Business Now Summer 2020 by House of Morgan

BUSINESS NOW

Putting the Now in Business

Professor Gary McEwan, Elevator CEO, reflects on the crisis and the NE’s future Be More Jason Coffee with… Jim Gifford Restart as You Mean to Go On

Issue 20

Summer 2020 www.business-now.co.uk

SECTION HEADER

Issue 20 Summer 2020

Putting the Now in Business

A typical CALA street scene

The Darroch showhome at The Grove

A typical CALA street scene

ABERDEEN BUILT. Extraordinary homes, extraordinary city.

This is where it all began for CALA. Since 1875, we’ve built an outstanding reputation for outstanding homes. And we’re proud of our Aberdeen roots, because home is where our heart is.

Wendy Morgan, CALA Homes sales consultant from Aberdeen 5 star customer service

5 stars awarded for customers’ willingness to ‘Recommend to a Friend’ in findings of the survey undertaken by the Home Builders Federation 2017/18.

Advertising Feature

HOME I S WH E RE THE H EA RT IS Lifestyle photography

You don’t have to look very far to discover one of the UK’s most aspirational housebuilders. CALA has a rich heritage that’s evident throughout Aberdeen and beyond. The city has been its home since 1875 with exciting new developments helping to build a sustainable future for local residents. Founded as the City of Aberdeen Land Association, CALA has played an enormous part in creating the very fabric of the Granite City, planning and shaping its most iconic and beautiful streets such as Queens Road, Carden Place and Rubislaw Terrace.

PROPERTIES WITH A SENSE OF PLACE Building premium homes right across Scotland, the Midlands and South of England, CALA’s strong presence in the North of Scotland continues to grow. Especially with exciting flagship developments like Craibstone Estate, promoting a healthier and more active lifestyle, Mains of Grandhome, with its vibrant and characterful neighbourhoods, the exclusive country charm of Oldfold Village and the urban riverside chic of Southbank. A previous CALA showhome

striking kerb appeal. Whatever you’re seeking, be it a stylish apartment, rural family retreat or city pied-aterre, CALA Homes offers an outstanding choice for discerning buyers across the UK. THE CALA DIFFERENCE So what makes CALA stand out from other housebuilders then? The focus on contemporary design and high quality craftsmanship is plain to see. All of CALA’s new build homes come with an NHBC 10-year warranty to give you added peace of mind. Plus the levels of expertise and care you can expect are quite unparalleled. For the past decade, CALA’s customer service has been awarded the maximum 5 star rating in an independent survey by the House Builders Federation (HBF). Together with a whole host of regional and national awards, most recently winning ‘Homebuilder of the Year’ at the Homes for Scotland Awards 2019. BORN AND BUILT IN ABERDEEN

Homes are light and spacious, combining traditional design features with contemporary comfort. Set in sought-after locations, with generous gardens and beautifully landscaped surroundings, they offer

The CALA name may have a national presence, however, it’s the local knowledge drawn from many years of experience and love for the Aberdeen area that make the biggest difference. For CALA, the design of a home doesn’t stop at the front door. A passion for creating vibrant and

sustainable communities means that whether it’s an exclusive countryside development or a vibrant new ‘village in the city’, homes are designed to look good together, mature well over time and sit well within their individual setting. A LASTING LEGACY TO LOOK FORWARD TO Being a responsible company, CALA’s contribution goes far beyond building homes. It’s inherent in the way land is bought through close community consultation, the conservation of the natural habitat, the health and safety of staff, customers and sub-contractors onsite, the careful consideration of each design and the positive support of every employee. Everyone at CALA takes pride in doing their bit to improve local facilities and create sustainable communities. CALA is committed to the long-term success of Aberdeen, supporting many different charitable causes through bursaries and partnerships with businesses, charities and community groups, including being the main sponsor of Inverurie LOCOS. All of which helps CALA continue to set the standard and leave a lasting legacy throughout Aberdeen. To discover where and how CALA is helping to build a brighter future for the North of Scotland, visit cala.co.uk

SECTION HEADER INTRO & CONTENTS

Welcome to the 20th issue of We are now living in unprecedented times. Covid-19 has affected all of us and in many cases has had a devastating effect on our business. But, as this magazine has continuously conﬁrmed, the north-east folk have a great determination to survive and once again have shown great resilience and ability to diversify. This can perhaps best be shown in our cover story where Professor Gary McEwan, Elevator CEO, explains how, in times of external disruption, we can adapt together to support a strong rebirth of the local economy. Clear communication is also key and Scotland’s National Clinical Director of Healthcare Quality and Strategy, Jason Leitch, can teach us all how to pitch our message effectively – for ease of understanding, setting out solutions, knowing how much is enough but not too much, offering reassurance and keeping it ‘real’. There is also an intriguing and relevant story written by Wayne Hoyle, a former UK Special Forces Ofﬁcer, who reflects on his career experiences to demonstrate how your behaviour and actions can foster resilience. My ‘virtual’ coffee guest in this edition is Jim Gifford from Aberdeenshire Council, who discusses the impact of the coronavirus and how his team have lessened the negative impact on local businesses. We also look at the importance of keeping employees engaged throughout the crisis, ensuring they can work from home effectively ensuring their mental health and wellbeing is addressed. Hopefully, by October, we will be able to publish a hard copy of our magazine once again and some normality will have returned to business. Until then stay safe and stay positive!

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On the Cover Professor Gary McEwan, Elevator CEO, reflects on the crisis and the NE’s future

Eric W. Farquharson - Editor

Restart as you mean to go on

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The Fraser of Allander Institute examines the various elements that need to be considered by the Scottish Government and employers as lockdown eases and we return to work

Can a Few Months of Lockdown Change the Outcomes for a Generation?

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Anne Lawson of Acumen Employee Beneﬁts considers the ﬁnancial implications - and pain - for employers and employees alike as they look to the post-pandemic future

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Building Resilience In Times Of Uncertainty Wayne Hoyle of Extreme Leaders talks about the need for resilience in these testing times and how we need to credit ourselves with more than we imagine we have

Editor

Advertising Enquiries

Design

Eric Farquharson editor@business-now.co.uk

Telephone: (01224) 865466

Jennifer McAdam studio@business-now.co.uk

Assistant Editor Judy Marshall judy@business-now.co.uk

Simon M Morgan simon@business-now.co.uk Loraine Ogilvie enquiries@business-now.co.uk

On the Cover Professor Gary McEwan Photograph: Abermedia

Published by House of Morgan (Scotland) Ltd, 479 North Deeside Road, Cults, Aberdeen, AB15 9TJ

(01224) 865466 www.business-now.co.uk Printed by Buxton Press UK

Business Now are grateful to all who have submitted articles and photographs for inclusion in this issue. Materials submitted are accepted in good faith. Adverts prepared on behalf of clients remain the copyright of House of Morgan (Scotland) Ltd, the publishers. Great care is taken to ensure accuracy of details but liability cannot be accepted for errors or omissions. Any views or opinions expressed by columnists or interviewees are their own and do not represent those of House of Morgan (Scotland) Ltd. All rights reserved. No part of this publication maybe reproduced, stored in a retrieval system or transmitted in any form by any means without the written permission of the publisher.

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SECTION HEADER P.32

Ofﬁce Mobilisation: Getting your Workplace Fit for Return to Work Andrew Alleway, MD of Tidy Green Clean, discusses how business owners can prepare a return to their workplace after lockdown.

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Be More Jason Leitch – Communicating through Covid

Beverley Tricker offers insight into how we can all learn from the clear and reassuring messaging used by Dr Jason Leitch when communicating with staff and customers

Index Feature .............................. 8 - 13 Finance .............................14 - 22 I.T. ....................................23 - 25 Features ............................26 - 33 Communication .................34 - 35 Environment ......................36 - 37 Features ............................38 - 43 Business Community .........44 - 47 Hospitality ........................48 - 51

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Food & Drink .....................52 - 53

Coffee with…

Leisure & Tourism ..............54 - 56

Jim Gifford

Personnel ..........................57 - 61

BUSINESS NOW’s editor caught up with the head of Aberdeenshire Council for a socially distanced chat…

Networking........................62 - 63 Transport .................................64 Sport .......................................65 Appointments ...........................66

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ON THE COVER

Why Strong Ecosystem Could Help Local Economies Weather Covid-19 Storm Professor Gary McEwan, Elevator CEO, reflects on the crisis and the NE’s future There is no doubt the North East has suffered – and will continue to do so, due to the rising economic uncertainty the coronavirus (Covid-19) pandemic brings. In April this year, Gary Gillespie, the Scottish Government’s chief economist, stated that Covid-19 had ‘now become an economic crisis’. Recovery, which was initially anticipated as a ‘V-shaped recovery’ – a sharp decline followed by a sharp incline – was moving to a ‘W-shaped recovery’, meaning an unavoidable second decline. Yet, as we watch the world turn upside in a short space of time, our local authorities, philanthropists, business leaders and additional support organisations have come together for the more vulnerable in our business community – reinforcing the signiﬁcance and vital role of a strong ecosystem. Ecosystem is a term that many are familiar with. First coined in the 1930s by British botanist, Arthur Tansley, it was used to refer to a local ‘community of living organisms interacting with each other and their particular environment of air, water, mineral soil, and other elements’. In a business sense, it refers to a network of organisations who collaborate, share and create resources, and co-evolve. Essentially, in times of external disruption as we are experiencing now, they adapt together showing great resilience to support a strong rebirth of the local economy. While some may argue that resilience is a broad concept, how it is applied to regional and local economic growth raises important questions about the direction of these economies in times of crisis. In my opinion, Scotland is one of the most populated support ecosystems in Europe. It is rich in its variety and completeness of Issue 20 itSummer 6 support. However, does not2020 alwayswww.business-now.co.uk function particularly well and in

this respect, Aberdeen – and Dundee for that matter, are unparalleled. The root of our ecosystem’s success has been the collective endeavour between a wide variety of organisations such as Elevator, Business Gateway, the Oil & Gas Technology Centre, Scottish Enterprise, RGU, the University of Aberdeen, ONE and many more to deliver a broad and deep spectrum of support. Over the past three months the North East’s ecosystem has worked to provide potential opportunities for SMEs and entrepreneurs. Business support has been tailored to allow our local businesses to focus not only on the here and now, but also to help provide the conﬁdence for those within our economy to adopt a forward-thinking mindset to focus on life after the crisis. At Elevator, we have collaborated with Michelin, Scottish Enterprise, the Scottish Government, Dundee City Council and specialist sector delivery partners to strengthen our accelerator offering, launching our Sustainable Mobility and Low Carbon Innovation Accelerator. Delivered from the world-class Michelin Scotland Innovation Parc, we are working to support Scotland’s net-zero carbon ambitions, collectively helping to lead the charge for Scotland’s sustainable mobility and low carbon energy sectors. Covid-19 is the black swan event of the decade that has taken the world by storm. However, it will be exciting to witness how our ecosystem continues to pull together in supporting not only our start-ups and entrepreneurs, but also the birth of new collaborative relationships. While no-one knows exactly how our local economy will look post Covid-19, I am conﬁdent that the North East is in safe hands. We are a strong group of visionaries ready to rise to the challenge and create a bright future for our region. 

Karen Pugh of Elevator looks at implications for commercial property Amid warnings that some lockdown restrictions could stay in place into 2021, companies are grappling with the seismic shift and questioning just how our ofﬁce-based environments will look in the near and distant future. Karen Pugh, Elevator property director, breaks down the implications the coronavirus (Covid-19) pandemic might have on the commercial property market and why we could be seeing an accelerated shift towards new working behaviours: “When isolation and social distancing measures were introduced, those who didn’t fall into the essential-worker category were forced to abandon daily commutes and exit ofﬁces en masse. While there is not a silver lining bright enough to entirely eclipse the worries business owners face as they prepare to open their doors to staff and clients, we are witnessing the birth of positive trends which come with our new ways of working.

Behavioural Change “According to the Ofﬁce for National Statistics, in 2019 only 5% of the UK’s active 32.6-million workforce considered their home as their main place of work, with 70% – 23.9 million – having zero experience of working from home.

“Overall trends have seen a slight but steady shift to homeworking in recent years but, now, Covid-19 has accelerated this shift. The rapid update of digital technology has allowed us to hold online meetings, catch-ups and even weekly coffee huddles. Through a massive redirection of effort and resources, many organisations moved overnight to adopt a remote working environment. “For many, successful homeworking practices have been adopted with welcomed beneﬁts for individuals’ well-being and lifestyles. Although some may see this as the demise of company cultures, those with the right culture and drive to move with the times will emerge more powerful than ever before.

Demand for Solo and Socially Distant Space “Even before the pandemic hit, the commercial property market was seeing an increased demand in co-working and flexible serviced offices. The uncertainty it brings could cause more companies to look for flexible space that can accommodate rapid changes to their needs. “Companies will look for more agile ways of working to reduce the cost of office space. Additionally, as employers begin to take a more active role in ensuring that employees are adequately distanced, there will no longer be a desire for densification and open-plan models. “Office locations will change too. Commuting to and the need for city centre space no longer seems important. While this will have a direct impact on local economies – with low numbers of workers affecting smaller businesses such as coffee shops and restaurants, as we start to open up this will also present opportunities in terms of delivery offerings and diversification for these smaller businesses to bring their products to the workers outwith the city centre.

Reopening Doors “It’s not too early to be planning to reopen business doors for occupancy. However, landlords need to earn the respect, trust and loyalty of tenants, with companies needing to earn the same from employees. “Experts have already suggested that a combination of short-term fixes aimed at boosting worker confidence will be key to seeing employees return safely to their desks. Modifications that put hygiene at the heart of the workplace are paramount. “Companies must use this time proactively. Implementing hygiene and HSE measures will be vital before reaching the return to work stage – for example, introducing two-metre markers; one-way systems, if necessary; one-in, one-out agreements in all communal areas etc. Many employees and tenants will feel hypersensitive about our move into the new norm – protecting relationships, retaining tenancies and holding value are paramount.

The Next Phase “It is inevitable that change is coming. At Elevator, we have rethought our property offering for the provision of flexible, short-term space suitable for teams to safely work with social distancing in place. “As doors start to open and demand shifts to less or more square footage; alternative or new locations; differing length of terms or ﬁxed pricing, one thing is certain: the commercial property space is being reshaped by 2020’s climate change.”  Issue 20 Summer 2020 www.business-now.co.uk 7

ELEVATOR

Coronavirus Accelerates Shift to New Working Behaviours

FEATURE

Restart as You Mean to Go On By the Fraser of Allander Institute, University of Strathclyde Having previously outlined some of the issues that will face people as they are asked to go back to the workplace, in England, we’ve now seen the government ask many workers to do just this, and more people are making the commute into their places of work south of the border.

There are of course reasons why some businesses, who can’t rely on people working from home, should reopen. Even with the furlough scheme, firms have other overheads to meet and the longer the shutdown goes on, the more likely that businesses will run out of cash and not reopen. These permanent ‘hysteresis’ effects are the ones that we really want to avoid, not least because of the looming spectre of long-term unemployment which would hit the poorest hardest. The trade-offs are difficult to navigate. The best we can hope for is that the Scottish Government moves forwards in a way that tries to avoid causing harm, both to health and financially, on those least able to cope with it. To do otherwise would deviate from the path that the Scottish Government set out for the medium term: “…to renew our country, looking towards a fairer and more sustainable future beyond the crisis.” This article looks at some of these issues in the light of what we have seen recently in England, and reiterates some of the difficult choices facing the Scottish Government.

Government needs to take responsibility and not give people impossible choices

Since the announcement was made (and later clariﬁed) there has been concern and criticism of what is being asked of people in England. Many of the points we made were brought to the fore and remain unanswered.

One of the key concerns we have raised was around the expectations for those who have barriers to leaving their home. When asked about the issue of childcare, the Prime Minister set out his expectation that employers would be ‘sympathetic’. But will all employers be willing, or indeed able, to do this if they need their skilled workforce on site to reopen? Caring responsibilities are not the exception, but the reality, for many workers and are all the more pressing for single parents.

There are clear lessons that the Scottish Government can learn, including what to avoid, from what has transpired south of the border. But this next phase is not a simple one and this article outlines some of the really difﬁcult issues that we know need to be dealt with.

Are there options here? The UK Government has been seeking to bring certain age groups in to schools from 1 June and had been asking pre-school settings to reopen. So far, the Scottish Government has said schools will not be following suit here.

One of the biggest concerns raised in England has been the perception that those on lower incomes are being asked to return to work whilst those on higher incomes remain at home, primarily due to the fact that those in higher-paying occupations are more likely to be able to work from home. Those on lower incomes are also less likely to own a car, making public transport the only option. As in England, mortality rates are known to be higher in more deprived areas in Scotland. Addressing concerns over the risks that people are being asked to take will need to be reflected in the plans for workplace reopening in Scotland.

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SECTION HEADER Public transport is unavoidable Asking people to return to work but avoid public transport puts people in an impossible position. Without a car, there is simply no other option for long commutes.

The first decision is whether they will tell employers to continue to offer furlough to parents or find some way of offering alternative care. Here there are different options available. One option could be an extension to the scheme in place for the children of key workers who can access school and nursery, or alternatively, the idea of exclusive ‘social bubbles’ could be looked at to help parents share out the care load. Whilst the latter is difficult to monitor and enforce, it could be the best of a set of bad options. If the worst comes to worst and parents are forced to leave their jobs due to an absence of childcare options, it will fall to the state to find ways to support them. Although complicated, there are ways to get money out the door to families with children, which may well be needed if parents lose their earnings suddenly. The other group of people who will struggle to leave the home are those with health conditions which make them higher risk with regards to the virus. It simply will not be possible for these people, and in some circumstances their family members, to return to workplaces until the virus has subsided much further or a treatment or vaccine is available. There have been calls in England to exempt these people from orders to return to work. The furlough scheme should be able to provide a good financial cushion for employees and employers here and, if different guidance is set out, we could see divergence in levels of support required in Scotland compared to England. A pan-UK approach would be preferable, but isn’t in evidence. With social security support for ill health and carers now partly devolved to Scotland, there could be a role for the Scottish Government here (already evidenced in a small way by the one-off top-up of an existing payment to carers that is currently working itself through the Scottish Parliament as part of the Coronavirus (Scotland) (No.2) Bill.

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As we have pointed out before, car ownership is lower among those with the lowest household incomes. At the same time, and in a sort of double whammy, those in lower earning occupations are also less likely to be able to work from home. Rather than saying avoid public transport, the emphasis needs to shift to how it can be made to work in the safest way possible to lower the risk and ease anxiety. Those who can drive, walk or cycle will no doubt be doing that. Those that can’t will need to be prioritised.

Where people work is more important than the sector The other crucial part of the picture is workplaces themselves. No two businesses are the same and a sector approach to producing guidance is not necessarily helpful. Even those that produce identical products can be doing so in workplaces that operate entirely differently – for example, an automated versus a labour-intensive production process – and the same business may operate across multiple types of workplace settings. – such as back ofﬁce, warehouse and shop floor in retail.

Summer 2020 www.business-now.co.uk

SECTION HEADER

Therefore, guidance on workplace settings, rather than sectors, is likely to be more helpful for businesses who need to try and make adaptions for their whole workforce before reopening. This is the approach that has been taken by the UK Government and, once it was made available, has been broadly welcomed by trade unions.

Communication is key Workers and employers alike are heading somewhat into the unknown. Simple, comprehensible and coherent advice is clearly needed. This is tricky when there are trade-offs. Humans aren’t well known for being able to process risk particularly well – especially when some (the virus) are staring them in the face and others (risk to their future livelihoods and long-term health) are further away. Scotland has largely maintained a clear and consistent message to date, but this will get harder as circumstances change and we are asked to venture back out of the home. There is also now the challenge of dealing with different messages from the UK and the Scottish governments. Whilst entirely appropriate where the public health situation demands it, it risks confusion over who to listen to, especially given the grasp that parts of the media seem to have over which policies apply in England only. There are of course possible economic implications of the later restart in Scotland. Over time, we will also start to see if this leads to a shifting in market share as Englishbased companies get a head start on their Scottish competitors. On the other hand, the approach in Scotland may allow for a smoother reopening with less risk of future shutdown. A more immediate issue, however, is for cross-border ﬁrms trying to implement different guidance for a workforce split across UK borders. Given the UK exists in its own single market, with very limited divergence in workplace policy, this is new ground.

Concluding thoughts The short-term trade-offs are not just the risk for individuals but the risk to others and another round of exponential spread of the virus. This is why erring on the side of caution makes the most sense for people and for future economic prospects at this time. Blanket communications asking whole swathes of people to return to work without addressing individual and household barriers to doing so is foolhardy, and inevitably leads to those who are being asked to do so feel like they are taking on more risk than others who can work from home. Because of the inequalities that already exist in our labour market, we have to recognise those in lower-earning occupations will be on the front line of this. Mitigation of risks for these people is critically important for both their physical and mental health. This includes working out how to make public transport and workplace settings safe. For those with other barriers to returning to work, due to children or pre-existing health conditions, their issues cannot be swept under the carpet or left to employers alone. Whilst Scotland cannot force employers to behave in certain ways (employment regulation is reserved to Westminster) and the Scottish Government has less ability to provide financial support than the UK Government, it does have many levers under its control – including over childcare and education settings, public transport and financial support from social security. The Scottish Government is also charged with providing guidance on how businesses should operate from a public health perspective. All eyes will be on whether the Scottish Government uses its levers to restart in a way that sets Scotland up for the promised ‘renewal’, or takes us on a different path leading towards increasing health and financial inequality. As the current situation regarding lockdown is fluid and information is updated on a daily basis, some facts and commentary within this article may have changed since going to press. 

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SECTION HEADER Issue 20

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FEATURE

Preparing For the Future Brits more likely to have seen a retail worker than family during lockdown, as consumers overwhelmingly believe retail workers deserve more respect Retailers and retail workers have been working hard over the last few months to mitigate the impact of Covid-19 and ensure they are able to provide essential supplies to those that need them. So much so, that the vast majority of Brits (77%) believe that retail workers deserve more respect within society, with over half (58%) pledging to be nicer to retail staff following Covid-19. What’s more, one in four (24%) of us know someone who has been displaced from their career as a result of Covid-19 and has since found employment in retail. As we begin to look beyond the crisis, it is important that retailers remember the real, human value retail workers have added throughout this period, with research revealing that we are more likely to have had face-to-face interactions with retail workers than friends, family and colleagues during the UK’s lockdown. With this in mind, new research has revealed that retailers would lose out on almost three quarters of their footfall if they replaced staff with technology, as

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72% of Brits say they would reconsider shopping in store if there were no retail staff available. This figure rises to 83% of those aged 55+. Indeed, the findings from jobs site RetailChoice found that stores could see a fall in sales if they were to move towards a totally digital service, with the average consumer not wanting to spend more than £158 in-store without being able to speak to a retail worker. This highlights real concerns for major retail outlets who rely on big ticket spends. What is more, this figure falls to just £28 for those aged 75+, meaning corner shops and grocery stores are at risk of disenfranchising entire demographics.

Self-service is more hassle than it’s worth While the use of technology is increasing, it is far from perfect, causing frustration for consumers and retail workers as well as facilitating stealing. Some Brits are struggling to use the technology currently available, with one in ten (11%) shoppers reporting that they have opted not to buy a product because the in-store technology was not working. With this in mind, stores looking to incorporate future technology need to ensure they put resources and contingency plans in place so that if the technology fails, they can remain fully operational. Similarly, three fifths (62%) of consumers say they get frustrated when there is not a human customer service assistant available to speak to. This highlights the need for staff to be passionate and to work alongside technology, which can be unpredictable at times. A brand’s reputation is significantly impacted by the work of its employees, as half of consumers (51%) report the reason they return to their favourite stores as because of their exceptional customer service. Moreover, as e-commerce continues to become a key channel for consumer spending, customers’ experience with online technology is becoming more significant. One in five (20%) shoppers have become frustrated due to an online customer service tool, such

Summer 2020 www.business-now.co.uk

FEATURE as a chatbot, not being able to answer their enquiry. In addition, 12% report long delays when using online customer service technology and 10% have been put off buying a product online due to a negative experience with the online customer service.

key to empowering business growth. Employers need to invest in their staff as well as investing in new technology, to ensure retail workers can focus on delivering what they do best: exceptional customer service.”

In-store technology is also frustrating retail workers, as 64% report having wasted time due to technical difﬁculties with instore tech. Moreover, one in three (35%) retail workers report having seen people stealing from stores while using self-service checkouts, raising major concerns for retailers as to lost revenue.

It’s not retail worker v. technology

Good Customer Service = More Sales Clearly shoppers still value the presence of retail workers, as two thirds of shoppers (67%) say they are more likely to purchase a product if they receive personable and friendly customer service. Retail workers recognise this too, arguing that friendly and familiar retail staff are the main reason shoppers return to their store (63%), followed by staff taking the time to understand shoppers needs and requirements (42%). What is more, shoppers would rather speak to retail workers over technology for almost all in-store shopping needs, particularly when buying high value items, or when seeking advice about a product (65%). Unsurprisingly, consumers are most reliant upon retail workers when it comes to purchasing health/prescription products (81%) and specialist items (78%). Oliver Wren, jobs expert at RetailChoice, says: “While technology’s increasing presence in the retail sector sparks mixed reactions from consumers, our research highlights the importance of retail workers, who continue to be central to the future of the industry. Whilst there is appetite from consumers for more technology in the retail sector, our research reveals that shoppers have a real preference for speaking to retail staff over technology, particularly when it comes to the functions and support technology can’t quite match workers on. “With this in mind, retailers must be careful not to over-automate their stores. Too much technology, which might often falter or overcomplicate the retail experience, is likely to deter shoppers. What’s more, the research shows that retail employees are the

Importantly, 81% of retail workers said that they felt people were still at the heart of the retail industry. However, half (44%) of workers felt their employer was not providing them with enough training to keep up with changes in technology. To help alleviate this skills gap, two in three (61%) workers would like their company to hire an in-store technology expert to help resolve technology issues, while 72% were keen to undertake online training modules. While there is certainly an appetite for tech in product location or transactional situations where the technology will speed up the shopping experience, this is most significant for younger shoppers. Consumers would rather interact with a retail worker in all in-store scenarios, bar checking the price of a product, for which 51% would prefer to use technology. Shoppers see the benefits of in-store technology for the faster checkout procedure (37%) or to gain more information about products (24%) – though, a third (34%) say they do not see any benefits, with this rising to 51% of those aged 55+. Meanwhile, for retail workers, tech is seen as being most beneficial to check if a product is in stock (58%) or to locate a specific product in the store (48%). Only 27% of Brits said they would be comfortable being served by a robot in a store, highlighting the continued need for personalised, human customer support in stores. This is particularly pertinent for retailers serving older customers, as only 13% of those aged 55+ said they would be comfortable being served by technology; therefore, retailers need to consider their target market before bringing in new technologies to their stores. While 62% of retail workers are confident that they will not be replaced by a robot, RetailChoice’s research highlights that employers need to ensure they upskill their staff and give them the tools they need to continue their essential work well into the future. 

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FINANCE

Responsible Investment Beyond the Coronavirus How the investment community can help advance the environmental gains that have come out of Covid-19

has also shone the spotlight on corporate behaviours – both good and bad – and helped illustrate why businesses cannot simply be about making proﬁts. If they are going to be successful, they need to think about their wider stakeholders. Companies that have put measures in place for employees, for example, will come out of this with higher employee satisfaction and community spirit – and that contributes to their longterm success.

The consequences of the coronavirus pandemic will clearly be profound, wideranging and long-lasting, so it is no surprise that any sources of optimism to be found as the crisis unfolds are quickly seized upon. Perhaps the most signiﬁcant so far has come in the form of the immediate effects on the environment. Greenhouse gas emissions have fallen, while data from NASA suggests that air quality has improved dramatically as countries around the world have taken steps to restrict activity and travel. Indeed, this could be an opportunity for organisations to rethink how they do business – and question whether they need to return to a form of normality in which, for example, employees are flown to meetings that could otherwise be held using videoconferencing facilities.

A more realistic rate of change Unfortunately, however, the environmental positives are likely to be temporary. Indeed, there is now a risk of efforts to address climate change becoming a lesser priority as governments focus on dealing with the economic implications of the crisis.

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This is why the investment industry has an important role to play in maintaining the momentum that has gathered in recent weeks and months. The biggest crisis now is clearly Covid-19, but the biggest crisis of the 2020s is still climate change, and we need to ensure that, once we are on the other side of the coronavirus pandemic, governments keep focusing on that. But the environmental gains from the pandemic have clearly been made alongside painful social, economic and health consequences. In other words, the current rate of improvement is unsustainable. If we are taking climate change seriously, we would rather see a smooth transition at a rate less dramatic than we are seeing at the moment. We do not want to be in a position of having to bring a halt to everything, as we are now, in order to have that environmental impact.

We can invest for change Responsible investing is not just about the environment, of course. The crisis

Summer 2020 www.business-now.co.uk

The importance of environmental, social and corporate governance (ESG) factors in investment decisions has only become clearer as the crisis has unfolded. Investors increasingly seek information about sustainability and responsible investing, with growing awareness of the broader long-term aspects of successful and effective investing. Anyone who wants to explore their responsible investing options should speak with a ﬁnancial adviser. To receive a complimentary guide covering wealth management, retirement planning or inheritance tax planning, contact McKnight Associates Wealth Management on 01224 202410 or email: TeamMcKnight@sjpp.co.uk 

SECTION HEADER

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Summer 2020 www.business-now.co.uk

FINANCE

Can a Few Months of Lockdown Change the Outcomes for a Generation? By Anne Lawson of Acumen Employee Benefits There are many aspects of the Covid-19 pandemic which has dealt many blows to all of us across the UK, not least to the families who have lost loved ones. The economic pain has started to hit hard also, but it is likely that the financial pain of Covid-19 could last for generations. What has been highlighted as we progress through the pandemic is that many working adults in the UK either have insufficient or no financial resilience. Several weeks with reduced or no pay has eradicated their contingency funds, and they are now looking at other methods to help them bridge the gap. We have seen a step change in enquiries from our corporate client employees which we expect is being replicated throughout the UK: an increase in enquiries for pension access for over55s; requests to decrease member pension contributions; and cessation of membership requests. When the pandemic first started, the queries were predominately around investment volatility. However, whilst the queries can be managed, you cannot overstate the potential damage done to individuals’ retirement planning as a result of the knee-jerk reaction to market falls and loss crystallisation by the unaware, which is ironically compounded by the ease for members to transact online and on app.

port of call. This is very concerning on an individual level, but also for employers and, ultimately, government and society as a whole. Once someone breaks the emotional connection with retirement planning, it is very difficult to get them to reengage, meaning that we are looking at a percentage of the population simply kicking their retirement prospects into the long grass. For employers it brings back into focus all the issues they wrestled with prior to 2012 – older employees who couldn’t afford to retire impacting on business growth through the arising difficulties on succession planning, training and development, resulting from the lack of a default retirement age and limitations on how to resolve this. It is equally concerning for government policy as, with the advent of automatic enrolment in 2012 and the great success story of over 11 million people benefitting from an employer

Many are looking to increase their ‘Covid’reduced incomes by whatever means they can, and their pension is often a primary

Issue 20

Summer 2020 www.business-now.co.uk

pension contribution, the demographics of retirement were being addressed. But it is not just employees. Employers are falling out of love with their pension also. With the huge impacts on all businesses, the cost burden of any pension arrangement is front and centre. The government furlough scheme compensates employers on the minimum contribution basis and on qualifying earnings. Many employers have adopted more generous contributions structures or have been caught with the increased cost impacts of how a salary sacriﬁce arrangement operates under furlough – it’s not just employees that are suffering

the outfall. We’ve already experienced a number of employers

FINANCE

wanting to address their scheme design, and move to the lower minimum criteria. It is a perfect storm – both employment partners moving to the lowest common denominator, where good member pension outcomes rely on so much more. So, what can be done? Many advisers and pension providers are alive to the issues and are communicating with members and employers alike on the longer-term impacts of decisions taken now and offering strategies to support both parties. Those who can afford it are initiating employee financial education – not just on pensions, but addressing the fundamentals of good and bad debt; contingency planning; and assisting with the wider financial resilience of individuals. But this is where we believe the government can help. Until finances are taught as a core subject in our schools, we will continue to have adults in the workplace who are constantly buffeted by financial storms without the knowledge and skills to prepare. We have had eight successful years in making inroads into the pension demographic time bomb. Going forward, financial PPE will be critical to getting that back on track.

Anne Lawson is an employee beneﬁts consultant at Acumen Employee Beneﬁts. www.acumeneb.com 

EMPOWERING BUSINESS THROUGH PEOPLE Our experienced team work with clients to understand their needs and deliver solutions across the spectrum of Employee Benefits. Find out how our team can help yours. Telephone: 01224 001946 info@acumeneb.com

ACUMENEB.COM

Acumen Employee Benefits Limited is an Appointed Representative of Acumen Financial Planning Ltd who are authorised and regulated by the Financial Conduct Authority. FCA number 916905.

Issue 20

Summer 2020 www.business-now.co.uk

FINANCIAL

Overaction or Inaction: Both Could Hit your Wealth DeVere CEO warns against both overconfidence and investment paralysis Stress in the financial markets is prompting a growing number of people to make extreme investment decisions that could ultimately hit their wealth, warns the CEO of one of the world’s largest independent financial advisory organisations.

investment choices. This was shown by the dramatic market

The warning from Nigel Green, chief executive and founder of deVere Group, comes as all major markets are in bear territory and are highly susceptible to coronavirus-related developments.

scale there are those whose investment decision-making is now

Mr Green comments: “It’s been our experience in recent weeks that, driven by the current unusual circumstances, a growing number of people are becoming more extreme in their investment decisions. The world has changed since the pandemic and this has, of course, directly impacted the investment landscape. Therefore, it is sensible that the fast-changing situation is closely and carefully monitored by investors.

sell-offs following the bursting of the dot com bubble in 2000, and the 2008 global ﬁnancial crash.” The deVere CEO goes on to say that on the other end of the overtaken fear: “On the flipside, an overly pessimistic attitude is leading too many investors to do little or nothing to create and build their wealth. “They’ve become paralysed by the fear that a global recession will hurt corporate earnings, and that this means that there’s no value in the market currently. As such, they sit inactively on the sidelines, potentially missing major opportunities in the process.” Mr Green adds: “Too many investors are being led by their

“However, the unprecedented, emotional and all-encompassing nature of it is leading many into two distinct camps: over-action or inaction. Both could spell disaster for people’s long-term investment strategies.”

emotions which can lead to over-action or inaction. Now more

He continues: “Those in the over-action category are seeing anything and everything – regardless of the tried and tested benchmarks and criteria – as a massive buying opportunity.

He concludes: “There’s always a better way than emotions to

“Being overconﬁdent and over-leveraging can lead to bad

overrides their changing moods.” 

than ever, emotions should not be centre stage in the investment decision-making process. Cool heads and a long-term strategy are the best way to handle market shocks.” make investment decisions. This is why many investors prefer to use strategies that lock them into an investment approach that

Insurance Lifeline for Scottish Bu New product offers breathing space for hardpressed companies Business owners and the directors and managers of UK companies in Scotland

pandemic are being offered a much-

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their businesses.

of a new insurance product from

With increasing numbers of companies

intermediary Rerusni.

laying off employees and running out

Rerusni is offering 15 months’ business

of cash as a result of the economic

insurance with nothing to pay for the ﬁrst

lockdown, this insurance cash bridge

three months of the policy – allowing

will help businesses in the country stay

struggling to keep their businesses

hard-pressed business owners across

afloat and be ready to reopen when the

afloat due to the impact of the Covid-19

Scotland

time comes.

Issue 20

Summer 2020 www.business-now.co.uk

reinvest

much

needed

Emma Gibb, chartered wealth manager at Russell Gibson, has been shortlisted as a ﬁnalist in the Professional Adviser Women in Financial Advice Awards 2020 in the following categories: Woman of the Year Retirement Planning; and Woman of the Year Mortgage Advice (Inc Equity Release).

Women in Financial Advice Awards recognises local wealth manager’s skills

The awards are to celebrate the achievements of women working within the financial advice community and also the broader financial services sector. Professional Adviser said: “These awards are not about men versus women or whether a particular gender is more suited to a career or role in financial services. They are simply about celebrating and recognising the achievements of women in a sector where they continue to be under-represented. “In highlighting the achievements of women already in financial advice or the wider financial services world, as well as recognising individuals of either gender who help to maximise the potential of women or are striving to bring about a more appropriate gender balance, the Women In Financial Advice Awards is now looking to play its part by helping to

inspire more women to work in an already dynamic sector that, nevertheless, stands a long way short of fulﬁlling its true potential.” Emma joined Russell Gibson in 2011 as a mortgage consultant, and went on to study to become a chartered wealth manager with The Chartered Institute of Securities & Investment (CISI), which is internationally viewed as a benchmark for quality ﬁnancial planning.

Emma commented: “Throughout my years as mortgage consultant, I loved helping people secure their dream home, but I wanted to continue the journey with my clients by helping them realise their other aspirations through sound, pragmatic financial planning. Now, as a chartered wealth manager, I am able to look at the wider picture and provide bespoke investment advice and strategic financial planning solutions, all geared towards helping clients fulfil their dreams. “As a woman in the financial industry, I am extremely fortunate to work for a company where gender doesn’t matter. Tom Hyslop and Alan Ball, directors and founders of Russell Gibson, have always been extremely supportive on both a business and personal level, and continue to encourage my career development. During my time at Russell Gibson I have taken breaks to have two children, and neither my clients nor I have been disadvantaged in any way – testament that, with ambition, determination and the right support, it is possible for both men and women to be on a level playing field in our industry.” The award ceremony will take place ‘virtually’ on 8 October. 

usinesses Struggling in Lockdown Rerusni spokesperson Paul Jeffries said: “We understand that what business owners need are fast and simple solutions that allow them to keep cash in their businesses and employees in their jobs. Managing cashflow, with little or no income, is critical and, balancing this with the requirement to keep essential insurance cover in place, is a drain business owners don’t need right now.

“The long-term economic fallout from

Rerusni arranges business insurance

the coronavirus crisis may be unclear, but

– including premises, contents, public

switching to Rerusni is an easy, proactive

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no premium payments required for the

And for us, it’s about helping companies

ﬁrst three months, plus the option to pay

to stay afloat and ensuring they stay

via instalments from month four with no

insured, now and for the future.”

interest charges. 

Issue 20

Summer 2020 www.business-now.co.uk

FINANCIAL

Emma Gibb Finalist in Professional Adviser Awards

SECTION FEATURE HEADER

A City of Resilience

SBP helping NE clients navigate ﬁnancial maelstrom created by Covid-19

Managing partner at SBP Accountants and Tax Advisors, John Hannah, and his team have been working closely with their 4,000-plus client base to help them weather the storm and access the government support on offer. Headquartered in Aberdeen’s Queen’s Road, with ofﬁces in Peterhead, Fraserburgh and Banff, SBP works with north-east businesses, ranging from sole traders to corporate businesses, and so far around 70% of their clients have applied to access coronavirus support.

Hundreds of thousands of businesses

survive-and-thrive attitude once again

applied to UK banks to access bounce

beat the odds?

back loans to navigate through the

There is no doubt that most businesses

current

economic

storm

but,

with

Aberdeen literally on the brink of recovery from the last oil crash, Covid-19 and another beating of Brent crude is set to further test the resilience of the city.

will suffer in some manner right now and also into the future. Many are accessing the vast government support on offer, whilst others have fallen through the cracks, and some are having to quickly

But is it simply a case of the strongest

reinvent themselves to create a new route

is the ﬁttest or will Aberdeen’s relentless

to market.

Issue 20

Summer 2020 www.business-now.co.uk

Mr Hannah, who has grown the business signiﬁcantly since becoming managing partner and overcome a number of adversities along the way, said: “The percentage of clients that we have seeking support is only a snapshot of the number of businesses struggling to keep their head above water at the moment across the North East, but we must also bear in mind that there are a number of businesses and entrepreneurs that are not eligible for any support and have effectively fallen through the cracks, so this paints an even more grim picture for some.

“The business arena in the city is going to be a very different place when we come out of this situation, but Aberdeen has travelled through many market ups and downs in the past, and we have proven that we are a city of entrepreneurs not frightened of adversity and with an ability to adapt and evolve with the market changes.” If they have not done so already, all businesses need to look at the support that is available, including the job retention scheme (furlough), bounce back loans, Coronavirus Business Interruption Loans (CBIL), and grants for rates relief etc. In addition, now is a time to really look at ﬁnancial controls, manage ageing debt, and focus on cash flow rather than proﬁt as, over the coming months, businesses just need to try to remain solvent. This is not the time for growth – businesses must get into survival mode and it goes back to the age old saying: “Cash is king.” Businesses should be thinking about their assets and what they can do to generate revenue: what stock do they have to sell, what services or assets do you have that other businesses need?

Mr Hannah continued: “Entrepreneurs and business leaders have to be visionaries at times like these, and perhaps many now have extra time to re-evaluate their business and make changes which will see them through the next few months but also evolve their future offering. “One of the key factors of survival and resilience for me has been keeping the right team around me, adapting and evolving with ever-changing times, investing where I can to improve technology, and managing the business controls.” Many businesses in Aberdeen have already diversified – such as restaurants trading as takeaways; cleaning firms sourcing and supplying PPE equipment; IT companies setting up homeworking; alcohol manufacturers developing hand sanitisers – so there is a sense of ‘where there is a will, there is a way’. However, cash flow will kill a lot of good, small businesses, and recent reports suggest a fifth of small businesses in the UK are at risk of collapse – though on a positive note, this will create new client opportunities for those lucky enough to come out the other end. Issue 20

More good may also come from the situation. There may be in increase in franchise opportunities given the increase in online sales; property prices may fall giving ﬁrst time buyers a foot onto the ladder and creating opportunities for property developers; homeworking could rise and boost morale, motivation and productivity; the stock market is low so it is a great time to invest; and luxury goods – like antiques, art and gold – do well in recessions. How we all weather the storm may leave us all in different ports, and after the storm, there is usually a rainbow – but it is crucial for business leaders and entrepreneurs to use this time to seek out the best advice, and work with their accountants and other business advisers to reach calmer waters. SBP, which has 40 employees and ﬁve partners, offers a variety of tailored business and accountancy services, including personal and business taxation, as well as a dedicated business services department to cover everything, including bookkeeping, VAT and payroll requirements.  Summer 2020 www.business-now.co.uk

SECTION FEATURE HEADER

or One Fall Too Many?

FINANCE

Scotland Braces Itself for Financial Fallout People across Scotland are starting to focus on managing their long-term ﬁnances as the Covid-19 lockdown continues, as well as contemplating how they will withstand the eventual aftermath and economic fallout of the crisis.

Information vital to helping people manage debt

This is according to a national survey* which showed that keeping up with shopping, energy and rent bills, as well as making an income, continue to be among the top concerns. Other key concerns were being able to keep a vehicle on the road, the market impact on investments, a rise in inflation and the cost of living, and the knock-on effect of any ﬁnancial hardship on family and relatives. The survey commissioned by Carrington Dean – Scotland’s debt specialists – also gave an insight into the emotional and mental health issues being experienced by many people. Many were concerned about providing for their family and helping relatives who had lost jobs seek employment, as well as making ends meet. There were a number of concerns about catching the virus, while one respondent said they feared going out because they were partially sighted, and another feared dying before his wife because she has Alzheimer’s. The majority of survey participants (almost 50%) said they had dipped into their savings to endure the lockdown situation, with more than 15% using credit cards, while others had opted for payment breaks – such as for their mortgage – or were using overdraft facilities. In contrast, just under 40% of respondents said they had not turned to alternative ﬁnancial sources, with many people aged over 65 saying they were managing on their pension. While just over 50% of respondents did not feel they were spending more than normal during the lockdown – compared with almost 30% of those who said they were – the majority felt they were overspending on certain items and

Issue 20

commodities. This included almost 60% using more energy at home; nearly 50% eating more at home; over 30% making more phone calls; and almost 30% shopping online. Stephanie Chapman (pictured), chief operating officer at Carrington Dean, said: “Against the backdrop of the global crisis, the survey findings indicate that while people across Scotland fully appreciate the constraints placed upon them and are trying to be resilient financially, there are serious concerns as to how long it can be sustained and the repercussions this may have on people and families across the nation. “As part of our survey, we asked participants if Covid-19 had changed their relationship with money and how they managed it. Just under 40% said that it had, compared with just over 50% saying it had not. I believe we will see a sharp shift in these statistics over the coming weeks. “While Westminster has announced measures to start coming out of

Summer 2020 www.business-now.co.uk

lockdown, the uncertainty that coronavirus has created in socioeconomic terms presents a real, tangible threat to how people will adapt to the yetto-be fully realised ‘new norm’, and this crucially includes their health, welfare and well-being. It is vital that people who are struggling know they are not alone, and that help is available. “People from across all walks of life are affected and, in order to help navigate them through these uncharted waters, it is critical that as much information as possible is provided to let them know about the wide range of support and options available. There are also many misconceptions about being in debt or the prospect of that, which is why it is imperative people are well informed, because finding a way through financial difficulties is not as complicated or as overwhelming as some may think.” Prior to Covid-19, tens of thousands of people across the UK were struggling with debt issues every day and often in silence. In contrast, there have been more than a million UK applications for Universal Credit alone since the pandemic outbreak. Carrington Dean has received a spike in calls with people searching for financial and debt advice– and around 2,000 of these calls are from people who would not have ordinarily called the organisation for advice.  *

Carrington Dean Covid-19 survey

More than 500 people across the UK responded to the survey, conducted in April. More than 60% of respondents were female and just over 30% were male. More than 60% of respondents were homeowners and over 30% were living in rented accommodation, while just over 2% were staying with their parents and less than 1% were living in temporary accommodation. Participants were from across the UK including Aberdeen, Belfast, Birmingham, Brighton, Bristol, Cambridge, Canterbury, Cardiff, Carlisle, Chelmsford, Chester, Dundee, Edinburgh, Exeter, Glasgow, Hull, Inverness, Ipswich, Lancashire, Leicester, Leeds, Liverpool, London, Manchester, Newcastle, Newport, Norwich, Nottingham, Oxford, Peterborough, Portsmouth, Salisbury, Shefﬁeld, Southampton, Sunderland, Swansea, Truro, Wolverhampton and York.

I.T.

What Will Be ‘Business as Usual’ after Covid-19? By Gordon Adie, managing director at Arrowdawn The world of work may never be the same again after these unprecedented times. The Covid-19 pandemic has, for the moment, changed the way that millions of us perform our everyday roles. The question, I guess, is: have we permanently reshaped the working landscape? Specifically, the lockdown has seen businesses around the world embrace home working on a mass scale – a once unimaginable triumph for networking technology. It was a sudden transition for many organisations as they adjusted their operations to keep their personnel safe and minimise spread of the virus, while supporting their business continuity goals as best they could. In recent weeks, as a specialist network solutions provider, we’ve helped customers transition to what is a ‘new normal’ for most enterprises. Having said that, the principles behind it are very familiar to us at Arrowdawn. One of the core elements of our customer offering is the provision of remote support whenever it’s required. In fact, the nature of our business and how we deliver support means our people seldom spend more than a few hours on customer sites at any given time. We’ve always embraced the ‘Smart Hands’ approach, collaborating with customers to achieve ‘zero touch’ system deployments where possible. Modern technology fully enables such an approach – one that also has a carbon offset benefit. By way of example, a project to configure three separate networks – corporate, contractor and guest – at 16 sites around the world was completed without an Arrowdawn network engineer leaving the office: it was all handled remotely. The benefit to the client is the reduced reliance on expensive on-premise resources. Our model also allows multiple network projects to be carried out by an experienced network engineer, rather than the client utilising a member of staff that may also have to focus on the wider network and communications strategy. To use an analogy, it’s the client’s train but we drive it to ensure everything is running as it should be through monitoring and maintenance support. The events of recent weeks have served to demonstrate that remote working – even when embraced at short notice – can be

made to work well, with the right network support. As a business that’s based signiﬁcantly on remote service methodologies, we’ve been able to accommodate a surge in demand for our services without any major changes to our operations. It raises an interesting point: do we physically need to be in the ‘same room’ to work effectively together? More than 50 clients at 300 sites across 25 countries have been able to call on our network, security, maintenance, VoIP services and expertise as and when required. It’s a plug-in-and-play solution that utilises the power of technological advances. It’s a smart way to operate in terms of cost, time and resource. There are, of course, far more signiﬁcant implications associated with the pandemic and the focus of all of us should be on staying home, protecting our health services and safeguarding lives. However, from a strategic business perspective – and looking to the longer term – I believe we could be on the threshold of radical, and permanent, change in how we do our work. Gordon Adie is managing director of Arrowdawn, a network and communications support business. The company, a Cisco and Fortinet specialist, has operations in Aberdeen, Edinburgh and Inverness. The majority of its clients operate in the energy sector. All of its staff are currently working from home while supporting client operations. Arrowdawn was established in 2000. #StaySafe 

Issue 20

Summer 2020 www.business-now.co.uk

I.T.

Open Signs Are Up for New Aberdeen Business Directory Dunclyde design agency’s online platform provides free resource for companies Businesses that wish to be proﬁled on the site can do so for free via: https:// www.opensign.co.uk/ More than 150 businesses have already added their details. The website reminds everyone to comply with government Covid-19 guidelines. Eilidh Dunsire, Dunclyde director, said: “We would encourage any businesses that are able to continue working through the pandemic to take advantage of the opportunity. Not only could it help them through this challenging period, but it’ll also help give the public a more comprehensive view of the range of services they can still safely access. Business support: Dunclyde’s Eilidh Dunsire and Daniel Clydesdale, who are engaged, live and work together in Aberdeen.

An online platform has just been launched to provide an at-a-glance overview of which Aberdeen companies are open for business through the Covid-19 pandemic. Designed both to inform people where they can access goods and services and to support businesses through these challenging times, the website has been developed by design agency Dunclyde. The Aberdeen agency has developed the Open Sign directory for free as a community resource for ﬁrms in Aberdeen and the surrounding area. Dunclyde director Daniel Clydesdale said: “We recognised these are extraordinarily difﬁcult times for businesses of all sizes and wanted to put our expertise to use in support of them. The website has been designed to represent a single hub of up-to-date information on which businesses are still operational, as well as how – and where – they are providing products and services to customers. Given how fast things have changed in recent weeks, we felt it would be useful to create an all-in-one-place directory that provides easy and immediate access to such information.”

“More widely, we hope it serves as an opportunity to encourage people to support locally based businesses and therefore promote the concept of ‘think local’ in the longer term.” Categories on Open Sign include food services; business services; retail; DIY and trades; health and beauty; and vehicle services. Daniel and Eilidh are engaged and live together in Aberdeen. Dunclyde provides strategy-led brand and web design services to north-east and UK clients. It has also worked on a series of projects in the USA.  www.dunclyde.com

Get ahead of your competitors: Zoom into online networking. www.businessnetworkscotland.co.uk 24

Issue 20

Summer 2020 www.business-now.co.uk

Business Network Scotland

Cutting-edge social-distancing system to support return to work strategies

Bump is a wearable device that uses sophisticated technology

radio-frequency and

immediately

(RF) alerts

wearers when they are getting too close to another employee. A core part of the system is the additional insight it provides employers on movement throughout the workplace, which will be critical should they need to adapt their socialdistancing measures. Trials are currently underway, with Bump being deployed across construction sites; manufacturing and distribution centres; and warehouses. The data the system collates is limited to the frequency of interactions between devices, is fully encrypted, and only available to individual wearers and their employers. As the UK economy shrunk at a record As the UK government continues to set out the next phases in its road map for reopening the economy, concerns are being expressed about the safety of employees and the need for businesses to act responsibly. To make workplaces Covid-safe and support businesses as they execute responsible return-to-work strategies, Tharsus – an advanced robotics company – has announced details of ‘Bump’, a new social-distancing technology speciﬁcally designed to aid this process.

Issue 20

rate in March, and British factories are seeing the worst months of sales and production on record, Tharsus estimates that Bump could help millions of people control their personal safety at work and allow many companies to accelerate their return-to-work strategies. 

Summer 2020 www.business-now.co.uk

I.T.

Innovative Wearable Technology to Aid Return to Work

FEATURE

Is Suspension of Wrongful Trading Right Approach? By Michael Reid, managing partner, Meston Reid & Co When the temporary suspension of wrongful trading rules for company directors was announced, the UK government commented that it was designed to help business owners combat the ﬁnancial impact of Covid-19. This move was taken to “give company directors greater conﬁdence to use their best endeavours to continue to trade during this pandemic emergency, without the threat of personal liability should the company ultimately fall into insolvency”, according to a UK Government announcement at the time. A statement from the Department for Business, Energy and Industrial Strategy (BEIS) added: “Current insolvency rules

stipulate that directors of limited liability companies can become personally liable for business debts if they continue to trade when uncertain about whether

their businesses can continue to meet their debts. Relaxation of these wrongful trading rules will reassure directors that the difﬁcult decisions they have to make

Mind the Gap (in Your Return to Work Strategy), Says FTA Freight and logistics sector organisation offers support for businesses Government ministers are issuing their ‘back to work’ plans to restart the economy. According to the Freight Transport Association (FTA), the business group which represents the logistics industry, these plans will create both opportunity and risk for businesses keen to comply with new safe working regulations and get their complex supply chains restarted or re-energised to cope with growing demand.

consultancy team explains, successful restarting and scaling-up of operations will

As Paul Wilson of FTA’s supply chain

working patterns for logistics businesses around the world, but how many of us have

Issue 20

rely on a number of dependencies in other parts of the supply chain, meaning that successful strategies are therefore likely to depend on the weakest link in the chain. He says: “Many businesses have started to create and implement their own strategies for returning to work. In addition, complex supply chains that have been idle will need to be restarted, and those that have been running will need to be re-energised and refocused to cope with growing demand. But how many businesses have considered the interdependencies on which their supply chains rely, and considered the impact which outside forces could have on a successful return to ‘normal’ working? “Evolving government health and safety advice for the workplace is liable to change

Summer 2020 www.business-now.co.uk

In practical terms, this adjustment to the insolvency process

In summary, section 214 of the Insolvency Act 1986 can render a director liable for a contribution from personal resources to an insolvent company’s assets if it can be demonstrated that the director continued to trade while aware – or while they should have been aware – that there was no reasonable prospect of avoiding insolvency.

need to be aware that key obligations remain in place.

Lifting such a worry for directors at a time when the primary focus for many is on survival would – at ﬁrst glance – appear to be a sensible course of action. However, there’s room for concern that, while this short-term suspension of legislation represents a well-intended ‘breathing space’ for many, it may create an opportunity for a few to abuse the insolvency framework further down the line. With the prospect of more people returning to work and a business resuming whatever trading activity it can, will some directors use this relaxation in the insolvency legislation to act in ways which do not respect the interests of all stakeholder groups?

access to supplies and raw materials.

Some might argue that a delinquent director would seek to take advantage of the relaxation of the rules surrounding personal liability and flout the rules; e.g. use the current situation as an excuse to defer payment – which in turn would have a ﬁnancial impact on the supply chain for others. The wrongful trading provisions play a crucial role in protecting creditors from unnecessary losses. It’s important we don’t lose sight of this – even during these challenging times – otherwise other businesses may suffer. Perhaps the focus should be on avoiding any ‘domino effect’ in the wider business community; this temporary suspension should be a protective force for those acting in good faith, rather than a convenient cover for the unscrupulous.

applies retrospectively from March 1, 2020, and we await further detail on how this change will take effect, but company directors The wrongful trading provisions mean that courts can, in normal circumstances, order directors to contribute personally to creditor losses and this interim suspension could remove such power from the courts. The upside is that the new rules should allow a business that seeks to restructure to maintain ongoing However, every director should remember their fiduciary responsibilities and, thus, other factors which broadly constitute a ‘duty of care’ framework remain very much in play. For company directors facing the insolvency circumstances covered by these wrongful trading rules, ignoring the wider principles of good business governance could still mean they find themselves liable to contribute personally to creditor losses. Directors should not over-interpret the suspension to act with carte blanche: they should act sensibly and cautiously, and carefully document business decisions and the reasons behind them. If directors recognise that the survival of their business is no longer feasible – for whatever good reason – they should seek professional guidance and reputable advice from the outset. Michael Reid, managing partner at Meston Reid & Co, is one of the country’s leading insolvency practitioners. Meston Reid & Co is an Aberdeen-based chartered accountancy practice with expertise in tax, audit, insolvency, corporate finance, business advisory, payroll and landed estates. The firm has a broad range of clients, from contractors in the oil and gas sector to large businesses with international operations.  www.mestonreid.com

taken these changes into consideration when scoping what the ‘new normal’ could look like in operational terms?”

and handling activities are as good as they can be; that they are compliant with new

To assist logistics businesses of all sizes to return to work safely and effectively, FTA’s supply chain consultancy has launched a new independent strategic business review process, which aims to identify areas which fail to comply with new health and safety legislation and spot bottlenecks and weaknesses in supply chains.

of goods, to the use of PPE, operating processes and staff support systems.

Wilson continues: “Using online meetings, a comprehensive survey and a series of one-to-one interviews, all backed by FTA’s years of expertise from across the sector, the new independent assessments will ensure operators and their people can have the conﬁdence and independent veriﬁcation that warehouse

government rules; and that they will provide identification of gaps in the operational process. The reviews will cover all areas of operation from inbound and outbound flows “The success of any return to work depends on operational weaknesses being identified and eradicated, or at least minimised. Bear in mind, too, that the whole economy scaling back up at the same time will create potential bottlenecks that may delay or derail the plan – such as increasing carrier volume, demands on the workforce, catching up with postponed tests or PMIs for vehicles and specialist equipment. Our experienced consultants can help you review or create an appropriate back to business strategy, and the plans to execute them while also helping you to identify key risks, resources and mitigations to keep your organisation on track. “With a likely insistence from government that a full workplace risk assessment will be required before any restart is possible, by using an independent, well-respected body like FTA to conduct compulsory reviews, employers can reassure staff that working practices – including social distancing – are safe and compliant, and that business continuity plans are robust. Employees want to be confident that everything possible has been done to protect their safety in these uncertain times. We believe FTA’s reviews will provide this, right across the supply chain.” 

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FEATURE

about the future viability of their business will not have to be unduly influenced by the exceptional circumstances which are entirely beyond their control.”

FEATURE

Building Resilience In Times Of Uncertainty

An interview with Wayne Hoyle ‘It is not the strongest that survive, but those that most readily adapt to change.’* 8And right now, needless to say, we are going through a period of significant change across the world. Wayne Hoyle is a former UK Special Forces officer. He has worked alongside numerous specialist military and other government departments, including the US Seal Team Six: “I am very, aware of my own personal vulnerability. When you are very young, you have a feeling of invincibility, but it wears off somewhat when you experience the battlefield. I have been in teams that have experienced some tricky situations, but whether I was skiing across frozen oceans to the North Pole or executing a hostage rescue operation in Afghanistan, I never feared for my life and I never panicked. I had the confidence in my own ability and total trust in the ability of those around me, which combined, dispels all fear.

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All of the battles I have been involved in, literally or metaphorically, were won long before I went on to the battleﬁeld. Everything is in the preparation: physical, technical or mental. The key is to arm yourself and your colleagues with as much knowledge as you possibly can, and give them and yourself the best tools that you can. It comes down to understanding the risks and having the ability to mitigate them.

Imagine

Critically, be prepared for everything and not for something. Plans will rarely survive contact with your adversary, whether it is on the battlefield, in the sporting arena, in the surgeon’s theatre or in the conference room. Preparing for a specific environment, or a specific kind of task, because you think that is the most likely eventuality is likely to catch you out. Train hard across all disciplines, train for everything, and you’ll be ready for anything. Put processes in place, and be flexible, as it is far more important to have a process than to have a plan.

Make an assessment, choose a course of

Summer 2020 www.business-now.co.uk

yourself

helicopter

approaching a target: your adrenaline is racing, the aircraft lands, the sand is blowing in your face, in your eyes, the noise is deafening, and your enemy ﬁres upon you from an unexpected location. This is not the time for panic – panic leads to poor decisions. Accept the situation. Ask yourself: “What’s the situation and how does it affect me?” action and respond appropriately. Despite my knowledge, my experience, my

understanding

what

causes

pressure, and how to deal with it, there was one particular period in my career when my resilience was severely tested. As a leader, my main priority has always been the safety of my teams, and I wasn’t always successful. We did lose people; some suffered injuries that were life changing; and others suffered later on down the line – not all scars are visible.

On one occasion, however I returned home early from a deployment in Afghanistan and, within weeks, two of my comrades were severely injured in two separate incidents. For some time, I questioned whether it was my fault: Would I have done something different? Could I have prevented it? It was a ridiculous train of thought, but I began to struggle. Thankfully I recognised something was happening to me and shared my feelings with a trusted friend. He enforced the fact it was a ridiculous way to think, and my recovery was almost immediate. Simply talking to somebody had me on the road to recovery. Social support cannot be underestimated. Looking back, thirty years ago, if any of my comrades had come to me with talk of post-traumatic stress disorder (PTSD) or burnout, I would have told them to dry their eyes. I was ignorant, naïve and very wrong – I would now be the first one to put my hand up and say that. In my many years as a special forces operator, I worked with some of the toughest and strongest men you could imagine, and I saw some of them reduced to a shadow of their former selves as a result of mental ill health. Mental health does not discriminate between soldiers and civilians, and certainly does not discriminate between men and women. There remains a myth that all PTSD, and other mental health issues are caused by experiences on the battlefield, but far more issues are caused by an overload of several different factors burdening the mind at the same time. It may be problems at work, you may have financial concerns, or you may have had an argument with a loved one. It becomes a problem when several such factors all happen at once. However, in every case, with support, education, and with the appropriate coping strategies, all could be avoidable. We can all be much more resilient than we actually give ourselves credit for. Resilience is not something you have or don’t have. It is

affected by situation, and our levels of resilience will rise and fall based on the combined burden of internal and external factors that contribute to stressful situations. However, we shouldn’t let the situation take charge: acknowledge it, accept it, and move on to focus on your task. Any organisation is only as strong as the collective resilience of its members. Only by understanding that we have shared areas of strength, and by building awareness of potential areas of vulnerability can we keep our teams’ integrity, and subsequently support one another to build the foundations of a sustainable, high-performance culture. If we get that message across to everyone in our teams and organisations, we can grow individually and collectively simultaneously. Life can be demanding, it can be unpredictable, and it can become overwhelming. Work will provide us with challenging scenarios – sometimes we have to deal with difficult people – and then there are the external factors – the family factor, finances and illness. External pressures can be constant, and there are those pressures that come from within, the pressure we place upon ourselves; we are our own worst critics. We are diligent, conscientious, and we don’t want to let anybody down, and then there’s the ‘F words’: the fear of failure… Focus on your goal. I may not succeed the first time, but I don’t give up, and so in my mind, I have not failed. Maintain a positive mind set – the subconscious does not know what is right or wrong; it only knows what we tell it. Others factors might include your diet. Are you getting enough of the right kind of exercise? Sleep hygiene is important too. All these kinds of things have an effect on our ability to be resilient. They can change from day to day, so it is about making healthy choices, making good work/life choices, recognising signs of stress and, more importantly, preparing ourselves and choosing how to respond to them. How we shape our behaviour and actions will foster resilience.” 

Paraphrased version of a quote from a 1963 speech by Leon C Megginson, sometimes incorrectly attributed to Charles Darwin or Clarence Darrow. (Source: https://quoteinvestigator.com/2014/05/04/adapt/)

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FEATURE

I was saddened by every such incident, but was resilient enough to overcome them. I knew I had put 100% efforts into everything I did and couldn’t have done any more.

FEATURE

Safe Signs of Returning to Work Eyecandy Graphics + Signs show the way for health and safety in the workplace As various workplaces prepare to re-open or return to a variation on the theme of ‘normal’, there are essential elements for health and safety that by law and necessity will need to be adhered to as workers return from furlough or move from home-working to accessing their usual workspaces again. In addition to considering the needs of those that may still need to shield, there will be considerations such as PPE, insurance, new working practices and cleaning to factor in. Part of that process will involve ensuring there are signs for marking safe distancing, one-way systems where required, how many people can be where and when, handwashing and other public health advice. This will not only impact on creating safe spaces, but help staff, clients and suppliers feel more secure whilst on the premises, a vital factor in promoting conﬁdence in any company as lockdown is gradually eased. Clear signage is obviously as essential as PPE and hand sanitiser when preparing your premises for staff returning.

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Eyecandy Graphics + Signs have produced a range of options for businesses to help them as they put government guidelines into practice. Adrian George, founder of the design company, comments: “The coronavirus outbreak is on the decline but, according to expert advice, things will take a prolonged time to return to normality. “In these times, it is vital for everyone to be made aware of what actions to take in order to keep safe. We have produced a catalogue of signage for businesses which aids and improves the health and safety around the workplace, and allows staff, customers and visitors to feel safe. “All signs are available bespoke on request and, if you can’t ﬁnd what you need in our catalogue, contact us and we’ll create what you ﬁts best for you.” Examples of Eyecandy’s Covid-19 signage are displayed here. For more details, contact them on 07802 299447 or email adrian@eyecandygraphics.co.uk

FEATURE

Download your copy today eyecandygraphics.co.uk Issue 20

Summer 2020 www.business-now.co.uk

FEATURE

Office Mobilisation: Getting your Workplace Fit for Return to Work Andrew Alleway, MD of Tidy Green Clean, discusses how business owners can prepare a return to their workplace after lockdown and the key mobilisation issues to consider. One thing is certain: whatever the ‘new normal’ will look like when our places of work reopen, it won’t quite be business as usual. After however many weeks in lockdown, your workforce – either furloughed or working from home – won’t be quite the people you remember. They’ve spent weeks social distancing, worrying about family, supporting elderly neighbours, attending Zoom or MS Teams meetings, home schooling, even being ill themselves. They’re returning to work tired, a little raw around the edges and almost certainly anxious or fearful. They’ll put a brave face on it of course; they’ll want to make the best of it. But how can you, as their employer, give them the physical and mental reassurance that you are doing all you can to support their return to work?

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My staff are all cleaners and, it’s fair to say, I think they’re phenomenal. They too are facing these feelings of apprehension about returning to work in ofﬁce spaces, leisure facilities, restaurants, schools and so on, where their health and safety may be more physically compromised than they ever needed to worry about before. We’ve been doing a number of things to support them, and help clients raise awareness and provide physical evidence of their duty of care to protect and safeguard the people who work at, and visit, their premises. As an employer, it’s vital that more than ever you take on board that this is about winning over your staff’s hearts and minds. We’ve created four pillars of service, based on our corporate values, to keep our people and clients at the forefront of everything we’re doing at this time.

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Our four pillars are: 1. Compliance with all current Covid-19 guidelines and all HSEQ regulations as well as our own ISO certiﬁcation standards 2. Physical safety of all client stakeholders by ensuring a hygienic and safe workplace 3. Physical safety of all our staff, client employees

and

their

contractors

through providing support systems to track and trace people as they move in and out of client premises 4. Mental health and wellbeing supported through visible signs and factual information to reassure and motivate every client’s – and our – workforce

SECTION HEADER

Our role is to be part of our clients’ strategy to alleviate employees and partners’ fears and concerns, and provide a safe, hygienic working environment that they can feel comfortable returning to, day in, day out – whenever that may be. In terms of mental health and wellbeing support, we use a closed company Facebook page to share news quickly, supplemented by staff emails and phone calls so that everyone feels connected with where things stand. We’ve also equipped everyone properly with PPE – masks, overalls and gloves – and made sure they’re comfortable in the knowledge the cleaning solutions and regimes Tidy Green Clean uses protects people against Covid-19 and other infections for up to 24 hours from each standard or premium clean. It is vital you communicate effectively about your business’s return to work. Give staff full details about the social distancing and hygiene measures in place; whether you expect them to wear a mask; whether that mask will be provided; how the work day will roll out, in terms of people in the ofﬁce at any time; and the flexible arrangements you are prepared to offer to support people’s individual family circumstances, as the pandemic continues to take its course. The objective is to retain the people you employ; to reassure them that you are on their side; and to make a return to work as productive, stress-free and straightforward as possible. Communicate effectively with your clients. We’re providing ours with an enhanced deep clean, which includes the now-famous fogging of premises with an ultra-low vapour sanitiser called Huwa-San©. This fogging product has the advantage that it does not need to be wiped off and presents no risk to electronic items, killing 99.99% of bacteria and viruses within 60 seconds. It is effective against Covid-19 and legionella bacteria. Part of Tidy Green Clean’s role is to create healthy, hygienic work and leisure places for our clients. To this end, we’re encouraging clients to invest in clear signs, sanitisation stations, extra or enhanced handwashing facilities and to upgrade their cleaning services from our standard to premium offering. The premium service takes far longer because it means our teams, in addition to the standard clean, focus on sanitising areas that experience high volumes of handling – such as door handles, toilet flushes, microwave buttons, keyboards, kettle handles, and so on – in order to maintain the safety of your working environment. This meets our four pillars service standard and will be a key component in helping businesses return to work. In summary, returning to work is going to be about being prepared in advance, supporting your employees’ concerns and requirements, keeping in touch with clients and partners, and making sure that your business, as much as possible, can return to normal, whatever the ‘new normal’ ends up looking like. Tidy Green Clean is the leading environmentally focused national franchise cleaning operation for blue-chip organisations, and provides franchisees and master franchisees with the knowledge, training and support to be successful business owners, making the business model unique within the facilities management industry. It achieved IS0 9001; 14001; and 45001 in under three years and a place in the top UK franchises, the EF100 for 2020. Rooted in green practices and technologies, the business is focused on understanding its customers and employees, and how to be successful without that being at the expense of other people or the planet. They are also members of the Approved Franchise Association. 

To ﬁnd out more about Tidy Green Clean, please visit www.tidygreenclean.co.uk

COMMUNICATION

Be More Jason Leitch – Communicating through Covid By Beverley Tricker, managing director of Tricker Communications At a time when many companies and business owners are facing unparalleled operational challenges, the task of communicating the ‘new normal’ with employees, clients and suppliers is daunting. Especially if business owners are struggling to save their businesses, with no blueprint for how to do this. But businesses should stop for a second and ask themselves: What would Jason say? Three months ago, Jason Leitch CBE, the National Clinical Director of Healthcare Quality and Strategy in Scotland flew under the radar for more than 99% of the population, although he is a renowned, eminent leader in global public health.

Make sure it’s ‘real’ Jason connects the things which are happening on a global scale to the individual and makes it relevant to the listener. He doesn’t ignore or airbrush the big picture, but he relates it to what you need to know. Businesses can do this too. Everyone understands that there is a global pandemic and the scale of it. You don’t need to explain the whole background to why you are operating in the way you are. You need to explain how things you are doing, within the context of Covid-19, will impact on the reader, listener or viewer. You should identify the things that are changing, or will change, in order for you to run your business in a safe sustainable way. There’s no need to go back to the beginning of the Covid-19 story to explain why you are putting glass screens in place for customer interactions – simply let people know and what impact this will have on them. If you are going to operate on a cashless basis going forward to limit staff/customer contact, let people know. Be clear and logical. Be Jason.

Uncover the concerns Work out the areas of concerns for your staff/customers/suppliers and address these issues. In a Q and A situation, Jason Leitch is excellent at getting to the heart of what concern lies behind the question, and he calmly and compassionately answers this concern – and he’s never patronising.

Since then he’s become the nation’s sane and understandable voice for complex public health messaging. Ours can’t be the only household where the phrase, “Let’s wait to see what Jason says about it” can be heard, or where we make a point of watching or listening to broadcasts which we know he’s appearing in. He emanates trust. He’s calm, he’s measured, he’s understandable to the non-public health professional and he’s so full of common sense, he positively exudes it. If you are struggling with what to say and how to say it take some tips from Jason:

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At the heart of most concerns is ‘risk’. So, if you have four members of staff who have worked in a conﬁned ofﬁce raise issues about their health due to ‘overcrowding in their work environment’, what they are asking is for you to outline to them how you will protect them. How can you socially distance them? This is the issue you should sympathetically address.

Covid-19 will pass. It may take a long

Report on the actions you are taking and outline any new or updated policies to make sure staff, employees and suppliers know how they are going to be protected and what you expect from them to enable this. Everyone knows that coronavirus is happening and that it’s affecting all areas of our lives. So, by communicating with stakeholders you are not going to create more concern. You’ll be seen as a responsible business which understands all of its stakeholders and is prudently planning for a robust future.

time for us all to get out the other

Too much too often? We’re certainly seeing a lot of Jason. His currency is high because people are still keen to hear from him. But you can communicate too much and the question, “How much is too much?” is a difﬁcult one to answer. At the start of the lockdown, many of our clients were communicating with staff and clients formally on a weekly basis, but weekly updates are much harder to sustain when we’re in the midst of lockdown and content harder to create. So instead of formal correspondence, use all your digital sources to communicate little and often. Some of the supermarkets might consider lessening their email communication too.

Clear and logical

side, but the way you have connected and communicated with all of your stakeholders

and

the

supportive

behaviours you demonstrate now will be much more lasting. It’s likely that we’ll all remember Jason Leitch long after he stops appearing regularly on our screens. Communicating your businesses flexibility now may be a signiﬁcant contributing factor for your business survival and how it is perceived for years to come. Disney broke the hearts of children (and parents) around the world when they

Jason Leitch BDS, DDS, FDS, RCS, FDSRC, FDSRCPSG, FRCS, MPH – he has more than an alphabet of letters after his name and he’ll undoubtedly talk jargon with the best of them, yet he speaks clearly and plainly to the masses. Don’t hide behind very formal language in your communication, especially if the recipients may have English as a second language. Ditch phrases which clutter and don’t add to your message – examples include: ‘in reference to’, ‘is intended to’, ‘the fact of the matter’, ‘as relates to’, ‘at this time’.

closed without warning. They will need to be ‘more Jason’ and inform and educate when they attempt to reopen. I suspect that Britannia Hotels could have done with a word from Jason on how to let their Coylumbridge employees go without

Non Covid-19 communication

a national backlash.

Despite Covid-19, your business goes on. You don’t have to suspend all of your planned communications. Even Jason Leitch is ﬁnding time to communicate his love of football during the pandemic on BBC Radio Scotland’s Off The Ball programme.

Before communicating your way through

Communicate facts and reassurance for the long term

would Jason say?” 

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Covid, ask yourself not: “What would Beyoncé do?” Instead, ask yourself: “What

Summer 2020 www.business-now.co.uk

COMMUNICATION

Identify solutions

ENVIRONMENT

Careless Recycling Leading to MORE Rubbish in Landfill Confusion over what can go where also a factor in adding to general waste New research* from sustainable packaging leader DS Smith has showed that the average Brit gets through 242 plastic bottles, 109 coffee cups and 209 crisp packets each year. Brits will also bin 378 snack wrappers, 251 cans, and 374 cardboard boxes or paper packets annually. The study also found it is not just food and drink packaging piling up, as the UK will collectively throw away 468 million spray bottles from cleaning products and 520 million shampoo bottles every year. The ﬁgures also show that 83% of Brits are not clear which of these types of items can and cannot be recycled. Indeed, the average Brit admits to throwing 30% of their recyclable material into general waste, potentially costing the economy more than £95 million each year. This lack of clarity has not gone unnoticed, as DS Smith has announced its ‘Circular Design Principles’ to help companies design reuse and recyclability into their packaging so that it becomes easier for customers to become part of a circular economy. The principles have been developed in collaboration with the Ellen MacArthur Foundation, a global thought leader on the circular economy.

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Risk-averse recycling The ﬁgures show that when unsure about whether a package can be recycled, over four in ten (44%) Brits say they prefer to ‘play it safe’ and place their packets in the general waste bin. A total of 56% of Brits admitted that they had put things in general waste they thought could be recycled, with 32% of these saying they did so because the label was unclear. Experts at leading sustainability packaging brand DS Smith have labelled these people ‘risk-averse recyclers’ and highlighted that their desire to not contaminate recycling waste could mean that 2.6 million tonnes of recyclable materials could be going to landﬁll each year. Stefano Rossi, DS Smith Packaging CEO, said: “There is an undeniable desire from the public to help with the climate crisis, but a lot of packaging is still not recyclable, and people are confused about what packaging goes into which bin. “We have launched our ‘Circular Design Principles’ to help companies evolve to meet the needs of the public. By introducing this set of principles, we can design for recyclability, design out waste and pollution, create packaging suited to

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a circular economy and make it easier to provide labelling to help consumers recycle more.”

Wish-cyclers At the other end of the spectrum are ‘wish-cyclers’: the 30% of people who, faced with uncertainty over whether their boxes, bottles and containers can be recycled, put them in the recycling bin and hope for the best. More than half (51%) admitted to putting things in the recycling that cannot be recycled and, among those, 44% said it was because they did not know where else it should go, and 21% because they were hopeful the packaging would get a second chance and recyclers would put it in the right bin. More than a third (37%) said that they have even put something in the recycling bin that still has food and drink on it – which will contaminate the recycling. Some of this could be attributed to laziness: 16% have put general waste into the recycling because it was easier and more than a quarter (27%) have done so because they were not paying attention. What is more, around a ﬁfth (19%) of Brits confessed that they rarely or never check labels before putting an item in the recycling.

A lack of clarity However, what is clear is both wish-cyclers and risk-averse recyclers are suffering from the same core problems – unclear recycling rules and unclear recycling information on packaging. More than half of all those surveyed said the recycling information on packaging is unclear (56%) and almost a third (32%) said there was no clear recycling label to follow. Further to this, a ﬁfth (21%) reported that they are uncertain about the recycling rules where they live, with a similar number (23%) admitting they do not know which recycling bins to put rubbish in in the ﬁrst place.

30% AVERAGE ANNUAL WASTE FOR A BRIT:

Snack wrappers ........................................................................ 378 Cardboard packaging ............................................................... 374 Plastic wrapping around things like meat, fruit, vegetables etc .... 358 Post/junk mail .......................................................................... 349 Plastic trays for things like meat, vegetables, fruit punnets, tray of biscuits etc ................................................................... 317 Corrugated cardboard packaging/larger cardboard boxes ............ 260 Drinks cans .............................................................................. 251 Plastic bottles .......................................................................... 242 Plastic yoghurt pots/pudding pots ............................................. 241 Magazines/newspapers ............................................................. 214 Glass bottles/jars ..................................................................... 215 Foil crisp packets...................................................................... 209 Single-use coffee cup ............................................................... 109 Drinks cartons/Tetra Paks for juice/milk etc ............................... 195 Cardboard tubes ......................................................................... 20 Shampoo/condition bottles .........................................................10 Cleaning clothes/sponges ...........................................................10 Body wash soap bottles.................................................................9 Cleaning product spray bottles ......................................................9 Tubes of toothpaste ......................................................................9 Toothbrushes ...............................................................................6

* OnePoll/research based on a survey of 2,000 UK adults between 22 February 2020 and 2 March 2020 Notes from DS Smith on ‘Calculating the Cost of Confusion’: Research from the OnePoll survey was used to find an estimate of the percentage of waste that can be recycled which consumers actually throw away – which therefore ends up in landfill or is incinerated. Statistics from Defra were then utilised to find how much dry household recycling is recycled. From these two statistics, it was possible to calculate how many tonnes of materials which could be recycled are sent to landfill or incinerated. Using the Defra statistics, it could be determined the percentage split of different recyclable materials within household recycling. This was then applied to the recyclable materials which are sent to landfill to get the amounts of each type of material which could be recycled which are sent to landfill or incinerated. Average costs for Jan-March 2020 (taken from Let’s Recycle) were then used to put a cost to the number of tonnes of each type of recyclable waste. These were added together to get the total. Please note, this figure is a conservative estimate and is based on the following assumptions: For each type of recycling, the most common type of that material was taken, using the cheaper cost per tonne where applicable, i.e.: • For glass, the cost for mixed glass • For metals, the cost for steel cans • For plastics, the cost for mixed plastics • For textiles, the cost for textile banks • For waste paper, the cost for old KLS Where applicable, all costs quoted were for domestic prices. 

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FEATURE

Ayming Publishes Blueprint for Combating Climate Emergency Industrial-scale business research and innovation required to turn tide of global environmental damage

The Ayming Institute, the think tank from the international business performance consultancy Ayming, has published Profit & Planet. The book outlines the crucial role that innovation and technology will play in making companies more sustainable to combat climate change. Authors Fabien Mathieu and Gilles Vermot Desroches explain that investing in sustainable development is the only financially viable solution in the long term. Whether it is renewable energies, sustainable materials or efficient waste recycling, many solutions exist to overcome the current deadlock. However, they need more funding from the private sector to thrive and become economically practical. The analysis is based on the observation that we do not have to choose between profit and the future of the planet – contrarily, if allocated responsibly, corporate profitability can save our planet. Fabien Mathieu commented: “For more than a decade, scientists have been urging states to carry out a major

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transformation to avoid a major climate disaster. Evidence of large-scale environmental disruption is striking – from gas masks for schoolchildren in Delhi to fires in Australia – and yet the government seems powerless. Therefore, despite being presented as the embodiment of the problem, industry is our only hope. In Profit & Planet, we argue that the only realistic way to address environmental challenges is to promote business innovation and entrepreneurism. The challenges laid out in this book concern us all. It’s not just about business, but about the planet, about citizens – and about our future.” Mark Smith, partner of innovation incentives UK, added: “You don’t have to look hard to see that things need to change, and fast. Backed by government incentives, business will have to play a large role in both cleaning up our planet and making our economic model more sustainable. The solutions are there, they just need finding. Those businesses who recognise the fact that sustainable products are rapidly becoming an economic necessity will be best placed to succeed in the years to come.” 

Diversification could be key to survival in post-Covid-19 business landscape Dame Sharon White, the chairman of the John Lewis Partnership, is currently looking at new retail opportunities beyond the department store and Waitrose food halls. This is as sales across the group are predicted to drop by 35% in 2020 under a worstcase scenario forecast, and 14,000 staff were furloughed during the first two months of lockdown. Many retailers have looked towards a diversification of their service offering in order to remain competitive during periods of crisis – such as the current Covid-19 pandemic – and Dame Sharon has identified the service industry to help make her instore offering ‘Amazon-proof’. However, there are a number of things that SMEs and other businesses can learn from the retail and food giants. Reece Tomlinson, CEO and founder of RWT Growth – financial advisers for the global SME arena – has given his thoughts on why this could be the time for businesses to start metamorphosing: “This period of history is showing the economy where there is bloat, waste and unnecessary effort spent. Many businesses have laid off or furloughed potentially thousands of staff as other, seemingly less skilled workers, thrive as essential or key workers.

For some sectors and business leaders in those spaces, now is the time to future-proof their service offering against disruptive events and crises. “For retailers, those who did not have an e-commerce arm pre-Covid-19 should be engaging that portion of the business rapidly, using new digital marketing techniques and sales events to move with the new direction of the economy. Many traditional businesses may have been reluctant to invest in new services or processes but, post-Covid-19, the economy will truly enter the fourth industrial revolution. “Businesses that do not use this opportunity to re-assess their business model and plan for, quite literally, every eventuality will find the market incredibly difficult to navigate in the coming months and years. We may even see some larger businesses begin to swallow up seemingly unrelated companies to diversify their offering; spreading their bets almost. Covid-19 will be a marked period in the history of the world’s economy in terms of evolution and diversification against future fiscal disruptive events.” 

WE’VE BEEN HANDLING REMOVALS & STORAGE LONGER THAN MOST SINCE 1498. • • • •

Local, National & International Domestic & Commercial Removals Storage Part Load Services

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FEATURE

The Metamorphosis of British Business

COFFEE WITH...

I began by asking Jim how Aberdeenshire Council is helping to lessen the negative impact of the virus on local businesses. Jim responded: “Clearly coronavirus has had a huge impact on everyone in the area but, for us, it’s about looking forward at a time when so much is very fluid. So, we have created a new strapline, ‘Build Back Better’*, which epitomises our thinking. “From a local business viewpoint – prior to lockdown, at the council budget meeting on 18 March, we reversed many cuts to balance the books, ensuring assistance to businesses and the community. Previously installed digital investments kicked in allowing nearly 4000 personnel to work from home and volunteers offered to assist with projects. We created community resilience funds and implemented government grants with over 3000 applications for more than £30 million. “For children no longer at school, we began educating pupils at home through e-learning and ensured the town regeneration funds remained in place with programmes to support jobs. I must also say post-lockdown support is also in place via Business Gateway and the Chamber of Commerce.”

With spectacular scenery, lovely beaches, a whisky trail and rugged coastline, Aberdeenshire has so much to attract visiting tourists. Is there a plan in place to entice the domestic market to the area when the lockdown is lifted?**

Coffee with…

Jim Gifford BUSINESS NOW’s editor caught up with the head of Aberdeenshire Council for a socially distanced chat… In these strange times it is amazing how adaptable we have become. Never did I think when writing previous ‘Coffee with’ articles that we would be ‘isolating’ and a chat over coffee would be held courtesy of Zoom. My host and coffee-sipping virtual companion on this occasion is Jim Gifford, head of Aberdeenshire Council and an all-round great bloke! I was keen to ﬁnd out from Jim how Covid-19 has impacted on the North East and what the immediate future holds.

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“This is a bit of a double-edged sword! When lockdown is lifted everything must be done safely from both sides – for visitors to the area and for those businesses providing a service. There is a long-term plan in place and signed off via VisitAberdeen, which will be put in place when the time is right and apply to both the day tripper and the longerstay visitor. “There are some businesses supporting this part of the economy that have fallen through the cracks but measures are in place to rectify this and give assistance. Furlough support may be different for worst affected sectors of this industry, and opening up the tourism business may well happen at different stages with huge logistical challenges.”

It can be a bit of a conundrum for sole traders and small businesses knowing what assistance is on offer. Do you think they understand what is available in grants, loans and hardship funds? “Our website is very clear on this point, and businesses should know the support and assistance available now. We also ensure the site is updated as new measures become available. If anyone is unsure, then just give us a call.”

The coronavirus has undoubtedly been a tragic period in our history and our lifestyles may never be the same again. Are there any positives to come from this horrendous pandemic? “It never ceases to amaze me how resilient people are at times like this. We seem to have the mindset to adapt quickly in these situations. We now have an infrastructure to enable 4000 staff to work remotely with, potentially, a reduction of the amount of workspace required by them doing this. We have a group of volunteers and an assistance hub to enable some services to continue. “Moreover, we have the opportunity to do things differently and achieve the same or sometimes a better outcome. We question things that previously may have been taken for granted as a normal process, the outcome of which will change and never be done as it was before. There is also an opportunity, going forward, to reduce the carbon footprint with face-to-face meetings not necessary now that digital options have been proven to be equally as efﬁcient.”

To change the theme for a moment. What impact has the AWPR had on Aberdeenshire towns? “It seems that, although no official survey has been completed yet, it is proving hugely successful. Drivers are benefiting from shorter drive times with less fuel usage, which can only be great for the environment. Also, air quality in areas such as the harbour has been improved and congestion at the Haudagain roundabout has much improved even before the infrastructure changes. “The only downside has been the increase of traffic on the A944, which was anticipated, but new traffic lights are being installed to ease the congestion. Did you know Aberdeen City and Shire are the only two councils in the country asked to contribute to the development of trunk road improvements, with each council contributing £75 million?”

Dare I mention the oil industry?! Will it ever return to ‘normal’? “The massive improvements since the 2014 oil price crash look to have evaporated. The spat between Saudi Arabia and Russia at the beginning of lockdown drove the price of oil down, with the America futures market reaching negative oil prices. Brent has recovered to around $40 per barrel but, post Covid-19, who knows where the economics will be and how the industry will cope? “The region relies less now on the oil-and-gas industry than it did earlier in the decade, which will help recovery and oil-and-gas tech centre funding is secure going forward. Climate change issues will accelerate to achieve net-zero emissions and more progress will be made with the renewables sector. The City Region Deal is only 3½ years into a 10-year programme, which will continue and help develop the region despite this pandemic.”

“It never ceases to amaze me how resilient people are at times like this”

So, just to ﬁnish Jim… There has been a fair bit in the press lately about your role in the council. Can you please explain? “Yes –it has been unfortunate to say the least, with everything that’s going on at the moment, but that’s the joys of local politics. “The Conservative group on the council held a delayed AGM and I lost a vote to be leader of that group. That started a series of events that led me to resign from the Conservative group and I now sit as an independent councillor – but still aligned to the administration of the council. That was my primary consideration through all of this – to ensure the stability of the administration and of the council as we try and navigate our way through all the challenges that face us right now. “Since then, three other Conservative councillors have resigned from the Conservative group and from the party, and are now also sitting as aligned independent councillors in the administration. “For the avoidance of any doubt, I am still leader of the council and will be until 19 November when a meeting of Aberdeenshire council may decide otherwise. Until then, I have a job to do and I will try to do that to the best of my ability as I always have.”

Having drained our coffee, I bade farewell to my virtual host, invigorated after our chat and in awe of the optimism he radiated. To me, Jim epitomised the northeast folk’s ability to make the best out of a crisis and left me comforted that, after this terrible period in we might be scathed, we’ll be stronger.  * ‘Build Back Better’ is a theme that is being used across many organisations as part of their post-pandemic plans. ** At time of going to press, the Scottish Government had set 15 July as a potential date for the resumption of operations in the tourism industry.

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FEATURE

Living in an Upside-Down House The impact of Covid-19 on the lettings and sales market, by Laura Mearns Our world, our businesses, our homes and our lives have been turned upside down in recent months. We have found ourselves relying on the power of the government to guide us, the power of technology to carry out our daily tasks and run our businesses successfully, and the power of the NHS and our homes to keep us safe and save lives during such a challenging period for all. Covid-19 has had a signiﬁcant impact on the housing market with house moves during lockdown only being permitted where absolutely necessary; i.e. to avoid homelessness. Back in March 2020, we had no idea what lay ahead but being ‘proactive’ and ‘communicating’ were the key phrases that kept bubbling to the surface of any meeting and have helped to ensure the survival of many lettings and estate agents across the country.

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Working literally around the clock, the team at Northwood have strived to exceed clients’ and prospective clients’ expectations. Business continues remotely, albeit in line with government guidelines. We have adapted our services and we have been offering virtual valuations and virtual viewings since lockdown began back in March. One of our biggest and most challenging roles over the last three months has been providing a mediation service to both landlords and tenants. The stories we have listened to and the compassion we have seen has on occasions brought the team to tears. The government has encouraged landlords, tenants, agents, homeowners and buyers to work together during these unprecedented times and we have both witnessed, and facilitated, exactly that.

SECTION HEADER Market insights during lockdown Lockdown has given individuals and families time to reflect on current housing arrangements, but do they tick all the boxes? As a result of more downtime (for some, not all!) and more time to reflect, we have experienced positive engagement in both the sales and lettings market as we continue to receive positive levels of enquiries, providing us with an opportunity to discuss individuals’ needs and assist many with their house move preparations as restrictions begin to ease. Time to reflect has created more planning time, and good planning only results in one outcome – a positive one! On the more challenging front, many sales transactions have been delayed as they were not deemed ‘necessary’ house moves during the pandemic, and we have seen property stock in the lettings market increase due to many tenants changing their living arrangements and moving out of rented accommodation to cope with the ﬁnancial impact of Covid-19. We have also seen the introduction of the coronavirus bill which has temporarily changed the eviction procedures for landlords during the pandemic.

Looking to the future? Operating our lettings and estate agency remotely has opened many doors for the future and has made Northwood contemplate how we will do business in the future. Phase 2 of the government road map will see the opening up of the housing market while adhering to social distancing rules and government guidelines.

What does this mean? Lettings and estate agents will be able to go about their day-to-day tasks and successfully sell and let properties, albeit the government are encouraging individuals and agents only to visit properties where absolutely necessary. Continuing with virtual valuations and virtual viewings will be the new norm in the coming weeks and months. Similar to England, Scotland anticipates a surge in enquiry levels in the coming weeks and we are ready to respond to what is likely to be one of the busiest periods on record. My advice to anyone looking to sell or rent out their property is to take action now to ensure you are ready for the surge in activity that is predicted. The impact of Covid-19 on the housing market will take time to filter through, and the biggest challenge will be when the government support comes to an end later this year. The impact this will have on individuals’ incomes will in turn impact on rental values and sales achievable. Overall the speed of recovery of the housing market will depend on employment levels post lockdown, the availability of mortgages and overall confidence in the market. At Northwood our door is always open for advice and a friendly chat, which will be even more important in the coming weeks and months as we all try to climb out of this upside-down situation we find ourselves in. For further advice regarding letting or selling your property, the Northwood Team can be contacted on 01224 218450 or email us at: aberdeen@northwooduk.com 

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Northwood – Over & Above

BUSINESS COMMUNITY

BGF Donates £12,500 to Befriend a Child Investors also help support local and national charities and institutions with time and services

Shire are in desperate need of support. “The donation will be used to fund our befriending programme, which supports children and young people growing up in difﬁcult circumstances by matching them with a volunteer befriender who acts as a positive role model and trusted friend. “We have had to adapt to a very different way of life over the last few months. Through the coronavirus pandemic we have been continuing to provide support to over 160 local children, young people and families. Although volunteers and children have not been able to meet up face to face, they have been making contact through telephone and video calls, email and letter writing. “Volunteers have been creating care and activity packages for their befriendees, and they are using so many creative ways to connect with their young person,

BGF, the UK and Ireland’s most active investor, is donating £12,500 to Aberdeen-based charity Befriend a Child to help it deal with the impact of the coronavirus pandemic. The donation is part of group-wide donation of £100,000 BGF is making to support eight community-based charities across the UK and Ireland. Befriend a Child supports children growing up in difficult life circumstances across Aberdeen and Aberdeenshire, helping them to achieve their full potential and develop into confident and competent young adults. A recent report by Deloitte said that there could potentially be up to 8,000 local children whose circumstances indicate they might benefit from support from Befriend a Child. Mike Sibson (pictured), head of BGF’s Aberdeen office, said: “As part of BGF’s charity initiatives, we are very pleased to be supporting local charities across the UK and Ireland given the unprecedented difficulties they face at this time. “It is estimated that fundraising for UK charities might fall by as much as 40% in 2020, which will put a significant strain on resources. BGF, with the support of our shareholders, is in the fortunate position of being able to provide charitable donations to help some of those in need.

all of which are making a huge difference during these challenging times.” Many of BGF’s portfolio companies have taken a lead in responding to calls for support during the current situation. They

include

consultancy

Aberdeen-based

Inoapps

which

worked

overnight, free of charge, to get NHS Shared

Services

Scotland’s

nurse

registration database set up so that it could be accessed remotely by employees working from home. Another BGF portfolio company, Westhillbased caterer Entier donated hundreds of meals to staff working in the NHS Anchor ward at Aberdeen Royal Inﬁrmary.

“Befriend a Child provides invaluable support to some of the most vulnerable children and young people in our region and, given these challenging times, it is vitally important that this help can continue. We know our donation is going towards a great local cause and we look forward to developing an ongoing partnership with them.”

Mike said: “We have strong relationships

Sarah Misra, chief executive ofﬁcer of Befriend a Child, said: “We are absolutely delighted to have been chosen as BGF’s Scottish charity partner this year. The news comes at a time when, more than ever, many children and young people across Aberdeen City and

right across the portfolio, are making a

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with all the businesses in our portfolio and we are incredibly proud that the actions of these companies, and others real difference to the lives of so many people at this time.” 

BUSINESS COMMUNITY

Coronavirus-hit Aberdeen Charities Receive £300,000 Kiltwalk Funding Boost 100% top-up from The Hunter Foundation will help those most in need More than 150 charities in the North East struggling amid the coronavirus crisis have shared in a much-needed £300,000 cash lifeline, thanks to the Aberdeen Kiltwalk. Despite the postponement of the event following the pandemic lockdown, generous Aberdeen and north-east Kiltwalkers raised £150,000 after organisers urged the 1,300 registered walkers to keep fundraising if they could for local charities. Moments after the fundraising deadline of midnight on Tuesday 5 May, Sir Tom Hunter announced that The Hunter Foundation, instead of adding 50% to walkers’ funds, was adding 100% – doubling the funds each Aberdeen Kiltwalker has raised. This added an extra £150,000 and delivered a total of £300,000 to 155 charities across the Grampian region. The generous uplift by The Hunter Foundation follows its 100% top-up of the Glasgow Kiltwalk, which was also postponed. Glasgow Kiltwalkers saw their fundraising of £733,000 double to £1.47 million for 540 charities in Glasgow and the West of Scotland. Sir Tom said: “Charities across Scotland are in crisis. At a time when they are facing severe ﬁnancial difﬁculty many are dealing with unprecedented demand for their services. If they don’t receive the funding they need to continue operating, the

consequences for our most vulnerable people will be devastating. It really doesn’t bear thinking about. “I am incredibly proud of our kind-hearted Kiltwalk community in Aberdeen and the North East, who have continued to raise £150,000 in very challenging circumstances. They are true heroes and it is an honour for The Hunter Foundation to match fund every penny they have raised. “My message to Scotland’s Kiltwalk community today is: We have your back and we will be back.” Kiltwalk chief executive Paul Cooney said: “The coronavirus outbreak has caused severe financial hardship for charities, and that means many of the most vulnerable people in our society are suffering. Our Kiltwalkers have shown unbelievable spirit and generosity and we’d like to thank every one of our fundraisers and The Hunter Foundation for their outstanding support.” One of the biggest beneficiaries is the children’s hospice charity, CHAS. Head of community fundraising Sarah Secombes said: “The Kiltwalk is a hugely significant event in the CHAS calendar and we are so grateful to all our fantastic supporters who do so much to help children with life-shortening conditions and their families.” 

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BUSINESS COMMUNITY

EV Private Equity Launch Charitable Initiative Local organisations benefit from company’s support in challenging times Aberdeen-based private equity firm, EV Private Equity, has announced the launch of the EV Private Equity Charitable Initiative, which has seen the firm donate much-needed funds, as well as the team’s time and business skills, to support local Aberdeen charities. The annual initiative will benefit local charities based within the areas in which the firm operates – including Aberdeen, Stavanger and Houston – in addition to charities located in emerging market countries, such as the Philippines. In the first round of donations, EV Private Equity has donated a total of £2,000 split across four Aberdeen-based charities to support them during this particularly challenging time, as many not-for-profit organisations struggle to deliver services due to enforced shop closures and cancelled fundraising events. The donation was split equally between Aber Necessities, Aberdeen Cyrenians, The New Arc and Mental Health Aberdeen (MHA). Commenting on the donation, Emma Bellu, fundraising manager at Aberdeen Cyrenians, said: “Life can challenge us all – bereavement, mental illness, job loss, and ill health can tip the balance and begin a downward spiral. Aberdeen Cyrenians has been tackling homelessness for over 50 years, and now more than ever is our support and assistance needed to anyone experiencing crisis.

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“In response to Covid-19 we have re-designed our Direct Access services, working with partners to create AC2U: delivering support to vulnerable people isolated in Aberdeen. We’re delivering cooked food for people without a cooker; food parcels to those in poverty and self-isolating; warm clothes and blankets for those unable to top up their heating credit; and baby items for vulnerable single parents. “We also continue to run our other support services remotely so that no one is left trapped in isolation with their abuser, supporting people to find a safe place to stay. We couldn’t help those in need without the support of businesses like EV Private Equity, and we are particularly grateful for the contribution during this challenging and uncertain time.” Helge Tveit (pictured), EV Private Equity managing partner, commented: “The launch of our new charitable initiative is in line with EV Private Equity’s wider commitment to not only look after the environment by backing technology businesses that reduce greenhouse gas emissions, but also supporting the local communities in which we operate. “Our first round of donations comes at a particularly difficult time for local charities as they face new pressures to continue providing help to those in need and delivering vital services, under particularly challenging conditions. “In addition to the funds, our team will also offer time and expertise to support the charities. We are glad that we are in a fortunate position to give back, and encourage others to do so where they can.” 

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BUSINESS COMMUNITY

Special Thank-You at Inchmarlo

Residents and homeowners show their appreciation for public’s support for lockdown Homeowners and care home residents at Inchmarlo Retirement Village, near Banchory on Royal Deeside, used the occasion of ‘Clap for Carers’* to share their own special thank-you. They gathered in the care home’s sensory garden and outside their own homes within the 100-acre estate on Thursday 28 May to pay tribute to all of the Inchmarlo staff who look after them. They also thanked the public for staying at home during lockdown to help keep them safe during the pandemic. Commenting on the events, Julie Mackenzie, the director and general

manager of Inchmarlo, said: “It is thanks to every single person who has stayed at home and socially distanced that we at Inchmarlo have managed to stay safe during this pandemic. Whilst we take one day at a time and never take anything for granted, this applause recognises the efforts of many people within and outwith our community. They are all colours of wonderful and we salute them all.” Inchmarlo founder, Professor Charles Skene CBE added: “Since we opened in 1986, a very special environment has been created at Inchmarlo and this event is a timely reminder of the spirit of the place, and its people – staff, residents, homeowners, families and friends. Each and every one of them has contributed in a valuable way during this lockdown and we are grateful to them all for their ongoing support.” Homeowner Phil Allen said: “The residents of the Inchmarlo Retirement Village feel part of the Inchmarlo community and so are grateful for the efforts by Julie and all her staff in keeping their clients safe and happy. This includes everybody – not only the nursing and care staff but also catering, cleaning, security, administration, and everyone else. “Homeowners beneﬁt directly from support including things like meal deliveries, information and assistance from community liaison staff and great work by our gardeners who have maintained the grounds so beautifully. The result is that we could not ﬁnd ourselves in a better place during a crisis.” 

* Thursday 28 May 2020 was putatively the last such occurrence of ‘Clap for Carers’ at the behest of the original organiser.

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HOSPITALITY

Managed Reopenings and Social Distancing Challenges Ahead By Stephen Gow, general manager of The Chester Hotel Aberdeen & The Chester Residence in Edinburgh The life of a hotelier always has been one of adapting to change. Nothing stays the same for long – if it did, then the nobility would still be staying in monasteries around the country when they travelled, and we’d all still be queuing for the bathroom at the end of the hall in a hotel. In recent years, the hospitality industry ‘disrupters’ have been in the shape of online travel agents such as Booking.com and Expedia, and the rise of Airbnb. It’s somewhat ironic that these disruptors are now, themselves, being ‘disrupted’. You may think that the shutting of hotels in March was the greatest adjustment that hotels will ever have to make, but it’s the period beyond lockdown which will frame the shape of the hospitality of the future. The sector historically thrives on challenges. In the words of T S Elliot: “If you aren’t in over your head, how do you know how tall you are?” We are all about to find out just how tall we all are. Hoteliers across the globe are assessing how they will manage reopening – how to comply with physical distancing in the workplace. We have already begun the conversation on how to respond, reset, restart and recover with our business community and our trade associations. Businesses are already learning about safe working with physical distancing in place, showing how effectively they can adapt and change their business models. Easing restrictions which will allow hotels, restaurants and bars to reopen will be subject to both statutory regulation and best practice. It’s likely this will require us to maintain two-metre distancing for both our guests and team members and limiting the number of people that can access a bar, restaurant or banqueting suite at any one time. There may well be limits on numbers attending ‘mass gatherings’ that prevent dinners, dances, weddings, awards ceremonies and conferences taking place. The indications are that this could go on for some time, so this may affect everyone’s Christmas and New Year events and celebrations. In terms of our hotel in Aberdeen – The Chester Hotel, the large outside areas to the front of the hotel will be a bonus. Professor Van Tam, the deputy chief medical officer for England, stated in a recent government briefing that it is safer to be outside because of the natural ventilation. However, there will still be challenges for us in the delivery of food and drinks in a safe manner. There is little doubt we will reopen in a phased manner and this is what the public should expect when responsible businesses reopen. There will be changes to be made in all hotel departments. Our reception team will be working behind plastic screens to ensure the safety of both them and our guests. Reservations will have to be prepaid and credit card details left to be charged for any extras. For hotels using keys and key cards, these will be available for collection – preprogrammed, disinfected and placed in an envelope for guests. Many hotels, like ours, will not be able to accept cash payments, therefore becoming cashless.

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Guests will be asked to confirm that they have not exhibited any signs of Covid-19 in the previous 14 days. Unfortunately, if they have, we will not be able to accommodate them. On arrival at reception, guests will be required to sanitise their hands and may also be temperature checked and, if the temperature is above 38ºC, sadly it’s likely that they will not be able to stay. Hotel housekeeping standards in fourstar silver-rated hotels like ours have always been high, but new ones will undoubtedly apply. It could be that a new form of ‘clean certification’ is introduced as is already happening, for example, in Singapore. Rooms will have been thoroughly cleaned according to the standards laid out by the government for non-medical accommodation, but it’s likely that rooms will only be serviced if you are staying for more than two nights with additional towels being placed in the rooms along with extra tea and coffee. Social distancing means that rooming guests by accompanying them to their rooms won’t be possible. Until social distancing measures are relaxed, you may be directed to your room, but not taken there. Guests will be encouraged to order room service and contact-free breakfasts, with only a limited hot offering. Reopening hotel restaurants and bars will be equally challenging. For example, on reopening, we will only offer bar food throughout the hotel and this will be by pre-booking tables only. We will not be able to take walk-in bookings in order to best manage the numbers of diners at one time. Bookings will be confirmed by credit card and tables will be required back after one and half hours so that we can offer more people the chance to dine.

SECTION HEADER

As with arrival at reception, diners will be required to sanitise hands on arrival and may be temperature checked, with access being denied for readings above 38ºC or any obvious signs of Covid-19 symptoms. The bar trade is well used to ensuring responsible drinking on their premises, but there will be new incarnations of this. Individuals are likely to be refused access if we feel they have had too much to drink on arrival to protect staff. The atmosphere will change wherever you go socially for the foreseeable future, as there will be fewer tables and chairs in all bars, cafés and restaurants to observe correct social distancing. You may find that menus will be more restrictive, with fewer dishes than normal. This is so that kitchens can ensure that the menu can be produced in a safe manner and delivered by a limited number of team members to ensure each of them and each guest is kept safe. We’re currently looking into how we can use the menus, drinks and wine lists on our website for guests to browse rather than handing them a printed menu, and we’ll be taking orders via a handheld electronic device. There will be limits and these will be more draconian than ever before in a social situation. Guests may be limited to three alcoholic drinks or a bottle of wine between two people. This is so that we can prevent any staff being in a situation where they have to accompany any guests whose behaviour turns rowdy after a considerable volume of alcohol. Tables will be sanitised after each use and will be allocated only on a pre-booked reservation. To avoid overcrowding, it’s likely that eateries will be able to accept requests for a particular table. Cutlery will be sanitised before it’s placed on the table, and all napkins and condiments will be disposable rather than in cruets or dishes to avoid them being handled by multiple people. The hospitality trade is also looking at ways to restrict the interaction that guests and staff have – which is anathema to an industry based on high levels of personal service. In order to reduce the amount of social interaction guests may be asked to indicate when they require service, rather than staff making regular visits to a table to see if anything further is required. In order to ensure as little contact as possible, food and drink may be delivered to a service point and guests will be asked to take their food from there to their table. As with all areas of our hotel, all of our transactions will be cashless. For hotels with a significant banqueting offering, when and how to recommence events where up to 300 people gather in the same room is even more challenging. There’s likely to be little appetite from individuals to meet in such a group size and it’s hard to see how dinner dances could operate with social distancing on the dance floor. It’s for this reason that we’ve taken the decision at the Chester Hotel to suspend all of our banqueting when the hotel initially opens. Hospitality is a service industry – and that’s why most of us entered the sector in the first place. It’s going to be hard for us to give up – even temporarily – our usual way of working. But it’s not just going to be down to hotel staff around the globe to make this work. If the public wants its hotels, restaurants, pubs and cafés to remain there for them in the short and long term, it’s going to be a partnership effort.  www.chester-hotel.com and www.chester-residence.com

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HOSPITALITY

Socially Distanced Cinema, Raves, Comedy & More Three of the UK’s biggest dance music promoters have partnered up to launch Drive In Events

As we begin the easing of lockdown it has become clear that social distancing will still exist for many months into the future – leaving both those who enjoy culture and events and those who work in it without part of the fabric of their lives. The prospect of the summer without theatres, music festivals, cinemas, standup comedy and nightclubs has led to both artists and promoters needing to reinvent themselves with many moving online to the world of virtual streams. However, three promoters – Tom Ketley of FLY Open Air, Scotland; Steffan Chelland of Time Warp, Bristol; and Richard Ince of Woodland Dance Project, UK – believe that they have a better solution and Drive In Events is set to offer safe and socially distanced entertainment across the UK – including Edinburgh, Bristol, Glasgow, Leeds, London, Cardiff, Aberdeen, Nottingham, Oxford and Newcastle. As far back as 1910, drive-in events have occurred. Though famously credited to Richard Hollingshead who patented the concept in 1933 to accommodate those for whom cinema seats were too small, this form of drive-in gathering is proving ideal for the current Covid-19 context, with music and cinema events starting to take off in Europe. Tom Ketley from FLY, which produces FLY Open Air music festivals in unique

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locations in Scotland, is part of the team behind the new idea. Tom said: “Drive In Events could be a massive safe success story and we have plans to roll this out across the UK – bringing high quality entertainment to people while ensuring strict social distancing.” Co-promoter, Steffan Chelland runs Bristol-based Time Warp events which produces a host of shows across the country, including the 26-city Disco Wonderland Tour. Steffan added: “Our aim is to bring back a sense of normality in a climate of uncertainty. It’s been difﬁcult for not only the music industry itself but the average person has lost their sense of weekend release, be that music events, live shows or just socialising with your friends - we are trying to build a safe bridge back to this.” With the loss of the Edinburgh Fringe Festival, Drive In Events could offer Drive In Comedy throughout the whole month of August, as well as Drive In Cinema for families, Drive In Raves for young people and Drive In Concerts for live music fans. There are a great number of safety precautions that each show will have to meet but, from initial discussions with venues, the police, and relevant local councils, the team believe that this will be

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a valuable solution to boost everyone’s mental health. Two free car places will be available to NHS workers at each performance. Tom commented: “People need something to look forward to, they need access to social interaction and entertainment. Many people who have been in lockdown on their own are suffering with mental health problems and, once lockdown laws are eased, the government will need to ensure there is not a mass free-for-all with people descending into crammed pubs and then a second wave of the virus to hit. I cannot see how socially distanced drinking culture can exist safely.” The team are looking at how successful events in Germany and Denmark have occurred and working with the venues to ensure that safety and social distancing measures are ensured so that there is no additional pressure to front line workers. Tom continued: “One of the venues that we are in discussion with is Scotland’s ﬁnest stately home – Hopetoun House. It would offer a fantastic backdrop and we are looking to programme a wide range of entertainment for people of all ages. As the timings of when this will be possible become clearer, we will release information on events and tickets.” 

HOSPITALITY

Hospitality Contingency Plans Needed Adapting to a post-pandemic landscape as lockdown restrictions ease With the UK government having stated that pubs, bars and restaurants will be the last of the sectors to reopen following the Covid-19 pandemic, it is vital to consider what this means for the hospitality sector as they look for a return to normality once the lockdown eases and how the sector as a whole will look to cope within the context of an extended shutdown. As it stands, at the top of everyone’s post-coronavirus todo list is being able to meet up with friends and families, or celebrate weddings, birthdays and anniversaries that have been postponed until a later date. The hospitality sector, which makes up the lion’s share of the UK’s 3.2 million small businesses, is doing its best to hold out for when that time comes and when the 70,000 pubs, restaurants and bars currently shut will be able to open their doors. The news from the government puts the sector in an even more compromising position as the ones that will suffer the worst from the outbreak with extended closure periods – meaning they will need further contingency plans in place to help support them in comparison to other sectors.

Surge then drop: While the bars are likely to be packed once the extended lockdown is over, many in the sector are also anticipating a drop early next year given that so many people have been ﬁnancially affected by the crisis. Eating out and taking holidays will likely be luxuries people cut back on.

Length of closures: At the top of many people’s list is the hope of attending social gatherings, especially in restaurants, bars and hotels, but with the government announcing that the sector will be last to reopen, the impact of this will be felt heavily on both business owners, employees and customers. A number of plans should be put in place to support the sector in the long term and not just short term as previously outlined.

Impact on tourism: A lack of inbound tourism is expected – certain establishments began to struggle as early as January when the outbreak started to take hold in China. The flip side to this is that this might lead to many more people deciding to holiday in the UK, which will be good news for our restaurants, pubs and hotels.

Technology: Coronavirus has given the people in the hospitality sector an opportunity to stop and reflect about the way they operate their business in the future. Some may decide they can do ‘more with less’, but at the same time the hospitality sector will likely see the creation of a whole line of new jobs that businesses did not appreciate beforehand. The tech-led approaches that helped small businesses survive by reaching new and existing customers will be hugely valued, which means new jobs for sectors that did not traditionally consider themselves digital.  Issue 20

Summer 2020 www.business-now.co.uk

SECTION FOOD & HEADER DRINK

Businesses Sign Up to Scottish Food & Drink Directory Consumer interest in buying local grows alongside attendant growth in e-commerce More than 120 Scottish food and drink businesses from sectors as diverse as brewers, dairies, seafood, and condiments have joined the supportlocal. scot directory which launched at the end of April. Created by the industry body, Scotland Food & Drink, the supportlocal.scot platform aims to connect consumers directly with food and drink businesses, including many of those who have had to refocus offerings due to the impact of resent restrictions. Since the nationwide lockdown came into effect, many businesses which previously supplied the foodservice and hospitality sector have pivoted to consumer-facing e-commerce to continue trading. At the same time, consumers have increasingly turned their attention to online purchasing and there is a renewed interest in supporting local businesses. The supportlocal.scot platform will allow consumers to browse Scottish food and drink suppliers and search by product type and location. The online resource aims to increase its reach across Scotland and across sectors, calling for suppliers of all

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sizes to sign up to the service. Lucy Husband, UK market development director at Scotland Food & Drink, said: “The impact of Covid-19 restrictions has changed the way we shop and forced many food and drink businesses to signiﬁcantly adapt their approaches. “While more and more of us are shopping for food and drink online, the appetite for high-quality, local products remains strong. In fact, our research shows that 70% of Scottish consumers believe it’s important to have locally sourced produce available, and 49% of Scottish shoppers also claim they would be willing to pay more for Scottish produce. “We’re proud to launch supportlocal. scot to meet that demand and provide a useful platform for businesses to reach new consumers. In this incredibly difﬁcult time for so many people, food and drink producers have shown resilience in their ability to innovate and adapt. Scotland boasts some of the best food and drink products in the world, and we should all endeavour to support local producers and enjoy the fruits of Scotland’s larder.” Fergus Ewing, Rural Economy Secretary,

Summer 2020 www.business-now.co.uk

said: “Scotland’s food and drink is world renowned and has been one of our most successful contributors to the economy in recent times. Overnight that changed for many home-grown producers and manufacturers, so it is vital that we all do what we can to support Scottish businesses. The new Support Local website will give people the chance to buy fantastic locally sourced and locally produced food and drink direct at the click of a button from home. “It’s great to see so many Scottish companies have signed up to showcase their produce through the portal already, and I hope to see many more joining. There has never been a more important time to promote and buy great Scottish produce. I urge everyone to support this great initiative and help make it a success.” Expressions of interest from suppliers to join the network should be sent to Fiona Richmond, head of regional food, Scotland Food & Drink at ﬁona@ foodanddrink.scot For further information, please visit: www. supportlocal.scot 

But also school desk, workspace, call ‘centre’, workout post…

SECTION FOOD & HEADER DRINK

The Dinner Table: The Place to Talk, Joke and Disagree! times that we’re spending more time together at the table, which has become the epicentre of ‘togetherness’ as a family.” The research also found 44% of families are eating more meals together than ever before due to everyone being home. As a result, 36% feel closer to their relatives and 32% believe they are kinder to one another. The most popular topic of conversation The average family dining table will play host to 572 conversations, 1,456 meals and 468 jokes – every year. A study of 1,000 parents revealed a further 57 disagreements are had at the dinner table while 72 special moments are shared annually. It also emerged that half of parents think it is important for their brood to sit together at the end of a day.

for families around the dinner table at the moment is TV shows and ﬁlms, followed

The research was commissioned by McCain, in line with the wider Nation’s Conversations report, and found more than a quarter described the dining table as the heart of their home. And three in 10 have the majority of their conversations around it.

dinner time, while an eighth try to avoid talking about work and two in ﬁve do not allow

With people currently spending more time at home, the dining table is being used for an average of 28 hours a week and now serves as a classroom (37%) and a workspace for parents (28%). A further two in ﬁve even have it as a place for doing crafts, while a third play board games and 28% use it to fold washing. Other unusual table functions include using it as a dog bed, a dance podium and as an exercise bench.

by homeschooling and playing games. A ﬁfth of children have wanted to discuss the NHS with their parents and 26% have asked why they cannot see their friends. Almost a third of mums and dads also said they were having more in-depth conversations during lockdown, but 14% admitted they have struggled to convey certain topics, including coronavirus. It also emerged that 63% of those polled, via OnePoll, feel they would struggle without the table. But in order to keep a life balance, a third remove all work-related things before sitting down for dinner. Almost half of parents have the rule of no mobile phones at video games. Traditional rules are still in place as well, including chewing with your mouth closed (37%), no elbows (21%) and asking permission before leaving (23%). 

Top uses of the dining table: 1. 2. 3. 4. 5.

Children’s classroom Lunch break table Parent’s workspace The place to play games Partner’s workspace

6. A place to have video calls 7. A place to bake 8. The place to catch up with friends via calls/video 9. The place to stream live online school lessons 10. The place to stream live workouts

Mark Hodge, marketing director at McCain, said: “We know that eating around the table makes mealtimes special and over the years this family moment has been a place for healthy debate, wide-ranging conversations and even the odd disagreement. Bringing families together at home couldn’t be more important. It’s therefore no surprise in these unprecedented and challenging

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Summer 2020 www.business-now.co.uk

LEISURE & TOURISM

Undervaluing Inbound Tourism Will Hamper UK’s Recovery Trade association UKinbound says support required for businesses reliant on overseas visitors Leading tourism trade association UKinbound has issued a stark warning that the country risks damaging and prolonging its economic recovery if the inbound tourism industry, worth nearly £23 billion to the UK economy in 2018, does not receive long-term ﬁnancial support alongside domestic and outbound tourism recovery plans. The warning comes as the association releases its latest ‘Business Barometer’ results, with one in three tourism businesses stating they will have to stop trading in the next six months, even with the current government support in place. Just over a quarter (27%) of respondents said their business will survive the Coronavirus crisis. The barometer, compiled in conjunction with Qa Research, also surveyed

members about their business activity in Q1 2020, with 70% of respondents saying that bookings/visitor numbers/customer orders were down (by an average of 55%) compared to the same period last year. Seventy-five per cent saw a decrease in yield, compared to Q1 2019, by an average of 56%. Confidence about the impending 12 months also hit an all-time low, with just 11% of respondents saying they were confident about the coming year. Joss Croft, CEO, UKinbound commented: “Over the past two months the government has put in place vast financial support programmes which has been a lifeline for many tourism businesses, albeit some are still falling through the gaps, but as we look to the recovery path and the lifting of domestic

restrictions, it’s imperative that the needs of those businesses that rely wholly on international visitors aren’t forgotten. “International travel is not likely to resume for many months and so we are most concerned about our tour operator and destination management company members as the majority will not be able to earn any revenue realistically until spring 2021 at the earliest. Inbound tourism generates almost £23 billion for the UK economy and we must do everything we can to safeguard this revenue stream. Furthermore, these businesses help to deliver on the government’s ‘levelling up’ agenda as they promote and then take tourists to destinations all over the UK, generating valuable revenue for regional economies.” 

Stop Press Following the brieﬁng by Home Secretary Priti Patel regarding the new quarantine policy on 22 May, Mr Croft stated: “Imposing a 14-day quarantine on international arrivals is another blow to the UK’s struggling tourism and hospitality industry. It’s imperative that this policy is implemented for as short a time as possible. While the highest priority for businesses across the industry continues to be the health and safety of customers and staff, we implore government to fully explore all options available such as air bridges and extensive testing, so that international tourists can return as soon as safely possible. If the 14-day quarantine measures need to be in place longer term, our industry will need signiﬁcant and extended support.”

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Summer 2020 www.business-now.co.uk

LEISURE & TOURISM

Scotland Passes South West as Most Popular Holiday Destination Holidaymakers opting for structured accommodation over tents Pitchup.com has reported an increase in ‘far future’ bookings for 2021 says the founder of the outdoor accommodation site. Founder, Dan Yates, commented: “It’s common sense that staycations are likely to be front of mind at the moment and our figures show intent to book is significantly up. “Pitchup.com now has 189 bookings for 2021 which compares to 11 for the same time period last year, representing a 17-time year-on-year increase. This either indicates an increase in consumer confidence to book or shows that people are experiencing ‘lockdown cabin fever’ and need something to look forward to. “Ironically, given the current hiatus, it may be that one of the key issues facing UK domestic tourism once lockdown is fully lifted is the likely overcrowding at popular UK seaside resorts. However, we are also seeing a change in demand both destination and accommodation wise. “Scotland, for the first time, has overtaken

Bookings for 2021Pitchup.com

the South West of England as our most popular destination. Scotland reacted quickly to the virus which has meant it has overall been less affected and offers wilderness. It could be the investment in ‘Don’t Visit Cornwall’ campaigns has also played a role.

Top Destinations Scotland South West England North West England Central England West Wales South East England East Anglia North East England Basse-Normandie Andalusia South Wales Poitou-Charentes

“Furthermore, Brits are favouring lodges and cabins and, whilst historically tent camping has always been a popular choice with our customers, touring and motorhomes are proving more popular for 2021. Structured accommodation offers a layer of protection and security which is important to holidaymakers who understandably feel a bit wary at the moment.

Bookings for pitches

“However, this uptick could also be representative of families who haven’t traditionally holidayed outdoors in the UK (60% of adults have had no recent camping or caravan experience*), who have more money to spend on higher cost accommodation types.” 

Touring or motorhome pitch 51% Touring, motorhome or tent pitch 34% Tent pitch 11% Other 4%

Fixed Accommodation 2021 Lodges/cabins Static caravans Rent a tent *

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31% 27% 18% 7% 5% 4% 3% 2% 1% 1% 1% 1%

58% 29% 13%

Mintel (https://reports.mintel.com/display/748211/) 2016

Summer 2020 www.business-now.co.uk

LEISURE & TOURISM

The Future of Travel for Scottish Travellers Safety will be paramount for customer conﬁdence as lockdown eases

Joanne continues: “Whatever measures

is of the opinion that social distancing

are put in place in airports, on board flights

measures which leave the middle seat

and cruise liners and in hotels, travel will take longer. Whichever measures are adopted, time to travel through airports

empty are not required. “There are some measures which are

will be considerably increased which will

likely to be considered and these include

Early indications of the Scottish travelling public’s desire to travel post lockdown have been released by the Scottish Passenger Agents’ Association (SPAA).

impact on travellers.

temperature screening of all travellers;

“Heathrow airport, for example, has

boarding measures which reduce person-

announced that it is trialling the use of

to-person contact; limited movement

A survey of the organisation’s members shows that 60% of agents surveyed had made new bookings for new holidays for clients in April.

temperature-checking thermal cameras

of passengers and crew in flight which

in one terminal. It will also trial the

may include restricted catering offerings;

The most popular time for travel for new bookers is summer 2021 – 59% of agents had made a new booking for this time; 52% had made a booking for winter 20/21 and 29.63% of agents had made a booking for this summer.

sanitisation of security trays by ultraviolet light and contact-free security equipment to

reduce

the

level

person-to-

person contact.

and new cabin cleaning measures. IATA is also talking about the possibility of ‘immunity passports’ in future as a temporary biosecurity measure once testing at scale is available. “Airlines have collectively outlined a three-level process to MPs. For example,

Ninety per cent of travel agents made rebookings for their clients in April.

any airlines flying between two countries

A separate survey of UK travel agents shows that 80% of customers still wish to travel in 2020 and 86% will deﬁnitely travel next year.

highest level with staff wearing PPE

Joanne Dooey (pictured), president of the SPAA says: “The customers who our member agents are dealing with have remained optimistic about travel. We’re ﬁnding that, after a period of enforced lockdown, travellers want something to look forward to and are looking to their ‘bucket list’ of destinations for the holiday of a lifetime as a ‘reward’. “We are also seeing customers paying balances for their holidays in July and August 2020. People very much still wish to travel, if they can, this year.

would have to ensure safety to the and all passengers wearing masks. Internal flights might have a different level process. “Whichever measures are put in place, they will need to be designed to give passengers conﬁdence to fly and at the “Although airlines and airports are calling for common standards to be adopted, there currently is no requirement for all operators to have the same measures in place. We know this standardisation will be important to bring back levels of

practice, Scottish travel agents will be there with their clients every step of the way to support and assist them to navigate any new procedures.”

Transport

oldest organisation representing travel

Association (IATA) has announced that

agents. It currently has 120 members and

it supports the onboard wearing of face

92 associate members across the travel

masks for travellers and airline staff, but

and transport industry. www.spaa.org 

“The

look like.

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affordable. Whatever this looks like in

The SPAA, founded in 1921, is the world’s

conﬁdence for passengers.

“It’s likely that this travel will look very different from travel pre-pandemic and it’s uncertain what ‘safe’ travel will

same time to keep the cost of flying

International

Summer 2020 www.business-now.co.uk

Air

Sarah Lewis of psychological consultancy Appreciating Change offers ideas and resources to help build resilience in lockdown With the continuing threat from Covid-19, and the complexities of the issues facing business, it’s not surprising that many business owners are feeling extremely anxious. Despite the reality of the threats being faced by individuals and our businesses, we can boost our resilience and keep up morale as the situation evolves. Here are some top tips and resources to help you manage anxiety in difﬁcult times.

Self-Coaching

Count your blessings

At My Best® offer an excellent selection of 48 coaching questions in their Good Question Cards pack. Alternatively, there is a set of six Coaching Cubes with 36 questions, based on the PRISM coaching model, that you roll like dice, introducing an element of randomness and chance into the questions you are asked.

The new science of positive psychology has proved the beneﬁts of counting your blessings. There is an exercise known as the ‘three good things’. At the end of each day, identify three good things that have happened that day. It’s good practice to write them down. Doing this regularly helps train your brain to look for the positives amongst the gloom. You can ﬁnd lots of similar proven exercises in Vanessa King’s book, 10 keys to happier living.

Limit your diet of news Following the news 24/7 is not likely to do you any good. You can’t influence things other than by taking the precautions we have been told about and working to support your business. Limit your daily diet! One beneﬁt of reading rather than watching the news is that there is less ‘emotional contagion’ from the written word than from a voice, so less transmission of anxiety. What we want to do is replace anxiety with optimism. Two great resources with ideas about how to do this are the Choose Happiness @ Work (Learning game) by Happy Brain Science and Positran’s Positive Action Cards.

Exercise and eat well Make sure you eat healthily. Lots of fruit and vegetables are good for the immune system. Exercise is very important to both mental and physical health. Enjoy an hour away from work somewhere green (following social distancing guidelines) or try the Joe Wicks ‘7 days of sweat’ workout which you will ﬁnd online.

If you are feeling really stuck, you may need a more structured approach to pull yourself out of the mire. You may already have a business coach to help. If not, self-coaching helps move you into a more productive self-talk, that allows you ﬁnd unexpected ways forward.

Longer-term projects Starting projects suggests an optimism about the future that becomes self-reinforcing. Uncertainty can act to paralyse us. By proactively starting a project we can break out of that paralysis. The hardest part is getting started, but once you do it will draw you forward. I’ve started a new tapestry kit. Every evening I can admire the couple of square inches I’ve completed and feel I’m making progress.

Flow state Just ‘not thinking about it’ is hard; we need to ﬁnd things that take us out of ourselves. When we are completely absorbed in things (whether this is a work task or something quite different), we are in a state of ‘flow’. In this state, we are not focused on our feelings. It’s like getting a holiday from your worried self. The book Positive Psychology at Work explains flow and other concepts that might be useful right now. You could also get Csikszentmihalyi’s classic book, Flow.

Appreciative Living Appreciative Living, based on Appreciative Inquiry, is all about seeing and seeking out the best of life. Developing an appreciative eye takes practise and isn’t always easy, but the beneﬁt to our health, well-being, state of mind and ability to remain proactive in the face of threat – in fact to our resilience – is beyond question. Start living appreciatively while staying safe. Videos from Jackie Kelm, the guru of Appreciative Living, are on YouTube. You might ﬁnd Appreciative Inquiry for Change Management by Lewis, Passmore and Cantore of interest for a work-orientated explanation. The fact that the lockdown is being lifted slowly can add to our anxiety. I hope these tips will help you to: “Keep calm and carry on.” 

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Summer 2020 www.business-now.co.uk

PERSONNEL

Tips for Boosting Morale in Challenging Times

SECTION PERSONNEL HEADER

Scotland’s Businesses Delivering on Employee Engagement & Mental Health 73% of Scottish companies have taken steps to address employees’ mental health and well-being during the pandemic

A daily video call might be the only contact with another person that an employee has that day, so way beyond what employee engagement can do for general motivation and involvement, it also makes a huge difference to mental health and well-being.” Keeping employees engaged throughout this crisis is one of the most important challenges that many businesses in Scotland and around the world are facing. Seventyseven per cent of respondents believe the coronavirus crisis is the biggest challenge they have known in their working life, while 68% admit to feeling cut off from the wider workplace community. This feeling of being cut off and a lack of collaboration when homeworking is characterised in some of the business issues cited by survey respondents as being most impacted by recent events. The areas of business most affected by people working from home in Scotland were identiﬁed as internal collaboration around ideas (34%) and external collaboration around ideas (27%). Yet businesses have also needed to focus on maintaining sales and keeping operations going throughout the crisis. With that in mind, many organisations have had discussions about whether the company should pivot or offer new products and service. Sixty-two per cent of Scottish respondents have been involved in that idea-gathering process.

Scottish businesses are so far delivering on employee engagement during the current coronavirus pandemic, according to new research from idea management ﬁrm Wazoku. Seventy-eight per cent of respondents say their organisation has provided enough technical information for them to work from home effectively; 73% say their employer has taken steps to ensure their mental health and well-being is addressed; and 61% have been consulted about how best they can all approach homeworking during the crisis. Simon Hill, CEO, Wazoku said: “Employee engagement is always an important part of business, but during the pandemic it is taking on a much more human importance. The technical side is actually pretty easy and it’s the one-to-one connections that really make a difference.

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Mr Hill continued: “Proactively involving employees in co-creation about the future direction of the business is hugely important. They feel much more involved and are also well placed to discuss whether a particular pivot could work or not, given the nature of their roles. For example, more than half of our customers are running Covid-19 challenges which include many that are focused on the human needs through the pandemic. “While Zoom is a great platform in many ways, it’s not a tool for the effective discussion and development of the new ideas that are so important during this time. To really involve employees in pivoting discussions, they need both the tools and company culture that support such idea generation and discussion.” Scottish businesses have mostly made great efforts to keep their employees engaged and motivated, in what is a challenging and difficult time for all concerned. While the c-suite has a host of other pressing issues that need addressing, firms have provided measures to motivate their staff. The top five identified in Scotland were as follows: regular one-to-one calls (34%); specific best-practice tips and guidance on working from home (34%); daily companywide video calls (19%); subscriptions to online videoconferencing software, such as Zoom or Teams, (18%); and virtual team lunches (12%).  An online survey of 1,980 employees within UK businesses was undertaken by TLF Research in April 2020.

Summer 2020 www.business-now.co.uk

SECTION PERSONNEL HEADER

Survey of Employees Shows Feelings of Neglect MHR poll of 5,000 UK employees reveals 53% say bosses don’t care about their well-being and mental health More than half of all employees (53%) believe their employer is showing a lack of concern about their well-being or mental health during the current coronavirus lockdown, new research from payroll, HR and analytics experts, MHR reveals. Polling 5,000 UK employees, the research found two thirds of respondents (66%) are worried about the effects of the pandemic on their job, with more than three quarters (76%) wanting increased contact with their managers to discuss their health and well-being, performance and workload.

The poll found less than a quarter of managers (24%) regularly check in with their employees to talk about mental health and well-being. Forty-three per cent of employees said their manager has made no effort at all to connect with them during the current lockdown, despite the duty of care employers have for the well-being of their workforce. Anton Roe, CEO, MHR said: “Our poll clearly highlights the need for more regular communication between managers and employees. Organisations must utilise technology to connect their remote workforce and enable better people engagement. Organisations need to prioritise creating a culture of collaboration, transparency and kindness during this difﬁcult time. “Many employees ﬁnd themselves in isolated situations when working from home, and the physical workplace was an important means of social interaction. It is essential that managers demonstrate to employees that their safety and well-being is paramount. Regular checkins can help managers and employees to stay connected. This gives a useful insight to the line manager about how an employee is faring in the current climate and provide the necessary reassurance and support to aid their mental well-being.”  * These statistics are taken from a series of polls MHR ran in April 2020, polling over 5,000 UK workers for Mental Health Awareness Week.

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Summer 2020 www.business-now.co.uk

PERSONNEL

Interviews Cause Real Life Stage Fright for Workers RADA Business tutor offers guidance and tips for acing remote interviews In response to Covid-19, the swift adaptation by many companies from ofﬁce to remote working – in most cases overnight – has been admirable.

A study of 1,000 workers published in Thinking on Your Feet* – a report by RADA Business, the commercial arm of the Royal Academy of Dramatic Art – has found that 27% of professionals find it difficult to relax during an interview. Interviews can be hugely stressful, regardless of whether they take place in person or remotely. When asked about the effects of interview stress, one in three business professionals say they find it hard to think clearly – a crucial ability for someone in an interview setting who needs to respond in the moment. When under pressure, 19% of professionals say that they find it difficult to pause for breath or to enable a message to land when speaking. With the number of phone and video interviews on the rise due to the Covid-19 pandemic, this skill is hugely important to allow the interviewee to think and communicate effectively. The data also found that more than one in four (26%) find it hard to speak slowly while being interviewed, and a similar number (25%) say they struggle to maintain eye contact during face-toface interviews. According to the data, a further 23% of workers find it hard not to panic when they feel tense and 17% say they struggle not to shake – a common physical side effect of nerves which may appear during interview.

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www.freepik.com

Yet pursuing a new role can be a stressful time for many people, even without the added components of a global pandemic and economic uncertainty. The pressure of interviews – be they face-to-face or remote – is causing workers to freeze, which could hinder their conﬁdence and career progression, according to new research.

Kate Walker Miles, tutor and client manager at RADA Business, as well as a RADA acting graduate, commented on the findings: “Interviews can be an extremely stressful experience for all of us, especially if we struggle to manage our nerves. We need to impress the interviewer and show the best version of ourselves. However, we can become overwhelmed and struggle to communicate well under the pressure. “Many interviews and meetings now need to take place remotely to conform with selfisolation and social distancing guidelines. The pressure is on for business professionals to make the best impression on potential employers over videoconferencing platforms. For some of us this is a new experience. We actors know that everything reads on a screen, meaning your interviewer will be more able to pick up on any nerves. To really connect with someone else remotely and gain their trust, it’s important to do whatever you can to settle yourself and release tension. Then you can think and speak clearly. You will appear more at ease and confident about what you are saying. “Of course, it’s vital to find time to familiarise yourself with the tech before the meeting, so that there are no last-minute panics. But it is also important to prepare your physical state for a digital interview. Simple techniques can help you to manage your nerves and feel more grounded and confident. Take time to centre yourself before the interview begins. Sit up straight in your chair with your legs uncrossed and feet firmly planted on the floor. Move your head from left to right and then up and down to release your neck. “Next, concentrate on your breath. Breathe out, completely. Take a slow deep breath in, keeping your shoulders down, and imagine sending the breath deep into your belly. Repeat this a few times, making sure that you breathe out for longer than you breathe in. It is extremely effective to get into the habit of giving yourself the proper time to breathe and think before asking a question. “If you can, practise answering questions in this way with someone before your interview, then ask for their feedback about the length of time you took to give a measured response. The time it takes to breathe and think well might feel too long to us, but it almost certainly won’t to the interviewer. Pausing will give you time to find a clear thought and will show that you’re confident enough to consider your answer. After all, what you have to say is important.”  * RADA Business interviewed 1,000 people from workplaces across the UK, covering all ages, levels and experiences, from interns to CEOs. These people came from businesses large and small, in fields as diverse as agriculture, law, healthcare and transport. The full report can be accessed at: https://www.radabusiness.com/about-us/research/

Summer 2020 www.business-now.co.uk

Jonathan Ratcliffe from Ofﬁces.co.uk offers ideas to support your workforce For business bosses and those running companies remotely, the relentless task of maintaining positive staff moral in 2020 might just be their biggest business challenge to date. Jonathan Ratcliffe from Ofﬁces.co.uk explains: “Everyone is under huge strain, but it’s important for business bosses to recognise that staff are their best long-term asset and they need to really focus on helping everyone through these testing times.”

PERSONNEL

Low Mood & Poor Staff Morale: 2020’s Biggest Business Challenges helps them know they have a captain in control who shares their worries and is there for them.

Encourage Social Interaction Even if it’s a chore to set up, videoconferencing – via apps like Zoom etc – at a set time each week enables social and work structure. Try Monday morning for work matters and Friday afternoon for informal chat. Seeing everyone on a big screen helps those struggling to know they aren’t in this alone.

Phone, Don’t Email With work schedules all over the place, emailing might be the easy way. The problem is it’s detached and distant, so try and phone to reinforce social contact and encourage this across the business.

Regular Check-ins Speak to all staff on a regular basis and, instead of sales or work talk, make sure you are asking how they are and how they are feeling. Take a more personable approach to communications.

Sharing Is Caring

Humans thrive on social interaction, and society is built on networks of friends and work colleagues. Lockdown and homeworking have severed these important ties, isolating those vulnerable to low mood and those who need colleagues to boost their working energy. The compound effect is a group of people working for a business who are slowly losing direction. Ratcliffe continues: “The negative mental health consequences of working from home in isolation with little real direction or goal is something that will hurt businesses in the long term. Bosses of all businesses need to realise that loneliness isn’t just being apart from people – it’s a lack of focus, support and inclusion.” Here are a few tips to help keep workforces focussed and positive during lockdown:

Talk Openly with Staff At a time of uncertainty with both work and life, your staff need to know you are in control and have a plan. You control their security. Speaking openly with all team members

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As a boss your staff appreciate your honestly and focus. Talk about the problems you are facing, how you are dealing with them and the long-term goals of the company. People need compassion and honesty from their leader during uncertain times. Ratcliffe concludes: “It’s a seriously challenging time for anyone managing a business, large or small. From payroll admin and red tape to ﬁnancial pressures, the bosses of SMEs are up against it all. However, now is the time their staff need them most, and leaders who can step up to this challenge will reap the rewards longer term.”  Summer 2020 www.business-now.co.uk

NETWORKING

Establishing Relationships Key to Future

Building a Network is Vital for Success

ABN Zooms, hangs out and ‘Team’ builds to keep members connected!

By Angela Kinghorn, executive director at BNI Scotland North

Local business development company Aberdeen Business Network (ABN) is continuing to deliver services during lockdown, including 11 ‘Ten’ sales intel groups and the one-on-one relationship-building service, Contact Builder.

Our transition from face-to-face networking to BNI Online has been a dramatic change. It was, therefore, extremely reassuring to see the positivity among our members during this challenging period.

ABN director Andrew Smith (pictured) said: “Our clients have responded so well to the move from face-to-face events and meetings to video meetings using Zoom, Hangouts, Teams, etc. This has allowed both new and existing relationships to develop. And as business normality slowly starts to return, we’re hearing of an increasing number of new business wins as a result of this relationship-building.” ABN also run the free 7000-member online business community, ABN Community, where members raise visibility, connect, interact and develop new opportunities. Website trafﬁc has seen a 125% increase since the start of the lockdown period. Online success manager Jessie Crawley (pictured) said: “A huge well done goes to our online members who are using the additional time at home to connect, interact and develop new opportunities. We’re all, of course, missing the usual levels of inperson contact! But in the meantime, ABN Community is there as a friendly and free platform for individuals and businesses/ organisations to keep networking in the virtual world for now. These relationships will then be more developed and will inevitably lead to real world meetings and conversations in the future.” To ﬁnd out more about ABN and ABN Community, please visit www.abnworks.co.uk and www.yourabn.co.uk 

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Summer 2020 www.business-now.co.uk

Since introducing the interim online meetings, I have seen our members engage in proactive and pragmatic discussions via BNI Online, which is hosted on the Zoom platform. There’s been a real team spirit to help each other during this crisis. In addition, we introduced ‘guest speakers’ and this has been well received. Andrew Bowie, Conservative and Unionist Party Member of Parliament (MP) for West Aberdeenshire and Kincardine, discussed the short- and long-term concerns for businesses in the present situation. Martin Dickie (pictured), co-founder of BrewDog, shared his story with BNI members about the early challenges to overcome to create a globally successful business. Now more than ever it is pertinent to recognise that, though we cannot meet face to face, we still have the beneﬁt of networking and communicating in innovative ways. BNI has more than 350 members in 15 chapters across the north of Scotland. Last year more than £19-million worth of business was passed between members. It has, perhaps, never been so important to ensure a business has a presence and is building a strong referral network – one adding value to your bottom line. 

NETWORKING

Who’s Zooming Who…?

(Aretha Franklin, circa 1985)

Networking as we know it during lockdown – when confined to working from home – is, well, very difficult. Or is it? Well, it’s not the same – but neither is working from home during lockdown! The BNS style of networking is monthly in Aberdeen and Edinburgh, 12-2 p.m., city centre hotel, reception drinks, lots of handshakes, hugging, introductions, handouts, talking and listening – not to mention a fine sit-down, two-course lunch with business on the menu. The last time BNS did this was 20 February in Aberdeen and 27 February in Edinburgh. Since then most have had to adapt, change and simply sit tight. So, how have those not furloughed networked over the last three months, and who had never heard of Zoom before?

Networking remains a simple three-step process that takes time, effort and some skill! The three steps are that you have to get to know someone, like someone and then trust that person. Established networking groups adopt these key principles so they are already in place but, if not, you are in the wrong group. From this basis networking with an established group is straight forward – it’s just a much more stripped-down version concentrating on the basics that is left. Virtual group meetings are now the only acceptable method of continuing to network at the moment. The basic three principles allow this to happen and actually – other than the human touch, travelling, dressing up or not as the case may be, looking others directly in the eye and some refreshments, the BNS drinks and two-course lunch are really missed – not much has changed! As event organisers we still send out an invitation and remind members when to be ready to click on the link to ensure we are there ready and waiting before

the meetings, which start promptly at midday on a Thursday. We chat on arrival, ask how we are, watch body language as best we can and then invite everyone in an orderly fashion to bring us up to date on what has been happening in their world and give us a business insight within their area of expertise so that others can be educated and helped. The amount of talk time per person is kept fair and, once everyone has had their share, we ask questions. Presentations have been shared with groups and visitors have joined in –along with our fair share of children and animals who have got involved as the majority are doing this from home! Overall, the same objectives have been achieved in less time. Non-members or guests as we like to refer to them have got involved and many have joined. The frequency of BNS events has changed to every fortnight rather than monthly and, going forward, I see a combination of this working well!! Other groups have migrated to the digital world equally as well which, all told, is important for the business community. Currently BNS events have done what we have always done, as well as giving more attention to support and encouragement of each other, reminding us that we are in this instance all in this together. What the business landscape we will work in once lockdown is ﬁnally over will be – well, only time will tell. When any face-to-face networking groups meet up again – supporting the hospitality industry; we simple don’t know – but I am conﬁdent that all of them will give strength and encouragement to those who attend on a regular basis. In the meantime, rather than doing nothing at the moment which remains the worst thing you can do, I ask you directly: who’s Zooming who? (Other digital group meeting platforms are, of course, available!!) 

To book a BNS event for the ﬁrst time, simply go the BNS website and book your place as a guest at:

www.businessnetworkscotland.co.uk

An email conﬁrmation will follow. Simon M Morgan has run business-to-business networking groups across Scotland since 2001.

Issue 20

Summer 2020 www.business-now.co.uk

MOTORING

MOT Extension Confusion Could Cause Chaos Vehicle neglect also an issue for businesses and their drivers as lockdown eased Encouragingly, respondents to the Venson survey have carried out some basic but important tasks. Fifty-one per cent have checked the tyre pressure; 49% have run the engine regularly to keep the battery charged; and 42% have checked the oil level. Other maintenance that drivers have carried out include moving the car to test the brakes (41%); measuring tyre tread depth (39%); and ensuring headlights and brake lights are all fully functioning (34%). Ms Bell continued: “As lockdown is eased, businesses will be keen to begin to make up for lost time, so the last thing they need are drivers to be out of action due to a flat tyre, flat battery, or worse. It’s great to see that half of the respondents have checked their tyre pressure and run the engine to keep the battery charged. This is a simple bit of maintenance which is often neglected, but could save hundreds of pounds.

Venson Automotive Solutions is urging fleet managers to encourage company car drivers to ensure their vehicles are road ready as the nation eases lockdown. The advice from Venson follows its latest survey of UK motorists which revealed that one in ﬁve do not know when their MOT is due, and 69% are unclear about when the government’s sixmonth MOT exemption came into play. The survey also found that one in four drivers has deferred a service or repair until after lockdown is lifted and as many as 28% have failed to carry out any basic vehicle health checks since 23 March. Alison Bell, marketing director at Venson Automotive Solutions, commented: “Even with the current six-month MOT exemption in place, drivers are still responsible for keeping their vehicle in a roadworthy condition. Drivers can still be prosecuted if at the wheel of an unsafe vehicle. “Businesses also have a duty of care to ensure their employees who drive on company business are safe and should therefore be encouraging regular safety checks. By carrying out basic maintenance checks, drivers will not only help to reduce the time their vehicle is off the road but, importantly, eliminate unnecessary cost for themselves and/or their employer. Additionally, a vehicle kept in a safe, driveable condition limits their personal inconvenience if it has to be repaired and lessens the burden on roadside assistance providers.”

Issue 20

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“What’s more, regardless of the government’s extension, we recommend vehicles are booked in for MOTs well in advance of their new due date in order to help avoid bottlenecks building after lockdown. Those responsible for fleet vehicles should also ensure that service routines are maintained to avoid invalidating warranties and generating unnecessary maintenance costs for their business.” 

Venson Vehicle Safety Checklist Battery care: Start the engine once a week and allow it to run for about 15 minutes. This will recharge the battery and help keep the engine in good condition. Oil: Check oil levels and for any leaks. Check windscreen wipers and screen wash

Coolant: Is the level correct? Damage: Is there any damage to bodywork that might affect roadworthiness? If you’re not sure, ask for advice.

Dashboard: Check for warning lights when the engine is running.

Rubber: Are the tyres safe, correctly inflated and legal? Do you have a working spare or alternative solution in the vehicle? Windscreen and mirrors: Do you have clear allround vision and is the glass damage free?

SPORT

Golf Resumes, but 1000s at Risk through Lack of Insurance 71% of non-golfers would consider taking up the sport in the coming weeks but only 24% would think to get insurance Influx of returning golfers have let their insurance lapse and may not be protected against dangers Injuries and other issues likely to see a spike when play restarts An expert is urging new and returning golfers to ensure they are fully insured against issues such as injury, theft and damage when courses reopen. The warning has been issued by the UK’s number one golf insurance provider, Golf Care. It comes following a government statement which outlined plans for the sport to resume, provided players and clubs follow a number of safety measures. The announcement is set to drive thousands of returning players to clubs across the country, many of whom will have let their insurance lapse during the lockdown. And it is not just existing players. Golf Care recently surveyed 500 people who regularly played another sport before the lockdown. It found that 71% would now consider taking up golf, given that it is one of the very few sporting activities permitted under current restrictions. However, just 24% of those would think to take out insurance – leaving them at risk. The two-month hiatus means that regular players may be rusty, whilst novices will lack consistency and awareness. Both increase the likelihood of accidents occurring on the golf course, which is already a dangerous place.

This danger was highlighted when a golfer’s wayward shot caused another player’s eye to ‘explode’ in its socket. The noninsured golfer in question found himself at the centre of a court case which could have left him liable to pay £397,000 in damages out of his own pocket. Many golf courses have also been used by walkers during the lockdown. Whilst welcomed by many councils and the general public, this creates an additional hazard and potential for injury that golfers and walkers will not be used to dealing with. Anyone playing golf should take out specialist insurance to cover these risks, whether a competent amateur or a complete beginner. John Woosey, founder and managing director of Golf Care, commented: “The loosening of golf’s lockdown restrictions will be welcome news for many, whether seasoned players or ﬁrsttimers to the game. But, in the rush to get back out on the fairway, we can’t stress enough how important it is that everyone is 100% protected on the course. Golf is often mistaken as a low risk sport, but it can be extremely dangerous, hence why specialist insurance isn’t just a luxury; it’s a necessity for all.” 

Issue 20

Summer 2020 www.business-now.co.uk

SECTION HEADER

NEW

Appointments LEADING EXPERT JOINS TECH START-UP The start-up company behind a new digital platform that revolutionises how projects are resourced by championing remote team collaboration has appointed a leading tech expert. Nigel Filer has joined Xergy as chief operating ofﬁcer (COO) to support the launch and roll-out of V1.0 of Proteus, a cloud-based work management system. He is an experienced tech leader with over 25 years’ experience in internet services, application development, infrastructure management and enterprise software across a range of market sectors. Mr Filer, who has also invested in the company, will advise Xergy on sales, marketing and product development.

NEW GM TO TAKE ON HOTEL DUO

M&L, a Singapore-based hotel real estate investor, has appointed Gordon Fraser as cluster general manager at the Crowne Plaza Aberdeen Airport and Holiday Inn Express Aberdeen Airport. Bringing over 20 years of management experience, including eight years with Hilton Worldwide at the Hilton Edinburgh Grosvenor Hotel, Gordon has immersed himself in multisite management, mid-market and upmarket properties, new builds, distressed properties, change programmes and capital project management throughout his career.

ABERDEEN CREATIVE AGENCY BOLSTERS SENIOR TEAM Aberdeen-based creative agency, Hampton, has appointed a head of strategy as it continues to strengthen its senior management team. Nikki Morris-Laing joins Hampton from VisitAberdeenshire, Aberdeen and Aberdeenshire’s destination management and marketing organisation (DMO), where she held the position of head of marketing. As head of strategy at Hampton she will be responsible for leading client campaigns and marketing plans, while helping drive forward the agency’s future growth plans.

KEY APPOINTMENT FOR LOGISTICS SPECIALIST PETRASCO Aberdeen-based Petrasco has appointed Fiona Hodge as client solutions pricing specialist. With more than 25 years’ experience in the logistics market, Fiona has taken on the newly created role to help support the company’s long-term growth strategy. Fiona, originally from Troon, has previously held key roles for various logistics ﬁrms, including time spent working in Houston. She has lived and worked in the Granite City for most of the past 22 years, gaining valuable insight into oil-and-gas businesses over that period and developing key customer service and account management skills.

MARTIN GILBERT ANNOUNCED AS CHAIR OF OGTC

The Oil & Gas Technology Centre (OGTC) has announced the appointment of Martin Gilbert as chair of the Aberdeen-based research and technology organisation. He will succeed Archie Kennedy who has been vice chair and chair of the OGTC since it was established in February 2017. Mr Gilbert said: “Aberdeen has been a major part of my life – both professionally and personally – and I am passionate about investing in the future prosperity of the north-east of Scotland. As chair of the OGTC I look forward to working with the talented team to do just that.”

Issue 20

Summer 2020 www.business-now.co.uk

SECTION HEADER Issue 20

Summer 2020 www.business-now.co.uk

SECTION HEADER

Face-to-face networking is off the cards for a while. But if you want to be here at the end of all this, you need to keep making connections.

Book your place now @ www.businessnetworkscotland.co.uk or call 01224 865466 to secure your spot before someone else does!

Summer 2020 www.business-now.co.uk 68 Issue 20 made Networking simple!