is, it will soon become a habit, says David Watt, Executive Director of IoD Scotland.

If you’re going to pay more for something, of course, you look for the value in the uplift. You are going to ask, what are the extra benefits I get for my money?

45 per cent of the workforce will pay more to be in Scotland under the Government’s new tax scheme. Anyone earning over around £40k will pay more, with those on around £150k paying just under £2,000 more in tax. So far, so fair, it seems. Those that have more, pay more.

However, the on-paper calculations may not take into account what these higher taxpayers bring to Scotland. Apart from their tax contribution, thank you very much, these individuals are generally the wealth creators and the drivers of our economy. They employ people, create and grow businesses (which also pay tax) – therefore we need to keep them here.

We have the very real challenge of a stalled economy and the predicted rock face of Brexit to climb, so right now the last thing we need is politicians advocating even higher rates of income tax and other personal and business costs, particularly if this becomes a habit. UK economic growth is forecast to be at best

anaemic, with Scotland lagging further behind.

But what if that extra £2,000 ‘bought’ a significantly improved way of life? Scotland is a great place to live and work and some of the costs, such as housing, health and education, are relatively low and the provision is good.

However, no-one can deny that it is cold and damp for many months – we must find other ways to remain attractive. Better services, including transport and broadband? Better ways to spend leisure time and attract families?

Lower crime? Of course, all these things cost, but there are ways to make more of the money available to Government, by applying solid business principles.

Spending is the key issue that is not being addressed. It’s not all about how much money is in the pot – it’s about how it’s being spent. Do we really need Over 60s bus passes for people still working or for those who can afford to pay? Do we need free prescriptions for all? Could better off people in Scotland not pay for university fees?

With extra funds freed up by a business approach to policy making, the difference might mean that Scotland’s offering balances up with that of London or New York – even if you get to keep considerably more of your income in these places.

The fact is, Scotland has precious few of these individuals in the highest tax bracket – around 19,000. But what they contribute is so much more than a simple calculation can show. We desperately need more of them – not fewer, and our policies need to welcome them.

So, while the agreed tax increase may have been the best of a bad bunch of choices this time, it cannot become a habit.

The only way to reverse our economic stagnation is to make some hard choices, brought about through grown-up debate – as opposed to simply keeping on increasing the cost of wealth creation.

Left, Finance Secretary Derek Mackay MSP

New hub launched for central Scotland directors A new group for business leaders in Central Scotland has been launched to provide a local base for IoD members based in the Stirling/Falkirk/Clackmannanshire region to learn, share and support one another to thrive and grow.

The group, chaired by Shona Mitchell, held its launch event on Tuesday, 20th February, where Cabinet Secretary for the Economy Keith Brown MSP shared his current thinking around the City Region, and other forms of Growth Deals for the Alloa, Stirling and Falkirk area.

The event also marked the opening of a new hub for IoD Scotland members at the Forth Valley College Stirling campus. The Making Partnerships Work initiative will allow members of the IoD to reserve meeting space for up to four people and take advantage of the facilities on offer.

IoD executive director David Watt said: “It is vital that this strategic, centrally located area, which lies at the heart of Scotland, builds on its own vibrant, ambitious and growing economy.

“This event marks the launch of a forum at which leaders from all sectors across the area can play a greater part in providing broader economic leadership of Forth Valley Area and its constituent parts.

IoD executive director David Watt with group chair Shona Mitchell and Forth Valley College Principal Ken Thomson.

Photo: Colin Baird

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New-look governance for IoD Scotland The Institute of Directors exists to further the quality of leadership and governance across organisations throughout the UK, by representing and setting standards for directors.

It works tirelessly to improve board effectiveness and provide a ‘safe space’ for business leaders keen to develop and innovate – with the aim of improving business performance, and ultimately, the economy.

As such it’s important we don’t fall into the ‘cobbler’s bairns’ trap. IoD Scotland has been operating for many years within a traditional Committee structure – led by a Chair, Committees (branch and national) and an executive team led by David Watt. Under the leadership and guidance of Professor Susan Deacon CBE, who will complete her three-year term of office as Chair this year, a key focus has been on board governance.

The aim has been to create a stronger strategic focus and to develop IoD Scotland’s ability to respond to an ever more distinctive Scottish business and policy landscape.

In January this year, the former 30-member Scotland Committee was replaced with a new 14 person Scotland Advisory Board, the focus of which is on key aspects of the future development of the IoD in Scotland. (see graphic right)

IoD Scotland Advisory Board members

Professor Susan Deacon CBE - Chair Tom Halpin - Lead, Professional Director & Board Development Working Group Sonya Cottom - Lead, Membership, Partnerships and Branch Development Working Group Louise Macdonald OBE, Lead, Marketing, Events and Communications Working Group Jo Armstrong, Lead, Policy, Influence and Engagement Working Group David Hoey, Partner, BTO Solicitors - Glasgow and West Scotland Branch Chair, Branch Chairs’ Group representative Ian McKay, IoD UK Council member Aidan O’Carroll, Tax partner, EY Andy Lothian, CEO, Insights Douglas Mundie, CEO, Saltire Business Solutions Sir John Elvidge, Chairman, Edinburgh Airport Ltd Dr Collette Backwell, Chief Executive, CLAN David Watt, Executive Director, IoD Scotland Kirsty Livingstone, Head of Memberships, IoD Scotland

Commenting on the new structure, Prof Susan Deacon said: “The new Scotland Advisory Board will enable us to place a renewed focus on the strategic development of the IoD in Scotland and to strengthen its input and influence within an ever more devolved Scotland.

“Alongside the benefits of being part of a UK-wide organisation, it is important that members in Scotland have access to support and services which meet their particular needs and that we can, on their behalf, engage effectively with Scotland’s distinctive business and policy landscape.”

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Working Groups Professional Director & Board Development

Membership, Partnerships & Branch Development

Policy, Influence & Engagement

Marketing, Events & Communications

Advisory Board: Working Group Leads Tom Halpin

Tom is a seasoned board member in the not-for-profit sector. He is currently Chief Executive of Sacro and is a former Deputy Chief Constable of Lothian & Borders Police. As leader of the IoD Scotland Professional Director & Board Development Working Group, Tom will focus on education for directors experienced and new, and work to ensure that the Scottish programme provides directors with a diverse choice of development options.

Sonya Cottom

Sonya will lead the Membership, Partnerships and Branch Development Working Group, ensuring that the IoD’s offer is both valuable and relevant for members all over Scotland. As director of Perth-based charity Pain Association Scotland, she is dedicated to helping people in chronic pain to lead a better quality of life through self-management. Sonya was the IoD Scotland Emerging Director of the Year in 2017 and Early Stage Business Director at the IoD UK Director of the Year Awards.

Louise Macdonald OBE

Louise is Chief Executive of Young Scot, leading advocates for young people in Scotland. With a background in journalism and communications, she is the ideal person to steer the Marketing, Events and Communications Working Group. In 2016, Louise was the IoD Scotland Female Director of the Year and IoD UK Third Sector Director of the Year.

Jo Armstrong

Jo will use her vast experience as a non-executive Chair and Director across the UK public, private and third sectors to identify key business and policy issues around which IoD can make an impact as she heads the Policy, Influence and Engagement Working Group. She is an Honorary Professor of Public Policy at the Adam Smith Business School at Glasgow University, a Fellow of the IoD and of the Royal Society of Arts.

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Members’ News

Double win for refurbished Blythswood

The Robotical team with Marty

Angels fly in to offer seed cash to the tech guys at Robotical Robotical, the robotics company based in Edinburgh, has secured a seed investment round of £285,000 to enable it to push on with plans to scale its manufacturing operation, create new jobs and target export markets in 2018.

The investment round follows a crowdfunding campaign on the Indiegogo platform that raised £90,000 for the company in 2016, and comes from five angel investors with experience across the IT, manufacturing, gaming and robotics sectors.

The five – Rob Dobson (DevicePilot/Float), Gareth Williams (Skyscanner), Donald Houston (Rain Dance Investments), Professor David Lane (Edinburgh

Centre for Robotics) and David Doak (formerly of Rare) – will be working closely with the Robotical team to take advantage of the growing educational robotics market.

Robotical’s first product is Marty the Robot, an educational tool that is far more than just a toy.

Rather, Marty is a fully programmable robot that can walk, dance and play football. It is hoped his development will inspire the next generation of roboticists and engineers, at a time when governments are emphasising the importance of STEM (Science, Technology, Engineering, Maths) education.

Edinburgh Woollen Mill’s stitch in time saves Leeds-based tailors Edinburgh Woollen Mill has saved 800 jobs at Leeds-headquartered tailoring firm Berwin & Berwin.

Administrators Tony Wright, Phil Pierce and Russell Cash, partners at business advisory firm FRP Advisory, sold the UK element of the business and its assets to Formal Tailoring 1885 Limited, which is part of the Edinburgh Woollen Mill Group (EWM Group) The acquisition includes Berwin & Berwin’s three brands: Paul Costelloe, Lambretta and Baumler, as well as 36 menswear concessions and outlets, and all existing stock.

Following completion of its purchase by EWM Group, Berwin & Berwin will open a further five menswear concessions in 2018 and its brands will be stocked in EWM Group’s Days Department Stores and other stores within the group.

A spokesman for Edinburgh Woollen Mill Group said: “We recognised the synergies between the Edinburgh Woollen Mill Group and Berwin &

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Berwin’s manufacturing and cutting operations, which have made a name for themselves through their high-quality finish and commitment to detail.

“Across the group, we have always committed ourselves to saving jobs where we can and in the case of Berwin & Berwin no jobs will be lost.

“We are proud of our record of saving high street brands and always endeavour to provide our customers with the best quality garments at an attractive price point.

“We welcome Berwin & Berwin’s staff into the group and will look forward to continuing to invest in the business over the coming years.”

EWM Group said it will protect all jobs and expects to move Berwin & Berwin’s UK head office team into the offices of Jaeger, Austin Reed and Viyella over the coming months.

The acquisition brings the number of stores and concessions that Edinburgh Woollen Mill Group operates to 1,113. The group now employs approximately 24,000 people worldwide.

Blythswood Square Hotel has completed the first phase of its multi-million pound refurbishment, transforming its guest rooms and suites as part of a huge investment into the property.

The bedrooms in the Glasgow hotel are the first are to be completed, with the creation of a new, two-bedroom penthouse suite, plus a new design for all entry level, deluxe and Georgian bedrooms, and the addition of 12 new guest bedrooms. The hotel restaurant, Salon Bar and spa will also undergo refurbishment.

The completion of phase one comes at the same time as the hotel was awarded the 5 Star Business Hotel and 5 Star City Hotel for the West Coast awards, at the Scottish Hotel Awards.

In addition, Blythswood Square Pastry Chef Lauren Mcavoy was also awarded a people of excellence award.

Murray Thomson, General Manager of Blythswood Square Hotel, said: “I am thrilled to present our newly-refurbished guest bedrooms, which have been finished to an exceptional standard in keeping with our reputation and, of course, the expectations of our guests.

“We are committed to offering our guests an unrivalled five-star experience and this new multi-million pound investment allows us to do just that.

“Winning three titles at the Scottish Hotel Awards is a real honour for the entire team at Blythswood Square.”

“The hospitality sector in Glasgow is so vibrant, so it is a great time to be working in the industry.

“We couldn’t be prouder of our superb pastry chef Lauren”.

Blythswood Square has been extensively refurbished in recent months – and is now picking up the rewards for that investment WWW.IOD.COM

Planning for the end of the tax year As the end of the tax year approaches, several tasks come up to keep us busy, but one of the key areas for Financial Advisers is ensuring that a client is managing their money as efficiently as possible, says Ascot Lloyd Independent Financial Adviser, Graeme Dreghorn.

Are you ready for the Lobbying Act? The Lobbying (Scotland) Act 2016 comes into force on March 12, 2018, and introduces the Lobbying Register, which requires all businesses involved in regulated lobbying to record these interactions.

Have you considered whether the communications you have with politicians or their representatives need to be registered?

Regulated lobbying applies to face-to-face interactions with: • Members of the Scottish Parliament (MSPs) • Members of the Scottish Government (including the Scottish Law Officers) • Junior Scottish Ministers • The Permanent Secretary of the Scottish Government • Scottish Government Special Advisers There is still time to get acquainted with the new rules – which is to be recommended, as it is up to the individual who is doing the ‘lobbying’.

Log onto www.lobbying.scot and register the details.

Further information about the register, and exemptions, can also be found at the web address above. Also, see the insert with this issue of Direction.

ScotRail remains right on track In its recent passenger satisfaction survey, ScotRail received the best score of all the UK’s largest train operators. Passenger satisfaction is now at 85 per cent, five points shy of the all-time high. The figure was revealed in the National Rail Passenger Survey by Transport Focus, the industry’s official watchdog.

The report revealed passengers were most satisfied with journey times (91 per cent) and staff helpfulness (88 per cent).

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Being cognisant of the allowances that are available and utilising them allows for astute financial planning, of which the aim is reduce the impact of tax. What is more, good planning is critical to avoid the ‘tax traps’ that the current system has created.

If you earn between £50-60,0000 per year and are in receipt of Child Benefit, or if you have earnings between £100-123,000, there is an effective tax rate of 60% on the earnings in these bands. The good news is there are strategies that can address this.

After a detailed financial review your Financial Adviser can provide advice tailored to your specific circumstances. Below are some of the common allowances you may or may not be familiar with: ISAs: The most commonly used allowance. Individuals can invest £20,000 per tax year, meaning couples can fund £40,000 into ISAs. Once money is placed in an ISA, it will remain free of tax. This can be excellent for growth, but also for retirement planning as a source of tax-free income. Junior ISAs allow for contributions of £4,128 each year for children under the age of 18.

Pensions: Anyone can contribute £3,600 into a pension, and up to 100% of their earnings up to £40,000 a year. Pensions attract tax relief at the rate you pay income tax, meaning pensions investments can get an uplift of 20-45% on contributions by reclaiming tax paid on the investment. This can be a great way of reducing a tax bill, particularly for those who just stray into a higher rate band or are caught in the 60% tax traps.

Venture Capital Trusts (VCT)/Enterprise Investment Schemes (EIS): These somewhat less familiar investments are more speculative and not for everyone. However, with income tax relief at 30%, combined with the potential for exemption from Inheritance Tax (IHT) and tax-free dividends and growth, they can be an attractive option for offsetting the tax bill and can provide very attractive returns if an investor has the appetite for risk.

Capital Gains Tax (CGT): There is an £11,300 allowance each year that can be realised without incurring tax. This can be very useful for both drawing a sum of cash or simply taking part of a gain on a portfolio to avoid large tax bills in the future.

Want to know more?

Ascot Lloyd has considerable experience in all areas of financial planning, including but not limited to utilising your allowances as detailed above. Should you wish to have a discussion with an Ascot Lloyd Independent Financial Advisor, contact the Glasgow office on 0141 225 8500, 120 West Regent Street, Glasgow, G2 2QD.

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Members’ news/Downtime

£25m investment fund in Stirling is ‘first of its kind’ Stirling Council and ESM Investments showcased the ESM Capital Growth Enterprise Investment Scheme (EIS) Fund on Friday, 23rd February, before its expected launch later this year.

The £25m collaborative fund will be used to support innovative growth and scale-up technology orientated companies across Stirling, Scotland and the north of England.

The initial target of £25 million is sought from a mix of private and public-sector investors, and will include investment from the ESM Investments syndicate, led by founder and CEO Steven Morris. The fund will subsequently look to make investments of £500,000-£2 million in a series of strongly managed dynamic technology enterprises that are struggling to access capital for further development.

Steven said: “It is clear that many viable, dynamic enterprises with innovative products and services, strong business plans and capable management teams, struggle to access the investment that will allow them to develop their businesses. Bridging the equity gap for early to growth stage technology companies is a major challenge to fostering innovation and entrepreneurship.

“The fund will seek to address that as well as giving investors the prospect of attractive long-term returns from businesses that hopefully will flourish with their support.”

Bill’s enlightened look at books Bill Gates, who visited Scotland in January on behalf of The Bill and Melinda Gates Foundation, has a new favourite book. And he wants you to read it too.

In a blog post on his website, the philanthropist and Microsoft founder announced that Steve Pinker’s EnlightenmeNow, which advocates for a return to the ideals of the Enlightenment, is his ‘new favourite book of all time.’

The book emphasises the importance of reason, science, and humanism in the modern era.

Gates’s previous favourite book, The Better Angels of Our Nature, was also written by Pinker.

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Something old, something new: UK’s first Virgin Hotel to open in Scotland Scotland will be home to the first Virgin Hotel located outside of the United States, it was recently announced.

The hotel, which is slated to open in Edinburgh in 2020, will be located in Victoria Street’s India Buildings, just off the city’s Royal Mile. The former marriage registry building is A-listed, but the developers plan to ‘keep the best of the old.’

“My grandparents were from Edinburgh, so Scotland has always held a special place in my heart,” said Richard Branson, billionaire

entrepreneur and founder of the Virgin Group.

“The people of Edinburgh have been so wonderful in welcoming us to their great city, and we can’t wait to open our doors to people across the country and, indeed, the world who visit it.”

When asked if Brexit impacted his plans to build hotels in the UK, Branson said, “In times of uncertainty, sometimes it’s a good thing to invest.”

Investment plans: Sir Richard Branson

Brewing up success down under Brewdog, the ‘enfant terrible’ of the Scottish food and drinks sector, has notched up a couple of business successes well worth raising a glass to. First, the brewer opened its second Edinburgh establishment, offering the first hundred customers through the door a year’s supply of Brewdog beer, and in doing so, creating a new go-to destination in Edinburgh’s financial district.

More recently, it unveiled progress on significant expansion plans, but of course, there was a traditional Brewdog twist in the tale. The Ellon-based company had announced its intention to create a new brewing facility in Australia last year, but asked its ‘punk’ community to suggest a location for the new site.

And suggest they did…

As a result, its new facility will be on a ‘kick-ass’ site in Brisbane, where they will build a £17m brewery, restaurant and visitor centre, creating around 150 jobs.

The Aussie operation will be led by Aussie native Zahra Prior, currently ‘Head of People’ for Brewdog in Ellon. Construction starts later this year, with production to follow in 2019.

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Behind the Desk: Finding out what makes leaders tick

Name: Position:

Employees: Overview:

Charlotte Wright: Making Highlands and Islands the place to be What is the greatest recurring challenge you come across in your role, and what’s your strategy for dealing with it?

Many of us struggle with what is urgent and what is important. When you’re immersed in responding to issues, you need to ensure that you have your eye on the horizon – that’s what you’re aiming for! Sometimes you have to react quickly to challenges and opportunities, but ensure your actions support your ultimate objectives.

Who, or what, drives you or inspires you?

Living and working in the Highlands and Islands is a constant inspiration – and seeing projects, initiatives and developments move from aspiration to reality is the best motivation you can have to do more.

The work of HIE encompasses supporting communities along with business, and some of the most inspirational leaders I have met are those who are taking forward developments for their community.

What is your long-term vision for the organisation?

Our ultimate aim is to make the Highlands and Islands the place of choice for people to live, work and study. To support that objective, HIE needs to be a strongly collaborative agency, with a determined and outward perspective. We should be prepared to be radical and risk taking where necessary to deliver long-term results for our region.

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What keeps you awake at night?

Sometimes your brain can be buzzing with what seem to be good ideas at 2am, but not all of them survive examination in the cold light of day! Occasionally, however, the route to solving a problem can pop into your head unexpectedly.

What makes a good leader great?

If I had to answer with one word, it would be communication. A great leader can really harness the power of communication to excite people with vision, to support them with advice and coaching, and demonstrate their personal commitment to key values.

Have you had a mentor, and what did he/she add to your development?

I have been lucky enough to work with some great people, who have generously given their time to me. I strongly believe that you learn from everyone you work with – both good experiences and not so good can be powerful in shaping your own approach.

Even leaders aren’t the finished article.

What’s next in your leadership development journey?

I’m my own worst critic – so I’m always questioning how I could do something better next time. Having recently become a CEO, it is essential to understand the difference in this role to any other in an organisation.

Networking with other CEOs is a really helpful part of that journey.

Charlotte Wright Chief Executive, Highlands and Islands Enterprise (HIE) 320 HIE is the Scottish Government’s community and economic development agency for the Highlands and Islands region, which covers half of Scotland’s land mass from Shetland to Argyll and from the Outer Hebrides to Moray.

Career history 2016-2017 Acting Chief Executive, HIE 2007-2016 Director, HIE 2002-2006 Chief Executive,

Lochaber Enterprise 1997-2001 Manager and Head of

Community Development,

Lochaber Limited 1995-1997 Director, Lime Tree Studio

Gallery 1987-1993 Principal Planning Officer

and Contracts Manager,

Tyneside Health Authority 1984-1987 Northern Regional Health

Authority (Newcastle)

What is the ‘next big thing’ that will transform your sector?

Does everyone answer digital?! The public sector doesn’t have the best record in digital transformation, but I’m determined that we provide a 21st century service to our customers.

What piece of technology do you rely on most?

Can I have two? I’m always travelling, so the phone keeps me in touch and up to date. But I love my Kindle for some escapism….

What is your favourite social media platform, and what does it bring to your business/ organisation?

I’ve become a fan of Twitter – for its immediacy and simplicity. Social media is a great way to let potential HIE clients know what we can do, and to update people on what we are up to and why.

What needs fixed?

The greatest challenge I hear from businesses and communities is getting access to talent and skills – attracting people to live and work in the Highlands and Islands, and understanding that there are amazing career opportunities coupled with an unrivalled quality of life.

What leadership advice would you give your younger self?

Don’t wait to be asked or given authority and responsibility – take it!

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In profile: Donald Martin

Donald Martin, editor-in-chief of Newsquest Scotland and the editor of The Herald and The Evening Times, talks leadership, managing change and the importance of a good support network Words: Rob Beswick Pictures: Susie Lowe

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‘With a little help from my friends...’

When a Prime Minister feels compelled to champion the cause of a traditional business sector, chances are that sector is in serious trouble... ... But that was exactly what Theresa May did in February when she launched a spirited defence of regional newspapers and the print media as it readjusted to the digital age. Local papers were, she said, vital to our system of democracy and needed our support.

Her comments came as new figures revealed the impact the internet has had on the newspaper industry. More than half of all parliamentary constituencies no longer have a dedicated daily newspaper, Mrs May said, and over 300 papers had closed in the past decade.

It was time “to look into the operation of the digital advertising supply chain, including funding flows and its role in creating or reducing value for publishers,” she added, promising Government action to help printed titles.

By coincidence – I rarely clear my diary with the Prime Minister’s office these days – the day after her speech, IoD Scotland was in Glasgow to catch up with Donald Martin, editor of The Herald and The Evening Times. On the face of it, the pair – both key parts of Newsquest’s vast publishing empire – appear to epitomise the landscape that is so worrying Mrs May. Both have been through a period of sharp job cuts and extensive rationalisation, including at senior management level. But that was where the similarities with the PM’s somewhat bleak landscape ended, as Donald remains remarkably bullish about the papers’ futures, as well as that of the wider printed media sector.

“Print journalism still has a role to play and will continue to do so in the future,” he said. “No one can say for certain what will happen long-term but in the short to medium-term, we’ll keep hold of print.”

The secret for Donald was making sure newspapers have a clear purpose and understand their markets. “We can’t rely on just printing news any more. I’m a news junkie – I’ll look at the websites first thing in the morning and there are times when, later in the day, I’ll think ‘that story is ages old’ as the agenda’s moved on. We can’t have a story that breaks one morning on the front page of the next day’s paper. We need to keep the digital side up-to-date, with all the breaking news, and have the papers for informed analysis, insight and comment.”

Fortunately for Donald, below him he has an “outstanding team of journalists” who do just that. “They continually impress me with their work, their insights and WWW.IOD.COM

investigations. For us to thrive we need to find that balance where we don’t just tell people what has happened, we tell them why.”

That’s not saying he doesn’t welcome Mrs May’s promises of help. “It’s great to see she recognises our role but I’d like to see quicker action to tackle the likes of Facebook and Google. We have unregulated competitors who are effectively destroying our advertising market. I’d like to see us all operate on the same level playing field.”

Government intervention to help the papers wasn’t just needed on sentimental grounds. “In a world of fake news, having a trusted local media with professional journalists counts more than ever. We need journalists to keep local politicians on their toes.”

Keeping his titles current in the face of the digital revolution was complex and had required tough action.

“We have had to redefine what makes us special and unique. We’ve moved away from being a news gathering organisation alone because news is everywhere. Instead our focus has to be on those informed insights and that analysis. Fortunately, at The Herald and Evening Times we have brilliant specialists who know their field inside and out and can tell you not only what has happened but, crucially, why and how it will impact on you.”

A newspaper’s value over digital media came from its ability to create “a safe space in which you can access a range of views. Too many online media sites will give you one side of the story, and force you to scrabble around for an alternative voice. We can give you that in one issue.”

It’s been a bruising few months for The Herald and The Evening Times. The experienced editors on both titles left before Christmas, leaving Donald to edit them both in a move that had surprised many in the industry.

“Editing both papers is a huge challenge,” he acknowledged. “You can’t fully edit both titles properly and I rely on my team to deliver our consistent high quality on a daily basis. But we are making huge strides in the direction I want us to go in, and I’ve been really pleased with the support I’ve received.”

One good point about his new dual role is it allows him to get his hands dirty again, getting newsprint out into the hands of the public. In his recent positions – as head of publishing at DC Thomson, for instance – “I’ve enjoyed handling the business strategy side but I love getting involved in the day-to-day task of editing a brilliant newspaper.

“The secret for me is not meddling too much. I have great people beneath me and I have to mentor them, guide them but ultimately let them get on with the jobs they’ve Continued on page 14

Thoughts on... changes to the publishing sector:

‘Mirror Group’s purchase of Express newspapers won’t be the last. I can see a lot of consolidation across the sector ... I don’t like to see publications close and I think we can keep the same number of titles but moves like [the Mirror’s] will bring efficiencies, particularly in back office operations and ad sales...’

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“We’ve been through a period of: considerable change but I think it: was handled well, and we put: the people first. A number left,: others stayed on under different: structures and arrangements,: but with all of them, we had an: honest conversation and asked: them, ‘does this work for you?’ ”:

Continued from page 13

Thoughts on ... trade unions:

“I think we respect each other. I have very honest conversations with the unions, and they are very honest with me. I think we both understand our positions ...”

been given. That’s something I’ve learnt over my career; when I was younger I was determined to control everything, to drive everything forward, but I’m a lot more relaxed now.”

Surprisingly, here’s a man who doesn’t demand 100 per cent from his staff all the time. “I’ve always claimed to be a perfectionist but now I’ve realised that you can’t have perfection. I want the papers to be of a consistently high standard but I prefer to say, let’s get it to 90 per cent – where that 90 per cent is a really good level – and then sprinkle on the magic dust from time to time to give readers the genuine ‘wow’ factor.”

The enormous changes at The Herald and Evening Times have been well-documented, with major job losses over the years as owners Newsquest tried to turn the titles back to profit. Donald accepts it hasn’t been easy for the staff. In many ways, his experience in recent months is an excellent lesson in leadership of any organisation that has been through a lean time.

“I feel for the staff, I really do. They’ve been through round after round of job cuts. It affects your mentality and all you want to do is keep your head down. It’s hard to have a lot of energy at work when you’re worrying all the time about what’s coming round the corner.”

He stressed that changes made, and the reduction in head count on both titles, were absolutely necessary for the business. “We’ve gone through a process here with fairly substantial cuts and I like to think it has been handled well, and we put the people first. A number left, others stayed on under different structures and arrangements, but with all of them we had an honest conversation and asked them, ‘does this work for you?’ ” At the heart of the changes weren’t just a series of cuts to save cash but rather, a change in culture, strategy and direction. “We’ve had to transform the way the papers operate in the digital world. We now look at stories and ask, which is the best platform for this to appear on? Where is it going to find most traction in the community?”

The result is a website that is fast becoming the go-to place for news in Glasgow, with the Herald’s operating behind a pay wall that is becoming more accepted by the readership – and that’s not a claim many of its rivals can make.

The change has been positive for the business, with revenues and profits up. With that good news, Donald hopes “the rest of the year will be a period of stability.

We’re in a good place now.”

“I needed to change the culture around our direction of travel, and the structures we worked in, so we could

Why the next generation could be a challenge...

Old and established ways of doing business are being challenged by the next generation, says Donald... “The modern generation have far higher expectations about what they want from a workplace. They are less loyal – and much less hierarchical.

“They don’t get the idea that just because they are young,

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or new to a business, they can’t challenge the orthodoxy.

They see life as a ‘flat pyramid’, where everyone can have their say and challenge the status quo.”

“They’re right; we live in an age of change. You have to accept it as a normal part of business life.”

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deliver our targets for the business and our readership.

The good news is the staff know what’s expected of them now and where they sit in the organisation.

We’ve been very honest and open with them about our vision of the future and where they feature in it.”

He is certainly wary of too many more changes in the immediate future. “If we had another period where people felt they were being indiscriminately moved through the door just to achieve savings, it is hard to motivate people. But if you are honest about what you are trying to do and their role within it, you’ve got something to build on.

“It’s not a process that is unique to newspapers; it would be the same process whatever business you are in. It’s about managing people and bringing them along with you.”

While the improved financial picture is welcome, for Donald the ultimate reward has been an improved dynamism and energy about the workforce. “It’s all down to clear objectives. People know where they stand and can now get on with delivering their targets.”

There is clearly a lot of responsibility sat on his shoulders but fortunately, it isn’t a burden he has to carry alone. “The board has been right behind our plans, and I have a superb network of support outside the office I can call on.”

Ah, the director’s network, the ideal antidote to it being tough at the top. As the IoD continually preaches, leadership can be a lonely task and creating a support network within which you can seek guidance and advice from other leaders in a similar position to yourself is invaluable.

“I have large number of people I can chat to over a coffee about what I’m planning and what my

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challenges are. They are my support network.” Similar to the groups the IoD has built up, Donald’s external support is not drawn from the same sector as he is from, but rather “from other businesses and academia.

It’s an open, no-agendas discussion with people who I can just bounce ideas off, people who understand what you are going through as they’ve probably been through it themselves.”

For leadership support within the workplace he sees the benefits of continually grooming a number two or deputy. “You can build a relationship where you can share the issues and problems because you’ve built that trust.” Indeed, building that strong relationship with a deputy has provided some of the greatest moments of satisfaction in his career. “When people ask me what’s been my biggest triumph it’s been that every single one of my deputy editors has gone on to be an editor – or higher. I take a huge amount of satisfaction from knowing that I’ve helped them develop and achieve more in their career.”

He is also pleased with the help he’s getting from across the team, as his new structures have enabled the workforce to take on more responsibility. “The staff are being exposed to the challenges we are facing and becoming more solution-focused, coming forward with their own suggestions to change how we work.

That’s been a critical outcome.

“As I see my team develop more energy, more creativity, become more solution focused – that lessens my problems.

“I feel in a nice space. I’ve got 100 per cent backing from above, a strong external network to support me and a team I can see developing under me who are happy to take on problems themselves. It’s a position all leaders want to be in.”

Thoughts on... the best advice for future leaders:

“My best advice to any leader – it’s all about people.

If you don’t have people alongside you, the vision is lost. If you don’t take people with you willingly you won’t succeed...”

...and on leading change:

“Understand the vision of the group and align everyone with it. You’ve got to move forward. Don’t dwell on the past. If you make mistakes ask yourself how did it come about, what can we learn from it, how do we make sure it doesn’t happen again.

Always look to improve and look forward

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Charities/Third Sector/Environment

Businesses need to act now to become dementia-friendly Jo MacLennan, Joint Managing Director MacLennan Norman Ltd I have been a member of the IoD for a couple of years now and recognise the value it brings to my business. MacLennan Norman specialises in supporting organisations going through transformational change and organisational development. As trained mediators we recognise the importance of clear communication with customers and the benefits of investing wisely in your workforce to enable them to adapt their approach to suit client needs.

MacLennan Norman has been offering its expertise to Alzheimer Scotland over the past year and during this time my appreciation of the fantastic resources and professional skills that the organisation offers people and families across Scotland has grown enormously.

Within the range of specialist services Alzheimer Scotland offer, the Dementia Friends programme stood out as an excellent support programme that businesses and organisations can engage in.

Anna Devine, Director of Fundraising and Marketing at Alzheimer Scotland describes the programme in more detail.

Dementia affects over 90,000 people in Scotland and that number is set to rise significantly in coming years. It’s one of the greatest challenges we face in society today and all businesses can contribute to tackling the social and economic impact of dementia. From retail to housing, utilities to entertainment, finance to transport, all sectors have a part to play. Alzheimer Scotland has already created over 57,000 Dementia Friends across various workplace organisations, groups and associations across Scotland. They are about to embark upon a long-term programme to deliver these valuable learning sessions to around 5,000 Scottish Government staff following a session that was provided to members of the Scottish Cabinet.

Dementia will affect everyone in every sector and every industry, from customers to staff.

With the UK statutory retirement age rising, and

Delivering a workshop on becoming dementia-friendly

the number of people expected to rise across the UK to 1 million by 2021, we will see many more people developing dementia while in employment. Many others will seek to combine being a carer with working. Businesses need to future-proof all aspects of their operations and consumers want businesses and organisations to value their customers.

This will only be achieved with greater awareness, understanding and support for customers and staff impacted by dementia.

Becoming a dementia-friendly organisation means being able to help people to continue doing the things they want to do, while being supported to do so for as long as possible. We need to help empower businesses to help their staff to be aware of the impact of dementia, adapt their products and processes to tackle the challenges customers face, and review public facing buildings to ensure accessible environments include dementia.

Alzheimer Scotland has worked with many organisations to make simple adjustments to their public spaces and communications to help make access and understanding easier for people living with dementia.

Becoming a dementia-friendly organisation is not just a socially responsible step – it can also

“Becoming a dementia-friendly organisation is not just a socially responsible step – it can also benefit businesses. There is a clear economic case for supporting people with dementia to use your services and facilities...”

benefit businesses. Whether you are a large retail park, leisure centre or a solicitor, there is a clear economic case for supporting people with dementia to use your services and facilities.

People with dementia and their families often have considerable disposable income and spending power. As people develop dementia they will spend less, unless businesses adapt to their needs. Rather than wait for customers to switch their shopping habits to places that are more accessible, businesses who are dementia friendly can retain existing customers and attract new ones.

Increasing knowledge of dementia among staff will also improve customer service, further help retain customers and reduce the number of potential complaints.

Enhanced brand reputation is hugely valuable to any business as they demonstrate social responsibility and alignment to a cause that both staff and customers value.

Businesses also have a legal obligation under equality laws to ensure consumers are adequately protected and that access to services is as inclusive as possible. This includes making ‘reasonable adjustments’ for customers and employees with disabilities, including people with dementia.

The Dementia Friends Scotland sessions are provided free of charge.

If you’d like to find out more about becoming a dementia friendly business or organisation please email: dementiafriends@alzcot.org.

Alternatively, you can become a Dementia Friend online by visiting www.dementiafriends scotland.org.

More on MacLennan Norman at www.maclennannorman.com or email jo@maclennannorman.com

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Turning the business world’s: focus back to: climate change: Christopher Trigg ACA Managing Director Climate change was very much back in focus after the UN Climate Change Conference in Paris in 2014. It was attended by almost 150 heads of state and was described by commentators as the most important meeting in decades.

Successive British Governments’ approaches to energy policy and climate change have been, at best, patchy, with little or no coherent strategy to ensure long-time security of low carbon supply.

That hasn’t stopped many organisations and domestic households from investing in renewable forms of generation technology though, in part due to the Government subsidy schemes in place from 2010.

Should businesses be doing more? Ofgem published the 2014 Electricity Capacity Assessment Report in June 2014, which forecasted that the UK energy capacity margin – during which demand outstrips local supply, forcing emergency measures to be implemented to ensure power is sufficent to ‘keep the lights on’ – could drop to about two per cent during 2015/16 before picking back up to between four per cent and 12 per cent in 2017/18 – increasing the risk of black-outs or brown-outs.

The risk of brown outs and black outs might seem remote but last month National Grid for the first time used what is described as ‘last resort’ emergency powers to tell companies to reduce their electricity usage in an effort to avoid the risk of blackouts.

This ‘Notification of Inadequate System Margin’ (NISM) issued was a warning that there was not enough power in reserve to keep the lights on in the event of an unforeseen emergency.

Ultimately the lights did stay on after reserve capacity was brought onto the system, but at what cost? It was widely reported one or more generators sold power at peak demand at £2500/ MWh, 50 times the baseload average price.

How can investment in renewables help?

• Reduced Marginal Energy Costs – Only half of a company’s power and gas bill is made up the actual commodity being consumed. Costs associated with the transmission and distribution of electricity across the grid are typically 25 per cent of the bill can be avoided in generating onsite.

• Improved Energy Security – An optimal mix of renewable generation and demand side reduction measures can reduce the reliance on grid supplied energy for power and heat.

• Effective Hedge against potentially volatile energy prices - Businesses are faced with volatile and above inflation annual increases in energy prices as the recent wholesale prices have bottomed out. Investing in decentralised energy services provides enhanced price certainty and stability.

“The risk of brown outs and black outs might seem remote but last month National Grid for the first time used what is described as ‘last resort’ emergency powers to tell companies to reduce their electricity usage in an effort to avoid the risk of blackouts...”

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• Carbon Reduction – Mitigating the risk of climate change is good for all of us but there are other positive consequences from pursuing a low carbon agenda in terms of stronger brand positioning, an improved corporate social responsibility position; and anticipation for and preparation for existing and pending mandatory legislation – e.g. the Energy Saving Opportunities Scheme (ESOS) Regulations a EU directive forcing companies to evaluate the financial benefits of introducing energy efficiency programs and energy saving technologies.

Research

We are interested in understanding the experiences of companies that have looked into deploying renewable technologies and have made the decision to invest or have maybe decided against it for whatever reason.

We have devised a five-minute survey in association with the Renewable Energy Association for IoD members to complete.

As an incentive to participate, the first 100 completed surveys will be entered into a draw to win an iPad mini.

See www.ongen.co.uk to take part.

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Technical briefing: Succession planning

Handing over the baton? Plan early for the best succession outcome It is common for owners to have focused so hard on building a business, they suddenly find themselves wondering what to do next when their thoughts turn to what happens to the business at the end of their career. What’s the next step for the business?

There are many options available, and each one of the myriad solutions to that question depends on current circumstances and technical issues such as availability of distributable reserves, complex tax analysis and planning, management team composition, a wide employee base, funding availability, cash reserves, the owners’ requirement for cash and experienced legal advice to structure and implement the transition.

The most common options (leaving aside a Stock Market flotation) are: Gifting shares to family members: This will depend on the ability of family members to take the business forward.

Two outlying issues to consider are the governance around the impact of a divorce and whether a prenuptial agreement is required to regulate this. Also, consider whether the next generation is likely to sell out quickly and whether in fact a trust to hold some or all of the shares might be better.

A gift of the shares downwards clearly would not deliver cash into the hands of the current owners.

Family Buyout: If cash is a driver for the current owners, there is a relatively well-used structure involving the next generation setting up a new company to acquire the shares.

Usually the trading company would pay a lump sum up to the new holding company and then regular payments thereafter from trading profits. There are tax obstacles to overcome with this structure and a clearance from HMRC should be sought.

Vendor Initiated Management Buyout (VIMBO): This is a common form of management buyout and is similar in structuring terms to a Family Buyout. A

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Put plans in place now for the day you step away from your business, says Mike Kane, Partner and Head of Entrepreneurs & Family Businesses at Turcan Connell VIMBO is attractive to a seller (particularly where a substantial upfront payment is not paramount) as the seller can dictate the pace of negotiations and completion and will usually set the price for the business (so long as cash flows can support it). Another benefit is that confidential business information is not shared with competitors.

Employee Buyout (EBO): While there has been a limited number of EBOs, they are becoming more popular and since 2014, it has been possible to structure an EBO so that the sale is Capital Gains Tax-free, which can be a significant attraction.

As with a VIMBO/management buyout, it is key to having a competent and willing management team (in this case drawn from employees) in place to take the business forward.

A similar structure to a VIMBO is utilised with the added dimension of an employee ownership trust, shares being held by

“Our advice is to start the strategic discussion around succession early with an experienced adviser ,.. the process should be properly planned out and executed professionally to achieve the bets results...”

employees. Impact studies show that employeeowned companies have longevity about them, secure employment for the local area and generally promote economic growth.

Sale: From our experience at Turcan Connell, the best time to sell a business is when there is no pressure to do so.

If the process is left too late, extraneous factors such as market downturns, the health or age of the owner or lack of a succession plan can significantly erode value. These factors can also cause a purchaser to drag out the process and cause added stress to a seller.

Businesses with strong cash flow and profitability are more attractive to private equity purchasers, but a combination with a strategic purchaser is likely to add value on a sale.

Of late, the favourable Sterling exchange rates have seen a number of North American purchasers acquiring Scottish/UK-based businesses. The worries about Brexit issues have been negated by the fact there is a common language, cultures are similar and the UK is often seen as a beachhead into Europe.

Our advice is to start the strategic discussion around succession early with an experienced adviser and if possible to identify a fall-back option. There is a complex interplay across tax, circumstances on the ground, profitability and legal structuring and the process should be properly planned out and executed professionally to achieve the best results for the owners and for the business.

employees or a combination of both. There are some potential tax advantages for the WWW.IOD.COM

Nerve-shaken and over-civilised!

John Muir talked about “thousands of tired, nerveshaken, over-civilised people” in need of wild spaces as “fountains” of refreshment...

Businesses are full of these people, not least at the top!

Meet Dave Stewart, Chartered Director and founder of The Fresh Air Learning Company. He’s on a mission to help business leaders escape the flat spaces, flat thinking, and flat conversations of the corporate environment.

“At The Fresh Air Learning Company we meet lots of leaders stuck inside the ‘not-enoughtime’ narrative. There’s a lot of operational distraction, fear and masquerading. And not a lot of attention to strategic thinking and quality conversations.”

Dave offers 4Ps to consider when designing activities to develop your organisation’s thinking and conversations.

Be clear about Purpose, use a creative Place, bring in external Peers and facilitators to challenge thought patterns, and have a Process that seriously explores a small number of powerful questions.

A final word from Dave, “If you always do what you have always done, you’ll always get what you always got! So, find the time, get out and about, and really inspire yourselves. Think ‘investment’ not ‘cost’!”

“At The Fresh Air Learning Company, we meet a lot of leaders stuck inside the ‘not-enough-time’ narrative” Dave Stewart

Want to invest in some serious thinking?

Join us on our flagship business leader trek, the Highland Hack from 23-27 April, 2018. It’s a hotel-hopping three-day facilitated trek from Bridge of Orchy to Fort William. More info at: http://freshairlearning.com/special-projects/ highland-hack/

The Fresh Air Learning Company is on a mission to breathe fresh air into the effectiveness and resilience of Boards, senior teams and leaders. Bespoke experiences, journeys and programmes. Outdoors. Indoors. The right place for the client. Powerful. Unforgettable.

t: Twitter: e: w:

0800 052 7900 @FreshAirLearnCo info@freshairlearning.com www.freshairlearning.com

Employee welbeing

At work, ‘happy’ is the new rich Johan Odén A successful business is what all of us reading this article aspire to. We want the important advantage over our competitors. The goal is to achieve higher revenue and profits, which means on a personal level we earn more and can buy the bigger house, faster car and have the travels we dreamt of.

That is what we are aiming for, that will make us happy, right?

Over the years the formula that has been communicated is: ‘Be successful then you become happy and have a wonderful life.’ But the wind has changed direction and research now carries another message – that happiness is a big prerequisite for success and not the other way around.

We have all received the terrifying reports on mental health and the status of our wellbeing.

The list of how this affects your business can be long but let’s focus on something that is obvious – how that affects your business.

The loss of 105 million workdays in the UK at a cost of £1.24bn a year.

With over ten years of experience coaching leaders, I have repeatedly seen the important connection between business and life and how they both need to be viewed as equally important ingredients to real success. A joyful and happy marriage feeds success in business.

When the leaders I coach can see the link themselves, they always come back with inspiring reports of how their changed focus from numbers to the people behind every paycheck increased business in a new way.

They began to focus on cultivating a positive work environment and staff began to be more motivated.

Studies show that it pays to make employees happier. For example, sales improve by 37 per cent cross-industry and productivity by 31 per cent if you focus on creating a positive work environment. You are 40 per cent more likely to receive a promotion and you get staff who are nearly ten times more engaged at work. It even shows that we live longer if we enjoy coming to work.

But how to create a business that breathes happiness and success?

Achieve success through fostering a business

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culture focused on well-being, remember that happiness begins with the leadership. Your job as a leader is not only to create the conditions that enable and encourage these initiatives, but also to lead by example.

Good relations and close work friendship boost employee satisfaction by 50 per cent. So, if it is a long time since you created space for your employees to connect, make room for weekday breaks, or bring staff together over a drink and a social activity. If you have staff with home-related problems, pay for a counsellor.

Fundraising initiatives can help people connect with one another too, and by investing time in others, the research shows that the individual giving of their time becomes happier and values their own life more.

91 per cent of leaders in purpose-driven companies felt their companies would

strengthen or maintain their brand in the next 5-10 years, compared to just 49 per cent of their counterparts. As a leader, you need to know what truly motivates you and why your business does what it does. Share this with the people who show up to work every day to support your vision. Let them know why you are in business and why they come to work every morning.

Your biggest asset is not your product or your service. It is the people within your company. So, one of your most important responsibilities is making your employees feel truly valued, letting them know that without them, your company, your department – and frankly, you – would be worse off.

Happy, indeed, is the new rich.

• Johan Odén is a business and leadership coach with Five22 Leadership

“Your biggest asset is not your product or your service.

It is the people within your company. So, one of your most important responsibilities is making your employees feel truly valued ...”

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Pre-season investment sets Hamilton Park Racecourse off on a winning streak Hamilton Park Racecourse has announced a £250,000 investment in its visitor experience ahead of its upcoming racing season.

The leading Scottish venue has revealed its latest plan to further improve customer facilities, following last year’s game-changing £800,000 refurbishment programme.

Before the 2018 season kicks off in May, all hospitality boxes, situated on level three of the grandstand, will be upgraded with luxury fixtures, fittings and interiors and have been designed to reflect the standards of last year’s upgrades. Braveheart’s Bar will see new toilet facilities installed, while the Owners and Trainers bar will undergo a revamp.

All improvements around the grounds will be complete before gates open to racegoers on Sunday, 6 May for the Totepool Family Raceday, featuring Scotland’s first National Chef, Gary Maclean.

The move comes after the relaunch of the racecourse’s grandstand restaurant, bar

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Artists’ impression of the new hospitality suites facilities and hospitality areas last year, and hot on the heels of the announcement of a new £10 million hotel in the racecourse’s grounds.

On the course, there will also be further investment in the race programme, following last year’s record-breaking prize money of more than £1 million.

Vivien Currie, Chief Executive at Hamilton Park Racecourse said: “We pride ourselves on delivering a first-class customer experience and I’m delighted to announce this latest investment in our facilities ahead of the new season.

“Having had our planning application approved for our new hotel just before

Christmas, and all these improvement works ongoing around the racecourse site, it’s an incredibly exciting time for us, and we can’t wait to unveil the results of the team’s hard work to improve the facilities when the new season arrives in May. “We’re already experiencing high demand for our hospitality offering from guests having seen the transformation last year, and there are lots of exciting fixture announcements to come in the weeks ahead, with Dermot O’Leary already announced as our headliner for Ladies’ Night in August. This season is already shaping up extremely well!”

Tickets for the 2018 season at Hamilton Park Racecourse are on sale now. For more information on facilities and fixtures visit www.hamilton-park.co.uk.

Want to know more?

Contact Julie Watson, Hospitality Sales Manager, Hamilton Park Racecourse, on 01698 206474 / 07795 261385 or see www.hamilton-park.co.uk

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Advertorial Features

Deals, people and knowing what toys you have!

We live in a world where direct personal communication seems to be declining. Email, Facebook and Donald Trump’s favourite, Twitter, frequently replace actually talking to someone. While this can speed up the rate of information exchange, it can also make simple interactions much more complicated, especially when it comes to agreeing a joint deal.

For over 20 years, Anthony Drew has been advising international and domestic businesses.

From Fortune 500 companies to family-owned enterprises, Anthony has become recognised as one of the world’s leading thinkers on negotiation and personal communication strategies. His new book, Two Red Lines and a Toy Box, sets out to demystify the art of negotiation and provide readers with simple, proven techniques and strategies that can help get the very best deal out of any commercial agreement.

Anthony has found that most business people have very low expectations when it comes to creating the right environment for their business discussions. In a recent interview, Anthony noted that “people generally focus on the lowest price they think they will need to charge to secure the contract, or they don’t know what the best price is when buying. Most of this comes down to poor planning and a lack of defined reference points to benchmark current market expectations.”

This is where Anthony introduced his idea of Red Lines (think ‘line drawn in the sand’).

“The principle of two red lines,” he said, “is to fully understand all the possible aspects that make up your walk-away point as well as the aspects that are likely to make the other side reconsider. In most cases, people underestimate what the client will work with and have only a vague idea of what they can work with themselves. Frequently everything comes down to one key figure which ignores much of the value in the transaction.”

Red Lines are not purely financial according to Anthony. “You must take account of all parts of the deal, not just the final price. Human resources, workplace environment, interdepartmental reporting, even the type of coffee served from a vending machine can have an impact on how well people work and their overall performance.

“While these Red Lines might not mean people actually walk away, it can mean that they contribute less as they feel under-valued and resentful of the employer. These things and countless others can impact the business, and they need to be thought through at the appropriate level.”

This brought Anthony to talk about the curious second half of his book title, “a Toy

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“You need to know how and where you can be flexible just as much as you know when to hold firm and justify your position.”

“Once you know how to structure your discussions, the impact can be significant.”

Anthony Drew

box.” He explained that understanding the key components of the red lines starts to define your toy box. “This is the array of key skills, strategies and discussion points you need to have prepared before the conversations start.

This can include who will be involved, what roles they play, all the various parameters for your offer, what you expect the other side to want and say as well as your plan for how you want to proceed.

“You need to know how and where you can be flexible just as much as you know when to hold firm and justify your position.”

“Once you know how to structure your discussions, the impact can be significant.”

While a significant part of Anthony’s time is spent oversees, he has worked with a number of Scottish businesses and public-sector bodies. One of these was a family-owned food and drinks company where he was able to help them plan for the renegotiation of one of their supply contracts.

Their initial position was to hold the pricing with no inflationary increases, but Anthony was able to show them the real underlying value of their relationship to the supplier. They were able to agree a £5,000,000 saving over the planned contract period and build on the working relationship.

Anthony also helped a

local authority identify many planning tools which were then used to get a £85,000 rebate from a supplier at the end of a tendered contract. Another authority underestimated the importance of their contract to a supplier and, using the principles of two red lines and a toybox, was able to secure a discount on gate fees for waste services which resulted in a £280,000 saving.

It’s not just businesses that benefit from understanding how to negotiate. A delegate from one of Anthony’s seminars used the principles when he had an issue with his mobile phone provider. Rather than accept the apology for poor service, he had a structured plan to ask for compensation which resulted in a £600 credit to his account.

“Modern technology is definitely speeding up the rate we do business,” said Anthony, “but understanding how to get the best deal is at the core when it comes to how well your business is performing.”

• Two Red Lines and a Toy Box, is available from ogilvieross. co.uk.

Anthony Drew is an internationally renowned advisor on negotiations and communications and is the Learning & Development Partner with Ogilvie Ross LLP Ogilvie Ross LLP can be contacted at Tel: 01577 863040 www.ogilvieross.co.uk Email: info@ogilvieross.co.uk WWW.IOD.COM

Credit-rated direction with SQA and the IoD The Scottish Qualifications Authority (SQA) is committed to supporting learners and employers in Scotland and across the UK. Working together with industry leaders and professional bodies, such as the Institute of Directors, SQA helps organisations achieve their training and qualification goals.

SQA and the IoD started working together in 2016 through SQA’s Credit Rating Service which allows organisations to highlight the value of their training and qualifications by having these recognised on the Scottish Credit and Qualifications Framework (SCQF) — Scotland’s national qualifications framework.

Under its Royal Charter, the IoD awards qualifications when some of their courses are completed, specifically the Certificate and Diploma in Company Direction (both of which allow directors to apply for Chartered Director status).

The IoD wanted to ensure that its qualifications could be measured against other similar qualifications, so that their value could be easily translated to any sector.

SQA’s Credit Rating service offered the perfect solution. Working with SQA, six IoD qualifications were positioned on the SCQF, with SCQF levels and credits for each formally established: n Finance for Non-Financial Directors at SCQF level 8 n Certificate in Company Direction at SCQF level 9 n Director’s Role in Leading the Organisation at SCQF level 9 n Director’s Role in Strategy and Marketing at SCQF level 9 n Role of the Company Director and the Board at SCQF level 9 n Diploma in Company Direction at SCQF level 11

Continued collaboration with SQA has allowed the IoD to learn more about its qualifications through the credit rating process and this learning has triggered further changes which will be implemented in the future.

Claire Wardell, Head of Content and Assessment at the IoD, said: “Recognition from such an established and reputable organisation as SQA enhances the credibility of the IoD’s qualifications and enables candidates and employers to quickly and easily understand the academic level of their qualification.”

The IoD is currently working on new initiatives and are in dialogue with SQA as it continues its stringent commitment to continued quality and approval.

Natalie Tweedie, Credit Rating Manager at SQA, is delighted with the relationship with IoD and looks forward to future success: “SQA is the most experienced credit rating body in Scotland.

We have a solid understanding and track record of working with organisations in the public, private and third sectors to meet their in-house

training goals and challenges in training and staff retention.”

What is the SCQF? The Scottish Credit and Qualifications Framework is Scotland’s national qualification framework, and makes the relationships between a wide range of qualifications (academic and non-academic) clearer.

All Scottish national qualifications are included on the SCQF. Awards on the framework are allocated an SCQF level, reflecting the level of difficulty, and SCQF credits, which indicate length of time taken to complete.

The Scottish Qualifications Authority (SQA) is a founding member of the SCQF Partnership and is represented on the Partnership Board.

Find out more about SQA’s Credit Rating service www.sqa.org.uk/creditrating

“Recognition from such an established and reputable organisation as SQA enhances the credibility of the IoD’s qualifications and enables candidates and employers to quickly and easily understand the academic level of their qualification.”

Claire Wardell, Head of Content and Assessment at the IoD

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Technical briefing: The Digital Era

Unified approach can push Scotland into the forefront of a new digital age This Digital Era is the right time to create a more collaborative, cohesive and joined-up Scotland, Scott McGlinchey, IoD Fellow and chief executive of Exception, tells industry commentator Bill Magee.

Here’s a question: Could we create a more collaborative, cohesive and joined-up Scotland where we help each other in trade and commerce; with real partnerships, with measurable outcomes creating new supply chains and an enhanced indigenous marketplace? Not in place of internalisation but alongside it; effectively developing our own eco-market?

Perhaps we could start in the tech sector because digital skills are getting more scarce and we need to grow and develop more of our own indigenous talent to meet demand. At the same time, digital technologies are becoming more prevalent globally. Supply is limited, and demand is growing faster.

LogicMonitor maintains that over four-outof-five enterprise workloads will be in the Cloud by 2020, while two-thirds of IT professionals report security as their greatest concern towards adopting an enterprise cloud computing strategy.

Whatever the percentages or numbers are, the growth globally in expenditure in cloud computing, cyber security, digital solutions, mobile and web services will rise significantly year-on-year. Emerging tech such as artificial intelligence, IoT, augmented reality, Blockchain and robotics are also becoming more prevalent.

Backing all of this up is a Scotland IS and Public Sector ICT expenditure report highlighting future increased investments in mobile working, technology-supported mobile working, cloud and cyber security.

Digital isn’t just about being more effective or efficient in your business. It is about being faster, innovative and agile. It’s also about sustainability. Why not dream a little about what can be possible? Visualise where you want your business to be and then see how this digital tech armoury can potentially help make it happen.

Scott recounts that he was taught (not too many years ago) by an INSEAD professor, that nothing stops you but yourself. In many cases this is true, and what he describes as “thinking adventures” can do no harm and just might pay dividends.

Harvard Business Review repeatedly warns that the world is becoming more complex but stresses: “It is not you!”

HBR says today’s decision-makers face environments in which things that were

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“Two-thirds of IT professionals report security as their greatest concern towards adopting an enterprise cloud computing strategy...”

isolated from one another are now bumping up against each other at a rate of knots – and often with unexpected results.

None more so than the digitisation of what represents an exponential rise in the amounts of information; smart systems that communicate interdependently; a decreasing cost of computer power; and the increasing ease of communicating rich content to the other side of the planet.

Now we have the imminent General Data Protection Regulation that requires each and every one of us to get our house in order. Yet, it was something of a surprise to discover from an Institute of Directors survey that two-out-offive company directors still do not know if their

business will be affected by GDPR. The EU-driven regulation comes into force in May and strengthens the obligations of ALL business to safeguard individuals’ personal information including that of an organisation’s customer base. Such binding compliance comes against a backdrop of radical technological advances and data surveillance anxieties that can collectively leave us all a bit bewildered.

Amidst all this confusion, to help Scotland to stand out internationally, the development of our nation’s skills and capabilities would be greatly helped if we saw a significant increase in co-operation between well-established organisations and companies that are at an early stage of their development, or just starting out in this fiercely competitive commercial world.

Such a move will help our SME community to further invest in the country’s skill base and increase the employment opportunity we all desperately want if Scotland is to sustain and develop its international reputation for quality people skills and excellent customer care.

Let’s start at home first – it would be a digital win-win all round for Scotland, when you think about it.

n You can catch Bill Magee’s Daily TechPost (most days!) on Twitter #billamagee WWW.IOD.COM

Advertorial Feature

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Director of the Year Awards: Shortlisted Finalists

Finalists announced for the IoD’s

Director of the Year The nominations are in... the shortlist has been decided ... so the only question left is, just who will lift the coveted IoD Scotland Director of the Year Award trophies on 22 March?

The IoD Scotland Director of the Year Awards recognise the very best of Scottish businesses and those who are leading them.

Here we proudly announce the shortlist for this year’s awards. As ever, they represent the cream of Scotland’s business leaders, with our winners going on to the national IoD awards in London later this year.

Book your place at the Awards now The Awards Ceremony will take place on 22 March, from 6,45pm11.15pm, at the Crowne Plaza Glasgow.

Individual places for the evening – which includes a drinks reception, canapés, three-course meal with wine and coffee and an evening of awards, celebration and entertainment – are available for £130+ VAT, with tables of 10 for £1,250 + VAT

Awards categories

n Director of the Year - Large n Director of the Year - Medium n Director of the Year - Small n Non-Executive Director n IoD Scotland Emerging Director Award

Please note, demand for seats at this event rises every year, so we advise you to book NOW to ensure your place.

For more details and to book your place contact Joyce Lamond on 01577 865498 or via awards@firstcityevents.co.uk

n Turcan Connell Family Business Director Award n Scottish Business Pledge Workplace Innovation Director Award n mcl create Public Sector Director Award n SCVO Third Sector Director Award

n There will also be Regional Director of the Year Awards for Edinburgh, Lothians & the Borders; Fife & Central Scotland; Glasgow & West of Scotland; Highlands & Islands; and Tayside.

Director of the Year - Large Businesses Craig Anderson The Scottish Salmon Company (SSC)

Craig lives and breathes SSC’s values of passion, pride and provenance.

His vision has built a sustainable, profitable business providing long-term skilled employment and supporting local economies. He has also spearheaded the launch of SSC’s community fund and Community Charter for responsible business practice while championing exports, with new partnerships established in North America and the Far East.

Martin Armstrong Wheatley Group

Martin’s drive led Wheatley to become the UK’s biggest developer of

social housing last year, attracting £265m of international investment. All of this has been achieved amid significant strengthening of the Group’s financial position.

It’s been a stunning transformation since 2009, when Martin arrived at the failing organisation with a vow to turn it into a top performer by rebuilding stakeholder relationships and empowering staff to ‘think yes’ and do more for customers.

Alban Denton Loch Duart Ltd

Forensic measurement of business performance is central to success, Alban says, and his attention to detail has helped the business grow by over 60%, with turnover now at £42.5m and operating profits rising to £8.5m. Key to this has been improved staff retention – crucial due to the remote locations of farms and sparse population. He has

ensured that the success of the business is shared with staff in a fair and transparent manner which aligns rewards with individual performance.

Mark Williams NWH Group

Mark is responsible for creating and leading NWH’s ambitious strategy to reach £100m turnover by 2022 through organic growth and acquisition.

During 2017, he led the acquisition of DJ Laing Recycling Solutions, grew company turnover 30%, increased profit 68%, recruited a new Chairman, and was instrumental in joining ELITE. He has demonstrated drive, determination and passion for the business, championing innovation and always ensuring his vision for the future is clearly communicated to the team.

Awards supporters

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Director of the Year - Medium-size Businesses Marshall Dallas Edinburgh International Conference Centre

Since joining the EICC in 2014, Marshall has transformed the business, turning a £1m annual loss into a similar figure profit last year. 2017 saw a record number of events and customers, as Marshall inspired his growing workforce with a new vision and ethos for the company.

Simon Erlanger Isle of Harris Distillery

A former director of Glenmorangie, Simon is contributing his vast experience to create a business which positively impacts on a remote

community and aims to create sustainable employment for the island. He has broadened the business by creating an award-winning gin that has sold six-times its projected figures in a crowded sector.

Sales, profits, employment and visitor numbers all exceeded forecast while Simon employs and trains only local people rather than ‘buying in’ experience.

Sara Speirs Spectrum Service Solutions Ltd

Year-on-year growth in turnover and profits, more contract wins and a bigger workforce – Sara continues to drive Spectrum forward in the facilities management sector. As she grows into the role of MD Sara retains a strong commitment to

internal training and the superb customer service which has helped the company establish itself as one to watch.

Charles Vincent Ascendancy Water Limited

Charles’ strategic vision has seen Ascendancy Water support water companies looking to operate efficiently in the UK’s competitive markets. By identifying the barriers to effective competition and clearly articulating how these can be overcome, Charles has helped the biggest players to adapt to competition and has made it possible for new market entrants to access the technical expertise they need to complement their marketing and sales capabilities.

Director of the Year - Small Businesses Nathalie Agnew Muckle Media

Nathalie’s hard work and enthusiasm has helped Muckle Media continue to deliver exceptional performance, with increased turnover after a number of high-profile account wins, including being one of just five agencies on the Scottish Government’s prestigious PR framework. Nathalie controls key financial indicators as well as monitoring staff performance and retention through training and mentoring.

Celine Sinclair The Yard

Celine is at the forefront of The Yard’s growth and development as a whole family support service, delivering better mental health for children and families and a significant reduction in social isolation.

Her approach led to The Yard being recognised by the Scottish Government as a centre of excellence and by the Care Inspectorate as an example of innovation, securing ‘Excellent’ grades across all areas at inspection.

John Wilson Ajenta

John leads from the front, and over the past 12 months has driven growth organically without any external funding. Highlights include the award of an exciting government contract to deliver the only video collaboration platform designed solely for the education and public sectors.

During the past year John has also led his team to redesign and transform the service to become more commercially viable.

Non-Executive Director Jeremy Brettell

Jeremy has built up an outstanding portfolio of NXD and Chair appointments, particularly in the finance sector. He has transitioned into an effective and wise non-executive and Board leader as chairman. He works closely with his fellow executive and non-executive directors, using an engaging style of mentoring and support. A notable success was the self-managed wind-down of Airdrie Savings Bank – the UK’s first solvent bank wind down which while sad, was hailed as a textbook approach to modern finance management.

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Mike Dale

Mike has broad experience as a director, partner and strategic consultant in a wide range of businesses, bringing all of his experience to each conversation. His sharp intelligence, thinking models and intuitive creativity blend together into an approach that adds enormous value.

He seeks to find new and better ways of meeting challenges with a clarity of thought that is insightful, disarming and powerful. He has been instrumental to the phenomenal growth of Insights since 2003.

Brian Williamson

Brian exemplifies everything you would expect in a great NXD, using his considerable business acumen to help an eclectic mix of start-ups and established businesses to thrive.

Current roles include positions with recruiters Brightworks, Jumpstart and ThinkWhere, the Geographical Information Services (GIS) software company.

Brian’s extensive experience, strategic vision and sense of responsibility towards the business and its employees exemplifies and enhances the profession of directorship in Scotland.

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Director of the Year Awards: Shorlist

Director of the Year Turcan Connell Family Business Director Award Sandra Gow Gow’s Lybster Limited

Despite downturns in its core markets of the oil and gas sector and nuclear, Sandra has overseen growth in turnover after a re-appraisal of the business and individuals’ roles within it. A more streamlined process and new campaigns have helped secure lucrative new collaborations and clients.

Heather Matthews Little’s Chauffeur Drive

Heather has developed Little’s – Scotland’s largest and longest established chauffeur drive business – through skilful modernisation of its

assets and a global growth strategy. Heather has exposed the company to new business opportunities as well as extending her own profile as a family business leader.

Hugh Raven Ardtornish Estate Company

Hugh has driven a major reinvestment programme over the past four years, which has helped this heavily diversified family-owned landholding treble turnover.

He has instilled a strong statement of purpose into his

employees: to run a profitable and business-like estate that maintains and enriches its natural and cultural heritage sustainably, for the benefit of all.

Mark Williams NWH Group

Since organising the buy-out of this family business in 2008, Mark has guided it through the worst of times, to be sector diverse and stronger than ever before. The business is on its way to achieving its goal of becoming a £100m+ resource management business – but where the atmosphere within the workplace is one where everyone feels like part of the family.

SCVO Third Sector Director Award Tom Halpin Sacro

Tom has provided inspirational leadership to Sacro, enabling it to respond to the challenges of service delivery to vulnerable people in a difficult funding environment. His leadership brought the team together, resulting in the creation of award-winning new services.

Steve McCreadie The Lens

The Lens was designed, created and founded

by Steve after he tested the initial concept to improve people’s lives through developing intrapreneurship in a large charity and had the vision to lead a successful spin out. Steve is able

to convince others to share his vision, and his commitment to release the creative talent within our workforces is infectious.

Celine Sinclair The Yard

Celine has re-organised The Yard to run on a sustainable model, increasing the number of families it supports through its safe havens for adventure play, fun and friendship for disabled children and their families.

Despite challenges, funding streams have also been improved.

Helen Sykes Helm Training Limited (t/a Helm)

With a vision of building ‘A Scotland where all young people dare to dream’, Helen has needed all her leadership skills to lead a period of intense strategic change since 2015. By building confidence, she has provided great support as new goals have been met and a culture of continuous improvement and collaborative leadership has been established.

IoD Scotland Emerging Director Award Struan Mackenzie Hi-Fi Corner (Edinburgh) Ltd

Struan has demonstrated a combination of imagination, persistence and resilience as he has taken Hi-Fi Corner from a position of extreme uncertainty into one of growth and acquisition. He has revitalised the company’s stores, built a strong online presence and bought out his principal competitor as he has established the business as number one in its sector.

Heather McDonald Wooha Brewing Company

Heather combines her dual expertise in

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microbiology and finance to create high-quality craft beer, 80% of which is for the export market, primarily to the USA. She encourages her team to come up with new ideas, challenge the status quo and ask questions, while con- tinuously assessing her own role as a leader.

Andrew Morrison AM Bid Services Ltd

Andrew has developed AM Bid Services without any external funding or investment.

In 2017, he led the business to achieve a 80-90% win rate that was built on Andrew’s bid

expertise. He is also focused on ensuring he leads a sustainable 21st century organisation that’s a best-in-industry employer.

Ross Turner Span Access Solutions Ltd

Ross’s drive and vision has helped develop Span Access into one of the main players in the industry.

After buying out his partner he is building a new business with a focus on the oil and gas and wind sectors, using its own patent pending product which gives them a unique foothold in the industrial access sector.

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Scottish Business Pledge Workplace Innovation Director Award Steve McCreadie The Lens

employees an innovative workplace that unlocks young potential, promotes diversity and encourages collaboration. He has introduced a mentoring system where staff have an independent professional to guide them in their personal and professional development.

Steve created The Lens to release the abundant creativity in workforces and improve lives. He promotes inclusion, enabling people who don’t see themselves as innovators to develop themselves and their ideas, creating an engaging, inclusive approach that is now The Lens’ hallmark.

Chris Thewlis GTS Solutions CIC

GTS Solutions CIC is an inclusive organisation, supporting and motivating staff beyond pay. Chris recognises the benefits of diversity, and rewards and supports learning and development. Many in the workforce come from disadvantaged backgrounds – but they all

Stephen Robertson Metis Partners

Stephen has created a financially successful organisation while offering his

play a vital role in the organisation.

Charles Vincent Ascendancy Water Limited

Charles’ vision is to create a company where highly skilled people can find opportunities regardless of their personal circumstances or physical location. This is powerfully inclusive and leads to strong loyalty and commitment.

His approach allows the company access to talented individuals and harnesses their capabilities, while being able to fulfil other roles, as a parent, grandparent or carer.

mcl create Public Sector Director Award Ann Allen University of Glasgow

Ann’s visionary and inspiring leadership is key to the university’s masterplan, to deliver a new open campus with public spaces that will see approximately £1bn of investment in the campus over the next eight years. Through the delivery partnership this will generate additional employment and significant investment for local SMEs.

Kenny Crawford Registers of Scotland

Kenny has called on his 25 years’ commercial experience to set ambitious new targets for transforming the use of land and property data in Scotland, both of which underpin the Scottish economy, and increase the efficiency of property services. He has been instrumental in shaping the way RoS operates, improving income and streamlining costs.

Marshall Dallas Edinburgh International Conference Centre

Marshall has raised aspirations at the EICC, changing it from an operation that was presumed to need public funding to ensure its sustainability into a profitable standalone enterprise. By attracting new events and increasing interest around its activities, Marshall now oversees a surplus of £1.2m. Other landmark achievements include the setting up of InnovationNation to celebrate all things great in Edinburgh and Scotland.

Regional Finalists Edinburgh, Lothians & the Borders

Highlands & Islands

Fife & Central Scotland

Tayside

Craig Anderson The Scottish Salmon Company Nicola Barclay Homes for Scotland Dr Marit Boot What? Why? Children in Hospital Tom Halpin Sacro

Mandy Haeburn-Little Scottish Business Resilience Centre Dale McQueen Trossachs Distillery Ltd (t/a McQueen Gin) Karen Moore Scottish Waterways Trust Ross Turner Span Access Solutions Ltd

Alban Denton Loch Duart Ltd Craig Ewan Kingsmills Hotel Chris Molyneaux Daffy’s Gin Heather McDonald Wooha Brewing Company

Tony Banks Balhousie Care Group Cara Mackay Gillies and Mackay Ltd Helen Sykes Helm Training Limited (t/a Helm)

Glasgow & West of Scotland

Ann Allen University of Glasgow Martin Armstrong Wheatley Group Charles Vincent Ascendancy Water Limited

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IoD Scotland Conference 2018

Save the date for the

IoD Scotland Annual Conference 2018

The Future is ... Now! Pictures from Conference 2017

“The technological changes we are facing today are breathtaking. We are going through the fastest pace of change any of us have ever experienced. Yet the pace of change today will be the slowest we’ll ever experience in the future as the rate of change will only get quicker. So if it’s going too fast for you now, tough… it is only going to get quicker...”

Chris van der Kuyl, 4J Studios, addressing Conference 2017

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The business world is facing a period of unprecedented change, with digital technology now disrupting every sector. What makes it even more alarming is that that pace of change seems to be accelerating every year. For even the most experienced business leader it can be daunting as you struggle to keep up with what feels like an ever-evolving landscape.

But do you have to view this new paradigm as a bad thing?

Can you use that same change to open up new sectors, to reform working arrangements and structures and revolutionise the way your business operates, or the products it sells...? How can we make a huge positive out of what many people see as a negative?

Don’t sit in the office wondering. This year’s IoD Scotland Conference is dedicated to the concept that the future is... Now! We’ll look at the technology that is coming and talk to those market disruptors with a story to tell of how they didn’t just embrace change... they created change, guided it and took advantage of the unprecedented opportunities it offered.

Date: Thursday 1 & Friday 2 November 2018 Venue: Gleneagles Hotel We look forward to welcoming you to what is sure to be an exciting, insightful and, above all, rewarding two days.

Whether you are a regular attender or have never been before, we are sure you will find the Conference stimulating.

Here’s what delegates have told us about previous conferences...

‘Insightful, interesting, engaging and informative’

‘Revitalisations from outside my own professional bubble’

‘Loved it and took away knowledge that was immediately useful to me’

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Professional Director Series SpotLIGHT Leadership skills workshops

Role of the Family Business Director & the Board 24 April 2018, Edinburgh Explores how to build a more effective board in a family or owner-managed business.

The workshop includes the pivotal role of governance to add value across the business as a whole.

The Role of the Director within a Public Body 8 May 2018, Edinburgh Designed for those individuals who are considering the opportunity of serving on a Public Board, or are about to be appointed to the Board of a Public Body.

Transformational Leadership 7 June 2018, Edinburgh Challenge assumptions and discover practical insights into what directors really need to be doing to make transformational leadership a reality in their organisations.

The Apprentice Director 6 March 2018 |Edinburgh Role of the Director & the Board 12 March 2018 |Edinburgh | 2 days Role of the Non-Executive Director 27 March 2018 | Glasgow Finance for the Non-financial Director 16 April 2018 |Edinburgh | 3 days Role of the Family Business Director & the Board 24 April 2018 |Edinburgh

Role of the Trustee/ Board Member in the Third Sector 26 April 2018 |Edinburgh

Director’s Role in Strategy & Marketing 30 May 2018 |Edinburgh | 3 days

Role of the Trustee/ Board Member in the Third Sector 3 May 2018 |Inverness

Transformational Leadership 7 June 2018 |Edinburgh

The Role of the Director within a Public Body 8 May 2018 |Edinburgh Mastering the Art of Strategic Questioning 17 May 2018 |Dundee

Leadership for Directors 28 June 2018 |Edinburgh | 2 days Developing Board Performance 12 September 2018 |Edinburgh

For more information contact Avril Gall at director.scotland@iod.com or visit IoD.com/events-community/regions/scotland/events

Chartered Director Advance your career and gain professional recognition in 2018 with the Certificate in Company Direction, Stage 1 of the prestigious Chartered Director qualification.

Whether you’re newly appointed, aspire to a seat on the board, or want to improve your performance, an IoD qualification

can equip you with the knowledge and skills to make you more effective in governance, finance, strategy and leadership. Each course unit is designed for flexibility and may be taken independently or as part of the qualification with a range of course dates available in Edinburgh throughout the year:

• Role of the Director and the Board • Director’s Role in Leading the Organisation • Finance for Non-Financial Directors • Leadership for Directors • Developing Board Performance

For more information contact Patrick Graham on 07593 231 284 or visit IoD.com/training/qualifications

Membership Benefits

international TRAVEL

Emirates’ IoD Silver Service upgrade Emirates works in partnership with IoD members on its Skywards scheme, automatically upgrading their membership by one tier from either Blue to Silver or Silver to Gold.

Additional benefits include dedicated check in areas, additional baggage, Emirates lounge access and priority waitlisting (a seat rescheduling benefit).

(Please contact jill.niven@emirates.com for details on how to take advantage of this offer.)

Emirates flies twice daily to Dubai from Glasgow and 16 times daily from a choice of five other UK airports, offering convenient onward connections to over 150 destinations. On board, passengers

can enjoy world-class service, regionally inspired gourmet cuisine and over 2,200 channels of award-winning entertainment – plus phone, SMS and Wi-Fi connectivity from every seat.

MEETING ROOMS Please check out our complimentary members’ facility at 10 Charlotte Square: n Members’ lounge and workroom: Free of charge to members for informal meetings with up to three guests.

Refreshments and Wi-Fi – plus VAT-exempt meeting room hire n Exclusively for members to hire: - Boardroom for 16 - Garden View room, for 8 - Castle View room, for 12 - Forth View room, for meetings, training workshops, lectures for between 20-50 people, etc n Free AV and laptop by prior arrangement

On the ground, First Class and Business Class passengers can take advantage of a complimentary chauffeur-drive service, expedited check-in, dedicated baggage handling and luxurious lounge access in a dedicated First & Business Class lounge at Glasgow Airport – ensuring a seamless journey from start to finish.

With flights from Heathrow, London Gatwick, Birmingham and Manchester, travellers can experience the Emirates A380 featuring Private Suites and on board Shower Spas in First Class, an Onboard Lounge and flat-bed seats in Business Class.

HOTEL DISCOUNTS n Extended catering can be arranged Call 0131 557 5488 or email iod.scotland@iod.com for details.

PLUS... special discounts at 200 SVS Glasgow IoD hub: - 10% discounted parking at Q Park Waterloo Street - Complimentary Wi-Fi access - 10% discount in the Restaurant on 6th, on meeting room rates and in The Spa - Hourly Room Hire Rates - Special deals at The Shore Loch Lomond.

This is 200 SVS’s newest venue and features events space, a spa and restaurant. Join our mailing list to be the first to know of opening offers – info@ theshorelochlomond.com.

IoD Scotland has negotiated special discounts and rates for members at hotels. Members can obtain a 15 per cent discount off accommodation (best available rate), food and beverages as well as meetings and event bookings at PH Hotels: n The Grand Central Hotel, Glasgow n Blythswood Square, Glasgow n The Principal, Edinburgh, George St and Charlotte Square Aberdeen: Preferential accommodation rate at Aberdeen Hilton Garden Inn. Inverness: Preferential accommodation rate Kingsmills Inverness and IoD guests will receive a VIP package, including a late checkout and room refreshments.

NEW Parking benefit If you are visiting the IoD’s Charlotte Square Hub for a meeting or director development you can take advantage of an exclusive member’s only discount for parking at NCP Castle Terrace, Edinburgh: park for up to 12 hours for £10.

Pick up a voucher from the IoD office to use when exiting the car park.

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The Principal, Edinburgh

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20% off at Eden Locke Enjoy designer living in a home-fromhome environment next time you are staying in Edinburgh, thanks to Eden Locke.

Based at 127 George St, Edinburgh EH2, Eden Locke Apartments uniquely fuse the privacy, personality and homeliness of a designer apartment with the facilities, amenities and services synonymous with a boutique hotel.

Visit LOCKELIVING.COM for more details. When making your booking through the website, enter code LOCKEDIN and you’ll get up to 20% off their best available rate.

This code/discount is also available on Locke Living’s Leman Locke property in Aldgate East, London – and will be available at the Manchester development, due to open in August.

Other great IoD membership offers: n 15% off Holiday Inn Edinburgh - just quote IOD Scotland when making a reservation by phone, at 0131 314 7018 or email reservations@hi-edinburgh.co.uk n Special discounted rates are available to IoD Scotland members at Fountain Court Apartments. Just quote IOD when booking, via sales@fountaincourt. com n There’s a 12% discount for IoD members at Lateral City Apartments. All the benefits of home in the heart of Edinburgh. Quote IOD12 when booking via the website.

IOD ADVICE LINES All IoD members have access to specialist information and advice, including legal and tax helplines and business research.

Make sure you are registered online at ‘My IoD’. This is the place to contact the Information and Advisory Service and to review existing enquiries – see www.iod.com/services.

Our legal helpline provides IoD members with free and prompt business legal advice on a wide range of employment, company, commercial and personal legal matters in the UK and Europe.

Our Business Information service you have access to our top professional researchers, who can provide you with valuable information on topics ranging from market forecasts and industry trends to trading abroad and employee salaries.

RAIL TRAVEL

IoD offer: 15% off the Caledonian Sleeper IoD Scotland has formed a great new partnership with Caledonian Sleeper which delivers a superb 15 per cent discount off Standard and First Class travel.

When booking online at www.sleeper.scot just quote Customer Discount Code IODSCOT (case sensitive) for your discount. The offer can be used off any Standard or First Class tickets but cannot be used in conjunction with any other offer. The code can be used on bookings for family and friends but the IoD member must be in the travelling party. Your IoD Scotland membership card or digital membership app for Advance members must be presented to the conductor on train with a valid ticket for the journey.

Free first-class upgrade on ScotRail services Abellio ScotRail is continuing its fantastic offer to IoD Scotland members, who can have a Free 1st Class Upgrade on ScotRail Services (nb, upgrade is available on ScotRail services only).

As part of the move to Smart Cards for rail users, all IoD Scotland ScotRail users must now be in possession of a Smartcard before they can access the First Class upgrade.

To apply for an individual Smart Card visit the ScotRail Leisure site at https://www.scotrail.co.uk/tickets/ smartcard First Class upgrade Terms and Conditions: • Advance tickets do not qualify for this offer • The 1st Class upgrade is available on Anytime and Off Peak tickets only, and subject to availability of seating in 1st Class.

• Only IoD members with a ScotRail Smart Card will qualify for a free 1st Class upgrade, subject to availability and ticket type.

• This offer will be reviewed on an annual basis and may be withdrawn at any time.

• 1st Class upgrade is NOT available on discounted Club 50 purchases or Flexipass.

For more information on ScotRail: See www.scotrail.co.uk/businesstravel or call 0141 335 4015 to find out more.

AIRPORT LOUNGES IoD membership gives you free access to four Airport Lounges in Scotland, plus eight others in the rest of the UK, up to 12 times a year. Just sign in with your IoD membership card.

Edinburgh Airport: Aspire and No.1 Lounge Glasgow Airport: Upperdeck lounge Aberdeen Airport: Northern Lights Executive Lounge Inverness Airport: Swissport Executive Lounge.

Aberdeen Airport: Northern Lights Executive Lounge

Make the most of your membership with the IoD Scotland offers WWW.IOD.COM

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Events Diary

06 Mar

15

Mar

GDPR - Understanding Your Responsibilities Date: 08 Mar Time: 9am - 1pm Location: IoD Scotland, Edinburgh Prices: Member £110 + VAT Non-Member £150 + VAT Event manager: Avril Gall This half-day workshop (9am-1pm) provides interactive learning and discussion for delegates, helping them to understand their new responsibilities and start creating the first steps of their GDPR readiness plan.

It identifies the business implications of the GDPR legislation, and encourages delegates to consider that, while these changes are possibly the greatest risk facing organisations currently, there are opportunities for organisations who embrace it too.

Who should attend?

Individuals who are business owners, board members, heads of department, marketing, HR and IT managers, and anyone who is worried about GDPR and the impending deadline, or who wants to champion GDPR within their organisation.

Workshop content • Business implications of the GDPR changes • The myths, distractions and scaremongering

• Positive outcomes from the GDPR legislation • The key areas of change you need to be aware of • How to start your journey towards GDPR compliance • Delegates’ questions on how it applies to them Workshop benefits Develop your understanding of how GDPR applies, and how to better protect both yourself and your organisation (and crucially how to manage the risk appropriately). All delegates will receive a workbook resource including cyber security guidance, marketing do’s and don’ts and GDPR fundamentals compliance updates for 12 months following session.

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May

Members’ Breakfast Meeting, Glasgow Date: 15 Mar and 17 May Time: 8:30am - 9:30am Location: 200svs, Glasgow Price: Free Event manager: Patricia Huth

The IoD Glasgow & West of Scotland Committee would like to invite members to their new bi-monthly breakfast meetings in our Members Hub at 200 SVS. These meetings will provide an informal opportunity to meet members of the Glasgow committee over a coffee, from 8.30 until 9.30am. If you have a colleague or business associate who is interested in joining the IoD please feel free to bring them along.

Speakers The workshop is delivered by Sam Forsberg, a coach and advisor to a diverse range of organisations across the private and charitable sectors. Sam has wide experience of enabling organisations to make more informed decisions, set action plans and implement the plans. Delegates will receive an accredited Certificate of Attendance, which contributes towards their training responsibilities under GDPR.

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Mar

The Environment as a Business Opportunity Date: 14 Mar Time: 5pm-7pm Location: IoD Scotland, Edinburgh CPD Hours: 1.5 Price: Free Event manager: Patricia Huth Held in partnership with the Scottish Environment Protection Agency (SEPA) and the VIBES Scottish Environment Business Awards, this event will highlight economic and wider benefits of good environmental practice.

The event will be opened

by Julie Ashworth, IoD Edinburgh Chair, before our two principal speakers.

Gillian Bruce, SEPA, will discuss Rewarding Environmental Excellence; while Terry A’Hearn, CEO, SEPA, will address One Planet Prosperity

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Leadership. There will also be case studies from whisky maker Glenmorangie and Sydney Chasin, from The Lil Pops ‘popcorn’ made from sorghum – a globally under-utilised grain that is very drought resistant.

About Terry A’Hearn Terry has over 20 years’ experience in the environment profession. He has strongly focused on bringing environmental and economic aims together, supporting business and social innovation and getting tougher with the worst environmental performers.

Terry is a senior associate at the Cambridge Programme for Sustainability Leadership, a member of the Advisory Board of the Global Footprint Network and a Fellow of the Institute of Directors WWW.IOD.COM

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17

Mar

May

IoD Aberdeen & Grampian Networking Evening Date: 15 Mar Time: 6pm-7.30pm Location: Johnston Carmichael, Bishops Court, 29 Albyn Place, Aberdeen AB10 1YL Price: Free of charge Event manager: Patricia Huth IoD Aberdeen & Grampian is delighted to host an informal networking and information evening.

Are you an IoD member and not sure you’re making the most of your membership? Perhaps you’ve never been to a networking event and met

fellow IoD members from your area?

Maybe you’re just stuck in a rut and want to get out there and meet like-minded individuals?

Or, are you a director or an aspiring director and haven’t joined yet?

Why not come along to our informal networking evening, where you will get a chance to meet the IoD Aberdeen & Grampian committee, hear how you can maximise your membership and make use of the IoD services available and if you’re not already a member, find out what the benefits of joining the IoD are to you.

Mastering the art of strategic questioning Time: 9am-5pm Location: Malmaison Dundee, Dundee CPD Hours: 8.0 Price: Member Early Booking rate £310 + VAT Members: £345 + VAT Non-Members: £395 + VAT Event manager: Avril Gall Questioning skills are the sine qua non of successful business leaders.

In this highly interactive one-day workshop (9-5), you will learn a breakthrough questioning method that is steeped in investigative journalism, cognitive neuroscience and social psychology. The method emphasizes humility, finely tuned listening, empathy, and Eastern and Western

29 Mar The Future of Scottish tourism in a digital world - the key lessons for business Date: 29 Mar Time: 10am-12 noon Location: Cluny Activities, Cluny CPD Hours: 1.5 Price: Members, £10 + VAT Non members: £20 + VAT Event manager: Patricia Huth Sponsored by Fife Chamber of Commerce Tourism is one of the world’s biggest industries and Scotland can boast many successes in recent years.

But it is also a very competitive industry and VisitScotland and the tourism businesses it supports constantly have to find innovative new ways to promote Scotland as a destination and digital marketing is a key part of the industry’s strategy to stay ahead of its competition.

During this interactive session you will learn WWW.IOD.COM

more about how tourism supports many jobs directly in Fife but many more indirectly, and how tourism businesses are embracing digital technology, and what lessons you might learn from their example.

Speaker Malcolm Roughead began his career in VisitScotland in 2001 as director of marketing, before becoming its Chief Executive in 2010.

He joined VisitScotland from Diageo, where he had held the role of global sales and marketing director at Guinness World Records.

He was awarded the title of Scottish Marketeer of the Year at the Scottish Marketing Awards in 2004, and he is a Fellow of the Institute of Direct Marketing and a Fellow and former Chair of the Marketing Society in Scotland.

perspectives on mindfulness – an ideal model for effective leadership and governance.

This workshop will offer you a new way to think about and ask questions and features short video clips of interviews conducted by today’s top TV reporters and hosts in the US, UK and Canada to reinforce principles and techniques. Throughout the day, you will work in small groups on exercises and a case study that capture compelling scenarios faced by directors and trustees.

Workshop Tutor Dr. David Steinberg is a consultant and university lecturer specialising in advanced questioning skills for business professionals. Prior to starting his consultancy five years ago, he directed sales operations and account management processes in the US for a highly successful e-learning software-as-a-service start-up and for a Fortune 500 Corporation.

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Events diary

29 Mar

26 Apr

24 May

28 Jun

Members’ Drinks: Making Connections Dates: 29 Mar, 26 Apr, 24 May, 28 June Time: 5pm - 7pm Location: IoD Scotland, Edinburgh Price: Free of charge

We would like to invite you to an informal drinks get-together at the IoD Scotland head office in Edinburgh.

Over drinks and nibbles, you will have the opportunity to meet other members as well as the IoD Scotland team. This is for new members just as much as for existing members, allowing all to share their experiences in an agenda-free atmosphere, and to make new connections. If you have a colleague who is interested in joining the IoD please feel free to bring them along.

The IoD Professional Director Series 27 Mar The NXD in Scotland

Date: 27 Mar Time: 9am-5pm Location: 200svs, Glasgow Price: Member Early Booking Rate £310 + VAT Members £345 + VAT Non-Members: £395 + VAT Event manager: Avril Gall This workshop will help improve your current performance as an NXD or help prepare you for the time when you may be appointed as an NXD. For individuals who are currently a nonexecutive director; those seeking appointment as a non-executive director and those organisations planning to appoint a non-executive director. Over 470 delegates have successfully completed this workshop.

Workshop content What you as an NXD can bring to your board; what inputs NXDs can give to the board; an outline of the legal and ethical duties and responsibilities of a NXD; and clarification of the qualities and experiences needed to fulfil an NXD appointment.

There will also be detailed guidance on finding, selecting, appointing and rewarding NXDs The workshop is delivered by Michael Willis, an advisor to a wide range of organisations in a variety of corporate settings in the public, private and charitable sectors.

He has wide experience of improving the performance of boards and undertaking independent board evaluations. Delegates will receive a copy of his new book The Resilient Director – Building the Effective Board.

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26 Apr

03 May

The Trustee/Director in the Third Sector Date: 26 Apr Location: IoD Scotland, Edinburgh Date: 03 May Location: Kingsmills Hotel, Inverness Time: 9am-5pm Price: Members £150 + VAT Non Members £195 + VAT Event manager: Avril Gall With levels of public scrutiny reaching new levels, customer demand growing and funding ever tighter, IoD Scotland are delivering this full day (9-5) workshop examining the specific role required of Trustees and Board Members of bodies in the Third Sector.

Exploring how Board members need to fulfil their role and maximise the value they bring, this session is primarily designed for Third Sector Board members who want to strengthen their contribution or understand how to help improve their Board’s oversight and governance performance. Those who are thinking about joining a Board will also find it useful in exploring what they need to know as well as what they can bring to the board.

Workshop content • Overview of the legal and constitutional position of Boards • The roles and responsibilities of Board Members/Trustees • What does corporate governance mean?

• Examining the practicalities of oversight and delivery – challenge versus support • Delivering value as a volunteer Board Member/Trustee • Building a strong Board Workshop benefits You will have a deeper appreciation of the specific demands on a Board Member in the Third Sector and will take away a range of concepts, tools and techniques to help you perform your role. The session will also guide thinking to improve your Board performance enabling it to function more effectively.

Workshop tutor The day will be led by David C Watt – Executive Director of the IoD in Scotland and an experienced Board member in the Third Sector having served on a variety of boards over the last 20 years.

A guest speaker will also be in attendance.

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24 Apr The Role of the Family Business Director and the Board Workshop Date : 24 Apr Time: 9am-5pm Location: IoD Scotland, Edinburgh CPD Hours: 8.0 Prices: Member Early Booking £310 + VAT Members £345 + VAT Non Members £395 + VAT Event manager: Avril Gall This one-day workshop explores the role of the director and the Board within individual and family-owned companies.

Introducing governance through an effective Board can reduce risk, rejuvenate entrepreneurialism, enhance strategic thinking and separate issues of ownership from those of directing. In a family business it can also aid succession by ensuring that the right type of directors are in place to take the business forward.

Workshop content • Overview of relevant principles of governance for board effectiveness, directors’ statutory duties and responsibilities.

• Why the company’s property belongs to it and not the shareholders.

• Striking a balance between family control and effective management.

Workshop style The workshop comprises short presentations followed by group discussions, exercises and case work. Delegates are encouraged to ask questions, challenge and contribute to discussions. Most importantly delegates will be encouraged to relate the concepts and discussions to their own situation and the context of their own organisation.

Benefits and learning outcomes • Understand and be able to apply principles of Governance • Develop an understanding of the legal duties of a director • Appreciate the link between strategy, risk and compliance.

• Consider company needs for future Board structure and succession • Developing a forum for discussing

important family issues and getting the right kind of help to do so (NXDs and advisors) • Guideline notes, reference and further reading including a copy of The Resilient Director – Building an Effective Board • Opportunity to network with a group of other family business directors.

Speakers Michael Willis is an advisor to a wide range of organisations in a variety of corporate settings in the public, private and charitable sectors. He has wide experience of improving the performance of boards and undertaking independent board evaluations. Delegates will receive a copy of his new book ‘The Resilient Director – Building the Effective Board’ (2015).

Mairi Mickel is a family business advisor with her own consultancy specialising in succession planning - Mairi Mickel’s Business Families. She tutors, speaks and publishes within the UK business sector on topics such as: family business governance structures, family business leadership and next generation development.

07 Jun Transformational Leadership Date: 07 Jun Time: 9am-5pm Location: IoD Scotland, Edinburgh CPD Hours: 8.0 Prices: Members Early Booking £310 + VAT Members £345 + VAT Non Members £395 + VAT Event manager: Patricia Huth How do you get the very best out of an organisation? This one-day workshop challenges assumptions and looks into what directors really need to be doing to make transformational leadership a reality in their organisations.

Full of practical insights and systematic approaches grounded in current experience, this workshop is for the director who wants to be both radical and secure in their actions.

• What directors need to be doing to galvanise the organisations they lead • Shaping future direction and developing effective, practical strategy • Creating the context for both efficiency and effectiveness • Picking the right people • Overseeing the implementation of strategy and its component parts • Being engaged and yet still objective WWW.IOD.COM

• Handling ambiguity through effective presence.

Workshop benefits • Guiding your organisation in ways that maximise both current success and future potential, through transformational leadership.

• Stimulating self-organising, intelligent behaviour leading to agile, adaptable, and resilient operations, exceptional performance and emotionally engaged and enthusiastic, committed staff.

Speaker Dr David Fraser began his career in engineering, rising through various companies to the role of programme director with BAE Systems and managing director of several new enterprises. He later developed a particular curiosity about how to handle the human side of working life effectively and intelligently – in short, how to bring more wisdom into the workplace. He is the author of two books, Relationship Mastery and The Mastery of Leadership.

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Advertorial

Creativity is the key to finding talent Huw Martin Recruiting real talent is challenging at the best of times. Recruiting senior level, exceptional individuals with a specific skillset is even more difficult.

In Scotland, as our economy has grown over the last year, the number of people in employment has reached near record levels. To surpass these markers, it is important we maintain momentum, recruiting the finest talent to run our businesses.

With the recent decision to increase income tax for middle to high earners, we now face a risk that those in executive or leadership positions will look for vacancies outwith Scotland, so as not to be penalised for their decision to live and work in this country.

In the IT & digital world, the overriding truth is that there are far fewer people across the sector with the required skills as there are open positions. And this is an industry that is poised for continued growth.

There are many ways businesses can help mitigate the risk of a skillset shortage.

Changing the nature of work, increasing flexibility in a workplace, developing capability

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from within (grow your own) and looking at ever increasingly creative ways of attracting talent are all contributing to the solution, but there are also ways in which businesses can help themselves.

For senior roles in rare or specific skillsets we always recommend companies exhaust their own networks first. Often the best candidate is someone that is known to the business already.

Leverage the existing external network: it’s never been easier to communicate across large groups of people. This does come with different challenges in terms of time and resource, but is without doubt a step I’d take if I were hiring any role into my organisation.

What other options are before you?

Engage specialist help –The nature of senior positions can vary dramatically depending on the roles, specialisms, sectors and cost. However, often the passive talent is the best person for a role and often the network, advertising and traditional methods simply will not attract them.

Simplify the process - One thing that cannot be overlooked is the process in place for candidates applying for a role with any company. The amount of quality senior people

who are put off by a convoluted interview process, seemingly ponderous decision-making (which can say a lot about the leadership of a company) or a delay in response. Streamline your process, and make it a priority.

Make them come to you – Do more to make your business attractive to potential employees. Question why you joined the organisation you currently sit in, or if you are the owner – what are the values you have used to shape the business? These days, organisations must consider more ethos-lead thinking. Branding, reputation, company values, flexibility, diversity and inclusiveness all have a bearing on an employee’s view of an organisation and affect the desirability of a job.

In order for Scotland to grow, it’s critical that we encourage the best possible individuals to live and work in Scotland, irrespective of changing tax climate and the challenges of finding the right people in a highly competitive environment.

We can all do more to make that happen.

Huw Martin is Managing Director of Head Resourcing, specialists in recruiting contract and permanent staff within IT, digital and business change across the UK.

WWW.IOD.COM