NetWorks Issue 5 by British Irish Trading Alliance

www.bita.ie I # 5 I September 2019 I the Opportunity issue

#5 the OPPORTUNITY issue

PEOPLE WHO KNOW PEOPLE THAT HELP PEOPLE PEOPLE WHO KNOW PEOPLE THAT HELP PEOPLE

Helping you build a successful business Evans Mockler are a long established and dynamic firm of Chartered Certified Accountants and Registered Auditors. We specialise in both the construction industry and the property sector. We are business and tax advisors and recognise that our clients require more than just annual compliance. We understand the many challenges that businesses face, particularly within the construction industry. We work closely with our clients to ensure that they overcome these challenges and achieve their goals. Kindly contact us on 020 8449 9632 if you would like to discuss our range of services and to find out how Evans Mockler can help you build your business.

TEAM

Editor: Diane Birch, BITA Executive Director Sub Editor: Laura Watkins

WELCOME

Features Editor: John Reynolds BITA Contributors: Lucy Wickett, Administrator; Diana Chrouch, Worshipful Company of Constructors; Jane Gerber, Peanut & Crumb; Will Marshall, Veritas Advisory Design and Production E jules@stimula.co.uk Printer The Color Company

Sales, Events and Marketing T +44 (0) 7587 035740 E laura@bita.ie

Published by BITA Ltd HEAD OFFICE: The Hive Enterprise Centre, The Old Central Library, Victoria Avenue, Southend-on-Sea, Essex, SS2 6EX www.bita.ie T +44 (0)1702 417131 E laura@bita.ie

n this issue of NetWorks, we want to talk about how businesses can make the best of opportunities, large and small. BITA was created on the principles of opportunity for all, whether the sole trader just starting out or the multi-national company celebrating their 100th anniversary. It’s our mission to make sure that the chances are there for you to seize and capitalise on. Through the years we have created opportunities for businesses and individuals across different industries, providing panel discussions on Brexit to help people decide what they wanted to vote, offering legal seminars giving away pearls of wisdom for those signing contracts and much more. Networking is, of course, our bread and butter. Lunches, golf days, social events; they are all held to provide one thing – the chance for our members to benefit. Being part of this and your experiences is something truly special for me. In order to benefit from opportunity, you first need to recognise it. Opportunities are easy to miss or ignore, so we want to shout about some of the successes that BITA has already led to for racing driver extraordinaire Michael Crees (page 22) and up and coming singer Frankie Swain (page 25). We also want to show you how to benefit and spot opportunities! We investigate how change is an opportunity that can maximise the potential of your business (page 6). Coaching (page 14), lessons learned (page 34) and how to capitalise on the best marketing tools (page 8) will all be discussed in the next pages. As a community we continue to grow, and with that growth comes a wealth of opportunity – we just need to be open to it, grab it, and not be afraid to carve out our own chances where we can.

Terms and conditions NetWorks is published by BITA Ltd. Its entire content is protected by copyright 2019 and all its rights reserved. Reproduction without prior permission is forbidden. Every care has been taken in compiling the content of the magazine, but the publisher assumes no responsibility in the effect arising therefrom. Readers are advised to seek professional advice before acting on any information which is contained in the magazine. Neither BITA Ltd or NetWorks accept any liability for views expressed, pictures used or claims used by advertisers.

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as keeping some sweets handy for the troublemakers! Planning for change is planning for success. Change offers opportunities for businesses to not only address issues that are occurring right now, but to anticipate concerns for the future and plan against them. Everyone knows that ‘If it’s not broke, don’t fix it’, right? This saying is so common that we accept it without really thinking about it, but maybe we should. In the early 1900’s people would have said that horses are good transportation; and

if asked they wanted to change anything they would have said ‘get me a faster horse’! Henry Ford saw an opportunity here not to give them what they wanted ..... but to give them what they needed! Instead of sticking to tried and tested methods of transportation, he saw that horses and trains wouldn’t be fast or plentiful enough for the future we were building. Instead of investing in horses, he invested in manufacturing and created the Ford Model T – the first car available to the masses – and made a fortune along the way. So, change is important if a business wants to grow successfully, you need to adapt and take advantage of

HOW CHANGE PROVIDES

OPPORTUNITY Diane Birch, Executive Director of BITA, tells us how planned change can mean the difference between success and failure

ANYONE GOING ON A DIFFICULT JOURNEY KNOWS, YOU NEED TO KEEP SWEETS ON HAND FOR THE TROUBLEMAKERS.

opportunities; you just need to make sure you plan to get it right for you and your staff. Done right it isn’t necessarily quick or easy, but to do nothing isn’t an option just because something seems difficult. Einstein said that the definition of insanity was doing the same thing over and over and expecting a different result, and we know how smart he was. Similarly, businesses that do the same things, in the same ways that they have always done and still expect their profits to increase, have some serious thinking to do. Successful change requires investment and time in communication, ongoing training and mentoring, and serious planning, but the benefits are huge. It can offer opportunities for businesses to develop and grow positively, responding to the drivers of clients, staff and suppliers. Higher turnover and increased margin is just another added benefit!

Commercial Vehicles A more flexible approach At Enterprise Flex-E-Rent, we know that providing you with the right commercial vehicles requires more than just in-depth understanding of the latest specifications and relevant legislation. That’s why we take the time to understand your business before we make our recommendations. With a rental fleet of over 36,000 commercial vehicles - from standard white vans to large articulated lorries, tippers, temperature controlled and accessible vehicles – we’ll make sure you always have the right vehicle for the job. And, by understanding your business as well as your vehicles, we help you get on the road and stay there. Find out how we can help you do more of what you do best, call 0800 328 9001 or visit flexerent.co.uk

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THE POWER

FILM

NO LONGER A NICE-TO-HAVE; FILM IS A MUST HAVE

ake a quick look at any successful company’s website or social media and film content will usually be playing a big role. In these times of constant, direct communication between brand, customer and B2B, film is an essential marketing tool which helps businesses stay ahead of the competition. Up to 95% of film messaging is retained by viewers compared to only 10% with static text. That’s a powerful statistic. Whether it’s announcing a product launch or CSR initiative, promoting corporate training or raising investment, brands are using film as an engaging, motivational communication tool for a wide audience, both external (clients, press, partners) and internal (employees, international franchisees, suppliers). Advocates of film say that it can save time and money, as well as have an incredible impact at an event or presentation. In most cases, it does all of this within 1-3 minutes on a screen, laptop, tablet or phone. However, management teams can be dubious about investing in film. It’s expensive and the return on investment can be difficult to quantify; it’s very difficult to track sales to a specific sales tool, and when it comes to intangibles like reputation, it can be nearly impossible. John Vincent, CEO of Leon Restaurants, is a believer. “I see people go through exactly the same process where they move from “I’d like to do a film but I’m not sure it’s going to do me any good” to “That film is so amazing, it’s my idea!”. They’ll usually end up saying that they “can’t believe what a positive commercial impact that film has had”. John would know, his healthy fast food chain has grown from just a few stores in London, to having a presence across the world; success he attributed in part at least, to the power of film. Back in 2014, John invested in a film that told the story of his company and what it does, explaining its culture, vision and values. He believes that his investment has been paid back many times over, by securing investors

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for international expansion. Leon global franchisees have used the film to tell the Leon story to their suppliers and partners without having to travel to the UK, and it’s also used as a training tool for new recruits. John firmly believes in the power of film and is still using this initial investment for social media and point of sale purposes today. “When you’re running a business there is always calls on the cash. Film has really deep commercial impact and is the most amazing way to showcase who you really are, tell people what you do and excite them about it”. Choosing a quality film partner who can deliver the goods ensures your return on investment, but as demand for films has grown, so has the number of suppliers, some of whom sacrifice quality for cost. “For me, film is not something that can be done on the cheap” says John. “Everyone has a mate who

can do it cheaper but I don’t think it’s worth scrimping; if it’s not very good you won’t want to show it.” It’s important to do your research, look for a film partner with an impressive and returning client list. Check out their work for strong strategic storytelling skills that focus on a brand’s target market and audience, and most importantly, make sure their films make you feel or want to do something at the end. This is the magic ingredient that makes a viewer buy into a brand and gets business results. Marketing experts say emotional reaction is key in delivering positive commercial outcomes as it’s the deepest driver of human behaviour. Data shows that on

FILM HAS A REALLY DEEP COMMERCIAL IMPACT AND IS THE MOST AMAZING WAY TO SHOWCASE WHO YOU REALLY ARE.

virtually any conceivable metric, emotional involvement beats rational persuasion, and film delivers far more emotion and engagement than print. There are emotive stories everywhere in BITA; in the designer who is passionate about creating taps, the landscaper who transforms a space that thousands of people will come for years to enjoy and the developer who has regenerated a rundown area and brought its historic buildings back to life. The power of emotion in advertising is not to be ignored; it changes behaviour, builds customer trust and belief and therefore long-term growth. Think about telling your brand story on film, think about shouting about all the great things you’re doing and consider the real difference film could make to your company’s business success.

Jane Gerber

BUSINESS

Author Henry Hathaway

TENDERING

EXPLORING ISSUES WITHIN THE CONSTRUCTION INDUSTRY

he tendering process is a key element of the planning and organisation of a project, including the determination of any Contract Sum, and is pivotal when creating the agreement and conditions that form the Contract. It is a longstanding point that if there is a dispute or difference in any construction contract then the overriding question will be ‘what did the parties agree and how much for’? In any dispute or any demonstration of a point when it comes to establishing a position it is crucial to understand what in fact the parties agreed to, how it departed from this common intention and why is there a cause for a variation or loss and/or expense claim. If it is this simple, why then is there such confusion and debate over differences that are manifested later in the course of the project timeline? Given the fact that the common intention of the parties at the time of contract is vital, it must be the case that the preparation time required during the tendering period is critical, however it doesn’t always get the attention it deserves. During my previous career having firstly qualified as an engineer, I spent a considerable time during the precontract or estimating phase both in planning,

sequencing and value of numerous projects. One particular memory is the disappointment of having applied myself to a detailed temporary works scheme and to engage in the possibilities of the buildability of the project, only to be told that all along it was an exercise to be used as a check price, and that the prospects of winning the project were low as there hadn’t been a previous relationship. There is a very real perception in the world of contracting and tendering that with so many tenders being received by a party, it is sometimes difficult to apply the appropriate amount of resources to the tendering process. With the amount of risk that is associated with projects and the effects of poor coordination and planning, the time afforded to any contractor or sub-contractor is woefully short when considering what is at stake, for what can be a lengthy project timeline. A usual response by many contractors is that if the tender documents are examined correctly and the proposals are clinically priced then most certainly it will be more expensive than the competitors. Tendering is a phase of the project that apparently will have low levels of trust. The transitioning between one and two stage tendering has only raised further questions as to how parties will engage further and how the constant

dilemma between cost certainty and risk/ developed design will be an area that is constantly debated. In many of the seminars that I provide, I often describe the difficulties surrounding Letters of Intent. One example springs to mind where a contractor had thought it had excluded any responsibility for groundwater with an email during the tendering process, only to find that the incorporated conditions of contract had included this risk within its package. But more often than not, aside from technical points of clause construction, there is usually a seemingly wide disparity between the specifications, activities and what the intended program or sequence of events show. The ability to set out and maintain a well-developed program and sequence of events that directly mirrors the Contract Sum Analysis activities, will be essential in order to prove one’s assertions later. The above points are typical in an industry where the levels of disputes remain far too high and from all of the disputes I have been involved with either as an engineer or as a practicing solicitor, it is during this period of time towards the formation of the contract that is the birthplace of the disputes later on. Those disputes will usually manifest themselves in the final third of the project timeline, but make no mistake, those problems were first created during the tendering process which were codified at the time of contract formation.

Silver Shemmings Ash LLP runs regular seminars for BITA members on different topics to enable them to more effectively manage their businesses and plan for the future. Next seminar: 23rd October 2019, Leonardo City Hotel from 4pm and focussing on Planning and Organisation.

Author Henry Hathaway is a Partner with Silver Shemmings Ash and is a graduate of Trinity College Dublin (Civil Engineering) Tel: 00 44 207 167 6602 - Email: henryhathaway@silverllp.com More details on our Seminars can be found at www.silverllp.com or by email to seminars@silverllp.com

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BUSINESS

o matter what industry you are in, or how big your company is, business opportunities are out there and always will be; what can be difficult is learning how to recognise and grasp them. It’s very easy to get bogged down with day to day operations and the thought of shaking things up too much can be overwhelming. But spotting trends, trading in new markets, and taking calculated risks can help businesses expand and become leaders. Of course, there is nothing wrong with doing something tried and true and making sure that it’s done to a high standard, but there will always be others looking to chip away at a market share by offering an improved product or a lower price. Staying adaptable and looking at trends can help keep ahead of the competition. For businesses that are already thriving, it can be easy to relax and not worry about innovation or adaptability. Those businesses should look at Blockbuster, a business that seemed too big to fail, and did anyway. Founded in 1985, Blockbuster epitomised everything a business should do when looking to grow rapidly. The founder David Cook researched heavily the video and then gaming rental markets, he had experience analysing data, he planned for the future by swiftly opening a warehouse to store stock which enabled him to rapidly open new locations, and he made sure that each store held stock that reflected their area’s demographics. So far, so perfect. At its peak in 2004, Blockbuster had over 9,000 stores across the globe. There were many things that contributed to its downfall, failure to buy out Netflix when they had the chance

certainly didn’t help. However, what sealed the fate of the video lending giant was its efficiency. Blockbuster had grown to be the market leader incredibly quickly, and was such a well-oiled machine that it was difficult to allow new ideas in. Fear of profit loss, lack of insight about the way the market was heading and general mismanagement all contributed to its rapid

hadn’t penalised him with a $40 late fee back in 1998, Reed Hastings might never have created Netflix. If customers were loyal to the brand, they might not have recommended other services to their friends, affecting their market share. Talking to peers, clients and suppliers about their experiences in the general market or with a specific company will highlight their pain points. If Blockbuster had consulted their clients and listened to their concerns, while recognising they weren’t too big to fall, they might have restructured their operations to create a profit without late fees. Their customer base might have been more loyal. There is no such thing as too much information; gathering data about the competition, where the market is going, and potential future trends will all help to identify innovative, useful and timely

FALL OF A GIANT ADAPTABILITY AND INSIGHT ARE KEYS FOR LONG-TERM SUCCESS decline. In 2004 Blockbuster was valued at $5 billion, they filed for bankruptcy in 2010, and today only one store remains open in Bend, Oregon where they offer movies and amusing comments on their official twitter account. Blockbuster built their profit margins on exorbitant late fees, alienating their customers. They had a rigid structure to their operations and risk adverse board, and it seems they weren’t able to adapt and spot opportunities, or at least unable to do so in a timely fashion. What can be learnt from the fall of a giant? Customers are key; if Blockbuster

BLOCKBUSTER WAS A COMPANY THAT SEEMED TOO BIG TO FAIL, BUT DID ANYWAY.

ideas or products. If Blockbuster had done this, they might not have laughed Hastings out of the office when he offered Netflix for sale and they might have noticed sooner the shift in peoples’ preferences for how they watched movies and TV. Spotting opportunity isn’t just about finding the ‘next big idea’; responding to customer’s needs, adapting rather than innovating and changing processes can all offer opportunity. Businesses that can adapt to a challenging situation are more likely to thrive. Even without purchasing Netflix, Blockbuster could have had a future with the right management and flexibility. It’s very easy to be complacent, especially when times are good, but no company is too big to fall. Removing client’s pain points, looking out for future trends, utilising available resources and being adaptable to change are key to capitalising on opportunities. Research into what the competition is doing and where the industry is moving will make it easier to spot something innovative that will find its place in a jostling market. www.bita.ie

A WEALTH OF

WELLNESS

DOES YOUR LIFE SPARK JOY?

f your idea of a good time is reading a wellness or self-help book on your next train or plane journey, then now must be an amazing time to be alive. A cursory glance at the shelves in any bookstore will show a glut of such titles, some possessing edgy titles like those of Sarah Knight with ‘Get your S**t Together’, and ‘Calm the F**k Down’ (asterisks authors own). These and similar titles must be flying off the shelves, as they appear to take up half the stock on offer, and rents can’t be cheap. It’s been a long road since the first popular book of the genre, How to Make Friends and Influence People, was published back in 1936, and our bookcases have been groaning since. But there is a new sheriff in town, offering a wonderful life, requiring less effort than reading a book and promising a sense of wellness with every purchase. Welcome Netflix. A quick scroll through their titles will show a raft of documentaries and series dedicated to helping you fix your life. Not that there’s anything wrong with you of course, but things could be better, right? Marie Kondo is leading the charge against hording, whilst the popular Fab Five from Netflix are helping lovely people who need a spruce-up. But whilst it’s great to only have things that ‘spark joy’ in your home, what is left after a brutal clear-out, and will you still possess any underwear? Or plain T-Shirts? Or your children? Obviously popular (generally publishers and producers don’t invest in loss-making TV shows or books), does this new wave of self-help indicate we’re no closer to real happiness. Although there is an undeniable after-glow when watching these shows (I would defy anyone to not watch s1e1 of Queer Eye without getting

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misty), do these shows and books offer help, or hinder? The downside is of course, that no generic advice fits everyone. For every person inspired by the ‘Life Changing Magic of not Giving a F**k’, there is another, wondering what’s wrong with them, and why do they have to care so much. Anecdotal evidence tells us that if someone has two self-help books, they probably have another eight on their bookshelf, so even though people might be inspired in the moment, they stay on a treadmill chasing happiness. What is fuelling this crisis of perceived happiness? It’s probable that social media is playing a key role. A study in 2017 showed that the more people used Facebook, the worse they felt – mentally and physically. Constant exposure to the lives of others shows us what we don’t have, and makes us wonder – why not? Don’t I deserve this too? Another unintended consequence of social media is the oftreported echo chamber. When you use social media, algorithms learn what you like and show you more of the same to keep you engaged and on the platform longer. Your friends generally think the same as you, and when you meet people online through the things you like, they’ll generally share your opinions as well. Your viewpoint is constantly being reinforced. We can see for ourselves how swiftly this has meant rational discourse becomes a mud-slinging contest. When

LIFE COACH CHES MOULTON SAYS MOST OF HIS CLIENT’S GOALS ARE; THAT THEY WANT TO BE HAPPY.

Laura Watkins

WELLBEING

the only news you see reinforces your views, does this mean that those who disagree are idiots? So here we are, surrounded by idiots that don’t agree with us, shown things that we want and feel we deserve – and yet can’t have, being bombarded by quickfix self-help and wellness materials we’re encouraged to buy. We know there is a happiness crisis; life coach Ches Moulton knows as well; “it’s what most people say to me when they come to a session; when I ask what their goal is, they want to be happy” says Ches. What do we do? If nothing changes, it will stay the same; this was often heard in my home growing up and has had a lasting impression. This seems obvious, but if your job makes you depressed and you don’t quit, you’ll still be

depressed and working there in five years. It seems we know what we need to do, but don’t always have the tools to accomplish it. Is coaching the answer? Life/business/ professional coaches are big business, and they are much in demand. Coaching is personal, tailored to the individual with an ultimate goal for you to achieve your ambitions. Of course, it’s a bit more expensive than the £7.99 ‘buy one get one half price’ offers in WH Smith, and we want to know if it’s worth it before we invest. It seems far more likely coaching will be successful in helping people achieve what they want to, the same way that learning a language or instrument will be more likely if someone is going to regular lessons. It’s probably not about the financial investment; many of us possess both gym memberships and cobweb covered trainers. People don’t like feeling naughty, and they don’t like feeling that they’ve let someone down. Regular meetings with someone who believes in you, who is working to help you, means that it’s more likely you’ll do you metaphorical homework. Stepping into the world of coaching can be difficult; you need to decide what you want help with, you need the funds and time to complete the work, and you need to know who to choose. A google search will reveal many near you, and all with different systems. Some, like Ches, work with an end in mind – achievable goals in

a 12-week program. Others promote an ongoing relationship. If you’re feeling flush, you might want to consider calling Michael Serwa. Based in London he prides himself on being the highest paid life coach in the UK (the USA is still leading the way on this point) charging clients up to £30,000 a year for his services. Speaking to recipients of life coaching, it seems it can be transformative – helping people achieve their goals and re-focus on their lives – as well as strategies for when things go wrong. If you are struggling to change what makes you miserable, or want to take the next step towards something more fulfilling, it can’t hurt to have a cheerleader in the corner offering you advice. It seems that for tools to help you manage your life, TV and books might, for once, not be the answer. Perhaps it’s time to stop looking for an easy fix, and to invest as much time in yourself as you would in others. If you are doing well, and want to do better, be happier, more fulfilled and more successful, it might just be time to look up your local life coach. After all, it’s all very well working all hours God sends, but if you get to the end of the week and collapse, you’re no good to no one. When asked the main benefits of having a life coach, Ches responds immediately “Clarity, direction and improved creativity.” Tough to get that from decluttering your wardrobe.

FOR EVERYONE BEING INSPIRED BY THE ‘LIFE CHANGING MAGIC OF NOT GIVING A F**K’, THERE IS ANOTHER WONDERING WHAT’S WRONG WITH THEM.

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THE LONDON

IRISH CENTRE A VISION FOR THE FUTURE

he London Irish Centre in the city’s Camden district is to get a £15 million makeover to transform it into a world class community and cultural centre fit for the 21st Century, while remaining true to the 65 year-old organisation’s roots as the heart of the Irish community - caring for and supporting the oldest, most vulnerable and isolated Irish in London. With the building dating back to the 1850s - and actually consisting of three original homes which form the front façade, the aim is to almost double its usable space to 36,000 sq.ft. The four-year redevelopment will enhance the centre’s existing community, care and wellbeing facilities, while providing a new community café, bar, work and meeting space. It will also improve event and performance space, creating an important cultural asset for Camden and London. The centre’s Irish identity will be further emphasised through technology, design and storytelling, all within a building that incorporates the latest sustainable design features, says Dubliner Sean Kennedy, who has been its Chief Executive since 2016. The social entrepreneur and businessman first became involved at the Centre in 2009, when he became a volunteer, befriending a man from Monaghan who was at the time suffering with health and alcohol related issues. “A key design feature is to curate the story of the Irish in London. We will

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tell that story using digital technology, materials and original memorabilia. Irishman Finbarr Whooley, Director of Content at the Museum of London, is working with us on this,” he says. Other members of the Irish community are also helping out in various ways. Musician Ed Sheeran and TV Presenter Dermot O’Leary are perhaps the most high-profile Patrons. Chef Richard Corrigan is working on the kitchen design for the new building. Legal and consultancy services have been provided pro-bono by Garrett Hayes at Paul Hastings and Adrian Brady at Eulogy with BITA and a number of its members also supporting in various ways. The Irish government pledged an initial £1 million to the project in January, emphasising that it should be a flagship cultural project, as good, if not better than the Irish Arts Centre in New York, or the Centre Culturel Irlandais in Paris. “You have to remember that London is the third largest Irish city, in terms of population, after Dublin and Belfast,” says Kennedy. 430,000 people in Britain identified themselves as Irish-born in the last census there, in 2011, with more than an estimated 140,000 of those living in the capital. “This centre is a lifeline for our community. Over half of the Irish population in London are over 65. It’s about that vital support we provide to them. At any time we are running between 15 and 20 welfare and community-related projects, and they’re all extremely busy.

CARE, CULTURE AND COMMUNITY, AN ICONIC VENUE, AND AN IRISH FLAG OVER THE DOOR.

John Reynolds

COMMUNITY

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COMMUNITY

But if we kept our existing building, in 5 years’ time, we’d be faced with having to cut back our services because the building as it’s currently laid out wouldn’t be fit for purpose, or generate the income to support the core care and community services. At the moment the design is inefficient, with about 9,000 sq.ft - almost a third - of our current space unusable – consisting of corridors or staircases and with maintenance and repairs costs increasing dramatically. “What we have to do now is honour the past, celebrate the present, and plan for, and embrace the future,” he adds. Award-winning Coffey Architects have been chosen from a concept design competition, and Kennedy and his team are currently running focus groups, workshops, and public consultations, so that the community can have an input into the new building’s design. The project is likely to take four years to complete, including about 18 months for construction. The team are currently in the pre-planning stage, and hope to have planning permission by next June. A fundraising campaign has also been initiated, with the hope that the many successful Irish diaspora in Britain will see the value of supporting this unique project. The redeveloped centre will act as a social enterprise – where the building creates the income which delivers the impact; with events, conferences and functions generating the money to fund the core mission of providing care and community services to those most in need. The new building will make the centre more commercially viable, enabling it to increase the income it needs to sustain its vital community and care

Readers can find out more at www.licfuture.org services, increasing from the £1.25 million a year it currently earns from a very constrained space. “We want to be able to increase our offer of top-class events and hospitality space, while showcasing even more from our thriving arts and education sector, all in an iconic venue, all with an Irish flag over the door and even greater added value than what we currently offer. This is an ambitious project, but when you look at how many high achievers there are among the Irish in Britain – in the arts, culture, business, construction,

architecture, engineering, technology, the professions, medicine, public service, media and finance, then there’s no reason why we shouldn’t be ambitious. “London deserves to have this worldclass community and cultural centre, the Irish heart of London. It will be a destination where the Irish community can get together, celebrate and enjoy London while at the same time supporting the most vulnerable”.

THE LONDON IRISH CENTRE THE IRISH HEART OF LONDON Established in 1955, The London Irish Centre supports 1,000s of members of the Irish community in London every week – providing care and support, community outreach and cultural experiences to people of all ages and from all backgrounds. Over the course of its 65 year history, the London Irish Centre has evolved to be the cornerstone of Irish culture, community and care in London – core values underpinning all our activities. LIC is now on a journey to Reimagine, Redevelop and Reposition the London Irish Centre as a world class community and cultural centre. This new Centre, led by an extraordinary 18

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group of staff and volunteers, will serve the needs of not just the Irish community but of all those with an affinity to Ireland. It will be a community and cultural Centre that gives a warm Irish welcome to all – put simply it will be the Irish Heart of London. The overall cost of the redevelopment is approximately £15 million, which includes government, institutional and philanthropic funding. The London Irish Centre is delighted to be BITA’s Charity Partner at the Annual Awards on October 19th at the Savoy.

COMMUNITY

LOOKING NORTH Gráinne McMenamin, Executive Director of Causeway: Ireland Scotland Business Exchange, talks about the opportunities available for businesses in Scotland.

f you’ve been considering expanding your business into Scotland, there are some excellent incentives to help you decide to take that step. No other UK location, apart from London, attracts as much foreign direct investment, and with costs of operating a business in Scotland so much lower (up to 40% by some estimates) it could be time to consider a Scottish connection. Scotland has worked hard to attract this investment and operates 30 Scottish Development International (SDI) offices around the world to offer advice, including the logistics of moving or opening offices, arranging visits to different parts of Scotland and setting up meetings with businesses. SDI also helps businesses across the globe access the fantastic products and

services that Scotland offers, so you’ll have someone else in your corner promoting your products. If that’s not enough, Scotland has the highest concentration of higher education providers in Europe and has an outstanding number of entrepreneurs. These reasons and more (the culture, the people, the amazing cities...) are why Causeway is such an exciting organisation to be a part of. Able to support businesses that already operate in Scotland, we regularly work with SDI and the Scottish Government to make sure businesses can access everything they need when making the move into Scotland. One of the biggest opportunities for businesses in Scotland is within the renewable energy sector. Scotland generates record-breaking amounts of

energy from renewable sources; in the first six months of 2019, wind farms in Scotland produced enough energy to power the equivalent of 4.47 million homes for the same period . Increased production and investment in renewables offer excellent prospects for businesses that can assist in this area; technology, manufacturers, specialised workers, construction, engineering and more. There are 120 Irish investors in Scotland with 265 local units, employing 5,380 and with turnover in Scotland of £2.97 bn. Lower costs, a highly qualified and driven workforce, and a booming renewables sector are three great reasons to look at Scotland as your next place to do business. Joint membership of Causeway, Ireland Scotland Business Exchange and BITA is available.

Contact Gráinne McMenamin at grainne.mcmenamin@causewayexchange.net to discuss how we can help.

Creating Space FOR BUSINESS TO GROW

No business is too large or small for our spaces. Whether you are a start-up, SME or large multinational, we have a variety of office spaces to meet the needs of your business and your employees.

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FILL THE SKILLS GAP

WITH DIVERSITY Diana Chrouch Chairs the Diversity and Inclusion Committee for the Worshipful Company of Constructors

T HAS A ‘BUSINESS AS USUAL’ APPROACH TOWARDS DIVERSITY AND INCLUSION LED TO BOX TICKING EXERCISES?

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he skills gap in the construction industry is a burning imperative that the sector has faced for a number of years. This shows no sign of being resolved, with the CIOB estimating that the industry will need to find 157,000 new recruits by 2021 to keep up with current projects. More alarmingly, specialist recruiter Randstad put the figure much higher by calculating that it would take an extra million construction workers by 2020 if the country is to build the necessary 300,000 homes per year needed to cope with demand. Throughout this looming crisis, countless well-crafted articles and evidence-based reports have been published setting out a strong business case for filling the skills gap through greater diversity and inclusion. Yet here we are in 2019, still wondering why, if there is evidence that there would be a huge benefit to attracting and retaining workers from a wider talent pool, the levels of diversity across many parts of the industry remain disappointing. At the last count, the Office for National Statistics reported that Women make up only 14% of workers in the

sector, whilst only 7.4% are black, Asian and Minority Ethnic (BAME). Accurate global figures for disabled and LGBT + people are more difficult to find, but there are plenty of clues that these groups face major issues too. A confidential survey by Construction News and the Architects Journal reports that only 1 in 7 workers who identify as gay would be uncomfortable letting their colleagues know their sexuality for fear of harassment and abuse. Whilst the picture for disabled workers is also sketchy with low adoption rates of supportive good practice to enable their successful recruitment. Future proofing To turn things around and to begin to future proof the industry there is a clear need for a root and branch paradigm shift to effect major and sustainable change. In fact, a ‘business as usual’ approach towards diversity and inclusion has led to box ticking exercises like the widespread creation of ineffective diversity policies, and only the lightest of toe dipping into deeply entrenched cultures through unconscious bias training. Furthermore, the perpetuation of “who you know” recruiting that pervades too many areas of the sector appears to pay only lip service to diversity and inclusion. Continuing in this way can only lead to further skills issues as an ageing population and the limiting impact of Brexit on EU workers continues to challenge the sector. It doesn’t have to be this way The good news is that it does not have to be this way. Since women make up approximately 47% of the UK workforce, it makes sense for the construction

Diana Chrouch

BUSINESS

industry to compete with other sectors to attract more of them. Offering more attractive working conditions would go quite a long way towards showcasing the industry as a “go to” for women and girls. Equitable pay, flexible working, and dare I say it – support for childcare, together with a zero tolerance of discrimination and harassment at work would be key. Furthermore, the opening up of leadership role opportunities would be important to achieving sustainable and far reaching change. Dig Deep To meet skills shortages and generate the workforce numbers that the industry requires, there is evidently a need for urgent action to ensure that the industry digs deep to break down rigid historical barriers and build pathways to enable more women and people from diverse backgrounds to enter and thrive in the sector. A multi-stakeholder and cross-industry approach involving the government will be

critical to leading the seismic shift needed. Nothing less than setting ambitious targets for inclusion in a framework of accountability and transparency will drive change. In addition, targets need to be linked to ring fenced money to develop, retain and advance diverse talent pipelines to properly resource a sustainable strategy

and prevent it merely becoming a talking shop. And as for the construction market place, a review of the procurement landscape to regulate funding streams so as to incentivise projects that build in workable models for the inclusion of workers from underrepresentation backgrounds would be ideal.

Diana Chrouch received a highly commended 2019 Wintrade Award for her work on diversity and is special advisor to the All-Party Parliamentary Group for BAME Business Owners. She is also a lead on the national UK Economic Blueprint for Women Strategy and is a speaker on Diversity and Inclusion at the Landscape Institute’s Human Skills Annual Conference in October 2019

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30/08/2019 16:59

POLE

POSITION CARS, CRASHES AND CONSTRUCTION â&#x20AC;&#x201C; WELCOME TO THE BTCC

JOHN SURTEES ASKED ME TO RACE... I WON MY CLASS, FINISHED SECOND AND CLOCKED THE FASTEST LAP OF THE DAY.

SPORT

urtling around corners at over 100 mph taking part in a car contact sport, might not be everyone’s idea of a good time, but everyone isn’t British Touring Car Championship (BTCC) driver Michael Crees. Michael had to delay our meeting by a week as the day before he was a passenger and driving coach for a new driver. When travelling at 100mph the trainee accidentally shifted from fourth to first gear, which resulted in Michael spending a week in the hospital after the car crashed into water at 85mph and staved in the passenger door. It’s the worst accident he’s ever been in, but Michael doesn’t seem fazed; “These things happen” he tells me. Four years ago, Michael hadn’t raced at all; “I entered a monthly competition at Buckmore Park, it was £100 a month which I thought would be a bit of fun, and it was! I won a championship, and it turned out it was the British Hire Kart Championship. After winning that, they put me in the World Finals at Le Mans, I went, ended up with a pole position, and it all snowballed from there.” Michael is friendly and engaging, with a real and obvious passion for racing, and talking to him about his entry into BTCC it seems like a story too good to be true; “I came to the attention of John Surtees (a racing legend who won world championships on two and four wheels), who asked me to race in the Surtees Foundation, against professional drivers and future Formula One stars. I won my class, finished in second position overall, and clocked the fastest lap of the day, which is when John asked what I drove. It seemed very strange to say that I didn’t!” From there Michael started racing in the Ginetta GRDC where we he was the champion in his first year, and then the Ginetta GT4 Supercup, where he once again finished first. Now in his first year as a professional driver, he is enjoying the challenge. “It’s a big difference to go from rearwheel to forward wheel drive, but there’s nothing else like it in the world” Watching the BTCC it’s easy to wonder how anyone makes it out alive; Michael laughs; “I wouldn’t say that they exactly allow the cars to hit each other, but you can get away with a bit of contact, within reason”. Does he have any special methods to keep him safe or give him the edge? “I know it’s funny, but I always make sure I get dressed in a certain order, left boot, right boot, left glove, right glove. I don’t know why!” he says laughing; “It seems to be working so far though.” One of the strangest things about Michael’s journey into racing is that it wasn’t planned. “I never thought about it till it happened, I had the success with the karting, but then what? It was through Paul Whitnell that I met Vince Caldicott

from PCS who was generous enough to back me and who paid for my first year. It’s only through them and the other sponsors (MJ Plumbing, Nutanix, DDS Demolition, Hansgrohe, DPC Group, Roca, Next Level, Towelrads, Viega, Merlyn Showering, Radiators Online.com, Geberit, SMG Croydon and Team HARD) who have come on board that I have been able to get so far!” Sponsoring a car in the BTCC does seem like a strange place for business to put their money at first glance, but the Championship is rife with construction business. There are 60,000 fans at every race weekend, and viewing figures of 20 million on ITV4 live, that’s a big audience. “It’s predominately a construction industry car, and the races are like a small BITA! We have some great sponsors that we invite along to these events, and there is a lot of networking that goes on, in addition to the great spectacle of a race day. We get a lot of big names; Redrow, Persimmon, Barclay and others will all be going to brands hatch; it’s a great opportunity.” For those with even a casual interest in racing, the name Jason Plato will be very familiar. Plato is currently racing in the BTCC, and has won two BTCC championships. “It’s inspiring to be racing alongside a legend like Jason. I’ve become really close friends with him, and considering we used to watch him on TV as kids, it’s phenomenal but a bit surreal to say the least! But that’s what the BTCC is like, there are so many incredible drivers, although of course Jason is one of the greats.” Looking to the future, Michael has big plans; “I want to finish in the top 25 this year, and next year I would like to drive for a manufacture team. In the next five years...? Honestly, I’d like to be winning.” So, does the racing champion have any words of wisdom for our readers? “I think that it’s important to make the most of any opportunities that are given to you, or that you come across. Yes, you need talent and passion, but if you don’t grab a chance when it comes up it will skip you by.” Michael would like to thank his support team; his wife Jody and two children, Hugo, 6, and Bonnie, 3, as well as his sponsors and supporters. You can connect with Michael on Facebook, Twitter or Instagram with his handle @Creesy777.

BITA members are encouraged to talk to Michael about sponsorship opportunities which are available at a very reasonable price.

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WELLBEING

FINDING YOUR

STRENGTHS

Paul Edmonds at Kornerstone and partners and the importance of finding your strengths

f you have been in business for a while, you will know there is an undeniable common dominator between businesses that are great and those that just survive. Simply put it’s how people work as a team rather than getting lots of talented individuals under one roof. In Jim Collins’ book “From Good to Great” he talks about getting the right people on the bus, getting them in the right seat and getting the wrong people off the bus. It is the “getting them into the right seat” that is the most fascinating part of his ideas, particularly as when it is applied to fast growing group organisations. In the real world we are never given the luxury

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of having everything we want, when and where we want it, so the question is how we get our current staff working together far more effectively. Most people in business, especially entrepreneurs and those that rely on networking, have read multiple business books and completed a psychometric test or two. But whether you are an INTJ or an EFTP can only take you so far. There is another test that is gaining popularity that approaches the situation from a completely different angle. The science behind Strengths Finder™ is as interesting as the financial benefit it brings to an organisation. In 2013 the

number one selling book on Amazon was not some soon-to-be Hollywood blockbuster, but one by a senior scientist at Gallup called Tom Roth. Tom Roth had applied 40 years of human behavioural research and created a life-changing assessment that allows participants to genuinely appreciate their natural talents. Society tells us that we are all unique, but this assessment and the science behind it proves that there is no other human on the planet with the same natural strengths as you. When people and businesses understand and use that knowledge, it’s gold dust. Business across the globe are all trying to expand and grow, manage uncertainty and adapt with change, but at the core of any challenge, whether it is sales, organisational or financial there is a need to firstly invest in people. Strengths allows companies to bridge that gap between the board room and the shop floor. If you are serious about your businesses journey from “Good to Great” this will provide a better understanding of your team’s raw talents and what happens when they are invested in. Talent x Investment = Strength.

PLANNING FOR SUCCESS

FRANKIE SWAIN IS RIDING HIGH, COME RAIN OR SHINE

I FEEL VERY LUCKY THAT MY PARENTS ENCOURAGED ME TO PURSUE SOMETHING I AM PASSIONATE ABOUT.

rankie Swain first emerged into the BITA consciousness in July 2018 when she provided the entertainment at a BITAx event in Corrigan’s Restaurant, Mayfair. At this intimate venue, she quietly cleared a space, hooked up a mic and her guitar, and played surrounded on all sides by people who were suddenly thrilled to be there. A few weeks earlier a friend of the family had told BITA President Paul Whitnell that he know a great singer who needed a break and wondered if he know anyone in the music industry that would want to meet her. He did indeed! Paul has many connections in the industry and thought the best person to decide if she had potential was Dave Browne from Picturehouse, a power-pop indie band from Dublin, so an introduction was made. Fast forward a few months and Frankie is working on her album, has two songs released and a third on the way, she has headlined at the 100 Club in London, performs gigs at least twice a week and with additional bookings over the Bank Holiday weekends; it’s proving to be a very busy year. “I went to Dublin at the end of 2018, it was the first time I’d been”; says Frankie “it was a lot of fun and I met some really interesting people. I was there for four days and we (Dave and Yann O’Brien from Picturehouse) were in the studio the whole-time writing music and lyrics; it’s the first time that I’ve done anything like that with someone else and it was amazing.” Frankie has been writing her own songs since she was 11, and she learned the guitar so she could accompany herself, “but working with others is completely different. You have some ideas and you think you’ll know where they’ll go, but the other people have a new way of approaching the material and it takes it to another level. I am very proud of the end result.” The songs produced in Dublin are ‘Hook,

MUSIC

Line and Sinker’ which was released earlier this year, ‘Emergency Alarms’, released on the 2nd August, and the upcoming single, ‘Come Rain, Come Shine’. “Lots of people tell me that ‘Emergency Alarms’ is their favourite which I think is lovely as it’s such a personal song. It’s about mental health and how people should reach out for help if they are struggling. I had friends in Uni that suffered from mental health problems, and it was difficult to watch them struggle. I want to encourage people to talk to each other about these things.” The Uni that Frankie mentions is Canterbury Christ Church, a small campus where she studied Commercial Music Performance. “I know I’m very lucky; my parents never told me that music isn’t a real career, they never told me to study something more ‘serious’; they encouraged me to pursue something that I was passionate about. It was a teacher that sent me down this road, although probably by accident. I was 16, I’d just finished my GCSEs, and she asked me what I was going to do with my life. This is a terrifying question for a 16-year-old, but when I seriously thought about it, I could only see myself as a musician, so here I am!” Frankie has a wide range of musical influences and isn’t tied to her contemporaries, her wish list of people she’d love to work with is as diverse as George Ezra and Don McLean; her own music is best described as alt-folk, powered and carried by her distinctive and emotive voice. It’s a lot to have done in a year, and looking to the future Frankie plans on being just as busy with big plans to implement; “right now I’m working on the album; I want it to have the absolute best material on it possible, but in five years? I’d like to be touring stadiums, continuing to release music, be hugely successful, and continue to have an impact on people.” It’s not hard to imagine when considering what she has already achieved, but “none of this would be possible without BITA. I wouldn’t have released any songs; they wouldn’t even exist! I can’t begin to say how thankful I am.” We can’t wait to see what her next move is, and to chart her successes into 2020!

Frankie Swain’s single Emergency alarms was released on the 2nd August, available with her previous single, Hook, Line and Sinker, on iTunes, Spotify and YouTube. www.bita.ie

THE

PROCUREMENT

HUB

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BUSINESS

BUILD YOUR BUSINESS SUCCESS THROUGH THE NEXT STAGE OF OUR GROWTH STRATEGY

BITA

is excited to announce our Procurement Hub, a powerful new opportunity for our members to grow their networks and find new clients, suppliers and collaborators. When launching BITA we intended to provide connectivity and business for our members, as well as a friendly community. We have achieved this, but we are always seeking to improve and provide greater value to our members. Although BITA is not industry specific, we have started creating sector specific hubs of business, and we want our members to be able to use these to their best advantage by providing the framework for a supply chain that is interconnected and quality checked. To help us connect you with businesses that suit your exact requirements, we need more information about your organisation, your capabilities, revenues, sectors and more. The resulting Procurement Hub will have two facets, online connections and targeted introductions. Connecting online The purpose of this new venture is to provide easy access to the resources required to fulfil the requirements of a companyâ&#x20AC;&#x2122;s projects. This will be an easy to use system with multiple benefits. Ultimately our members will be able to work together to create an alliance of businesses working collaboratively to access bigger contracts than they would be able to secure on their own. This will also create a so far untapped interconnected supply chain, able to offer full services to organisations struggling to fulfil their skill requirements. Over the next few months we will be getting in touch with all our members and asking them to complete a questionnaire with further information about their business. These facts about resources, capabilities, location and reach, training and examples of projects they have delivered,

as well as vital details about what sectors/ industries/specific businesses you want to have introductions to, will help make this a hub of significant value. We know that our members represent a broad cross-section of industry in the UK and Ireland today, from sole traders working in competitive markets, to multi-nationals working in highly specialised industries, but by sharing this information about your business we will be able to connect you with opportunity at the right level, and help you access that opportunity yourselves. Targeted Introductions By using the information from our online platform, we will be able to access details about members and find out not only who they would like to meet, but to connect them with great people they could benefit from meeting. We will be organising small industry specific dinners throughout the year, where we will issue targeted invitations to those on the procurement hub with the intention to facilitate introductions that can be taken further. In a more intimate setting than our larger events, there is a greater opportunity to collaborate. Connecting suppliers and clients, as well as introducing suppliers to others in their industry that they can collaborate with to access larger projects, means the event becomes more beneficial for all parties. These dinners of around 20 people will be held at various prestigious venues at all BITA chapter cities and will start in 2020. Our mission as an organisation is to offer a helping hand to people of both countries who are seeking new business, relocating or adapting to cultural changes in either country. Further assisting professionals branching out and building relationships with other business people in Britain, Ireland and further, to increase the wealth and prosperity of both nations. The Procurement Hub is the next stage of this mission and has the potential to provide organisations with a supply chain that will deliver savings, retain quality and fulfil skill requirements. We are the People who Know People that Help People, and this is the beginning of the next phase of BITA. We hope that you are as excited about this new development as we are. www.bita.ie

THE GEBERIT BATHROOM

THE PERFECT PARTNER FOR BATHROOM PROJECTS With a focus on technical expertise and R&D innovation, Geberit offers a vast portfolio of bathroom solutions for every residential development. More than that, Geberit combines behind-the-wall and in the room solutions with the design, planning, logistical and specification support you can expect from a global leader, to offer a complete bathroom support package. This valuable service is becoming particularly important for developers faced with the increasingly complex task of satisfying planning and Building Regulations, sustainability targets and customer demands. It’s what makes Geberit the perfect partner when planning a bathroom space. RESIDENTIAL BATHROOMS: UNDERSTANDING PROJECT CHALLENGES As the priorities of high-end residential buyers change, developers are faced with a new set of challenges around design and specification. With greater consumer awareness of health, wellbeing and design trends comes greater demand for factors such as quality of design, indoor air quality, space optimisation, acoustics and energy/water efficiency in new homes. From space-saving solutions which enhance the feeling of space in the bathroom, to acousticallyoptimised pipework which can reduce the impact of noise, Geberit offers a range of trusted solutions to help developers in meeting their project-specific challenges. Take Geberit’s iCon bathroom series, for example, an extensive range of ceramic appliances and bathroom furniture which offers clean lines and complete design flexibility to help maintain the illusion of space. This includes subtly rounded inner basins and storage solutions with flexible combination options, including storage space within illuminated mirrors and on shelves. The series also allows for modern room planning and installation at different heights to help developers create the feeling of space in bathrooms.

increasingly strong selling point for developers, which can reduce the noise from behind the wall not only in the bathroom but in adjoining rooms too, such as bedrooms. In fact, acoustically-optimised buildings also have the potential to generate higher prices. “In a survey conducted by Geberit in 2014, 55% of participants agreed that they would happily pay more rent to reduce sanitary noise – providing developers with the scope to generate higher margins in return for the simple solutions of investing in acoustically designed bathroom solutions.”

A COLLABORATIVE APPROACH WITH DEVELOPERS

• Building design and schematics including acoustics support • Low flush volume compatibility testing of all Geberit Duofix frames with Geberit and Twyford WCs • Support with BREEAM and sustainability performance measurement • Bathroom design support, to help deliver unique spaces which add value and achieve the balance between saleability, functionality and commercial viability

GET IN TOUCH

More than just a supplier of product and solutions, Geberit’s specialists also work in partnership with a wide range of developers to bring together every individual element of bathroom design.

REDUCING PIPEWORK NOISE

From fit-for-purpose piping systems, to frames and flush plates, right through to the comprehensive choice of sanitaryware to suit all levels of specification, Geberit offers a complete end-toend solution which many other providers simply can’t match.

Another key area of focus for developers – and their customers – is acoustics. Acousticallyoptimised pipework like Geberit’s push-fit Silent-PP solution can minimise the noise of flushing and improve overall comfort for residents.

However, working closely with Geberit’s Specification Sales Team, the dedicated Developer Team also offers building design, schematics and acoustics support for a complete behind-the-wall and in the room solution:

Lloyd Archer, Developer Specification Manager for Geberit, said: “The continued development of acoustically-optimised pipework offers an

• Vast experience of the developer market • Behind-the-wall and in the room solutions

LLOYD ARCHER, DEVELOPER SPECIFICATION MANAGER Call: 07776 588270 Email: lloyd.archer@geberit.com

LDD

SUSTAINING GROWTH THROUGH DIVERSIFICATION

DD Construction were winners of last year’s BITA award for Fastest Growing Business, following a record turnover year in 2018. LDD have come a long way since the company’s formation, when now retired former partner Giles Barringham was driving around London in a single van with a drill – coining the name ‘London Diamond Drilling’ describing exactly what they did. LDD, as they are now known, currently operate a fleet with over 100 vehicles and over 170 directly employed staff. In order to get where they are today, they always knew that they would need to diversify beyond just drilling holes. The diamond drilling side of the business quickly grew into a true specialist offering including track, wall and floor sawing along with hydraulic bursting and wire sawing.

Around 2005, realising that modern Passive Fire Protection legislation required the holes that LDD were drilling needed to be filled, LDD formed a new division to do just that. This effectively meant that one side of the business was creating work for another and so both grew at a rapid rate. LDD became more visible across sites due to working on multiple packages and were often asked to undertake strip out works to prepare for drilling and fire protection works as well as being asked to do more traditional BWIC. This complimentary side of the business grew until in 2009 the LDD Special Works division was created to offer a full construction service to our clients. Following a management buyout in 2014 the current owner, Ziggy Seagroatt, took over LDD and set the company on a modernisation roadmap, all the while never forgetting the original vision of the company – to provide a first-class service in every interaction. Ziggy coined the term ‘It’s What We Do’ to encapsulate the companies approach – quite simply you can rely on LDD to get the job done. The biggest takeaway from LDD’s success is to make sure you understand your clients’ needs and ensure you adapt to meet them – while building lasting relationships along the way.

If you are interested in LDD’s offering please get in touch with Mark Phillips on +44 7787394611, we are always interested in networking with other BITA members and developing B2B relationships.

www.bita.ie

)

eWILDING

THE LANDSCAPE

) RECONNECTING

WITH NATURE

CREATING SOMETHING NEW AND PRECIOUS IN OUR INTENSIVELY USED LANDSCAPE.

Laura Watkins

ENVIRONMENT

wildlife safaris are booked up well in advance by people wanting to see deer and other animals in their natural habitat. In addition to more traditional safaris, the Burrells also run tours showing people how they can re-wild their spaces. From being a loss-making farm, Knepp is now a successfully run estate, with money coming in from many corners. Although often called rewilding, the Burrells aren’t sure about the term. They know that times have changed, and they are unlikely to bring back wolves and bears; even their storks caused a storm and there have been objections to plans to introduce beavers. They insist they aren’t trying to go back and capture something lost, but rather create something new and precious in our intensively used landscape. So are the Burrells mad, or eco-warriors looking to protect nature at whatever the cost to themselves? Not at all; with the accounts looking better than they have done in years, and a healthy profit reflecting the healthy land, the question might be why some other farmers don’t follow suit. As a traditional farm Knepp averaged around £150,000 a year profit, which was offset by investments in heavy machinery and other technologies – either to improve yields or adhere to legislations. Now, just one field that they have given over to glamping and featuring yurts instead of wheat, generates £50,000 a year in profit, with minimal outlays. In addition to this the farm benefits from sales of high-grade organic meat which is much in demand, a rental yield from letting out buildings to local businesses, and income from tours and safaris from eco-tourism. Lastly, they benefit from generous subsidies from the EU as ‘environmental stewards’, although this may soon come to an end. Business is booming, and places like Knepp demonstrate how nature and profit can co-exist side by side, if we are willing to change our ways of thinking.

)

nepp Castle was built in 1806 by the Burrell family, and has remained in the family since. The current owner, Charles Burrell took over in 1987, and struggled for years to make the farm profitable. In 2000, struck by ideas he had read regarding rewilding, he decided to go down a different route. In 1987, Charles noticed that the ancient oak trees that Knepp was famous for, were dying off. An expert told them that the farming methods they were employing to try and make the farm successful was killing off the oaks; intensive ploughing, fertilisers and pesticides were destroying the delicate soil structures and funguses that the trees relied on. It was decided that a change was needed; the Knepp Estate is now nearly two decades into a grand experiment, and the work is paying off. The Burrells erected fences around the property and left the farm alone following advice from a scientific advisory board they established. Initially left to itself, the flora ran riot. The family then bought in large herbivores that had history in the area; longhorn cattle, Exmoor ponies, wild pigs and different varieties of deer, to help the land find a natural equilibrium. The foraging, rooting and eating habits of the animals have prevented the land from becoming thick brush, and evolve instead into an open woodland. The result is a space only 44 miles from central London, that has been returned to nature. It is a haven for migratory birds and is the only place in the UK where the nightingale population is increasing. They also host populations of other rare species including the turtle dove, peregrine falcon and purple emperor butterfly. Populations of other species, from beetles to bats, are rocketing. The public are clamouring to experience this space for themselves, and the

FINDING

YOUR PATH

s people become more aware of the difficulties facing our wildlife and natural spaces, they are getting more engaged with solutions and supporting people looking to make a difference. It is only with this public support that places like Knepp are able to thrive, but how do we encourage these all-important links between nature and the public? One of the best things we can do is go out and enjoy it, after all you can’t value what you don’t know! This is where a campaign set up to record all 150,000+ miles of public footpaths across England and Wales come in. England and Wales have around 140,000 miles of public footpaths, but tens of thousands of miles have been lost from maps and there is a growing effort to rediscover and officially register those that are lost. Footpaths are rights of access for the public and many of them have history stretching back years, some of them can be traced back to Roman times. They usually connected seemingly separate

pieces of land, wind over fields and woodland, and form paths between towns, cities and areas of beauty and interest. Despite their age and the traditions associated with them, access to public foot paths have been figuratively, and sometimes literally, eroded with ways forgotten, erased and in some cases illegally blocked. This reduces people’s ability to access the countryside. The government has set a date of 2026 as the closing date to submit a rediscovered or contested footpath to be officially registered as a public right of way, check Ramblers UK for more information.

www.bita.ie

AN UNTYPICAL WORKFORCE A different mind is a terrible thing to waste

n ideal employee might be described as having an extraordinary capacity to focus, with an excellent concentration span, a remarkable eye for detail, and a gift for tasks that require precision. These are all gifts that an individual with autism might possess, and as such they could represent a great, untapped potential resource for business. As many people are wary of telling their employer about a diagnosis, and in women especially it is very underdiagnosed, it’s likely that part of your workforce may already contain an element of autism. If this is the case, what would happen if you actively sought out these skills and employed people who are autistic (with ASD as it’s known), and might your business prove more productive? There aren’t any solid figures to tell us how many people in the UK have autism, however it would be reasonable to assume it would be comparable with a country with a similar culture and standard of living, like the USA. If that is the case, as many as 1 in 68 people may have ASD. Symptoms can vary wildly; people with ASD can be nonverbal and unable to communicate or live independently, or have symptoms that are barely noticeable – and everything in between. Autism and Asperger’s (a high functioning form of autism which is included in ASD) is a vast spectrum; although 48% of those with autism will have learning disabilities, people with Asperger’s do not, they are of average or above average intelligence.

In addition to this, ASD seems to effect males and females differently. There are far more males diagnosed (five times more), but it is likely that this is to do with diagnosis criteria, and what traits doctors are on the lookout for. Given that symptoms vary wildly for different individuals we know that employment won’t be suitable for everyone. Many do want to work, however only 16% of those diagnosed have a full-time job, and another 16% are in part-time work. One of the best ways to improve these figures is to demonstrate how employers can benefit their business and staff, by hiring from the autistic pool. Businesses can benefit in some unexpected areas. People with ASD have a different way of looking at things and may have the ability to spot problems before they become an issue. They can thrive in jobs that require a strong attention to detail and extreme

You’re Hired! GREAT JOBS FOR THOSE WITH ASD

Manufacturing

Technology

Repetitive movements in a structured environment can offer a very happy career for someone with ASD. Assembly lines or building anything from cars to computers can offer niche work they thrive with.

An obvious one perhaps, many leading software developers and computer programmers have been diagnosed with autism. Low social interaction, appreciating things being in order and understanding complex systems lead to a great fit.

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Science Strong attention to every detail while sticking rigidly to procedures and thinking precisely means that this can be a great career choice.

Journalism and Research Lots of people with ASD love collecting and cataloguing facts and are generally good at leaving emotion at the door so potentially emotive pieces are more accurate.

WHAT IS YOUR FACE TRYING TO TELL ME?

Laura Watkins

BUSINESS

there are benefits to us being more tolerant of disabilities and differences which might be invisible or ambiguous. For example, managers being more explicit about tasks, direction, challenging judgements and prejudice and generally being more openminded.”

Hiring those with autism has resulted in a more engaged workforce with a better understanding of their jobs and what is expected of them.

focus for long periods of time. Employers have also reported individuals with ASD can spot solutions that have been missed by other team members. Although staff with a different way of looking at things and strong work ethic are clear advantages for a company, businesses are discovering more unexpected benefits as well. Microsoft has started a program to actively encourage more people with ASD into the workplace. They found that having these different perspectives helped them create products that worked for people with ASD, as well as the general population. As so many people have ASD, this is a large number of potential consumers to target. It’s very likely that creating autism-friendly products will enable businesses to increase their sales and market share. Microsoftiv and other employers have reported a third benefit – clarity of communication. People with ASD need clear instructions and clearly defined job roles, which means that businesses focussed on employing them have had to train their non-ASD staff differently. Managers have had training on how to communicate clearly. They are also working with all their staff to see what their learning style is – do they learn better when watching, listening or doing? Managers are asking for feedback on their management style and how staff are doing. One employer who responded to a 2016 study by the National Autistic Society said; “Besides the more accepted advantages of people who think and look at the world differently,

What can employers do? In a 2008 message from adults with autism called ‘I Exist’, they suggested steps employers could take to be more inclusive; including understanding their needs, meeting their needs and leading the way by accepting and recruiting those with ASD. As a starting point, employers might want to make sure that job descriptions match the job being offered. If a role has minimal communication required, is it necessary to include ‘excellent inter-personal skills’ as a personal requirement? Could interviews be made a more practical experience where candidates can show you what they can do? Even small steps like communicating your business is an ASD positive employer, and encouraging people to disclose a diagnosis, can make a big difference. Another way to encourage people with ASD into the workplace is to offer trials, this helps the person, who may struggle with social and one on one situations, show you their capabilities. Lastly, if you are an ASD positive employer, and you have disclosures, you can make changes to make sure your new employee is happy and stays on. Making sure they have clear instructions and ask how they learn best. Even allowing them headphones to keep out noises can make a huge difference, especially in an open plan office! Many businesses want their employees to work more efficiently; clarity of communication up and down the management chain, tolerance toward others, gaining new perspectives and a focused team are the stuff profits are made of, to say nothing of the benefits in having a happy workforce. To think that this may be achieved by increasing the neurodiversity of your staff is something that many haven’t thought of. Perhaps it’s time to start.

Climate activist and protester Greta Thunberg is 16 and has lit the touch paper for youth across the globe who are speaking out and expressing anger at the lack of action over climate change. She spoke to world leaders at the COP24 United Nations climate change summit and has been diagnosed with Asperger’s. See Greta’s powerful speech on YouTube https://www.youtube.com/watch?v=VFkQSGyeCWg www.bita.ie

Lucy Wickett “You youngsters are so lucky; I was never given the opportunities you have” the number of times I have heard this I can’t count. But how do I recognise an opportunity, know that it’s a good one or that I am lucky? I look at people my age and I see a stressed, tired generation who are put under immense pressure to perform at exams and trying to start a career, yet they are meant to be having ‘the time of their life’! This, coupled with the negative impact of social media influencers who constantly remind us that we are not perfect enough, there is no wonder we are in the midst of a mental health crisis. We are a generation that want everything and we want it now. Knowledge is at our fingertips (if you don’t know you can ‘Google it’) and we just don’t relate to the old adage that working your way through the ranks is the best way when we are constantly coming across overnight millionaires made on YouTube. 21st century living means whether you are a millennial or a ‘snowflake’, with today’s technology and communication channels, you don’t need to be ‘given’ the opportunities - you can create them for yourself. Creating your own opportunities, however, does sound easier than it is. Dismay comes when you realise that you can’t just dive in headfirst with no real idea what you’re doing and expect 10/10 results. Here are a few tips to help make that dive result in a high score rather than a disqualification for a belly flop! Make sure your skills match your passion. Yes, this sounds simple in theory, but this will define your niche and once this is under your belt, it will be easier to beat out the competition. Your unique skillset should be used to its full extent. 34

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Do everything you can to get yourself seen; write articles for the local paper or magazine (they are always looking for interesting stuff that they don’t have to write themselves), create blogs, post on social media, publish your own book if you must. Just know that this is increasing

shame in questioning things and most people will gladly help if you ask them. Opportunities are hard to come by in your comfort zone, being stuck inside the box will not get you the kind of attention you want. As Bowie said “if you feel safe in the area you’re working in, you’re not

21ST CENTURY

OPPORTUNITY your reputation and profile and if this is done well, people in your field will start noticing you and if they don’t you will still have a great portfolio to show them when you finally meet. Creating your own opportunity is based on doing, but it is also about how you go about doing these things. Being a positive, passionate, polite and enthusiastic person will radiate in your work and will get noticed. Don’t throw away manners or trample others to get to the top, you might meet those people as peers or even bosses one day and they won’t look kindly on you for your bad behaviour. Creating strong, lasting relationships will help you in the long run, a person is more likely to think of you for a role or opportunity if you are helpful and charismatic. Wanting to achieve in your area of expertise straight away is the dream, albeit naïve, that’s what we want at the end of the day, no? Don’t be too hard on yourself, we all know that immediate success is very hard to come by. So, don’t be afraid to ask for help; there isn’t any

“MOST PEOPLE MISS AN OPPORTUNITY BECAUSE IT IS DRESSED IN OVERALLS AND LOOKS LIKE WORK.” — Thomas A. Edison

working in the right area. Always go a little further into the water than you feel you’re capable of being in. Go a little out of your depth, and when you don’t feel that your feet are quite touching the bottom, you’re just about in the right place to do something.” Having the drive to get what you want is the most important thing, if you have confidence in yourself, it will translate in your work. The same must be said in that if something isn’t working or you thought you would be further along in a stage by now, try taking a different approach. A fresh perspective can really turn things around and help you ……

BITA EVENTS

WHAT’S ON OCT–NOV

The best, loyal clients come from strong relationships that are developed over time. Putting yourself out there is a sure-fire way of being able to begin forming these relationships; luckily, we offer days that suit every taste and pocket. Our social networking events are free for members, available to trial for non-members and are held monthly in each chapter. They are a great way to ease yourself into networking and meet other members and the BITA board. Our networking lunches are held regularly in each chapter, offering exceptional business connections and opportunities at fantastic locations. These are some of our most popular events, so book fast to avoid disappointment! You can find more information about events and book your spaces through our website. We also have a monthly newsletter and social media channels that will keep you informed about upcoming events, so make sure to give us a cheeky follow!

4th October

23rd October

CHARITY AMBASSADORS GOLF DAY

PLANNING AND ORGANISATION SEMINAR

Join us at the famous Stoke Park Golf Club for the Construction Industry’s very own Ryder Cup. This Charity challenge Cup is raising money for the Lighthouse Club and a must for all of you golfers out there.

Join us for another helpful and informative seminar, hosted by construction and property specialists, Silver Shemmings Ash LLP.

8th November 17th October

SMB GROWTH SUMMIT This one-day event focused around your business partnerships and contacts will be concentrating on growth, expansion and new opportunities for all SMBs across Ireland and the UK.

LIVERPOOL NETWORKING LUNCH Anfield is playing host to this lunch where we are anticipating over 100 guests. Sponsors will have the opportunity to present their companies to our members, and everyone will enjoy a fantastic three-course meal with wine.

29th November 19th October

THE SAVOY BALL AND AWARDS The highlight of the BITA calendar is our annual Gala Ball and award ceremony which offers glitz and glamour, as well as the opportunity to win a coveted BITA award – voted for by our members! This event will be raising funds for the London Irish Centre. The theme this year is 50s Hollywood Glamour.

DUBLIN CHRISTMAS LUNCH We are delighted to be hosting our Christmas lunch at the Intercontinental in Dublin for a second year running. For a joy filled celebration to close the year, come along and enjoy the festive spirit!

SOCIAL NETWORKING EVENINGS Our social networking evenings take place in London, Liverpool, Dublin and Edinburgh (with Causeway Exchange) on the second Thursday of the month and regularly in Cork and the Isle of Man. We also hold a BITAx networking evening on the first Thursday of the month. Check out the events page the BITA website: https://www.bita.ie/events.html

www.bita.ie

THE BITA AWARDS SMALL BUSINESS OF THE YEAR Eason Group UK & IRE is a national

2019 sees our fourth annual BITA awards held during our Gala Ball, and the third year we have held them at the stunning Savoy. We would like to thank Fireward who are kindly sponsoring the awards this year. Our awards offer us the chance to honour and highlight some of the incredible work that our members are doing. This year has been our most popular yet, with over 50 businesses competing to be finalists in the seven award categories. The decisions on who would go through the the next stage were very difficult given the very high calibre of the submissions. However, we can only have three finalists (or for Growing Business where it really was neck and neck, four) and it was with much difficulty that we whittled down our excellent nominees to our finalists. Now our dedicated and independent judges will be making their decisions about the winner to be announced at the DRS Bond Management sponsored Savoy Gala Ball on the 19th October 2019. Let’s meet the finalists:

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specialist construction, engineering and IT recruitment agency with strategic offices based throughout the UK and Ireland. “Eason Group is planning to implement an apprentice scheme to train and support the next generation of Recruitment Consultants.”

Dawes and Green is a luxury door and window company that help create exceptional properties, including residential and commercial developments either for sole-trader development or part of a large corporation. “I am looking to grow the business internationally, into the Irish market first and we also have plans to export to the US in the future!”

Go Green Office Solutions is an eco-friendly office furniture supplier based in Liverpool with offices in London & Dublin, providing a top-class service across the UK & Ireland. “The company has thrived due to the passion and determination of their CEO to combat the impact that office furniture has on landfill sites across the UK.”

COMMUNITY

MEET OUR FINALISTS BUSINESS TO BUSINESS

GROWING BUSINESS

YOUNG ENTREPRENEUR

TRUCE offers a Mobile Device

Krol Corlett Construction is a main contractor that operates across the North West of England and North Wales, successfully delivering construction projects on time, within budget and to the satisfaction of clients and key stakeholders. “Over the last 24 months, Krol Corlett Construction has experienced a significant increase in turnover of over 300%”

Ryan Heggs: “In 2014 I was working

Management platform delivering flexible enforcement of businesses’ mobile device policy, allowing companies to temporarily suspend distracting mobile apps. “Our patented technology operates on both iOS and Android platforms, supporting more than 102,000 subscribers and some of the largest brands worldwide.”

Ardent Tide; trusted by the UK construction industry to deliver absolute certainty in CIS contracting and compliance with 30 years of knowledge and experience. “We feel it is incumbent on us to help our clients to be more efficient and subsequently prosper”

DPC is an award-winning Contractor and multi-trade business which delivers excellence across construction projects up to £10m. “We try and shape our business to the goals and style of the clients; each one is different so it’s about adapting our style to suit each business.”

Keating is a Marine, Civil Engineering and Building firm with offices across Ireland and the United Kingdom founded over 30 years ago. “In the last 2 years the executive team has defined ambitious growth targets and strategies to achieve, including the successful rebranding the business as Keating in 2019 and significant investment in skills and systems infrastructure.”

as a ventilation engineer with my father who was running his own construction business in London. After searching for an opportunity to start my own business, I capitalised on an opportunity to take over a job from another ventilation company that had unfortunately folded. I have subsequently founded Smartfire Sprinklers Ltd which specialises specifically in FireSprinkler installation.

Ryan Dignam: “Starting as a managed services brokerage for waste and construction, the company I founded quickly grew, then declined. I learnt untold amounts of invaluable lessons along the way through friends, mentors and associates and here we stand today, remodelled working in partnership with Powerday, FutureFuel and ISS.”

blu-3 (UK) Limited are a leading,

Sam Malins: “Throughout my childhood

fully integrated construction and utility services company, providing expertise and extensive knowledge to the UK’s largest construction projects. “We were awarded 6th place in The Sunday Times Profit Track 100 2019 league table for UK private companies with the fastest growing profits, up from 10th place in 2018.”

I was always coming up with money making schemes like cleaning cars, and I was selling cans of coke and crisps at the country shows before I was 10 years old. When I was 14 I started a mobile disco that I ran for 10 years. I founded Dunmow Waste Management and Fireward Limited with my partner and today run three companies.”

Oliver Connell & Son Limited are an Industry Award-Winning Contractor specialising in groundwork, RC frames, rail and aviation. “With growth the biggest risk is losing control if the right people, systems and procedures are not in place. Identified early in the company history, procedures have changed, improved and been updated as we have grown.”

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COMMUNITY

veryone who has been a member for more than a couple of months knows Paul Whitnell, he is regularly heard making ‘ch, ch, ch’ noises to quiet the room at our packed events and always busy making introductions for different businesses. Far from having lots of time to socialise however, Paul has a packed diary filled with meetings and events to push BITA forward into our next stage, and to benefit member businesses. “In a normal week I now travel around 5,000 miles, by train and car, and I can easily work 18 hours a day. As we grow, I go further afield to keep up with what our chapters are doing, and I split my time hopping between England, Isle of Man, Wales, Ireland and Scotland. I want to make sure our members are getting the best from their membership and me, so when meeting with new businesses I make sure I promote them and our sponsors. In between working for BITA and our members, and all the travel time, I enjoy spending time with my family and my wife often jokes that she is on the Board of BITA as she spends most of our social life at BITA events! Hopefully our holiday in Marbella will help to recharge both our batteries!” says Paul. Paul will usually have three to four meetings a day forming connections, promoting member and sponsor businesses and signing up new members. He is passionate about ensuring our community gets value for money so he’ll also spend two days visiting a different area. Based in Kent, he makes sure that none of the chapters are neglected and ensures that they are well equipped to support their chapter members. It’s an incredibly busy life, and although there are enjoyable lunches and interesting meetings, Paul is keen to stress that under the fun is a strong business core with a very clear ethos. “What I’m most proud of with BITA, is that we can offer people something that wasn’t available when I arrived in the UK back in 2012. When I meet someone new to this country, or looking to expand their connections, it’s wonderful to be able to offer them the connections and community that we have built”; says Paul. “When I can clearly see the effect it has on their business, that’s what makes me proud.” It can be difficult for people to know how to network effectively, and they can believe that knowledge is something that needs to be protected. Of course, in some

MAKING PASSION

WORK FOR YOU WE CATCH UP WITH PRESIDENT PAUL WHITNELL

MY BIGGEST MOMENT WAS WHEN I REALISED THAT I CAN DO THIS, IT’S ABOUT SELF-BELIEF.

instances this is right, but businesses that fail to share information about what they do and what they want, will miss out on opportunities. Sharing information is very powerful, especially when part of a community that wants to help people achieve their visions. Sharing information is a great start, but does the networker extraordinaire have any tips to help people develop those business connections? Paul laughs; “People often want to burst into a room and spray their cards everywhere. I’ve had people tell me they’ve handed out 30 cards in 30 minutes; I tell them they won’t get a single person looking to connect with them.” People can worry about making first meetings count, especially as they may only have a few minutes with that person, but it can be a mistake to jump into business. “I think the best way to

network is to do two things; listen and understand. You don’t need to show everyone your business cards, you need to show them your personality. We all have shared interests, so find that thing that you’re both passionate about, whether it’s rugby or flower-arranging. Whatever happens you need to make sure that there is a relationship first, and a solid grounding, before you even think about talking business.” “If a person demonstrates integrity, passion, and generosity of spirit to our members and to BITA, then they’re going to do well in business as people will want to work with them. As BITA grows, it’s important that we offer the right resources for our members, and adapt to their developing needs; it’s important that our members help us achieve this by telling us what they want. We want members to see and grab the opportunities that BITA presents, and one of the most effective ways of doing this is talking to our Chapter Board members. With a wealth of experience and knowledge they are the first port of call to help to make those all-important connections. Like any great business BITA is aided by a hard-working support function at head office and they are available to answer any of your questions or to put you in touch with your Chapter Board or Paul. www.bita.ie

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group Beyond Limitations

sos GRoUP aims to Be at tHe PinnaCLe in PRoVidinG tHe HiGHest QUaLity manPoWeR, enGineeRinG & ConstRUCtion soLUtions FoR oUR CLients. With local presence but global reach, sos

sos are currently providing personnel to

has built a reputation for both quality and

some of the UK's largest construction and

reliability in the services that it provides and

rail projects, as well as to some of the worlds

with an ever-expanding list of key clients.

biggest renewable companies on an

sos has successfully placed both permanent and contract staff, with roles in both white and blue collar sectors, ranging from senior management positions and chartered engineers through to trades personnel, commercial labour and project support staďŹ&#x20AC;.

international basis, whilst the construction arm of the group delivers project solutions across the UK on a sub-contract basis.

sos ReCRUitment

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sWe seRViCes

Unit 6 Folkes Farm Folkes Lane Upminster essex Rm14 1tH T 01277 849 289 E recruitment@sosgroup.uk

Unit 11 Courtyard 2 Wentworth Road mapplewell Barnsley s75 6dt T 01226 494014 E construction@sosgroup.uk

moor Place 1 Fore street avenue London eC2y 9dt T 0203 4040575 E rail@sosgroup.uk

Bevan House Penarth Road CardiďŹ&#x20AC; CF11 8tW T 02920 708082 E swe@sosgroup.uk

sosgroup.uk

Will Marshall

FINANCE

CAPITAL

ALLOWANCES

nherent Capital Allowances are a complicated and complex tax area which few commercial property owners have taken advantage of resulting in a considerable over-payment of tax by many companies and individuals within the UK. Inherent or Embedded Capital Allowances are the significant hidden assets and cash benefits within the fabric of commercial buildings. The complexities arise from the many stipulations and regulations relating to the very detailed qualifying criteria, which very few accountants have the knowledge, expertise or experience to handle. To make a successful claim the services of a qualified taxation surveyor are required. EXAMPLES Over £7M worth of Capital Allowances for a care home group which provided them with a tax recovery of just over £800,000. Bearing in mind that the group operates on a net margin after tax of 2% to create the equivalent level of profit they would need to generate an extra £40M in income, in 2017 they turned over £37.1M Recently a small 5 bedroomed boutique hotel and pub recovered £32,000, assuming that they operate on the average company net margin of 8% they would need to increase their T/O by £400,000 to achieve the same addition to the bottom line. Assuming beer sells for £5.00 per pint that is the equivalent of increasing beer sales by 80,000 per annum, quite a lot of beer. For a dentist or doctor who has made an investment in his surgery which has yielded £100,000 of Capital Allowances, typically the cash benefit could be between £17,000 to £45,000 pounds depending upon the prevailing taxation rates. Recently for a major retail development of £128M, Capital Allowances of £28M were identified resulting in a cash benefit of £5.32M.

Inherent or Embedded they’re a tricky business!

Will Marshall of Veritas Advisory tells us about Capital Allowances

INHERENT CAPITAL ALLOWANCES represent a significant tax advantage and cash benefit for claimants and the commercial property sector is very well positioned to take advantage of this very valuable element of UK tax legislation. WHY YOUR ACCOUNTANT MAY NOT HAVE CLAIMED? UK tax legislation is highly complex and extensive and there are many specialists for the individual areas and CAPITAL ALLOWANCES is no exception. Taxation surveyors, support accountants by supplementing their activities and considerable knowledge with their own specialist expertise and experience, particularly by providing the essential valuation and costings data. Generally, accountants are very familiar with writing down for vehicles, machinery and the more obvious items of plant and machinery, where they have difficulty is with the inherent CAPITAL ALLOWANCES within the fabric of commercial buildings. To make a claim the services of a professionally qualified taxation surveyor are required who understands the detail of the qualifying criteria, which will vary by individual building according to use, and has the knowledge and experience to format a claim that will be acceptable to HMRC. n

Identify and define the qualifying criteria To establish if it is in the clients’ interest to make a claim To agree the timing of any claim to maximise on the cash benefits

TO MAKE A CLAIM THE SERVICES OF A PROFESSIONALLY QUALIFIED TAXATION SURVEYOR ARE REQUIRED.

The importance of this experience and knowledge should not be underestimated. WHO CAN MAKE A CLAIM? Commercial property owners and leaseholders can make a claim providing they are paying UK tax. Commercial property owners and leaseholders can make a claim if they are a UK Limited Company, a Limited Liability Partnership, a Trading Partnership or a Sole Trader and have incurred expenditure on an asset, providing they are using that asset in their trade or as an investment. Overseas properties qualify providing they are owned by a UK tax paying entity. Nonprofit generating organisations such as charities and pension funds do not qualify.

Taxation surveyors work very closely with their clients and their accountants. In the case of acquisitions and disposal they also work with client’s lawyers because the law changed in 2014 and the value of the allowances have to be defined in the sale and purchase process by the completion of an election 198 for freehold properties and an election 199 for leasehold. Very importantly if a vendor has made a previous claim it is essential that the wording in the contract of sales is such so that HMRC cannot demand a counter recovery.

For more information please contact Will Marshall of Veritas Advisory on 07966 522 567 or email him at will.marshall@veritasadvisory.co.uk You can also visit the Veritas website at www.veritasadvisory.co.uk

WINGMAN? These are two questions that Rory Underwood MBE, has wrestled with for over 20 years whilst successfully helping businesses deal with extraordinary growth, or plan for it. They are the reason he set up Wingman, the high performance environment specialists and the driving force behind the team’s mission: to make your business success inevitable because of your people, not in spite of them. Wingman are uniquely placed to really understand the dynamics at play in successful teams. Can you think of anywhere where team performance is more intrinsically linked to achieving success, than in elite sport and the Military? Well, Rory has a 16-year background in elite sport including playing International rugby for England and 18 years flying fast jets in the RAF. This results in an unprecedented view and understanding of what great teams can achieve, and what it takes to build environments where that success and the team’s ability to perform under pressure, is the norm. Couple that with the whole Wingman team’s experience of successfully applying that learning in multiple businesses, across many different sectors over the past 20 years and you have a very powerful ally to help you deal with the challenges ahead. As a team we’ve often found that businesses assume that teamwork will just happen. The truth is, the journey to get everyone

HOW DO YOU KNOW IF YOUR TEAM IS PERFORMING AT ITS FULL POTENTIAL?

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BUSINESS

SHAPING THE

FUTURE Susan Pearson of Pearson Consultancy Group on how businesses can influence the next generation workforce

s an employer, how do you train your existing workforce to manage and interact with a generation they don’t understand? Your future workforce will be made up of younger people who are often painted as being different and difficult to manage. In actuality, different parenting techniques have resulted in the creation of confident, ambitious, and achievementoriented individuals. They also have high expectations of their employers and aren’t afraid to question authority. One of the main complaints from businesses, is that their new staff members don’t know how to act or work with people outside their generation. One of the best ways to counter this is to engage with younger generations as soon as they start to think about their careers. By working with local schools and colleges, businesses could have the opportunity to help shape, influence and better understand their future employees. In June 2019, a report produced by Dr Elnaz Kashefpakdel, Christian Percy and Jordan Rehill found that students who took part in career-based education programmes

showed considerable improvements in their self-efficacy, attitude towards school and confidence in their own career aspirations. It also showed a direct link between the career talks and students’ outperforming their predicted GCSE grades, with the lower achievers and less-engaged students responding best to the intervention. Immediate benefits to the employer include enhancing the organisation’s local reputation and profile, developing the management skills of existing staff and increased capacity. In addition, they are able to encourage interest in, and develop the skills necessary for, pursuing a career in their sector. The process enables businesses to work with individuals, understand what motivates them, what their priorities are in life, how they learn and, through the process, identify their potential future employees. Students can also learn how to initially approach an employer, research a company or industry and to write applications. Students, particularly from less advantaged backgrounds, can be shown the value of a placement, even if it is not directly linked to their career aspirations.

MILLENNIAL OR GEN Z?

All of this can be difficult for employers, who are usually busy enough, however there are schemes in place that facilitate the relationship between businesses and local schools and colleges. If you are interested in getting involved, The Careers & Enterprise Company connects schools and colleges with employers across the country, linking businesses with the most suitable school or college for their industry. Alternatively, if you are unable to commit to the amount of time required, companies can still get involved through the #giveanhour scheme (also an initiative of The Careers & Enterprise Company). The scheme encourages business leaders to share their own experiences and insights with young people. By getting involved, you could change the life of a young person by showing them what is possible. Whilst also gaining a better understanding of your future workforce.

You can find out more about getting involved by going to the careers and enterprise website: https://www.careersandenterprise.co.uk/ employers/get-involved-business

THESE PROGRAMMES MEAN THAT YOUNG PEOPLE ARE ENTERING THE WORLD OF WORK WITH A CLEARER IDEA OF WHAT TO EXPECT AND HOW TO BEHAVE, A BOON FOR EMPLOYEES.

There is a lot of confusion around these terms, with people for the last 10 years referring to anyone 25 or under as a Millennial, but it’s not about age, it’s determined by when you were born.

Boomers: 1946 – 1964 Generation X: 1965 – 1980 Millennials (or Gen Y): 1981 – 1995 They came of age during the millennium hence the name.

Generation Z: 1996 - ? It’s difficult to know when the cut-off point for Gen Z will be, as it’s only possible in retrospect when looking at trends. What is clear is that we’ve run out of alphabet. Generation A, anyone?

NERVE TINGLING ORCHESTRAL SOUNDS DUBLIN BORN ISABEL GARVEY REVEALS SECRET OF ABBEY ROAD STUDIO SUCCESS

MUSIC AFICIONADOS WITH A REAL EAR FOR THE SOUND CAN TELL IF A SONG WAS RECORDED AT ABBEY ROAD.

“Nile Rodgers is our chief creative director. He was working in here last week. Some other musicians like to use the space just to come in and write,” says Ranelagh native Isabel Garvey, referring almost casually to the US musician, producer, songwriter and guitarist who has worked with everyone from Madonna and Diana Ross to Daft Punk. The 43 year-old tall and gregarious Dubliner has perhaps one of the most enviable jobs in the music business, as MD of the iconic Abbey Road Studios, the West London recording home of The Beatles. Over the past several years, the UCD Commerce graduate has overseen a multimillion pound expansion of the Studios, whose parent is Universal Music (itself part of French media giant Vivendi). It has been one that has been both physical with the front room being one of three new studio spaces that have been added – and in practical terms, with several new divisions now up and running, as well as a 48

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gift shop selling Abbey Road and Beatlesrelated merchandise. The Studios don’t give out turnover and profit figures, but since 2015, she reveals that she’s almost doubled the turnover of the business, while profits have almost tripled. Continuing a tour with Garvey, we take in the majesty of Studio One, the largest studio of its kind in the world, whose control room, with its huge analogue desk full of buttons, dials, sliders and switches is a bit like the cockpit of the Starship Enterprise. Film scores for Skyfall and The Empire Strike Back, Gravity and the Lord of the Rings Trilogy were recorded, while the likes of U2, Harry Styles and Sting have also played sessions here. Studio Two is ‘The Beatles Studio,’ affirms Garvey. “190 of their 210 tracks were recorded here. It’s the oldest and most famous studio here, and opened in 1932. It’s one of the most recognisable and

sought-after studios in the world, where others including Kate Bush, Shirley Bassey, Oasis, Adele and many more have recorded. More recently, it has been Noel Gallagher, Ed Sheeran, George Ezra and The 1975.

The pianos have been here for decades. John Lennon left cigarette burns on the Steinway honky-tonk one that we call Mrs Mills. Lady Madonna was played on that, and more recently Paul McCartney used it for his album Egypt Station. Moving onto Studio Three, which was originally the smallest studio here, it’s a more intimate space where Amy Winehouse recorded her later songs. “Pink Floyd recorded Dark Side of the Moon here. More recently, Dua Lipa would have recorded here, as did the likes of Liam Gallagher and Florence and The Machine.

ABOVE: Studio Three at Abbey Road LEFT: Nile Rogers in the Gatehoause studio

“Giles Martin (son of Beatles producer George, who is Abbey Road’s head of audio and sound) worked on the remixes of The Beatles’ albums here. He also worked on the soundtrack for the Elton John biopic Rocketman here. “US hip-hop outfit Brockhampton recorded here also. They were in here 24 hours a day at times. It was that intense creative process,” Garvey says. Music aficionados with a real ear for the sound can tell if a song was recorded at Abbey Road, she adds. Heading back to Garvey’s office to continue our chat, the walls are adorned with numerous photos of The Beatles and some of the aforementioned bands. There are also posters for numerous Star Wars and James Bond films that were scored here. The Dubliner seems very much at home here. “When a full concert orchestra

is here in Studio One, the sound is just phenomenal. It’s nerve-tingling and gives you goosebumps,” she enthuses. Garvey joined the business in late 2014, having worked her way up through the ranks of record companies EMI and Warner. On leaving UCD, she spent three years as an analyst with investment bank Morgan Stanley, “getting no sleep and working all the hours God gave.” In 2004 that she took up the role of VP of Digital at EMI. The following year the company had the bestselling album with Coldplay’s X&Y, she adds, recalling being in the boardroom with the other executives listening to it for the first time. Fast-forwarding to her work here, she set up Abbey Road Red, described as Europe’s only truly music focused incubator. It’s been running for a little over three years, taking in five or six startups a year, and 14 have come through the doors so far. Collectively, they’ve raised $27m so far, and are valued at over $150m. As is the case with startups, some have made it, some are not, and some are ticking along.

“We build a completely bespoke sixmonth programme around each of them, understanding what they are trying to achieve in the next two years, and then having a comprehensive strategy session with them. Garvey has also grown a digital services division of the business, which offers mastering and mixing online to what is a substantial international market. Musicians can pick the engineer they work with, and it’s a very bespoke service. The final arm of the company whose expansion she has overseen is an educational one, Abbey Road Institute, she explains. “We offer a one-year intense diploma in music production and audio engineering, the curriculum for which has largely been created by our engineers. It’s very hands-on and practical, with the majority of time spent on recording rather than sitting in a classroom. “As the flagship school, the London one sets the standard for other ones, franchised in the Netherlands, France, Germany and Australia. The business is positioned to keep steadily expanding, Garvey revals, with one or two more locations to be announced this year. “We’re having a few conversations about one in Ireland. We’d love to do something there. It’d give me an excuse to get home more often,” she concludes.

John Reynolds

MUSIC

RIGHT: Isobel Garvey Photo credit for all photos: Jill Furmanovsky

AT WHAT COST? Theft cost the UK construction industry over £800 million last year and shows no sign of slowing down. The culprits creating this statistic range from petty criminals, cutting open containers to steal a few thousands of pounds worth of items, all the way up to highly organised criminal gangs. In a recent case, a £150K piece of plant was stolen overnight from a construction site in England; three weeks later, it turned up on a site in Ireland!

The loss of just one piece of equipment can eat into profits of jobs with increasingly small margins. So, what should contractors do? How can people discourage theft? What are the trends to be aware of? And how could you best spend your security budget? Developers should use all the information available when deciding how to protect their construction sites. In summer months the evenings are light, the ground is hard and the weather is generally good; perfect conditions for criminals to access sites and wreak havoc. It’s therefore no wonder why the warmer months spell a significant spike in site trespasses and thefts. November and December will also see increased theft, as darkness provides the conditions to go seemingly undetected. Whilst there is never a good time to leave your site unprotected, contractors might want to invest a bit of extra in security over these periods, to discourage any criminal activity. Security has a reputation as being expensive, but developers perhaps need to weigh the cost of security precautions against the potential expense of replacing stolen items and vandalism on site. In fact, security doesn’t have to cost fortunes! Neil Sweeney, founder of Sicuro, says; “People are often amazed when I tell them that we have security options from as little as £139 a week. Plus, with no minimum time limit on how long we are contracted for, we really can protect your site for as little as £560 a month. We have three methods of security: wireless lithium powered video verification alarms, which are great if you aren’t on the grid, or are worried about variable power, hardwired ultra-high definition CCTV, and a new system we have just launched – RapidEyez. This is a wireless mobile tower that we can bring to your site, set up and leave for as long as needed. With military grade cameras, motion detection and 24/7 monitoring and support, this is a great option for those with a lot of valuable equipment and vulnerable sites.” It goes without saying that long-term projects using expensive equipment equate to larger security costs. Therefore, contractors should look to work with a firm like Sicuro to assess costs going into tender and to allocate funds for those during the tendering process. When asked the most common item stolen, Neil doesn’t hesitate: “Water pressure bowsers- no question! People cut the locks, reverse

onto a site, hook it up to a truck and drive off with it. They are very mobile and new ones cost between £5-7K; their theft can be a big inconvenience for larger sites, but utterly crippling for smaller ones.” Therefore, it’s crucial that contractors consider items like this when planning storage and anti-theft devices. To date, the largest site that Sicuro have covered was the Olympic Park Stadium. In addition, they are currently protecting a development of 2000 homes in a purpose built village, which presents its own unique challenges. As contractors are aware, a large, sprawling site will always offer more points of entry and opportunities for theft. “That’s why we work with our clients so closely” says Neil. “After setting up their security, we have dedicated staff who make return visits to the site throughout the length of the project. Perhaps the camera we set up on day 1 needs to be moved on day 248, or perhaps now the developer needs guards? We pride ourselves on providing a true end-to-end service which is fully supported throughout the length of the contract.” When asked the best place for contractors to put their money, Neil suggests electronic surveillance backed up by humans. “Guards get tired, they sit in their booths, they might watch a film and with the best will in the world, they are human, and humans make mistakes. But electronics don’t get tired. Our electronic virtual guards are motion sensors that will trigger when someone comes near 100% of the time. A 10 second video is automatically recorded and our monitoring station is alerted to immediately review the film and decide on the best course of action. We can contact the site manager to see if there is a reason for that person to be on site, or we can send a responder to the site and interact with the perpetrators if deemed necessary. Subsequently, for me it really is a combination of electronic surveillance with human support to maximise security and safety.” So, what does the future hold for security, and Sicuro? “Well, Sicuro is getting ready for facial recognition which will be the next big system we roll out”.

Neil Sweeney founded Sicuro with Mitchell Nunn in 2012 and they are today the MD and FD of the company. Their backgrounds as a Commercial Property Agent and a member of the Master Locksmith Association, allowed them to identify a gap in the market for site security. The company has since grown considerably and now provides security to construction sites and vacant properties across the UK, trading on a reputation for effective technology and techniques, as well as a high-quality after care package.

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NetWorks Issue 5

Articles inside

Nerve Tingling Orchestral Sounds

Investing in Green

Making Passion work for You

21st Century Opportunity

An Untypical Workforce

Planning For Success

Pole Position

Fill the Skills Gap with Diversity

Rewilding the Landscape

The Procurement Hub

The London Irish Centre

A Wealth of Wellness

How Change Provides Opportunity

Fall of a Giant

Tendering

The Power of Film