Fisher German Magazine Issue 22 Summer 2019 by fishergermanllp

fisher german Magazine | Summer 2019 | Issue 22

www.fishergerman.co.uk

Lights, camera, action The strong appetite for locations from film and TV companies brings opportunities and challenges for landowners

Keynote interview

Fisher Germanâ&#x20AC;&#x2122;s new managing partner on why people are vital to the business p6

Pure hap-pea-ness

From vine to freezer: all you need to know about one of the UKâ&#x20AC;&#x2122;s favourite vegetables p24

Preserving history The ins and outs of purchasing a listed building p28

Welcome Much has changed at Fisher German over the years, yet our strong people culture has always remained at the heart of the business. And while this may be my first issue of the magazine as managing partner, I’ve been lucky enough to have already spent several years within the company Andrew Bridge, (see interview on page 6), which has given managing partner me very useful, first-hand experience of the hugely diverse disciplines we bring under one roof. I believe that finding the right people will continue to ensure Fisher German’s ability to thrive and grow, which is reflected in the recruitment feature on page 18, where we look at the variety of exciting routes we offer those joining the business. Similarly for Aylsham Growers, the key to its success is down to the team’s dedication and hard work – on page 24, we speak to the company’s commercial director, Russell Corfield, about pea vining and how he manages to get the vegetable from vine to freezer each year. Elsewhere, the growth in popularity of on-demand TV and film services such as Netflix means the appetite for locations for filming is constant. This can bring unique challenges for landowners, as we find out on page 12 how locations are chosen for the big and small screen. Meanwhile, as locations across the UK are being transformed for the latest film or TV show, there are also properties, often traditionally historic, being protected in order to preserve their special character. We showcase some of those properties in our listed buildings feature on page 28. I hope you enjoy the issue.

A renewed focus Further change on the horizon as the UK moves towards a low carbon economy

16 Spreading hap-pea-ness Aylsham Growers reveals why pea vining requires dedication and hard work

24 Partner spotlight George Simpson is regional partner for the Northwest

31 The Fisher German magazine is intended to be an informative guide. It should not be relied on as giving all the advice needed to make decisions. Fisher German LLP has tried to ensure accuracy and cannot accept liability for any errors, fact or opinion. If you no longer wish to receive the Fisher German magazine or any other Fisher German marketing material, please email marketing@fishergerman.co.uk.

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Picking up the baton Managing partner Andrew Bridge on what the future has in store for Fisher German

News & views Capesthorne Hall launches luxury pods; high-end dog hotel opens; and an update on the Telecoms Code

06 Sizing up We take a look at the recent take-up of mid-box warehouses

Setting the scene Locations used for film and TV present opportunities and challenges for landowners

10 The route to success Fisher German provides a variety of exciting routes for entrants joining the firm

Community support How old IT equipment is recycled and put to good use

18 Sector insight What lies ahead for the firm and its clients

32 Publishing services provided by Grist, 36 Great Pulteney Street, Soho, London W1F 9NS, UK

A slice of history The implications of purchasing a listed building

People news A record number of promotions achieved across the Fisher German business

30 Office directory Contact details for Fisher Germanâ&#x20AC;&#x2122;s national offices

34 Publisher Andrew Rogerson Editor Tracey Gardner Art director Jennifer Cibinic Designer Gio Isnenghi Telephone +44 (0)20 7434 1445 Website www.gristonline.com

Please remove cover before recycling this magazine

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news&views

Luxury pods launched at Capesthorne Hall

A stately home in Cheshire has launched its first overnight accommodation as part of ambitious plans to significantly increase the number of weddings held at the 5,000-acre estate, with the hall itself sitting in 100 acres of park and woods. Capesthorne Hall in Macclesfield has constructed six luxury accommodation pods and is renovating a number of cottages at the site to provide overnight stays for weddings and events.

It is the first time that the historic venue, which is owned by the BromleyDavenport family and managed by Fisher German, has had on-site accommodation. The double and family luxury ensuite pods feature stylish furnishings, technology including Bluetooth speakers and surround sound, as well as a small kitchenette. Capesthorne Hall has made a significant investment into the project and has received a LEADER funding

grant, which provides funding for projects that create jobs, help businesses grow and benefit the rural economy. Fisher Germanâ&#x20AC;&#x2122;s Matthew Burton said: â&#x20AC;&#x153;This is a milestone development for Capesthorne Hall. It is an extremely popular wedding venue, which dates back to the early Eighteenth century and is set in 100 acres of stunning Cheshire countryside. It is a perfect place to get married and now even more so with the luxury accommodation on offer.â&#x20AC;?

Matthew Burton 07584 473768 matthew.burton@fishergerman.co.uk

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The Pawfect Retreat A state-of-the-art hotel for dogs has opened in Merseyside. The Pawfect Retreat aims to give owners peace of mind when they leave their pet knowing that it will receive the best possible care. The resort comprises 25 bedrooms and eight day-boarding rooms, and dogs will be monitored 24/7 by CCTV. The land has been levelled, fenced and reseeded to create six paddocks with exercise facilities. There is also an indoor training facility, boasting a ‘Wet Paw’ shockabsorbing surface, a hydrotherapy pool,

plus an ‘Ingenious Air’ vent and filtration system, which pumps fresh air in and out of each room. This means that areas can be isolated and the air is changed ten times a day. When the 13.5-acre Moor Farm, just outside Little Crosby in Merseyside, was first advertised by Fisher German, there was a flood of interest, but the holding required major investment and a tenant with the vision to take it in a new direction. Angela Byrne, the mind behind The Pawfect Retreat, had this

vision and created a high-end dog hotel, which has been a long-held ambition. She explained: “I have three dogs so I know how important the right environment is when I have to leave my pets to be looked after. This is what I wanted to achieve with The Pawfect Retreat.” Richard Baker 07786 336925 richard.baker@fishergerman.co.uk

Telecoms Code update: a turning point? Since the inception of the Electronic Communications Code (ECC), the transactional telecoms infrastructure market has all but stopped due to polarised opinions. One principal area of dispute is how to value sites, given the ‘No-Network’ assumption stipulated in the legislation. This has led to several ‘Code Cases’ being heard in the Lands Tribunal and the wider market relying on their interpretation. The EE & H3G v The London Borough of Islington [2019] UKUT 0053 (LC) case was the first to consider how rent may be assessed under the new code. The Tribunal set out that the No-Network assumption is to be used, as opposed to the ‘No-Scheme’ approach, to disregard any value attached for being telecoms sites. Furthermore, the Tribunal set out that a site provider should not be prejudiced by entering into a code agreement. Having established these principles, they went on to value the site based on

a ‘service charge’ approach in order to value the landowner’s ‘cost-neutral’ position, in the absence of a plausible alternative market. They found the cost-neutral position to be £1,000 per annum but awarded £2,551.77 pa as this is what the claimant had offered to the respondent previously. The Tribunal stated that each site should be considered on its own merits and plausible alternative uses for sites should be considered to ascertain what is higher: the cost-neutral position (in the absence of another market) or the market value of an alternative use. In one of the latest cases, CTIL v Compton Beauchamp Estates Limited, the Tribunal dismissed the reference on grounds of jurisdiction. Notwithstanding this, in recognition that the market has polarised opinions on valuation, the Tribunal also commented on the respective expert valuers’ approaches for valuing the subject rural lattice tower.

The Tribunal commented that CTIL’s valuer had taken an approach which was too simplistic and gave an unrealistically low value. Alternatively, the Tribunal commented that while Compton Beauchamp’s valuer took a logical approach, they thought that the discounting method was too subjective. How has the market developed since 28 December 2017? Our experience is that there are still numerous issues to resolve, not least the valuation of rents. However, we do feel that the next six to twelve months will see a turning point where parties can find common ground, albeit common ground which is a compromise from their preferred positions.

Christopher Hicks 01858 411202 christopher.hicks@fishergerman.co.uk

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Having taken the reins at Fisher German earlier this year, managing partner Andrew Bridge discusses how the business continues to evolve and what the future holds.

You’re fresh into your new role as Fisher German’s managing partner. How are you finding it so far?

You’ve been with the business for more than two decades. What kind of changes have you seen?

If we look at the size and scale of the business, and the services that we’re offering, when I first started, we were predominantly a rural consultancy and a fraction of the size we are now. Back then there were around 20 people in the Ashby office. Now we have in excess of 150 people, with capacity for more in that one location, so that’s a massive change.

It probably sounds very corny, but it’s a When I first started here emails didn’t dream come true. The opportunity to be exist! So a lot of our communications able to lead a business and work with were by post, responses would take the calibre of the teams we have within days and in general everything took this firm is a massive honour – and a time, whereas these days everything is big responsibility. mentioned the It’s also incredibly When I started, there were around 20 people You focus on people. How exciting. I’ve been in the Ashby office. Now we have in excess of has that changed in fortunate enough recent years? to have a good 150 people, with capacity for more in that one When I started at Fisher grounding during location, so that’s a massive change.” German there was, for my time with the example, no HR director or company, which finance director, and partners fulfilled those instantaneous, and communications means that I understand that we are, are superfast. Expectations have altered roles. Now we not only have individuals, but above all else, a people business. That’s specialist teams, who support our fee earners and, as a result, we have to be very almost engrained in me now, which and allow them to devote themselves full mindful of making sure that we can helps massively. time to achieving the best results for clients. manage them.

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Ashby office

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As managing partner you have a key role in determining how the firm moves forward. What has shaped your personal view of the current business landscape?

Some time before I accepted the position as managing partner, I made a conscious decision to experience as much as I possibly could, and so spent a considerable amount of time looking at other businesses, as well as honing some of my key skills in management programmes in France and America. All of that has helped me develop an insight into what a good business looks like. And it’s also reaffirmed some of the views that I already held. I’ve been very fortunate in having had some great teams to manage and I’ve also had some excellent people who have managed me.

The opportunity to be able to lead a business and work with the calibre of the teams we have within this firm is a massive honour – and a big responsibility.” Does that put you in a good position, particularly now that new generations of individuals, perhaps with very different expectations of the workplace, are entering the UK labour market? Yes, I think my past experiences have given me valuable insights going forward. People may be different and

Andrew on… People “I believe that it is important that, as a business, we don’t lose sight of who we are and what’s made us who we are. We’re not a stereotypical corporate organisation. We work hard to retain the look and feel of Fisher German, which means maintaining strong relationships with our clients and continually developing our teams, so we’ll never simply become numbers. “It’s imperative that we’re able to grow with our clients and develop our client base across the UK, while at the same time retaining a sense of belonging within Fisher German. I’m aware that we could go out and be very aggressive within the marketplace, merging with and acquiring other businesses continuously. But we have been very selective over the years about who we partner with, and the fit must be right for our clients and Fisher German. We don’t want to be another corporate consultancy that can’t differentiate itself in any shape or form from other, bigger, firms out there. And then our reason for being would be compromised. Our strength as a partnership is the ability to focus absolutely on making sure that the service we provide to our clients is one we are proud of.”

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Andrew on… Core values “Having a 15-year-old helps me to understand how different the world can appear to other generations. I don’t see it as a matter of being better or worse, I just appreciate that there is a different point of view. From a business perspective, we need to retain and recruit the best people and then allow them to be the best version of themselves. And if that means operating in a slightly different way than I was brought up, then we have to adapt. “In the workplace that may mean giving people greater flexibility to work from home, being responsive to the fact that they have commitments outside of work, and being authentic about work/life balance. We want to ensure that we’re client-centric in a way that allows our people to be able to do what they need to do. We want them to come into work and actually enjoy what they do on a day-to-day basis. Clients, in turn, will sense that and will want to benefit from the buzz – the positive environment that we’ve created – and the culture that underlies our business. Adopting this kind of approach guarantees that we provide our clients with a first-class service and at the same time the individuals coming into our business are Fisher German people, who really want to be part of our team.”

want slightly different things but, as a business, providing we create the right environments and have the right people being proactively managed and offered the best personal development opportunities, we then need to allow them to do their jobs. As long as trust is there, output will follow.

With good personnel in place, how are you looking to develop Fisher German’s customer base?

We already have a broad range of clients, from corporates to private individuals, but their expectations are the same: a value-added service that provides them with the support mechanism they need to be able to adapt to whatever the circumstances are moving forward. One of my aims is to ensure that we deliver what we say we’re going to deliver on time, and within the budget expectations that have been set. Regardless of whether we’re completing a straightforward building surveying job or a complex, multi-team input project on behalf of a major infrastructure client, our output should always be to the high standard that is expected from a brand like Fisher German. Client advocacy is key.

What do clients say is most important to them?

Proximity is incredibly important for many clients. Our ability to get to their assets in person when necessary, whether that’s an industrial warehouse, a piece of fuel-transportation infrastructure, wind turbine or private estate, is a significant advantage. We are a property consultancy that has got reach across the national

spectrum, yet provides a local service. As the firm continues to grow, I’ll be looking at how we can maintain proximity to our clients’ assets with industry-leading property advisers.

With the UK facing an extended period of change, what are the key challenges and opportunities for Fisher German? I’ve already highlighted the importance of people to the business. As employment levels across the country are at a record high, we’re having to think differently about how we attract the talent that we want. This may mean adjusting our recruitment policy to complement the existing profiles of the teams (see The route to success feature on page 18). High client expectations are rightly continually encouraging us to push the boundaries of our systems and infrastructure that will enable us to provide the best service possible. We’re currently looking at how both automation and artificial intelligence could be harnessed to assist us in all kinds of areas. While it’s certainly a challenge, if we get it right, it’s also a significant opportunity.

You talked earlier about work/ life balance. As this is something of a big year for the Bridge household, how do you relax outside of work?

Yes, as well as stepping up as managing partner, I’m getting married later this year. Family time is really important to me. I have two boys (aged 15 and 11) and a baby daughter, so they keep me busy. When I’m not changing nappies I like to get outside (sometimes with our two dogs) and keep active. I’m taking part in a challenge in the Lakes this year – a combination of cycling, trekking and canoeing. Sadly, my rugby days are over – playing and coaching – though I’m still employed teaching my 11-year-old how to pass with both hands and not just his strongest!

And how do uncertain times affect the firm’s approach to dealing with clients?

Our remit doesn’t change: as a professional services business we still need to be able to give the best possible advice based on the circumstances as we’re aware of them. Having the best calibre people in the right locations will allow us to do that.

Andrew Bridge 07836 214878 andrew.bridge@fishergerman.co.uk

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Sizing

There has recently been growing construction of mid-box warehouses, predicated by demand from last-mile logistics operators. However, our research has discovered what’s actually happening in this sector.

ometimes all is not what it seems. Take the market for mid-box warehouses (industrial buildings of typically between 30,000 and 100,000 sq ft) in the West Midlands. In the past couple of years, after more than a decade and a half of very little development activity in this size range, new buildings have begun to appear. Their arrival is based on growing demand for last-mile logistics properties – the buildings which temporarily store online shopping orders before local delivery to homes and businesses. But closer examination of recent take-up shows that much of the newly built space has been let to a completely different type of user: manufacturers. So, what is going on? “When we analysed the figures, we found that 20 deals on new-build stock in that size bracket, totalling almost 900,000 sq ft, had been signed across the Birmingham, Black Country and Solihull markets in the last two years,” says Fisher German partner Mike Price. “We expected that the majority of space would have been taken by last-mile logistics operators plus some take-up

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from companies involved in the Midlands’ automotive supply chain. However, we were surprised to discover that, based on the total square feet taken, approaching two-thirds [64 per cent] had actually gone to manufacturing businesses.”

Reasons for change

To understand the factors in play, it’s useful to review the history of midbox warehouse development in the West Midlands. “After the millennium, developer activity was polarised between

small units [up to 5,000 sq ft] and big-box warehouses [more than 100,000 sq ft],” Mike notes. In the case of the former, developers were happy to build speculatively as their outlay was relatively small when compared with the perceived proceeds of sale. And at the other end of the scale, they were attracted to demand from blue-chip occupiers, such as national/international retailers and distribution companies, who would guarantee they would be able to sell the buildings on to institutional investors.

Land supply key for future growth A lack of available land for industrial and warehouse development is a spectre that has long loomed over the West Midlands. “As in many other parts of the country, local authorities have been pushed by central government to relax restrictions on employment land to allow more housing,” explains Mike, “but in the West Midlands the situation is particularly acute and it’s currently the primary dampener on future growth prospects.” The silver lining here is that supply constraints have pushed up rents and capital values to the point where land prices for employment use can often outstrip those for residential, a phenomenon that is also being witnessed in other parts of the UK. “To a certain extent it is balancing out the equation,” says Mike, “and a landowner who wants the best value for, say, a five- to ten-acre site, will probably find an employment-generating user [or developer] willing to pay more than a housebuilder.”

Mid-box warehouses, however, faced a double whammy: construction costs were significant, yet developers found it difficult to pinpoint demand from the traditional tenant base of manufacturing businesses. As a result, development in this size range all but dried up. Occupiers, though, were generally unaware of the impending space shortage. They simply assumed that when they needed additional production or warehouse accommodation, or required a new combined headquarters and warehouse building, they would easily find something. “You have to bear in mind that these types of company don’t deal with property very often,” Mike observes. “They might move premises every 15 to 20 years, so they had no reason to suspect their assumptions about the market didn’t match reality.” When manufacturers looking to expand realised that space wasn’t available, their first response was often to do nothing, in the hope that the market would provide a vacant building matching their needs. When it didn’t, they were faced with having to take additional second-hand space,

Property

Size (sq ft)

Occupier

Use Class

Enterprise 37, Ettingshall, Wolverhampton

38,000

Haulotte UK

Manufacturing

The Hub, Birmingham

54,000

EBB

Manufacturing

The Hub, Birmingham

55,000

EEF

Manufacturing/Training

Connexion, Solihull

47,000

Hofer Powertrain

Manufacturing

Barberry 46, Aston, Birmingham

46,000

Crown Equipment

HQ/Manufacturing/ Training

Barberry 65, Perry Barr, Birmingham

65,000

Mayflex

Manufacturing

Kingpin, Tyseley, Birmingham

24,000

Grayson Thermal

Manufacturing

Apollo, AMH Aston, Birmingham

95,000

Salts Healthcare

HQ/Manufacturing

Airfield 55, Aldridge, Walsall

55,000

Accord Homes

Manufacturing

i54, Wolverhampton

40,800

Atlas Copco

Manufacturing

Hollymoor Point, Birmingham

47,600

Aquapak

Manufacturing

Developers are finally providing what the market wanted for a long time and that’s good news for everyone.” probably at a separate location, or wait even longer to have new space built for them. This was something of a Hobson’s choice. While taking second-hand expansion space might be cheaper than having bespoke buildings constructed, the cost benefit wasn’t as great as it initially appeared due to the higher costs of operating across multiple sites, for example, extra transportation costs, double management teams and double handling stock. “Over more than a decade there was a gradual build-up of pent-up demand for new mid-box warehouses. And then, a couple of years ago, things changed,” says Mike. The growth of internet shopping had persuaded developers to build mid-box warehouses for last-mile logistics operators. But when local manufacturers saw new premises being constructed, they jumped at the chance to move.

“Developers are finally providing what the market wanted for a long time and that’s good news for everyone,” says Mike. “It shows that the Midlands economy is more diverse than some thought and it proves that there is real demand for this size of building, so developers are willing to construct more, providing they can find the land.” Mike adds: “We believe that the situation with mid-box warehouses isn’t unique in the Midlands. There has been undersupply in this size range in many parts of the UK. Thanks to demand from last-mile logistics, the situation is changing, with developers providing buildings matching the needs of the wider UK economy.” Mike Price 07909 596051 mike.price@fishergerman.co.uk

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Setting the scene With constant demand from film and TV companies, we look into how locations are chosen for the big (and small) screen and the issues for landowners.

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n a misty night, the quiet of a small-town street is broken by the staccato sound of horse hooves splashing through puddles before coming to an abrupt halt on the cobbles. The young rider stares intently around him, pulling his tartan cloak close against the cold. Sensing danger ahead, he spins his horse around and disappears into the blackness at the end of the street. Despite its convincing appearance, this is not a remote town in the Scottish Highlands in the mid-1700s. In fact, it is

not a town at all. Peer round the side of the bakerâ&#x20AC;&#x2122;s shop and the deceit quickly becomes apparent â&#x20AC;&#x201C; the year is 2019 and this is an (admittedly impressive) row of wooden facades, erected on a derelict industrial site less than half an hour from central Glasgow. The street scene will be familiar to fans of TV series Outlander, just one of a range of popular historic dramas to have hit the small screen in the past few years. The series is based on the novels by Diana Gabaldon, with its fourth series having finished airing earlier this year.

Outlander Seasons 1â&#x20AC;&#x201C;4 are available on Prime Video

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The right site

The deal was sealed relatively quickly, privacy, including restricted access But finding period townscapes to film adds Matt: “We wanted to know exactly during the lease term and a photography in isn’t always easy, as Fisher German what they were planning to build, how ban. “They want to keep the storylines partner Matt Trewartha explains: “The many people would be on site and when, secret and don’t want tourists wandering production company approached my how they would gain access, how they around taking selfies on their set, which is client [a global construction materials would cover health and safety liabilities, understandable,” says Matt, who has closecompany] as they had already identified it and how they proposed to reinstate the up experience of the filming process. would be suitable for filming. They didn’t land as we didn’t want to be left with a In 2012, when working for Lambton need a particular view, just hard standing town frontage, however realistic!” Estates in County Durham, the BBC with good access.” came to make drama Given the choice of finding series The Paradise. As My top priority when dealing with an existing street, obtaining well as shooting outside, a potential film project is to protect consent from local they filmed inside the businesses and residents, stately home of Lambton property, land and the surroundings.” negotiating compensation Castle. Ironically, the payments and then being programme footed the bill In fact, the arrival of the film company at the mercy of the weather; or renting an for a considerable renovation project, empty site and building a set, the Outlander turned out to be something of a boon which was required before the film for the landowner, as filming paid for producers opted for the latter. “It makes crew were allowed to turn part of the for much more efficient use of everyone’s the clearance of rubbish and weeds, stately home into a derelict building. “We including giant hogweed, across the site. time. If the weather plays up, they simply ensured that all of the renovation work, And, as with any kind of lease, the film decamp to the studios and keep the including decoration and wiring, used company is responsible for leaving the production moving,” says Matt, who top-spec materials so that it would last site in a good condition when they finish. negotiated a two-year lease on the land, long after the film cameras had packed On the flip side, the lease came with with an option for another year if the up,” Matt recalls. conditions relating to the production’s series is extended.

Locations for film and TV Here are just a few of the locations used in popular TV dramas and recent film releases

The Paradise was shot in Lambton Estates, County Durham Tolkien and Peaky Blinders were shot in the Tatton Estate, Cheshire, and The Worst Witch is also filmed at studios on site

The Crown was shot in Chatsworth House, Derbyshire

Jane Eyre (BBC Films) was shot in Tissington Hall, Derbyshire War of the Worlds was shot in Liverpool, various sites

Downton Abbey was shot in Highclere Castle, Berkshire Great Expectations was shot in Holdenby House, Northamptonshire

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Strong appetite

The growth of on-demand TV services such as Amazon and Netflix, combined with a thriving feature film market, means that the appetite for locations is fairly constant. Location managers who comb the British landscape for potential matches (see box) are generally looking to start filming within a six- to twelvemonth timeframe and Matt regularly fields enquiries from all over the country. “Many of these don’t go anywhere,” he says, “as the location itself is only one consideration, albeit a major one. But the distance to studio and to other shooting locations are also significant factors.” For landowners, filming can be potentially lucrative, although the mega-budgets of Hollywood blockbusters are unlikely to be available to independent British TV productions. Nevertheless, owners can expect a starting rate of £500 per day for exterior shoots, a figure that can double for interior filming. Large productions may want to be on site for several months and even, like Outlander, possibly for several years. And once filming and broadcasting has finished, a successful film or series can generate publicity and potential tourist revenue for an indefinite period. Highclere Castle in Berkshire, for example, still draws large numbers of visitors even though it was last seen on our screens in its TV incarnation – as Downton Abbey – more than three years ago.

Minimising disruption

The downside is that filming can be disruptive, not just for a landowner, but also those living and working nearby. Shooting days in particular can generate large numbers of vehicles, which need to be accommodated without inconveniencing neighbours and residents. “My top priority when dealing with a potential film project is to protect property, land and the surroundings,” says Matt. “If it’s a simple shoot, such as under a tree or outside a building, once the fee is agreed I just need to check statutory documentation, like insurance, is in place and agree a clear understanding of what will happen and when. However, for a more complex shoot, I will get involved with managing the process, which can be something of a logistical headache.” And that can lead to some hands-on intervention. When the BBC was filming The Paradise, the lease stipulated that filming would not be permitted on certain weekends when clay or game shoots were

Secrets of a location manager When Fisher German Magazine speaks with location manager Andrew Bainbridge he is frantically checking last-minute shooting site details. Filming is just about to start on the production he’s currently working on – a new adaptation of HG Wells’ War of the Worlds that is scheduled to be a BBC One flagship drama in 2019. Based in the Northeast, Andrew scoured the UK to find a place to double for London and Weybridge (the setting in the original book) and ended up in Liverpool. Although he admits that Google Earth is a useful research tool, Andrew, who began his career in TV advertising production, says that most location searches start at his desk. “I do a massive amount of research before I even begin to look on the ground,” he explains. “I’ve got a library of hundreds of thousands of photographs and I will often trawl those regardless of what I’m looking for, because very often pictures will trigger memories.” After that it is literally a case of jumping in the car and driving around to see what can be found. Andrew, who has worked on hit shows including Vera, Inspector George Gently and Beowulf, describes an exhausting itinerary across Wales, Ireland, Yorkshire, the Southwest and much of the Northwest before he chose the Liverpool area for War of the Worlds. Serendipity often plays a part in location hunting. Only one site in the UK was happy for Andrew to blow up land for the Martian landing in the programme. Why? Because it will assist the landowner’s plans to return the area to a natural heather habitat. Andrew says that with timescales often tight and budgets modest, he has relatively little manoeuvre when dealing with landowners. He grins: “I’ve always said: you either want us or you don’t. While I appreciate locations have a value, I often work with people who are interested in the production process rather than just wanting the money.” Locations that interest Andrew most are those that can offer different types of environment under one ownership. “Above all, I always look for a can-do attitude,” he adds. Andrew Bainbridge is a freelance location manager, currently on contract to Drama Republic. www.dramarepublic.com

taking place. But on the day of scheduled night-time filming it became clear that the cameras were due to roll in an area where pheasants often roosted. “It was literally a case of going out and physically moving birds to another area, so they wouldn’t be disturbed by the lights, noises and people,” Matt remembers. And while the public tends to associate filming with country estates, Matt is quick to point out that location managers are actually looking for a diverse range of places, as Outlander proves. He says:

“Anywhere qualifies as a potential location – it all comes down to what a particular production needs. It may be just ten seconds on a river bank, a quarry with a cliff face or an industrial estate. It doesn’t have to be anywhere flash.”

Matt Trewartha 07971 457015 matthew.trewartha@fishergerman.co.uk

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A renewed focus Great strides have been made in renewable energy technology over the past decade, and there is further change on the horizon as the government looks to regulate emission reductions to continue the UK’s transition towards a low carbon economy.

he Feed-in Tariffs (FIT) scheme, which has driven growth in smallscale renewable generation since 2010, closed to new applications on 31 March 2019. Over its nine-year life almost one million small-scale electricity generators have been accredited to the scheme from domestic photovoltaics (PV) to larger solar farms, wind turbines, anaerobic digestion plants and hydropower sites. This has provided new and diversified income for many farmers and landowners, and the installations now represent valuable assets with secure, long-term income. “Renewables have come a long way in the past nine years,” says Tom Beeley from Fisher German’s sustainable energy team. “Around one-third of UK electricity now comes from renewables. The impact of this is being seen in the electricity sector with the collapse of coal power, periods of negative pricing and a

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reduction in greenhouse gas emissions. There is a sense that major adaption to this low carbon future is underway with significant innovation coming forward.” The big winner from the FIT has been solar PV, which has risen from being a niche technology originally regarded as unsuited to the UK to a widely adopted, proven technology. Despite the closure of financial support mechanisms, interest in large-scale solar farms has returned owing to lower equipment prices and higher electricity costs. PV also continues to offer a viable means of displacing increasingly costly electricity consumption for larger energy consumers. Prior to the closure of the FIT scheme, the government consulted on Smart Export Guarantees (SEGs), which could provide a route to market for small volumes of renewable electricity where a contract to sell power is otherwise unavailable.

This could improve the outlook for new small-scale generators in the absence of any subsidy. PV looks set to remain a reliable technology allowing consumers to offset ever rising costs, but projects need to be more carefully assessed without the guaranteed, bankable income once offered by the FIT scheme.

Setting the standard

Tom suggests that we are moving from an era where consumers were incentivised to be energy efficient and install renewables towards a more regulatory approach to energy and carbon emissions reduction. “We are seeing new energy reporting requirements and efficiency standards already being introduced, with the government expected to consult on a number of regulatory changes through the remainder of 2019. Reducing emissions from transport and heat and improved energy efficiency remain priorities for the government.” This was demonstrated by the Chancellor’s Spring Statement, which included reference to a new homes standard, decarbonising the gas supply and energy efficiency investment among small businesses. Agriculture has also

been brought into focus through the Clean Air Strategy published in January, which targets ammonia emissions reduction in the sector with new legislation planned. One of the most talked about areas over the past few years has been the use of storage with potential for batteries to be an enabling technology for further renewables deployment. However, battery deployment remains constrained to relatively niche applications. Tom explains: “We’re unlikely to see widescale deployment of batteries like we witnessed for solar panels from 2010 onwards, as that was largely subsidy-driven. Currently, the main problem seems to be securing reliable income streams but, as battery costs fall and technology develops, more examples will come forward, aiding consumer understanding and furthering deployment opportunities.” He points out that batteries are already being deployed, with some larger-scale examples and plenty of companies in the market, but projects need careful assessment. Of the three scales of battery storage (see box), Tom suggests the commercial and industrial sector provides great promise. “I see commercial and industrial as being the largest

potential growth sector for batteries in the near future. Where a commercial site, such as a factory, warehouse or other facility already has PV installed, battery storage can be used to make better use of electricity generation on-site where it has a higher value than exporting it back to the grid.” The same batteries can also help relatively energy-intensive businesses to manage their electricity consumption more effectively to avoid energy costs. New income might also be derived from providing services to the electricity network in future, but these are yet to be developed into reliable sources of income. A key starting point when considering batteries, Tom advises, is for businesses to analyse energy consumption, generation and billing data to understand their energy profile and the benefits that batteries could deliver. “At present, batteries are only likely to be viable if you can bring two or three value streams together simultaneously, with renewable energy generation likely to be one element of this. Currently, income streams available to batteries are uncertain, which makes projects difficult to finance.” Although companies such as Tesla have successfully produced domestic battery packs to work alongside rooftop solar panels, the total cost of these batteries may not be recovered through savings within the battery’s lifetime currently. It may not be long, however, before battery storage allows for off-grid homes, particularly where the alternative is an expensive grid connection for an isolated barn conversion, for example. At the utility scale, a number of battery storage sites are in operation alongside solar farms. Here the ability to increase the value of the electricity generated by storing it to export at times of peak demand can be combined with services to assist in the smooth operation of the electricity network.

Keeping up with technology

While batteries are one element of a changing sector, Tom also points to innovation in other parts of the market. He suggests electricity network operators are adapting their role to accommodate the influx of generators in the system and the variable loads they provide. Suppliers are also affected by new entrants and digital innovation creating new platforms and services for consumers.

Scales of battery storage Utility scale – multi MW installations as standalone projects or co-located with renewable generation sites, which can derive income through provision of services to help manage the electricity network Commercial/industrial – these are ‘behind the meter’ installations typically up to 1MW in scale, which can help individual businesses to make best use of generation and manage their energy consumption and potentially offer grid services Domestic – usually no more than 10kW,

which allow homes and small businesses to maximise their self-generation and reduce bills

“There is a need for regulators and policy makers to ensure that they keep up to speed with the fast development of the sector,” adds Tom. “The digital economy is providing innovation that could improve the efficiency and sustainability of our electricity system, which the regulatory framework must react to and enable.” As battery manufacturing capacity rises and information technology further infiltrates the electricity sector, it is likely that the pace of change will quicken. Tom concludes: “While the end of the FIT perhaps marks the end of a period of high deployment of renewable energy, there are still opportunities in the sector. The UK’s ambition for a low carbon economy remains unchanged and so continued growth is inevitable. The electricity sector is changing, and new opportunities with batteries and other digital innovation will be forthcoming, but so will increased regulation around energy consumption and emissions.”

Tom Beeley 07970 698729 tom.beeley@fishergerman.co.uk

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To attract the best candidates, Fisher German offers a variety of exciting routes for entrants to join the firm.

The route to success 18

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ecord UK employment levels are good news for employees and the nation’s economy, and for professionals like Fisher German’s HR director, Maria Hawley, they present both opportunity and challenge. With around 20 surveying graduates recruited each year – up significantly from a handful in just over a decade – the firm is offering a variety of ways for potential employees to join Fisher German and carry on the trend of attracting highcalibre colleagues traditionally associated with the firm. A strong people-led ethos within Fisher German (see interview on page 6) means Maria is proactively working on solutions that involve thinking increasingly laterally about how the company can continue to attract the best candidates. Long- and short-term placements, sponsorships and apprenticeships are some of the many entry routes the firm has introduced, in addition to the well-respected and established graduate training programme. Maria says Fisher German is responding well to the falling student numbers across the UK and, although they are creating a potential shortage of rural surveying graduates, they are also highlighting other ways in which the firm can attract talent. She explains: “A good candidate is a good candidate and we pride ourselves on being able to spot this talent. The candidate may have several offers on the table when it comes to making a final decision on what is going to be the first major career choice in their working life, so we have got to take this responsibility seriously and make ourselves the number one choice to that candidate. Although there are potentially fewer graduates to choose from each year, we have got to make sure that the graduates we attract are the best in class.” One way of improving the selection breadth of rural surveyors is to take on annual placement students from Harper Adams University, whose degree courses are structured to include a year in paid employment. Fisher German takes up to eight of these placement students each July. After what is effectively a year-long interview they may then be offered a full-time position when they graduate.

Graduate training day at the Brockhampton Estate in Hereford

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Ben Minns Shorter placements, typically up to eight weeks, are also offered each summer to first- and second-year students from all of the key universities, including Harper Adams University, Reading and the Royal Agricultural University, and allow the firm to identify potential suitable future employees at an earlier stage. “It’s a two-way process,” says Maria, “as we are committed to ensuring that summer placement students receive real-life work experience. We make sure they are doing practical work which they will enjoy and learn from and that they are paid for the duration of their time with us.”

Trailblazers

While apprenticeship schemes have long been encouraged by the government, they have been relatively slow to extend to certain professions. But Fisher German has been an enthusiastic member of the Surveying Trailblazer Group and has been encouraging apprenticeships since their relaunch. The Surveying Trailblazer Group has worked on the new standards for degree-level apprenticeships and the firm has introduced, with support from Harper Adams, a rural apprenticeship programme. Launched in 2018, it has already proved extremely popular – there were twice as many applications than there were places for the 2019 intake. “The thought of learning on the job, getting paid and not having student debt for course fees is a major consideration for many would-be surveyors and we understand that. From the firm’s point of view, we are able to really develop people from an early stage, as they have clear career progression once they qualify,” says Maria.

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One of Fisher German’s more creative solutions to widen the pool of potential employees is to take on individuals who have graduated with non-surveyingrelated degrees, typically English, history or geography. Known as noncognate graduates, they may be offered a sponsorship place while they gain their surveying qualification. “That is important for people who have already started working as they can study parttime and earn at the same time,” Maria acknowledges. “The firm benefits as it is an excellent way of bringing in a more diverse talent base with different experiences, something which is crucial for the firm’s long-term sustainability.” Whichever way graduates enter the firm they are well supported as soon as they join, with three dedicated graduate days taking place each year, which develop the skills of around 50 trainees within the firm at any one time. Maria is continuing to work on innovative new ways of attracting people into Fisher German, including a master’s apprenticeship programme, as well as ensuring staff retention levels remain high, through initiatives such as enhanced maternity pay and flexible working practices. Maria says: “I love bringing in the best people to work in Fisher German; not only are they great to work with but they also bring with them very different experiences, which hugely benefits the firm and its clients.”

Joined Fisher German via: Sponsorship What’s your background? I was previously a geologist at BP in London for four years, with a first degree in geology and master’s in petroleum geoscience. When the oil prices started to slide, I was made redundant. Why did you choose Fisher German? I sent out emails to all the big surveying firms I’d heard of, including Fisher German. I knew that to make it as a surveyor I needed to be chartered and unfortunately my existing degrees weren’t accredited. So, I asked whether the firm would sponsor me and was over the moon when they agreed. How did you find the sponsorship process? Balancing work and studying wasn’t easy, but it was manageable. I just needed to be disciplined. I didn’t want to lose my weekends, so set myself a target of studying on week nights. It meant I couldn’t do all the things I wanted like join sports teams or socialise with friends, but I soon got used to it. I didn’t expect responsibility from day one. I thought I’d be wrapped up in cotton wool and observing a lot, but it was the opposite! Sometimes I was learning things on the job before I’d covered the formal theory.

Maria Hawley 07918 677572 maria.hawley@fishergerman.co.uk

Beth Dickinson

Nick Robinson

Olivia Yates

Joined Fisher German via: Placement

Joined Fisher German via: Apprenticeship

What’s your background? I’m a farmer’s daughter from a small farm and I have a brother, so there wasn’t a future for both of us to come back to the farm. I wanted to do something related to agriculture but not directly involved in practical farming work, so I went to work in a small surveying firm near home and really enjoyed it.

What’s your background? I used to work for a firm of chartered surveyors and joined there at 19. After three years I started exploring options to get qualified.

Joined Fisher German via: Graduate Programme

Why did you choose Fisher German? I was in my second year at Harper Adams and although I didn’t know anyone at the firm, I made a decision based on word-ofmouth recommendations. How did you find the placement process? I did a lot of utilities work for companies like Cadent, which was really interesting as I didn’t know about that side of the business, and my degree course didn’t cover that kind of thing at all. I was pleasantly surprised and found it exciting to be dealing with massive corporate clients, as I hadn’t experienced that type of business environment before.

Why did you choose Fisher German? I considered an apprenticeship with my previous employer and also had a look to see what other firms were offering. Fisher German had the best package – as well as being close to my home – and that’s what swung it. How did you find the apprenticeship process? I’m loving it. The team feel in the office is strong – my colleagues are going above and beyond to assist me so that I know what I’m doing and that I’m also learning. I’ve not been used to having senior partners in such close proximity in the office. It’s very reassuring to have people nearby who are competent and have all the answers to any questions I may have. The way staff are treated is exceptional. It’s little things like having baskets of fruit in the kitchen – those touches make you appreciate the firm is really looking out for you as an employee.

What’s your background? I didn’t even know this kind of job existed when I was at school and I felt that they pushed me into applying for a degree in business management that I didn’t want to do. I also saw a lot of people coming out of university with very good degrees but no job prospects, and I realised I needed a degree that would make me as employable as I could be. During my gap year a friend suggested I try work experience as a land agent. As a result, I changed tack and opted for a surveying degree. Why did you choose Fisher German? I originally applied to do a summer placement here because, although I didn’t live locally, Fisher German was prepared to help me with accommodation as well as paying me during my placement. That ticked a lot of boxes for me. How did you find the graduate process? It’s exceeded my expectations and more. I didn’t realise that so much went on inside the firm in terms of social events and training. I’ve also moved office in that time as I wanted to experience working in a different location.

Bringing in a more diverse talent base with different experiences hugely benefits the firm and its clients.” fisher german magazine

Community support Fisher German donates all old IT equipment to the Community Recycling Consortium. We take a look at what happens to the kit and how it is put to good use.

illions of tonnes of redundant the business,” explains Fisher German IT management standards. “CRC provides us with all the waste transfer documentation computing and electronic manager Neil Jones. “If anything is still we need, including certificates of equipment – or e-waste – is functioning, they’ll first look to repurpose destruction for hard drives,” says Neil, consigned to the scrapheap it and resell it as working equipment. It “although I prefer to err on the side of in the UK each year. But what if it could doesn’t all just end up in a skip. But if it caution and ensure everything is wiped be properly recycled in a way that could has got to the end of its life or is faulty, provide social benefits too? That’s exactly they’ll break it down properly and the whole clean before it leaves Fisher German.” When the equipment arrives at CRC’s what a community business, supported process benefits the people who are doing base at a former factory in Stoke, it is by Fisher German, was set up to do. The the work.” Community Recycling Consortium (CRC), Responsible waste disposal is important tested, sorted and processed by a growing team, led by founder and co-director Bill based in Stoke on Trent, collects and for firms like Fisher German, who need Harvey. “We now have 12 employees, plus processes the growing stream of e-waste to be able to demonstrate that sensitive half a dozen volunteers who may join the from businesses, schools and colleges, data has been removed from computing employed workforce, if resources permit, using the income to provide employment equipment destined for recycling, as well and they come from a wide range of age for people with physical and mental as meeting ISO 14001 environmental groups,” he says. health issues. “What they all have in “There are plenty What we really need is more users so that we common is that they of recycling firms out wouldn’t thrive in the there, but we were can maintain a constant flow of equipment for normal workplace keen to work with recycling. That will sustainably boost our income because of their CRC because of the difficulties.” people aspects of and allow us to employ more people.”

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CRC has a commendable track record in improving the outcomes of its workforce. Of the 91 individuals who have been recruited since the company opened its doors in 2013, 81 (an impressive 89 per cent) have gone on to either sustainable employment elsewhere or further education. As the company has expanded it has outgrown its space – it is already in its third home – and larger premises will be needed again in the next two years.

What’s in a smartphone?

Finding funding

Source: PRC

Yet despite this success, along with a nomination for this year’s Queen’s Award for Voluntary Service, there are clouds on CRC’s horizon. Metal prices fluctuate and

Cracking down on corporate e-waste At the beginning of 2019, Fisher German made an important IT decision: to no longer purchase desktop computers. As existing machines reach the end of their working lives they will be replaced by laptops, eventually reducing the amount of material going to be recycled. The firm has a rolling replacement programme for computers, with around 150 machines renewed each year. “On top of that we have other hardware like servers, monitors, peripherals like mice and keyboards and associated cables that we need to get rid of,” says Neil. “Although we really sweat our assets to get the most out of them, there comes a time when change is necessary.” An older laptop, for example, may get a new lease of life as a training laptop, and then again as a reserve machine, before it is sent away to be recycled. With at least ten laptops needing renewal each month, Neil’s team is kept busy keeping tabs on all of the firm’s IT assets. Equipment that has reached the end of its working life is returned to Fisher German’s HQ to be assessed and have any data removed before it is released for recycling. “CRC collects from us around once every quarter – we need to have between 30 and 50 computers for the collection to be profitable for them,” says Neil. “Last time we expected to fill half a van and by the time we’d finished we’d stacked it completely full!” He believes that while the total amount of e-waste may reduce over time – Neil forecasts that with the move to cloud-hosted services and the changing world of communications, onpremise server hardware and traditional desktop phones will be phased out within the next five years – technical obsolescence means that wider changes will be needed across the IT industry if computing equipment is to be made to last longer. He adds: “At present, software developers are continually demanding more performance, so hardware manufacturers are forever updating their products to meet that demand.”

22.5m

phones purchased by UK consumers annually

These phones contain around: 1 tonne of gold 9 tonnes of silver 300 tonnes of copper

some items, particularly office printers, are difficult to recycle. The company now charges users for certain pieces of equipment, including printers and CRT monitors, to ensure that it doesn’t end up out of pocket. Funding is a perennial issue – a crowdfunding target of £30,000 has so far reached only 10 per cent of that total. “One of the main difficulties is that many funders will only give money to registered charities. But registered charity status would cripple our operational model. We need to be a community interest business [ie, a notfor-profit organisation] to thrive,” says Bill. Recent figures show that more than twothirds of an £83,000 turnover went directly to staff in wages. CRC’s rudimentary factory accommodation could be significantly improved by the addition of features such as a messroom, disabled toilet and training room. “We’ve got people here who don’t read and write,” Bill points out, “but I can’t do anything about it because we just don’t have the facilities.” He suggests that in future the company’s 1,000 existing users may consider delivering their e-waste, rather than having CRC collect it for ‘free’. “But what we really need,” Bill adds, “is more users so that we can maintain a constant flow of equipment for recycling. That will sustainably boost our income and allow us to employ more people. And the more individuals we can train, the more successful the whole enterprise will be.” For more information, visit www.crccic.co.uk

Neil Jones 07918 677562 neil.jones@fishergerman.co.uk

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Spreading Vining peas that are just at the right stage of tenderness over vast areas involves dedication and hard work. Aylsham Growersâ&#x20AC;&#x2122; commercial director reveals how he manages everything from the timing of drilling through to harvesting.

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hap-pea-ness R

ussell Corfield, commercial director of East Anglia-based Aylsham Growers, shakes his head at the mention of 2018. He says: “Everyone tells me it was like 1976 but, not having been born in 1976, I can’t relate to that. However, when I’m in my eighties I might well be telling my grandchildren what a year 2018 was! I thought I’d seen every weather event possible, but that was something else.” The heatwave, preceded by unseasonably wet weather, was an unwelcome challenge for Russell, who is responsible for harvesting around 6,200 acres of vining peas, which typically yield frozen approximately 12,000 tonnes of one of the nation’s favourite vegetables. Even in normal weather conditions, getting peas from vine to freezer is no small feat. “In the UK, we’re typically only harvesting peas during six to eight weeks a year, so it’s a bit of a military operation,” Russell explains. “We only have between 12 and 24 hours to get to a crop when it’s ready.” Teamwork, strategy and meticulous planning are essential as the race begins to deliver the crop from the field to freezer in record time. If the viners can’t get there in that small window, the peas can still be harvested later but with a combine, and will generally have to go to market as animal feed.

Russell’s favourites Favourite pea variety

“Gusty [very sweet] and Charlie. Most varieties that we’re growing are now quite sweet because that’s where the market is taking us.”

Favourite pea recipe

“I like mine chucked in a salad. And I have to confess I do like a pea shot. I’ve never tried pea ice cream before but I’m going to be doing that at home with the kids, as it’s very vibrant and I’m sure it will taste great.”

Technical aspects of pea vining Russell grows up to 16 different varieties of pea each season. Each variety matures at a different rate, so care is taken to draw up a drilling programme that results in the plants reaching maturity in a planned harvesting order, rather than all at once. Avola is the industry’s standard on which variety maturities are based, Avola being a ‘0’ and everything else +/- on Avola by up to +16 days. Russell says: “We typically start with a variety that matures one day earlier than Avola albeit Avola is now an old variety and not traditionally grown commercially, for example, Prelado, before then moving onto varieties such as Boston and Tomohawk, which are +1 day on Avola. These are known as our first earlies. From here we proceed onto our second earlies such as Style +4 and Gusty +6 before maincrop varieties like Bingo, Charlie, Boogie and Oasis, until we reach our late varieties (Kimberley) which mature 16 days later than Avola.” It requires a carefully orchestrated planting period, which takes place over three months, relying on the accumulation of heat units to differentiate between individual drilling periods. Russell says: “For 2019 there are 34 drilling periods making up 510 accumulated heat units before all 2,550 hectares of crop will be drilled.” Staging the drilling in this way ensures that the viners will be able to gather in the peas over a 55-day harvest window while they are at their prime in terms of taste and tenderness.

Keeping the viners moving is critical during this period as is ensuring they undergo a hygiene check on a daily basis. These maintenance and fuelling breaks are planned with F1 pit stop precision as they are normally timed to coincide with the factory daily three-hour defrost, during which no peas can be delivered. And when all the peas are safely gathered in, the process for the following year quickly starts again. “Pea harvest is the culmination of ten months of hard work and, as soon as it’s finished, we’re already thinking about next season, what seed we’ll need, when we’ll need to drill and so on,” says Russell.

Planning for change

Each year is different as peas are grown in a one in eight-year rotation. At the end of the harvest, Russell contacts a group of around 70 landowners to identify which fields are likely to be available for next year’s crop. Not every field will be suitable – the £500,000, 24-tonne viners require a minimum of 20 acres – so Russell will visit every single one. He notes: “I’ll check what aspect it is [south-facing is preferable],

what the soil type is, and other features like access, overhead power lines and ditches.” In 2018, Russell cropped peas on 165 separate fields, which are walked multiple times throughout the growing season to harvest, and for 2019 he is looking at 196 spread as far away as 45 miles from base. This kind of dedication – his typical day in pea season sees him out the door at 4am and not home until 10pm – might be expected from an established farming family, but Russell wasn’t born into a pea or even a farming dynasty. He admits that working on his godparents’ dairy farm as a teenager gave him the bug for working on the land and led to a BSc in Agriculture at Harper Adams. While there he won the Farm Planner of the Year Award (jointly with Fisher German partner Matt Trewartha) and the Dr Norman Crop Science Award. He then travelled for a year to study agriculture in different countries, including China, India, New Zealand, Canada and Argentina to name but a few.

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UK peas in numbers

160,000 tonnes of UK peas produced annually, equivalent to the weight of…

His global adventures resulted in a job offer from a major grower in New Zealand. Unsure of whether it was the right choice, he returned down under and spent ten days with his prospective employer. “Within three weeks I was back out there in a home I’d never seen but bought on the internet,” Russell recalls. As a technical manager he was responsible for 25,000 tonnes of onions destined for the UK plus domestic supply, as well as advising on the agronomic aspects of growing carrots and potatoes for domestic production. After three years, Russell decided it was time to move on and returned to his native Norfolk. Flicking through Farmers Weekly, a job ad from a local company – Aylsham Growers – caught his eye, though his successful application was by no means guaranteed. Then, aged 26, he was the youngest of five potential

recruits and freely admits he knew nothing about peas. “But I did know how to grow crops. So, I reasoned that I could apply my knowledge of onions [which are quite a specialised crop] to another specialist crop [peas],” he adds. Since then, peas have become something of an obsession for Russell. Pea shots were served at his wedding, fresh peas from the pod have been used to teach his six-year-old son and fouryear-old daughter how to count, and he is an enthusiastic supporter of industry initiatives like the Great British Pea Week, which is normally in July, and Yes Peas.

Nelson’s Columns, or equivalent to…

2bn 80g dinner-time portions

86,500 acres of peas grown in the UK each year, equivalent to…

70,000 football pitches

Source: peas.org

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Pea harvest is the culmination of ten months of hard work and, as soon as it’s finished, we’re already thinking about next season.”

“The pea vining industry is a funny old business,” notes Russell. “We are all close and therefore friends and, instead of competing, we work together like a welloiled machine, with all UK crops grown on the eastern seaboard between Norfolk and Scotland.” Russell, who was made a director at Aylsham last year, has no plans to move on. He says: “The day the job doesn’t progress any further will be the day I get bored. Things have changed here hugely over the last ten years. When I started we were cropping just 1,870 acres, and everything was a bit tired. Now we’re running probably the most modern fleet of equipment in the business, harvesting more than 6,200 acres and are consequently the largest supplier of peas by over 20 per cent to our customer.”

Hap-pea snaps

Russell isn’t shy of posting images and video of his latest kit in action on social media (search for #harvestcams on Twitter or @peamanruss). Targeting the tech-savvy generation is a conscious decision. “They’re willing to experiment, try new things and want new tastes, textures and flavours,” he explains. Whether pea ice cream (see recipe box) will catch on remains to be seen, though pea consumption in the UK is rising at a steady 2 per cent each year. Supermarkets have been instrumental in maintaining the vegetable’s popularity, although Russell observes that a focus on costs has seen production shift from premium to slightly lower-grade peas. Russell also crops around 1,000 acres of dwarf French beans for freezing, but insists he has no plans to move into onions or carrots. He says: “What I love about peas is the challenge – fighting against Mother Nature. When you plant that seed, you don’t know what the weather conditions are going to be like by harvest time. You’ve got the challenge of getting that crop in.”

Recipe for pea ice cream Ingredients

• 375ml whole milk • 300ml double cream • 4 medium egg yolks • 150g caster sugar • 2 tbsp chopped fresh mint • 300g frozen peas

Method

Heat 300ml of the milk and all the double cream in a large pan until almost boiling. Meanwhile, in a large heatproof bowl, mix the egg yolks and caster sugar until well combined. While stirring, pour the hot milk and cream into the egg yolk bowl. Return the mixture to the pan and cook on a low to medium heat, stirring continuously, until it thickens and evenly coats the back of a wooden spoon. Strain the mixture into a large heatproof bowl and cover with cling film (pressed onto surface to stop a skin forming). Cool completely. Meanwhile, bring a medium pan of water to the boil and simmer the peas for a couple of minutes until tender. Drain well and cool under cold running water to set the colour. Put the peas, the chopped mint and remaining 75ml of milk into a blender and whiz until completely smooth. Set aside. When the ice cream base is cool, quickly whisk through the pea mixture and churn in an ice cream machine until almost frozen. Transfer to a freeze-proof container, cover and freeze until solid. If you don’t have an ice cream machine, pour the pea mixture into a freezer-proof container and freeze until semi-frozen, then whisk to break up any ice crystals and freeze until solid.

Matt Trewartha 07971 457015 matthew.trewartha@fishergerman.co.uk

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A slice of history The ins and outs of purchasing a listed building.

ow many listed buildings would you say are in England? If you’re not sure, you’re in good company. Historic England, the government agency responsible for maintaining the National Heritage List for England doesn’t know precisely how many buildings there are, as original register entries could refer to multiple properties. However, it estimates the total to be around 500,000 – congratulations if your guess was anything close to that number. Listed buildings are sub-divided into three groups: Grade I, Grade II* and Grade II, with the vast majority (92 per cent) of properties in the latter category. Buildings are listed on the basis of special architectural and historic interest. In general, the older a building is, and the fewer surviving examples of its kind, the more likely it is to be listed. All buildings built before 1700, which survive in anything like their original condition, will probably be listed, as will most properties built between 1700 and 1850. On rare occasions, some buildings – or sites – that are not traditionally historic in character but mark a milestone in recent history also become listed. For example, a sewer gas destructor lamp in Sheffield, Milton Keynes’ former bus station and a bacon smokehouse in Islington, London are some of the quirkier listed buildings. It is also possible to apply to have any building de-listed, although Historic England stresses that the vast majority of buildings that are listed have been correctly identified as having special interest. “People can be wary about acquiring their first listed building, and worry about conservation shackles, but this is generally outweighed by the desire to buy a period property of great architectural merit,” says Fisher German partner Stuart Flint. “Buyers of these properties are generally seeking to protect and enhance them, to be custodians of a fascinating slice of history, and most find they can build a mutually beneficial relationship with conservation officers, based on common goals.”

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Grade I: Barlaston Hall, Barlaston, Staffordshire Built in 1756-1758, Barlaston Hall features many of architect Sir Robert Taylor’s trademarks such as octagonal glazing within the sash windows. Ownership of the 380-acre estate transferred to the famous Wedgwood pottery company in 1937, which built a model village for its workforce nearby. However, the company did not occupy the hall for long and due to a combination of neglect and mining-related subsidence, the property was twice threatened with demolition. External repairs, including construction of a concrete raft underneath the hall, were completed in the 1990s, after which the hall was purchased by private owners. They restored the interiors to Taylor’s original specifications and returned it to its original use as a family home.

Grade II*: Greenhill Farm, Morton Bagot, Warwickshire Originally known as Grenhul when first mentioned in 1262, the estate was in the hands of the de Coningsby family in the Fourteenth century. The current Greenhill Farm is a fine example of a Tudor manor house, with later Elizabethan extensions and further alterations right through to the Twentieth century. Constructed over three floors, it boasts a wealth of substantial exposed timber framework. Below ground level is a large cellar, which was used as an air raid shelter for the locals during the war. The present owners have secured a number of valuable planning and listed building consents allowing the purchaser to embark on an immediate restoration of the manor house and conversion of the outbuildings.

Grade II: The Square, Retford, Nottinghamshire

Grade II: Farthings Cottage, Long Crendon, Buckinghamshire

American writer Bill Bryson praises Retford’s “exceptionally large and handsome market square lined with a picturesque jumble of noble Georgian buildings”. Part of that jumble includes an imposing threestorey former banking hall. The building, dating from the midEighteenth century, is undergoing a complete refurbishment to create retail and restaurant space on the ground floor, with first-floor dining areas, which will offer views across Market Square to the town hall. The works will be finished to a ‘white box’ so the incoming occupier will be able stamp their own mark as they fit out the space, and the creation of an al fresco eating area may be possible.

This quintessential period cottage has been wonderfully adapted as a modern family home. It is situated on the village’s historic High Street, bound at one end by an impressive Fourteenth century grey limestone church and set among a picturesque mixture of colour-washed houses and cottages, mostly of Seventeenth century origin. The property features a country-style kitchen with exposed beams and original terracotta-tiled floor and a generous living room, including a beautiful inglenook fireplace. The delightful addition of an orangery floods the property with natural light.

Planning regulations and listed buildings – in brief The listed buildings system in England is integrated with the UK planning system to ensure that protection is maintained from generation to generation. “Any works involving demolition, extension or alteration to a listed building require listed building consent, in addition to standard planning consent,” notes Kay Davies, planning partner at Fisher German. Common small works such as a new porch, loft conversion or modest rear extension are therefore all highly likely to require listed building consent, regardless of whether planning permission is necessary. Kay adds: “It is important to bear in mind that where a listed building is located among a group of several properties, these may also be subject to the same restrictions. For example, if a house is listed, and is close to a large brick outbuilding or barn, it is likely that this would also need listed building consent for any works.”

People can be wary about acquiring their first listed building, and worry about conservation shackles, but this is generally outweighed by the desire to buy a period property of great architectural merit.”

Owning a listed building Advantages • The privilege and interest associated with living/working in a building of recognised architectural or historic importance • A property of historic interest is proven as a good investment and a good hedge against depreciation • The property will often be accompanied by a ‘protected’ setting and established grounds

Challenges • Alterations require conservation officer approval • Repairs or improvements can cost more due to conservation requirements • Outbuildings may be subject to similar restrictions as the main building • Buildings insurance cost likely to be higher

Stuart Flint

Kay Davies

07501 720422

07733 124551

stuart.flint@fishergerman.co.uk

kay.davies@fishergerman.co.uk

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peoplenews

Fisher German achieves record number of promotions Fisher German has made a record 30 promotions across the business, including three new partners, after implementing a new career progression framework. The firm has also announced that head of planning Liberty Stones and head of infrastructure services Richard Broome have accepted an invitation to join the equity of the partnership. The promotions were made at nine offices after a continued period of growth across the firm. These include Sarah DeRenzy-Tomson, Ruth Ofield and Struan McDougall, who were promoted to partners.

Sarah DeRenzy-Tomson

They were appointed after taking part in Fisher German’s inaugural ‘Pathway to Partnership’ scheme, which aims to prepare associate directors for the many responsibilities of being a partner.

Celebrating National Apprenticeship Week

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Ruth Ofield

Other recent appointments include Jeremy Phillips, who has been promoted from business development manager to business development director, and Caroline Gardner, who will act as head of communications in addition to her responsibilities as bid manager. David Kinnersley, associate director at Worcester, was promoted to head of agribusiness, while Rod Waldron has joined Fisher German as head of Knutsford agency. He leads a new team comprising Hollie Cammiss, senior sales negotiator, and Jacqueline Quantrill, agency assistant – all three are new to the business within the last three months. Market Harborough has strengthened its rural teams with two new senior associates – Tom Short (rural consultancy) and Robert Knight (agribusiness). Partner Rupert Collis was a new face to Fisher German in December and heads

In March, Fisher German took part in National Apprenticeship Week, showcasing stories and case studies from their four apprentices on LinkedIn and via their colleague intranet to raise awareness of alternative career routes. Apprentice surveyor Jemima Cooke, based in the firm’s Stafford office, also did a Twitter takeover featuring photos and videos with fellow apprentice Nick Robinson to show what they get up to on a daily basis, using the hashtag #NAW2019.

up the commercial teams in the Northwest region, based in the Knutsford office. As of 1 April, head of agency Stuart Flint also took over the role of regional managing partner for the South Central region. Charles Meynell, senior partner of Fisher German, said: “Our new career progression framework offers an inclusive approach so that colleagues at every level have a clear pathway to develop and progress should they wish to – something which is very important to Fisher German and has been well received by colleagues.

Struan McDougall

“This means that we are creating a working environment which champions creating opportunities for all, where all colleagues receive the recognition they deserve and the support to develop their skills.”

Staff raise more than £8k for children’s charity Each year colleagues at Fisher German vote for a charity of the year – in 2018/19 this was Roald Dahl’s Marvellous Children’s Charity (RDMCC). The charity provides specialist nurses and bursaries to support children with rare illnesses including sickle cell disease. In 12 months, staff raised a total of £8336.38 through a range of fundraising activities including an online auction, sponsored bungee jumping, bake sales, raffles and dress-down days.

Partner spotlight George Simpson

Having been at Fisher German from almost the very start, George Simpson has grown with the business and climbed the ladder to become regional managing partner for the Northwest.

bout a year after the merger of Fisher Hoggarth and Germans, George Simpson joined Fisher German in 2001. At the time, he was a recently qualified surveyor, starting very much at the bottom of the pecking order. He would assist the rest of the surveyors in the Stafford office, primarily in rural estate management, but get involved in a wide range of work including renewable energy projects, acting for site providers for telecom sites, valuations and working on utility projects. “I have seen Fisher German grow at an impressive rate and I have grown with it,” reflects George. “I was made a partner in 2010, the year my second child was born, and an equity partner in 2012. I am immensely proud of what we have achieved as a business along the way, with turnover increasing tenfold and the number of people getting close to that.” After managing the Stafford office for three years, George took over the management of the Northwest region last year and has recently joined the Fisher German management team. He also sits on the firm’s strategy group, which looks forward and shapes the future direction of the business. Growing up on a farm has meant George has always had an affinity with the countryside, making rural surveying his ideal career: “When I was at school I considered civil engineering and this is perhaps why I have been drawn towards the utilities and infrastructure side of the business.” In his early days, he represented landowners affected by the M6 Toll and acted for South Staffs Water on pipeline projects. Having a strong desire to see people treated fairly in these situations is what led George to focus much of his career on working for utility companies, the largest of which is Severn Trent Water, where he has led a large land and planning contract delivery since 2009.

George explains: “Helping them and other clients to deliver their projects on time while improving their working practices in private land has become a passion of mine that plays equally to my loyalties to clients and my farming roots. I also act for a number of private estate-owning and farming clients, advising on property management and development work.”

agreement for an energy plant, meeting a client to discuss the ongoing running of their rural estate, developing best practice guidance for the water industry, working on one of the firm’s systems projects or assessing a compensation claim. But one thing is certain, admits George, “no two days or weeks are the same, which is another reason I enjoy my job”.

Something that took me a long time to realise is that like most organisations ours is a people business and for me that is what makes it interesting.” Whether he is advising or representing a client in a negotiation or managing his part of the business, it all comes back to the same thing: people. “Something that took me a long time to realise is that like most organisations ours is a people business and for me that is what makes it interesting. By helping people to get the best out of themselves or their property, I gain real satisfaction and enjoyment,” he reveals. A typical week for George might include a management meeting with partners, interviewing a potential new team member, negotiating an option

For those looking to join the business, George believes Fisher German is a great place to work as it’s very diverse so there is something for everyone: “There is plenty of variety and opportunities to experience different areas in the profession and fulfil your potential. Graduates can also expect huge amounts of support from our qualified surveyors and planners as long as they are willing to put the work in themselves.” Being flexible and willing to move with the times and clients’ individual circumstances and needs is key, explains George. “We are in a rapidly changing world and staying the same probably means going backwards.” Beyond Fisher German, George’s focus is on his family and two young children. He still has an active interest in the family farm, which has always been close to his heart. He finds going for walks on a Sunday morning and fell walking in the Lake District a great release and head clearer. “I am also a keen but intermittent cyclist. Unfortunately, with the hours I work, my dislike for cycling in bad weather or the dark is a major handicap though!”

George Simpson 01785 273995 george.simpson@fishergerman.co.uk

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Sector insight Raising standards

Values diverge

Staying ahead of the game

David Merton, head of rural

Duncan Bedhall, head of commercial

Darren Edwards, head of sustainable energy

Following preparation of the government’s 25 Year Environment Plan and the Agriculture Bill, focus on the environment and in particular ‘natural capital’ – land, soil, ecosystems, air and clean water – has never been greater. The value of the countryside goes beyond its economic return, but valuing this benefit in a way that prioritises sustainability and rewards stewardship has historically presented difficulties and remains a complex issue. A great deal of work is being undertaken both at an international level and closer to home, looking at the valuation of benefits offered by different types of land use. In the past, funding for the protection of natural capital has been limited and, in many cases, reliant on philanthropic investment. However, with increasing pressure on business from shareholders to raise environmental standards and greater public awareness around climate change, broader funding opportunities for farmers and landowners are opening. Insurance firms are beginning to recognise the impact of changing land management practices on risk. Payments to landowners to accept flood water on their land to reduce the risk of downstream floods are being considered, and the value of woodland is seen not just as a timber asset, but as windbreak, air pollution trap and also a space for recreation, with associated health and well-being benefits. At Fisher German, we are actively investing in professional resource to ensure we are at the forefront of these developments in order to give the best advice to our clients in the rural sector.

Our commercial team has had a good year-end, although the sectors of the commercial market continue to diverge. This divergence was brought home to me by a recent article in The Times. The journalist had rebased the share prices of Hammerson and Segro, the former heavily invested in retail, the latter in industrial and warehousing. Taken back to a base in 2014, the share price of Segro is plus about 110 per cent and Hammerson is about minus 40 per cent! Segro is now the most valuable British property company, having overtaken Landsec, whose assets are primarily offices and retail. Much of this divergence has been driven by the change from high street to online retail, but that is not the only reason for the growth in rent and values. There has been a general lack of planning across the country for the expansion of our manufacturing and warehousing businesses and land has been allocated to residential use in preference to business. Consequently, there is a profound shortage of good units and land for ‘shed’ development in many areas. Good distribution land is now, in many instances, more valuable than housing land. Residential is no longer the default option when seeking to maximise returns. While the press has gone quiet, the shadow of Brexit still hangs over many businesses. However, the fear of a hard left Corbyn government is considered by many to be the greater risk. What interesting times we live in!

As we expected, it happened. On 31 March 2019, exactly nine years after it began and two years after the same fate for the Renewables Obligation, the government brought to an end the Feed-in Tariffs (FIT) scheme to new applications. The FIT journey has had more twists and turns, and stops and starts than a faulty rollercoaster. However, statistics rarely lie and ultimately the scheme has supported almost 1 million sub-5MW installations around the UK. More than 30 per cent of our electricity is now drawn from green sources. While the closure of the FIT scheme is disappointing, especially with no replacement scheme on the government’s horizon, it has at least contributed to a fundamental shift in the UK’s energy mix, forcing a major change in the management of the network and associated markets. This in itself presents new opportunities and places a focus on the value of energy assets and security of supply. We are busy valuing all types of energy schemes and expect this demand to increase further. Another opportunity gaining traction is subsidy-free solar parks. Typically utilising upwards of 100 acres per site, our pipeline of such projects is growing amid the Brexit chaos and knock-on uncertainty for British agriculture. Despite the closure of the FIT scheme, decarbonisation of energy through efficiency and renewable generation continues to be an important global priority. There are clear signs we are moving from an era of incentivisation to increased regulation. Our priority remains to ensure that our clients stay ahead of the game.

David Merton

Duncan Bedhall

Darren Edwards

01530 410806

07831 824663

07918 677571

david.merton@fishergerman.co.uk

duncan.bedhall@fishergerman.co.uk

darren.edwards@fishergerman.co.uk

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Fisher German’s sector heads look forward to what lies ahead for the firm and its clients.

Diversification drives demand for development

Residential market in good shape

Ben Marshalsay, head of development

Alasdair Dunne, head of residential

Demand for greenfield development land is outstripping supply, driving land values. There are two main reasons for this; a slow-down in the number of consented sites coming through the planning system, and the increasing appetite of both PLC and private builders. This demand is intensified by the surge in SME developers into the market. The rise from the former set of housebuilders has been buoyed by the – in general – good trading statements so far this year. In the strategic land market, there are still short-term opportunities where local plans are not in place or there is a perceived lack of fiveyear housing land supply due to housing trajectories not being met. Housing delivery has risen year on year but central government targets still appear ambitious at best. The Letwin Review encouraged diversity of product and we are seeing greater evidence of this in the market. Greater public and private funding of housing associations has meant an upturn in their involvement in the market. Demand for different tenures, including shared ownership products, coupled with their funding, means the housing associations are a force of note in the acquisition of development land for the foreseeable future. There is also more appetite for build-to-rent opportunities outside the Southeast and major regional cities where this sector has historically been focused. Looking to the future, the level of demand will depend on wider market sentiment but continued government support to increase the supply of housing and the diversification of products is a strong indicator that demand for development land will continue.

Despite residential market uncertainty, we have recorded a very good performance over the past six months. We have a small downturn in buyers and sellers contacting us but those who are entering the market do so with determination to move and our transactional volume has increased. The suppressed London market has impacted our offices closer to the capital but they have still managed to better last year’s performance, albeit by a smaller margin than offices further north and west. Our new homes business is still in its infancy but the prognosis is excellent with some very good instructions. Looking north, our newly established residential agency team in Knutsford is off to a great start. This new team builds on our regional success, augments our Chester team and ensures firstclass market coverage for our clients. While some people are hesitating with their home-moving plans, there may be an element of pent-up demand that should develop as and when the political situation is finally clarified. Our economy is in surprisingly good shape – for the majority of the country, house prices have settled, wages are increasing and mortgage debt remains manageable. While I don’t anticipate a significant surge in market activity, I can see a stable marketplace with demand and supply comfortably balanced. Residential investor activity is subdued, as onerous regulatory and taxation burdens have dampened the desire to enter or remain in residential lettings. It seems inevitable that rents will go up but, in the meantime, our teams are on hand to ensure our landlords maximise their return on investment and stay compliant.

Climate change and water Giles Lister, head of utilities & infrastructure The impacts of climate change and population growth will require, on the supply side, the need to capture, treat and store more water, and on the demand side, water conserved and used more efficiently. Over the AMP 7, 2020 to 2025 period, water companies will need to reduce leakage and usage, construct new reservoirs and desalination plants and create water transfers via pipelines or canals to water-stressed areas. There is also a focus on protecting and improving the environment to balance water supply and demand. The Environment Agency (EA) is taking action by moving megalitres of water around, monitoring rivers affected by sustained low flows, updating its position on flexible abstraction for farmers, reviewing guidance on drought plans and optimising management of wetland sites. Water companies and the EA play a vital role as stewards of water and the wildlife that relies on it, protecting nature to sustain but also benefit customers and the wider society. As a consequence, there will be a requirement for new water supply infrastructure, strategic water transfers and joint infrastructure projects necessary to provide resilient water resources and drainage identified through collaborative regional water resources planning, statutory drainage and wastewater planning. Wand open communication. This will be particularly crucial when instructed on large-scale projects.

Ben Marshalsay

Alasdair Dunne

Giles Lister

01530 567465

07501 720412

01227 477870

ben.marshalsay@fishergerman.co.uk

alasdair.dunne@fishergerman.co.uk

giles.lister@fishergerman.co.uk

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Office directory Contact details for Fisher Germanâ&#x20AC;&#x2122;s 15 national offices

Knutsford Phone 01565 757970 knutsford@fishergerman.co.uk 2 Royal Court Tatton Street WA16 6EN

Chester Phone 01244 409660 chester@fishergerman.co.uk 4 Vicars Lane CH1 1QU

Halesowen

Fisher German sectors

Phone 01215 617888 halesowen@fishergerman.co.uk 3 Saint Kenelm Court Steelpark Road Halesowen B62 8HD

Commercial Development Residential Rural Sustainable Energy Utilities & Infrastructure

Hereford Phone 01432 802545 hereford@fishergerman.co.uk The Middle Granary Brockhampton Hereford HR1 4SE

Stafford Phone 01785 220044 stafford@fishergerman.co.uk 2 Rutherford Court ST18 0GP

Hungerford Phone 01488 662750 hungerford@fishergerman.co.uk Firn House 61 Church Street RG17 0JH

Worcester Phone 01905 453275 worcester@fishergerman.co.uk 1 Kings Court Charles Hastings Way Worcester WR5 1JR

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Ashby-de-la-Zouch Phone 01530 412821 ashby@fishergerman.co.uk The Estates Office Norman Court LE65 2UZ

Doncaster Phone: 01302 243930 doncaster@fishergerman.co.uk 2 Carolina Court Lakeside Business Park Doncaster DN4 5RA

Newark Phone 01636 642500 newark@fishergerman.co.uk 12 Halifax Court Fernwood Business Park Cross Lane NG24 3JP

Market Harborough Phone 01858 410200 harborough@fishergerman.co.uk 40 High Street LE16 7NX

Bedford Phone 01234 823661 bedford@fishergerman.co.uk 8 Stephenson Court Fraser Road Priory Business Park MK44 3WJ

Banbury Phone 01295 271555 banbury@fishergerman.co.uk 50 South Bar OX16 9AB

Canterbury Thame Phone 01844 212004 thame@fishergerman.co.uk 17 High Street OX9 2BZ

Phone 01227 477877 canterbury@fishergerman.co.uk Court Lodge Farm Offices Godmersham Park CT4 7DT

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