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PROMOTING ENTERPRISE IN SOUTH YORKSHIRE

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Front cover: Airlander 10 is to be built in Doncaster. Main cover photo courtesy of Philbobagshot. Inset photo courtesy of Hybrid Air Vehicles Ltd.

See pages 8-9

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Welcome ...to Business Connect

South Yorkshire is soaring, so fasten your seat belts!

Things are really taking off in South Yorkshire, and this issue of Business Connect magazine is jam packed with exciting updates for the region.

Our top story is the re-election of Oliver Coppard as mayor of South Yorkshire. Mayor Coppard has wasted no time in outlining the vision for his second term as leader of the region – and those plans have people firmly at the centre. His vision for a public transport network sets out to connect local people to jobs, opportunities and healthcare services in a more comfortable and affordable way (page 6).

Doncaster, a fantastic move that will not only bring jobs and economic growth to the area, but also put Doncaster on the map for advanced manufacturing and sustainable aviation (pages 8-9). We can’t wait to see Airlander 10 take flight.

‘We can all be proud of how high South Yorkshire is flying’

As Oliver Coppard’s transport plans reach new exciting heights, so too does Hybrid Air Vehicles Ltd. It has been announced that the firm is bringing production of Airlander 10 –the world’s most efficient large aircraft – to

Laura Blake EDITOR, BUSINESS CONNECT

In our Professional Services feature (pages 20-23), we share top tips for a healthy cash flow and advice on how to sell a business, while in our Property & Regeneration feature (pages 24-27) we hear from an expert about just what investment could do for South Yorkshire. Finally, in our Communications & Marketing feature (pages 28-30) we discuss how to build a brand and how to create an eyecatching advert.

More success stories can be found inside this issue, proving that we can all be proud of how high South Yorkshire is flying.

BUSINESS CONNECT WANTS TO HEAR FROM YOU!

Please send your press releases and images to laura.blake@kempspublishing.co.uk for consideration for the next issue.

Business News

The newly re-elected mayor of South Yorkshire, Oliver Coppard, has set out his vision to connect people across South Yorkshire to opportunities through an integrated public transport network that puts people at its centre.

These announcements support the mayor’s vision for a public transport network with people at its heart - connecting local people to jobs, opportunities and healthcare services in a comfortable, affordable and safe way. South Yorkshire’s integrated transport network will be designed in partnership with communities to support the region’s ambitions –helping to grow our economy, reducing health inequalities and improving our environment.

The mayor has set out his priorities for a transformed public transport network at the University of Sheffield AMRC Training Centre. Despite many communities being geographically close to the Advanced Manufacturing Park and the AMRC Training Centre – a place of excellence attracting highly skilled people and providing training opportunities through apprenticeships, many local people struggle to access the area by public transport which closes them off to these opportunities. Analysis commissioned by the South Yorkshire Mayoral Combined Authority found that fewer than one per cent of people across South Yorkshire live within a 30minute public transport journey of the Advanced Manufacturing Park.

Oliver Coppard, said: “I refuse to accept a situation where people living across South Yorkshire aren’t able to access opportunities in South Yorkshire. There’s talent and opportunity right across our region, but it is only by connecting the two that we will unlock South Yorkshire's full potential.

“I have said I want to restore the pride, purpose and prosperity of South Yorkshire. That means connecting talent with opportunity, and giving everyone across Barnsley, Rotherham, Doncaster and Sheffield both freedom and choice about how they travel and move; putting people at the centre of our plans, not just for our transport network but in everything we do.”

across all four boroughs in South Yorkshire telling him the current system is not working for them.

Plan for Good Growth and the Skills Strategy

In March, the mayor launched the South Yorkshire Plan for Good Growth and Skills Strategy, which will support his overarching vision to develop the region’s economic strengths - including building on its reputation as the UK’s hot spot for advanced manufacturing.

Mayor pushes forward with transport plan for the region

Supertram

The mayor’s commitment to set out initial plans for Supertram extensions next year, ahead of a public consultation, comes after Supertram was brought back under public control in March after 27 years.

Opportunities are already being explored to expand the light rail network by using tram trains to operate between Sheffield and Stocksbridge and along the Barrow Hill Line which runs between Chesterfield and Sheffield. Options for additional connections across the city, for example to the hospitals, are al being investigated.

Plans include refurbishing all of the trams by March 2027 and have a whole new fleet rolled out by 2032, subject to government funding (see page 12).

Bus reform

In March the mayor welcomed the Franchising Assessment which stated that the preferred option was to bring buses back under public control with depots and fleet owned by the Mayoral Combined Authority (MCA). The Mayor has now committed to ensuring the Bus Reform assessment process is completed within 12 months.

The mayor’s Plan for Good Growth sets out how South Yorkshire will attract investment and income into the region and grow more secure, high-paid jobs. It will achieve this by supporting the development of four growth areas – the Advanced Manufacturing Innovation District, Sheffield City Centre and Innovation Spine, South Yorkshire Airport City, and Barnsley Town Centre – as well as improving connection and community through investment in the region’s economic and social infrastructure.

Doncaster Sheffield Airport

In February, the mayor announced a major step toward re-opening Doncaster-Sheffield Airport (DSA) and a 10-year plan to drive economic growth in Doncaster. This was followed by Doncaster City Council signing a 125-year lease for the former DSA, which will help ensure the future of the airport site.

The mayor, City of Doncaster Council and the MCA have worked tirelessly in the interests of the public and businesses in South Yorkshire to find a way to re-open it that is legally and financially sound and protects the taxpayer.

‘I want to restore the pride, purpose and prosperity of South Yorkshire’

The mayor has been committed to bus reform since day one of his election, with feedback from over 30 public meetings on bus services

Last summer, the MCA awarded City of Doncaster Council £3.1m to prepare an Outline Business Case to take control of the airport through a leasing arrangement, re-establish operations under a new business model, and use the asset as an anchor for growth at the wider Gateway East site to support economic regeneration.

Oliver Coppard has been re-elected as mayor of South Yorkshire

Hybrid Air Vehicle production set to land in Doncaster

The City of Doncaster Council and Hybrid Air Vehicles Ltd, the UKbased leader in sustainable aircraft technology, have agreed to locate the production programme for Airlander 10, the world’s most efficient large aircraft, at Carcroft Common.

Carcroft Common is a 50-hectare site identified by the City of Doncaster Council for development to unlock new economic growth. The freehold for the site will be acquired by Hybrid Air Vehicles under the terms of the agreement. Hybrid Air Vehicles will now initiate activities leading towards a planning application, working with the local community and other stakeholders as part of the planning and preparation process. Subject to planning approval,

Hybrid Air Vehicles will develop new flagship facilities for Airlander 10’s production, testing, and certification operations, capable of producing up to 24 aircraft per year at the site. It will house cutting-edge aerospace production equipment, such as new assembly lines for Airlander’s composite-based airframe, propulsion systems, and electrical and avionics systems.

2028 with the likes of Air Nostrum Group, the launch airline customer.

‘Hybrid Air Vehicles in Doncaster is truly an exciting opportunity’

Airlander 10 is a new type of ultra-low emissions aircraft capable of carrying 100 passengers, or 10 tonnes of payload. The reserved orderbook for Airlander 10 stands in excess of £1bn, with the first aircraft set to enter service from

In partnership with the City of Doncaster Council, Hybrid Air Vehicles will establish Carcroft Common as a hub for advanced manufacturing and sustainable aviation in South Yorkshire, creating over 1,200 new jobs and thriving supply chains. Hybrid Air Vehicles will also work closely with important regional partners like the University of Sheffield’s Advanced Manufacturing Research Centre, and the Doncaster UTC.

The announcement marks important progress toward the City of Doncaster’s Economic Strategy 2030, and the success of the South

Yorkshire Investment Zone, which is focused on advanced manufacturing. The Carcroft Common site is part of the Investment Zone, launched by the Chancellor of Exchequer in July 2023, which aims to improve investment through planning, development, and skills support. Ros Jones CBE mayor of Doncaster, said: “Doncaster already has strong clusters across various sectors such as rail, advanced manufacturing and engineering and I am delighted to soon be able to add this exciting new sector to our industries, to be based at the Carcroft Common Employment site. The City of Doncaster is at the forefront of embracing new technology to drive growth and this proposed Hybrid Air Vehicles site is not only part of our ambitious growth strategy but also

Photos

Airlander 10’s first flight

our pioneering climate change ambitions, focusing on new green advanced manufacturing and sustainable industrial innovation. The Heads of Terms agreed are the culmination of years’ worth of lobbying, planning and collaboration that I am incredibly pleased to see coming to fruition.

Hybrid Air Vehicles in Doncaster is truly an exciting opportunity, bringing high skilled and well-paid jobs to Doncaster.”

Oliver Coppard said: “I’m delighted to see Hybrid Air Vehicles moving forward with their plans; bringing their ambitious plans to life in Doncaster. I’m excited about those plans because their huge ambitions match my own. Following on from our significant commitment to developing South Yorkshire Airport City just last month, we are increasingly putting

Doncaster at the cutting edge of sustainable aviation research and manufacturing. Hybrid Air Vehicles are an important part of that vision, and I look forward to working with them as they move through the planning process. When they do land here, Hybrid Air Vehicles will be part of something special. South Yorkshire is a place with not just a destination in mind but a plan to get there. Together we are building a bigger and better economy across all of South Yorkshire, and world leading sustainable aviation is a vital part of that plan.”

Ed Miliband MP for Doncaster North, Shadow Secretary of State for Climate Change and Net Zero, said: “This is absolutely fantastic news for Carcroft and for Doncaster. This new

production site will create over 1,200 much-needed highly skilled jobs to the area as well as bring green air travel a step closer. Doncaster Chamber, City of Doncaster Council and South Yorkshire Mayoral Combined Authority have, over many years, worked hard to create an environment where advanced manufacturing businesses can thrive and this development is a very exciting opportunity for the region.”

Tom Grundy, CEO of Hybrid Air Vehicles Ltd, said: “Airlander 10 will transform what’s possible for sustainable air travel, and Carcroft Common will deliver the flagship production centre we need to do that, creating over 1,200 jobs and a £1bn per annum export. Our vision to rethink clean flight has been met

with robust support at every step of the way by City of Doncaster Council and South Yorkshire region. We look forward to working closely with the community as we launch our production programme and progress this extraordinary project.”

Steve Foxley, CEO of the University of Sheffield Advanced Manufacturing Research Centre, said: “Hybrid Air Vehicles choosing to base its production of Airlander 10 in our region is a big moment for South Yorkshire and one to be proud of. This investment not only brings highvalue jobs and new supply chain opportunities but it marks a strong signal of confidence in advanced manufacturing and the new South Yorkshire Investment Zone. The AMRC has worked closely with Hybrid Air Vehicles since 2021 on research linked to its Airlander 10 programme, bringing together our expertise on low emissions propulsion, large composite structures and supporting manufacturing technologies.

“To have Hybrid Air Vehicles putting its production footprint in South Yorkshire is a real boost to the region, helping to grow our green manufacturing cluster, and building on the research and development that is being led by the wider University of Sheffield into sustainable air travel, energy, and how we transition to a low-carbon economy.”

How a hangar interior might look

Hybrid Air Vehicles is set to transform what is possible for air travel

Airlander in the desert

An artist’s impression of the site

South Yorkshire mayor proves his mettle in promoting steel

Oliver Coppard has become the first Metro mayor in the North to sign up to the UK Steel Charter.

South Yorkshire’s mayor signed the charter at Sheffield Forgemasters, alongside the South Yorkshire Business Advisory Board, in a move to promote UK-made steel in the region and help bring growth to South Yorkshire.

As mayor for a region with Sheffield’s ‘Steel City’ at its core, Oliver Coppard said that it was his priority to bring growth to the region and that there were “huge opportunities” for South Yorkshire.

South Yorkshire’s newly established Business Advisory Board is committed to growing the local economy and driving business growth. It is made up of some of region’s brightest and best business leaders, who work together with the mayor to challenge, champion success, and ensure the business voice is heard loud and clear.

South Yorkshire’s mayor Oliver Coppard said: “South Yorkshire is the spiritual home of the steel industry. We were the first place to

mass produce steel, we powered the first industrial revolution, and we’re now home to the world’s first advanced manufacturing district.

“Now, as the mayor of South Yorkshire, I’m determined to restore the pride, purpose and prosperity of South Yorkshire. By signing the UK’s Steel Charter we are not just recognising our heritage, we are committing to bringing high-quality, good jobs and growth to our region, right across our region.

“Advanced manufacturing, making the materials and the machines that will power our country forward, is South Yorkshire’s lodestar, the future of our communities and our economy. That’s why it’s not just important but vital that we commit to the UK’s Steel Charter.

The Steel Charter, first set up in 2019, supports the UK steel industry in its efforts to change the way it procures steel to include more domestic products.

Tariq Shah, co-chair of the Business Advisory Board, said:

“Signing the UK Steel Charter underlines the mayor’s and the Business Advisory Board’s commitment to growing South Yorkshire’s economy and supporting local businesses and supply chains.

‘South Yorkshire is the spiritual home of the steel industry’

“Our mission is to play a pivotal role in capitalising on the positive momentum in South Yorkshire, driving business success nationally and internationally.”

steel worth up to £3.8bn a year by 2030. The UK’s steel sector employs 39,800 people directly and supports a further 50,000 in supply chains.

UK Steel director general Gareth Stace said: “This is a triple boost of support as Oliver Coppard, the South Yorkshire Business Advisory Board and the Combined Authority join the UK Steel Charter.

“It’s all the better to do so here at Sheffield Forgemasters, a company that is so central to that brighter future for both steel and South Yorkshire that we all want to see.”

The charter encourages signatories – government administrations, local authorities and private sector – to publicly signal their commitment to using UK steel in major projects.

UK steelmakers could supply industries such as energy, transport, and construction, with

“With major support from these business leaders, the economy and thousands of jobs in South Yorkshire and throughout the UK will reap benefits from purchasing steel that is made, processed, and delivered here in Britain. Why expose your project to the whims of unpredictable global supply chains, when you have the option of a reliable local business to partner with, throughout the lifetime of your project. Using UK steel is quite simply a win-win for everyone.”

Sheffield Forgemasters chief executive officer, Gary Nutter, said: “The UK Steel Charter signing at Sheffield Forgemasters is timely, as we progress with substantial recapitalisation of our site to secure defence supply for decades to come.”

Oliver Coppard has signed the UK Steel Charter

Convenience, confidence and communication

By John Henshall (pictured), general manager, TravelMaster

Last summer, due to a large and increasing level of payment fraud, we halted the sale of weekly adult tickets on board buses.

It wasn’t a decision taken lightly, but essential to cut off an issue that was growing and pointing to signs of organised criminal behaviour. When making a change such as this we make every effort for it to be communicated as effectively as possible. Despite best efforts, this doesn’t create unexpected behaviours.

People are creatures of habit and often choose the path of least resistance. Therefore, we knew with the change there would be some additional losses over and above the estimated fraudulent value. The acceleration of contactless

payments has made paying for most things including bus tickets much easier. In terms of bus travel, it has removed a barrier of needing the right change building confidence amongst users. Asking people to change to pay by cash on board means changing habits again and putting a barrier back in place so as a company we expected some abstraction of revenue as people choose alternatives, the cost of inconvenience.

What was a little more unexpected was the change in behaviour from those who were not affected. For those aged 18 and under there was no change - the requirement to put tickets on a Photocard meant fraud controls were in place. However, the

message was confused as customers didn’t look at the detail, just the headlines in the press. The result was a 20% drop in revenue from onboard sales as a consequence.

Some customers did shift to digital channels, but others moved back to single tickets again.

Bringing back in the sales via contactless onboard in the same way continues to have some of the same issues, despite some improvements in areas where we have control. However, we are not ready to bring back the payment method just yet. A London-style capping system continues to be just slightly out of reach, but technology is advancing. But there are some things we can do even while operating in a complex deregulated market.

We currently sell mobile day tickets via First, Stagecoach and the TSY Supertram app. We are also going to add these to the TravelMaster app including bundles of five-day tickets, the flexi ticket. We currently sell these on smartcards and hope that given customer feedback that this is what customers want we can use the more informative methods loading in a digital wallet on the phone to keep customers up to date on their balance and expiry of the bundle.

Communication is key not only in the tickets themselves but the marketing. Discounting is at 20%buy four get one free. When flexi tickets were launched, this message was not effectively communicated.

Furthermore, for business we offer even greater discounts as we look to help provide benefits for your hybrid workers. Bundles come in up to 50 tickets currently but by moving to mobile we can increase this number in B2B sales.

This new in-house digital channel is a huge benefit for 2024/25 and something we are already speaking to our existing customers to get South Yorkshire travelling more efficiently and greener for work and leisure.

If you are interested in helping your workforce travel sustainably please get in touch via sales@sytravelmaster.com

Public control of Supertram is one giant leap for the region

South Yorkshire’s Supertram is back under public control after 27 years. South Yorkshire’s mayor Oliver Coppard has hailed the historic day as ‘one small step for tram’ as new and ambitious plans have been developed to significantly improve the trams.

The mayor plans to create a bigger and better tram network that is fully integrated with other modes of transport, and is cleaner, greener and safer, getting people to where they want to go and connecting communities.

As the South Yorkshire Mayoral Combined Authority has only just taken over the contract, customers won’t see a big change just yet, but the following improvements will begin to take effect:

• A 10% discount on some tramonly fares for the first 100 days of operation has been introduced.

• A new Supertram ticketing app has been launched through which customers can purchase tickets and store tickets on their smart phone. Later this year, a journey planning capability will be added to the app which will cover all modes of transport.

• A new Supertram website will have all the information customers need about tickets and their journey Supertram.com.

• Within the first 100 days of operation all tram shelters and stops will be deep cleaned

• There will be a review of the tram timetable, looking at opportunities for it to change to better serve passenger demand.

Supertram has been running at a loss over the years and lack of investment has meant a poor experience for passengers. One in three people in South Yorkshire do not have access to a car, and with a target to achieve carbon net zero before 2040 and clean up the air quality, the intent is to get more people to use public transport and make it a more positive experience.

As part of this, a public survey has been launched to get people’s views on improving the trams including on personal safety, cleanliness, condition and maintenance of seating, tram stop information, bike facilities and being able to take a dog on a tram. The survey is on the Supertram.com website and the closing date for responding is 30 April 2024.

As well as hearing from the public on what they want to see, generation changing improvements are afoot with plans to refurbish all of the trams by March 2027 and have a whole new fleet rolled out by 2032, subject to government funding. An investment case to government has been submitted.

There are plans to open a new tram stop later this year at Magna in Rotherham which will serve communities in Blackburn Meadows, Templeborough and Deepdale.

Crucially, by taking the trams back under public control means integrating it with buses, train and active travel can become a reality, creating a London-style fully integrated public transport system and a healthier region.

Oliver Coppard said:

‘South

Yorkshire Supertram is ours again’

Opportunities are also being explored for further expansion in Sheffield to Stocksbridge and Barrow Hill on a tram-train line and Chesterfield with potential for more such as connecting to hospitals.

Work is also happening to increase Park and Ride capacity at Rotherham Parkgate and over the coming weeks, there will be improved signage for the existing cycle parking facilities at Park and Rides. There are plans to explore where more bike and ride facilities can be developed.

“For 30 years we’ve seen the consequences of our public transport network being run by private operators who have failed to run our buses and trams in the interests of our communities. We are now starting to dismantle that system. This is the first step in our journey back to a public transport system that puts people first, connecting our communities and helping us to build a bigger and better economy.

“South Yorkshire Supertram is ours again. But we’re inheriting a South Yorkshire Supertram that simply hasn’t had the investment it has needed for far too long. It won’t be quick or easy, but my commitment is to create a South Yorkshire Supertram network that gets the care it needs to deliver for South Yorkshire.”

Business News

Digital Health Hub secures investment from Google

South Yorkshire’s mayor, the University of Sheffield, Sheffield Hallam University and Sheffield Teaching Hospitals NHS Foundation Trust are working with Google to invest in groundbreaking research, apprenticeships and digital skills training across the South Yorkshire region.

These academic, medical, and local government institutions have come together to form the South Yorkshire Digital Health Hub, a digital innovation centre that will use this investment to help tackle the health inequalities in the region and drive economic growth.

As part of this, the South Yorkshire Digital Health Hub will work with Google on a series of pioneering research opportunities.

The first of these - the PUMAS studyaims to understand whether Pixel smartphone sensors that detect light, radar, and electrical signals from the heart could aid the detection of common conditions such as hypertension, high cholesterol and chronic kidney disease. Early detection of these conditions could help people to make informed lifestyle choices which could slow down, and even in some cases prevent their progression.

gathering to support patients and medical professionals to make decisions together earlier leading to better outcomes.”

The research will take place through the South Yorkshire Digital Health Hub, a £4m partnership led by the two universities alongside partners in health and business. The hub is hosted at Sheffield Hallam’s worldleading Advanced Wellbeing Research Centre (AWRC), which is dedicated to improving health and wellbeing through innovations that help people move.

‘Technology has the power to transform the nation’s health’

The first of its kind study, which looks at how digital technologies could transform the way that people interact with their health, has the potential to save lives, improve health outcomes and alleviate NHS pressures. Google will also provide 500 Fitbits for a separate study on post-surgical rehabilitation.

Tim Chico, professor of cardiovascular medicine at the University of Sheffield and director of South Yorkshire’s Digital Health Hub, said: “We launched this health hub because we know that the more information we have about patients’ health as early as possible, the more opportunities we will have to make a difference. With partners like Google, we are able to look at how we harness technology to support that information

Steve Haake MBE, professor of sports engineering at Sheffield Hallam University and deputy director of the Digital Health Hub, said: “Our vision is to develop digital health tools that incorporate information from daily life to help patients and healthcare professionals make the right decisions at the right time. I am delighted to be working collaboratively across the region and with industry partners like Google whose expertise and support will be invaluable to the success of the Digital Health Hub and its ability to improve people’s health outcomes across South Yorkshire.”

Oliver Coppard said: “Google are world leaders in digital health. Our partnership is based on our shared ambition to tackle the stark health inequalities that plague our communities, using cutting edge digital tools and solutions to address long-term problems.”

Debbie Weinstein, vice president and managing director for Google UK and Ireland, added: “Technology has the power to transform the nation’s health and we recognise the need for an approach that unlocks both the innovative tools and the skills needed to implement these solutions.

“That’s why we’re excited to have this opportunity to invest in this cross-sector collaboration which we hope will drive lasting change and serve as a proof of concept for other regions across the UK.”

Support is on offer for CBIT

Law firm Lime Solicitors has reinforced its dedication to supporting the Child Brain Injury Trust (CBIT) through a strategic partnership with the national charity.

As part of the year-long partnership, Lime Solicitors, a national firm which has a hub in Sheffield, will fund four families to go through counselling sessions, facilitate CBIT-organised family experience days out, and enable the charity to provide its vital support service to families in hospital throughout the year.

CBIT was established in 1991 by a group of health professionals to research and provide information regarding the effects of traumatic injury on a child’s developing brain.Today, the charity provides emotional and practical support, information and learning opportunities for families and professionals affected by childhoodacquired brain injury across the UK.

Amelia Larard, head of marketing and fundraising at CBIT, said: “We are thrilled to have Lime Solicitors as a strategic partner.

“Our strategic partnerships programme highlights our connection to organisations with likeminded values and outcomes for children with acquired brain injuries.”

The partnership builds upon Lime Solicitors’ long-standing support of CBIT. For the third consecutive year, the firm will be a headline sponsor and take a leading role in the organisation of The CBIT Games 2024 as it continues to grow year on year.

Additionally, for the second year running, Lime Solicitors will support the charity’s casino night, Licence to Spin and host a Bollywood dance evening later in the year.

Vicky Blodwell, serious injury partner at Lime Solicitors, said: “It is a privilege to have strengthened our partnership with CBIT.

“Through this collaboration, we aim to make a meaningful difference in the lives of children living with brain injury and their families, helping them to navigate the challenges they face and empowering them to build brighter futures.”

From left: Professor Tim Chico, Professor Liz Mossop, Professor Steve Haake, Debbie Weinstein, Oliver Coppard, Professor Koen Lamberts, Dr Susan Thomas and Steven Pleasant

Bloomin’ lovely! Camellia House restored and saved from ruin

Visitors can now take tea where the ladies of the house did in 1738, and beside some of the oldest camellias in the western world.

From derelict shell on the Heritage At Risk Register to beautifully restored global tea house… A new life has dawned for Wentworth Woodhouse’s Grade II* listed Camellia House.

Set in a secluded spot in the gardens of their prestigious stately

home in Rotherham, the building served as a peaceful retreat for its aristocratic owners from 1738.

It was originally built as a tea house where the Marchioness of Rockingham Lady Mary Finch and her wealthy friends would sip the most fashionable drink of the day.

It later became home to some of Britain’s first camellias to arrive from China, each of which reputedly cost keen collector the fourth Earl Fitzwilliam the equivalent of a housemaid’s annual wage.

Historic college building to undergo IoT transformation

A multi-million pound refurbishment will turn a historic Barnsley College building into a centre of innovation and technical education for South Yorkshire.

The South Yorkshire Institute of Technology (IoT) (SYIoT), one of 21 IoTs nationally, will see one of its key facilities fully renovated to house the SYIoT in the college’s University Centre on Church Street, in Barnsley town centre. The art deco building – formerly Barnsley Mining and Technical College – will be transformed into a modern IoT.

Funding for the project is a combination of Department for Education (DfE) regional investment, and college capital funds.

The college was also successful with a Salix decarbonisation capital bid for sustainability upgrades throughout the building.

Barnsley College principal and chief executive officer David Akeroyd said: “This is a real landmark moment

for higher-level education in Barnsley and the wider region, and we’re pleased to get contracts signed and now be able to deliver on our vision.

“This is an exciting time for the college and all our partners involved in the South Yorkshire IoT – as we look ahead to a future in which our hard work has led to increased opportunities for retraining and upskilling, more accessible and higher-quality jobs, and a productive workforce who are skilled in the right areas.”

GF Tomlinson has been appointed as the main contractor. Consultants AECOM have been retained as a key partner to support the college’s Major Projects Team as lead technical advisers through the construction phase.

Adrian Grocock, managing director at GF Tomlinson, added: “This state-of-the-art facility will provide students at Barnsley College with a first-class, modern learning environment, while breathing new life into a well-known historical building in the heart of the town.”

The Camellia House before and after restoration

Victoria Ryves, the trust’s head of culture and engagement, with members from SuNrit Culture

The Camellia House after restoration

But after the family departed in the 1980s, the Camellia House fell into decline and its blooms were forgotten.

£4m from The National Lottery Heritage Fund and just over £614,000 from Historic England, the Camellia House has been saved.

Sarah McLeod, the Preservation Trust’s CEO, said: “Saving the Camellia House, removing it from the Heritage At Risk Register and giving it a new life is a huge achievement for us.

“We prioritised the Camellia House because it was in the most urgent need and it was vital that we protected our historic camellia collection. It now provides much-needed facilities for the gardens and means visitors can enjoy tea among the camellias, as the Marchioness did in the 1800s.”

‘It was vital that we protected our historic camellia collection’

Helen Featherstone, director, England North at The National Lottery Heritage Fund, said: “It is incredibly exciting to see the wonderful Camellia House open to the public.”

A dedicated space for women’s support

Resolute Women’s Support Services, a charity dedicated to supporting victims of domestic abuse, has taken possession of new premises located in the heart of Barnsley town centre.

This significant move marks a milestone in the charity’s mission to provide comprehensive support and services for individuals affected by domestic abuse.

The new building, set in a strategically chosen location to be accessible to all, is undergoing renovations to transform it into a multifunctional space designed to meet the diverse needs of those we serve. The renovation work is being carried out by local company RH Plastering.

Upon completion, the Resolute facility will feature:

• A charity shop: Offering a range of items for sale, with proceeds directly supporting our services and programs.

• Counselling space: A safe and private area where individuals can receive professional and compassionate support.

• Holistic therapies: Promoting healing and well-being through various therapeutic practices.

When Wentworth Woodhouse Preservation Trust bought the mansion for £7m in 2017, it was one of many buildings close to dereliction. Only the oncepampered camellias had thrived; exposed to the elements, they had trunks the width of trees and were 30 feet tall.

In 2019, a discovery by head gardener Scott Jamieson gave the Trust even more reason to act swiftly. Many of the 19 camellias existing from a collection once numbering up to 30 were originals, likely dating from the early 1800s. They were deemed some of the oldest surviving in the Western world by the International Camellia Society.

Now, thanks to a year-long, £5m restoration funded primarily with

Over 200 attended the official launch on 22 March. After speeches and performances by dance group SuNrit Culture, the ribbon was cut by garden volunteer Harvey Hopkinson, a member of ArtWorks South Yorkshire, which supports adults with learning difficulties.

• Volunteer room: A dedicated space for our invaluable volunteers, who are the backbone of our operations.

• Chill out room: A relaxed environment for individuals to unwind and socialize, fostering a sense of community and belonging.

• Office: For the efficient administration and coordination of services.

Resolute’s expansion into this new building is a reflection of its unwavering commitment to providing a sanctuary and support network for victims of domestic abuse. The charity’s holistic approach encompasses emotional, psychological, and practical support, empowering individuals to rebuild their lives free from abuse.

For more information, to get involved, or to make a donation, please visit: www.resolutesupport.uk or contact teamresolute@resolutesupport.uk

Royal recognition for exporter

Leading global metals supplier, ICD Europe Ltd, has been recognised for its exceptional achievements in international trade for the second time, after being honoured with a King’s Award for Enterprise, just two years after receiving the Queen’s Award.

This prestigious award places ICD Europe among 252 outstanding organisations across the UK.

Since the company was established in 2016, as part of the global ICD Group, ICD Europe's dedication to international development has resulted in significant and sustainable growth.

The Sheffield-based company now exports a diverse range of goods to customers across Europe, the USA, and Asia, in a wide variety of sectors including the aerospace, medical, petrochemical, automotive, electronics and industrial gas turbine industries.

As part of its international expansion strategy, ICD Europe also recently announced the launch of ICD Superalloys Australia, a new subsidiary of ICD Europe Ltd.

ICD Superalloys Australia will source, recycle, and supply minor metals from across Australia and South

East Asia, and will be the first dedicated superalloy processing facility to be established in the country.

Achieving the King's Award for Enterprise is another significant milestone for ICD Europe. The firm was recently named the Yorkshire region's second fastest growing manufacturing company in Insider Media's annual Manufacturing 100 list.

MD Wayne Hawkes said: “We are incredibly proud to receive a King’s Award for Enterprise. This recognition is a remarkable testament to our team's dedication and hard work in driving international trade. It solidifies our commitment to expanding our global reach and impact, and we are truly honoured to receive this double distinction.”

The King’s Awards for Enterprise, formerly known as The Queen’s Awards for Enterprise, represent the highest recognition for outstanding UK businesses.

This year’s recipients were announced on the first anniversary of His Majesty The King’s Coronation, reflecting his desire to continue the legacy of Queen Elizabeth II in celebrating exceptional British companies.

The Camellia House roof before restoration

ASouth Yorkshire Mayoral Combined Authority (SYMCA) Net

Zero project has been awarded £2.4m in funding. The Let Zero project, which was awarded the funding by Innovate UK, support tenants in the private rented sector by working with landlords to improve decision making on renovations and improvements in their properties, especially those housing the vulnerable.

SYMCA was awarded the funding after a competitive process where the authority was invited to take part in Innovate UK’s Net Zero Heat Innovation Lab. After the process just three projects were awarded funding, including SYMCA’s.

The 18-month Let Zero project will develop an end-to-end solution, powered by AI to give landlords a ‘trusted path’ for upgrading their properties, tailored to the needs of the occupants.

The pilot research project will initially involve 200 homes in South Yorkshire but the solution has the potential to be scalable across the UK. The winners of the Net Zero Heat Innovation Lab are being announced at the Futurebuild 2024 conference in London on Tuesday 5 March.

Dr Ceri Batchelder, South Yorkshire Retrofit Development Programme lead at SYMCA, spearheaded the Let Zero project at the competition.

She said: “I’m delighted that the Let Zero pilot project has received funding from Innovate UK. It will improve conditions for private sector renters by supporting landlords to upgrade their properties through a retrofit and funding advice service.

‘Our intent is to create warmer, healthier and more costeffective homes’

“Working closely with our local authority partners, the team will reach out to landlords and showcase a range of options for housing improvements. Our intent is to create warmer, healthier and more cost-effective homes and to establish a precedent for decarbonisation in the private rented sector.”

The Let Zero pilot project involves 12 partners and will run from 1 April 2024 until 30 September 2025.

Mike Pitts, deputy challenge director, Innovate UK said: “Innovate UK’s Net Zero Heat programme seeks to overcome barriers to innovation to enable the UK to prosper from moving quickly away from gas for heat in buildings.

Things are looking up for airport plan Project to make better homes for renters

After nearly two years of hardfought campaigning and work taking place behind-the-scenes, the fate of Doncaster Sheffield Airport (DSA) is looking brighter than ever.

The basis for this renewed optimism is that the City of Doncaster Council have announced that they have passed a significant milestone in their negotiations with the airport’s owners, Peel Group. Namely, they have signed a longterm lease for the site — covering a 125-year period — that will see the airport re-open with huge benefits to the local economy.

Representing a major step forward in the fight to reboot DSA, this welcome development signals that there is at long last some definitive light at the end of the

“The three projects announced are the biggest investment to date from the programme. We’re really pleased that such promising ideas were developed through an intensive five-day workshop specifically designed to generate these kinds of high-potential projects.

“The participants are involved from all stages across the process of Net Zero Heat renovations of buildings, and they all seek to improve the process for different types of building with the aim of bringing down cost and speeding up retrofit work.”

tunnel. Indeed, now that a lease has been secured, the council can focus on concluding its ongoing search for a private sector partner to operate the airport. A rigorous procurement exercise is already underway here — with there being a strong market interest — and it should not be too long now before an operator is secured.

With all of that, things are really looking up at the moment and, provided that all continues going according to plan, it’s looking increasingly likely that South Yorkshire will be getting its airport back sometime in the foreseeable future.

Responding to this good news, the chief executives for Doncaster, Sheffield and Barnsley & Rotherham Chambers issued the following joint statement:

“This announcement will doubtlessly come as a huge relief to those who have been invested in this complicated situation and who have been following all of the latest developments with keen interest. Successful economies need successful airports. As such, when the fate of ours was first called into

question 20 months ago, we know that it came as a massive blow for the region and that there was justifiable concern about what losing such a prominent asset would ultimately mean.

“After all, DSA had been serving our communities for over two decades by the time it closed its door, so it was only natural that residents and businesses would feel so passionate about keeping it alive. Yet even then, we could not have predicted just how determined that community would be, with countless groups and individuals from across the political spectrum rallying behind the campaign to save our airport; some of whom were very much in the public eye while others worked tirelessly behind the scenes.

Doncaster Sheffield Airport

Connect Profiles

Welcome to Connect Profiles, where local firms can tell our readers all about their business.

Jane McNeice

Organisation: Mind Matters and www.umbrellapicker.co.uk

Job Title: Founding director and principal trainer

What does your organisation do?

Mind Matters is a mental health training company offering a range of well-known courses including mental health first aid, suicide intervention programmes such as SafeTALK, ASIST, and suicide first aid, and management training programmes in mental health such as iACT (for positive mental health), along with other resilience workshops.

We are currently branching out into the field of neurodiversity training programmes due to increased interest, and my own lived experience, which has taught me so much about the overlap between mental illness and undiagnosed (and diagnosed) neurodivergence.

I am of the belief that the two should be considered together and I want my company to be leading the change.

How did it all start?

I had worked in the field of mental health and employment since 2008 and had qualified to facilitate some of the training courses I now deliver.

I had just left a previous job with the intention of a stop gap and ‘slowing down and appreciating life’ for a little while. With hindsight, this was always going to be impossible for me. I am constantly restless!

I was helping out with my husband’s business with his social media content when I attended a related training course at a local centre.

I was already missing my vocation in mental health and my constant desire to reduce suffering felt unfulfilled. I learned that the centre could be hired for a ridiculously small fee and wondered if just maybe I could advertise a course and get ‘bums on seats’, all in the name of reducing the suffering caused by mental illness by capacity building others to support those with such difficulties.

So, one Saturday afternoon in June 2015 my husband and I built my company website, gave us a name, and started the marketing. It worked. Slowly at first, then accelerating faster, to the point that we reached critical mass around 2020, just before

‘My business would not be a success without me having an Autistic brain type’

connect

Covid-19, which halted us in our tracks for around eight months. Today we now deliver well over 160 courses each year. Our secret… do it and do it well, exceptionally well! Plus, much background marketing that never ever stops.

What’s your greatest achievement so far?

It has to be learning I was autistic. I worked it out for myself in the end, then parent-identified it in two of my three children. Three of us were diagnosed autistic in 2021.

Since my diagnosis at age 45 I have run the London marathon twice for the National Autistic Society, raising around £3500, and written two books, my memoir The Umbrella Picker, detailing my journey towards diagnosis and my experience of living for 45 years unknowing, and my recently published book Strength not Deficit, a neuro-affirming read which documents my shift from feeling broken (pre-diagnosis), to different (post-diagnosis), to where I am today, which is recognising the strengths my autism provides.

My business would not be a success without me having an autistic brain type. It is that simple.

Why? Because my business is one of my autistic obsessions, and autistic obsession leaves no room for failure. It is a higher level than standard interest, such as that of a hobby or past time.

In my second book I explain what autistic obsession looks like and how neurotypicals can, should they wish to, emulate it for their own business (or other) success.

What has surprised you most in your job?

That I am able to succeed in a job which, theoretically, most people would think impossible for a social anxious autistic person. This is where the secret to success comes in. As I highlight, it leaves no room for failure, or can’t do.

What’s the biggest risk you’ve ever taken –and did it work out?

I take risks everyday when I walk into a training room as a socially anxious autistic, but it works out every time.

It works out because I over prepare, I have an autistic encyclopaedic knowledge of my subject matter because it is one of my obsessions, and I care immensely about my learners and their experience - do not believe the myth that autistics lack or do not have empathy. Many of us are high scoring empaths.

What keeps you awake at night?

That autistic people are dying at disproportionate rates due to suicide and the challenges of coexisting illnesses.

We are three times more likely to suicide than allistic (non-autistic) people, nine times if we do not have a learning disability, and 13

times if we autistic socially mask (mimic neurotypicals to ‘fit it’ and be accepted by the social herd). Many are familiar with the fact that men suicide at a 3:1 rate to women, but in the autistic community more women suicide than men.

I drafted an article about this recently, but it does come with a health warning. It is not a pleasant read, but an essential one for those interested in saving neurodivergent lives from suicide I started writing this article in my phone notes at 3am during a bout of insomnia, so yes, it really does keep me awake at night! This is just one of many things that does. Neurodivergent people are nocturnal, we don’t sleep so well.

If you could turn the clock back, what would you do differently?

I would be more careful about what I share. I sometimes support others to the extent that I will cause detriment to me and my company. I am now cautious of my ‘people-pleasing’ tendencies (common in autistics), the positive part this plays in my business, but also the negative part, so I maintain boundaries.

What advice would you give to someone starting out?

Make your business your obsession! Obsession leaves no room for failure. The failure only comes from something not being (or becoming) your obsession.

The decisions I make are often about ‘playing the long game’ so I forward think, make predictions, plan for the future as well as for today. Get ahead of the game.

If you cannot offer any of the above, work with someone who can, but you need to work what your contribution will be.

What exciting projects is your organisation working on?

In July I will be upskilling, alongside with one of my associate trainers, in the new Thrive Neurodiversity training. We will be offering Neurodiversity Champion training, Neurodiversity for Managers, and a shorter awareness course.

In the last 15 years the interest in mental health has increased phenomenally. It has been a wave of change. My business success has certainly benefited from that wave, and my business has also played a part in creating it.

My prediction is that in the next 10 years you will hear increasingly about autism, ADHD, and other neurodivergence. We will play our part in creating that wave too. Workplaces will learn (some already know) that they can capitalise on our difference but the challenge for them will be how they support us effectively. Without the latter they will not get the former.

For example, when I am anxious, I am far less creative and productive than when I feel safe, so how will you make me feel psychologically safe at work so that we can achieve my best.

I am also returning to university to undertake research, as I wish to prove (or disprove) some of the patterns my autistic brain has identified. I am a pattern spotting autistic, and my specialist area is human behavioural patterns. This too contributes to my businesses success. I spot change ahead of most neurotypicals.

What do you like to do in your spare time?

I love reading, long-distance running, and travel. Reading and running are my self-care and help me to have the solitude I need to re-energise as an autistic person. I am an autistic who socially masks. This causes exhaustion and illness, so I need a lot of solitude to recuperate. I am also a wife and mum and love the time at home with my inner circle where I can just be me.

Website: www.mindmatterstraining.co.uk

Email: jane@mindmatterstraining.co.uk hello@umbrellapicker.co.uk

Telephone: 01226 777520

07833 470979

LinkedIn: Jane McNeice www.linkedin.com/in/janemcneicemindma tterstraining/

X: @mindmatters2us @umbrella_picker

Instagram: Umbrella_Picker

• Professional Services

• Property & Regeneration

• Communications & Marketing

cashflow Top tips for a healthy

Maintaining a good business cash flow can be challenging at the best of times, but there are ways to make it more manageable and stress-free. Business Connect offers its top tips.

1. Choose the right payment terms

For companies selling products, payment terms are usually immediate, such as in advance at the time of the order, or on delivery.

For service companies, terms of payment tend to be 30 days, or less (depending on size). It’s worth asking customers for advance payments in certain situations, such as when you’re delivering a large project or working for a new client.

2. Agree Ts and Cs

Always have a contract and payment terms agreed in advance of a work order. Otherwise you could experience delays and even nonpayment if a dispute arises.

Agree your rates and the goods/service you’re delivering, as well as when you’ll be billing and your payment terms. Also, familiarise yourself with the accounting procedures that your customers have in advance. This is especially relevant when dealing with larger companies with Purchase Order systems.

3. Timely billing

Ensure you issue invoices at the right time. This will help reduce ‘lock-up’ - this is the time between when you have paid for the goods/services you’re providing to when you get paid by your customer (i.e. the time that your cash is locked-up).

Also, make it easy for customers to pay you. Consider having a credit and debit card payment facility and use click and pay invoicing (this is where invoices are issued electronically with links to online payment providers).

4. Use credit control apps

Consider an automated credit control system or app to chase up debts. These apps work by reading your debtor ledger and emailing out

reminders to customers who exceed their credit terms. Notices can be set to send out p eriodically until a payment has been received and then issue a thank you note.

Although apps do not offer a complete solution, they can prove very effective, particularly where individuals prefer not to chase payments themselves.

5. Consider outsourcing

If employing a credit controller full-time isn’t cost-effective, it may be worth outsourcing your credit control to a third party.

Providers vary, but most offer access to a qualified credit controller/s, who can manage your debtors and chase payments up on your behalf, for a fixed monthly fee.

6. Control overhead

Review your overheads regularly to keep costs in check. For example, outgoings for items such as postage, electricity, light and heating tend to increase over time, so it’s worth revisiting your options and providers.

7. Finance options

Ensure you have the right type of finance in

‘Always have a contract and payment terms agreed in advance of a work order’

place at the lowest cost; for example, there are a range of asset finance options to fund equipment purchases. Also, look at any existing debt - are you getting the best rates and are debts structured in the best way? It may be better to consolidate several loans.

8. Have cash reserves

It’s good practice to give yourself a ‘cash buffer’. Debtor days are still high and although 35-60 days is average, up to 90 days is becoming more common.

Putting money aside to cover your costs, including Corporation Tax and VAT, ensures you don’t get caught out if your receipts aren’t as expected.

9. Forecast cash flow

Annual cash flow forecasts can be very inaccurate. Consider using short-term cash flow forecasts, which should reveal any pinch points more accurately.

There are a range of cash flow forecasting apps available, which you may have access to already if you’re using a cloud accounting package. These can help you visualise and monitor cashflow.

Feature: Professional Services

Preparing to sell your business

Selling a business is typically a once in a lifetime event. As such, most business owners aren’t aware of the skills required to successfully sell a privately owned business. Business Connect offers practical advice on how best to prepare and develop the skills you need for a smooth sale.

Build an exit strategy

It’s always important to have well-defined personal and business goals, both in the short term and the long term. To serve practical use, these goals need to be measurable over a given time period.

When selling a privately owned business, a good exit plan ideally needs to start two to three years before the sale. It should contain your planning for both personal and financial goals, including tax and estate planning.

In order to deliver on both your personal and financial goals, it’s important to develop a wealth management plan before the sale of the company. As a business owner who has considerable capital tied up in a company, you need to take this into account.

When building your exit strategy, you will also need to decide how involved you want to be during and after the exit. Do you want to sell completely, or stay on for a defined period as a paid consultant? Or do you want to become a chairperson with a continued stake in the business? As with all business goals, a clear and concise plan from the outset is essential.

Value the business

The next step is to determine the market value of your business. Once you know the value of your business, you can decide whether it fulfils the financial commitments of your exit plan - for example, will you be able to fund your next project or retirement plans?

Knowing the value of your business gives you options, by giving you a quantitative sense of what you will be able to achieve.

Define your legacy

You should also consider, after many years of hard work building a successful business, what kind of legacy you wish to leave behind for your family and staff. How will you split the proceeds of the sale among your loved ones or the people who helped your business to grow?

Alternatively, do you want any of the proceeds to go towards a charity or a future project? Which charities or projects would be most in line with your personal philosophy or that of the business?

Implement a succession plan

Once you have sold, do you have a natural replacement to head the business? This will relate to the nature of your exit plan and how involved you want to be, to ensure that you are leaving the business in trusted hands.

If you don’t have an immediate candidate in mind, you will want to ensure that making this decision is a part of your strategy.

Review your options for sale

Consider all of your options and determine which will deliver your personal and business goals. You may wish to transfer ownership to a family member, sell to other

Choose the buyer you feel will best protect your staff and legacy

shareholders within the business (including a number of family members), sell to business employees, or sell to a third party.

One option is a management buyout, which is a great way to leave a legacy and reward your management team by allowing them to acquire all or some portion of the business. You could also refinance the business, go public, or liquidate the business.

Prepare for sale

To prepare for the sale, you can increase the value of your business by documenting your business processes. This allows you to take the business owner out of the process but leave the buyers with key information that the business owner would have held.

Often this information is not documented, but doing so can improve the prospects of your sale. Documentation should include your overall vision, along with details of strategy, sales, marketing, finance, HR, and your contingency and succession plans.

Market to sell

Once you are prepared to sell, use a business broker to go to market, or conduct a management buyout. Work closely with the agent and be clear on what the end objective is, according to the exit strategy you have established. Be willing to pitch your business to a number of interested parties, and choose the buyer who you feel best meets your objectives and who will protect your staff and legacy.

Use a business broker to go to market

‘As with all business goals, a clear and concise plan from the outset is essential’

The key to unlocking South Yorkshire

By Rob Cuthbertson (pictured), director, CBRE Lending

Regeneration can take many forms but none more apparent than in the built environment. Buildings and infrastructure can reflect the rise, decline and revival of an area and are often the first signs that a regeneration project could be on the horizon.

So much so that in January 2022 the government committed to the regeneration of 20 town and city centres across England with many of these achieving further support through the six Investment Zones identified in 2024: Greater Manchester, Liverpool City Region, North East of England, South Yorkshire, West Midlands and Tees Valley.

South Yorkshire has been identified as one of these Investment Zones with Sheffield being prioritised as one of the top two cities for the government’s regeneration funding. The dictionary definition of regenerate means to “bring new and more vigorous life to an area; to revive,

especially in economic terms”. Few places have experienced this as ardently as South Yorkshire, making it a prime candidate for regeneration funding, with past decades exemplifying the fragility of a region’s prosperity and the subsequent opportunities that can be created.

The prefix “re” suggests a prior existence which, in South Yorkshire’s case, is the region’s rich industrial past. The 19th and 20th centuries put South Yorkshire on the map through its thriving steel and coal industries. Consequently, South Yorkshire’s history has provided an abundance of regeneration opportunities in both urban and out-of-town areas. Sites no longer required for their original use have provided prime opportunities for regeneration. Capital & Centric’s redevelopment of a former

Harworth Group’s most recent phase at the Advanced Manufacturing Park, Rotherham, the site of the former Orgreave Colliery

Feature: Property & Regeneration

cutlery works in Sheffield City Centre has brought life back to a historically significant building while also providing much needed housing. Similarly, Sheffield’s ‘Heart of the City’ regeneration project has transformed Sheffield’s urban core, bringing financial and law firms to South Yorkshire. Both have crucially attracted residents and workers back to the city centre, stimulating the regional economy.

Harworth has led the regeneration of out-of-town brownfield, ex-colliery land across the region. Its Waverley regeneration masterplan at the former Orgreave Colliery has brought diversification to the area in the form of advanced manufacturing, housing, education, and soon the introduction of the new Olive Lane community. Pivoting to advanced manufacturing has successfully brought jobs and industry back to Orgreave.

Each of the four local authorities, Barnsley, Doncaster, Rotherham and Sheffield, has significant regeneration and funding appeal, such as a plethora of opportunities and a strategic location, such as Barnsley’s proximity to the M1 and M62. The potential reopening of Doncaster Airport, an Investment Zone priority, and the significant growth in tech and life sciences at the Olympic Legacy Park and Sheffield’s Innovation Spine, provide further injections into an outward looking regional economy.

Regeneration has not come without its difficulties. Viability, market dynamics, and remediation requirements often mean grant

funding is a necessity to bring such schemes forward. The synergy of suitable funding and like-minded developers has stimulated regeneration across South Yorkshire with the SY Jessica Fund and South Yorkshire Pension Fund having supported a significant number of regeneration and development schemes. These schemes have brought substantial social value benefits to the residents of South Yorkshire through the creation of infrastructure to support around 8,000 new jobs.

Sustainability must be at the core of regeneration. It provides longevity to the built environment as well as the communities that thrive within it. It is therefore essential that opportunities coming forward are assessed using a suitable framework to ensure the optimisation and implementation of sustainability criteria. Without this longer-term view, we would find ourselves in a constant cycle of regeneration.

The South Yorkshire economy is well-positioned to continue to capitalise on its development opportunities with all the ingredients for positive and sustainable regeneration of the built environment. The abundance of sites suitable for regeneration, coupled with the right forms of funding, will stimulate the provisions of jobs, housing and sustainable infrastructure and ensure the region has a prosperous and robust future bringing benefits to the people of South Yorkshire for decades to come.

‘South Yorkshire’s history has provided an abundance of regeneration opportunities’

Feature: Property & Regeneration

To refurb or rebuild - That is the question

In a world where net zero, sustainability and social responsibility have become increasingly important to businesses and consumers alike, the decision as to whether to refurbish a building or demolish and start from scratch is one to consider carefully. Business Connect explores some of the key questions to help you decide the best course of action.

What are the costs involved?

In many cases, new builds are cheaper to build per square metre than a complete renovation.

Renovations can also be much more difficult to estimate, especially if hidden dangers such as asbestos or structural problems are uncovered midway through the process and work grinds to a halt.

How much time do you have?

It’s common sense that a refurbishment can be delivered much faster than a new build. If you’re operating on a tight schedule, even the slightest delay can be incredibly costly.

What is the state of the existing building?

The state of the building’s ‘bare bones’ will have a direct impact on the level of work required to meet both the standards of modern building regulations and desirability among prospective tenants.

Energy performance is a key consideration – no one will want to occupy a building with draughty windows and poor insulation! Also keep in mind floor plans and layouts. If, for example, the building was built before ambulant toilet provisions became an obligation, it may mean a reduction in the net floor area in order to meet this modern requirement.

What’s the obsolescence factor?

Obsolescence occurs for a number of reasons: physical deterioration and wear and tear, technological advances, changes in economic conditions, users’

requirements, changes to legal requirements, design and social needs. How soon will the existing building become obsolete? Of course, a building’s function can always change, and new technology can always be used to extend its life, but consider the costs involved in delaying the inevitable.

What are the planning restrictions?

If the building is listed, or located in a conservation zone, this will have a dramatic impact on the type and amount of work you are legally allowed to do on the property. Will the façade need to be kept exactly as is? Will you be allowed to gut the building entirely? Will the local government and residents object to extensive work and will consultations need to be held?

Can you be sustainable?

‘It’s common sense that a refurbishment can be delivered much faster than a new build’

As the government pushes towards net zero, the environmental performance of the building must be considered. BREEAM ratings will be improved if you utilise the existing frames of building. However, while it is true that many older buildings cannot be refurbished to the same energy standards as a modern construction, the impact of using new materials and the resulting impact on the building’s carbon footprint must be considered.

How to build a brand

Building a brand is important to business success.

A good brand is easily recognisable and immediately tells your audience what you’re all about – it can also you stand out from your competitors and help you show off your personality and flare. But how do you develop a winning brand? Business Connect offers some top tips.

Feature: Communications & Marketing

Where to start

The first thing to do is identify your audience. They are the ones who will hopefully be buying your product, so it’s important that you tailor your brand’s voice, design and marketing strategy in such a way that catches their eye.

You can identify your audience by:

• Examining your existing customers: If you already have a loyal customer base, get to know them. What is their age range? Where do they live? Do they shop with you for convenience, or is there something else about you that they like?

• Examining your competition: What are your competitors doing differently? Do they reach a larger demographic of customers and if so, how can you target them as well?

• Creating buyer personas: Think about your ideal customer and create a profile for them, outlining their age, gender, likes and dislikes. What do you they want from your product? How can you meet their expectations?

With all of this in mind, you can establish the types of people you want to target and consider the existing types of brand that those people are drawn to. You can also look for gaps in the market and see if you can fill it.

Figuring out your brand position

Once you’ve identified your customer, you need to decide on your brand position – that is, where your brand will sit on the market. After all, you won’t tempt high-end luxury fashion buyers if your products are budget friendly, and you’ll struggle to tap into the eco-friendly market if your products don’t boast green credentials. Identifying your brand position is the first step in letting your customers know what they can expect from you.

It’s easy to create a positioning statement. You just need to come up with a short statement – one or two lines will do –which outlines exactly what your business does. This can also incorporate your unique selling point – that is, the thing that sets you apart from your competitors. What do you offer that they don’t? Shout about it!

Once you have figured out your brand position, you can develop your brand ‘voice’. If you sell homemade goods or children’s toys, for example, a warm, friendly voice would suit better than formal or stylised language. Your brand voice should carry over to your marketing campaigns and all social media content.

What’s in a name?

You’ve identified your target audience and your position. But a brand is nothing without a business name.

The right name should identify everything your customer needs to know about you and your products.

If you’re providing a service – perhaps you’re a florist, or a handyman – it’s a good idea to include that in your business name, so you’re easy to find in online searches.

However, if you want your business name to be more unique, making up a word (think of Goop, or Ikea) is a great way to stand yourself out from your competitors… just make sure it’s not impossible to pronounce – or spell!

Pick your name wisely – once it adorns business cards, branding material, or even your storefront, it can be costly to change, not to mention confusing for your customers.

Next step – design a logo

With a name decided, your next step is to design a logo.

A logo will serve as the ‘face’ for your company and your brand, so you’ll need something that’s not only eye catching but easily identifiable and unique.

‘Always adhere to your brand voice and core colours’

Consider all the places your logo will be visible – such as your website, your social media profiles and product packaging.

If you use a lot of colours, your logo might look muddy or confusing. Pick two or three core ‘brand colours’ that you can use across your business cards, product packaging, and especially online communication. This will help your customers recognise you and your content when they’re scrolling through social media.

Imagery can be used in logos, but keep it simple. You want it to be clean and easily recognisable – the Apple logo is a great example of this!

Fonts can be useful in conveying your brand position too –sans-serif fonts are more modern and friendly, while serif fonts look and feel more traditional. If you include text in your logo, keep in mind long words might be difficult to read on small screens.

Share and grow

Now that you’ve built a brand, you need to share it with the world.

Make sure your brand is consistent across your website and social media, and always adhere to your brand voice and core colours.

The best way to grow brand recognition is through consistency, and a brand style guide is a useful way to ensure this, especially if you have different members of staff managing different aspects of your business.

Also, don’t be tempted to revamp your brand every year –redesigning your logo or changing your core colours on a whim could alienate your customer base.

Feature: Communications & Marketing

perfect Creating the advert

From attracting new customers to launching a new product line, a great marketing campaign can bring a much-needed boost to your business. And you don’t need to be a marketing expert, a brilliant writer or have a big budget to catch the eye of potential customers, either. Business Connect offers its top tricks for creating an attention-grabbing advert.

Have a clear message

If people don’t know what your selling or trying to communicate, you’re losing customers before you’ve even started!

Before you start creating your advert, come up with your ‘elevator pitch.’ This will be a succinct summary of the services and products that you offer, along with your unique selling point.

It’s always helpful to identify your ideal customer. Once you get a clear idea of what your business does and who you want to target, you’ll have a better idea of the language you’ll need to employ on your advert – a younger audience will respond better to more informal tone, for example.

Make your words count

Your advert will have a word limit, so you want to make sure that every sentence has an impact and that you’re not wasting precious space.

Start with your headline – this is the first thing that people will read, so you want to grab their attention right away. You can do this by using powerful, active words, or by inviting the reader in with a question.

Once you’ve got a winning headline, you then have the rest of the space to shout about what makes your business stand out, what you’re offering to the customer and, most importantly, why you’re better than your competitors. Keep it concise and clear, and push your unique selling point.

Use eye-catching imagery

They say that a picture paints a thousand words – and if you’re really short on space, the right image can sell your story without you having to say much at all!

You might opt for high-quality images of your

products to show them off in the best possible light, or perhaps commission funny illustrations to explain how your service works - but whatever you choose, there are a few things to remember.

Firstly, your chosen image has to be ‘on brand’ (see below) and memorable – you don’t want your customers to confuse your competitors for you!

Secondly, you don’t want your advert to look too busy. Focus on just one or two great images –remember that less is more!

Keep it on brand

Your brand is your voice. It’s what makes you unique, what sets you apart from your customers and helps your customers find you.

Your brand could include a distinctive logo, snappy slogans, fonts and colours – and all of these should be utilised in your advert. A consistent voice will help you stand out and remind people of exactly who you are.

Include calls to action

What’s the point in introducing your products and services to the world if you don’t let potential customers know exactly where they can purchase them, or where they can go for more information?

Your advert should include calls to action – a website link is an obvious choice if you offer a range of products/services that they can browse, but a more personal touch is an email address or a phone number, so potential customers can get any questions they have answered directly.

You can also include your social media handles or special codes for discounts.

‘You don’t want your advert to look too busy’

Sector Focus

The latest news from South Yorkshire businesses operating in the Corporate Hospitality, Digital & Technology, Green Business, Legal & Finance, Manufacturing & Engineering and Skills & Training sectors.

Hotel or conference centre – which is best?

Hotels and conference centres both offer dedicated venues for meetings and conferences, but they have distinct advantages and disadvantages. So which one is right for your next event? Business Intelligence is here to help you decide.

The case for hotels

Convenience: Firstly, a hotel is usually the most convenient choice. Larger hotels will have meeting rooms and event spaces just a few floors away from guest accommodations, meaning delegates can stay at the same location. This is especially beneficial if you’re hosting a multi-day conference or expecting out-of-town participants.

Amenities: Restaurant, spa, gym, bar – hotels typically offer a range of amenities that will enhance the overall experience for your guests. Delegates will appreciate being able to relax and unwind in between events, and catering services will mean they’re well fed, too! Technology: Hotel event spaces are equipped with all of the audio-visual and presentation equipment you will need. They will typically also offer the services of an event team who will be on hand every step of the way to make sure you don’t run into any technical difficulties.

Networking spaces: Hotels offer many communal spaces, such as bars and comfortable lobby areas, which provide the perfect setting for informal networking opportunities.

The case for conference centres

Specialisation: Conference centres are purpose-built for meetings and events, offering more customisable meeting spaces. The technology available will be top-notch, including enhanced audio-visual systems, high-speed internet and specialised support teams.

Flexibility and choice: Conference centres offer a higher degree of flexibility. You will have a choice of rooms, depending on your budget and needs, and be able to configure the room layout to meet your exact specification.

Exclusivity and privacy: A conference centre offers more privacy than the hotel. For one, you won’t have to share communal spaces, and your dedicated events spaces will only be able to be used by your delegates. This can create a more focused environment with fewer distractions. Accessibility and parking: Conference centres are usually located near major transport hubs, such as railway stations and airports, to provide easy accessibility for those travelling by public transports. They also offer ample parking.

Hotels offer meeting rooms and event spaces as well as guest accommodation

Sector Focus: Corporate Hospitality

Making the choice: Things to consider

Event size and purpose: Consider the size and nature of your event. Hotels are suitable for smaller to medium sized events, while conference centres are better suited to accommodate larger guest lists. You don’t want to cram too many people into one room –but at the same time, you don’t want to hire a lavish banquet hall for just a handful of guests!

Budget: While conference centres usually cost more to rent than hotel meeting spaces, they do offer more value in terms of specialised services and equipment.

The needs of your guests: Consider the experience you wish to offer to your guests. Is overall comfort more important than accessibility, for example? Look to past events to guide the kind of experience you wish to build – do they enjoy having extra amenities on site or do they prefer the convenience a conference centre offers?

Atmosphere: Consider the atmosphere you want to create. Is your event going to be more informal and relaxed, or more professional and focused? A hotel will offer a more comfortable atmosphere, while a conference centre will look and feel more impressive and professional.

Conference centres offer state-of-the-art equipment

Sector Focus: Digital Technology

Cyber security firm lends vital support to children’s charity

UK charities are navigating a precarious path when it comes to the balance between funding and their IT and cyber security solutions.

The pressure of limited resources and an ever-expanding digital footprint have left charities throughout the UK exposed to the ever expanding and evolving cyber security threat landscape, threatening not just their ability to operate, but also the integrity of the sensitive data they hold as a charity.

A 2024 report estimated that 32% of charities across the UK experienced a cyber attack in the previous year, highlighting an urgent need for them to implement robust IT Support and Cyber Security solutions.

TwentyFour IT Services have partnered with Doncaster Charity of the Year 2023 Active Fusion to ensure that they are both supported and protected from the latest cyber threats, ensuring that they can focus on what matters most; the health, fitness and future of the children of Doncaster and the surrounding areas.

Active Fusion’s primary focus is to help children develop a love for being active, learn, build confidence, unlocking their potential and creating positive habits for life though sport whilst fostering a sense of belonging and local community.

‘32% of charities across the UK experienced a cyber attack in the previous year’

As part of this partnership, TwentyFour IT Services have pledged to not only cover the costs involved in IT support and cyber security, but also the licensing of their software suites as a charitable contribution.

Charities like Active Fusion hold a wealth of data that it is essential that they keep secure. Many are

often entrusted with personal details of donors and beneficiaries, financial records, and health information, and as such are

particularly attractive targets for cyber criminals.

The implications of data breaches on charities could be catastrophic, not only incurring legal, regulatory and financial penalties, but also damaging the hard-earned trust and reputation among communities and donors, potentially leading to a loss of trust and downturn in support.

defences against emerging threats, but also ensures the charity can leverage charitable licensing opportunities to their fullest.

The partnership between TwentyFour IT Services and Active Fusion addresses these challenges head-on. By offering comprehensive IT and cyber security solutions, TwentyFour not only fortifies Active Fusion’s digital

TwentyFour IT Services partnership with Active Fusion is not just about technical support and cyber security; it's a testament to the power of community and the shared responsibility of safeguarding the futures of the most vulnerable. It means that Active Fusion can focus on what they do best, enriching the lives of local children, without the distraction of managing IT concerns or navigating the complexities of cyber security threats.

The Active Fusion team celebrating a successful year after winning Charity of the Year at Doncaster Business Awards

Lindsy James, Active Fusion director, and A.J., TwentyFour IT marketing manager

Connecting rural South Yorkshire

Thousands of homes and businesses in rural South Yorkshire will get access to gigabit-capable broadband after Quickline Communications secured a second contract under the Government’s £5bn Project Gigabit programme.

Project Gigabit is the government’s programme to connect hard-to-reach areas which, without government intervention, would miss out on fast and reliable, gigabit capable broadband.

The latest win means Quickline is now one of only a handful of providers across England with multiple Project Gigabit contracts, covering a combined total of more than 60,000 premises and worth over £104m in public funding.

The new deal will fund the rollout of a full fibre network to up to 32,100 premises across rural South Yorkshire.

It comes just weeks after Quickline was awarded a £60m Project Gigabit contract covering 29,000 rural premises in West

Yorkshire and parts of North and East Yorkshire. The new contract will see the connection of outlying communities situated around Barnsley, Doncaster, Epworth, Goole, Maltby, Penistone, Rotherham, Sheffield and Worksop.

Quickline will connect a further 29,000 homes and businesses as part of its commercial network build.

Quickline CEO Sean Royce said: “We are incredibly proud to have been awarded a second Project Gigabit contract and one that is

again in a very important area for us.

“Our roots are in Yorkshire and Lincolnshire and as a broadband provider we have a very strong regional focus.

“Winning the contract for South Yorkshire, on the back of the one for West Yorkshire, reinforces the important role we’re playing in connecting hard-to-reach communities across the region, and how we are supporting the Government in achieving its ambitions.”

Sean Royce (centre) with Quickline engineers

Sector Focus: Green Business

Mobile Power builds battery recycling partnership

Sheffield-based Mobile Power Ltd (MOPO), the pay-per-use battery technology company, is pleased to announce that it has signed a partnership agreement with Hinckley E-waste Recycling to facilitate the recycling of its MOPO batteries utilised at its solar powered battery rental hubs in Nigeria.

As it builds out its affordable solar energy infrastructure business in Nigeria and in line with its sustainability model, MOPO has

‘We

look forward to fostering positive socio-economic changes throughout Nigeria’

signed an Agreement with Hinckley E-waste Recycling to recycle its batteries that have reached end of life. Under the terms of the agreement, Hinckley E-waste Recycling will provide the process and procedures to ship depleted MOPO batteries under the Basel Convention to be recycled at

ABOVE: A local MOPO agent in Sierra Leone

ABOVE LEFT: A MOPO solar powered hub in Liberia

OPPOSITE LEFT: Powering mobile phones in Sierra Leone

Accurec, a leading battery recycling company based in Mülheim, Germany.

MOPO has been active in Africa since 2017, where it currently carries out six million MOPO battery rentals per year through its distribution agents operating from solar powered recharging hubs.

MOPO’s product portfolio includes the larger MOPOMax battery, which can be used to replace small petrol generators (0-4kVA) and as a battery swap for e-motorbike taxis; and the smaller MOPO50, which provides basic household energy for lighting, phone charging and Direct Current (DC) appliances. Each MOPO battery, which includes integrated payment technology to ensure energy is only discharged upon agent payment through the MOPO App, can be tracked via the MOPO Platform to determine whether it is with an agent or customer or has reached the end of its life and is ready to be recycled.

MOPO CEO Chris Longbottom said: “While our focus is on the supply of battery energy services to individuals and businesses in

Africa, we are equally aware of the crucial need to recycle our batteries to mitigate pollution, conserve resources, and ultimately cultivate a healthier planet for future generations. We are therefore delighted to be working with ewaste recycler, Hinckley E-waste Recycling, to create a ‘closed loop’ with MOPO battery recycling built into our service. By tackling energy hurdles through battery solutions and partnering with a distinguished leader in recycling, we look forward to fostering positive socioeconomic changes throughout Nigeria as we execute our battery rental model.”

Adrian Clews, managing director, Hinckley E-waste Recycling, said: “We are proud to partner with MOPO and work together to ensure battery waste does not become an environmental risk in Nigeria in keeping with National E-waste Regulations.”

MOPO currently operates in six African countries and recently raised €3m in financing to accelerate its operational roll out in the DRC.

Your renewable partner for ESG success

UK businesses are under increasing pressure to improve their sustainability. This is being driven by legislation and growing expectations from stakeholders to deliver Environmental, Social and Governance strategies. Working with a renewable energy partner, such as Geo Green Power, can help you address emissions immediately and save money to invest in other areas.

James Cunningham (pictured), managing director at Geo Green Power, said: “ESG strategies are complex. Under the environmental element alone, companies need to look at emissions, energy efficiency, supply chain transparency, waste management, impact on habitat and much more. It requires a lot of work, potential investment and a focus on communicating progress both internally and externally.

“As a renewable energy designer and installer, we have seen the market change considerably in the last 14 years. From businesses solely interested in generating an income through the historic Feed in Tariff to companies reacting to the energy crisis to reduce bills and increase energy security, we’re now also seeing a rise in firms incorporating green energy into ESG plans.”

Although the Feed in Tariff came to an end a while ago, renewable energy continues to deliver in all of these other areas, and working with a company such as Geo Green Power will ensure that your investment is designed to meet your needs now and your requirements in the future.

James added: “There’s no surprise that a number of our commercial solar customers, such as Michael Smith Switchgear, Swiftool Precision Engineering and Toyota, are being celebrated for their ESG achievements. Solar PV in particular is the perfect first step; it has an instant impact on Scope 2 emissions, and also saves money that can then be invested in further ESG activity.”

info@geogreenpower.com

Sector Focus: Legal & Finance

Law firm negotiates lease for vintage store

South Yorkshire-based vintage company Glass Onion has opened a Pop Up shop in Meadowhall Shopping Centre, and Sheffield-based commercial property law firm Mason Thomas Law negotiated the lease on the new 3000 sq. ft premises.

Candice Birch (pictured), commercial property solicitor at Mason Thomas Law who negotiated the new lease said: “I am delighted to have played a small role in helping Glass Onion achieve its expansion on the high street.

“They’re an ongoing success story which we’re very proud to be associated with.”

Dan Green, Glass Onion director of finance and operations, said: “With special thanks to Mason Thomas Law for such a quick turnaround and for being so reactive. We really appreciate the support and service they have given us throughout this process.”

In addition to the new Meadowhall pop-up shop, Mason Thomas Law also negotiated the lease for Glass Onion’s Division Street store which opened in Sheffield City centre in October 2023.

‘The demand for a unique product like ours is definitely there’

The opening of the Division Street shop heralded the start of Glass Onion’s plans to open on high streets throughout the UK over the next three years, adding to the business’ long-established online, wholesale and events sales channels.

Founded in Barnsley in 2006 by John Hicklin, Glass Onion is at the forefront of the second-hand retail boom. It is a zero-waste fashion business, recycling, reworking and remaking everything that comes into its in-house factory.

The company processes up to 20,000 kgs (44,000 lbs) of second-hand clothing every single week producing 12,000 garments a month from its sewing factory. Every piece of clothing produced and sold by Glass Onion was originally thrown away and destined for landfill.

John Hickling, founder and managing director of Glass Onion Vintage, said: “The demand for a unique product like ours is definitely there and I see our expansion on high streets in the UK as being very much part of the future for Glass Onion.”

Negotiation of the Glass Onion Meadowhall lease follows hot on the heels of Mason Thomas Law being named as the Commercial Property Team of the Year at the Sheffield & District Law Society 2024 Legal Awards.

International insolvency expert returns to Yorkshire

Sheffield’s MD Law has expanded its insolvency and restructuring team with the appointment of a new solicitor.

Elliott Hill brings national and international experience in advising insolvency professionals, individuals and companies on all insolvency and business recovery issues to the boutique law firm.

Prior to his return to Yorkshire, Elliott worked for a number of international law firms, focusing on national and cross-border insolvency and restructuring matters, several of which were high-profile cases. Having spent time in London and during a secondment to Dubai, Elliott has worked across numerous jurisdictions including Hong Kong,

the BVI and several states within the GCC. Elliott will work closely with partners Matthew Dixon, Neil Kelly and Carl Jones on owner managed instructions as the Broomhall based firm builds on its reputation for insolvency.

Elliott, who is from Dronfield, said: “I wanted to be more involved and have greater input into the cases I am dealing with, and this opportunity at MD Law, allows this.

“I’m looking forward to expanding my skills and working closely with clients and colleagues to deliver an exceptional restructuring and insolvency service for clients.”

MD Law partner Matthew Dixon, who set up the business nine years ago, said: “Elliott joins the team at

a crucial time as businesses face a number of challenges from increasing price pressures to supply, and workforce shortages. He will be a great asset to our clients and a key part of our growing team.”

MD Law’s team advises insolvency practitioners and professionals on insolvency procedures combining technical expertise and experience with a strong commercial and practical approach. Specialisms include litigious insolvency work such as pursuit or defence claims against directors of insolvent companies, carrying out investigations into the affairs of insolvent companies and the conduct of their directors and director disqualification proceedings. The firm

also provides support on transactional restructuring work such as pre-packs, sale and purchase agreements, dealing with re-use of company name issues and advisory work in respect of director’s duties, voluntary arrangements and company creditors.

It also has significant experience in dealing with personal finance matters including bankruptcy matters and individual voluntary arrangement advice.

Elliott Hall

Glass Onion Vintage

High ranking for financial planner

An independent financial planner from Dronfield-based Belmayne has been named one of the UK’s most highly regarded by clients.

Cathy Smith (pictured) features in VouchedFor’s Top Rated Guide 2024, which was distributed in The Times earlier this month.

To qualify for inclusion in the guide, advisers must receive at least 10 independently verified reviews on VouchedFor in the last 12 months, with a minimum average rating of four and a half stars out of five. Cathy received nothing but five-star reviews during this period.

Cathy joined Belmayne in 2020. All of her reviews on VouchedFor have been verified and 91% of users who are not yet clients, said they had a positive first experience with her.

Cathy said: “I am thrilled to be to granted VouchedFor’s Top Rated status. It is an important research tool for people looking for a new financial planner and makes it much easier to find someone they can have confidence in and trust to deliver good outcomes. I can’t thank my clients enough for the glowing reviews they have given me and I aim to continue building on this excellent feedback again this year.”

VouchedFor is an independent search tool for potential clients, which allows them to find local professional financial advisers who match their personal requirements.

Sector Focus: Legal & Finance

Family-owned firm sold to employees

BullsEye Superfactors Limited, the renowned family-owned car parts and accessories retailer and motor factor, has recently announced the sale of the business to an employee-owned trust.

The eight-figure deal, financed by NatWest, is a significant milestone for the South Yorkshireheadquartered firm and its dedicated workforce of around 160 locals, ensuring the company’s ongoing success and fostering a culture of shared ownership and responsibility for the future.

“We recognise the importance of nurturing local businesses and empowering their workforce to drive sustainable growth. This deal not only secures the future of BullsEye, but also reinforces our commitment to supporting businesses to start, scale and grow.”

‘We recognise the importance of nurturing local businesses’

Established in 1981, BullsEye Superfactors Limited has grown from a single shop in Thorne to become a prominent player in the automotive aftermarket industry.

With 18 high street branches across Yorkshire, four large motor factor sites serving the local garage trade, and a significant online presence, the company boasts an extensive inventory of over 150,000 car parts and accessories, catering to the diverse and evolving needs of customers.

Liam Douglas, relationship director at NatWest, said: “We are thrilled to support BullsEye in this transformative journey to employee ownership, supporting a local company with big ambitions in the hands of employees.

With around 160 employees in the South Yorkshire area and an annual revenue of approximately £17m, BullsEye has long been a cornerstone of the local economy. By selling the company to its employees, BullsEye is ensuring that its workforce becomes direct beneficiaries of the company’s continued success, fostering a sense of ownership, pride and shared purpose amongst the staff team.

Adrian Wesbroom, managing director at BullsEye, said: “As a family-owned business, we are proud of the legacy that we have built over the years and we’re excited about the opportunities that lie ahead as we transition to employee ownership.

“With the funding package and support provided by NatWest, we are confident that this transition will not only safeguard the future of our business but also empower our employees to contribute to and benefit from our ongoing success.”

Sector Focus: Manufacturing & Engineering

Rapid growth for fire door manufacturer is celebrated

Sthe UK’s leading manufacturer of bespoke, certified fire safety doorsets, is proud to have been recognised as one of the nation’s fastest-growing investment-backed businesses.

This prestigious accolade comes from a landmark report, commissioned by BDO LLP, to analyse value creation and understand supercharged growth within UK businesses.

Sentry Doors, which is owned by Cairngorm Capital, is a trusted partner for fire safety compliance across a diverse range of sectors, including: social housing; education; healthcare; leisure; and commercial.

From their Birmingham and Doncaster sites, they manufacture a comprehensive range of fire safety and security doorsets that meet the most stringent building regulations. The company works closely with social housing providers to replace unsafe fire doors, a critical area of focus following the Grenfell tragedy.

The inaugural Private Equity Value Report written by Real Deals, on behalf of BDO, revealed that the 435 qualifying companies achieved an average combined EBITDA and Compound Annual Growth Rate (CAGR) exceeding 100% between

Sentry has demonstrably surpassed these impressive benchmarks.

Within Yorkshire, Sentry stood out as a regional leader, ranking a remarkable number 15 among the 38 fastest-growing businesses. This recognition underscores Sentry's exceptional performance in areas like EBITDA growth and job creation over the last three years.

Sentry's position as the UK leader in fire safety and security doorsets, and expanded their footprint across two sites.

‘We are passionate about delivering exceptional fire safety solutions’

Moreover, Sentry secured the number three position within the Yorkshire manufacturing sector, further solidifying its position as a leader within the regional manufacturing landscape.

100% increase in turnover and profits

Since Cairngorm Capital acquired Sentry Doors in 2019, the company has witnessed remarkable growth. A £3m investment has equipped them with state-of-the-art machinery and a new ERP system which has helped to optimise efficiency.

This significant investment was followed by the strategic acquisition of E. & S. W. Knowles & Company Limited (Knowles) in

The Cairngorm Capital investment, coupled with the Knowles acquisition, has more than doubled Sentry’s production capacity, and their product ranges have expanded to include the specialist finishes used by the health, education and private sectors.

This combined investment and acquisition strategy has not only enabled them to cater to new markets through Knowles' expertise, but also positioned them to meet the growing demands arising from new fire safety legislation. As a result, these efforts have yielded a remarkable 100% increase in both turnover and profits, along with a 36% increase in EBITDA between 2020-2022.

This growth has translated into significant job creation. As a leading, local employer, Sentry prioritises employee development and invests in its people through dedicated training programmes, ensuring a skilled and knowledgeable team.

practices

As well as following an impressive growth trajectory, Sentry has also begun its journey towards a more sustainable future, and the company recently hosted Ed Miliband, Shadow Secretary of State for Energy Security and Net Zero. The firm has also adopted a number of eco-friendly manufacturing practices including recycling waste sawdust and using an innovative heat generation system within their warehouse.

Ty Aziz, CEO at Sentry Doors, said:

“It’s fantastic to be named alongside so many impressive businesses and is testament to the support of our investors and the hard work of our team. It’s important to shine a light on the positive impact that external investment can have on business’ ambitions and their contribution to their industries and the economy.

“We are passionate about delivering exceptional fire safety solutions, prioritising social responsibility, and investing in a sustainable future.

“While achieving significant growth, we remain committed to our core principles - a strong focus on family values and fostering a positive company culture.”

Sentry Fire Safety Group

Sector Focus: Manufacturing & Engineering

‘Forging’ ahead with brownfield land purchase

Heavy engineering company, Sheffield Forgemasters, has completed multiple land purchases in the Meadowhall area of the city.

The purchases total 21 acres of brownfield land over three plots next to the company’s Brightside Lane site, with the aim of developing additional facilities as its recapitalisation programme gears up.

The company is already in the process of constructing a new 13,000 tonne heavy forge facility and has earmarked the largest plot of land, located on Weedon Street, for the creation of a new machining line to underpin its production for the UK defence programme.

Gareth Barker, chief operating officer, said: “The purchase of these plots of land is a game-changing venture for the company and will see state-of-the-art manufacturing

facilities built in the historic centre of Sheffield’s industrial heartland.

“Our recapitalisation programme is completely transforming the company’s facilities as our modelling reshapes the site for optimum use.

“The opportunity to purchase several plots immediately adjacent to our site will enable faster, more cost effective recapitalisation than trying to reconfigure existing facilities, with the added benefit of keeping production in full flow through the existing plant.”

The company also recently completed the purchase of 10,000 sq ft of offices at Riverside Court on Brightside Lane.

Barker added: “The main focus of the land acquisition is to enable development of a new machining facility, to house 17 highly advanced machining centres, which do not exist anywhere else in the UK.”

A new home for manufacturing firm

A long-standing, familyowned Sheffield manufacturing business is set to create a super site following the successful purchase of a new site.

Tufcot, which is based on Coleford Road in Darnall, has purchased a neighbouring site on Catley Road. The acquisition will enable the business to separate its manufacturing facility from its engineering facility.

Tufcot, a specialist manufacturer of composite materials and global distributor, will move the manufacturing division of the business to the new site following the demolition of an existing building. On the site, Tufcot will construct a new purpose-built, carbon-neutral facility. Once completed, the new super site will increase capacity at Tufcot by 50, enabling the business to grow its workforce by 10 over the next three years.

and Greg

Greg Majchrzak, managing director of Tufcot said: “It has been a nail-biting 12 months securing the new site, but now that we have it, we can forge forward with our plans for business growth.

“Since the business was established 42 years ago, we have grown year-on-year, reinvesting heavily in both equipment and people. The new site takes Tufcot to another level. I am really excited by the projected growth of the company over the next five years.”

The company was advised on the purchase of the Catley Road site by Sheffield-based property law specialists Mason Thomas Law.

Cathy Thomas, solicitor and owner of Mason Thomas Law, commented: “I am delighted at the successful outcome of the site purchase for Tufcot. Being able to assist them with their plans to expand the business further in Sheffield was wonderful to be involved in.”

Cathy Thomas

Majchrzaka outside the recently purchased Catley Road building

Sector Focus: Skills & Training

Milestone for apprenticeship hub

The South Yorkshire Apprenticeship Hub has advised 100 small to medium sized businesses since it launched.

The hub provides free and impartial advice to Barnsley, Doncaster, Rotherham and Sheffield businesses, connecting them with the best training provider for their needs.

Led by Keith Richardson and Claire Eley, the hub team has been visiting employers around the region and also meeting them online to provide consultancy advice.

The hub’s remit is to help businesses find out about the benefits of apprenticeships and support them with the practical steps involved in recruiting an apprentice.

This offer includes a consultation service, which is fully funded and means there is no cost to the business.

Keith Richardson, manager, South Yorkshire Apprenticeship Hub, said: “It is very encouraging to see businesses getting in touch to find out how we can help them to sign up to and benefit from recruiting apprentices.

“Since the hub launched, we have supported over 100 businesses by providing impartial guidance and information.

“Training new talent and upskilling staff is vital to developing the workforce of the future as well as improving productivity and solving hard-to-fill vacancies. Apprenticeships are a great way of achieving those goals.”

The South Yorkshire Apprenticeship Hub’s Keith Richardson and Claire Eley are providing consultations to businesses across South Yorkshire

Claire Eley, coordinator, South Yorkshire Apprenticeship Hub, added: “We are particularly keen to support businesses that have not taken on apprentices before. We are offering consultations in person as well as online.

College launches international scheme

Students at The Sheffield College are getting set to go global with the launch of international industry placements.

The college is developing a new project to provide global opportunities for students completing T Levels. The international and work-related team has organised the college’s first ever international placements based on the island of Bali in Indonesia and Fiji. Starting next year, the two-and-a-halfweek trips aim to develop students’ technical and life skills.

T Level construction students will build a dispensary in a remote village in Fiji where residents currently walk for hours to get medication such as paracetamol. Meanwhile, T Level business students will work with local businesses in Bali on new ideas, strategies and marketing for sustainability projects.

Rachel Topliss, director of student employability services, The Sheffield College, said: “We are really excit ed to develop this project with the aim of providing more international work placements for our students in future.

“The placements will provide an amazing cultural experience to T Level students and enable them to apply their knowledge and skills to have a positive social impact. Students will develop team working, communication, problem solving as well as professional and technical skills that will help them go further in their careers.”

A group of nine construction students will work alongside the build manager, a Fijian civil engineer, and five villagers chosen by the village

“We support employers to identify skills gaps and provide guidance on navigating the apprenticeship system and would urge more businesses to get in touch.”

The hub team recently welcomed new member of staff Vicki Eadson.

hub is funded by the South Yorkshire Mayoral Authority (SYMCA) and the South Yorkshire Colleges Partnership, and officially launched in December 2023. It is based at SYMCA’s office on Broad Street West in Sheffield.

The Sheffield College’s Alison Jacques and Rachel Topliss are setting up international industry placements for T Level students

chief. The dispensary that will be built will allow villagers to be treated more quickly which, in some cases, could be lifesaving.

Students will be integrated into the village community. They will learn the value of trading services and experience what it means to live in a less materialistic way.

The

Sector Focus: Skills &

Double signing as apprenticeship team expands

Rotherham-based apprenticeship training provider, Whyy? Change, have appointed Daniel Winterbottom to the role of business growth executive and Greg Grabski as their head of Lean & Six Sigma.

Daniel joins the business growth team and will be responsible for building meaningful relationships with businesses across South Yorkshire.

Having previously worked for the South Yorkshire Provider Network (SYPN), Daniel joins Whyy? Change following a successful stint as a project manager, helping employers to identify skills and training needs within their organisation. During his role at SYPN, Daniel supported businesses with gaining access to the Local Skills Improvement Fund, upskilling their workforce and helping both business growth and staff retention.

When asked what it means to join Whyy? Change, Daniel said:

“It’s refreshing to work with a team of people that actually practice the business values on a daily basis.”

Ray, CEO of Whyy? Change, said: “We succeed by adding differences to our approach. Daniel joins us with many years of experience of building growth within businesses. I’m looking forward to working closely with him to learn from him and support him as he grows.”

‘We succeed by adding differences to our approach’

Greg who joins Whyy? Change as their new head of Lean & Six Sigma, will be responsible for leading on all Lean & Six Sigma training and continuous improvement apprenticeships.

Greg brings over 17 years of experience in quality, continuous improvement, operations, and project management to the team, having previously held project and

operational management roles. Most notably, he was the plant manager for Hydro Components and is currently studying towards his CMI Level 7 Diploma in Strategic Leadership.

Greg said: “I am delighted to join the Whyy? Change team, I see this as a fantastic step forward in my career and an opportunity to learn and develop.”

Ray added: “Greg has a wealth of practical experience of deploying Lean & Six-Sigma in the real-world and fits perfectly with our behaviours and attitude to learning.

Continuous improvement is my passion, and I’m delighted to have found the right person to lead our Lean & Six-Sigma training programmes and operational excellence team into the future.”

Daniel, Ray and Greg of Whyy? Change