The Business by Greater Manchester Chamber

ISSUE 1 w 2018

Chris Boardman

Getting Manchester moving

GDPR

Are you ready?

Elucigene Diagnostics In the genes

Gender pay

Closing the gap

Chamber debate Brexit? What Brexit?

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Welcome to the first ever issue of The Business. Hello and welcome to the first ever issue of The Business, the brand new member magazine from Greater Manchester Chamber of Commerce - not just the biggest in the UK but now, officially, the best too following our win at the end of last year in the national Chamber Awards. When we were presented with an opportunity to overhaul the magazine we wanted to do it properly and come up with something that better reflected and represented what we are as a Chamber and what our members are about as well. We didn’t want a makeover – you cannot develop or get better by doing more of the same, but by doing more of the different. Working together with our media partners Mix Media we’ve gone for a fresh look and feel to the magazine. Gone are the pages and pages of advertorial and instead we‘ve put the focus firmly on businesses and people that have something to say, stories to tell and experiences to share. There are more pages each issue, so more space and opportunity to go in-depth and take a longer look at some of the better and lesser-known business superstars we have here in Greater Manchester. It also gives us the opportunity to highlight some of the big issues affecting business - letting you know about the stuff you need to know about.

It’s great we have Chris Boardman on our front cover and I think this sets the tone for The Business and what we want to do with it. Chris is the GM Walking and Cycling Commissioner and has big plans for the city region in developing a new approach to its transport infrastructure. He is also an astute business owner too, something you can find out more about in our big interview feature. I could go on for a long time about what we have lined up, but I won’t as I want you to get reading our first issue! I would love to hear from you to find out what you think or if you want to be featured, take part in future articles, or take out an advert and get in front of new customers. It really is the start of something big and what better way to reinforce our credentials as the best chamber in the UK by giving you, our members, your best ever magazine. w Enjoy! Chris chris.fletcher@gmchamber.co.uk @gmcc_fletch

We didn’t want a makeover – you cannot develop or get better by doing more of the same, but by doing more of the different.

ISSUE 1 w 2018

The Business magazine is published on behalf of Greater Manchester Chamber of Commerce by

Although every effort is made to ensure the accuracy of information contained in the magazine, neither the Chamber nor the publisher can accept responsibility for any omissions or inaccuracies it contains.

Chris Boardman

Getting Manchester moving

GDPR

Are you ready?

Elucigene Diagnostics In the genes

The views expressed in this magazine are not necessarily those of the Chamber. This publication (or any part thereof) may not be reproduced, transmitted or stored in print or electronic format (including, but not limited to, any online service, any database or any part of the internet), or in any other format in any media whatsoever, without the prior written permission of the publisher.

The Mix Group Gender pay

Closing the gap

Exporters round table Brexit? What Brexit?

Unit 2 Abito 85 Greengate Manchester M3 7NA

Comercial Sales Gary Williams 0161 946 6262

gary@mixinteriors.com

Editor Jim Pendrill Design & Artwork John Hope Photography Dan Eden Printed by Stephens & George

www.gmchamber.co.uk

68 18

CONTENTS

06 10 11

ISSUE 1 w 2018

THE BIG INTERVIEW

Chris Boardman, Greater Manchesterâ&#x20AC;&#x2122;s Cycling and Walking Commissioner.

WELCOME CHAMBER NEWS

All the latest news and information from the countryâ&#x20AC;&#x2122;s largest Chamber.

73 61

CASE STUDIES

Interviews with leading companies from across the region:

w Sherwin-Williams w OneFile w Elucigene Diagnostics DEBATE

Exporters discuss the current impact of Brexit and their global ambitions.

Elliot House, 151 Deansgate, Manchester M3 3WD w E: info@gmchamber.co.uk w W: www.gmchamber.co.uk Membership: 0161 393 4322 w Events: 0161 393 4343 w International Trade: 0161 393 4348 Marketing & Policy Director: Chris Fletcher: 07966904149 w chris.fletcher@gmchamber.co.uk w Twitter: @gmcc_fletch Member Communications Manager: Simon Cronin: 0161 393 4335 w simon.cronin@gmchamber.co.uk Digital & Social Media Manager: Joanna Preihs: 0161 393 4336 w joanna.preihs@gmchamber.co.uk Marketing Managing: Charlotte Maloney: 0161 393 4337 w charlotte.maloney@gmchamber.co.uk

@gmchamber

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/gmchamber

/greatermanchesterchamber

Greater Manchester Chamber

/gmchamber

10 36

SECTOR REPORTS

In-depth analysis and comment on Greater Manchesterâ&#x20AC;&#x2122;s key industries, as well as discussion of current issues facing business leaders.

w Property, Construction & Development w Manufacturing & Engineering w Finance w Technology w Marketing w People w Arts, Culture & Leisure

63 REGIONAL UPDATES 74 80

A summary of the latest news and views from around the ten boroughs of Greater Manchester.

QUARTERLY ECONOMIC SURVEY Key findings from our latest review of the Greater Manchester economy.

AND FINALLY

Stella Bowdell, Director of Membership, Greater Manchester Chamber of Commerce.

OUR PATRONS: THANKS FOR YOUR SUPPORT www.gmchamber.co.uk/patrons

Teaching Intensive Research Informed

www.gmchamber.co.uk

43 Spring Gardens, Manchester, M2 2BG 0161 832 1400 www.rossorestaurants.com

BIG INTERVIEW

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CHRIS BOARDMAN

“With Andy Burnham you have a person in charge who wants change and is prepared to do some difficult things to get change… We can create an example here that is so big that it cannot be ignored by the rest of the country.” Chris Boardman, Greater Manchester’s Cycling and Walking Commissioner

Cycling has ballooned as a recreation activity in recent years yet the vast majority of commuters in Greater Manchester are still stuck in their cars. Appointed by Mayor Andy Burnham as the city’s first ever Cycling and Walking Commissioner, former Olympic champion Chris Boardman is on a mission to get people moving. Boardman admits he is becoming more political, but he is quick to scotch any suggestion that he might be about to embark on a political career. “For me it is more the case that the political route is the only route to getting done what I believe is necessary to make this a better place to live. That might sound quite a bland political statement, but I have come to believe that cycling and walking are the silver bullet. In Copenhagen 50 per cent of kids ride to school every day. It is demonstrably possible and all the benefits are clear, so it’s not pie in the sky. This is logically the obvious solution. But the only way to get through is political.” Boardman says money or overwhelming evidence about the damage pollution and inactivity are doing to our health is not the problem. “It is change that people are scared of, and culture change is slow and painful.”

However if you want evidence Boardman is happy to bombard you with figures. He claims pollution levels are killing 40,000 people a year prematurely in this country, obesity another 50,000. “All those problems are just at the point where I can see - not just within my lifetime but within the next few years - that this is going to break if we don’t do something. Even people who don’t like the idea of riding a bike can see it’s the easiest, cheapest option to fix some of these headaches we’ve got. A recent study showed that people who regularly commute by bike almost halve their chances of dying from heart disease and cancer compared to people who drive. In fact their chances of dying prematurely by any cause drops by 41%.” He says the root of the problem is that we make decisions and will do the easiest thing for us right now, even if we know it is to our own detriment later on. He says the solution to getting people out of their cars must be “easy, attractive and safe”, and in that order. “Easy and attractive is actually more important than safe. You will not get someone to get out of a car unless you can offer them something that is attractive.” www.gmchamber.co.uk

BIG INTERVIEW

CHRIS BOARDMAN

Policy role As policy adviser for British Cycling for the past four years Boardman has been happy to put himself at centre-stage of such debates. For instance he recently attacked a proposal to make cycle helmets compulsory. “If you are really interested in safety this is not even in the top ten things you need to be talking about. Do you know how many people have head injuries just walking on the pavement? The UK has some of the highest cycling KSI rates (Killed or Seriously Injured) in Europe and they are increasing. Yet all over the world countries with the highest use of safety gear are the most dangerous for cyclists. Wherever helmet use has been made compulsory, there has been no corresponding drop in head injury unless there is also a drop in cycling rates.” Given his knowledge of these wider issues it was little surprise that Boardman received the call last summer from new Greater Manchester Mayor Andy Burnham. As Boardman explains: “Andy phoned me up and asked me about doing this job and said ‘if it gets messy I will back you, I think this is the way to go’. That’s what you need to get change. You need the person at the top who wants to do it and who then employs someone to go and execute that. If you employ someone for the sake of employing someone to say you have a commissioner, but the people upstairs are not interested, then you are wasting your time. “With Andy you have a person in charge who wants change and is

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prepared to do some difficult things to get change. When the boss wants to do it, it enables all the people below who have that capability. That’s the reason I’m here. We can create an example here that is so big that it cannot be ignored by the rest of the country. “Strategically this is the best way to influence the national agenda. What has happened in Copenhagen is great, but it is too far away from the UK for people to relate to. You need to give people examples that they understand. Show them a British town or city that hasn’t done this before, gets the changes, sees the benefits, and has the confidence to invest and go through the short-term pain.” I ask why walking was lumped in to Boardman’s new job description. “Because I asked for it. It is largely the same issues and challenges. In Copenhagen a lot of people have stopped walking and started cycling because it is the easier solution. It is the same person. It is about prioritising people over vehicles. The people I am interested in speaking to are the people who are currently sitting in cars. They are the ones for whom I want to see a different way of doing things and create opportunities for them and their kids. It sounds cheesy but that’s the reality.” Accountable Boardman admits that every conversation he has had with political and civic leaders across the ten Manchester boroughs (which control transport policy) has so far been “suspiciously positive”.

Easy and attractive is actually more important than safe. You will not get someone to get out of a car unless you can offer them something that is attractive.

But he knows the hard work lies ahead. “I haven’t tried to shove a spade in anyone’s road yet,” he adds. Joking aside, he accepts that the success of his role needs to be clearly defined and measurable against targets which are currently being worked up. “We want to include things like a happiness index, how people actually feel about this place. Ask anyone where are their favourite places and I guarantee you it’s not full of cars. “One of the goals that I aspire to, and want everyone else to aspire to, is that after 10 years we don’t actually have a cycling fund, we don’t have a programme to build cycle lanes. In 10 years time I want people to say ‘this is just how we do streets’. Everything we are looking at right now is over 10 years because that is a meaningful amount of time and a commitment that allows you to build up expertise to employ people to do things. “These things take time. It was Ken Livingstone who started the bike scheme in London, who put through congestion charging, all those things that were painful. It was really the next Mayor Boris Johnson who benefitted from the outcomes.” The 12-year-old yardstick Boardman says whatever measures are put in place they have to be usable by a 12-year-old. “A 12-year-old can

actually be anyone. It is a person who hasn’t ridden a bike since school, it’s a pensioner, it’s someone who takes the kids to school. It’s a yardstick that everyone can visualise. Whatever we build would I let a sensible 12-yearold use this, ride down this road, go to school? If the answer is no then we shouldn’t be building it, because all those people I have just mentioned who are currently in a car won’t use it either.” Boardman is a big fan of city bike schemes. Manchester’s, run by Chinese company Mobike, has had teething problems but he sees it as the future. “It does what I need it to do. The big appeal for me is you pull into a train station, you look at the app and can see where every bike is, reserve it, ride it to an office, park it responsibly, get off. That works for me. That is a brilliant system. What’s more it’s a system that costs the city nothing.” Business thinking Nicknamed ‘The Professor’ during his cycling career, because of his legendary attention to detail in preparation and training, there can surely be no better person to take on all these challenges. As he adds: “I have always been someone who really enjoys having a plan because that motivates me, right from training exercises through to business strategy. I really enjoy a plan that is detailed and gives me the belief that it will get me to the thing that I am aiming for. Saying that, as

soon as I bump into something that I didn’t know existed I have no problem changing direction either. “The most important thing is to be passionate about what you do and believe in what you do. During my business career I haven’t looked for ways to make money, a lot of the time it was just pure coincidence that I bumped into something that I thought ‘that’s great’. Business is a lovely outcome to doing things that you are passionate about. I don’t do this to make money, I do it because it is fascinating. It doesn’t mean it’s easy because it can be hard, but it is fascinating and I believe in it. If you can find ways to make money out of it as well then that’s a bonus.” Performance centre Besides his Commissioner role and continued role as Chairman of Boardman Bikes (see below), he now has ambitious plans to tap further into the cycling craze by building a new performance centre in the Midlands this Spring. It will be aimed at both professional and amateur cyclists, as well as triathletes. “The idea is that anyone can go and get some coaching, get some basic or technical bike fit, get some physiology testing, or go into a wind tunnel and do their positioning. If you are riding a sportive and are going for a time then you can come and have a look at what makes a difference. No-one has done this anywhere in the world yet. If it is successful would we build another one? Why not, we might do one in Australia or the US. I myself spent 10 years in wind tunnels with the British team and I wanted to make that facility available to other people.” w

BUSINESS THINKING Boardman shot to fame in 1992 when he won the individual pursuit gold medal at the Barcelona Olympics. He went on to break the world hour record three times and also won three stages at the Tour De France. But he has arguably become even better known since his professional career ended. Boardman became a trailblazer in setting up his own bike company selling branded bikes and accessories, and went on to strike a major deal with Halfords. “There was a lot of luck involved. We did the deal with Halfords at exactly the same time that the Tour De

France came to London in 2007, and then a year later we had all the success of the British cycling team at the Beijing Olympics. Cycling became very fashionable, and alongside that we saw the emergence of the sportive where riders can just turn up and ride a set course. “With Halfords there was a real opportunity with 460 shops to target this market. At the time we were producing beautiful carbon fibre machines and then this opportunity came along and we thought ‘that’s even better, we can do this for a huge audience’. The first bikes we ever made were

like world championship winning beautiful carbon things, but we only made about 80. So we changed direction and ended up making the first ever £1000 carbon bike.” Boardman sold the business to the retailer in 2014 but remains chairman and says he is still “intimately involved” in the running of the company. “I still technically have right of sign-off on every nut and bolt. If I really didn’t like something I would step in and say ‘we’re not selling that’. I still have ultimate control over all the products.” w

The Business would like to thank law firm DLA Piper for the use of their Manchester offices for this interview. www.gmchamber.co.uk

CLIVE MEMMOTT

Chief Executive of Greater Manchester Chamber

Our job is to single-handedly represent the interests of businesses in Greater Manchester and if you think we need to be addressing something that’s important to you, let us know.

I hope you’re enjoying this first issue of The Business. It certainly is different from anything that the Chamber has published before, not only visually but also in its content, with more in-depth member features and articles on the key issues that matter to business. We have been planning this new magazine since the middle of last year. I am really pleased with the result and look forward to seeing how this develops further in the future. The launch of The Business comes at an exciting time for the Chamber as it coincides with our award as Chamber of the Year 2017/18. But we won’t be sitting back on our laurels, we intend to be even more ambitious and The Business is just one example of this. We will continue to drive forward and deliver new services and do things even better. Looking at the year ahead, there has never been a greater need for businesses to feel part of a community that supports,

informs and recognises their value and provides a range of great services. We will soon be launching new local, regional and national campaigns that will build on this. Our job is to single-handedly represent the interests of businesses in Greater Manchester and if you think we need to be addressing something that’s important to you, let us know. We want to broaden and diversify our membership, as well as provide more benefits from the network of national and international chambers. But underpinning all this has to be how you, our members, get involved, respond, react, engage and steer what we say and do on your behalf. Without that we will never be the genuine and independent voice of business. Something that seems to be lacking in too many places these days at a time when it’s needed more than ever. w Clive clive.memmott@gmchamber.co.uk

JANE BOARDMAN

President of Greater Manchester Chamber Hello, and welcome to the first of my regular columns in this the inaugural issue of The Business. Having been a board member for a number of years and having taken part in a variety of discussions over that time about the Chamber’s magazine, it’s great to finally have something that really looks the part and reflects what the Chamber is all about. As Chamber President, it’s great for the launch to take part during my term in office - and alongside the recent (and thoroughly deserved!) Chamber of the Year award, 2018 is already looking good. This time of year is all about looking forward and planning, probably more so this year than in many recent years, as the Brexit deadline looms on the horizon. Closer to home, there is still a range of fundamental issues that need to be addressed, and to some extent seem to be going round in circles. For example, it is often said that we

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are still having the same discussions today around the issue of effectively linking education, the skills system and businesses, that we were having ten or more years ago. Whether the conversation has moved on or not is open for debate, but what is becoming increasingly clear is that the world of work is changing rapidly. Hardly a week goes by without there being a news report on the “rise of the robots” and all sorts of predictions being made about some form of future workplaces run entirely without human intervention. Whilst some of this sounds like science fiction, changes are already happening, and have been for some time. It’s not just jobs that are changing but the demand for, and value placed on, certain skills is altering too, and in a way which will take too long to feed through to the current education system. So this is why one of my themes

as President will be looking at the “Employee of the Future” – what will work look like and what skills will be necessary in five, ten or 15 years from now? How do we make sure that where there are forecast gaps in knowledge, skills and ability, these are filled? We can’t just focus on young people, as important as they are - what about those already in work and in some cases feeling threatened by what lies ahead and how they might have to adapt? There will be no easy solutions or answers, but all businesses will have a part to play in this and we’ll be asking for your help and input and making sure you are kept fully informed about this campaign as it progresses. Let me know what you think, and look out for updates and ways for you to get involved. w Jane jaboardman@deloitte.co.uk

CHAMBER NEWS

IN CASE YOU MISSED

w Manchester’s three main railway stations were

connected for the first time by the Ordsall Chord - the historic centrepiece of the Great North Rail Project. (pic 1)

w The last ever edition of 53 Degrees was printed after reaching 115 issues.

w Jane Boardman, from Deloitte, became the first

female President of Greater Manchester Chamber of Commerce. She said her focus as President would be on the “Employee of the Future” – examining the changes needed over the next decade. (pic 2)

w The Chamber launched a Business Dispute Resolution

Service to help businesses resolve disputes without the cost and time of going to court.

w A Salford brewery rose from the ashes and was on track to double its turnover – one year on from a devastating fire. First Chop Brewing Arm was forced to leave its original home in Orsdall Lane following a fire in October 2016, suffering around £250,000 worth of damage.

w Greater Manchester Chamber celebrated the best

of Wigan’s businesses at the annual Wigan Business Awards. Among the winners were A Connolly Ltd (Business of the Year) and European Diesel Services Limited (Exporter of the Year.). (pic 3)

w The Budget (see page 44) included positive measures around housing and stamp duty, universal credit and investment. However, it revealed that the long-term growth rate of the UK economy looked to be around 1.5% with continued weak productivity.

w Greater Manchester Chamber and Mobile UK, the

trade body for the UK’s mobile network operators, announced a new partnership to promote essential mobile infrastructure deployment across the Greater Manchester region.

w Historical records from 1914 were discovered in the basement of the old head offices of the Lancashire and Cheshire Miners’ Federation in the centre of Bolton. Local school pupils were asked to help save this important part of the town’s past. (pic 4)

w Legislation was laid before

Parliament to transform Transport for the North into the UK’s first statutory sub-national transport body.

w Bolton’s award-winning Octagon Theatre celebrated its 50th birthday. (pic 5)

w The Chamber’s Carol Concert took place at Manchester Cathedral.

w Manchester joined the global

network of UNESCO Cities of Literature.

w The Mayor’s Employer Charter

was discussed at a joint event in partnership with Tameside Council and the Greater Manchester Combined Authority.

w The Construction Apprentice of

the Year Award, sponsored by Laing O’Rourke, was won by Turner and Townsend’s Ben Deegan. (pic 6)

w Chamber Studio was launched, giving members the opportunity to create video content with minimum hassle at a competitive rate.

w The Chamber held its first Asian

Business Development Network event at Elliot House.

w Members were able to upload their own stories to the new Chamber’s website for the first time.

w Chamber staff spent the night

sleeping outside Manchester Cathedral to raise money for the Booth Centre.

w Oldham Town Hall won the

Chamber’s Building of the Year Award. (pic 7)

w Figures showed that 40% more

people in the North were travelling to China following the introduction of a direct flight from Manchester.

w Tony Millar took over as Stockport President of Greater Manchester Chamber of Commerce.

www.gmchamber.co.uk

CHAMBER NEWS

GREATER MANCHESTER CHAMBER IS CHAMBER OF THE YEAR 2017/18

Greater Manchester Chamber of Commerce was named Chamber of the Year 2017/18 at the British Chambers of Commerce’s annual Chamber Business Awards. The Chamber Business Awards, now in its 14th year, is one of the showpiece events in the business calendar, highlighting the role of business in delivering growth and prosperity for the UK and local communities. The Chamber impressed judges with its membership growth of 11% over the last three years, through support for local firms and those further afield, and by working with other chambers in the region to share best practice and offer a wider range of member services. In addition, the Chamber has grown its membership team, allowing it to offer a more personalised service, as well as embedding international trade into its offering, supporting members to begin and expand their exporting journeys. The judges were also impressed by the Chamber’s work in the area of skills development, with the Chamber brokering more than 1000 apprenticeships and having helped secure over £9m in funding for skills and employment programmes. Francis Martin, President of the British Chambers of Commerce, said: “Greater Manchester Chamber has shown impressive growth in recent years, and embodies the mission of chambers of commerce everywhere through their work in improving the business

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environment, supporting firms to trade and providing a voice to local business. “Their efforts to engage with other chambers is a testament to their dedication to the network. Congratulations to the Greater Manchester team, truly worthy recipients of this prestigious award.” Greater Manchester Chamber member Manchester and Cheshire Construction Company also won the Commitment to People Development award at the Chamber Business Awards. The judges were impressed by the company’s commitment to training and staff development. Each year employees are given a training plan, built on the training needs of the company based on forthcoming contracts, and the learning and development needs identified by the employee or line manager. In one year, the company participated in 252 training days, an average of five training days per employee. Fellow Chamber member, Stockport Homes, which delivers affordable housing and accommodation solutions to people within the Stockport area, won the Excellence in Customer Service award at the Chamber Business Awards. Since its foundation in 2006, the company has expanded to over 600 employees, and seen year-on-year growth. The business manages sheltered complexes for older people and delivers the Council’s adaptation service across all tenures.

The company’s Continuous Improvement Framework shows how service improvement is driven by a directive set by its board and customers. Stockport Homes has clear objectives and regular reporting of customer service and between 2015 and 2017 customer satisfaction increased from 90% to 97%. Greater Manchester Chamber members also won seven of the nine awards in the North West heats of the Chamber Business Awards. w Greater Manchester Chamber regional winners:

Manchester and Cheshire Construction Co. Ltd – High Growth Business of the Year

Manchester and Cheshire Construction Co. Ltd – Commitment to People Development

Elucigene Diagnostics – Export Business of the Year

w CSG

– Best use of Technology

Ellesmere Park High School – Education and Business Partnership

Stockport Homes – Excellence in Customer Service

Adam Recruitment – Best use of Social Media

YOUR

MEMBERSHIP SERVICES

FROM THE CHAMBER OF THE YEAR 2017/18

GM Chamber has over 4,800 members located across Greater Manchester, the UK and internationally (even as far as the Philippines!) From local SME’s to global companies, we’re here to support all businesses – no matter the size, location or industry.

Working alongside our Patrons and Partners, we’re dedicated to creating an outstanding range of member services focused on delivering value to each of our members.

From refining existing services, to introducing new benefits – your membership offer is always evolving to help support your organisation in the changing business landscape. Each quarter, we’ll focus on a couple of the services you have access to, and how they can support you and your business.

Raising your Profile get your message

30,000

to over followers on social media

Chamber Protect

Chamber Events

£35,000 worth of

at over 150 events in 2017

delivered over

business support in 2017

9,000 delegates

WHATS COMING…

With 25th May on the horizon, we’ll be launching GDPR and Cyber Security services so keep your eyes peeled for these.

Need a little extra help? book onto our

GDPR training courses for extra support

To find out more about what your membership can do for you, call 0161 393 4321 or email benefits@gmchamber.co.uk www.gmchamber.co.uk

FORTHCOMING EVENTS

FEBRUARY 7 BUSINESS WOMEN’S NETWORK Midland Hotel 12noon - 2.30pm 8 PURE NETWORKING Elliot House 5.30pm - 7.30pm 9 THE FUTURE OF BUSINESS IN SALFORD University of Salford 8.00am – 10.00am 13

A4B BOLTON University of Bolton - Institute of Management 8.00am - 10.00am

15 STOCKPORT BREAKFAST CLUB Alma Lodge Hotel 7.15am - 9.30am 21 A4B MANCHESTER Scene Indian Street Kitchen, Spinningfields 8.00am - 10.00am 28 A4B TRAFFORD Emirates Old Trafford 12noon - 2.00pm

MARCH 2 WIGAN BOLTON BURY CONSTRUCTION CLUB Village Hotel Bury 8.00am - 10.00am

23 QES BREAKFAST Elliot House 8.00am - 10.00am 27 A4B SALFORD The Lowry Theatre, Salford Quays 8.00am - 10.00am 28 MIPIM REVIEW Elliot House 5.30pm - 7.30pm

APRIL 11 A4B MANCHESTER Cloud 23 Hilton Deansgate Manchester 8.00am - 10.00am 17 A4B BURY Village Hotel Bury 8.00am - 10.00am 18 TASTY NETWORKING Venue: tbc 3.00pm - 5.00pm 20 STOCKPORT & TAMESIDE CONSTRUCTION CLUB Curzon Ashton FC 8.00am - 10.00am 24 A4B OLDHAM Hotel Smokies 8.00am - 10.00am 25 BUSINESS WOMEN’S NETWORK King Street Town House 12noon - 2.30pm

13 A4B ROCHDALE Mercure Norton Grange Hotel 12noon - 2.00pm

26 STOCKPORT BREAKFAST CLUB Alma Lodge Hotel 7.15am - 9.30am

14 ENGINEERING & MANUFACTURING SUMMIT Oldham Event Centre 8.00am - 1.00pm

27 A4B WIGAN Leigh Sports Village 12noon - 2.00pm

20 A4B STOCKPORT Village Hotel Cheadle 12noon - 2.00pm 23 PROPERTY & CONSTRUCTION LUNCH Midland Hotel 12noon - 2.30pm

MAY 2 SALFORD CONSTRUCTION CLUB TBC 8.00am - 10.00am 3 A4B TRAFFORD Emirates Old Trafford 12noon - 2.00pm

Please note all events are subject to change either date, venue or time - please check the website: www.gmchamber.co.uk for full and correct details. To book on any event if you have not used the website before, go to: https://www.gmchamber.co.uk/register/ and follow the process.

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KEY DATES FOR YOUR DIARY ENGINEERING & MANUFACTURING SUMMIT Oldham Event Centre 14 March - 8.00am - 1.00pm March sees the launch of our first Engineering and Manufacturing Summit, the only event of its kind in Greater Manchester. This flagship Summit is a culmination of all the work we have undertaken within this prominent sector in the past 18 months. With over 700 members in the sector, this is one of the key campaigns that the Chamber will be working on during 2018. At the Summit we will explore a number of key themes identified by our members via interactive panel discussions including:

w Industry 4.0 w Skills w Digital w Brexit w The future of the industry For those familiar with our Engineering and Manufacturing Forums, this event will be a great chance to hear from keynote speakers, panels, and to access relevant and up to date information about the sector. There will also be an exhibition where representatives from the sector and supporting industries will be in attendance. w If you are interested in getting more involved with the event (we have a number of sponsorship opportunities available) or in exhibiting please contact Emma Parr emma.parr@gmchamber.co.uk

ANNUAL DINNER 2018

GOLF & BUSINESS TOGETHER

HEATHROW SUMMIT 2018 A J Bell Stadium, Salford 8 June - 8.00am - 10.00am

Delivering Heathrow expansion is a major infrastructure project that will rely on talent from across the country. The demand for materials and expertise is set to create a lasting legacy through the creation of skilled jobs for people in regions across the UK. SMEs already play a crucial role in Heathrow’s supply chain with the airport spending over £1.5bn annually with more than 1,200 SMEs and suppliers from across the country and local communities surrounding the airport. With expansion, Heathrow is looking to grow its network, connecting with new suppliers from all over the UK. To ensure that UK businesses can maximise the opportunities of expansion, Heathrow delivers a series of Business Summits throughout the country. The events connect SMEs from Cornwall to Scotland to growth opportunities by allowing businesses to network and trade with each other, meet the airport’s supply chain, and organise meetings with government bodies to explore exporting opportunities. w

Victoria Warehouse 17 May - 6.30pm - 11.00pm

The finalists

What a great year its been for Golf & Business Together (GBT) with over 300 members playing in the GBT Events throughout 2017. The tour ended with the grand final in Dubai in December for the top four, plus the lucky member who was drawn for the nearest to the pins. They all stayed at the five star Media Rotana Hotel and played the Montgomerie Golf Course and Arabian Ranches Golf Course. Our finalists - Eddie Frost, Steve Sewell, Tom Kirk, Shahid Shafiq - were also joined by Phil Ryan, winner of the draw for the 2s, and member Mike Lythgoe. The final took place on the Montgomerie Championship course with all finalists donning the new GBT shirts supplied by our sponsor Luke Sport. Congratulations to our wiinner Shahid, and well done to all our finalists for making it a fantastic end to the 2017 tour.

We are now busy finalising and planning for an even bigger year in 2018. Having listened to feedback from sponsors, members, and their guests, we will be making several changes and new additions to the GBT 2018 Tour. Look out for the new updates via email, social media and future issues of The Business. To whet your appetite the proposed courses for 2018 are: February

Hillside G C

March

West Lancashire G C

April

Vale Royal G C

May

Celtic Manor

(one night stay playing Ryder Cup Course, two rounds of golf )

June

Northenden G C

July

Chorlton G C

August

Formby Hall G C

September Eaton G C October

Southport & Ainsdale G C

The Tour Final 2018 will take place in March 2019 with a three-night trip to a first-class European destination. Meanwhile we would like to thank all our members, guests and sponsors for making the 2017 GBT Tour a memorable and enjoyable one. w

The winner, Shahid Shafiq with Mark Brown

We hope to see many of you and a lot more new faces on the 2018 tour. For more information please email mark.brown@gbtevents.co.uk or enquire via the website gbtevents.co.uk

www.gmchamber.co.uk

CHAMBER NEWS

CHAMBER EXPANDS to Asia Pacific region Greater Manchester Chamber continues to forge links with global networks and our latest international innovation is the opening of an office in Malaysia to serve the Asia Pacific region. Why the Asia Pacific Region? The Chamber selected Malaysia as the base to cover the vast Asia Pacific region due to its strategic location and strong ties with the UK. The region hosts half of the global population with a growing middle class underpinned by

positive growth prospects. Our initial focus will be on the 10 countries of ASEAN – The Association of South East Asian Nations. The region presents opportunities, but its great diversity, varying cultures, languages, religions and business norms can be mindboggling and high-risk without local knowledge. Understanding consumer behaviour and trends can be challenging. Therefore, having local knowledge, skills and experience to provide a guiding presence on the ground is vital.

The benefits for Chamber members Our team in Malaysia have lived, worked and, most importantly, set up businesses in several countries in the Asia Pacific region for over 30 years. They are international, but local, and truly diverse speaking over 12 languages between them and have a contacts book to envy. The team is strongly placed to provide practical business support and guidance on opportunities and how to realise them, as part of a firm’s internationalisation strategy. Accordingly, it will provide access to international partners and networks and assist with your initial queries, market research, market entry, penetration and market expansion. Greater Manchester Chamber held a ‘Doing Business in Asia Pacific’ trade talk in January. The event focused on the bilateral business relations between the UK and the Indo-Pacific/Asia Pacific region. We have also been presenting specific country overviews, opportunities and case studies to our members, as well as arranging market visits and keeping them up to date with the latest news in the region. w For more information on Greater Manchester Chamber’s Asia Pacific team, email exportbritain@gmchamber.co.uk.

Wigan Metropolitan Development Company (Investment) Ltd

Building for business, building the future

Since 1984 WMDC has offered a wide range of business accommodation to let throughout the Wigan Borough including build to let options. With extensive knowledge, we assist with rented premises, acquiring land, construction, design and layout of bespoke office and Industrial premises.

#WMDC2014

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www.wmdc.org.uk

Tel: 01942 705449

Email: jburns@wmdc.org.uk

MANCHESTER AIRPORT CELEBRATING 80 YEARS SERVING THE NORTH Manchester Airport, the UK’s global gateway in the North will celebrate its 80th birthday this year.

27m

Passengers a year

That means people within its catchment stretching from North Wales to Humberside, and from the Midlands to the Scottish Borders – have more choice than ever before, whatever their reason for travel. And for businesses it means better access to the global markets that will unlock their full potential, by exporting to new customers and satisfying the demand for great British products in emerging economies. This direct connectivity from the North is breaking down barriers for international investors, who recognise the potential of the Northern Powerhouse proposition, and for tourists hungry to sample our natural beauty and rich cultural and sporting heritage. It is for these reasons that a thriving Manchester Airport is key to the growth prospects of the North, as it seeks to maximise the potential of high value sectors like technology, advanced manufacturing, energy and life sciences, all of which rely on quick and easy access to global centres of excellence – whether that’s Berlin, Boston or Beijing.

£7.1bn

Economic contribution to the UK economy every year

210

Different destinations served by Manchester Airport

10%

Growth in point-to-point long haul traffic in past three years

15th

In world for number of different destinations

A key feature of the Manchester Airport Transformation Programme is a commitment to leaving a lasting legacy for the region.

40%

Increase in passenger numbers since 2010

For those eight decades, its rich history has gone hand-in hand with the fortunes of those living and working in the region it serves. Today Manchester is one of Europe’s top 20 airports, offering flights to more destinations than any other UK airport. From Hong Kong to Houston and Singapore to San Francisco – airlines from all corners of the world are embracing the strength and diversity of the Northern market.

LEAVING A LEGACY FOR THE REGION

1.6m

Passengers flown to the US from Manchester Airport last year

22,500 People employed at Manchester Airport

60%

Of international business travel across the North passes through Manchester Airport

£50m

This will see the project serve as a catalyst for driving up skill levels in key occupations, as a well as inspiring future generations about a range of careers they could pursue.

MANCHESTER AIRPORT

A Rich History

AN EXCITING FUTURE

The construction phase of the scheme will see around 1,500 new jobs created, up to 200 of which will be apprentices. All recruits will come from the region.

Our contractors have pledged to ensure 80% of all work is awarded to businesses in the regional supply chain, meaning scores of SMEs across Greater Manchester will play a part in delivering the Manchester Airport of the future. Specially-tailored courses are being devised and delivered to prepared unemployed local people with the skills and knowledge they need to enter the world of work - and find them a job on the scheme at the end of it. And the project will bolster the airport’s already thriving education and skills programme, which has a range of initiatives to inspire, educate and train young people of all ages. As a result of the project, an additional 10,000 interactions with young people in the region will be carried out, with activities ranging from primary school education sessions to careersfocussed work aimed at teenagers. This aligns with the Bridge GM agenda of the Greater Manchester Combined Authority. In addition, there will be more than 50 STEM ambassadors trained and scores of work placements offered. This work is yet another way in which our investment and the growth of Manchester Airport is contributing to a transformational future for the whole of the region.

Spent by Chinese tourists per year in the North as a result of direct Beijing service 1. Newly appointed Laing O’Rourke Apprentices 2. Career focussed educational activity 3. First cohort of MAN-TP Airport Academy Apprentices 4. Regional Recruitment Fair

Manchester Airport – the best is still to come

Making transfers easy •

Improved transfer facilities including direct links between Terminal 2 and Terminal 3

So what will the next 80 years look like? Manchester Airport is investing more than £1bn to give the North the world class international gateway it deserves. The Manchester Airport Transformation Programme (MAN-TP) will modernise and transform the customer service experience we are able to offer passengers and to airlines whilst allowing the airport to continue in its role as job creator and economic provider for the region and the wider North. The programme comprises a series of enhancements that will provide our customers with facilities that combine a contemporary look and feel with state-of-the-art services. It will see Terminal 2 more than double in size to become the airport’s main centre of gravity. The new, enlarged terminal will have a range of state-of-the-art features and will be designed to deliver a smooth and seamless passenger experience. There will be something for everyone, with families able to take advantage of a range of shops and food and beverage outlets to suit all tastes and budgets, while business travellers will be able to take advantage of a host of new world-leading executive lounges. All of this will be made easier with the introduction of the latest technology and digital products and services to enhance the passenger experience. On the airfield, work will be carried out to maximise the potential of Manchester’s existing two runways, which have the capacity to handle more than double our current volumes of close to 28m passengers a year. Work will see our taxiways remodelled to accommodate more of the world’s largest aircraft, which will jet off to even more far flung destinations in the years to come.

Key dates First new stands this summer First new pier opens 2019 New terminal opens 2020 Full scheme completed 2024

A modernised airfield

Accessing the airport •

Shifting the airport’s centre of gravity to an enlarged Terminal, directly connected to its rail, tram and coach station and next to the proposed HS2/Northern Powerhouse Rail station site

•

Improved surface access with new roads and junction improvements making it easier for customers to travel to and from our airport

•

New multi-storey car parks reproviding the spaces lost to the apron expansion and providing customers with greater product choice New forecourt and public realm features

A warm welcome back

A relaxing departure •

Modern check in hall including self-service ‘checkin’ facilities

•

The latest technology in two new security halls with space safe-guarded for changes in screening regulations

•

Around 50 new food, beverage and retail outlets

•

Increased departure lounge with increased seating and a relaxing atmosphere

•

New business lounges with exceptional airfield views

•

Easy intuitive way finding with dynamic signage

•

New departure gates on finger piers

•

Safe-guarding for US Pre-clearance opportunity

•

New immigration hall with more e-gates improving efficiency

•

New baggage system, better sized for modern aircraft fleets

•

New baggage hall with 12 new reclaim belts

•

New arrivals hall

•

Increase in contact stands

•

Taxiway and airside road improvements, providing efficient operations to feed the 2 runways

•

Modern and future-proofed stand layouts

•

Three new finger piers, safeguarded for four

•

Innovation and technology to improve airline processes

•

More efficient airfield operating environment

AFEX is the Chamber’s new foreign exchange service provider

AFEX and Greater Manchester Chamber have partnered together to provide money saving foreign exchange services to Chamber members. AFEX has a rich heritage in pioneering personalised foreign exchange since 1979, becoming one of today’s largest privately owned non-banking providers of global B2B payments

900

and risk management solutions. AFEX is a trusted partner to more than 35,000 businesses and individuals worldwide, helping clients process payments to more than 180 countries around the clock every day. The team of experts at AFEX provide valuable support that inspires total confidence from clients in the complex and often volatile world of foreign exchange. With 22 offices around the world covering all time zones, AFEX offers a comprehensive range of foreign exchange services, which operate 24 hours a day, seven days a week, trading in excess of $20bn in foreign

exchange each year. The partnership will allow members to send money quickly and reliably to over 200 countries and territories. Wayne Mitchell, General Manager, AFEX, said: “We are excited to partner with the Chamber and their members to provide support and knowledge within the complexities of international payments and FX trading.” w To learn more about AFEX and to claim your free Rate Review, please email exportbritain@gmchamber.co.uk.

INTERNATIONAL TRADE TEAM – 2017 IN REVIEW

Over 900 delegates attended over 60 international trade events

We conducted 23 training courses with 212 delegates.

212

13 of these delegates achieved the Foundation Award in International Trade awarded by the British Chambers of Commerce

WE ALSO INTRODUCED THREE NEW INTERNATIONAL TRADE SERVICES:

w w w

OVERSEAS MARKET IDENTIFICATION – helping companies to select the right international market for their products and services GREATER MANCHESTER CHAMBER MIDDLE EAST REPRESENTATIVE – supporting members with introductions to partners in the region as well as market entry and project management

INTERNATIONAL CREDIT CHECKS - working with our partners we can provide an in-depth financial report on your overseas customers and suppliers within five working days

2018

If you are interested in getting involved with our services or learning more about them, please email exportbritain@gmchamber.co.uk

BURY MEANS BUSINESS

Bury has undergone a transformation in recent years, with multi-million pound investment turning a traditional market town into a modern hub for business, retail, tourism and living. With a population of 187,000, Bury may be the smallest of the ten Greater Manchester districts, but it has big ambitions and punches well above its weight.

On the way:

Open for business Good planning and partnerships between the public and private sector means the borough is embracing the opportunities for growth, alongside the ambitious plans created under devolution for Greater Manchester. Locally, too, Bury has big ambitions for some of its quality business development sites: • Chamberhall – opportunity to create high quality business location in a parkland setting with excellent access to Bury town centre • Townside – opportunity for major office scheme or corporate headquarter development in the heart of the town • Pilsworth – key opportunity for business, industrial or warehousing on Junction 3 of the M66

Here, now, tomorrow Other parts of Bury are thriving too. Prestwich, just across the city border, has a great location and boasts an increasing number of quality independent retailers, bars and restaurants. Work is well under way on a £2 million regeneration of the high street, which will further raise its appeal as a unique, cosmopolitan community. A new state of the art Lidl is being completed in Radcliffe, which will complement a range of developments including a new bus station and refurbished market hall. Scenic Ramsbottom is fast becoming a tourist trap itself, packed with artisan shops, food and drink festivals, and with property in high demand.

Bury Foodie: Brand new to the Rock shopping centre – Recconto Lounge opened its doors in autumn 2017. Brand new to the Mill gate shopping centre – Tim Hortons, the famous Canadian coffee and pastry brand, one of the first in the UK. We look forward to welcoming Gourmet Burger Kitchen and Prezzo in 2018.

Radcliffe Welcomes: ‘Lidl of the future’ – their state of the art store will open in early 2018, one of the first to be built using Lidl new modern concept design.

Moving here? Among the advantages of moving to Bury is what the borough offers to a company’s employees. • Wide range of quality and affordable housing • Top-rated schools and colleges • Green Flag parks, and multiple North West in Bloom winners • Award-winning attractions, from the famous Bury Market to the heritage East Lancashire Railway

Watch this space - Chamberhall Coming soon, located next to the town centre and close to the motorway network, the 17-acre Chamberhall business park. A prime development opportunity on an attractive and prominent site in an excellent location.

Bury Means Business David Fowler, Assistant Director, Localities D.W.Fowler@bury.gov.uk 0161 253 5518 Or email: Investin@bury.gov.uk

We look forward to hearing from you.

www.gmchamber.co.uk

CASE STUDY

SHERWIN WILLIAMS

GLOBAL REACH Seven years after being acquired by US giant Sherwin-Williams, business is booming at Bolton’s former Leighs Paints factory. Managing Director Ian Walker outlines the company’s vision.

As befits a building with more than a century of proud history to its name, the offices of Sherwin-Williams are getting a deserved lick of paint on the day they receive a visit from The Business. Walking past the beautifully ornate windows of its meeting rooms, the decorators are out in force and our host Ian Walker apologises for the disruption as we are ushered into his office at the end of the corridor. As head of one of the UK’s leading manufacturers and suppliers of protective coating systems, Walker is much more used to seeing his paints applied outside buildings than within. This particular factory, formerly the head office of Leighs Paints, dates back more than 150 years and made its name in marine paint at the height of the industrial revolution. Today it trades as the protective and marine coatings division of Sherwin-

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Williams after being taken over by the US Fortune 500 company - and world’s largest manufacturer of coatings - in 2011. It is from where Walker runs the company’s EMEAI (Europe, Middle East, Africa and India) operation. Walker has been with the business three years having spent most of his career with rival Akzo Nobel for whom he spent various spells running the company’s European protective business, its Dutch aerospace business, and then more latterly its global protection division. His brief upon arrival at SherwinWilliams was to further target overseas markets. “It was a super UK business based here out of Bolton, but SherwinWilliams felt it needed more strategic direction to target overseas markets. We have since accelerated the focus outside the UK for all our standard heavy duty protective coating products. We have the

technology here to make the business more global and develop more growth from our standard products here in the UK and beyond.” Deal Walker says the rationale for the original sale to Sherwin-Williams was twofold. Firstly he says it was a platform for Sherwin-Williams to access the European protective marine market and - as is the case for so many industrial US companies - the UK represented the perfect gateway to enter the rest of Europe. Secondly, it gave the company access to innovative technology in the fire protection area. “Leighs Paints was known globally as a leading player in this field, stretching back to the days when shipbuilding moved to the Far East and the company was forced to focus more on fire protection,” he says.

So, seven years on, how successful has the overseas drive been? “Across Europe today we are seeing significant growth, while we have also seen strong growth in non-European markets such as the Middle East too. Outside the UK our overall business has more than doubled over the past two years and we have successfully used the UK as a platform to enter other markets and regions.” Projects Today Walker’s division oversees a huge mix of global projects, ranging from road and rail bridges, to skyscrapers, to sports stadiums, to oil rigs. He cites the coating of the steelwork for the new 14,000-seat Louis Armstrong tennis stadium at Flushing Meadows, New York, as a particularly good example of how Sherwin-Williams’ global reach comes to the fore. “The job was specified in the US, but the steel was supplied from Italy which is where we coated it with our long term corrosion protection paint.” One of the big drivers of Walker’s industry is this increasing durability of longer lasting coats and faster cure resins, so that clients don’t have to paint buildings so regularly and also need less inspections. For instance Sherwin-Williams was a winner in the innovation category in the Queens Awards two years ago for its Dura-Plate 301W epoxy product which prevents corrosion on steel structures in

Our overall business has more than doubled over the past two years and we have successfully used the UK as a platform to enter other markets and regions.

installations such as offshore oil and gas rigs, refineries and petrochemical plants. The coat can be applied in extreme temperatures and its formulation allows it to be painted over partially prepared rusted surfaces in damp conditions and at cold temperatures. The product was originally launched to supply shipyards in China, but Sherwin-Williams has since rolled it out extensively across Europe. Adds Walker: “Over the years the technology has continually improved and advanced such that steel is much longer lasting which means it might not need to be coated for 15 to 20 years. This has obvious benefits for clients.” Architecture He adds that the market is also being driven by new architecture and aesthetics. “Architects are increasingly using steel rather than concrete. Take the new Terminal 5 at Heathrow which has great arched steelwork in order to give

the terminal a sense of more space. High rise development is another major driver in markets such as the Far East and Middle East because over a certain height skyscrapers have to be using steel rather than concrete. Shopping malls are another big area of growth. At the end of the day in all these buildings you also have to make the steel as fire protected as possible. So both our markets in coatings and fire protection are growing.” Walker points to regulations as being another driver. “Because of the volume of regulations it means you have to be a serious player to compete in this market. As an industry we are already highly regulated and expect to be more so in the future. We have to comply with UK norms, EU norms, US norms. That said, regions such as the Middle East have adopted US and UK standards which is very helpful, so the move towards increased harmonisation of regulations has been advantageous.” www.gmchamber.co.uk

Investing in [

£1 Billion to shape and transform Bolton town centre

7,400

new jobs will be created

Building

1,800

mixed use homes Town centres across the country are changing. From shifts in shopping habits to changing customer expectations. Bolton is rising to these challenges with its innovative £1 Billion masterplan; created to drive development and growth. The plan aims to transform Bolton town centre.

Bolton Council has committed £100m to unlock the town’s true potential and pump prime developments across five key sites. This is a move that is expected to not only secure investment and thousands of jobs but also create a unique, diverse and resilient town centre.

We’re revitalising existing assets and adding vibrancy by getting residential developments into the town centre. Our plans will bring a strong retail core but also reanimate the town with different communities working and living here. Stephen Young - Director of Place

01204 336222 business@bolton.gov.uk www.investinbolton.co.uk

Generating economic activity worth an additional

£412m

Strategy Meanwhile Walker has ambitious plans to further grow the business from Bolton. “We are looking at both strong organic growth and acquisitions. Where we can we will grow organically, but sometimes because of regulations and approvals it might be easier to look for a partner in other countries. Being part of SherwinWilliams also means we can utilise their existing infrastructure across EMEAI to grow organically. “As well as exporting the technology created in Bolton, this factory also benefits from being able to leverage technologies being developed in other parts of the Sherwin-Williams business.” He adds that last year’s acquisition of US paints and coatings company Valspar by Sherwin-Williams was also significant, not least because it was the largest acquisition in SherwinWilliams’ history. “The acquisition brings further infrastructure which we can leverage.“

As an industry we are already highly regulated and expect to be more so in the future. We have to comply with UK norms, EU norms, US norms.

Closer to home Another notable transaction closer to home saw Sherwin-Williams acquire Stockport-based commercial flooring business Resin Surfaces which has since relocated its operations to Bolton. Adds Walker: “We wanted a partner with an established reputation for technical know-how and new product development to help us build a global presence in what is a new sector for us in EMEAI. We are already making great progress in introducing their

SOME RECENT PROJECTS

specific skills and experience into our worldwide network of existing contacts.” The deal has now taken the staff count in Bolton above 250, making Sherwin-Williams one of the town’s biggest employers. Walker says there is no reason why the size of the operation cannot continue to grow. “We have a strong skills base here in Greater Manchester, and are particularly fortunate to have a number of world-class universities on our doorstep too. “For instance we already work with The University of Manchester where we have a specific project taking placement students. “Ultimately we want to grow faster and get more people working here, and being based in the North West there is top quality talent here already. Our name is also becoming very well known, and the Queens Award was fantastic for raising our profile.” That all said, Walker is concerned by the present uncertainty around Brexit. “What we want is certainty, that’s what business needs. At the moment we just have to wait and see, but we need certainty to finalise our investment plans in the future.” As we bypass the paint pots on our way out Walker ends our interview on an upbeat note. In particular he recalls how when he first arrived in Bolton he was immediately struck by the feel of the place. “It still had that family feel which we work very hard to maintain. It is friendly, everyone accepts you for who you are here. That shouldn’t be underestimated.” w

MANCHESTER VICTORIA RAIL STATION

From 2013 to 2015 the station was redeveloped as part of a £44m overhaul to allow increased passenger use from 20,000 to the current 40,000 a day. The project involved the painting and erection of new steelwork to form the futuristic 8,500m2 glass bubble roof, a new bridge, and general structural steelwork. The scheme also involved the repainting of some existing steelwork. Sherwin-Williams was asked to supply an anti-corrosion coating system for the project which would provide protection for at least 25 years. w

LEADENHALL BUILDING, LONDON

The leaning modern glass and steel structure known as the ‘Cheesegrater’ has made the Leadenhall an iconic London landmark in the heart of the City. The building incorporates 18,000 tonnes of steel and has an external steel frame as well as a central steel core. Sherwin-Williams supplied the coatings for fire and corrosion protection and coated an amazing 610,000m2 in total. Working with structural steel specialist Severfield, Sherwin-Williams had to ensure the highest standard of design and application from both a finish and aesthetic perspective, as well as a protection point of view. Many of the elements within the building were a complex bespoke design and required specific and complex fire protection analysis. w

www.gmchamber.co.uk

ALL IN ONE CASE STUDY

ONEFILE

Susanna Lawson founded OneFile after becoming fed-up with day-to-day inefficiencies across the vocational training sector. Today she and partner Chris Whalley head a fast-growing software business that has attracted plenty of fans.

It’s hard to imagine life before smartphones, apps and cloud storage systems made so many of our everyday tasks that much easier. But Susanna Lawson remembers those days very well. Indeed, it was while working for a private training provider and handling a caseload of thousands of apprentices in the care sector that she first struck upon the idea of devising an online file sharing system. “Sometimes I would get up at 5am to drive three hours to meet an apprentice to discuss their training, only to get there and find they had mislaid their paper files or sometimes not even brought them to the meeting. It used to drive me mad and I thought ‘there has to be a better way than this’.”

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The idea was crystallised thanks to her partner Chris Whalley who, back at their home in Burnage, just happened to be a specialist in web design and database development and had a number of clients in the education sector. As Lawson recalls: “Chris was doing lots of one-off projects but really had his eye on something much bigger that he could scale up, but wasn’t sure exactly what it was. I used to come home whinging about files going missing and wasted journeys in the car and that got us thinking, what if these files were all readily available online?” Today the idea seems ridiculously obvious. But back then this concept was actually quite revolutionary.

“We came up with a plan, Chris devised the software, and we then got the training provider I was working for at the time to trial it with one of their major public sector clients. It turned out to be really successful and it all just took off from there. It was the signal that Chris and I needed to branch out on our own.” Hand to mouth Lawson vividly recalls those early handto-mouth days of setting up the business. “Chris did all the technology and left me to the sales and marketing, but to be honest I didn’t even know what that really meant. In those early days we just did everything out of the back bedroom. It also just so happened that Chris was really good at what became SEO and we became

known, people found us, and customers were really happy. A lot of it was word of mouth.” The model was simple, an e-portfolio system where the apprentice, assessor and auditor could all access whatever files they needed. It was not just a system that was easy to use for both learners and assessors, but crucially also one where learners were able to build their portfolio easily, track their on-programme progress and access technical support from the provider. Fast forward to today and Lawson is now overseeing a business that has grown 300% over the last five years and is on track to turn over £4m this year. Furthermore, the company has just taken a whole floor in new offices above Manchester’s Arndale Centre in the heart of the city centre. Lawson jokes that at the moment she only has one floor of the building, but don’t bet against her taking another in the future. The business continues to win much of its business from independent training providers and has up to 100 FE colleges on its books. Across the public sector it also has contracts with the NHS, Police and Fire & Rescue services, while private sector clients also use its software for both apprenticeships and in-house training. For instance one blue-chip customer is Siemens which uses OneFile to deliver apprenticeship programmes in its engineering, renewables, rail and healthcare sectors. Adds Lawson: “The energy sector, and particularly oil and gas, is one where we are seeing strong demand because workers out in the field need a system which they can access remotely and from where they can have all their training tools in one place.”

Staff within training providers are happier too because they are using more efficient systems so they are making better use of their time. A lot of the repetition of the job, and the paperwork, has now gone.

Further growth She says there is plenty more to go at in the market, not just in the UK but further afield too. “Contrary to what one might think there are still plenty of organisations, such as colleges, still not using electronic portfolios. We still come across people either using paper or a computer file that is simply not fit for purpose.” In such a fiercely competitive market she says the combination of innovation, a user-friendly system, and a knowledgeable sales team are the keys to success. “Some of our staff have www.gmchamber.co.uk

ONEFILE

actually used our system during their own educational training which means they can really talk from experience and know what they are talking about. We have fantastic role models within the business and people who can say ‘this is the route I took’.” Lawson says running such systems is a win-win for training providers.

“By having up-to-date and efficient technology it means they can take on more apprentices themselves and grow their own organisations. Staff within these training providers are happier too because they are using more efficient systems so they are making better use of their time. A lot of the repetition of the job, and the paperwork, has now gone.”

Looking Looking for for offices offices in in South South Manchester? Manchester? We have an extensive selection We have an extensive selection from 200 sq ft to 7,000 sq ft from 200 sq ft to 7,000 sq ft

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STST

W CO OW CO O

GH E GH SPE SP

H IH I

range of Office suites from 200 sq ft to 7,000 sq ft •• Wide Wide range of Office suites from 200 sq ft to 7,000 sq ft parking spaces and excellent public transport •• Allocated Allocated parking spaces and excellent public transport and 24 hour onsite security •• CCTV CCTV and 24 hour onsite security

Year of success The last 12 months have been especially notable for the company, a period which has catapulted the business into the limelight. It began with the company winning a Queens Award for Innovation for its offline app. As Lawson proudly claims: “We were able to prove that the app saved each user up to six hours work a week, had so far saved 25 million miles of travelling, and had also saved millions in printing and paper costs.” Lawson followed that success by becoming the overall winner at the Forward Ladies national awards last year. She won the award after being nominated by the owner of a pizza oven business she had been mentoring. Judges were impressed by Lawson’s passion, innovation and drive, and the fact that she had been pioneering edtech for more than a decade. However they were also impressed by the fact that she had given back to the business community by giving up her time to do mentoring.

Choose your ideal offices 2 miles from Manchester airport Choose your idealofoffices 2 miles from Manchester airport and within 1 mile the M56. and within 1 mile of the M56. These quality offices are fully fitted with carpets, blinds These qualityand offices fully fitted with quality carpets,entrances. blinds and trunking are are accessed via high and trunking and are accessed via high quality entrances. There is tram, train and bus access to the offices and staff There is tram, train and bus access theleisure officesoutlets and staff will benefit from a full range of retail to and on will benefit from a full range of retail and leisure outlets on the doorstep. the doorstep.

CASE STUDY

01925 01925 825950 825950

www.wythenshaweoffices.co.uk www.wythenshaweoffices.co.uk

Social streak I ask her where this more social streak comes from. “I’d say it actually goes right back to when I first graduated and decided I wanted a career where I was helping and supporting people. One of my very first jobs was working in a specialist care home for adults with learning disabilities. “As OneFile grew we got thinking what more could we could be doing as a company for the local community, and then it struck me that our business isn’t just about making efficiencies for providers. It is also about making life easier for apprentices so that they have the confidence to reach the next stage of their own development. So in my view we are not just about efficiencies, we are about social mobility too. Yes we save people money, time and travelling. But we are also helping to shape the futures of people too.” And OneFile’s own future? Where does Lawson want the company to be in 10 years’ time? “We want to be a global player in five, six or seven countries and want to be working with even more great companies and brands, and on the international element.” w

We were able to prove that the app saved each user up to six hours work a week, had so far saved 25 million miles of travelling, and had also saved millions in printing and paper costs.

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GENE GENIE CASE STUDY

ELUCIGENE

DNA testing kit maker Elucigene Diagnostics is a world-leading developer of genetic diagnostics. CEO Mark Street-Docherty tells us about its global strategy. As well as an unrivalled view of both Old Trafford and Etihad stadiums from his offices, Mark Street-Docherty also only has to swivel his chair for a bird’s eye view of Manchester Royal Infirmary. As he jokes: “I can virtually see colleagues that we work with at the hospital from my window.” The proximity is deliberate given that hospital laboratories are using ever more of Elucigene’s technologies, not just here in the UK but in up to 50 markets overseas too. However this weight of responsibility doesn’t faze Street-Docherty in the slightest. A wise head on very young shoulders, the 33-year-old geneticist became CEO of the company last summer after the retirement of its two co-founders Scott Higgins and Mike Webb who had bought the business in

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2013 off its then US parent Hologic. That deal, backed by Percipient Capital, has been transformative for the business, giving it working capital to invest in more than 8,000 sq.ft of state-of-the-art manufacturing facilities at Manchester Science Park’s Citylabs building on the site of the former Manchester Royal Eye Hospital. As Street-Docherty explains: “The last couple of years have been spent building our team, developing and gaining accreditation for our product pipeline, and strengthening relations with partners and clients. At the time of the original deal the company employed just a handful of people at MSP’s MedTECH incubator, but today we have up to 30 staff. Scott and Mike knew the potential of this business and they have been proved right.”

Heritage The roots of today’s business actually began life almost 30 years ago as part of ICI Diagnostics. However, as StreetDocherty admits: “Very soon the company became part of a number of companies where it did not fit. At the time of the 2013 deal the company was just supporting a couple of products.” Street-Docherty joined the business after deciding lab life wasn’t for him. “I have always had a commercial outlook and I guess one of the things in our industry is that it is very insular and you quickly get to know everyone. People sometimes don’t believe me, but I joke that I am actually one of the oldest people in the office and in my sales team.” He stresses that age needn’t be any barrier to success. “Age is irrelevant. Yes, you need to be at the top of your game

because the biotech sector is driven by people, like me, who live and breathe the science and technology. But what matters is having the confidence in what you are trying to achieve and knowing what you are doing.” Genomic technologies A major factor behind the company’s success is that the 2013 buyout coincided with a step-change in genomic technologies. Put simply, genetic tests allow a better understanding of the underlying causes of diseases and the recent introduction of new treatments, such as for some types of Cystic Fibrosis (CF), are driving the rapid growth of the testing market. As such Elucigene has capitalised on the global demand for testing kits which are used by laboratories all over the world to diagnose human genetic conditions. In particular the company has become a leader in its field in the development of prenatal, rare disease and infertility genetics diagnostics. As StreetDocherty adds: “Our brand is trusted by a solid customer base of global clinical laboratories, and as a result we have been able to introduce new products that offer the benefit of the very latest technology.” Meeting the international quality and regulatory requirements for UK healthcare has also positioned the company well to penetrate new overseas markets across Europe, the Middle East, South America, Australia and Canada. “Regulations present a significant barrier to entry for competitors. But competitors also struggle to match what we do at a technological level,” he adds. Flagship products One of the company’s flagship products is in the aforementioned area of CF, a disease which affects as many as one in every 2000 people. Elucigene recently launched a test for CF which can accurately identify rare variants of the gene. As Street-Docherty explains: “New treatments for CF have the ability to cure or significantly improve the quality of life for people with this disease, but only for those with the appropriate mutations. Our tests can support a rapid diagnosis using the latest genomic analysis.”

The diagnosis is particularly relevant to male reproduction as male carriers of certain CF variants are infertile because their vas deferens (which transports sperm) fails to develop properly. As Street-Docherty explains: “Our starting point is to try and explain ‘unexplained’ fertility. We take blood samples from men, extract the DNA, and look at all the building blocks, known as genes, that create sperm.” Prenatal testing Another product area for Elucigene is prenatal testing. For instance in the UK pregnant women are offered a screening test for Down’s syndrome, Edwards’ syndrome and Patau’s syndrome from 10-14 weeks of pregnancy. If this test shows that the woman has a higher chance of having a baby with one of the syndromes, they are then offered diagnostic tests provided by the likes of Elucigene to find out for certain whether the baby has the condition. Of the 20 centres in the UK where these tests take place, Elucigene operates in a dozen of them. As he adds: “There are only three companies in the whole world that provide the technology we provide and it is very niche. Over the last five years EU regulations have tightened, such that for many hospitals in-house testing for syndromes like Down’s is no longer an option which means they are more likely to use external products.” He says outside the UK some countries are still using fairly “insuperior” methods to detect such conditions, which can result in delays to receiving results. In other countries the very idea of even carrying out the tests is still taboo. “We always have to consider the acceptance of technology when we are looking at new markets. In the UK this test is very much accepted now and the aim is always to try and turn around results in 24 hours. “This means that if the mother is given the all-clear she is not stressing about it for any longer than she and her partner need to. If the condition is confirmed we have as much time as possible to talk through the possible decisions.”

When we started as a company we had a one kit fits all approach, but as we have grown we have realised that you have to tailor tests to specific populations in different countries.

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CASE STUDY

ELUCIGENE

Different markets As Elucigene expands globally, such a market by market approach becomes essential, not just for cultural reasons but also for genetic reasons. “Genetic advances now tell us that there are subtle differences in DNA by population and depending on where you live,” he adds. “When we started out as a company we had a one kit fits all approach, but as we have grown we have realised that you have to tailor tests to specific populations in different countries.” For instance he cites how CF is a predominantly Caucasian disease. “The further away you travel from the Caucasian prevalant populations the less common it is. That influences the markets we target as a company too.”

Future plans Looking ahead, Street-Docherty says the company will focus on the three core areas - prenatal testing, single gene disorders like CF, and infertility. It is also looking at increasing use of next generation sequencing technology. “At the moment technology limits the number of things that we can look at, but the drive is towards looking at everything. For instance if you take CF, rather than looking at 75 things that can go wrong in your DNA, we will look at everything. That means looking at 2,500 things that can go wrong.” He says some countries, such as the US, are embracing these technologies very quickly. “The US spends more on healthcare than any other country and is definitely the next big focus for us a

company. We are also looking at markets across North Africa and the Middle East too. For us as a business we are still in our infancy, the next five years will see significant growth.” Over the last two years the business, which turns over £3.6m, has seen 30% year on year growth and StreetDocherty is forecasting 30% growth this year. As he adds: “Because we are doing so well and making cash it enables us to develop our own technologies. There are a lot of businesses in the life sciences sector that burn through investments and rarely generate enough income to fund R&D. The fact that we can fund our R&D gives us the power to decide what we are doing, and we are starting to get real traction. The world is our oyster.” w

Age is irrelevant. Yes, you need to be at the top of your game because the biotech sector is driven by people like me who live and breathe the science and technology. But what matters is having the confidence in what you are trying to achieve and knowing what you are doing.

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R E N O V AT I O N 2 0 1 7 / 1 8

THE JOURNEY IS J UST BEGINNING… 2018 will see the start of an exciting new era for the Manchester Marriot Airport Hotel, thanks to an extensive renovation project.

All the rooms were ready in time for the busy festive season and the journey now continues, as we shift our focus to the hotel’s lobby, meeting rooms, restaurant and bar.

Between May and December 2017, all 215 of our spacious bedrooms were fully upgraded. New contemporary styling has been complemented with even better technology to keep you connected and luxury bedding, providing all our guests with the best in comfort and convenience.

Close to the airport, the city and road connections to the surrounding areas, we welcome business and leisure customers all year round. Not your typical airport hotel, we offer a fresh and vibrant place to stay, meet or relax - and this refurbishment means that we’ll now be able to deliver even higher standards to our valued guests.

DEBATE

, T I X E BR

? T I X E R B T A H W

o e region t h t s s o r c a how they anies from s p s m u c o s c i r d e h to ght toget xporters u e o g r n b i he globe. e t d a s w s le s o e r d i c r e t a e i s r es inv portuniti f a regula onth we p o o t m s g s r i n fi i h c e T a h . r b ue In t siness iss xit and em u e b r B y e f k o a e ng debate the challe o t g n i d n are respo

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IN ASSOCIATION WITH

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DEBATE helps us in terms of currency flows too as we don’t import as many products. GRIMSHAW: Talking of exchange rates, any company that builds an export strategy on the exchange rate is waiting for disaster. You build your export strategy on the fact you’re British, the fact you have a quality product, and on the fact that you can get really good service from a British company. If you don’t read the newspapers everything’s great. Our customers are very upbeat, there are no negatives. We are about to enter the biggest part of our selling year with exhibitions in Frankfurt, Chicago and Birmingham, and we are expecting mega business.

Are you seeing any fallout at all from Brexit? HORNBY:Talk to customers about Brexit and the one thing they don’t want to see is more paperwork. If our customers have got to fill in a lot of paperwork to get an order then they’re not going to be so happy. In our markets it is all about the quality and service levels that we can give. O’BOYLE: We have started doing a lot more shipping and more paperwork in-house so we can offer a door to door service for customers which they love. Paperwork is always a problem and if you can take that away from your customer then that really adds to your offering.

According to the ONS (Office for National Statistics) the manufacturing sector expanded in January for the seventh consecutive month on the back of a growing global economy and a cheap currency. Are you seeing this positive picture across your businesses? MORLEY: Yes, despite the concerns over Brexit we are having record month after record month, it is absolutely unprecedented. I have been in the industry 30 years and we are seeing levels of activity last seen back in the 2000s. HORNBY: I agree. We supply to a wide

range of industries and everyone is saying things are good. We are growing year on year, it is very positive.

GRIMSHAW: I think we should stop using the word Brexit and start using the word opportunities. There are lots of opportunities.

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SHAW: Coming back to the earlier points,

HOWARD: Every country, more or less, is interested in British products. For instance in our business we find we are very welcome in Central and South America because customers want a choice to importing from the US. We find developing countries are also very interested in our products because the UK has a reputation for quality, honesty and straight-forward dealing. There are fantastic opportunities, you just have to get out there. O’BOYLE: What is really important is finding the right people to work with. For instance we have had significant growth in Scandinavia over the past year because one of the account managers found a distributor that was perfect for our products. It is about getting those connections and the internet has helped a lot with that too. Because we produce in the UK our supply chain is in the UK so that

it’s about the long term relationships that exporters have with clients, agents and distributors which then stand them in good stead as changes come. Where we see the impact of what is going on currently is that it is creating some hesitancy for new companies who are uncertain whether they should make a particular investment in time and organisation when there is some uncertainty in the political and economic climate. But the message, that the UK is very well thought of and that the opportunities are out there, is very much the one we want to get across to these smaller companies. This is the time to start building those relationships and start selling internationally. In terms of paperwork, post Brexit it will only become similar to the paperwork that we already handle for those countries not in the EU.

MORLEY: However we already know that the

UK will have to start doing declarations for all imports and exports. So there is going to be a lot of change.

IN ASSOCIATION WITH

To what extent have you all planned for Brexit? MORLEY: Understanding the impact of Brexit and planning for it helps. We have done that as have the majority of people we speak to. GRIMSHAW: Being in business is a continuous planning process. We deal with customers such as Tesco, Morrisons, Asda and B&Q, and frankly any one of those companies can do as much damage to us as Brexit just by stopping our business. Long before the referendum we realised a few years ago that most of our business was in Europe and that was a weakness for us, so we started looking at other markets and have since opened in South America, and strengthened our position in the US and Africa. That’s what business has to do, it has to look at both sides of the coin.

...any company that builds an export strategy on the exchange rate is waiting for disaster. You build your export strategy on the fact you’re British, the fact you have a quality product, and on the fact that you can get really good service from a British company.

Jonathan Morley Global Sales Executive, Expeditors The global logistics company’s core services include supply chain solutions, transportation, customs and compliance, and warehousing. Jonathan is a specialist in processing and documentation requirements based out of the firm’s Manchester office. w

Tony Grimshaw OBE Director, What More UK What More’s products include household storage, bakeware, DIY toolboxes, organizers, garden pots, pet care, food storage and wooden brushes, all under the Wham brand. The company first started exporting in 2008 and today trades with 71 countries. w

HOWARD: If you want a presence in the European market and that

is worrying you, then you could open an office in the Republic of Ireland which takes less than a week. If I need a European office in the future I can set one up.

GRIMSHAW: Going back to the point about opportunities, anyone who is not exporting or not considering exporting is missing a trick. There is a lot of free advice available, yet there is a reluctance for some reason to take that advice, be it from the DIT, here at the Chamber, or simply listening to people who are already exporting. The phrase should not be ‘we don’t think our products will export’, but ‘let’s try it and see’. Talk to someone, get a trade advisor to call around and have a chat with you.

David Hornby CEO, Foilco Foilco has been servicing the graphics industry for more than 30 years offering the largest range of hot stamping foils in all sectors. The large majority of orders for hot and cold foils are supplied directly from stock and the company supplies to more than 70 countries worldwide. w

SHAW: We are working hard to encourage smaller businesses

to export, particularly those that trade online. Grace Cole is a perfect example of a company that started life in the kitchen and then grew into a huge international business. We have a lot of those kinds of businesses here in the North West, start-ups

Frank Howard Chairman, Hockley International Frank has worked within the agricultural chemical industry for more than 35 years. Hockley is a privately owned business with over 30 years’ experience in the manufacture, formulation, packaging and exporting of agricultural, environmental health, industrial and veterinary products. It supplies its products to more than 60 countries. w

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DEBATE with great growth potential which are also able to trade online. We are encouraging companies to look wider and at the opportunities of these new markets. We also want them to balance the countries they are selling to so that it gives them a broader base when managing whatever changes come forward in the future. HORNBY: You need to be thinking three to five years ahead. It is about building all the potential risks and thinking about what could happen and being strong enough to handle those risks. HOWARD: There are risks in exporting and

you have to be prepared to take risks and lose money.

RIDYARD: Further to Lynn’s point, how you tackle a changing political scene is through diversity of customers. O’BOYLE: It can be very daunting though if you are a business owner with no export experience and you don’t have the network and don’t know who to speak to. So I can see why some people are put off exporting. It is about finding the expertise and people who can help you through. Once you have done it a few times it is much easier.

In terms of paperwork, post Brexit it will only become similar to the paperwork that we already handle for those countries not in the EU.

GRIMSHAW: We underestimate small businesses which, by definition, are very good at keeping many balls up in the air. They have a lot to think about but are very good at it. They won’t do it between nine and five, a small business owner will carry on from five to midnight. I’m sure if small businesses have anything about them they will be thinking about exporting. There are also a lot of people who can point them in the right direction the first time.

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SHAW: There is an appetite there. Later this month we are taking almost 40 companies out to Gulfood, the world’s largest annual food trade show in Dubai. Twenty of these companies are from North West and are SMEs. They will get tremendous exposure to opportunities and contacts in that sector, and it will be a great chance to really meet a lot of people in a very short space of time. RIDYARD: SMEs can be more nimble in terms of making decisions too. In larger companies it can take weeks and months and they can sometimes miss the opportunity. GOLDMAN: Here in the UK we have reps out on the road, they see a customer and can get an order virtually instantly, perhaps within a week. However on the export side it can take a month or two to finalise everything. If you are a big enough company you can afford to wait a bit longer. Maybe smaller companies need to realise that the potential is out

there because the world is so big, there are so many customers out there. A few years ago Europe accounted for a large share of our turnover but we now trade with 70 countries.. O’BOYLE: It comes back to being

prepared to make that investment which is in favour of the bigger company. We go to trade shows in the US or Hong Kong and that is a significant investment for us but one we can afford. If you are a small business making that kind of investment it can be harder. If you are exporting only to Europe right now I would understand your concerns. Exporting can be a lucrative market, but moving your investment and finance into doing it successfully takes a lot of work.

SHAW: It is not just financial support. With trade shows it is also about the preparation and the follow-up afterwards, making the most of the opportunities.

IN ASSOCIATION WITH

Is the increasing power of online trade breaking down many of these barriers? O’BOYLE: Trade shows are very effective for us. It is about meeting people, having a strong sales team experienced in their markets, and working with distributors and retailers. Online helps us raise our profile and is a growing market for us, but you need on the ground support. For instance a few years ago we wanted to go into the US and started shipping directly from a UK-based warehouse. But we found that we weren’t always able to meet customer demands over turnaround times, so now we are looking to potentially open a warehouse on the ground in the US. Sometimes you have to make that investment to make the market work. SHAW: You also have to understand the buying culture of the

country you are selling to. It is about understanding the norm.

RIDYARD: The point about deciding to invest in a country and whether you do it from afar or from within your business is a very good one and is something that frightens people. The answer is to first approach the opportunity using your existing resources, but in time you might say ‘that is a good market’ so let’s make an investment on the ground. GRIMSHAW: The first thing in new countries is to get recognised as a supplier and we have found that the best way is through exhibitions. Back in 2008 when we first started exporting I remember an exhibition in Germany where we had just 10 visitors to our stand. But within 12 months those visitors became customers and they are still customers today. Ten years ago we were a young company and we had the enthusiasm to go into new markets, and that enthusiasm is still there. w

Anna O’Boyle Customer Service Manager, Grace Cole The company manufactures luxury bathing and skin products, with half of its products manufactured in the UK and the other half in China. Today the UK accounts for 30% of sales with 20% coming from the rest of the EU and the remainder from across the rest of the world. w

Lynn Shaw Head of Global Programmes, Department of International Trade Lynn helps companies to develop their international trade, acting as a trusted third party advisor who can give impartial advice to businesses which want to export. She was previously an export manager in industry for 16 years. w

Marcel Ridyard Senior Associate, AFL Architects During his career Marcel has worked on major sporting complexes as well as entertainment and conferencing facilities, elite training centres, healthcare, and academic institutions. Back in 2002 he was responsible for leading the Manchester Commonwealth Games Stadium to completion on site. w

Howard Goldman Director, Rayburn Trading Rayburn is a leading toiletries and household wholesaler. The business offers more than 4,500 household items, toiletries, confectionery, cosmetics, stationery and textiles, and this year celebrates its 60th anniversary. It has been exporting for 25 years and today trades with 70 countries. w

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ICONIC SECTOR REPORT

PROPERTY, CONSTRUCTION & DEVELOPMENT

2018 is set to be an exciting year across Greater Manchester as a number of major mixed-use regeneration projects are progressed

Regeneration doesn’t get much more challenging than Manchester’s former Mayfield railway station. After closing in 1960 the station was for a time a Royal Mail depot, but has now lain derelict for 30 years in a forgotten corner of the city centre to the east of Piccadilly Station. But for James Heather (pictured) Development Director at U+I, the development partner responsible for bringing forward the mixed-use regeneration of the 24-acre site, it’s a challenge he is happy to take on. “We believe Mayfield is the most exciting single regeneration opportunity that this city will face for a generation as we turn it into high quality urban neighbourhood in the heart of the city. This is a fantastic development opportunity and we have a chance to deliver something special that is right next to one of the most important transport hubs outside London.” Don’t bet against Heather delivering on his promise. As a partner with developer Argent, Heather first came to Manchester eight years ago to spearhead the iconic 1 St Peters Square development, and sees no

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reason why Mayfield cannot be equally transformational. “This is one of only a handful of sites in the country where you can really say this. Think of Brindleyplace in Birmingham or Kings Cross in London, and that’s what we have here. I truly believe that Manchester has the scale and ambition to deliver this.” He says one of the keys to the site’s progression is that all the land is under one ownership, with the Mayfield Partnership a joint venture between U+I, LCR, Manchester City Council and Transport for Greater Manchester. “It allows us to be in control which is very important and enables us to put everything into one estate management strategy.”

City secret Heather admits that at the moment the site, which borders the River Medlock, is a hidden secret. “No-one really knows it is there, but then again there is no real reason to go past it, there is no draw for people. However that is beginning to change now that street food specialist Grub Manchester occupies part of the Mayfield site. It is getting about 1,500 people at weekends down there.” In his own words, U+I has spent the past year “learning, listening and thinking” about what the scheme can be. As he adds: “For us it’s been about understanding what the site can and cannot do. We also wanted to understand the constraints of the river in terms of what you can and cannot do around it. The river is actually a huge opportunity and we want to open it up to the public.

Our vision is that this will actually be one of the very few places in the city where you can actually get right to the riverbank. Elsewhere in the city the river is very inaccessible and there is usually some concrete drop in the way.” Meanwhile in a change to the previous Strategic Regeneration Framework (SRF) put forward by the three public sector landowners, as development partner U+I plan to keep the old depot on the site which was originally going to be demolished. Adds Heather: “It is an absolutely incredible structure so our view is ‘why would you remove it?’ One of the things we want to create here is a sense of place and character, and the depot has the potential to be quite stunning because of the way the platforms were built. This can become Manchester’s version of The High Line, New York’s elevated linear park and trail. “The internal space of the depot could also become the entrance to the planned hotel or offices. Having the depot there just gives you a head start because you immediately have character and atmosphere. Our aim is to enhance many of the site’s historic features.”

“It is important that we ensure that Mayfield is genuinely part of the city centre. One of our particular challenges in this regard will be to breach Mancunian Way so that pedestrians can navigate past the road.” Working alongside architects Studio Egret West, the ultimate vision for the site is to create a £850m mixed-use community. Initial estimates are that the site will have 1,300 homes, 800,000 sq.ft of office space, a 350-bedroom hotel, retail and leisure facilities, and a new city park. Over coming months there will be public consultation on the SRF before a detailed planning application is submitted later this year.

Unique For Heather it comes down to making the site unique in terms of the assets it has. “As well as our plans to open up the river, nowhere else in Manchester will have a park of the size we are planning. We want to make Mayfield unique, create a reason for people to come. We also want to spark further development in the immediate area, creating a ripple effect.” He adds that a crucial part of the whole project will also be to link the site effectively with the city centre, for instance by ensuring it has good pedestrian links to Piccadilly Station.

Oxford Road Corridor Mayfield isn’t the only major regeneration scheme being progressed in 2018. Across the city Bruntwood has broken ground on the first two commercial buildings at its £750m Circle Square development, a joint venture with Select Property Group. Bradley Topps, of Bruntwood, said the site on Oxford Road attracted significant interest due to its size and location at the gateway to the city’s innovation district. “This is a really hot piece of real estate and we had our eye on it for the last decade. It occupies a

One of the things we want to create here is a sense of place and character, and the depot has the potential to be quite stunning because of the way the platforms were built. This can become Manchester’s version of The High Line…

key strategic position, tying together the core of the city centre with the Oxford Road Corridor, Manchester’s innovation district. “There is a wealth of knowledge emanating from the neighbouring University of Manchester and Manchester Metropolitan University, and our new commercial buildings will offer a range of services and facilities for companies looking to access the worldclass academic R&D facilities located on their doorstep. “In terms of productivity and growth plans for the city around science and technology, this is arguably the most important real estate development in the city. Its economic contribution will be significant and when completed we estimate it will be home to 10,000 new employees and around 2,000 residents.” Commercial focus In total the new city centre neighbourhood covers 2.4m sq.ft. There will be 1m sq.ft of offices, 100,000 sq.ft of retail and leisure, and 1,281 new homes. Topps’ initial focus is on the first two commercial buildings which will front Oxford Road. The proposed buildings, which have been designed by Feilden Clegg Bradley Studios, are due to be www.gmchamber.co.uk

SECTOR REPORT

PROPERTY, CONSTRUCTION & DEVELOPMENT

completed in early 2020. Standing at 14 storeys and 17 storeys high, they will provide a combined total of 400,000 sq.ft of grade A space. Topps says Bruntwood recognises that the way people work is changing and that work spaces need to change too. “Circle Square’s design will enable collaboration and facilitate co-working with industry leading connectivity.” Behind the commercial buildings will be the biggest area of public space ever developed in the city centre, according to Topps, who says it will be approximately twice the size of Piccadilly Gardens. “This site is all about work and life integration in the 21st century. It is about responding to the demands of today’s employers and helping them attract the talent they need to grow and operate on a global scale.”

“Last year take-up in the city was 1.3m sq.ft which was the fifth year running that the figure had been well above the previous average of 1m sq.ft. That is a significant shift.” Topps says this is being driven by Greater Manchester’s offering. “I put it down to our strong infrastructure, the growth of the airport which is really important, and the diverse nature of our economy and burgeoning tech sector. Manchester now provides a really strong talent pool and the appeal is there. What we are doing is creating the physical space to deliver on that.”

Targets So who will Bruntwood be targeting to fill the new offices? Topps says the target market will be “pioneering businesses that are disruptive, innovative and tech focused”. “We are looking for businesses that will want to collaborate with other companies on the back of research going on at the universities. The fact that the site is so close to the world-leading National Graphene Institute is particularly significant.” Topps is also confident about market demand given what has happened in the city centre in terms of office take-up in recent years.

Beyond the core Meanwhile beyond Manchester city centre there are plenty of other major regeneration projects taking shape in coming months. Take the example of Elisabeth Mill in Reddish, Stockport, which has lain empty for more than a decade. French utility company ENGIE, which recently acquired national construction firm Keepmoat Regeneration, was brought in on behalf of DeTrafford to restore the grade II-listed mill located in the Houldsworth conservation area. The wider project, known as Elisabeth Gardens, involves transforming the mill into 152 one- and two-bedroom apartments, with an adjoining village of 49 new homes.

A number of major schemes are currently in progress across Greater Manchester.

Great Jackson Street

DeTrafford Estates Group has submitted plans to demolish low-rise buildings on a site bordered by Great Jackson Street and Owen Street for a major residential scheme. The site is located between Deansgate train station and the Mancunian Way and the developer wants to create 32-storey, 26-storey and 18-storey towers featuring 399 private apartments, 50 retirement suites, 7,266 sq ft of commercial space, and a rooftop restaurant for residents. The site lies next to the Owen Street development which includes about 1,500 apartments across four storeys. w

Middlewood Locks

The £1bn scheme involves building around 2,200 homes, a hotel, shops, restaurants and a public square near Salford Central railway station. It is being developed by a joint venture between Scarborough Group International, China-based Hualing Group and Singapore-listed Metro Holdings. Phase one, featuring 571 apartments, is due to complete later this year, while a further 546 apartments are due to be completed by the end of next year. w

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Frank Mondino, divisional area director for ENGIE in the North West, said the building wasn’t without its challenges, but it would be a joy to bring the mill back to life while maintaining its historical feel. “I am from the area myself so I guess it has spurred me even more to make this regeneration scheme happen. “There have been huge remediation and drying works to carry out, while we have also had to restore some of the internal columns and carry out other structural work in order to ensure the building is safe before we even start the new fit-out. We have also extended the building by another floor and have split another floor into two.”

He added that ensuring that the new homes were entirely in keeping with the refurbished mill was a key element of the whole project which is due to complete in Spring 2019. Meanwhile he said that the company now had a number of schemes in progress across the North West. He added: “Following the ENGIE acquisition we are also seeing new kinds of work streams coming online in areas such as health and infrastructure. “ENGIE didn’t have a construction company before it acquired us as its background is in facilities management and energy provision. However it saw the local agenda as a key part of having a presence in the UK and felt it needed a recognised brand which had strong relationships with local authorities.”

Island Site

Located on John Dalton Street, the site comprises of three adjoining buildings called Grange House, Old Colony House and Ridgefield. The buildings are currently home to a range of office, retail and leisure operators. Henry Boot Developments was appointed last year by Greater Manchester Property Venture Fund as preferred development partner. w

Soapworks

The Greater Manchester Pension Fund (GMPF) recently acquired the Soapworks on the banks of the Manchester Ship Canal in Salford. GMPF intends to create an additional 150,000 sq ft of grade A office space and a new multi-storey car park. The plans also call for 240 new residential homes and 150 hotel rooms as part of the wider Ivy Wharf regeneration. w

COMMERCIAL PROPERTY

Lynda Shillaw CEO of MAG Property

WHY UK AIRPORTS ARE MORE THAN JUST TRANSPORT HUBS

Hear the word airport and certain things spring to mind: Planes, holidays, business trips, duty free and tourists, all framed by somewhere that, more often than not, people travel through, not to. With over 250m passengers using UK airports each year, it’s an easy association to make, but with a significant proportion of airport turnover generated by commercial activity in the B2B sector, airports are home to a thriving network of diverse operations, all benefiting from the unique location they’re in.

ESTABLISHED BUSINESS DESTINATIONS Among their many positive economic roles, UK airports serve as incredibly effective places for business. They are natural hubs, creating connections between people, places and the businesses that locate there. Their strategic locations ensure a wealth of skills and talent is always close by, in an environment where direct access to local, regional and global transport comes as standard, alongside a combination of benefits difficult to find elsewhere. Self-contained, compact, accessible and incredibly secure, they provide a level of convenience and amenity more commonly

associated with a city centre. Because of this, airports are home to some of the world’s leading organisations, all of whom are in very good company. By making this choice they can enjoy the credibility of a prestigious address, as well as all the opportunities afforded by locating amongst a range of like-minded and successful neighbours. THE AIRPORT OPTION All of this means airports are vital to the success of UK plc and their importance is reinforced by their position as kingpins of inward investment, tourism and trade. MAG’s three international airports, Manchester, London Stansted and East Midlands play a pivotal role in this. As airport property experts, MAG Property looks unlock the potential of our airport locations for occupiers wanting to enjoy these benefits under one roof. Taking such an approach means our property portfolio is home to over 1,000 diverse occupiers, ranging from aviation, logistics and hospitality to banking, retail and construction, including global businesses such as Amazon, DHL, Handelsbanken, Swissport, dnata and Jet2.

MediaCity

A £55m residential development site adjacent to the BBC’s offices in MediaCity has been acquired. Atlas Residential and Singapore-headquartered IP Investment Management acquired the plot as part of a new joint venture. Construction has begun with Bouygues UK appointed as contractor. The scheme comprises of 238 apartments over 19 floors. w

0800 849 97 47 enquiries@magproperty.co.uk www.magproperty.co.uk

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EMBRACING THE FUTURE SECTOR REPORT

MANUFACTURING & ENGINEERING

Businesses need to invest to embrace the opportunities of increasing automation and digitisation.

Companies will need to be more open to support each other and more open to sharing data. I can see much more partnership across industry in response to digitisation.

Wayne Jones Manchester-based Member of the Executive Board for Global Sales & Aftersales at MAN Diesel & Turbo

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The ideas behind the fourth industrial revolution, coined ‘Industry 4.0’, are no longer new. But that doesn’t preclude the need for continued debate as to how ready the UK is to take part in this revolution driven by customisation, digitisation and automation. Are UK manufacturers strategic enough, ambitious enough, or long-term enough in their approach and thinking? Are we training – and retraining - enough workers? Are we sufficiently raising the profile of vocational skills? Are we investing enough? Ian Trow, is the North West-based Business Head UK and Ireland for Quad Plus, a process systems integrator that serves a range of industries. He believes the latter question over investment is absolutely critical. “There is a sense in which the lack of investment over the past 20 years across our manufacturing and engineering sector is somehow coming home to roost. The industry suffers from low value employment and poor productivity which then makes it difficult to embrace these new technologies and concepts. I personally feel some business owners have lost the culture of investing, and being prepared to invest. But in this new world we face we cannot continue to just get by as we have done.”

Trow believes there is a need for engagement at every level, especially between smaller firms and large companies which are at the forefront of digitising the industry and are leveraging their capabilities. “Larger companies can see the transition that is required, but there is a disconnect among smaller firms.” Solutions Trow believes one solution is to break down these emerging concepts into bite-sized chunks and showcase how they can tangibly make a difference to smaller businesses. “This is precisely part of what we do at Quad Plus. Smaller firms have to understand the processes and the potential of what can be achieved from data analysis. The starting point is to have the tools and education at your disposal about what is possible. Ultiimately the data has to be meaningful and you need to be able to interpret it. You need to be able to identify what the improvement opportunity is for your business.” One company that is certainly embracing these trends is Oldhambased JA Harrison & Co, a supplier of gaskets, seals and sealing technology solutions. The company recently opened new a £2.8m production facility in a

move which is expected to create 30 jobs over the next three years. The 38,000 sq.ft factory incorporates computerised industrial presses, lathes, ovens and cyber-safe security systems that will enable the company to work on defence, aerospace, rail, nuclear, automotive and pharmaceutical industry projects. Operations Director Martin Shepherd says the facility not only gives the company the scope to produce gaskets and seals for some of the most tightly controlled businesses around the world, but also allows it to produce them in greater volume at a faster rate. “We have a big mix of customers and are now really targeting the big engineering groups. When we invite customers here they are blown away by what we are doing, and are really sitting up and taking notice of what we can offer.” Networking Shepherd says he has become more aware of the potential of automation and digitisation within the business, and the company has made a number of significant investments in both plant machinery and personnel. For instance it recently invested in a new vertical machining centre which will not only increase capacity and reduce lead times, but will also allow www.gmchamber.co.uk

SECTOR REPORT

MANUFACTURING & ENGINEERING

the manufacture of more complicated components in a single operation. He says he first became aware of the wider industry trends around digitisation a couple of years ago. “I am a member of the Manufacturing Champions Network within the Business Growth Hub and it was at one of their events where the seeds were sown. I started thinking differently and looking at the technology and processes within our business. For whatever reason I don’t think enough people across manufacturing do what we do. You have to engage and be alive to these new opportunities.” And that means being prepared to make the investment as required. “We have a strong financial base and cash in the bank to do what we are doing. If we were not in a strong position we would be nervous about making that investment. But we are already starting to see the benefits of recent investments with orders coming to fruition.” Challenges Wayne Jones is the Manchester-based Member of the Executive Board for Global Sales & Aftersales at MAN Diesel & Turbo which produces large-bore

When we invite customers here they are blown away by what we are doing, and are really sitting up and taking notice of what we can offer. Martin Shepherd Operations Director, JA Harrison & Co

Oldham means business Our investment team offer a bespoke service to businesses. We can help businesses of all sizes and sectors find the perfect solution to their business needs. Whether you’re a start-up, established business or relocating, we can tailor our support to your requirements. You will deal with a single point of contact to help you progress your business needs.

We can help with:

Premises – use our local knowledge and networks to find your ideal site in Oldham Finance – Oldham Enterprise Fund provides finance for businesses to start-up, grow and invest in Oldham Business support – our extensive offer and flexible approach provides support tailored to your business needs Recruitment support – through Get Oldham Working we can help you attract and employ new staff Our investment team are waiting to hear from you. For more information on how we can support your business contact us on 0161 770 2077 email: invest@oldham.gov.uk or visit: www.investinoldham.com

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Proud Sponsors of the QES diesel engines and turbomachinery for marine and stationary applications. He accepts that his business has the scale to be able to deal with the challenges posed by 4.0, but for smaller companies there are real challenges. He echoes Trow’s point about the need for smaller companies to take small incremental steps. “If you take digitisation then first steps could be looking at digitising your payroll and certain manufacturing processes. You take on some of the concepts but recognise that you can only do things on a small scale.” He adds that companies of all sizes have to recognise that they might not necessarily have the skills in-house to deal with these questions. “It might be something you have to buy in. You have to analyse your skillsets and look at your production and technical capability. How can you ensure you are ahead of the curve to deliver the right level of service? Digitisation doesn’t just relate to products for customers either, but also to the digitisation of existing factories and plants.” He says that his own business is moving away from being a productoriented company to a service and solution company. “What we increasingly find is that customers want ‘through life’ support operations. So they may say to us they want power plants for 25 years and want that plant to have less human interaction and us to be monitoring it. They want us to control power demands, to refine the engines. Across many industries buying behaviour is changing constantly.” Collaboration Jones believes companies of all sizes will have to become far more open to collaboration in this new climate. “Companies will need to be more open to support each other and more open

to sharing data. I can see much more partnership across industry in response to digitisation.” He points to the example of MAN Diesel & Turbo’s own alliance with Aker Solutions in developing the next generation of subsea compression systems that can be used in oil and gas fields to increase recovery and lower costs compared with conventional platform solutions. “This is real cutting-edge technology and a real game-changer for us. We now have a dozen projects over the world where people are asking whether we could support them with this technology,” he adds. Patrick Chetram, Director at Rochdale-based JEM Fire Pumps, adds to the point about collaboration. He says there is a wider need for more joined-up thinking across different subsectors within manufacturing in order to embrace these huge trends. “The biggest thing is communication, not just between companies but also between governing bodies and regulatory authorities too.” The main part of JEM’s business is servicing the fire industry, and maintaining electric and diesel-driven pumps that serve sprinkler systems. For the time being Chetram says digitisation will not particularly affect what the business does and is not on the radar. “At the end of the day we are about hammers, spanners and chisels.” However he concedes this could change in time, adding for instance that remote monitoring is one area that could see more of an impact in the future. “More generally, UK manufacturing needs to ensure it is ready for the challenges ahead. We need to have people who are trained and confident, and we need to be getting ahead of the game in terms of training needs.” w

At Search, we are at our best when taking the time to understand our candidates’ and clients’ challenges and opportunities then helping them to achieve success. Alongside its 4,500 plus members, we greatly value the work of the Chamber. In fact, we share many of its core values as an organisation. With our common goals to help the region to prosper and give businesses and people of Greater Manchester the invaluable insight they need to build on previous successes, it made perfect sense to work together. Search is delighted to sponsor the UK’s largest independent business survey and feel sure it will help deliver the answers that the region needs to reach its goals for 2018.

search.co.uk

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SECTOR REPORT

FINANCE

STILL

POWERING AHEAD? In his recent Budget Chancellor Philip Hammond made a renewed commitment to the Northern Powerhouse. We look at the finer detail of the latest package for the North, and other key measures unveiled in November’s speech.

In his latest Budget Philip Hammond committed more than £2bn to transport schemes across the North and Midlands as he became the latest Chancellor to decry that our economy was still too reliant on London. Backing the Northern Powerhouse, Midlands Engine and elected mayors across the UK, Hammond confirmed that a £1.7bn transport fund for projects to link city centres and suburbs would be set up, with half the money going to those areas that have agreed to have metro mayors. A further £35m was also promised for digital connectivity improvements and infrastructure developments on the trans-Pennine route between Manchester, Leeds and York. But does this really go far enough given that Transport for the North say that fixing the transport system in the north of England will cost at least £60bn over 30 years? Andrew McFarlane, Head of North West at real estate company Colliers International, says that central government doesn’t spend anything like enough money on the North. “Whenever a Chancellor gets up and says he is spending money in the North that is helpful and useful and takes us to the next place. But anyone who spends time in the North can see that the infrastructure is creaking.” Rebecca Durrant, Tax Partner in the Manchester office of Crowe Clark Whitehill, says although measures such as those announced in the Budget are very helpful, she thinks there should be as much emphasis in terms of infrastructure spend around connectivity and investment in 5G, and on improving mobile services.

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“Let’s be honest, you can have face to face conversations with anyone in the world today, we don’t need to all be going constantly backwards and forwards in our cars or on trains. For my clients, digital connectivity is equally as important as physical infrastructure, especially given the large number of technology businesses we have here in the North West. Improving the digital infrastructure is also crucial in terms of attracting a younger talent pool given that we still struggle with a brain drain to the South.” Paul Brown, Tax Partner at Hurst Accountants, agrees. “Given the timeframes around HS2 one has to question whether by the time it is up and running there will actually be a need to travel to London half an hour quicker. If we get the digital infrastructure right in order to support more effective communication, then do we need a faster rail line? Will people want to jump on trains? Will everyone be working remotely anyway?” Brexit impact Jo Sellick, Managing Director at Sellick Partnership, says despite the Budget pronouncements more attention needs to turn to the Northern Powerhouse. “The past 12 months has seen very little happen, and I believe this is due to Brexit taking up most of the government’s time and resource.

“The Budget statement revolved around bolstering transport links, which is a very welcome step, however I still believe it lacked substance. The government has already struggled to deliver on key elements of Northern Powerhouse, such as rail electrification, and I question whether it has the time and resource to follow through on what has been promised here.” Sellick fears the Northern Powerhouse may increasingly become rhetoric without the support of big political figures in Westminster, although he believes Greater Manchester Mayor Andy Burnham is already making an impact. “Personally I think Burnham has had a positive year. The business advisory panel he is creating is a welcome addition, and he is also making strides in tackling the homelessness crisis and in working to improve transport in the region. I do believe he will do his bit to see these through, but whether he has the power or not is yet to be seen. What can be said is that he has a strong voice regionally and nationally.” McFarlane believes it is important to keep up momentum on Northern Powerhouse. “Politicians need to be encouraged to do more. Little steps have borne fruit but we now need to put more investment into bolder initiatives such as digital connectivity, joining up better the

cities of the North, further progressing HS3, and ensuring the Port of Liverpool is the main entry point for goods and imports into the North. “We also need to step back and ask what Northern Powerhouse might look like in 30 years. People forget that we are only three and half years into the whole Northern Powerhouse initiative. I do not think you can measure the success of a project such as this in less than 30 years. Look at London 30 years ago and what is has achieved since. In just three years Manchester now has its own transport body which has weight and can flex its muscles, it has devolution, and it has an elected mayor.”

Given the timeframes around HS2 one has to question whether by the time it is up and running there will actually be a need to travel to London half an hour quicker. If we get the digital infrastructure right in order to support more effective communication, then do we need a faster rail line?

economy. In the Budget, official forecasts for UK economic growth were cut sharply for the next five years because of weaker productivity growth. The Office for Budget Responsibility (OBR) said the economy would grow by just 1.4% in 2018, 1.3% in 2019 and 2020, and 1.5% in 2021. Adds Sellick: “What was perhaps most worrying about the Budget was this substantial downgrade. This is not just downgraded in the short term, but consistently over the next five years. It means the amount of borrowing by the

Growth downgrade However the battle for further investment in the Northern Powerhouse will be fought against the backdrop of a significant growth downgrade for the UK

government will increase to compensate for this.” Brown says given that spending committed seems to be significantly greater than additional tax revenues, the Budget does seem to represent a significant loosening in the government’s fiscal approach. “Whether this is enough to pull Britain out of the economic slow lane remains to be seen, although it does feel like events away from the Budget may have a much greater effect than any of the measures announced by Hammond.”

KEY MEASURES UNVEILED IN THE BUDGET INCLUDED: Business rates

Investment

An extra £2.3bn was allocated for R&D investment in a bid to drive up levels to 2.4% of GDP, the average for the OECD. The UK currently invests 1.7% in private and public R&D funding. From April the government is also merging the seven research councils and Innovate UK in an attempt to reduce regional disparities in R&D spending and encourage more commercialisation of research. The government also announced that it would double the maximum investment in Enterprise Investment Schemes (EIS) from £1m to £2m.

Annual increases will be based on the Consumer Price Index, rather than on the higher Retail Price Index. The change was planned for 2020 but will be brought forward to 2018. The chancellor also announced that rateable values will be recalculated every three years instead of five, which should prevent the steep increases experienced last year when the first revaluation in seven years took effect. The Chancellor also scrapped the so-called “staircase tax” following an earlier Supreme Court ruling that businesses in offices linked by a communal lift, corridors or stairs should be treated as occupying more than one property.

Electric vehicles

Measures were introduced to encourage motorists to switch to electric vehicles. Anyone buying a new diesel car faces an additional upfront payment of up to £500. Currently anyone buying a new petrol or diesel faces a one-off payment levied according to carbon dioxide output when they purchase the car, although the tax does not apply to vans or light commercial vehicles.

Housing

The government promised an extra £15bn for the sector and launched a series of measures including guarantees on housebuilder loans. It plans to build 300,000 new homes a year by the middle of the next decade and announced £2.7bn for the Housing Infrastructure Fund and £1bn for a new Land Assembly Fund. Extra money was also earmarked for local councils, with £400m in loan funding for the regeneration of estates in rundown neighbourhoods.

Tax system

Stating that digitalisation posed “challenges for the sustainability and fairness of our tax system” the Chancellor revealed plans to tax royalties posted overseas and launched a wider review on how digital multinationals are taxed. From April 2019 digital giants that do business in the UK will be required to pay income tax on royalties relating to UK sales.

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SECTOR REPORT

FINANCE

Which brings us to Brexit. In the Budget Hammond set aside another £3bn for Brexit negotiations and Sellick say this huge sum of money will have to come from somewhere. “The positive that we can take from this funding is that the government seems to be taking negotiations extremely seriously and is financially committed to getting the best possible deal. We must all hope that this is the case and that the huge investment pays off in the long term. Our economy and the weakening pound is only going to recover when Brexit is complete, and getting a good deal from the EU is paramount to this.” Tax certainty Business owners would also like more certainty around the tax system. Durrant says she would have liked to have seen more moves towards tax simplification in the Budget. “Business owners need to understand the tax system, but often don’t because there are so many different things affected by what they do. We have been campaigning on tax simplification for many years and more clarity is needed. Increasing simplicity would be at the top of my Budget wish-list for 2018.” Brown says there has been a big step-up in terms of HMRC compliance in recent years and addressing the government’s own ‘tax gap’ - the difference between what it collects and what it believes it should be collecting. “Latest estimates put this figure at around £34bn a year and half of that relates to SMEs. The wider backdrop here is that there is a general political reluctance to increase tax rates so the only way HMRC is going to increase revenue is by addressing loopholes and avoidance. “This also goes hand in hand with moves to make tax more digital and increasing the amount of data interaction with individuals. Although that drive is about making things easier for people, it also helps identify potential areas of non-compliance.” Investment credit In terms of specific Budget measures Durrant singles out changes to the investment credit for businesses looking to scale-up, and the announcement of an extra £2.3bn for R&D investment. Hammond announced that he would double the maximum investment in Enterprise Investment Schemes (EIS) from £1m to £2m, as long as investors put money into ‘knowledge-intensive’

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….there is a general political reluctance to increase tax rates so the only way HMRC is going to increase revenue is by addressing loopholes and avoidance. Paul Brown, Tax Partner at Hurst Accountants Jo Sellick, Managing Director at Sellick Partnership

Rebecca Durrant, Tax Partner in the Manchester office of Crowe Clark Whitehill

Andrew McFarlane, Head of North West at real estate company Colliers International

Whenever a Chancellor gets up and says he is spending money in the North that is helpful and useful and takes us to the next place. But anyone who spends time in the North can see that the infrastructure is creaking.

companies. Says Durrant: “People tend to concentrate on start-ups and big corporates, but there are a lot of businesses in between who can struggle to scale up to the next level. This measure is most welcome.” Brown says such measures which look at the tax system as a way of incentivising investment are a real positive. “However one of the issues is that such schemes are often very complex and that can put people off,” he adds. Durrant also welcomed the abolition of stamp duty for first-time buyers acquiring properties of up to £300,000. “I think this will have a bigger impact here in the North where £300,000 buys you a lot more than in the South.” Sellick adds that the move to base annual increases in business rates on the Consumer Price Index, rather than

on the higher Retail Price Index, was also welcome but says much more is needed to relieve pressure on business owners to free up funding to employ more workers with confidence. “However revaluations of business rates will also now take place every three years not five, which could increase the amount company owners pay in business rates.” Sellick says he would also have liked to have seen additional funding for the NHS. “This year marks the 70th year since the NHS was set up, and if it is going to survive another 70 a radical rethink is needed. It needs more funding for wages, needs more staff, better infrastructure, more materials and better access to resources in order to cater for our ageing population and the growing needs of the UK population.” w

Weâ&#x20AC;&#x2122;re pleased to support local businesses

Mike Lamont is the Director of Commercial Banking in Greater Manchester for the Royal Bank of Scotland. Here he talks about how the bank works with SMEs in the region and his teamâ&#x20AC;&#x2122;s commitment to foster growth. â&#x20AC;&#x153;I am delighted to work in Greater Manchester alongside my team of experienced relationship managers. We recognise there are some talented and dynamic business men and women running businesses in Greater Manchester who are helping our economy to recover and prosper again. SMEs continue to be seen as the driving force behind our economic success and we recognise the important role that entrepreneurs and SMEs have. We also take our role very seriously in helping them to achieve their growth ambitions through investment. For more information, please contact Mike Lamont, Director, Commercial Banking on 07799 868145 or michael.lamont@rbs.co.uk

The Royal Bank of Scotland plc. Registered in Scotland, No. 90312. Registered Office: 36 St. Andrew Square, Edinburgh EH2 2YB. Authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority.

ARE YOU READY? SECTOR REPORT

TECHNOLOGY

EU regulations aimed at strengthening and unifying data protection come into force this May with the threat of heavy fines for those not compliant. But are businesses ready for GDPR?

Even though we live in a world consumed with vast amounts of data, we are still reliant on data protection rules set 20 years ago. The Data Protection Act of 1998 has fallen massively behind the demands of the digital world, and as such the General Data Protection Regulation (GDPR), which comes into force this May, is long overdue. Indeed, barely a week goes by without some serious data breach being reported. As Andy Pilkington, Chief Technologist at Keytech Managed Solutions, says: “Most of these breaches have been down to people not taking good care of their data. Data is ultimately our most valuable asset.” The Regulation aims to strengthen and unify data protection across the EU, simplifying the regulatory environment for businesses and setting a new standard for consumer rights regarding their data. The Regulation was first adopted in 2016 and becomes enforceable this year after a two-year transition period. Unlike a directive it does not require national governments to pass any enabling legislation, and is thus directly binding - albeit the Data Protection Bill in England will cover those areas where the EU has no authority such as national security and education. As such for large and small companies alike the clock is ticking on ensuring they are compliant with a regulation which goes to the very heart of their business systems. But are they ready?

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Christian Mancier, a partner at Gorvins law firm, says his impression is that businesses have a lot of work to do over coming months. “It was only late last year that this seriously came onto the radar of larger SME companies, while my impression is that smaller SMEs still have their heads in the sand. This is not an overnight job to get compliant. This is admin heavy, it is about spending time and working through the detail.” Starting to act However the threat of fines for noncompliance from the Information Commissioner’s Office (ICO) means some companies are certainly starting to act. Organisations will for instance have an obligation to notify certain types of data breaches to the ICO within 72 hours, whereas at the moment there is no legal obligation on private organisations to report data breaches - although in the public sector there is a voluntary code. Under the GDPR the ICO can impose fines of up to €20m or 4% of group worldwide turnover (whichever is greater)

against both data controllers and data processors. For less serious breaches it can fine up to €10m or 2% of turnover. “The ICO also has the ability to actually stop organisations processing data which is probably as damaging as handing out a fine,” says Pilkington. “The penalties are huge so this is forcing companies to do something. That said, if you asked me how ready companies are I would say we are still at about four out of ten. People assume this is an IT issue but it is not at all. It is about people, policy and procedures.” However whilst GDPR isn’t an IT issue, technology can help and assist with compliance. “Companies need to build themselves a ‘toolkit’ of technology to help them gain some form of situational awareness and understand where they currently are with compliance,” he adds. “Examples of the sorts of things technology can assist with are data audits; automated, scheduled user testing (test phishing emails); data breach detection; and data backup and business continuity.”

Threat of fines Ben Pygall, a consultant for IT Lab which has been carrying out GDPR audits for companies, says the threat of fines has definitely exercised minds. “That said, I think some companies have put this on their 2018 to do list so have been putting it off. And I think there are plenty of companies which won’t even pick this up until the Spring which could be too late.” But just why has the take-up been so slow? “I think one of the issues is that although the regulations have been available for some time they have not been particularly digestable. Trying to give businesses the right information has actually been quite difficult,” he adds. Tim Roberts, founder and creator of Adsertor, says that while large businesses are getting prepared and many have a dedicated resource looking at GDPR, smaller companies have by and large not even started to prepare or understand the effect that this will have on their business. “This could be for many reasons. One could be that they feel it doesn’t affect them as they’ve never done any mass marketing. They know their customer base, and their business development is through referrals or traditional methods. Another could be that they don’t fully understand what GDPR actually means and how it will affect digital marketing. That’s why we have prepared an infographic in which we tell the small business owner how to safely collect and analyze data while respecting user rights. We guide them through the whole data processing flow.”

GDPR model Roberts says GDPR is essentially built around three main actors – the data controllers (your business), the data processors (the company delivering the tools that are collecting the data), and the data subjects (individuals). He adds: “The whole data flow under GDPR happens between these three actors, and there are some very important changes which every company which is the data controller, and in many cases data processor as well, needs to review and take into consideration. “Essentially the controller analyses data and uses it as specified in the consent request. If the controller wants to use the data for a new purpose they need to seek new permissions from the individual. The controller then passes data to the processor which can only use the data as instructed by the controller. The data processor then has to keep a record of the processing activities and implement the appropriate security measures. GDPR gives the individual a lot more control on what they receive and they will also be able to take action against companies that break the law.” Under the Data Protection Act the ICO could only take action against a data controller, whereas under GDPR action can be taken against both a data controller and data processor. Mancier says the shift to organisations having to demonstrate compliance is a big one and that is what is so time consuming. “The thrust of GDPR is that organisations have to be more upfront with individuals and tell them what they are doing with their

MYTHS GDPR only covers digital files No, it covers paper files too and the same principles apply whether you are using paper or digital.

Every organisation will need a Data Protection Officer (DPO) No. But if you are a public authority or your organisation carries out large scale systematic monitoring of individuals, or carries out large scale processing of sensitive data such as health or financial records, then you will need a DPO

Christian Mancier, Partner at Gorvins law firm

GDPR is not happening because of Brexit No, this becomes law on May 25th

At the end of the day GDPR has to be taken seriously at board level, this is not just another administrative task than can be delegated further down the company. It has to come from the top and run down the business. The board has to take responsibility.

Compliance is difficult and complicated It shouldn’t be. There is lot of information on the ICO’s website and if you follow the process step by step you will not have an issue. The ICO also has a dedicated SME helpline for those SME organisations with less than 250 employees.

GDPR is simply a way for the ICO to raise millions in fines No, it has been set up to create governance and legislate organisations that store and manage an individual’s data. It harmonises regulations for data privacy protection and makes them fit for purpose in the 21st century. If your business works across the EU then it will actually help you as at the moment you have to understand the different nuances in each country.

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SECTOR REPORT

TECHNOLOGY

GDPR gives the individual a lot more control on what they receive and they will also be able to take action against companies that break the law

Tim Roberts, founder and creator of Adsertor

data. The idea is that individuals then have a better understanding of how organisations are using their data and increased rights if an organisation is not doing what it says.” He adds that organisations have to evidence compliance which means keeping various registers - including a breach register, a register of data processed and a register of data processors used. “There needs to be a data audit. Companies need to be asking what information they have, how do they use that information, which individuals have access to data, and who they are sharing it with and for what purpose.” ICO response So what stance can we expect from the ICO? Pygall says there is absolutely no guarantee that the ICO might somehow take a ‘softly softly’ approach. “The expectation is that the ICO will be pragmatic but there is no guarantee. At the end of the day this will be a legal requirement for companies. If a company has taken fair and reasonable measures but is still subject to a data breach then you would expect the ICO to treat them fairly too. But if a company has not taken any measures but is subject to a data breach then they can expect more serious consequences.” Mancier believes the ICO will be keen to work with organisations and guide them through the process. “If organisations are not complying then the ICO usually starts with a visit, hands out guidance, and generally speaking only moves on to enforcement notices if the company still refuses to do anything. There is an escalating array of sanctions. If there is a high level data breach which is more serious organisations are obliged to write to individuals whose data has been lost or compromised. From a PR point of view there is a real reputational risk here for any organisation.”

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Staff training He adds that one of the big areas where companies can reduce that risk is through proper staff training. “The cases that always grab the press attention tend to be hacking breaches when in fact the majority of data breaches occur because of staffing errors. This could be someone sending out a marketing email to everyone by mistake, taking a memory stick out of the office and not encrypting it, or leaving something in the boot of their car. Staff have to understand what the risks for the organisation are and organisations have to look at restricting access to data within their four walls. You only give staff access to data that they specifically need to do their job. “At the end of the day GDPR has to be taken seriously at board level, this is not just another administrative task than can be delegated further down the company. It has to come from the top and run down the business. The board has to take responsibility.”

MORE INFORMATION Plenty of information about GDPR and how your business can get ready for it is available at the ICO website

http://bit.ly/2A10ayF

Mancier says one complication is that GDPR will apply differently to every organisation. “Whilst the principles under GDPR are the same across the board there is a big difference between what a large national high street retailer with significant resources conducting a nationwide e-marketing campaign will have to do to comply with those principles compared with a SME with significantly less resources providing consultancy services to just a few clients.” Best practice Pilkington says what the legislation is asking companies to do is essentially best practice. “My view is that it has certainly made senior executives start asking questions of their IT department. In theory this legislation should make companies safer, it forces us to do something with our data. It makes companies have to prove that they look after their data correctly. Staff might be your weakest link but they also have the ability to be your strongest asset if they receive the precise training they need.” w

CMY

3 WAYS TO USE ARTIFICIAL INTELLIGENCE TO CLOSE MORE DEALS Time is one of the most scarce resources of modern working life, but can artiﬁcial intelligence (AI) empower businesses to focus on more nuanced aspects of sales, such as building client relationships?

WHAT IS AI?

While rapid advancements in artificial intelligence (AI) are providing myriad innovations in tech, many professional services firms are unaware of what it is, how it can prove beneficial, or where to start with it.

It can present itself in many diﬀerent ways. From Google auto-suggesting search results, or Amazon hinting at what to buy next, to the predictive text feature on your smartphone.

Despite its sophistication, AI doesn’t need to be complicated to introduce into your business. Here are three easy ways you could adopt AI and automation into your processes and begin to reap rewards in 2018.

FIND MORE PROSPECTS

QUALIFY LEADS

CLOSE MORE DEALS

Automate research to find more leads faster One way is to take repetitive, time-consuming systematic tasks and use AI to help. This might be for a research task or to help generate relevant leads. It can be used, for example, to search for information based on predefined criteria, to help with recruitment or business development leads. Tools like Growbots can automate the process of researching and curating potential leads, using algorithmic learning to produce tailored lists of contacts that are highly matched to your specific requirements. Intelligent automation like this can save time and often provide better results than manual research.

Artiﬁcial intelligence is precisely that: intelligence shown by non-living things like machines and programs.

And whilst it may sound like quite a futuristic technology, AI is already established in the business world. So how can you leverage it to improve your business processes or generate leads?

Qualify based on behaviour, not just demographics Qualifying new business leads is one of the most crucial aspects of the sales funnel, and AI can help take things one step further than simply ﬁltering leads based on factual or demographic information. For example, our business development and deal management portal, Foleo, observes your prospects as they interact with your proposals or brochures, and uses complex algorithms to determine who exhibits behaviour that has led to a sale in the past. It will then automatically prioritise leads to follow up, highlighting the most interested parties on a per-deal basis - based on prospects’ behaviour and interest in your speciﬁc deal.

Speak your lead’s language with the help of AI AI excels at systematic and repetitive tasks, but it can also provide valuable insights into the more qualitative side of sales. Virtual assistants like Siri aren’t providing truly human-like conversations yet, but AI can be used to help us communicate with people on a more personalised level. For example, Crystal helps you to write emails to prospects and clients by examining the language they use and personality they show when interacting with you. Crystal then suggests tweaks and changes that can help you ‘speak their language’, and develop a rapport which can lead to much more productive conversations.

I’m Tom from Huddle Digital. We designed and developed Foleo after working with a variety of businesses who needed an intelligent lead generation and deal management tool. We know there is huge potential for AI to transform business, and Foleo could kick start the process for you, by helping your business to:

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DATA SECTOR REPORT

MARKETING

DIGESTING

Technology has become a key tool to effectively market and engage with customers.

We all know the company for its brown boxes that regularly grace our doorsteps. But few people may realise that one of Amazon’s biggest profit engines is Amazon Web Services (AWS), the market leader for cloud infrastructure which enables companies to run applications without having to maintain data centre hardware. However, given that with each passing day more and more data is being stored in the cloud, the success of services such as AWS should come as little surprise. This proliferation in data admittedly brings its own challenges as well as opportunities. Actually pulling together so much data at your disposal can pose major logistical challenges, but these are more than offset by the positives. For instance pulling data together helps businesses answer lots of questions about their customers (and their own staff). It helps businesses perform better by using data more intelligently. And, crucially, it helps them gain a commercial advantage. Customer engagement One of the precise reasons why companies can gain that advantage is that the growth of cloud services is intrinsically linked with improved customer engagement. To deliver the very best service to customers, organisations and companies alike are today using a range

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of cloud technologies and big data analytics techniques to imbed service into every part of the digital journey. Emma Rodgers, a Manchester-based Director at global M&A advisory business Clearwater International, says this enables companies to gain a ‘360 degree’ view of their customers. She adds: “As customers continue to use a proliferation of touchpoints, data from every channel will continue to be critical for effective customer engagement. Purchase histories, communication preferences, shopping behaviour and social media can all be combined to give a 360 degree view of the customer. This helps brands provide real time targeting, the holy grail for any marketing strategy.” However Rodgers says ahead of the European General Data Protection Regulation (GDPR) coming into force later this year (see page 48), any firm with EU customers will need a radical rethink. “With some studies suggesting as many as three quarters of firms are not yet compliant with the regulation, businesses will have to look at how they can continue to leverage the benefits of consumer data without losing a key competitive advantage,” she adds. Interactions This revolution in customer engagement has a way to play out yet given the continued march of automated technology.

Indeed, amid predictions that the vast majority of customer interactions will in just a few years be addressed without human contact, there are a now a multitude of websites using chatbots to handle tasks which require little or no human intervention. For instance as AI chatbots and virtual assistants interact with traditional contact centre staff and ingest more and more data, they should be able to answer a greater volume of sophisticated questions. Adds Rodgers: “Virtual assistants can also help give customers a more personalised experience. To take just one example, in the hospitality industry customers could see the exact layout of their hotel rooms and make changes, use a virtual concierge, and preview the precise dish they plan to eat off the menu. Virtual reality will not only transform the way firms build relationships with customers, but also the content they directly provide.” Blockchain Blockchain technology, a digital ledger in which transactions are recorded and which provides the infrastructure for cryptocurrencies such as bitcoin, also has the power to revolutionise customer experience. For instance peer to peer transactions can be carried out directly with customers, removing the need for third party intermediaries. This

Making b2b more human

Don’t view GDPR as an obstacle - treat it as a great marketing opportunity.

nless you’ve been living on a remote island for the last six months, you’ll have heard about the General Data Protection Regulation (GDPR). But are you ready to be compliant when the new rules arrive in May? If the answer is no, you’re not alone. Approximately 40% of SMEs are yet to start planning for GDPR. There’s still a bury-your-head-in-the-sand attitude among some business leaders. However, if you treat GDPR as an opportunity rather than a threat, you’ll be able to establish better, more valuable communication channels with customers and prospects.

Emma Rodgers, a Manchester-based Director at Clearwater International

As customers continue to use a proliferation of touchpoints, data from every channel will continue to be critical for effective customer engagement

gives brands a larger influence over the customer journey and means greater accountability. “Amidst headlines of significant consumer data breaches, the complex cryptography involved should also result in better security protection and ownership of personal information,” adds Rodgers. “Blockchain also offers the possibility of real time settlements, which for online retailers may help solve one of the biggest areas of customer complaints in terms of refund length.” Meanwhile another area of customer engagement to watch are efforts to measure customer emotion, an area which has long eluded analytics specialists. Academic studies have suggested that emotional connections can matter even more than customer satisfaction while a recent study from Capgemini said that effective emotional engagement can add as much as 5% to retailers’ annual revenues. Linked to this emerging area, Application Programme Interface (API) technologies - which can mimic the human ability to understand emotional behaviour through speech, text, videos and photos - are also being increasingly employed too. w

First of all, let’s be clear about the key requirements. That database you use for marketing communications? If you aren’t compliant come May, you might as well throw it away. GDPR means you can only send marketing messages to individuals who have given you permission. Ignore this requirement and you could face a fine of up to 4% of your business’ turnover. You need to start asking customers now whether they’re happy to opt in to continue receiving communications from you. You’ll also have to be specific about the information you plan to send - will it be offers/promotions, newsletters, event invites or all the above? Customers will always be interested in information that helps them to do their job better, make more of their budget or understand emerging technologies. Therefore, your ‘opt-in’ request is really a chance to find out more about customers’ preferences and how you can help. You can then use this information to create highly relevant communications that are more likely to bear fruit. If you’re worried about losing subscribers when they’re asked to opt in, why not sweeten the deal with an extra incentive? You could, for example, enter everyone who signs up into a prize draw to win the latest tech gadget. Finally, don’t forget to appoint someone internally as your GDPR Data Compliance Officer. Give them the support they need to oversee compliance and treat GDPR as an opportunity to engage with people in a more relevant, less intrusive manner. A good thing, surely, in this age of over-communication?

Michael Clark, Managing Director, Upp B2B +44 (0)161 786 8040 www.uppb2b.co.uk hello@uppb2b.co.uk      

We create, build and grow transformational b2b brands that people want to work for and with.

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www.gmchamber.co.uk 08/01/2018

10:04

CLOSING THE GAP SECTOR REPORT

PEOPLE

From this Spring all companies employing more than 250 people must report their annual gender pay gap. But will the move do anything to actually help narrow the gap?

Almost 50 years since the Equal Pay Act prohibited employers from unequally treating men and women working in similar jobs in terms of salary, the gender pay gap is as pressing an issue today as it was half a century ago. Indeed, to further strengthen the campaign against discrimination on womenâ&#x20AC;&#x2122;s earnings, the Equality Act of 2010 stated that men and women employed to do the same or broadly similar work should have equal pay, and that companies with more than 250 employees should release their gender pay gap information. This Spring that desire will finally come into practice when all UK companies of this size - and public sector organisations â&#x20AC;&#x201C; will have had to report their gender pay gap for the year to April 2017. But why, after all these years, does such a gap still exist? Life choices Naeema Choudry, a partner at law firm Eversheds Sutherland in Manchester, says the answer is complicated and is not down to any one single factor.

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She says the problem starts early in life with the educational choices that young girls make and the fact that many go into lower paid professions such as the care industry and then remain overrepresented in these sectors. “It is about encouraging women to think about different careers and what they are studying. This one issue has a big impact. It is wrong to say that gender pay is a work issue, it is a societal issue. Work does play a part but the answer is multifaceted. Other reasons include the lack of role models, cultural baggage, and unconscious bias with regards to recruitment and training.” Professor Jill Rubery, Director of the Work & Equalities Institute at Alliance Manchester Business School, echoes the point about women being connected with lowly paid sectors.

“People think the gender pay problem is all within the organisation, but it is actually as much about how society pays people in jobs predominantly done by women, such as the care profession. The problem is the undervaluation of women’s work which tends to be gender segregated. It is how we as society value particular sectors that matters.” She agrees that the causes of the gap are multi-faceted. “Another problem is unlimited hours of work and the 24/7 culture we see today. Unless you change this working culture, which tends to favour men, you cannot hope to close the gender pay gap. Levels of maternity pay, and shared parental leave arrangements, don’t help either. If women are taking a pay cut after having children then, again, we are never going to be able to close the gap.” Prof Rubery says the war for talent and demise of collective bargaining across many industries, are also related issues. “As we see with the controversy over how the BBC pays its stars, we have moved from paying someone for a particular job to what people are deemed to be worth.” www.gmchamber.co.uk

SECTOR REPORT

PEOPLE

The bright prospects of the future will look at the figures and say to themselves ‘how many women are in the top quartile of that business and what are they paid?’ Those companies that do not tick the boxes may not attract the talent. If businesses think their figures are affecting their bottom line and recruitment then they may think differently. Kevin McKenna, Head of Employment for Manchester commercial law firm Kuits

COMPANY FIGURES

Cultural Kevin McKenna, Head of Employment for Manchester commercial law firm Kuits, agrees that issues around the gender pay gap are intrinsically linked to wider societal issues and the culture of secrecy around what people are paid. But he says moves towards greater transparency are gathering pace. That said, he says the legal framework around equal pay is not straightforward. “Weaker union power and the lack of structures to help employees negotiate the legal maze are further barriers. At the end of the day who actually wants to take on their employer in court?” However McKenna makes the point that if a gender pay gap exists within a business it is not necessarily an indicator that something wrong is going on. “You could actually have a sizeable gap for a good reason. For instance take the hypothetical example of a textile firm where, say, 248 staff are women working

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on the shop floor and the company is owned and run by a man and a woman. It might be a flexible, modern workplace offering female staff great opportunities for work, but it would probably have a big gender pay gap.” Closing the gap Choudry singles out strong role models for young women as essential to help close the gap. “Role models can be anywhere around you, they don’t just have to be on TV. This is where schools become important, encouraging inspirational women to come in and speak to students.” Joined-up thinking around policies to help working women is another, she adds. “Women’s careers often take a backseat when they have a child. In particular it is very difficult to do a demanding role in business and have the flexibility that you need for your children. What often happens is that in exchange for flexibility

Female employees earn just over half what male staff do as the budget airline reported a 45.5% median pay gap between its male and female staff. The company said the gap was heavily influenced by the salaries and gender make-up of its pilots, who account for more than a quarter of its UK employees. The airline employs 1,407 male pilots and 86 female pilots in the UK. A pilot’s average salary was £92,400, whereas cabin crew and administrative and management staff earned on average £24,800 and £53,700 respectively.

If you have leaders who believe in equality across the board then it becomes part of your culture, it is seen as business as usual. There is a huge cultural shift required.

Naeema Choudry, partner at law firm Eversheds Sutherland in Manchester

36% The UK’s largest listed property company has reported a median gender pay gap of 36% for hourly pay. Women also received bonuses that were 62.5% lower in median terms than those received by men. The company said that women’s relatively lower bonuses could be partly explained by some women earning pro-rated bonuses when working part-time. It added that it had a lower proportion of women in senior roles than it would like.

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IN PARTNERSHIP WITH INDUSTRY We develop graduates who mean business.

Find out more about our business-informed, industry-relevant Business, Finance and Law programmes

www.salford.ac.uk/business-school +44 (0)161 295 2222 sbs-admin@salford.ac.uk

BECOME UNSTOPPABLE

SECTOR REPORT

PEOPLE

WHY WOMEN LOSE OUT

n The gender pay gap measures the difference between the earnings of men and women. It is determined by calculating women’s median earnings as a percentage of men’s.

n The gender pay gap in the UK has not narrowed at all over the past three years, according to the ONS. In fact, Britain registered the biggest increase in the EU’s gender pay gap in 2015 according to latest figures. The mean gender pay gap for full-time workers was 14.1 per cent in April 2017. The figure was the same in 2016 and 2015. n The Fawcett Society says that if the gap continues to close at the rate it has during the past five years, it will not reach zero until 2117. It says the gap has grown wider than the average for women working full-time in their 50s, at 18.6%, but it has also grown among women in their 20s, from 1.1% in 2011 to 5.5%. n As well as differing by age the gender pay gap differs widely by region. It is highest in London (20.7%) and lowest in Wales (8.3%). n The gender pay gap also varies by occupation. The gap has increased overall from 2014 to 2015 by a margin of 3% on all major occupations. Men concentrated in the skills trade and machinery operatives sector earn more than women by at least 28%, while the pay gap is smallest in sales and administrative positions.

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n Women are still often concentrated in lower paid occupations. 72.6% of the top ten lowest paying jobs are comprised of women, the majority of which work part-time. Men work in top professional occupations associated with higher levels of earnings, such as aircraft pilots, senior management positions in finance, and IT. n Evidence suggests that women are more likely to work part-time than men. In the most recent Labour Force Survey, 41% of women work part-time, compared with men at 11%. This is likely due to women taking time out of the labour market for maternity leave or to care after their families, particularly those aged 30 to 39. Women aged 40 and above face more difficulty in securing positions in senior and managerial roles as a result of taking time off work. n In the UK an employed new father is entitled to up to two weeks of paid (90% of average earnings) paternity leave. Additional time can be taken, though this is unpaid. In 2015 Shared Parental Leave came into effect which enables parents to share time off work for up to 50 weeks of leave and 37 weeks of pay. It gives fathers the right to extend their paternity leave should the mother choose to return to work during the first year of a baby’s life.

women take a role for which they are overqualified, while for others it can be difficult just to get back into the workplace at all. We have got to be more inventive.” In terms of getting more women into senior executive positions Choudry says this drive has to come from the top. “If you have leaders who believe in equality across the board then it becomes part of your culture, it is seen as business as usual. There is a huge cultural shift required.” Who to help? Prof Rubery says hard choices have to be made about which part of the gender pay gap you actually want to close. “It comes down to which group of women you actually want to help. Is it those in more senior roles who are not paid as much as their male colleagues, or is it those in lower paid jobs? Personally, I would prioritise keeping the wage floor up and helping women in low paid sectors, but that might not actually have much impact on closing the overall gap because of the differential in salaries between men and women for higher paid jobs. All you can really do is try and plug the gaps.” However she singles out starting salaries as one area where action must be taken by employers. “The fact that men can often start on a higher salary than women in a similar role is a real problem because that pay differential then follows throughout both careers. If you equalise starting salaries that would have a big impact.” Opportunity So, what difference will the new legislation make? McKenna believes the naming and shaming of companies with large pay gaps is potentially significant in terms of the risks it poses for companies. “We saw this recently with how the government named and shamed 260 employers for paying staff less than the legal minimum wage. The narrative around the gender pay gap will be important for these large businesses as they seek to explain their own position.” He believes forward-thinking employers will actually see gender pay reporting as a great opportunity to sell themselves to the best candidates of tomorrow. “The bright prospects of the future will look at the figures and say to themselves ‘how many women are in the top quartile of that business and what are they paid?’ Those companies that do not tick the boxes may not attract the talent. If businesses think their figures are affecting their bottom line and recruitment then they may think differently.” Indeed the government hopes that alongside reporting their gender pay gaps, companies will publish plans of action as to how they aim to address the gap in their own business. Prof Rubery agrees that the move towards greater transparency is ultimately a good thing. “The culture of transparency may well trickle down to smaller firms too which are not covered by the current legislation.” Adds McKenna: “I actually think smaller firms are already looking at this. They are thinking there is only a matter of time before this comes down the line and affects them. In fact there is nothing to stop small businesses from publishing their own figures right now.” w

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Professor Jill Rubery, Director of the Work & Equalities Institute at Alliance Manchester Business School

Another problem is unlimited hours of work and the 24/7 culture we see today. Unless you change this working culture, which tends to favour men, you cannot hope to close the gender pay gap.

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CHAMBER OF COMMERCE CAMPAIGN How the gender pay gap can be addressed is one of the key issues currently being discussed by the GMCC Gender and Business campaign which is also looking at the representation of women across specific sectors such as science and technology, as well as more generally in senior management roles. Among the key questions that the campaign is seeking to understand and help address are: l l

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How do you raise the aspirations, expectations and opportunities of girls and young women?

Why are there relatively few women in senior management positions and whether there are sectors from which good practice can be drawn?

What lies beneath the gender pay gap and how can this can best be addressed?

How can employers retain their staff when they become parents/ carers, and how can childcare be positioned as a key issue for business in a wider parental - not just maternal - way? How do you enable flexible shared parental leave and flexible working without unduly burdening small businesses?

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How is family life affected by women delaying having children to build their careers first?

Does time out of work because of redundancy affect a man’s career in the same way that time out of work for childbirth affects a woman’s career? For further details about the campaign please contact Chris Fletcher at chris.fletcher@gmchamber.co.uk

www.gmchamber.co.uk

SECTOR REPORT

ARTS, CULTURE & LEISURE

ARTISTIC

TALENT

The Chamber is once again delighted to be running this year’s Greater Manchester Contemporary Artist prize. We caught up with previous winners of the award to hear what it has meant to them. Helen Davies admits that winning last year’s Greater Manchester Contemporary Artist Prize for her self-portrait Delicate Details (below) was very unexpected. “To be honest I was lacking a bit of confidence with my work but knew I needed to start somewhere to begin building my career. It was the first time I’d actually put myself out there and submitted my work to an exhibition, so it was a big deal to even be shortlisted. To win left me completely over the moon.”

Instagram: HelenDavies.Art

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The 24-year-old from Oldham, who studied graphic design at Liverpool John Moores University, says she entered the competition as she wanted to be involved with something local. “Even during university I had carried on drawing and at the time of entering the competition I had just graduated and was working as a freelance designer,” she explains. Helen says people often mistakenly think her hand-drawn graphite sketch

E: art.helendavies@gmail.com

is a photograph. “There are actually many different layers to the picture and it is all about the detail. Many people have asked me about the gold leaf across the centre of the picture and what that signifies. The idea is that society is still rather uncomfortable with nude drawings and whenever people censor something they usually do it with a dark black block. I’m turning that idea on its head as gold has an intrinsic value all of its own.”

Learning curve Helen admits that the year since winning the prize has been a huge learning curve in terms of promoting her work to a wider audience. In recent months she has been working on more figurative drawings, one of which entitled Lucent was included in the Warrington Contemporary Arts Exhibition. Adds Helen: “That was a wonderful event and more exhibition experience for myself. I am currently working on a full cycle of smaller hand-drawn works based on different parts of the body.” She adds that winning the award has certainly impacted her career very positively. “It has meant so much. As I’m still so early on in my career, winning the prize has given my work validation which is such an important part of being able to explore future relationships with galleries and curators. Not only is there an amount of trust and support behind my work due to winning, but I have more confidence as an artist too.” Confidence The winner of the inaugural 2016 award, photographer Andrew Brooks, echoes Helen’s comments about the prize giving him more confidence. “It was great to win. When you work for yourself you work hard and it is great to get that recognition. It was also a confidence boost for me and gave me the confidence to talk more about my work to the wider public. “Because of the award I have met a lot of Manchester artists whom I now keep in touch with, and it is nice to be part of that wider community. Those artists support my exhibitions and I support their work too. I was really keen to enter an award that helps connect the city’s arts scene.” Andrew has been a photographer since the mid-1990s, and in recent years has been moving towards a more arts-based photographic approach, specifically looking at landscapes and cityscapes. As well as traditional landscapes he also likes exploring buildings from more offbeat locations such as city rooftops and eaves. As he adds: “If you put a bit of effort into looking at the world around you a little differently, such as by getting on a Manchester roof in the middle of the night, it can really pay off. It’s all about capturing your immediate surroundings in a different way.”

www.andrewbrooksartist.com

Peak District Andrew won his award for his Peak District landscape of Odin’s Gull (above) which sits close to the foot of Mam Tor mountain near Edale in the Hope Valley. “With this particular picture I had been returning to the same spot over a 12-month period. I took the winning entry at sunrise on a late summer’s morning just as the leaves and bracken were turning from green to brown.” Since winning the award Andrew has continued to build up his impressive portfolio and also recently launched a new website. w

The Chamber is keen to hear from businesses which would like to get involved with this year’s awards. Joy Sewart, Head of Skills Development for the Chamber, said: “Our aim is to find and build the careers of Greater Manchester-based artists and help retain artistic talent in our region. There is a wealth of talent across our region and our job at the Chamber is to provide a platform to showcase and celebrate the work of our contemporary visual artists.” If you are interested please contact: arts@gmchamber.co.uk

www.gmchamber.co.uk

40% of children in Manchester are leaving primary school overweight or obese. Walking is one of the cheapest, easiest and most cost-effective ways there is to reduce this figure. More children walking to school also means: • Reduced congestion and improved road safety around the school. • Improved air quality and lower CO2 emissions. • Increased footfall to local businesses. WOW, Living Streets’ flagship walk to school initiative, increases walking rates by 23%, with a corresponding drop in car use. Sponsoring a local school to take part in WOW costs around than £1.50 per child and can have a signficiant long-term impact. E: elise.downing@livingstreets.org.uk T: 020 7377 9794 W: livingstreets.org.uk/wow

Get in touch now to talk about how your business can help children in Greater Manchester to walk more in 2018.

Living Streets (The Pedestrians’ Association) is a Registered Charity No. 1108448 (England and Wales) and SCO39808 (Scotland). Company Limited by Guarantee (England and Wales), Company Registration No. 5368409. Registered office 4th Floor, Universal House, 88-94 Wentworth Street, London E1 7SA.

REGIONAL

UPDATES Greater Manchester Chamber of Commerce is located in the heart of the city centre, but its 4,500 members can be found right across Greater Manchester’s ten local authority areas. The following pages provide a summary of what’s been happening in and around the regions that make up the UK’s largest Chamber.

Bolton Wigan

Bury

Rochdale Oldham

Salford Manchester Trafford

Tameside

Stockport

REGIONAL UPDATE

BOLTON

Council’s Golden Award for MARKET PLACE

Bolton Council has won a major national award for its regeneration vision. The local authority won the Re:generate category for The Market Place Shopping

Centre at the Revo Annual Gold Awards. The awards recognise the best retail and leisure destinations, operators and the public sector bodies

STANMORE win prestigious national insurance award

Bolton-based insurance broker Stanmore, which insures more than 1,800 nurseries around the country through its dot2dot nursery scheme, has won a prestigious national industry award. Stanmore won ‘Schemes Broker of the Year’ at the prestigious Insurance Times Awards beating 11 other big industry names to the prize. In its summing up the judges said: “Operating in a competitive market Stanmore managed to retain 94% of its clients and grew its book of business significantly. The business operates in partnership

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with its clients and has forged a series of third party relationships to truly help and assist their customers.” The scheme, first set up by Director Jackie Hyde 14 years ago, helps take the worry out of running a nursery. “I like to think we find solutions to the issues that keep our nursery owners up at night. We’re always there to help and if we don’t know the answer, we find someone who does,” she said. “We are so proud to have won this prestigious award which is testament to the exceptional customer service we offer to each and every one of our customers. The mix of support and expertise we and our customers have access to is what really makes us different,” she said. w Pictured are Jackie Hyde (left) with Schemes Director Jenny Hyde

which work alongside them. The Council won the award following the Market Place’s £23m refurbishment to create a contemporary retail and leisure destination. The centre was redeveloped by Moorgarth Group with the support of the Council, and work has included a new dining destination in The Vaults and a nine-screen cinema. Over the last four years, footfall has increased at the centre from 3.8 million to 6.5 million, and 252 jobs have been created following the refurbishment. Leader of Bolton Council, Cllr Cliff Morris, said: “We are absolutely delighted to win this award. We worked closely with Moorgarth on the redevelopment and our vision for the town centre is shared by them. “The transformation of the centre has also acted as a catalyst for further developer interest and investment in Bolton.” The Council recently unveiled a £1bn masterplan to further regenerate the

town centre. Major regeneration sites like Logistics North are also complementing the town centre plans and building on its reputation as a place to do business. “The award is a great recognition of the work that has taken place and testament that Bolton is carving out a reputation as a place to visit and attracting shoppers back into the town centre,” added Cllr Morris. Tim Vaughan, Chief Executive of Moorgarth Group, added: “We are thrilled that Bolton Council has been recognised for their investment in the town centre in these prestigious awards. Such recognition goes a long way to improving the perceptions of Bolton and we are proud to be working alongside the Council in achieving this.” Market Place Shopping Centre also scooped gold at the ICSC Solal Marketing Awards in Austria in June 2017 and a Revo Gold Award in the Refurbishment and Extension category in 2016. w

From the back of a pub to a THRIVING MARKETING AGENCY

Two brothers who started their marketing business in the back offices of a Bolton pub are looking forward to what 2018 will bring as they take on more staff and announce more account wins. Robert and Simon Barlow are the founders of Relative Marketing based on Wood Street. The agency was set up in 2011 and now has a team of nine staff, with the brothers in no doubt that more creative businesses will see the opportunities that come with being based in Bolton. Relative Marketing started out operating from offices at the back of the Retreat pub on the outskirts of the town centre, before moving to its present home in 2014. Explains Managing Director Robert: “We get people asking us all the time why we’re not in Manchester. And there’s absolutely no reason for us to be there. There are so many brilliantly creative people who want to live in and around Bolton who don’t want to travel into Manchester. “We are often recommended by companies that know us from the area but we also have national clients too. And we have fantastic offices down a really nice cobbled street. It’s a lovely place to go to work and that helps us attract good

staff too.” Relative’s clients include bespoke glasshouse companies Hartley Botanic and Gabriel Ash, Tyrers Coaches and insurance brands Stanmore Insurance and dot2dot. Its most recent account win is Bolton-based blinds and awnings company James Robertshaw. Relative is now looking to create its own purpose-designed larger space on the top floor of the Wood Street offices to house its growing team. The company will also be looking to recruit at least three new staff this year. w

REGIONAL UPDATE

BURY

Local businesses celebrate at the MADE IN BURY AWARDS The winners of the 2017 Made in Bury Business Awards were announced at a glittering ceremony. The Awards, now in their fifth year and held in association with Bury Council, thebestofbury and Tower FM, champion local businesses and celebrate their achievements. Up to 360 guests attended the ceremony, which took place at the Longfield Suite, Prestwich. Awards across 20 categories were announced by BBC Radio Manchester presenter Andy Crane, with businesses from all sectors and sizes rewarded for their success. w

A full list of all winners, highly commended and commended businesses can be found at www.madeinbury.co.uk/awards

SPEEDY RATES RELIEF for small businesses

Nearly 700 small to medium sized businesses in Bury are receiving rate relief totalling £650,000. Bury Council has decided to automatically grant eligible firms the money instead of asking them to apply for it, which is the case at many other authorities. The new business rates discretionary payments aim to help companies whose rates were increased following revaluation in April last year. It will apply to 694 businesses in Bury whose rateable value is £100,000 or less. For the financial year 201718, the amount of discretionary relief will be 60% of the increase in the amount of business rates charged between 2016/17 and 2017/18. Smaller percentage payments will apply over the

following three years, as the amount of government money available to Bury over the four years of the discretionary payment scheme is frontloaded, with the lion’s share (£380,000) in the first year. Cllr Eamonn O’Brien, Cabinet Member for Finance and Housing, said: “Business, jobs and investment are vital to the success of our borough, and we want to ensure businesses get all the support they can. “That’s why we are, under this scheme, identifying eligible companies from our database and awarding discretionary rate relief automatically, without the need for businesses to apply for it. This will simplify administration and provide value for money, and ensure that as many businesses as possible benefit from the scheme.” w

It’s GREEN FLAGS all the way for Bury’s parks

Bury’s 12 main parks have been awarded Green Flags by Keep Britain Tidy for the eighth year in a row. The national award recognises and rewards the best parks and green spaces across the country and Bury has one of the highest ratios of Green Flag parks. The Green Flag dozen are: Close Park, Openshaw Park, Hoyles Park, Clarence Park, Whitehead Park, Whitefield Park, Bolton Road Park, St Mary’s Park, Town Meadow Park, Nuttall Park, Manchester Road Park, and Burrs Country Park. Burrs Country Park was one of the first to gain the Green Flag standard back in 2003 and, thanks to the efforts of local community volunteers, partners and

council officers, the park has gone from strength to strength. Cllr Alan Quinn, Cabinet Member for Environment, said: “The excellent standard of our parks and green spaces adds to the many reasons why Bury is a premier destination for leisure. It’s particularly important too that local people have access to quality facilities on their doorstep. “A massive thank you goes to our parks and countryside service, our grounds maintenance team and all partners, volunteers and community groups. It’s our community pulling together as one that helps achieve these fantastic results for everyone.” w

www.gmchamber.co.uk

REGIONAL UPDATE

MANCHESTER

GRAPHENE at the forefront of a sports footwear revolution A University of Manchester partnership is launching a revolutionary world-first in the sports footwear market following a unique collaboration with scientific experts. British sportswear brand inov-8 has teamed up with The University of Manchester to become the first ever company to incorporate graphene into running and fitness shoes. Laboratory tests have shown that the rubber outsoles of these shoes, new to market in 2018, are stronger, more stretchy and more resistant to wear. Graphene is the thinnest material on earth and is 200 times stronger than steel. First isolated at The University of Manchester in 2004, it’s the world’s first two-dimensional material at just one atom

Jobs joy working on £1BN AIRPORT TRANSFORMATION

Manchester Airport’s CEO Andrew Cowan and students

Double success for PARKCLOUD with expansion of French airport network

Manchester-based online parking reservation provider ParkCloud has continued the growth of its network expansion with the addition of two key French airports Lyon–Saint Exupéry and Nice Côte d’Azur. In addition to booking through ParkCloud’s portal, passengers travelling from Lyon can also reserve spaces through ParkCloud’s exclusive brand partnerships with airlines Aegean, Blue Air, Brussels Airlines, Tap Portugal, Vueling and Wizz Air. Travellers flying from Nice with Air Baltic, Brussels Airlines, Aegean, Vueling or Wizz Air will also be able to reserve parking before they fly via brand partnerships. ParkCloud’s Managing Director Mark Pegler, said: “Adding international airports Lyon–Saint Exupéry and Nice Côte d’Azur to our platform, along with securing reputable airline relationships, brings additional fluidity to the booking process for our users and creates a more tailored approach to travel.” w

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An 18-year-old construction pro, a sportsmad plasterer and an aviation studies student are among the first people to land a job working on the transformation of Manchester Airport. Work started last year on the £1bn project, the largest infrastructure scheme in the North, with 1,500 new jobs set to be created. The Airport’s on-site academy has joined forces with main contractor Laing O’Rourke to deliver a specially tailored course for those wanting to work on the scheme. Now, the first cohort of students, who range in age, background and experience,

thick and has the potential to revolutionise many areas of technology. inov-8 CEO Ian Bailey said: “The pioneering collaboration between us and The University of Manchester puts us, and Britain, at the forefront of a graphene sports footwear revolution. But this is just the start, as the potential of graphene really is limitless. We are so excited to see where this journey will take us.” The scientists who first isolated graphene were awarded the Nobel Prize for physics in 2010. Building on their revolutionary work, the team at The University of Manchester has since pioneered projects into grapheneenhanced sports cars, medical devices and aeroplanes, to name a few. w

have secured roles working on the transformation and will start on site this year. Said Manchester Airport’s CEO Andrew Cowan: “Our investment will give the North the world class international gateway it deserves. But it will also do a huge amount to boost the regional economy by creating jobs and driving up skill levels.” Bryan Glass, Project Director from Laing O’Rourke, added: “By working with the Airport Academy we are able to support local people back into work that leads to sustainable and fulfilling careers while also creating a pool of talent to complete the Transformation Programme.” w

KINGSLEY opens Manchester office

Kingsley Recruitment has opened its new Manchester office in Bruntwood’s Neo building on Charlotte Street. The award-winning recruitment consultancy opened the office due to continued growth. Kingsley specialise in recruiting professionals across the legal and built-environment sectors (property, engineering, architecture and town planning). Director Andrew Kingsley said: “This is a very exciting period of growth for the business, not only through increased instructions and new clients across the sectors, but also with the relocation to new state-of-the-art Manchester city centre offices. It enables us to better serve all of our clients and candidates, old and new.” w

REGIONAL UPDATE

OLDHAM

ARMACELL OLDHAM plant receives manufacturing award

Technical insulation manufacturer Armacell UK, located in Chadderton, has received a total quality management award. The Oldham site, which covers 35,000 sq.m, is the first of Armacell’s five European manufacturing plants to receive

the award. The Armacell World Class manufacturing programme, or WAM for short, was launched back in 2013 and the firm has been working towards the first bronze level accreditation ever since. Annual audits are held at each of Armacell’s 25

STUNNING FIRST YEAR for Oldham development The Old Town Hall – Oldham’s iconic regeneration scheme – has scooped major awards in its first full year of business. The landmark development has had a significant impact on civic pride, business confidence and the local economy since reopening in 2016. The project exemplifies Oldham Council’s determination to use its heritage buildings, people and history as the foundation to its regeneration. In 2009 the Old Town Hall had been named in Britain’s Top Ten most endangered buildings by the Victorian Society after lying vacant since 1995 and being beset with wet and dry rot. But after three years of painstaking restoration and a £37m investment it is now reborn as an ODEON cinema with popular

restaurants next to Parliament Square, a high-quality new public space. The project won Building of the Year 2017 from Greater Manchester Chamber of Commerce, plus two NW Royal Institute of British Architecture (RIBA) awards and three NW awards from the Royal Chartered Institute of Surveyors (RCIS), including Build of the Year. Cllr Jean Stretton, Oldham Council Leader, said: “Everyone involved can be proud of the fantastic haul of awards but what matters most is the verdict of the people of Oldham, and the feedback I’ve had from residents, businesses and partners has been overwhelmingly positive. This is a scheme that has put the pride, confidence, footfall and optimism back into Oldham town centre.” w

production plants worldwide and are assessed by the firm’s senior management team as well as external manufacturing consultants. Plant Manager Tom McCreight, who has worked at the factory for 30 years, commented: “The World Class Manufacturing

programme has been completely transformative for our Oldham site and our employees. Reaching the bronze manufacturing award has been extremely challenging and it is a huge achievement and a credit to the dedication and hard work of all the Oldham team to reach this landmark.” w

Multi-million pound funding aims to BOOST EDUCATION AND SOCIAL MOBILITY in Oldham Oldham Council’s Cabinet has formally approved proposals that could see up to £10m of government investment in the borough as part of Oldham’s Opportunity Area (OA) programme. Oldham was chosen by the government as one of 12 OAs that would receive a share of £72m aimed at boosting opportunities and learning and social mobility for

young people. Additional funding will be provided as an investment in the ‘Oldham Pledge’ to help children and young people develop essential skills for life and employability. The OA programme is a key part of the government’s aim to support residents in areas that face challenges and a lack of opportunities. w

Manchester CITY IN THE COMMUNITY course Oldham College has teamed up with Manchester City Football Club’s foundation, City in the Community, to provide young people with the opportunity to gain a sports qualification equivalent to three A Levels, whilst accessing a quality coaching and football development programme. The Level 3 Extended Diploma in Sport, which complements the College’s own sports programmes, is aimed at 16 to 18-year-olds who would like to pursue a career in the sport and

active leisure sectors such as sport coaches, instructors and leaders. It is also an ideal pathway for students wishing to progress onto higher education to study a sports related degree such as coaching, sports development or sports science. Alun Francis, Principal and Chief Executive at Oldham College, said: “This is an excellent programme which will prepare students for a career in an increasingly important sector. Manchester City can offer an unparalleled experience for Oldham’s young people.” w www.gmchamber.co.uk

REGIONAL UPDATE

ROCHDALE

Rochdale awarded HERITAGE ACTION ZONE STATUS to revive its historic heart

Rochdale town centre could be in line for a grant in the region of £500,000, as Historic England announced it has been named one of just eight Heritage Action Zones (HAZ) across the country. The announcement marks the start of work to revive some of Rochdale town centre’s most important historic sites, with the Drake Street area set to be at the heart of Rochdale’s HAZ. The HAZ also includes the Town Centre Conservation Area. The wider aim of the project is to take the town centre off Historic England’s ‘at risk’ register by looking at various options to try and bring some of its key historic buildings back to life for residential or business use. Specialists from Historic England will work with the Council to help form an action plan for the area. Rochdale town centre is only the second place in the North West to be made a HAZ, with Appleby in Cumbria being awarded the status when the project was first launched last year.

The bid was developed by the Council, with the support of the Co-operative College, the Co-operative Heritage Trust, Rochdale Development Agency, RBH and Link4Life. Cllr Janet Emsley, Cabinet Member for Culture, said: “Drake Street is full of fantastic historic buildings, a number of which have a co-operative connection that has been lost. Unfortunately despite it being a really important gateway into the town centre, it has lost its way in recent years, as the retail core has moved. “That’s why the support that Historic England has announced is so important. It’s the first step towards the revival of this incredibly important area. With stage one Heritage Lottery funding already approved for the new Greater Manchester Fire Service Museum in Maclure Road, and other fantastic assets like Town Hall Square also in the Heritage Action Zone, this is an opportunity to build on work we’ve already done in these areas and create a fantastic link between these important heritage assets.” w

RAIL SERVICES TAKE OFF as Rochdale gets set for link to Manchester Airport

Rochdale is on track for a direct rail link to Manchester Airport by summer 2018, following the completion of the Ordsall Chord railway line. The chord, which links Manchester Victoria, Oxford Road and Piccadilly stations in the city centre, will introduce a direct rail link between Rochdale and Manchester Airport for the first time, with journeys expected to take just 40 minutes. As the new line passes through Manchester Piccadilly, it also means Rochdale commuters and travellers will get easier access to places like London, via the national rail network. The change will boost services from Rochdale to and from Manchester from four to six an hour during the week, with one of the additional two services going direct to Manchester Airport and back. Starting at Leeds, it will call in at Bradford, Rochdale, Manchester Victoria, Manchester Piccadilly and the Airport. A new direct service from Leeds to Chester, via Rochdale, will also launch at the same time, in May 2018. w

Russian teachers travel over 2000 miles to see HOPWOOD HALL COLLEGE Teaching staff and curriculum managers from the Korolev College for Building and Construction in Moscow, travelled to Hopwood Hall College whilst researching the UK’s top technology courses. The trip, along with stops at three other UK colleges, served as an educational trip to gather a better understanding of trade-based vocational training and education in the UK. The only other northern college to be chosen by the Russian team was the Leeds College of Building. Specifically, the group wanted to learn how UK colleges work with government bodies and funding schemes, and how classes are structured and digital learning departments operate. Hopwood Hall College’s Principal Derek O’Toole said: “The visit gave us a great opportunity to establish communication on future cooperation with overseas education

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providers and has been a really interesting insight into education on an international scale. For staff at the college it is also very rewarding that

a college from the other side of the world has recognised the level of quality our Technology Centre offers.” w

REGIONAL UPDATE

SALFORD

Salford City Council and URBAN VISION reduce city’s empty properties by 57% Urban Vision, a joint venture between Salford City Council, Capita and Galliford Try, has supported Salford City Council in reducing the number of empty properties in the city by 57% in six years. As a result, Salford, which has the fastest growing population in Greater Manchester, has been awarded around £55m in New Homes Bonus funds from the government. In 2010 there were 6,237 vacant properties in Salford, with 3,761 classed as “long-term” empty. That number has been reduced to 2,658, meaning Salford has one of the highest rates of empty homes reductions in the UK. Cllr Tracy Kelly, Lead Member for Adult Services, Health and Wellbeing at Salford City Council, said: “Following a decade of strong economic growth, including £2.6bn of private sector investment, we have a flourishing jobs market and are attracting more people who want to live and work in the area. However, like many UK cities, we also have areas of deprivation so there is significant demand for affordable housing.” The Council’s plans state that Salford needs nearly 35,000 new homes by 2035 to keep up with demand.

Barry Pilkington, partnership director, Urban Vision, said: “Bringing empty properties back into use is quicker and more cost-effective for the taxpayer than building new homes. Importantly, regeneration also improves neighbourhoods blighted by run-down, derelict buildings and unlocks more value that the whole local community can benefit from. We have been working with Salford City Council for 12 years and this was a hugely rewarding programme of work to support.” The Council was also able to use new regulations under the Local Government Finance Act 2012

FORMER ENGINEER TURNED-TEACHER encourages others to set their sights on the classroom The start of the year is one of the most popular times for people looking to switch into teaching as a career. Jasmine Fairbrother-Adams, a physics teacher from Ellesmere Park High School in Salford, took the decision to leave her job in an engineering company in 2015 and is now supporting the national Get Into Teaching campaign. With over half a million users, January 2017 was the month last year when most traffic was recorded on the Get Into Teaching website. On the site candidates can find out more about teaching as a career and access support around the application process. Analysis of these visitors supports the trend for New Year resolutions to be focused on career ambitions. The largest group came from people aged 25 to 34 and those already in full-time employment.

Said Jasmine: “The idea of switching profession was nerve-wracking. I thought ‘what if it doesn’t work? What if I’m rubbish at it?’ But if you don’t try you’ll never succeed. It was something I had always considered doing after spending some time outside of education, but I had imagined it being much later in life. With some encouragement from others, I did my research, applied for the training, and haven’t looked back since.” w Applications to start teacher training in September 2018 are now open. For tailored advice and information about a career in teaching visit: https://getintoteaching.education.gov.uk or call the Get Into Teaching line on 0800 389 2500.

ORDSALL CHORD completed

A landmark piece of infrastructure, which will play a key part in the city’s rail network, has been completed. Manchester’s three main railway stations have been connected for the ﬁrst time by the Ordsall Chord - the historic centrepiece of the Great North Rail Project.

to charge more council tax on empty properties and order their sale, a process supported by Urban Vision. Added Cllr Kelly: “When we set out on this project our aims, together with Urban Vision, were to halve the number of empty homes in Salford, increase housing supply, reduce the problems associated with empty properties and generate additional income through council tax revenue. It’s testament to the partnership that we have had such good success and we remain committed to continuing to build on this work.” w

FIVE NEW ROLES at fast-growing Recom

Construction project management consultancy Recom Solutions has created five new roles to meet growing demand for its services. Sarah Leadbetter (pictured) has joined the Salford Quays-based company as an associate director from Deloitte Real Estate in Manchester. Jordan Stent has also joined as a construction project manager, having previously worked at companies including Lend Lease and AECOM. The other new arrivals at Recom are trainee project managers Jessica Haslam and Mark Tobin and office co-ordinator Michelle Woods. Recom undertakes construction project management work across the North West in a range of sectors including healthcare, education, retail and leisure, commercial and residential. w

Martin Frobisher, Route Managing Director of Network Rail, said: “The completion of the Ordsall Chord is a seminal moment in the Great North Rail Project, which will transform train travel for millions of customers across the north.” The Ordsall Chord is part of Network Rail’s wider Railway Upgrade Plan for the region. w www.gmchamber.co.uk

REGIONAL UPDATE

STOCKPORT

£45M DEVELOPMENT OPENS in Stockport

Stockport’s newest leisure destination, Redrock, is now open for business. The £45m development includes a 10 screen ‘The Light’ cinema; more than 38,000 sq.ft. of retail, restaurants and bars; a multistorey car park; and new public squares linking Redrock to shops and the rest of the town centre. Construction began in 2015 with Wates Construction leading the building work for the Council. “We’ve been eagerly awaiting the opening of Redrock for years,” said Cllr Kate Butler, Stockport Council’s Cabinet Member for

Economy and Regeneration. “The scale of the transformation that has taken place is astounding. The new cinema is stunning and the restaurants and surrounding area all look fantastic. Redrock really is a game-changer for Stockport.” The Investing in Stockport programme, which is putting over £1bn into Stockport, is currently helping ensure the town grows and is as successful as possible. Estimates predict that this influx of investment will generate at least 5,000 employment opportunities for the town. w

Agents gather at AURORA STOCKPORT as lettings announced Property agents from across Greater Manchester recently met at Aurora Stockport as completion of the scheme draws near. There has been a flurry of lettings at the council-led development with Baumüller and Aeroco both signing up to make the new industrial park their home. Leading electro-mechanical engineer Baumüller has announced that it will be moving

into two units totalling 19,159 sq.ft at the new industrial park. After winning a number of contracts Baumüller has been searching for a new home with good transport links for its growing UK team. Its fit-out is already underway and the company plans to move into its new units early this year. A deal on another two units has also been completed with Aeroco. The aircraft maintenance specialist will be taking 20,000 sq.ft of space at Aurora Stockport

Cheers to the new STOCKPORT PRESIDENT!

(L-R) Brian Bradley, Tony Millar, Stuart Bradley and George Langford

Tony Millar was formally welcomed as the new Stockport President of Greater Manchester Chamber at an Action for Business event at Robinson’s Brewery Visitor Centre. Tony, from Great Grounds, takes over from Brian Bradley of Clarke Nicklin, who has served as President for the past two years. w

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in addition to their facility at Manchester Airport. From its position alongside junction 1 of the M60, the 146,000 sq.ft industrial park gives companies the opportunity to run their businesses from high spec premises in one of the best connected locations in the North West. Hosted by Stockport Council and scheme agents CBRE, the successful event gave agents the opportunity to see the scheme

first-hand and hear how its development is part of a £1bn investment programme currently underway across Stockport. Steve Capper of CBRE commented: “The success of Aurora Stockport has highlighted the continued strength of occupational demand within Stockport which is why, together with the location and high quality of the scheme, I expect it to be fully occupied in the near future.” w

Man Diesel & Turbo wins GLOBAL ENERGY AWARD MAN Diesel & Turbo has won the Platts Global Energy Award 2017 for its subsea compression system solution in the Commercial Application of the Year category. The Stockport-based company was recognised by S&P Global Platts for the outstanding achievement reached with the world’s first subsea compressor. Former Greater Manchester Chamber President Wayne Jones OBE, Member of the Executive Board for Global Sales and Aftersales at MAN Diesel & Turbo, said: “It is a big honour to receive this important acknowledgement for MAN’s subsea compression technology. Our system solution will play a central role in making future offshore gas recovery more efficient and sustainable. “These amazing results were only possible thanks to the expertise, innovation and commitment of MAN’s employees. I also want to thank Statoil and Aker Solutions for the great collaboration in the

revolutionary Åsgard project.” Wayne Jones and Basil Zweifel, Head of Oil & Gas Upstream at MAN Diesel & Turbo in Zurich (pictured left to right), received the award during a ceremony in New York. The Global Energy Awards are an important recognition for outstanding corporate and individual innovation, leadership and superior performance in 19 categories that span the entire energy industry. w

REGIONAL UPDATE

TAMESIDE

BROMLEYS wins Pride of Tameside Business Award

Bromleys has won a business award which recognises the firm’s commitment to its staff and involvement in the wider community. The firm won the corporate social responsibility accolade at the

2017 Pride of Tameside Business Awards. In their comments, the award judges said they were impressed with Bromleys for its investment in staff and across the wider community.

“The company has a breadth of involvement in local good causes, supporting with time, skills and money, backed up by a genuine engagement of staff in these projects,” the panel said. Bromleys provides free legal surgeries each week at its offices in Ashton and monthly at a local women’s centre. The firm is sponsoring Curzon Ashton FC’s home shirts this season and is raising money for The Anthony Seddon Fund, which is based in Ashton and supports people with mental health problems. Bromleys also backs a number of other charities and provides work experience and placements for students at Clarendon Sixth Form College in Ashton.

Family Business of the Year

Guide Bridge MOT and Service Centre in Ashton-underLyne was crowned Family Business of the Year in the Pride of Tameside Awards. Owners Jan and Derek Lord said they were absolutely thrilled to have won the accolade. Three of their children also work with the business.“This means so much to us as a family,” said a delighted Jan. The award was one of 20 up for grabs at this year’s awards which were held at Dukinfield Town Hall and attended by more than 250 people. w

Trans-Pennine UPGRADE announced Years of traffic misery in Tameside are coming to an end following the government’s decision to give the green light to the next step in the Trans-Pennine Upgrade Programme, known locally as the Mottram Bypass. After a long campaign, and a public consultation programme, Highways England has decided to adopt the Option A route. The option features a dual carriageway link from the M67 terminal roundabout to a new junction on the A57 Mottram Moor (near the junction with Back Moor), and then a single carriageway road to a new junction on the A57 at Brookfield that will relieve pressure on the Woolley Bridge – Hadfield Road junction. Two public consultation processes showed Option A to be significantly more popular than

Option B which would have seen a dual carriageway from the M67, which would then have led to a new junction on Mottram Moor near Coach Road before continuing to Brookfield. Construction of a series of initiatives across the trans-Pennine route, which is expected to cost at least £180m and take 30 months to complete, should begin in 2020. Included within the package of measures will be a series of safety initiatives including highly reflective road markings, LED road studs, vehicle-activated signs that warn drivers of hazards or inappropriate speed, skid-resistant surfaces and better crossing facilities for pedestrians in built-up areas. Overall the proposed initiatives have many benefits from faster journey times through to safer conditions for drivers, cyclists

and pedestrians. They will also give better access to places of work, leisure and key sites such as Manchester Airport, as well as bring long-term economic growth and a healthier environment as air quality improves due to less standing traffic. Cllr Kieran Quinn, Executive Leader of Tameside Council, said: “This is great news. After so many false starts, demands, studies and inquiries, the bypass is finally to be built. At its most basic level, construction of the bypass means relief for the thousands of drivers – local and passing through – who have had to sit in long traffic queues around Mottram. “Beyond that, however, the improved transport links will do much to unlock the economic potential of the trans-Pennine region, and the Tameside and Glossop economies in particular.” w

The company’s commitment to staff was also recognised last year with the retention of its Investors in People Gold status. Mark Hirst, Senior Partner at Bromleys, said: “We are proud of our strong ties with the communities of Tameside and are passionate about helping others by giving up our free time as well as through sponsorship, donations and sharing know-how. “We take our corporate social responsibilities seriously while having fun at the same time, and our activities help to boost staff engagement across the firm. “We are delighted to be recognised for our commitment with this Pride of Tameside business award.” w

Great start for TAMESIDE CHILDREN

More Tameside children are getting a great start to their early education according to latest figures. The borough now has 95% of eligible two-year-olds in early education and childcare settings. And 95% of local private, voluntary and independent early years providers are rated as good or above by Ofsted. This is having a huge impact in preparing children well for starting school and further achievement, with school readiness rates for Tameside increasing from 42% four years ago to 66% in 2016/17. Tameside Council Executive Member, Cllr Jim Fitzpatrick, who is responsible for Children and Families, said: “This is great news for Tameside children, who are now more likely to start school with the social, emotional and developmental skills to be able to learn, progress and achieve their best. In the long term, this will help improve skills, opportunities, life chances and prosperity for local families while decreasing dependency on public services.” w To find out about free early education and childcare places for two-year-olds see www.tameside.gov.uk/surestart/ childcare/2yearoldfunding.

www.gmchamber.co.uk

REGIONAL UPDATE

TRAFFORD

Galliford Try Partnerships and Trafford Housing Trust to develop £100M SCHEME IN PARTINGTON Leading housing and regeneration specialist, Galliford Try Partnerships, has formed one of the largest joint ventures in the North West between a housebuilder and a registered provider, as part of a major regeneration opportunity worth more than £100m, to transform an area of Greater Manchester. The newly established joint venture partnership between Galliford Try Partnerships and Trafford Housing Trust Developments, Heath Lane Farm LLP, has been created to deliver around 600 new homes at Heath Farm Lane, Partington. The plans will be developed closely with the local community and will make a vital contribution

to the success of the Partington Priority Regeneration Area. Work has now commenced on the consultation process following which a planning application will be submitted to Trafford Metropolitan Borough Council. It is hoped work will start on the site later this year. The proposals comprise of a range of 576 new homes. The properties will be a mix of one to five-bedroom dwellings, including apartments and family homes. Five hundred of the new homes will be available for open market sale and will be promoted under Galliford Try’s Linden Homes brand as well as

Trafford Housing Trust’s home builder brand, Laurus Homes. Brendan Blythe at Galliford Try Partnerships North West, said: “Trafford Housing Trust has a well-established reputation within the Trafford and Greater Manchester area, therefore we are delighted to enter into this joint venture to establish Heath Farm Lane LLP and bring forward this important regeneration scheme. “In recent years, the Partington area has undergone extensive investment and we look forward to using our expertise in delivering high quality, sustainable housing to rejuvenate the area and create a thriving, high quality community.” w

Business boost for Trafford with appointment of new START-UP ADVISOR Greater Manchester’s Business Growth Hub has partnered with Trafford Council to provide more dedicated support for people wanting to start a new business within the borough. Suzanne Bradbury (pictured) will use her wealth of experience to help new and recently established small businesses to grow. Suzanne draws on over 25 years’ experience working in professional services and management consultancy. She also set up her own international business supplying

lighting and audio equipment, and holds both a law degree and MBA. Working alongside existing advisor Tony Ward, and the Council’s Strategic Growth Team, Suzanne will also be able to provide access to the wide range of business support services provided by Business Growth Hub, w

To find out more about how Suzanne and the Hub team can help your business, visit businessgrowthhub.com or call 0161 359 3050.

Ambitious REGENERATION PLANS for Stretford Trafford Council has been consulting residents about its ‘once in a generation’ plans to regenerate Stretford. The ten-week long consultation and engagement process, called ‘Your Say On Stretford’ marked the beginning of an open conversation with the community on the Council’s Refreshed Stretford Masterplan. Public engagement events were held and people also had the chance give their opinions via an online survey. The Masterplan aims to create jobs, bring people into the town centre and enhance the local economy by approximately £26m a year. As well as feedback on plans for Stretford Town

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Centre, the Council has plans to open a new higher education facility. The University Academy 92 (UA92) is proposed to be located on the Kellogg’s headquarters site on Talbot Road in partnership with Lancaster University, the Class of ’92 and Microsoft. Also included in the consultation are: proposals to deliver high-quality student accommodation on the Lacy Street site; how best to revive the Essoldo building; a vision for a new leisure centre for Stretford; and investment in Turn Moss. The Council will consider all comments and use them to inform any changes before delivering the Masterplan back to the Executive for final approval. w

Chill Factore marks 10 YEARS Leading leisure attraction Chill Factore has celebrated its 10th anniversary. The longest real snow slope in the UK at 180m the venue has welcomed over 14 million visitors since opening Morwenna Angove, Chief Executive, said: “As we celebrate our 10th anniversary, we’d like to thank the wonderful employees and long-standing guests who have enjoyed the journey with us. It’s our vision to be the leading visitor attraction in the North and we’ve already come a long way in achieving that.”

Chill Factore has played host to important snowsports events including the British Indoor SlopeStyle Championship, the first ever FIS European indoor Mogul Championship and British Mogul Championship, the Anglo Welsh British Indoor, the GBR One and Two, and the English Ski and Boarder Cross Championship. The leisure destination has also hosted most of the GB Alpine Series, a number of Snowsports England events and held around 18 seeded competitions every year. w

REGIONAL UPDATE

WIGAN

Bid for £10M STATE-OF-THE ART FOOTBALL Awards celebrate the BEST OF WIGAN BUSINESS HUBS unveiled for Wigan borough

Wigan borough is bidding to bring a £10m boost to grassroots sport through the creation of three state-of-the-art football hubs. Wigan Council is applying to be part of the successful Parklife programme spearheaded by the Football Association, the Premier League and Sport England. Parklife is The FA’s plan to address poor facilities in grassroots football and has already delivered state-of-the-art artificial grass pitches in cities including London and Sheffield. The Wigan Parklife programme will potentially see three hubs created in the borough. The preferred sites are Howe Bridge in Atherton, Cardinal Newman playing fields in Hindley, and Laithwaite Park. Clubs currently holding leases on the preferred hub sites are being consulted with and have been invited to be partner clubs and use Parklife as their base.

The hubs will have a minimum of three full-sized floodlit artificial grass pitches, as well as changing rooms and clubhouse facilities for community sports clubs representing all playing ages to use. Donna Hall, Wigan Council’s Chief Executive, said: “To be part of the Parklife programme generates a huge opportunity for the borough to get the very best sports facilities for our communities which can be used the whole year round. “There are so many potential benefits of having the three new hubs here from increased levels of health and physical activity among all ages to widening access to sporting activities to all.“ The project would bring up to £7m of investment from sports bodies to the borough and the Council would match fund 40 per cent of the rest of programme bringing the total investment to between £10m and £12m. w

Entrepreneur Daniel stars in LIVE TV DEBATE Young entrepreneur, Daniel Hurst (pictured), shared his thoughts on live TV after being picked to take part in a debate about employment for under 16s. Business and Economics journalist for the BBC, Steph McGovern, chaired the debate on BBC Breakfast, which looked at the arguments for and against working whilst at school. Daniel, who is studying for A-levels in Business, Maths and Economics at Winstanley College is very much for working, having been involved in Young Enterprise

from the age of 14. Daniel, who is 16 and from Wigan, said: “As a member of the Wigan Youth Zone Enterprise Team I set up and ran my own business selling mugs that had a space in the bottom for a cookie. We managed to speak to manufacturers and designers and sell 1000 of our own products. We sold them at the Manchester Christmas markets as well as to businesses through small trade fairs and online. “It was such a fantastic experience and I have gained contacts that I will be able

Greater Manchester Chamber celebrated the best of Wigan’s businesses at the annual Wigan Business Awards. More than 300 of the borough’s business leaders attended the awards evening at the DW Stadium, which was sponsored by NatWest, with associate sponsorship from Wigan & Leigh College. A Connolly was crowned Business of the Year and European Diesel Services was named Exporter of the Year. The Small or Medium Enterprise of the Year Award was won by Keytech Managed Solutions. There were eight awards in total. Chris Fletcher from Greater Manchester Chamber said: “It is once again a great tribute to the business community here in the borough that so many fantastic businesses entered the awards and caused the judges a few problems when it came to picking the winners.” w

The full list of winners was as follows:

w Business of the Year (turnover more than £5m)