41 minute read
Big Interview 20
cutting capacity because they can’t meet demand. Hoteliers are having to limit the number of bookable rooms because they don’t have enough housekeeping staff and can’t get linen laundered, while some restaurant owners have had to choose between lunchtime and evening services when trying to make the most of summer.
It’s also visible – and potentially off-putting – to consumers when lead-in times for purchases like kitchens or furniture double. A lack of HGV drivers and resulting disruption to supply chains has dominated the headlines but the challenge extends well beyond to include a wide range of skilled professions.
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If we do not act to tackle this problem, we risk stalling a recovery which has defied all early predictions thus far. Although the CBI and other economists still expect growth to return to pre-pandemic levels later this year, there is no doubt that labour shortages are emerging as a growing constraint on business’ plans to invest in the year ahead. Kick-starting business investment is essential for a sustainable economic recovery.
That is why action is so important. Simply standing firm and waiting for shortages to solve themselves is not the way to run an economy.
The end of the Job Retention Scheme will not be the panacea some people seem to think. Labour shortages will not magically end simply because more people rejoin the jobs market. It takes time – in many cases months, or even years – for workers to pick up the skills and knowhow they need in a role. Business operations will not return to full speed overnight. That is why we need plans for right now as well as ambitions for the long term.
Businesses have a part to play in that. East Anglian firms are actively supporting government schemes to get people back into work, while also spending significant amounts on reforming their own operations. Investment in training, automation and digital transformation are widespread, but they too will take time to yield results.
Government must help. Which means making immediate changes which can have a positive effect right now. Marrying skills policies to roles with the highest unfilled vacancies, adding greater flexibility to the Apprenticeship Levy and using the Government’s own skill-focused immigration levers to alleviate short-term pressures are three things which fall into this category.
The Government promised an immigration system that would focus on the skills we need rather than unrestrained access to overseas labour. Yet here we have obvious and short-term skilled need but a system that can’t seem to respond. Placing drivers, welders, butchers and bricklayers on the shortage occupation list could make a real difference.
It is a shared ambition of business and Government to make the UK economy more high-skilled and productive. That means giving businesses the tools – and the skills – they need. Today, and for the long-term. Our recovery depends on it.
BY RICHARD TUNNICLIFFE
CBI, East of England Director
cbi.org.uk
BUSINESS SALE READINESS FACTOR: AVAILABILITY OF FINANCIAL INFORMATION
When it comes to selling your business, knowledge is not only power, at some point it will need to be shared. One way or another, whether it be early in the marketing phase of the sale process, or towards the latter stages during due diligence, the chances are you’re going to need to disclose your knowledge to the buyer, whether it be good or bad.
LARKING GOWEN
larking-gowen.co.uk The following are areas in which businesses tend to differentiate themselves from being “sale ready”:
1. Knowing your profit margin by product/service
A buyer of your business will need to know your profit margins by products/services so they can devise a strategy to maximise the return on their investment. In turn, it also gives them the ammunition they may need to justify paying you a higher price for your business.
2. Preparing annual accounts promptly after year end It’s often worth aligning the launch of a business sale with the release of up-to-date annual accounts. Basic stuff, but it’s surprising how the impatience of some business owners will force their advisors to go ahead with a sale process without up-to-date accounts. Baffled buyers will tend to question the seriousness of the sellers and walk away pretty quickly.
3. Preparing management accounts regularly and accurately
Another basic but crucial point. Turning around reliable management information quickly after each month end or quarter end demonstrates good working practices, and reassures the buyer that you’re on top of the numbers.
4. Having financial forecasts prepared for at least the next 12 months with supporting assumptions
If you’re confident your profitability is going to grow in the next few years, don’t leave it to chance that a buyer will pick up on this, quantify it and then factor it into the sale price. Document it with financial forecasts broken down on a monthly basis and by using an integrated Profit & Loss, Cash Flow and Balance Sheet. Then back this up with robust written assumptions.
In a business sale last year, we added more than a million pounds to the sale price by doing just this. It’s hard work, but the investment is well worth it.
If you’re interested in selling your business, you can get in touch or read further blogs in our Business Sale Readiness Factors series on our website. You can also complete our free online ‘Sale Readiness’ diagnostic tool (www.larking-gowen. co.uk/sales-diagnostic). It takes five minutes to complete and your results will highlight the top three factors which are working well and the top three factors which require the most attention before you consider a business sale process.
James Lay - James.Lay@larking-gowen.co.uk
This article is designed for the information of readers. Whilst every effort is made to ensure accuracy, information contained in this article may not be comprehensive and recipients should not act upon it without seeking professional advice.
Beers from Ampersand Brew Company.
RURAL BUSINESSES INVITED TO BID FOR CASH
Businesses in Norfolk and Suffolk can now take advantage of a capital grant opportunity of up to £30,000.
Machined Precision Components.
DRIVE
Delivering Rural Investment for Vital Employment Programme driveforbusiness.co.uk DRIVE, the Delivering Rural Investment for Vital Employment Programme, wants to hear from small and medium-sized enterprises (SMEs) seeking to invest in growth and jobs.
Launched earlier this year, the £3m scheme is funded by The European Regional Development Fund, and will run until August 2022.
Applications can be made for up to 40 per cent of total project costs, with a minimum grant of £5,000 and a maximum of £30,000.
Before an application is made, a business will benefit from up to 12 hours of mentoring from a DRIVE Business Mentor, who will provide support to create a project plan and a full business plan. Hence, the business will have the best chance of preparing a successful grant application. Graham Plant, deputy leader of Norfolk County Council, said: “I’m delighted that the first projects to be awarded funding are already seeing improvements to their businesses. Norfolk and Suffolk are perfect locations for these projects to thrive and we wish them every success using their new funding.
“We hope to see many more small and mediumsized businesses come forward to talk to Norfolk County Council’s DRIVE team about mentoring and support.”
of Machined Precision Components (MPC) Ltd, in Watton
Lee applied to DRIVE to receive funding towards a new computer numerical control (CNC) turning machine, which means he can employ an additional part-time machinist at MPC Ltd.
Lee said: “The Mentor interaction was very useful because it allowed us to think about the details needed for the application beforehand, so the application process was straightforward.
“We have already noticed the benefits of DRIVE with extra production capabilities, a reduction in lead times and the elimination of bottlenecks.
“I would definitely recommend DRIVE to anyone else for several reasons: the application is pretty straightforward, the mentoring shined a light on our strengths and weaknesses as a business, and the funding available is hugely attractive.”
Hannah Springham, Managing Director of Farmyard Frozen Ltd, in Easton (Norfolk Showground)
Hannah and her husband and business partner, Andrew, submitted a DRIVE application to support their new start-up, which meant adapting their businesses to current circumstances.
They were awarded funding towards a frozen food truck and kitchen equipment, and intend to add two new full-time and one part-time employees to their team.
Hannah said: “We’re so proud of the business plan we’ve achieved with DRIVE. Our Mentor was extremely helpful. DRIVE has allowed us to fast track through our first year, enabling us to provide frozen deliveries nationally within our first three months of starting up. We’d hugely recommend working with DRIVE; it’s been a game changer for our new start up in its infancy and we’re enormously grateful for the experienced support we received throughout the process too.”
Andy Hipwell, Director of Ampersand Brew Co. Ltd, Diss
Andy applied to DRIVE to receive assistance with purchasing new brewery equipment, so he could expand Ampersand’s production levels and outputs. As a result of their DRIVE project they plan to hire two new employees.
“DRIVE made us look further into the future and plan how the DRIVE grant could not only help us this year but provide foundations for growth in future years. Having an experienced Mentor to bounce ideas off really helped us to develop a sustainable and achievable business plan and pushed us to look harder at the opportunities available to us as a small but fast-growing business.
“The grant will also indirectly provide employment further down the line as we continue to grow post DRIVE. We would definitely recommend DRIVE, the process of going through the mentoring sessions and producing a business plan is a great tool for any business.”
Find out more online at driveforbusiness.co.uk; email driveteam@norfolk.gov.uk; or call 01603
222643.
Managing Director of Farmyard Frozen, Hannah Springham and husband and business partner, Andrew.
How mentoring works
Your 12 hours of business mentoring typically is broken into:
3 hours of initial conversation
3 hours project planning
6 hours business plan writing
Your discussions with a Business Mentor will prepare you to write a funding application. The Mentor will then invite a Local Investment Board to provide feedback about your project.
THE COMPANIES EMBRACING CHANGE TO COMBAT COVID
It’s stating the obvious to say that the last 18 months have been sink or swim for industry. The pandemic, Brexit, supply chains, skills and labour shortages have combined to create a tsunami of challenges, particularly for SMEs. But while rumblings continue about a long hard winter ahead, there is still much to celebrate about our region's resilience.
Many companies have taken the bull by the horns and literally reinvented themselves overnight. This drive and resilience has helped them ride out the wave, and made them more confident about surviving future economic aftershocks.
Cashless spending for instance is now mainstream, with Norwich company Thyngs one of its technology pioneers. Founder Neil Garner had already developed a digital platform for payments and charity donations without using an app or cash, but Covid stalled its plans. However, funding has supported upgrades and R&D to help it capitalise on ever-evolving payment trends.
The £25,000 Growth Through Innovation Fund grant came from New Anglia Local Enterprise Partnership and proved invaluable in ensuring infrastructure was fit for purpose.
“We are running thousands of charities off the back of it and we need to make it more scalable,” Neil explained. “We have also been working on an option to pay by existing bank apps, which allows you to pay quickly, securely and cost effectively. It didn’t go live because Covid meant there was no good time to launch it, but now it’s gone bigger because we’re partnered up with a large global financial player to launch it at scale.”
In 2010, Neil was responsible for the first reloadable contactless payment phone used in a Norwich branch of Subway. Ten years later, he’s working with hospitality clients adapting to Covid rules, and charities like Macmillan Cancer Support,
seeking an easy alternative to cash donations. NFC (Near Field Communication) tags and QR codes were added to Macmillan’s card collection boxes, converting them into a cashless donation point at its coffee mornings.
“We now have a global deal with a large international faith group to introduce this technology in all its places of worship,” says Neil. “Instead of a collection plate, you have stickers and signs that you can tap with your smartphone and make a payment. This has potential to rollout from the first three to 160 countries around the world, and we are already working with the Church of England in the UK.”
Then there’s Fat Teds ‘street’ food take-away in Sheringham, also supported by a Growth Through Innovation grant. Its calendar was wiped clean by lockdown, but once restrictions relaxed, its focus shifted ‘alfresco’ …and a whole new set of challenges. Firstly, there’s no guarantee how much food will sell at outdoor events. Then there are the issues of queues and social distancing.
Fat Teds team decided on a Click & Collect service, which meant recalibrating their menu and website, and upgrading their two mobile units They secured a £3,000 grant, and now successfully trade via Click & Collect and at pop-up venues. As owner Sarah Oruc explains: “There has been a definite change in customers’ attitudes and preferences for more independent caterers and street food markets, so we are really looking forward to being part of this movement.”
Meanwhile music production company, Just Another Label, is establishing a library music business for worldwide audio visual products and services. The Diss-based company won a grant to develop a unique search engine and database of music for media, audio mastering, promotional and music videos.
Owner Femi Olasehinde said: “Developing this new system will improve our efficiency and make it much easier for our clients. They can see their account details, catalogues and statements in realtime – that wasn’t previously available to them at all.
“It gives us access to a huge amount of data which is really valuable to us as a business and it gives us power over our competitors. Automating those processes has also free time for us to focus on other parts of the business.”
Chris Starkie, of New Anglia LEP, said: “This has been an incredibly challenging 18 months for businesses, but we’ve been really excited to also see lots of innovation, great ideas and companies embracing new opportunities.
“We launched our Business Resilience and Recovery Scheme grants (now closed) in early summer 2020 in response to the pandemic, offering grants to support diversifications to help firms ride out the impact of the pandemic. We’ve seen some fantastic projects come forward through that, from restaurants investing in outdoor dining spaces and mobile catering units to manufacturing businesses investing in new equipment to allow them to bring parts of their supply chain in house and offer new products to their clients.
“The coming months will undoubtedly be very difficult for many and we will continue to work with partners to ensure that businesses have access to the support they need.”
The Growth Through Innovation Fund offered by New Anglia LEP is still open. Contact the New Anglia Growth Hub for advice on support and funding, and signposting to other available resources at 0300 333 653.
The Fat Teds team has adapted swiftly to changing customer tastes.
GROWTH THROUGH INNOVATION FUND
www.newangliagrowthhub.co.uk
START-UPS GET HELP TO BUILD BACK BETTER
New businesses finding it difficult to get traditional funding can Build Back Better with The Start Up Loans Company.
The Government-backed programme is run by The British Business Bank, and has just passed a major milestone with £600 million worth of loans granted outside London since 2012. The East of England received a total 6,106 of these loans valued at over £55m.
Start Up Loans provides mentoring, support and funding to aspiring business owners, and have been very useful for individuals who might find it difficult to secure loans from traditional lenders. One such company is record label Trapped Animal Records, from Cambridge, founded by musician Joel Clayton and two colleagues. They received a loan through delivery partner Transmit Start-Ups.
Joel said: “We called it Trapped Animal as a nod to how it we had all felt as touring musicians who find themselves working a job, following weeks playing music in places like Germany or at UK festivals, drinking fine beer and meeting lovely people, only to be sat in the grey towers of Central London's
financial district, 24 hours after feeling like a rock star for a week!
“The ethos of the label is to emancipate musicians from all backgrounds and socio-economic groups and help them reach ears they would not reach without us, and to experience things that would be withheld by less courageous minds in the industry.”
Small Business Minister Paul Scully added: “There is so much creativity and dynamism in East Anglia and across the UK, but without access to funding and support it’s difficult to fully unlock the entrepreneurial spirit that makes this country great.
“Cambridge is a global byword for innovation and excellence having given the world the telescope, the webcam and the Thermos flask, a legacy which dynamic new businesses like Trapped Animal Records are taking forward. “The Start Up Loans programme has helped a diverse range of entrepreneurs across the UK to get their business ideas off the ground, levelling up the entire country and enabling talented business leaders from all backgrounds to flourish.”
Richard Bearman, managing director of Start Up Loans, said: “We have always been committed to providing support and funding to smaller businesses that hail from each corner of the country, particularly in areas of deprivation where people may struggle to access funding, and this milestone is tribute to that.
“We are proud that our loans, mentoring and support for aspiring and existing entrepreneurs are helping to support the Build Back Better agenda and we’re delighted to have been able to help Joel make his dream into a reality”.
More details at startuploans.co.uk/free-start-up-
guides.
Breakdown of loans by region excluding London
UK Region Loans Made Amount Lent (£) Average Loan Amount (£) East Midlands 4,883 41,863,670 8,573
East of England 6,106
North East 4,875 55,471,473
42,506,048 9,085
8,719
*Start Up Loans figures up to 31 August 2021.
About The British Business Bank
The Start-Up Loans Company, part of the British Business Bank, was formed in June 2012. Its primary aim is to offer viable start-ups and earlystage businesses access to finance and support, and is not designed for commercial profit. Capital payments together with the interest are recycled to help meet the demand for finance. Funding is provided by the Department for Business, Energy and Industrial Strategy (BEIS).
THE START-UP LOANS COMPANY
startuploans.co.uk
Joel Clayton, co-founder of Trapped Animal Records, with Kerry Devine, folk singer and front person of Fem Punk band The Baby Seals, and Jasmine Robinson - the band's bass player.
NEW UNIVERSITY AIMS TO BE A SKILLS GAME-CHANGER
Peterborough, like many cities in the UK, faces a perfect storm of skills and labour shortages. A new university is working with a host of partners to bridge these gaps and improve high-value job prospects for local people.
The launch of ARU Peterborough – part of Anglia Ruskin University (ARU) – couldn’t be better timed. The city is enjoying a boom in population and jobs, but also languishes in the bottom 10 per cent for skill levels in the country. Local businesses struggle to recruit and companies offering high-value jobs have been discouraged from investing in the area.
In a bid to tackle this skills ‘cold spot’, a number of partners started planning the new University three years ago. They include local employers, the city council, Cambridgeshire and Peterborough Combined Authority, and ARU.
The partnership's primary aim is to give local people a ‘step up’ in education and training, and bring wider opportunity and prosperity to the area. The result is a £30 million investment in the new University, currently being built on the site of an old car park at Peterborough Embankment. Known as ARU Peterborough until it gains full independence
in 2030, it will act as a pipeline for the region’s future workforce and be led by employer and student demand.
While the University’s doors don’t physically open to its first 2000 students until September 2022, courses are already open for enrolment. And, as already mentioned, there’s a particularly strong emphasis on attracting promising local students who may previously have thought university was out of their reach.
Thus, ARU Peterborough is working closely with its partners and employers to secure placements and ensure graduates have the chance to stay in the region by linking qualifications to jobs.
The University is also teaming up with local companies to develop and deliver a curriculum based on a mix of face-to-face tuition, off-campus degree apprenticeships and work-based learning. Degree apprenticeships are a prominent feature, in direct response to business needs.
Professor Ross Renton, principal of ARU Peterborough, explains: “Part of our key mission is to work with businesses and employers in the city and the region to ensure we support high quality economic growth and maximise opportunities for our students – whether that is through work placements, research projects, providing talks from industry leaders, or future job opportunities.
“It is also vital that we talk to industry to find out what they need from graduates coming out of higher education, so we can ensure these relevant skills are embedded in our teaching.”
The project’s success is all the more remarkable given that most of the groundwork was done during the pandemic. Other than an occasional visit to the site, much has happened virtually – from procurement to business modelling, course development, recruitment and building design. There can’t be any better testament to the drive and determination of all the stakeholders involved to make their collective vision a reality, and improve the long-term prospects for the people and city of Peterborough.
The first four main areas of study will be:
Business, Innovation and Entrepreneurship
Creative and Digital Arts and Sciences
Agriculture, Environment and Sustainability
Health and Education
More details available at aru.ac.uk/peterborough
ARU PETERBOROUGH
aru.ac.uk/peterborough
ARU is ranked in the UK’s top 10 mainstream universities for graduate employment, and fifth in the country for employment and further study, according to a Graduate Outcomes 2020 survey. It is second out of the country’s mainstream universities for the number of part-time UK undergraduate students in full-time employment 15 months after graduating, with 97% in employment or further study. It is also one of the largest providers of Degree Apprenticeships in the country.
JOIN THE HAPPY BOOT CAMPERS!
Fancy joining a boot camp? No, it’s not 12 weeks of mud, sweat and tears, but a free course in business essentials for start-ups in the region.
Dozens of new entrepreneurs have already taken part in Startup Peterborough, covering everything from business planning, cashflow, market intelligence, intellectual property, import and export, sustainability and circular economy, as well as legal compliance, business structure, and marketing, PR, and social media.
Some start-ups have even gone on to apply for investment from Anglia Capital Group. Tom Hennessy, chief executive of organiser Opportunity Peterborough, said: “Startup Peterborough aims to equip entrepreneurs with the tools, guidance and advice they need to successfully establish and grow their business. To see some of our cohort putting their businesses forward for angel investment is extremely rewarding and a promising sign of potential. “Starting a business is extremely tough but through the boot camp programme, we’ve created another support network for our entrepreneurs. As the city’s economic development company, Opportunity Peterborough will also provide ongoing support to help them grow.”
Among the first businesses to sign up was Eventifyit, an events app set up by Tim Cross. He explained that his new venture came into being because he was constantly missing local events through lack of information.
Tim added: “We were spending so much time looking on social media and other sites, trying to find local events which are not miles away. I want the app to help people find all types of events happening in their local communities they didn’t
know about before, even though they are right on their doorstep.
“The information that Startup Peterborough has given me to create my business plan has been invaluable. I am now aware of more potential pitfalls, and have had lots of advice and tips to develop my idea and plans. I've also picked up great advice to promote my business which is one of the biggest hurdles.”
Another participant, Anglian Lifts, is a new venture by Oliver Mellor and Phil Rice. Oliver said: “The Peterborough start-up eco-system has been very welcoming and extremely helpful. Anglian Lifts were able to get up and running quickly thanks to the quick response and thoughtfulness of the Peterborough team. “Establishing ourselves quickly and finding customers has been the biggest challenge but we’ve bootstrapped our digital and physical marketing to get our name out there and win our first few customers. We’re confident that now we have a few happy customers our reputation will spread via word of mouth and our website will start to rank higher as more content gets added.”
Lead partners in Startup Peterborough include Peterborough Workspace, The Business & IP Centre, Flexspace, CityFibre, XL Displays, and Anglia Capital Group.
Find out about joining the next Startup Peterborough boot camp at: startuppeterborough.org, email info@ opportunitypeterborough.co.uk or call 01733 317417.
The team at Anglian Lifts are some of the happy bootcampers.
BUSINESS BOOT CAMP
startuppeterborough.org
Lesley Birch Lynne Birch
NEW HUB WILL SUPPORT TEACHERS
Training, development and leadership are the core priorities.
TEACHING SCHOOL HUBS COUNCIL
hcpetrust.co.uk Cambridgeshire and Peterborough Teaching School Hub aims to provide high-quality professional development for teachers and academic leaders.
The designated Hub, at Histon and Impington Junior School, will support 336 schools, making it the third largest in the UK. The school is part of Cambridge Primary Education Trust (CPET).
The Hub’s first priorities are to help implement the Early Career Framework for all new teachers; deliver National Professional Qualifications for school leadership; and provide initial local teacher training with partners. “We want every teacher, school leader and wider school staff to have the best professional development they can,” said spokesperson Lynne Birch.
The Hub will work with early years’ providers, primary, secondary, alternative provision, special schools, further and higher education providers and other regional stakeholders. These include Suffolk, Norfolk and Essex Teaching School Hubs, local authorities, Ely and Peterborough Dioceses, Anglia Ruskin University, the University of Cambridge, curriculum hubs and research schools.
CPET Executive Principal/CEO Lesley Birch, is one of just 12 school leaders to have been appointed to the new national Teaching School Hubs Council. She said: “We exist ultimately to support Cambridgeshire and Peterborough schools and Trusts in having the best professional development offer, from the moment someone decides they want to train as a teacher and throughout their career.”
We want every teacher, school leader and wider school staff to have the best professional development they can. More information is available at the interim website: hcpetrust.co.uk/topic/teaching-
school-hub.
SMES CAN TAKE THE LEAD WITH NEW COURSES
Businesses in Norfolk and Suffolk have access to new high-quality leadership and digital innovation courses.
The University of Suffolk has partnered with the Institute of Directors (IoD) and partner TrueCue Three to offer programmes in:
Leadership for Directors Progressive Leadership for Women Data Analytics
The courses are part of the In-Career Education and Training (ICET) project, financed by the European Social Fund and the University of Suffolk.
A key element of the project is to promote the progression of women in business and digital. Women in business will be able to apply for 50% funding towards a leadership course specifically designed for emerging women leaders.
SMEs can access a wealth of other support, including IoD membership, accredited qualifications, mentoring and more, to develop the skills to recover from the impact of the pandemic.
The ICET project has also sponsored a free mini webinar series for SMEs in Suffolk and Norfolk, enabling them to tap into five key projects where they can access funding, technology, expertise and talent. These include:
50% funding towards leadership and digital training courses (ICET, In-Career Education and Training Project, University of Suffolk)
Funding for new apprentices from the Apprenticeship Levy Fund (New Anglia LEP)
Funding towards training for emerging women leaders (ICET, University of Suffolk)
Funding to up-skill and train your workforce (The Supply Chain Skills Development Project - Suffolk County Council)
Access to a funded mini-MBA programme and/ or research expertise and entrepreneurial talent (The Entrepreneur Forge Project (University of Suffolk) Access to state-of-the-art 3D printers (University of Suffolk)
Debra Gingell, ICET project manager, said: “This is a great outcome for the University and local SMEs. The University’s ambition is to support SMEs to overcome challenges, recover from COVID-19, to be sustainable and grow! I’m particularly looking forward to supporting emerging women leaders to move on in their careers.”
Jonathan Geldart, Director General of the Institute of Directors, added: “We are excited to be working in partnership with the University of Suffolk to support SMEs by providing access to our world class professional development programmes and welcoming them as members of the IoD. Our East of England region has branches across the region, including in Suffolk, providing a local focus for directors and senior leaders.”
More details about the webinars are available at
uos.ac.uk/icet-event. Email icet@uos.ac.uk for information about ICET and training. UNIVERSITY OF SUFFOLK
uos.ac.uk
WORLD-CLASS MANUFACTURERS UNITE IN ALLIANCE
Manufacturing across Cambridgeshire and Peterborough is about to become more globally competitive with the launch of a new sector network, The Smart Manufacturing Alliance.
The Alliance, launched in October 2021, is a joint venture between economic development company, Opportunity Peterborough, and the Cambridgeshire & Peterborough Combined Authority.
Its work will be overseen by a steering group of local industry leaders, and recruitment is underway for a range of expert roles within the Alliance to help manufacturers improve productivity and performance.
Plans for the Alliance have received an additional boost with Opportunity Peterborough’s successful bid for a £1.2 million ERDF (European Regional Development Fund) business support programme. This will fund an innovation programme of direct business support and a grant scheme to encourage investment in new technologies and research and development.
Over its first 10 years, the Smart Manufacturing Alliance is expected to help manufacturers generate an additional £50 million in Gross Added Value (GVA) through job creation, improved productivity and competitiveness, and helping manufacturers to make early gains in new and emerging markets.
Regional importance
Manufacturing is one of the area’s most important sectors - it makes up 13% of Cambridgeshire and Peterborough economic output and provides employment for 40,500 people, or 9% of the area’s workforce – making it one of the biggest employment sectors.
The region is home to major manufacturers like Caterpillar Perkins, ALS Pharmaceuticals, Marshalls Aerospace and Engineering, and disruptors like 3D printers Photocentric, and Metalcraft.
Although the sector has a big presence in the area, consultations have shown that a formal sector network would significantly improve performance and help manufacturers stay competitive at a global level.
A steering group of local industry leaders will ensure the team meets its targets and tackles the most pressing sector challenges. All steering group members are expected to be in post by the beginning of August.
What help is available?
The Smart Manufacturing Alliance will provide members with:
A diagnostic and brokerage service to help track and improve performance
Grant funding advice and guidance
Direct delivery, and brokerage of, training services so the workforce has the technical and leadership skills which industry needs. This will include supporting STEM education in schools and colleges through apprenticeships up to a degree level.
Sector and market analysis to help members stay ahead of the competition
Networking opportunities, events, and workshops to strengthen connections between local manufacturers, academics, researchers, educators, and innovation programmes.
Pilots and challenge-led innovation platforms to improve organisations’ performance and support new product development
5-year targets
Targets for the first five years of the Smart Manufacturing Alliance include:
Ongoing support to the 190 members of the Smart Manufacturing Alliance
Creation of over 380 jobs in manufacturing, related fields and supply chains.
Successfully nurturing the growth and development of at least 20 manufacturing startup businesses
Taking part in 24 collaborations which share resources, knowledge, and drive innovation within the sector. These projects could create knowledge exchanges with research institutions and universities right through to manufacturers creating greater efficiencies by sharing resources, spaces, tools, and equipment.
Support the creation of 96 new products, processes or services among its members
Self-finance plan
The Smart Manufacturing Alliance has initially been funded through an equity investment provided by the Cambridgeshire & Peterborough Combined Authority Business Board via the Local Growth Fund.
However, it will eventually self-finance through a fee paying membership scheme, corporate sponsorship, and high value services like training brokerages, and innovation pilots.
Tom Hennessy, chief executive of Opportunity Peterborough, said: “Manufacturing across Cambridgeshire and Peterborough is extremely diverse. The mature supply chains and skilled workforce are a huge part of what makes it such an attractive investment location, but there’s still plenty of untapped potential.
“Through the Smart Manufacturing Alliance, we can address productivity gaps which are a national challenge, and embed innovation at every level so our manufacturers continue to pioneer new technologies, products, and services.
“Ultimately we also want to see high quality career opportunities for residents with continuous learning and development, and collaborative approaches that drive innovation and enhance the reputation of the sector in our region.”
Austen Adams, chair of the Cambridgeshire & Peterborough Combined Authority Business Board, said: “So much of what makes this region an economic powerhouse comes from clustering where businesses operating in similar sectors are drawn together to create a virtuous cycle of attracting talent, investment and promoting excellence and innovation.
“Fostering these vital ingredients for success in our manufacturing and engineering sector, while addressing the challenges we have around productivity and skills will strengthen and grow this important part of our regional economy.”
Tom Hennessy, chief executive of Opportunity Peterborough. Austen Adams, chair of the Cambridgeshire & Peterborough Combined Authority Business Board.
SMART MANUFACTURING ALLIANCE
sma-uk.co.uk tel: 01733 317417
Launch event is 13 October at Bar Hill Hotel 8.30am-12.30pm. Eventbrite registration link is: eventbrite.co.uk/e/smartmanufacturing-alliance-launchtickets-170421996780
PORT OF IPSWICH JUST GOT SMARTER
Smart port status is on the horizon, with the introduction of IoT.
SMART PORT
abports.co.uk/locations/ipswich/ The Port is currently installing nextgeneration smart technology to speed up the movement and processing of cargo.
Internet of Things (IoT) devices have been put on cranes and transport equipment, in a partnership between BT and Associated British Ports (ABP). The insights provided will help speed up operations, cut costs and ensure machines are used efficiently.
Smart IoT sensors collect data and feed it into a BT digital platform that helps track the unloading and travel of cargoes in near real time.
The solution interprets the data from a wide range of port equipment, producing a record of time, travel distance, routes taken, and weight unloaded. The information is then automatically delivered clearly and quickly to port management, allowing them to track the progress of the shipto-shore operations.
This enables the Port of Ipswich team to make decisions based on the data they are seeing, as well as collaborating with customers more and making the best use of resources and assets.
In addition to tracking the movement of assets, the data collected from the solution also tracks periods of inactivity, underutilisation, and maintenance needs. For instance, the data provides better understanding of how cranes are used to reduce costs as well as greenhouse gasses.
Cranes are used more when downtime is assessed accurately, and resources can be flexibly deployed to reduce periods of inactivity. The solution also gathers insights such as how often the equipment is being used, and how much distance they have covered. This provides an accurate view of maintenance requirements for plant equipment and machinery.
BT spokesman Dean Terry said: “In deploying our IoT solution, we’re able to help produce intelligent, actionable insights to support the teams on the ground to monitor equipment in real-time, and make instant, autonomous decisions to speed up the supply chain.
“This is made possible by combining our awardwinning 4G EE network with our deep expertise in sensor technology, network infrastructure and supply chains.
Andrew Harston, from Associated British Ports, said: “The trial with BT is an exciting step in the Port of Ipswich’s journey to becoming a smart port. The data generated by the Internet of Things solution gives the team in Ipswich the power to manage our resources and assets more effectively, improving our productivity and reducing our costs. Ultimately, this trial will help us to provide even better customer service.”
The trial with BT is an exciting step in the Port of Ipswich’s journey to becoming a smart port. The data generated by the Internet of Things solution gives the team in Ipswich the power to manage our resources and assets more effectively, improving our productivity and reducing our costs. Ultimately, this trial will help us to provide even better customer service.
IoT sensors are being installed on the Port’s cranes and transport.
COVID-19 AND FUTURE PLANNING: FIVE TIPS ON MAKING YOUR TEAM AND YOUR BUSINESS MORE AGILE
The business world has changed and lots of people like myself, who enjoy working in an office, will need to work remotely from time to time.
Over the last 18 months, I have been so proud of how our team at OpenCRM adapted to everything that has been thrown at them. On virtually no notice, the entire team transitioned to working remotely. It was practically seamless.
I say practically because in those first few days and weeks we found a few areas where we needed to make some changes. Mainly implementing new processes or relying more heavily on software to keep things running smoothly. But I think every business had similar hurdles to overcome.
The whole process highlighted to me the importance of agile business processes. And fostering an equally agile working environment.
I’d like to share my top five tips on doing just that:
Tip #1: Regular, Recurring Team Meetings
Having regular meetings, daily, weekly, or even monthly, allows remote workers to feel more
engaged. But it also helps everyone stay up to date on what their teammates are working on.
These could be informal morning chats, where attendance and participation are optional. Weekly small team meetings to pass on progress and important news. Or even monthly company meetings for more general business updates.
The important thing is that you make a schedule and keep to it.
Tip #2: Autonomy and Responsibility
One of the most common complaints I hear from managers about remote working is that they don’t know if their employees are actually working. But, I always ask, you know if they’re working based on their output, right?
By giving people responsibility and ownership of the jobs they need to get done, you motivate them to achieve their goals. It’s their task—and it will sink or swim based entirely on what they put into it.
I have always found this to be the best way to motivate people and it paid dividends when we moved to remote working.
Tip #5: Have the Right Tools
In order to do their job, remotely or in the office, your team need to have the right tools.
When working remotely, this means they need systems that let them work independently, while also investing in tools that allow them to communicate and collaborate effectively.
When the pandemic hit, we already relied almost entirely on cloud based systems (like our very own CRM system), but did find that some of our other systems just weren’t up to the job. So we found ones that were and got everyone trained up on them.
By not being afraid to change out tools and systems, we were able to find the right ones for what we needed.
We always set out to build an agile team, and have always thought of ourselves as being adaptable. But these past several months have really highlighted to me the importance of this approach and areas where theoretical planning fell down.
I won’t pretend that we never ran into any hurdles, of course we did. But we discussed them as a team and found the best ways to overcome them. These ranged from new processes to new software to some general education for some (or all) of us.
I wanted to write this article, not to crow about how great my team is (although, they do deserve it), but rather to share with you what we learned over the last year.
As I write this, many of us are still happily working from home. Some have returned to the office full time. And we’ve even got a few who split their time between being in the office and working remotely.
We’ve learned to be more flexible in our approach to where people work and it has only made us stronger.
Tip #3: Training and Guidance
Of course, if you want people to achieve targets and goals, they need to know how to complete the various tasks and jobs along the way. And that means investing time, energy, and even your profits into making sure they have the right training and knowledge to do so. This process can feel slow and occasionally even expensive, but once one person has the know-how, they can share that with the rest of the team. Making everyone more effective in their day-to-day job.
Tip #4: Clear, Documented Processes
So they’ve got the knowledge and the motivation, now they just need to know what it is they are supposed to do. And, importantly, how it fits in with the other people on their team and in the wider business.
Having clear, documented processes means that every single person knows what they are doing and why they are doing it. You’ll also need to have somewhere for these various processes to take place…which brings me neatly to my next tip. When the pandemic hit, we already relied almost entirely on cloud based systems (like our very own CRM system), but did find that some of our other systems just weren’t up to the job. So we found ones that were and got everyone trained up on them.
GRAHAM ANDERSON
CEO and founder of OpenCRM, one of the UK’s leading customer relationship management systems.
FREEPORT EAST VISION TAKING SHAPE
Earlier this year, Freeport East was unveiled as one of eight new Freeports in England, with plans to become a hub of global trade and national regeneration and innovation.
FREEPORT EAST
freeporteast.com While talks are still underway on the formal designation process, Freeport East will be one of the UK’s first new freeports for years.
The initiative, which looks set to create 13,500 jobs in the region, focuses on the Port of Felixstowe and Harwich International Port.
Its primary aims are to build a global trade hub in the region, create innovative partnerships with the green energy cluster on its doorstep, and help level up the economy. As the largest route to market for the Midlands and North, it will also have a wider economic impact throughout the UK.
The government wants freeports to play a key part in the UK’s post-Covid economic recovery. They are treated as secure customs zones where business can be done within a country’s land border, but with different tax and customs rules. Benefits include generous tax incentives (such as full business rates relief) and simplified customs procedures.
Freeport East has already made clear that the clean energy sector will be one of the central pillars of its future success, and that it is well positioned to lead on decarbonisation of the country’s energy needs.
Its planned Hydrogen Hub, for instance, aims to be one of the world’s most innovative nuclear, hydrogen, maritime and transport decarbonisation schemes. As a pillar of the Freeport East bid, it could create significant numbers of new jobs within the next 12 months, and act as a showcase for the UK’s Net Zero capabilities in the build-up to COP26.
Clemence Cheng, executive director Hutchinson Ports, which owns the ports of Felixstowe and Harwich, explained: “Freeport East’s position on the main global shipping routes, and with frequent services over to Europe, makes it the ideal place to attract inward investment. It has 50% of the UK’s offshore wind capacity on its doorstep and, working with our partners we will help drive developments in green energy for use in the transport sector as well as across the wider economy.”
Freeport East is already contributing to wider innovation in the technology sector as well. Hutchison Ports is working with Cambridge University and Three UK to develop innovative 5G applications. It is also working with the New Anglia LEP, Tech East and BT’s research centre at Adastral Park on new telecommunications infrastructure.
The Freeport East initiative is a partnership between Hutchison Ports, Harwich Haven Authority, New Anglia LEP, South East LEP, Essex County Council, Suffolk County Council, East Suffolk Council, Tendring District Council, Babergh and Mid Suffolk Councils and the Haven Gateway Partnership.
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