LDP Business Magazine, November 2009 by Liverpool Post & Echo

M O N T H LY R E G I O N A L B U S I N E S S M A G A Z I N E

LDP BUSINESS w w w . l d p b u s i n e s s . c o . u k N o v e m b e r 2 0 0 9

Whole world in his hands

Global accountancy leaderâ&#x20AC;&#x2122;s two decades at the top

Law Crisis: Legal firms battle recession + Inside: Jobcentre Plus Engage Magazine + On the buses: Driving down emissions

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INSIDE 4

LDP BUSINESS

NEWS

Liverpool FC’s visitor drive

EDITOR Bill Gleeson 0151 472 2319

INTERNATIONAL TRADE

bill.gleeson@liverpool.com

Dow Schofield Watts embarks on Indian joint venture

DEPUTY BUSINESS EDITOR Tony McDonough 0151 330 4918

14 SCIENCE & TECHNOLOGY

tony.mcdonough @liverpool.com

Software City hits Liverpool

BUSINESS WRITERS Alistair Houghton

BIG INTERVIEW

alistair.houghton @liverpool.com

David McDonnell, Grant Thornton

Barry Turnbull

HOW GREEN IS YOUR BUSINESS?

Arriva and Stagecoach in drive to cut bus emissions

barry.turnbull @liverpool.com

Neil Hodgson neil.hodgson @liverpool.com

Alex Turner

alex.turner@liverpool.com

HEAD OF IMAGES Barrie Mills

BIG FEATURE

barrie.mills@liverpool.com

Merseyside’s legal sector and how it has coped with the recession

MARKETING EXECUTIVE Litza Gorman 0151 742 2352

31 PROFESSIONAL SECTORS

ADVERTISEMENT DIRECTOR Debbie McGraw

Deloitte aims to double its Liverpool office in size

ADVERTISMENT SALES Jackie McMahon 0151 330 5077 Trudie Arlett 0151 472 2476

COMMERCIAL PROPERTY Daresbury’s 1m sq ft plan

33 ECONOMIC DEVELOPMENT

PHOTOGRAPHY Trinity Mirror

Focus on Halton

40 EDUCATION

Entrepreneurs of the future

PUBLISHED BY Trinity Mirror NW2, PO Box 48, Old Hall Street, Liverpool, L69 3EB.

THE LIST

43 SOCIAL DIARY

Carolyn Hughes out on the town

TELEPHONE 0151 227 2000

FAX 0151 330 4942

RESTAURANT REVIEW Italian Club Fish

LDP Business is printed monthly and distributed with the Liverpool Daily Post. No part of this publication may be reproduced without permission of the publisher.

NETWORKER

Barry Turnbull is under starter’s orders

IN HIS children’s novel, Millions, author Frank Cottrell Boyce’s main character, Damian, wonders why there isn’t a patron saint of estate agents. There are saints for the likes of bakers, sailors and swineherds, but never in the whole of history has an estate agent been beatified. He ends with saying: “It makes you think”. The implication is that none of them have ever been good enough, of course. So it comes as a little bit of a surprise to discover that, earlier this year, the Roman Catholic church assigned St Matthew to oversee bankers, a profession every bit as loathed as estate agents these days. One of the 12 Apostles and author of the first Gospel, St Matthew is now the patron saint of accountants,

BUSINESS CLUB INQUIRIES 0151 472 2352

EDITOR’S LETTER bankers, book-keepers, Customs officers, financial officers, money managers and stockbrokers. The church says people who are consumed by worries about money should aspire to be like St Matthew, because he gave up his job as a tax collector to follow Jesus. But, as recent trading results from some of Britain’s and America’s biggest banks show, there are many bankers who do not need any intervention on their behalf. Either

that or bankers are pretty good at praying. Those employed by Goldman Sachs, in particular, must have spent a lot of time wearing their trousers’ knees out because their bank has bounced back with some degree of vigour and they are already in line for big bonus payments. The banking profits are, of course, to be welcomed, a point underlined by the Financial Services Authority’s publication of proposals about how best to tackle systemic risk in the banking sector. The paper, in effect, asks what type of bank should be saved (from financial collapse, not damnation)? The debate has

been heightened by the intervention of the Governor of the Bank of England, Mervyn King, who made the case for splitting investment banking activities from retail banking so as to limit the risks to ordinary depositors’ life savings. The Governor’s comments have provoked Chancellor Alistair Darling to clarify the fact that this is not government policy. Labour doesn’t want to see any separation of activities. The Conservatives, on the other hand, are more receptive to the idea, but qualify that by saying it could only happen in Britain if other countries did the same, making

it extremely unlikely. As a result, the Government needs to invent a reformed system of banking regulation that recognises the difference between the proper operation of free markets and unfettered greed. It also need to get on with things quickly. As last week’s GDP figure showed, Britain is close to recovery and the nation’s bankers have begun to come out of hibernation with a view to flogging their moneyspinning schemes again. As for the rest of us, the poor third-quarter output figure means we will have to stay gloomy for a while yet. I wonder if there is a patron saint of journalists?

BILL GLEESON 3

NEWS

Peel’s urban revolution kicks off in Scotland

Peel has Glasgow consent – Wirral could be next

PEEL Holdings has won permission for the first of its series of multi-billion pound urban development plans. The company has been given the council green light to develop its ambitious Glasgow Harbour plan, on the banks of the Clyde, despite strong opposition from the Scottish city's major retailers. The Harbour site covers 130 acres and will include a 30-storey office and housing tower, 200 bed hotel, cinema, casino,

restaurants and bars. Peel is currently negotiating consents for its similarly ambitious twin proposals on either side of the River Mersey, called Liverpool Waters and Wirral Waters. The company owns swathes of docklands through its ownership of Clydeports and Mersey Docks. In Scotland, there were objections from retailers who feel that the core should be developed along the lines of Liverpool, rather than promoting an out-of-town site.

Nostalgia nights part of LFC tourism drive IVERPOOL Football Club is attempting to attract more non-match day visitors to Anfield. The move to boost tourist figures is part of an overall strategy to bolster the Reds’ brand at home and abroad. The latest initiative takes the form of a series of “Nights at the Museum” which give fans a chance to meet former players, enjoy a three-course meal and listen to a talk. Tom Cassidy, LFC commercial tourism and marketing manager, explained the venture is a result of the fact that the club has invested significantly in recent months to boost resources in driving forward its tourism strategy for the 09/10 season. He said: “It’s going to be a very exciting season both on and off the field for LFC. Our newly-expanded tourism team is already focusing much attention on these nights that will enable fans to enjoy more unique visitor experiences to Anfield. “Players and former managers are really keen to share many of the special moments of their LFC career with the fans, and dinner in the museum will ensure guests on these new nights will have a great spectacle of all round entertainment.” The evenings take place within the museum itself, which houses memorabilia from triumphs over the years. Phil Thompson hosted the first “Night at the Museum”, with more former stars to follow in coming months. The importance of LFC’s role in tourism generally has been recognised by the appointment of commercial director Ian Ayre as chairman of the Liverpool City Region Tourist Board and a member of the main board of The Mersey Partnership.

Phil Thompson was the first host of ‘Nights at the Museum’

James Spencer gets his award from Knowsley Council chief executive Sheena Ramsey

Top awards for Knowsley firms THE most enterprising, innovative and socially responsible companies in Knowsley were rewarded at the Knowsley Business Awards. Held in association with the Mayor of Knowsley’s Charity, the awards are in their seventh year and recognise and reward the many businesses in the borough which have enjoyed success and made a contribution to the local community. Entrepreneur of the Year was James Spencer, who founded Spencer Holdings Group in 1974. Now 74, Mr Spencer still plays an active role in the day-to-day management of the property company. It has invested more than £13m in Knowsley over the past five years.

Vertex Data Science picked up the award for Outstanding Contribution to the Borough of Knowsley, sponsored by Knowsley Council. The company was praised by the judges for its commitment to Knowsley, including the creation of an extra 700 jobs in the past 12 months, adding to the nearly 1,000 people already working for it. Recruitment to the new posts has been via a link-up with the council’s Knowsley Works team. The award for Best Small Business went to Euroliters, based at Knowsley Industrial Park, a global suppliers of all-purpose firelighters worldwide. The Most Innovative Business or Organisation award was won by New Horizons Global.

ADVERTISING FEATURE

Lunch comes direct to you

Expanding company brings delicious food straight to local businesses, thanks to Stepclever STEPCLEVER is an initiative to generate an enterprise culture in North Liverpool and South Sefton, by offering free business advice and support, as well as grants and other financial assistance for existing enterprises, start-up companies and individuals. Here we look at an exciting venture which is being helped by Stepclever. Working Lunch has a simple ethos – quality food and a quality service. It realises organisations have different needs when it comes to providing lunch, and a one size fits all service isn’t feasible. Working Lunch tailors its

product and service depending on the business, and can offer anything from corporate buffets and mobile catering units right though to replenishing vending machines with fresh, tasty products. Organisations across Merseyside are reaping the benefits of the cost-effective service which fits perfectly into their busy schedules and means their work force can enjoy a wide variety of delicious hot and cold dishes at a time that’s best for them. Clients include Liverpool City Council, Peel Ports, Liverpool Vision and many other offices across the region. The business, based in Boundary Street, Kirkdale, was set up in 2004, and now employs 25 people, with nine mobile vans delivering top-quality food on a daily basis throughout the region. In November, 2008, Stepclever awarded the company a £20,000 Gateway to

Growth Business Expansion grant which gave them the funding to be able to expand into a purpose-built unit. Peter Duckworth, Commercial Manager for Working Lunch, said: “The last year has been a difficult time for SMEs and we would have struggled to have raised the relevant funding to grow our business without external help. “Stepclever has been instrumental in allowing us to progress, and the support we’ve received has allowed the business to go from strength to strength. “We’re attracting new customers every week who are enticed by the nutritious food we offer, along with the professional service and the fact that it’s great value for money.” ■ FOR more information about Working Lunch, visit www.workinglunchuk.com or call 08703 500450.

Support for Business

Above and left: Working Lunch provides fresh, tasty, products direct to businesses

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NEWS

Innovation adviser puts energy into action NOWSLEY-BASED technology firm Heptron Renewable Energies is developing a new way to generate energy and an energy storage method. The firm, which designs and develops environmentally friendly methods of generating power and energy saving systems, had come up with two concepts – but had to put them on the back-burner because the partners didn’t know how to take them to the mass market. Earlier this year, the firm were partnered with Business Link Northwest’s innovation adviser, Richard Harrison. He helped Heptron to apply for a £3,000 innovation voucher, which enabled the firm to work with technology development company C Tech, which validated the idea. Heptron director Gary Murphy said: “We all agreed that Heptron should focus on the energy storage technology for the time being, instead of trying to do everything at once. After all, there was already interest being expressed from China and Saudi Arabia, plus some of the major UK energy suppliers as well. “Since I met Richard in February, more has happened for us than in the last five years. “He’s introduced us to some great people and organisations, which has led to us establishing a solid network and project team.” ■ LDP BUSINESS has joined forces with Business Link to support recession-hit firms in Merseyside. Call Business Link on 0845 0066 888 or e-mail info@businesslinknw.co.uk Firms can also find information at www. businesslink.gov.uk/northwest

Tony Mercer, chief executive of Fair Talk Mobile

‘Time is right’ for watch phone A WIRRAL telecoms entrepreneur yesterday launched a wristwatch phone that he believes will be a “must-have” product this Christmas. Tony Mercer, of Fair Talk Mobile, which already operates its own pay-as-you-go international roaming network, is targeting sales of £300,000 by Christmas from the exclusive UK distribution rights for the watch. It has a colour touch-sensitive screen, a built-in camera and has MP3, MP4 and Bluetooth functionality. Mr Mercer, chief executive of Fair Talk Mobile, said: “Bringing the wristwatch mobile phone to the UK marketplace ahead of our competitors is quite a coup, of which we are very proud. “The concept has got a shelf-life of three to five years. I am hoping to move up

to 50,000 units by the end of 2010. I think we will do 1,500 by Christmas, then increase sales through trade shows and exhibitions early next year. “I would see this as a must-have for Christmas – you are not going to get this anywhere else. “The watch goes hand in hand with our Sim cards. There’s a synergy between the two.” Fair Talk Mobile’s network targets business travellers and companies, such as logistics firms, which have staff regularly operating abroad. It provides clients with a UK-based Sim card which has a UK number that allows the user to receive free incoming calls throughout the world as well, and claims that calls made from abroad are 70% cheaper than business tariffs.

Heptron Renewable Energies partners Joe Anderson and Gary Murphy

Liverpool canal link receives regeneration award

The award-winning Pier Head link to the South Docks

THE team behind Liverpool’s new canal link has won the Regeneration Award at the British Construction Industry Awards (BCIA). The £22m project, led by British Waterways and delivered by Arup, Balfour Beatty and BAM Nuttall, was recognised for the significant impact and regeneration of derelict land in North Liverpool and creating a worldclass waterfront facility for all to enjoy. Opened earlier this year, the Pier Head

canal link re-established an historic connection between the city’s South Docks and the Leeds & Liverpool Canal. Richard Longton, British Waterways project manager, said: “The BCIA awards are the longest standing, most rigorously judged and highly prized in the UK construction sector.” He added: “It is a great achievement to win the award and for the project to be acknowledged.”

engage inside

bAcking young britAin the graduate talent pool teams young people and employers

deAling witH disAgreements acas explain how to handle discipline, grievance and dismissals at work

in brief

your guide to Hr & recruitment autumn 2009

in the full, free Autumn 2009 issue:

FoundAtions For growtH How the £1,000 recruitment subsidy helped a.s.K. development hire skilled staff Plus

How to truly engage your staff marriott Hotel group raises its disability awareness LePs celebrate second year of achievements 6 ways for your business to start e-learning

! y a d o t e in z a g a m e g a g e to en g sme, you won’t want to miss: subscribne ss or a growin if you’re a big busi research and opinion s, w ne , es su is t en m oy pl Key em om other employers fr s ie ud st se ca fe -li al re e best practic issue of engage. 09 20 n m tu au ee fr ll, fu a r subscribe now fo call 0151 802 2172 or k .u ov i.g gs s. lu ep tr en bc ck@jo simply email engage.feedba

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case study find graduate talent

Finding

fresh talent Over 200 employers are supporting the Government’s Backing Young Britain campaign to create employment opportunities for young people, including internships for recent graduates

he Government has launched its Backing Young Britain campaign to create new opportunities for young people during the recession, and already over 200 British employers have thrown their weight behind it. As part of the campaign, the Government and employers are pledging an extra 85,000 opportunities for graduates and nongraduates under 25, and employers already committed to the initiative include Morrisons, Centrica, Carillion, Royal Mail, Microsoft, Bovis Lendlease, Pfizer and Phones4U. Backing Young Britain means that if young people are job ready, they will be helped into a job, with a financial incentive like the £1,000 Recruitment Subsidy to employers who take them on. If they are not, they will get the training they need and then be helped to find work. matching talent The Department for Business, Innovation and Skills’ Graduate Talent Pool, (www.bis.gov.uk/graduatetalentpool), is part of the Backing Young Britain initiative. The Graduate Talent Pool is an online service to help match employers looking for interns with graduates seeking

2 www.jobcentreplus.gov.uk

work experience. The Graduate Talent Pool scheme aims to help graduates kick-start their careers by gaining skills and experience, and it’s a great way to inject fresh talent into the workplace. More than 700 organisations have so far registered online, including Network Rail, the Department for Work and Pensions, Framestore and Carillion, and nearly 7,000 vacancies have been advertised on the Graduate Talent Pool website since its launch at the end of July. The Minister of State for Higher Education, David Lammy says: ‘A degree is one of the best pathways

We are committed to helping graduates gain employment or further their education

David Lammy, Minister of State for Higher Education

why an internship? ‘Internships are an excellent way for companies to access graduate talent and provide graduates with vital skills and experience to support their future employment. Microsoft is extending its internship programme in 2009 to engage the graduate talent that is essential for our long-term success.’ Stephen Uden Head of Skills & Economic Affairs Microsoft Ltd ‘Our internship programmes are an established and integral part of our talent pipelines at PriceWaterhouseCoopers. Typically 92 per cent of our interns convert to full-time positions. By providing real opportunities and insights into our organisations, students enhance both their employability, skills and business awareness while delivering value.’ James Chalmers, Head of Strategy and Talent, PriceWaterhouseCoopers ‘Work experience helps you develop vital employability skills, which employers value very highly, such as business awareness, teamwork and communications. This scheme should help graduates compete when they reach today’s extremely tough jobs market. Having an internship under your belt is a good advantage.’ John Cridland, Deputy Director-General, The CBI ‘We’re offering our support to the Graduate Talent Pool and taking the lead to create a new graduate internship programme for the UK Police Forces. These graduates are our leaders of the future, and an internship is an excellent opportunity for them to see what an exciting and fulﬁlling career they can have in the Police Service.’ Constable Peter Neyroud, Chief Executive of the National Policing Improvement Agency

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to achieving a good job and rewarding career, however nobody is immune from the current economic climate, which is why we are committed to providing graduates with the support to help them gain employment or further their education.’ fresh ideas Easy access to a diverse and dynamic workforce means saving on future recruitment costs and bringing in fresh talent. In a recent survey by the Department for Business, Innovation and Skills, 64 per cent of businesses agreed that interns can make a real contribution to businesses, while 70 per cent said it offered them the chance to assess the skills of potential employees. On the Graduate Talent Pool’s website, companies and organisations can post details of the internships, and graduates can register for a placement.

Photography: www.getty-images.co.uk

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value for money The Graduate Talent Pool will encourage employers to pay a wage that reﬂects both the value of the intern’s contribution and the level of training and support offered by the employer, although some employers may wish to offer unpaid internships. It will be for graduates to decide whether to take up such offers. Graduates already receiving Jobseeker’s Allowance for 6 months or more will be able to do an internship for up to 13 weeks alongside claiming an allowance and looking for work. Where an employer has a speciﬁc job vacancy, Work Trials for a maximum of 30 days will also be available for graduates unemployed for 6 months or more and recruited through Jobcentre Plus. Employers will need to consider what they need the graduate to do, because the new recruit could become a permanent employee in the future. It is important to be clear about the objectives of the job a graduate will be doing, whether it’s a task requiring specialist knowledge or a project that’s been delayed due to a lack of resources, and to put them through the same selection process as any other prospective employee. This will ensure both parties have a clear idea of expectations from the beginning, and will help in the recruitment of the right candidate.

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legal eagle grievance issues

Dealing with work disagreements

Revised employment laws mean the way we handle issues in the workplace can be faster and more effective. For Jane bird, Director of Operational Policy and Performance at Acas, it heralds a new age of resolving problems in the workplace

he problems we face at work don’t change much from one generation to the next. Pay, managing change, working conditions, personality clashes and team rivalry all remain issues. But what has changed is the way we formally resolve problems. The employment act 2008, which came into force on 6 april 2009, means there is now: a less prescriptive approach to the mechanics of how to manage discipline, grievances and dismissals more flexibility to resolve problems at an early stage and in a way that best suits both employer and employee.

• •

The act removed the 3-step statutory procedures for dealing with discipline and grievance in the workplace. These tended to formalise disputes at an early stage and turn the parties’ minds to litigation almost from the outset. This left little opportunity to sit down and talk through solutions. The new system aims to encourage more direct communication and reduce the chance of problems becoming employment tribunal claims – saving time, money and stress. how does iT work? The new acas code of Practice: Disciplinary and grievance procedures, sets out these principles: establish the facts inform the employee of the problem hold a meeting to discuss the problem allow the employee to be accompanied decide on appropriate action give employees an opportunity to appeal.

• • • • • •

employment tribunals are legally required to take the code into account for relevant cases. Tribunals can also adjust any compensatory awards by up to 25 per cent for unreasonable failure to comply with any provision of the code. will i geT more help? There is more help for managers and employees to stop workplace problems developing into

4 www.jobcentreplus.gov.uk

it is important to address issues as early as possible Jane Bird, Acas

something more serious: The acas Helpline (08457 47 47 47) is open from 8am-8pm Monday to Friday and 9am-1pm on saturdays a free acas early conciliation service, available through the acas Helpline, can help resolve difficult workplace problems a revised acas code of Practice defines fair and reasonable behaviour when tackling problems at work a revised guide, Discipline and grievances at work: The Acas guide, provides more information.

• • • •

dealing wiTh conflicT a key point when dealing with disagreements and conflict at work is not to bury your head in the sand and hope the issue will go away – particularly in regard to grievances, but also on matters like deteriorating performance, attendance or behaviour. it is important to address issues as early as possible by arranging a meeting to discuss the apparent

problem, for example. invest time and money keeping line managers’ knowledge and people management skills up to date. ensure they are equipped to handle difficult conversations; it will repay you in terms of minimising employment tribunal claims, and also in reducing employee turnover and absence, improving performance and increasing employee engagement. Make sure basic documentation is in place and kept up to date. These include written statements of terms and conditions, disciplinary and grievance procedures, diversity policies and procedures, company rules, and a company handbook. if an employee is thinking of making a claim to an employment tribunal, acas’s Pre-claim conciliation (Pcc) service can help resolve the problem before a claim is made. Pcc aims to promote a quick solution that suits the employer and employee and may help avoid a permanent breakdown in their relationship. since launching it in april, acas has received over 2,000 requests for Pcc and it has had a high success rate in resolving problems swiftly and effectively without the need to go to an employment tribunal. Contact the acas Helpline on 08457 47 47 47 or visit www.acas.org.uk

dealing wiTh a difficulT issue Communicate early on. It is unlikely that the situation will go away on its own, so it’s always better to nip things in the bud and start dealing with the problem as soon as it starts. Ensure managers are trained to handle difficult conversations. It’s not easy having to deal with situations that involve disagreements and conflict, so make sure that managers and supervisors are confident in managing people, whatever the issue may be. Get help if needed. You may need to consider using a third party to help resolve the issue. Consider using a mediation stage in internal processes.

INTERNATIONAL TRADE

Anglo-Indian trade advice

Warrington firm creates joint venture WARRINGTON-BASED corporate financiers Dow Schofield Watts (DSW) has launched a joint venture with an Indian firm to assist Anglo-Indian trade. DSW has joined forces with New Delhi-based Mauryan Capital Advisors, who will provide professionals based in India’s capital city. The joint venture will initially have three service offerings. Market Entry India will help UK businesses establish themselves in India, assisting firms who want to evaluate the investment opportunities in India. The service will include conducting a location analysis, identifying local partners and distributors, and helping with the recruitment of senior managers. India Acquirors will be focused on sourcing Indian buyers for UK businesses, and Invest in India will bring Indian investment opportunities to UK corporate and private investors. DSW founding partner James Dow said the strategic alliance further extends the firm’s service offering to mid-market corporates. “We are very excited to be joining with Mauryan Capital Advisors in this alliance,” he said. “India is the fifth largest economy

in the world and although the economic slowdown has put the brakes on overseas acquisitions, the determination for businesses to go global will continue. “This alliance formalises long standing business relationships and allows both businesses the chance to provide a comprehensive service delivery for cross-border activity with trusted partners.” Mauryan Capital advisors is a private investment and advisory firm co-founded by Nitin Bhandari, formerly a managing director at Nomura, and Shiv Wallia, who was a managing director at Merrill Lynch. The joint venture is the latest initiative for the Daresbury firm. In March, it launched PHD Equity Partners Fund No 1, a private equity firm which had raised almost £5m in its initial fundraising. The fund, which will be capped at £10m, is expected to make up to 12 investments, focusing on buy-outs of up to £10m transaction size in established businesses. That followed on from the creation of a transaction services division at the end of 2008. Three senior managers joined DSW from PricewaterhouseCoopers in Manchester. The division focuses on areas such as preparing companies for sale.

Infrastructure tendering

BUSINESS opportunities for Merseyside firms to win contracts in environmental, construction and infrastructure sectors in Spain, France and Germany are being discussed at a free seminar in Liverpool. Speakers will include the commercial officers from UK embassies in Spain, Germany and France, as well as experts from the UKTI.

The seminar will take place in Liverpool on Thursday, November 5, at the Royal Liver Building Conference Centre, above. It also takes place at Lancashire Cricket Club, Manchester, on November 3, and Blackburn Rovers Enterprise Centre on November 4, featuring one-to-one sessions with trade advisors.

James Dow, founding partner of Dow Schofield Watts, is excited about the alliance with an Indian partner

INTERNATIONAL TRADE

Vietnam courts region’s firms

Hoang Trung Hai, Deputy Prime Minister of Vietnam, centre, with the British Ambassador in Vietnam, Mark Kent, and NWDA chairman Robert Hough

Deputy Prime Minister visits North West to promote investment opportunities in the Asian country

VIETNAM’S Deputy Prime Minister has told North West businesses that the country has opportunities for investment. Hoang Trung Hai led a delegation of Vietnam’s political and business leaders on a fact-finding mission and last week addressed the region’s firms on the potential of the Asian country. Vietnam is forecast to achieve growth of 5-5.5% this year, and 6% next year. Its growth accelerated in the third quarter of 2009, buoyed by domestic

demand and government stimulus spending that has revived bank lending. Mr Hai told the region’s business leaders there were new investment opportunities in Vietnam and the country was moving into an upturn. He said: “We, too, faced a financial crisis in 2008-09. We hit the bottom in the first quarter of this year, but from the second quarter to the present we have been gradually moving away from the crisis.” He sought to reassure delegates that it was tackling corruption and

administrative reform. “The capital requirements needed to develop our infrastructure are huge, so we want to create an environment that will be favourable to investment and business,” he said. Mr Hai outlined the opportunities that exist in the energy sector as demand for power grows in Vietnam, and announced plans to develop the nation’s infrastructure through public private partnerships based on the UK model. “We aim also to improve the transparency of the banking system

because this is important for attracting investment into Vietnam,” he added. Philomena Chen, head of Asia-Pacific development at UKTI North West, believes North West firms can benefit from looking at the opportunities in Vietnam. She said: “Mr Hai’s enthusiasm for foreign investment in Vietnam, and in particular for UK companies to take a lead, was clear from his presentation. “This is an excellent opportunity which companies here in the North

West should seriously consider. The North West leads the field in many of the sectors which the Vietnamese economy is now demanding – pharmaceuticals, infrastructure management, food production and energy. Now is an excellent time to look to Vietnam for export opportunities.” The Vietnam delegation included representatives of the Vietnam Oil and Gas Group, Electricity of Vietnam, Vietnam Shipbuilding Industry Corporation, Vietnam National Shipping Lines.

Exporters looking forward to 2010

MANUFACTURERS are optimistic about their export prospects in 2010, despite continuing to report lower exports. The Confederation of British Industry’s industrial trends survey showed a 46% balance of firms reported lower export orders, the same level as a month earlier. But the study showed

the first improvement in business sentiment since April, 2007, with exporters particularly positive. Confidence over export prospects for the year ahead among manufacturers is at its highest level since June, 1995. However, the CBI warned that the recovery from the downturn will be

“protracted and weak” despite the optimistic signs and some support for exports from a weaker pound. Sterling fell steadily against the euro in the two months since peaking at 1.187 euros in August. It was down more than 9% in nine weeks, and was more than 17% down from a year earlier.

Exporters have been able to benefit from the falling value of sterling against the euro recently

SCIENCE & TECHNOLOGY

Simon Weston, who campaigns to make the world a safer place, says he backs the bomb disposal device

Inventor’s frustrations Bomb-proof box could help landmine clearance programmes A LIVERPOOL inventor has expressed his frustration at the difficulties encountered in selling his bomb-proof container to Britain’s Ministry of Defence. Inventor John McKenzie says one of the biggest dangers facing troops in hot-spots like Afghanistan and Iraq are deadly roadside bombs. Everyone is aware of the death toll caused by improvised explosive devices (IEDs), yet bomb disposal methods seem rooted in a long-gone era – like when General Kitchener was on the recruiting posters. The

modus operandi on mine clearance is to send in the first fellow and, if he has no luck, then send in the second. Innovative Liverpool company Airolusion has created a device that can robotically pick up, contain and detonate explosives in a safe and controlled manner. Anything that poses a threat is placed inside the Vorsphere, a patented device made of steel and composite materials, and then detonated without threat to life or limb. The company says there are numerous applications – making safe suspect mail, for instance.

Danger: a traditional bomb disposal expert

Managing director Mr McKenzie has won orders around the globe, but says the big catch – the UK Ministry of Defence – is proving a tough nut to crack. From his base in Old Hall Street, Liverpool, he said: "I've spoken to many experts in the field and it’s been tested under controlled circumstances, but the bureaucracy of getting through official channels in incredibly frustrating. This is actually something that can save lives. For a small company to the get the ear of the right people is incredibly difficult. "Our units are differentiated by their robust functionality and flexibility. They can be easily deployed, assembled and operated. Their secure containment capability ensures that all explosive waste and fragmentation is contained, making certain there is no threat to operational personnel." According to Mr McKenzie, the Vorsphere could equally be used in cities in the form of bomb-proof litter bins. He has also been named in Courvoisier's 2009 Future 500 budding entrepreneurs. The product has also been reviewed in Defence Community magazine which stated: "It's a fact that some explosive devices detonate via sensors or booby-traps, but there are millions that do not.”

War veteran backs call for anti-landmine device FALKLANDS War victim Simon Weston is backing the Vorsphere. The founder of the Weston Spirit Trust says 2.5m landmines a year are planted, causing untold damage. He says anything that can minimise the scale of damage can only be a good thing: “The Vorsphere range is cost-effective and requires minimal operational skill and can be used in conjunction with extended manipulators and ROVs (Robotically Operated Vehicles) ensuring it is risk free. “The Vorsphere is also ideal for the security services in the civilian environment to deposit and contain terrorist IED’s and suspicious packages and letters. “It is perfect as a blastproof litterbin to provide protection for the public in the high street, open air events, exhibitions and sporting events like the Olympics. “We should all press our politicians to

provide equipment such as the Vorsphere to ensure the protection of our troops, those suffering in landmine-infected areas and the public in general. Our safety must come first.” Mr Weston believes that too many people have been hurt unnecessarily because finance was not available and priorities lay elsewhere. “We should have Vorspheres available for our troops in action, accessible to those threatened by landmines and placed strategically throughout our cities and parks and on hand to protect us at music and sporting events. “We shouldn’t have to wait to be protected and we shouldn’t be able find out that some new technologies are not being implemented. “Unfortunately, I have first-hand experience of what explosions and fire can do aboard the troop ship Sir Galahad, when it was hit by a bomb.”

SCIENCE & TECHNOLOGY: SOFTWARE CITY

Hi-tech firms face the dragons

Conference will showcase talent in Merseyside’s IT community

ISING stars in the region’s technology sector will be pitching their business to a panel of millionaire investors at this year’s Liverpool Software City International. The Daily Post is the official media partner at the event, taking place on November 5, at the Liverpool Arena and Convention Centre. It will feature Richard Farleigh, of Dragons’ Den fame, and Julie Meyer, the founder of First Tuesday and CEO of Ariadne Capital. Richard Farleigh is returning to Software City for the second time. He said: “I was really impressed with Liverpool and the quality of its technology sector last year, and am delighted to be coming back for Software City this year.” Now in its third year, Software City attracts a global audience of technology businesses and investors and is designed to showcase the talent and opportunity in the region’s technology sector and provide businesses with local, national and international networking opportunities and trade links. This year, delegates are coming to Liverpool from Silicon Valley, Finland, Sweden and Asia. Selected businesses will be able to present their business proposition to the panel before taking questions. The audience will then vote for the winning business, who will then be presented with two tickets to attend the World Expo, in Shanghai, next year. Software City is the brainchild of Steve Smith, the industry director for ICT, based at Liverpool Vision. He said: “The event is an exciting platform giving businesses access to real investment opportunities and powerful contacts. “Despite the economic climate, the sector is thriving, and we are seeing more and more technology businesses relocating to the region as the strength of its support infrastructure is increasingly recognised globally. “The businesses presenting are a mixture of start-ups and those requiring development capital to take them to the next stage. Last year, we had a very strong and vibrant selection of candidates and this year is no different. We have seen an increase in the number of technology businesses expressing an interest in relocating to the region and are delighted to have had at least five applications from the USA.” Software City International is sponsored by AFM, Brabners Chaffe Street, Business Link NW, Enterprise Ventures, UKTI, O2, IBM, North West Vision and Media, The Mersey Partnership Liverpool Chamber of Commerce and Industry and Liverpool Vision.

Pitching for business: last year’s Software City digital event Over 200 delegates are expected to attend the daytime event, which is running alongside one of the UK’s premier gaming conferences, Develop in Liverpool, which is coming to the city for the first time. The post-event networking party

will take place in the Albert Dock’s PanAm bar, where delegates will be able to make new contacts and share ideas. The event is primarily aimed at technology businesses or those that have an interest in the sector.

Liverpool's creative and digital industry is a prosperous, vibrant and confident sector full of creative people, businesses and ideas. The North-West, particularly Liverpool, has played a major role in the development of the UK games industry, a role reflected by the depth

of interactive software talent across the region. As the sector continues to expand, Liverpool is in a prime position to offer the perfect UK base for investors in the sector. According to The Mersey Partnership, games development in

VIEWPOINT: CLOUD COMPUTING PRESENTS REAL RISKS FOR USERS

Matt Brown

OVER recent weeks and months, two software giants, Microsoft and Google, have been rocked by outages of their online services demonstrating that, despite its advantages, cloud computing presents real risks for users. For example, T-Mobile recently suspended sales of Microsoft’s new Sidekick mobile phone in the US, following numerous instances of users losing data. Microsoft claim to have

recovered the data on this occasion but, due to the terms of the end-user licence agreements, had Microsoft been unable to recover it, users would have had no legal recourse for their loss. This highlights the need for anyone currently using or intending to use any cloud-based services to thoroughly review the terms of their user agreements to establish what, if any, recourse they may have against their providers in the event the

service is unavailable or any data is lost. Users, especially businesses, should also take practical steps to ensure that ongoing local back-up systems are put in place to minimise any potential losses of critical data and any resulting liability. Data protection issues must also be considered carefully by business users, especially where details of their customers or personnel records will be stored in the cloud. It is the entity which

collects and organises such data that is responsible for ensuring it has taken the necessary steps to protect it, not the company providing the cloud-based service. Finally, if it is not already included in existing insurance, additional cover to protect against data loss should also be considered. ■ MATT BROWN is an Associate with Software City sponsor Brabners Chaffe Street. He is a member of the firm’s intellectual property team.

SCIENCE & TECHNOLOGY: SOFTWARE CITY

at Software City

MEET THE PANEL

the region generates £300m annually, provides more than 1,600 direct jobs and has a supply chain that brings in another 3,000 . The Digital and Creative sector in the region employs over 28,000 people in more than 4,500 enterprises, encompassing 13 sub-sectors.

Business interested in pitching their business or attending Software City should register at www.softwarecityltd.com ■ MORE information can be found by calling Clarity Creation on 0151 293 0505.

PITCHING entrepreneurs will be questioned by a panel of experts who will provide advice and guidance . . . ■ RICHARD FARLEIGH Richard Farleigh, below, is best known as one of the dragons in the BBC’s hit show, Dragons’ Den. Former hedge fund manager Farleigh semi-retired in the mid-1990s and has since operated as a “business angel” backing early-stage companies, mostly in the UK. Many of the more than 50 un-quoted companies have successfully floated on the market or have been acquired. He was ranked 876th on the Sunday Times Rich List, with an estimated net worth of £66m. ■ JULIE MEYER Julie Meyer, below, is the founder and CEO of Ariadne Capital, and Entrepreneur Country, a dedicated community for leading and emerging entrepreneurs, investors, the media and corporate partners who service the start-up industry across the UK and Europe. She co-founded First Tuesday which began as a networking event to bring together dot.com entrepreneurs and venture capitalists and was later incorporated into a business and sold for £33m. She also appears as a dragon on the BBC’s Online Dragons’ Den. ■ TAKING their places alongside Richard and Julie on the panel will be Nik White, partner at legal firm Brabners Chaffe Street; Mark Fuller, managing director of AFM; Peter Watson, chief executive of Business Link North West; David Bundred, board member, Liverpool Vision; Jonathan Diggines, chief executive of Enterprise Ventures; Steve Purdham CEO and founder of We7; and Clive Drinkwater, regional director at UK Trade and Investment.

AND A BIG HAND, PLEASE, FOR THE SOFTWARE CITY SPONSORS

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THE BIG INTERVIEW

Liverpool can count on him BY ALISTAIR HOUGHTON

▲ ▲

He may run an accounting giant whose tentacles stretch from New York to New Zealand, but David McDonnell has never left Liverpool behind. 17

THE BIG INTERVIEW DAVID MCDONNELL CONTINUED FROM PAGE 17 T’S HARD to imagine a more iconic home for the High Sheriff of Merseyside than the Royal Liver Building. David McDonnell became managing partner of Grant Thornton UK in 1989, but insisted on retaining an office in Liverpool. In 2001, he became chief executive of Grant Thornton International, the accountancy firm’s international network, leading more than 30,000 people in more than 100 countries, but still makes sure he works regularly from Grant Thornton’s Liver Building office between his trips around the globe. McDonnell is retiring from Grant Thornton at the end of December, after an eight-year term that has seen the accountancy profession have to cope with the fall-out from Enron and other accountancy scandals, as well as the impact of global recession. As well as leading Grant Thornton, McDonnell is a leading light on Merseyside as its current High Sheriff, President of the Council of the University of Liverpool and former chairman of National Museums Liverpool (NML). That same commitment to Liverpool has seen him keep a base in the city for 20 years, since he first began leading Grant Thornton’s UK operation. “I couldn’t avoid the job being London-based,” he said, “but I was determined that I would not move myself and my family from Liverpool. I wanted to retain my roots here. “I needed to spend a lot of time in London, but I did keep an office here throughout and have done right up to the present day. And, of course, it became easier with technology as time went by. It wasn’t so easy in 1989. “When I became global CEO, I decided to do the same thing.” McDonnell went to Quarry Bank High School for Boys before training as an accountant in Liverpool and eventually becoming partner at the firm’s city centre office. The firm was then known as Thornton Baker. In 1989, he was appointed Grant Thornton’s UK managing partner and took the international role in 2001. Grant Thornton International is an umbrella organisation that unites the company’s businesses around the world. Each country’s Grant Thornton business is an independent business locked in to the wider Grant Thornton empire, operating under the laws of its host country but following Grant Thornton’s global strategy. McDonnell, who is married with three grown-up daughters and lives in Aigburth, leads the global strategy that determines how those firms go to market from Liverpool to the US and the Pacific island of Guam. “Increasingly, the organisation functions as one but isn’t,” he said. “We’re in over 100 countries, so we’re constantly working to maintain that network of firms to develop them to make sure they’re executing the global strategy. They have significant obligations that they have to develop the way they want them, whether they’re in the UK, the US or Luxembourg.” The excitement of a globetrotting job is, however, balanced by the amount of travelling that goes with it. McDonnell travels abroad at least once a fortnight, and admits it can be very hard work. “The job involves a huge amount of international travel which in my

Grant Thornton International’s chief executive, David McDonnell, inside the group’s newly-expanded Royal Liver Building office case is compounded by travelling to London and back,” he said. “Right up to the last minute at the end of December, I will be doing some heavy-duty travelling. I’ve got a lot of Air Miles. “It does take it out of you. Anyone who says it doesn’t is wrong. “I’m lucky – I do travel well and I’m pretty high energy – but I’m sure it’s taken it out of me. “If you were not somebody who could travel well and function when travelling – if you needed a couple of days to get over every journey – you couldn’t do the job.” Looking back on his 20 years at the

top of Grant Thornton, McDonnell says he has seen the global accountancy world become ever-more dominated by a small number of companies. The Big Four firms – formerly Eight, then Five – are much larger than any other global accountancy networks, but, under McDonnell’s leadership, Grant Thornton has cemented its position in the second tier. The sedate world of accountancy was shaken to its foundations in the early 2000s when financial scandals at Worldcom, Tyco and Enron – in the latter case followed by the

collapse of Big Five firm Arthur Andersen – saw governments demand much stricter regulation of financial services. That triggered what McDonnell called “the biggest single change in the competitive marketplace that we have seen for many years”. Andersen’s demise left a gap in the market and gave Grant Thornton the chance to expand its international operations. “Before that collapse, it wasn’t worth competing for the very biggest company work and we had a strategy that focused us elsewhere,” he said. “But what happened then was first of

all the five reduced to four, which was seen as unacceptable. “Secondly, the regulators placed significant constraints on what services auditors could provide to their audit clients. “Thirdly, the Big Four firms became discredited as part of that process, and then there was a significant call for much more choice within the audit market and the specialist services market. “What that did was open up a huge market opportunity for any organisation that had a global capability that wasn’t part of the Big Four – and we were the obvious one

THE BIG INTERVIEW DAVID MCDONNELL

The scene on the Chicago Mercantile Exchange after the Worldcom scandal erupted in 2002. Worldcom and other high-profile scandals transformed the world of accountancy

David McDonnell, right, with Dame Lorna Muirhead, Lord Lieutenant of Merseyside, on his appointment as High Sheriff because we were the next biggest and the one with the most global capability. “It’s changed the strategy of our firm. So we are now providing services to much higher up the market than we were ten years ago.” In 2005, McDonnell introduced Grant Thornton International’s Annual Review, which he said was a sign of the company’s “commitment to help restore confidence in the accounting profession through transparent reporting of its activities.” The greater focus on corporate accountability post-Enron has also

seen auditing grow in importance. It may not offer the margins or comparative glamour of consultancy work, but is a vital tool in ensuring corporate accountability and a growth area for firms such as Grant Thornton. “We were definitely in a period in the late 80s and into the 90s,” said McDonnell, “when auditing was taken for granted, was sold at relatively very low prices and was used by firms in the profession as a loss-leader mixed in with a whole host of other services. “The big firms were developing in ways where they were more

consulting operations than anything else. What has happened, and it has been caused by a number of scandals including notably Enron, is that auditing has now been recognised for what it is – as an extremely important service not to a client but to the public. “What has been recognised is that the biggest accounting firms are actually carrying out a very significant public interest activity – they are the main mechanism for giving confidence to the capital markets about organisations. “Today, auditing is much more recognised as a highly important

public interest activity that shouldn’t necessarily be subject to the same commercial pressures as other things. In fact, there’s a debate to be had on whether it should be done in the private sector at all.” McDonnell has also had first-hand experience of how the global recession has affected different countries – and different Grant Thornton companies – in different ways. Accountancy firms are not immune from the effects of the recession. Volumes of insolvency work may increase, but that is counterbalanced by the loss of other

corporate work as businesses stop expanding and making acquisitions. McDonnell says Grant Thornton’s UK arm had a “significant contraction” as a result of both the recession and the group’s merger with RSM Robson Rhodes. McDonnell agrees with many economic commentators that the UK’s economic position should get “less worse” next year. But, while the UK may soon come out of recession, according to official figures, the effects of the downturn on the economy will be felt for many more months. “What people should never lose sight of, however, is that whether you’re technically going into recession or out of recession the effect on business and particularly on private individuals lags. Going in, they don’t feel it immediately – and coming out they do not feel the benefits for a significant while. “There will be a further prolonged period of increasing unemployment as a product of businesses contracting or going out of business.” The company’s US arm has performed well despite the slump there, while its businesses in Latin America and parts of Asia have been largely untouched. Overall, he remains cautiously confident about the group’s prospects. “Around the world, I would hope that our global organisation will stay among the best performers,” he said. “We’ve been among the fastestgrowing organisations for the last five years globally. This year, though we haven’t got the numbers yet, I would hope we will be there or thereabouts, but it won’t be fancy growth – it will be absence of contraction.” McDonnell’s time at the helm of Grant Thornton has seen China and India rise to take their place among the world’s economic giants. The business has adapted accordingly. “Lots of people have been pouring money into China to develop resources and we’re no different,” he said. “Chinese businesses are acquisitive and aggressive and it will only be a matter of time before the Chinese economy and the Chinese member firm of our organisation is the biggest in the world. It won’t be in the next five years, but it will come. Our Indian firm has had massive growth, too. “The balance of power, reflecting what’s happening with a G20 instead of a G7, is shifting rapidly.” In the year to September 20, 2008, Grant Thornton International’s member firms generated combined revenues of over £2.4bn, up 14% on 2008. McDonnell, who was awarded a CBE in 2005, says the investments Grant Thornton has made to cope with the changing world of accountancy means it will be well-placed for growth under his successor, Edward Nusbaum, the head of the firm’s US practice. He said: “Outside the big four firms, there’s no other global organisation that’s even close in terms of the investment it’s made and the degree of cohesion and sophistication. “We’ve got the strategy in place, we’ve got the momentum, we’ve got a very strong brand, so I do believe the best is in the future.” After taking on the London role, and committing himself to spending long periods out of Liverpool, McDonnell moved to build on his other links with city community and

CONTINUED ON PAGE 20

THE BIG INTERVIEW DAVID MCDONNELL

CONTINUED FROM PAGE 19 18 cultural organisations. He served as chairman of Merseyside Society for Deaf People, an organisation with which he became involved after his youngest daughter was born profoundly deaf. McDonnell had to give up his work as a justice of the peace, which he had done for 12 years, but was keen to find other roles. “One of the reasons we took the decision to stay in Liverpool is that I like Liverpool,” he said. “Even before the renaissance really got going, I believed it was a good place to live and I believed it was an exciting and interesting city that I wanted to remain linked to. “Then, secondly, I did believe it was a city that needed a fair bit of help because its reputation in the city – in the UK, not abroad – was always, I thought, unfair.” In 1995, he became chairman of National Museums and Galleries on Merseyside, now NML. He said: “I thought it would be an interesting thing to do, firstly because it would link me into Liverpool very much, which it did. Secondly, I thought the cultural heritage of the city was a very important thing to be promoted and protected. Thirdly, I thought it’s so different from anything else I’d done, particularly as a ‘boring accountant’.” One of the legacies of McDonnell’s time at the helm is visible from his Royal Liver Building office window. The new Museum of Liverpool is now taking shape at Liverpool’s Pier Head. National Museums Liverpool chose to build the venue on the site after plans to build the Cloud, architect Will Alsop’s proposed “Fourth Grace”, were abandoned. The new sloping-roofed building has not proved universally popular, with critics saying it spoils the view of the Three Graces. But McDonnell says he is pleased with the building and looking forward to seeing its contents when it opens next year. “I did believe that a building there was the right thing to do,” he said. “You’ll never get universal approval of a modern building alongside these more classically-designed buildings “I am pleased to see it nearing completion. I’m pleased that it got done, because there’s always a chance that these things don’t get done, they become pipe dreams.” McDonnell left NML after ten years, having already joined the governing Council of the University of Liverpool. He became the council’s treasurer before becoming its president in 2007. Earlier this year, McDonnell was named High Sheriff of Merseyside – though he had, according to custom in the Duchy of Lancaster, been told two years earlier but had to keep the appointment secret. Today the office of High Sheriff is a largely ceremonial one, with duties including attendance at Royal visits and providing hospitality to judges. The Queen appoints a new High Sheriff from a list of eligible candidates by, according to the Privy Council website, “literally pricking a hole through his or her name on the List with a bodkin.” McDonnell laughed: “Do you

David McDonnell outside the Royal Liver Building. Grant Thornton recently moved to new offices three floors above its old home in the iconic building know the first question everyone asks a High Sheriff ? ‘What do High Sheriffs do?’ “It’s a great honour. It’s a ceremonial role by and large. “The reality is you’re simply treated as one of the leading dignitaries in the county and get invited to everything to eat and drink and all the rest of it. “I just regard it as a great honour, and something that’s enjoyable. You get to meet a lot of people, you get the opportunity to speak out on behalf of the city and the county of Merseyside and to support organisations that you think are important.” As a global ambassador for

Liverpool, McDonnell says the city has a great reputation around the world from people who care about its history, its music or its football. The city’s reputation in the UK is less good, but McDonnell says it will improve. “People still remember it as the great port of the Empire and that’s tremendously important,” he said. “There are huge links between Liverpool and major cities like New York and Shanghai. “But also what people recognise abroad is that so often people have come through Liverpool. If you go to America, so many of the families of the people there came through the port of Liverpool.

“Almost everywhere you go in the world, people recognise the city and see it in a positive light. They do not recognise the now-dated view of the city as a place where you lose your hubcaps and all this nonsense. “The city’s not perfect, and it’s got too much unemployment, and it’s got a drugs problem, but the fact is it’s better than most.” The city’s recent physical transformation and successful Capital of Culture will, says McDonnell, improve the city’s image – but reputational change does not come overnight. “It’s a bit like the recession in that there’s a long delay before the feelgood factor arrives afterwards,”

he said. “Perception lags reality, both when the city’s going down and when it’s coming up.” After a long career in accountancy, McDonnell plans to play an even greater role in the local community. He has no intention of putting his feet up just yet – and insists he will have no regrets about leaving Grant Thornton behind. “It’s time to go,” he said. “I don’t like hanging around. When you’ve finished with something, you should say that’s it, goodbye. “I would probably say, even if I hadn’t reached retirement age, it would be time to change anyway because the travelling and the job is a pretty gruelling thing.”

HOW GREEN IS YOUR BUSINESS?

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How Mann Island will look when the massive project is finished

Merseytravel driving green agenda Transport authority takes lead in encouraging eco-friendly initiatives

TRANSPORT authority Merseytravel is tackling environmental issues on two fronts. The first is encouraging travel operators to embrace green technologies and the second is ensuring its own house is in order. It has already gained accreditation to the national Carbon Trust Standard for reducing the carbon footprint of the organisation by 7% in just two years. In that short time, the Mersey Tunnels reduced their electricity use by 4.4% at the Kingsway Tunnel and 3.6% at the Queensway Tunnel, and gas use across all sites dropped by more than 5.5%. And within the next two years the organisation is relocating from Hatton Garden to Mann Island on the

waterfront, which will be the most environmentally advanced building in the city. The authority says the progress made underlines chief executive Neil Scales’s commitment to such important issues. He said: “Our aim is to provide a single integrated transport network accessible to everyone. “One of our core beliefs is the provision of sustainable transport. That way, we can encourage regeneration, improve air quality and promote good health and accessibility across Merseyside and the city region. “We have driven the national passenger transport agenda on the environment since we became the first PTE in the country to produce

an Environmental Strategy in 1996. Some of the actions already taken at the Mersey Tunnels include introducing solar powered road signs, providing energy saving measures from the giant ventilation fans and fitting solar panels to hot water systems. “Furthermore, we are currently researching LED lighting to help reduce energy for lighting as well as continuing with reductions from ventilation fans.” In terms of new or potential low carbon developments with bus companies current objectives include introducing 100% sustainable biofuel services. Another idea is hybrid vehicles which are being encouraged via the Low Carbon Emission Bus Fund,

which could reduce vehicles’ CO² by 30% There are also fuel additive trials to potentially reduce emissions by between 5-15% Mr Scales added: “The five-year Environmental Strategy taps into all the social, technological, environmental, economic and political drivers for change – within the sustainability context and includes consumption and production and influencing climate change and energy use. “We want to lead by example; to broaden our impact by influencing the performance of our partners such as transport operators and contractors. “In June, 2003, we became the first PTA in the country to gain

accreditation to a recognised standard ISO14001 for our Environmental Management System”. The business is also preparing to move to the green new headquarters at Mann Island. Buildings will contain apartments, shops, restaurants and a series of sheltered waterside public spaces. In other ways, the company is also encouraging environmentally-friendly initiatives. The Merseyside TravelWise campaign continues to provide help and advice to businesses, organisations and schools and workplaces to produce Travel Plans. Merseytravel also has the largest cycle training programme of any city in the UK.

Stagecoach riding the green energy bandwagon MERSEYSIDE'S other major bus operator, Stagecoach, is not standing still either when it comes to accelerating the green agenda. The company this year introduced 46 new vehicles to its local fleet, all of them meeting the toughest Euro emission targets. All vehicles run on Ultra Low Sulphur Diesel (ULSD) with 5% bio content. In addition, they use a hi-tech fuel

additive – Envirox – to further reduce fuel consumption and emissions. Communications manager Lindsay Reid said: “In addition to improving the carbon footprint of our vehicles, we have invested in hi-tech equipment to manage energy use in our Gilmoss depot. “We also purchase most of our electricity from renewable sources, and we

recycle over 80% of our waste. “As a group, earlier this year, Stagecoach held its first ever company-wide Green Week to highlight the environmental benefits of using public transport and to show staff and passengers how the company is reducing its own carbon footprint. “Stagecoach has also launched a three-year Carbon Management

Programme (CMP), in partnership with energy management consultancy Inenco, to further improve our environmental performance.” The company's strategy to tackle climate change and make its business more sustainable includes investment, training, conserving energy, recycling waste and developing green travel plans.

Accelerating green agenda: a new energy-saving Stagecoach bus travelling on a Merseyside route

IN ASSOCIATION WITH

HOW GREEN IS YOUR BUSINESS?

Bus drivers to step off the gas New traffic light system in bus cabs will monitor fuel efficiency levels

ARRIVA bus drivers are being encouraged to step off the gas to help save the environment. The company is in the middle of a programme of introducing almost 200 new vehicles to Merseyside equipped with a new EcoManager system, at a cost of £28m. But the equipment is not designed to improve engine performance in a technological way – it's all about enhancing driver techniques. The EcoManager is a dashboardmounted LED display which flashes through red, green and amber depending on the level of fuel consumption being expended. With improved awareness, drivers can maximise the amount of time their buses run while showing green. Trials began at the Runcorn depot initially in 2007 and over the study period showed a 10% enhancement of fuel efficiency. Training begins with a video presentation and a coaching session to familiarise drivers with the system. Drivers get a monthly print-out showing their performance compared to both the depot average and the best performing driver. Individual follow-up training is available to support those who need it. During 2008, the trial in northwest England was widened to 500 buses, and results indicated an overall fuel saving of up to 12%. Based on this experience, the company has decided to roll-out the system more widely across its UK regional bus operations. It hopes to achieve fuel savings of 5% to 10%. For fleet management, the system’s “black box” produces detailed reports enabling comparison between different vehicles on the same route, different driving styles in the same vehicle and a particular vehicle type’s performance on different routes. Passenger research also points to improved customer satisfaction as a result of smoother acceleration and braking. Arriva UK Bus managing director Mike Cooper said: “It’s vitally important to conserve fuel as much as possible so we can deliver value-for-money local services and for the environmental benefits it brings. “The key to the success of this programme is our people taking on a new way of thinking and driving. The technology alone can’t make the difference, it’s the people, so it’s

GREEN JOURNEYS

Buses are becoming more fuel-efficient as companies like Arriva attempt to tackle climate issues great to see our drivers have taken to the challenge and are easing off the gas. “Giving the green light to the EcoManager roll-out should see the system installed in more than 40% of our regional fleet by the end of the year – with each of those buses reducing its emissions by up to 10%.” Peter Ward, chairman of TG21, the company which developed the technology, said: "We are extremely

proud of what has been achieved with the EcoManager product to date, and are looking forward to building on this successful partnership through a wider roll-out." In 2008, Arriva set itself the challenge of reducing its greenhouse gas emissions footprint by 15% by 2012. Arriva North West was the test-bed for the development of the EcoManager system with initial trials starting at the Runcorn depot

BRITAIN’S biggest bus and coach operators have warned the Government that it risks missing key carbon reduction targets unless it maximises the potential of buses and coaches to help tackle climate change. The UK’s major public transport groups joined forces to unveil a blueprint to meet the challenge of climate change. It aims to take one billion car journeys off the country’s roads. A new YouGov poll published to coincide with the launch of the Greener Journeys campaign found that using public transport more often is seen by consumers as second only to recycling as the most realistic measure to help the environment. The Greener Journeys campaign launched a manifesto recommending a raft of policy initiatives to encourage a shift that would deliver 50% more savings in transport CO² emissions than currently planned under existing government policies. In an unprecedented joint call for action, bus and coach operators stress that technological advances alone are not enough to achieve the carbon reductions required to tackle climate change. The manifesto, The One Billion Challenge, was launched by senior transport figures, including Sir Moir Lockhead, of First Group, Brian Souter, of Stagecoach, and Professor David Begg, economic academic at Imperial College. It demonstrates that, if people switch from car to bus or coach for just one journey in 25, it would mean one billion fewer car journeys on UK roads over the next three years.

in 2007. During 2008, the trial was widened to 500 buses and in recent months the roll-out has included Liverpool’s Green Lane depot and those at Bootle, St Helens and Birkenhead. New buses being launched at Bootle, Runcorn, Green Lane, Birkenhead, Skelmersdale, Manchester and St Helens will all be fitted with the system. The idea is that drivers retain a degree of responsibility in trying to

conserve fuel, rather than simply relying on new technologies. And knowing that performance is being monitored is a way of ensuring that members of staff remain on the ball. Clearly, bus companies also understand that becoming more efficient can also help improve the bottom line of the business, too. The system will eventually be rolled out to cover all vehicles in the company’s fleet.

Vehicle economy measures could save firms cash MERSEYSIDE businesses that run heavy goods vehicles, vans or car fleets could be saving hundreds of pounds in fuel per vehicle by adopting intelligent technology and changing driving habits, according to fleet software specialist Lysanda. The company has just road-tested its Eco-Log system in the Miles Per

Gallon (MPG) marathon, the annual event that champions the UK’s most fuelefficient vehicles, and confirmed significant savings on published economy figures. Eco-Log Metro comprises a simple display installed in the vehicle, which is plugged into the car or van’s diagnostic system via the vehicle’s own on-board

diagnostic port. Information from the vehicle’s powertrain is used to derive the vehicle’s fuel use and carbon emissions. This clever technology provides the driver with real-time feedback to improve the efficiency of their driving and reduce wasted fuel. Based on the results gained at the 2009 MPG Marathon, Lysanda

calculates that a fleet of 200 vans, doing 20,000 miles per year, could save over £195k per year by adopting the new technology and altering their driving habits. Fleet managers can monitor economy remotely and suggest changes to driving patterns.

Firms with vehicle fleets can make use of new technology

THE BIG FEATURE

Law in disorder

Judges at Liverpool’s Queen Elizabeth II law courts taking part in the annual proclamation ceremony, amid difficult times for the legal profession

BY BEN SCHOFIELD

▲ ▲

The legal sector has been hit hard by the recession. Firms have had to cut back and one of Merseyside’s oldest practices – Lees Lloyd Whitley – collapsed with debts of £3m. LDP Business charts its downfall.

THE BIG FEATURE

IN ASSOCIATION WITH

CONTINUED FROM PAGE 25 T IS April, 2009, and dozens of Merseyside’s corporate and political glitterati are gathering at Lees Lloyd Whitley’s Riverside Park Headquarters. An invitation for canapés, Champagne and a presentation about Peel Holdings’ £1bn Wirral Waters property development has brought out the crowds of the great and the good. It is the latest event hosted by Lees Lloyd Whitley (LLW) for the Wirral Business Forum and the Wirral International Business Park forum. Some delegates smile briefly at the video cameras brought in to capture the event, before settling down for the presentation. The 6ft 8in Frank Rogers, chairman of the business forum, stands in front of an LLW hoarding bearing the slogan “Business Law – Business Class” and introduces Lindsey Ashworth, Peel’s development director. With views over the Mersey, plasma screen televisions and a licensed bar, LLW’s third-floor lounge offers the perfect setting to hear about Peel’s plans to transform the Mersey basin. Fast forward just five months to September 4, 2009, and the lounge is playing host to another seminal occasion, again hosted by Frank Rogers. This time though, the LLW business development manager has gathered the 90 or so staff to tell them the firm is going bust and case files are being shipped out. September 18, they are later told, will be their last day of work for LLW. They will also be paid less than a full month’s pay – though staff should carry on working right up to the 18th to ensure an “orderly transition”. After all, 56-year-old Mr Rogers tells them, many will have the opportunity to follow partners to new firms who have agreed to take on clients and case files. More than a month on and some staff claim Mr Rogers’s words ring hollow, as just an estimated one in five employees have found new posts. Neither do things look too good for Mr Rogers. Known as one of the North West's leading lawyers, he is now the subject of a bankruptcy petition. Riverside Park, owner of the 26,000 sq ft office, filed the petition after a £53,000 rent bill went unpaid. But what went wrong at one of Merseyside's oldest and most prestigious law firms? When it crashed into administration, press agents put out a statement on behalf of the partners suggesting its demise was due to the fall in the property market. A LDP Business investigation can now reveal the stricken firm's collapse was much more complex than that. It has found LLW's £3m of creditors include the taxman and a string of current and former landlords. Senior staff at the defunct firm have also confirmed in its dying days they were asked to lubricate the firm’s finances from their own pocket. Salaried partners and other senior staff – who did not share an equity stake in LLW – also bailed out the firm a year ago with personal loans believed to total £400,000. According to a source close to the firm, had LLW and Mr Rogers been able to hold on to its lucrative Prison Officers’ Association contract, the 190-year-old firm may have survived. The source said: “That was a significant part of our turnover

Wirral International Business Park was home to the offices of collapsed law firm Lees Lloyd Whitley that’s been lost there. “So it would have given us more options to look at, rather than the option that the partners did go down.” It remains unclear why the POA chose to dump LLW. The union has since signed a deal with Thompsons Solicitors to provide legal services for their members until May, 2010. Mr Rogers had worked with the POA for decades and is noted as being their top solicitor in the Legal 500, one of the profession’s top directories. The firm also lost a contract with Her Majesty’s Revenue and Customs (HMRC) for debt recovery. Now disgruntled former LLW employees have broken their silence for the first time to reveal the story

behind how the firm became one of Merseyside's highest-profile recession victims. But what is clear is how much the POA contract was worth to LLW. An internal email shown to LDP Business indicates the two law firms were in dispute over how much Thompsons should pay LLW for the existing case files being transferred out of the Wirral firm. The POA was the second high-volume client to depart from the firm in recent years. It is ironic that LLW used to do debt recovery work for Her Majesty's Revenue and Customs. The same LLW source has confirmed that one of the outstanding debts administrators Parkin S Booth are dealing with is to the taxman for unpaid PAYE and

National Insurance. It is thought that, although deductions were being made from employees’ pay, at least some of that money had not made it to the Revenue. The source added: “There would be a number of things that remained unpaid because of the situation we had reached. “We were in discussions with the Revenue to sort that out. “Arrangements to pay over a period of time had been in place.” HMRC has made an application to the administrators to recoup some of the unpaid tax. But salaried partners appear to have been stung and could be asked to fork out for the PAYE themselves – effectively paying the tax twice.

The seven or so salaried partners – who, sources say, were kept in the dark over the firm’s bottom line – are also thought to be joining the queue of creditors. They were asked by the five equity partners – Mr Rogers, Anthony Marriott, Graham Smith, Martin Walker and Timothy Polding, who also chaired the board – if they would loan money to the firm back in October, 2008. The personal loans would be repayable and would not mean they owned a slice of the business. Another source close to the group said they agreed to the request in the hope of safeguarding jobs. This second source said: “They came to them last year and said the firm will close unless you put money in.

THE BIG FEATURE

IN ASSOCIATION WITH

Peel director Lindsey Ashworth, second left, is welcomed to the Wirral Business Park Forum by deputy leader of Wirral Council, Cllr Simon Holbrook, far left, and senior personnel from Lees Lloyd Whitley – managing partner, Graham Smith, far right, business development partner, Frank Rogers, rear centre, and head of the commercial department, Tim Polding

Frank Rogers – bankruptcy petition “They were told it would be sufficient to get the firm through the next 18 months.” Salaried partners are also said to have been shocked at the number of loans that had been taken out by the firm over the years. The source added: “It’s transpired that there were a number of loans taken out without any knowledge of the salaried partners. As a group, they didn’t know they existed. “It’s just devastated them.” The value of these extra loans is in the region of £2m. LDP Business also understands creditors have started hounding salaried partners – as well as equity partners – to repay debts. It is thought this group of salaried partners will rebuff demands for

cash, saying they were never full partners as defined in the Partnership Act. Finance chiefs at the Bromborough-based firm were also said to be in “regular” phone contact with the firm’s bank, Allied Irish Bank (AIB). Asked if it was AIB who finally pulled the plug, one source, who asked not to be named for fear of jeopardising job opportunities, said: “They had overdraft facilities that they wanted us to stick to”. But, below the higher echelons of the firm, how much was known about the debt-ridden balance sheet, angry creditors and issues with the taxman? Junior staff knew things were bad, though perhaps they presumed it

was no worse than at other firms. Redundancies and vacancies being left unfilled were routine at LLW. While the firm was not unique in that respect, the frequency and volume of the redundancies were. Staff recall “four or five” rounds of job losses since the move to Riverside Park in December, 2007. The first came just a month after the move. Each time another round of job losses was announced, staff had to reapply for their positions. It is thought the total headcount at the firm dropped from 150 to 90 between the end of 2007 and the administrators going in. As one insider told LDP Business: “They never had the number of employees to fill Riverside Park. The building was half empty.

“They more or less had to shout across the room to each other. It was ridiculous.” But more serious events were also witnessed by the staff as LLW rocketed towards its September 18 demise. Its dire finances became the talk of the office when, at the very beginning of September, three burly builders announced themselves at reception and demanded payment for work carried out in June. Staff contacted by LDP Business recalled angry scenes and mentions of an unpaid £20,000 invoice. Those on the upper floors were told not to venture down to reception until things had quietened down. But the builders were eventually let into the building for a face-to-face meeting with some of the partners. The finance source said the bill was for “dilapidation work” on one of the firm’s other properties. While LLW’s Riverside Park landlords appear to have been the first to petition an equity partner for bankruptcy, the firm’s other landlords have also confirmed they are considering similar action. The firm moved wholesale into the Bromborough offices almost two years ago, but it maintained

properties on Woodchurch Road, Prenton, and on Castle Street, in Liverpool. Around half the 1,700 sq ft of the Prenton floor space was sub-let to the Halifax bank. The rest was unused and still had more than three years to run on the lease. The Merseyside Estates, the freehold owner, is now consulting lawyers with a view to becoming creditors for unpaid rent. It is a similar story at the old offices on the sixth floor of Castle Chambers, at 43 Castle Street, Liverpool. The building is owned by Merseyside Pension Fund who, according to land agents CB Richard Ellis, are also in the process of “legal action”. At the time of going to press, neither The Merseyside Estates nor Merseyside Pension Fund had applied to Parkin S Booth to be official creditors. It is thought both could pursue the partners directly through litigation and future rent could form part of those claims. Parkin S Booth say they are still collating a definitive list of creditors and are hoping to hold the creditors’ meeting in the first two weeks of November. But legal watchers in the city return to one unanswered question over and again: why was LLW still a traditional partnership, rather than a “safer” limited liability partnership (LLP)? Few people inside the firm have been able to shed light on the issue. But one of LDP Business’s sources mooted this decision was more to do with regulations than choice. The source said: “It’s fair to say that there’s certain conditions that you have to have in place to become an LLP. At that stage, we hadn’t reached that point.” While LLW are the most high profile firm in the region to go bust, it is not the only one that faces diffcult times. Law firms of all sizes face huge uncertainties in the recession.

IN ASSOCIATION WITH

THE BIG FEATURE

How was your recession? Merseyside’s leading lawyers tell LDP Business how they have weathered the downturn PHILIP ROONEY, LIVERPOOL OFFICE HEAD, DLA PIPER

SUE RUSSELL, LIVERPOOL OFFICE HEAD, HALLIWELLS

PHIL REES-ROBERTS, MANAGING DIRECTOR, REES-ROBERTS

PARTNER at DLA, Philip Rooney, admits it has been a tough year that has seen job losses at the law firm’s Liverpool office. But, he insists, there are signs of something green on the horizon. He said: “I don’t know how bad things are in other firms. It has definitely been a tough year. But one of the things with having a broad-based practice is you can smooth that.” Rooney can still reel off evidence of feeearning assignments, such as the acquisition of Crown Paints, the £80m Liverpool FC shirt sponsorship deal, £100m transaction for the Universities Superannuation Fund and ongoing work with the Mersey Gateway. DLA also featured in the top tier of 11 disciplines in the recently published Legal 500. The

ASK A Merseyside corporate lawyer how their recession has been and many will say “it’s been harsh, but I hear Halliwells are faring worse”. Put this to Sue Russell, who is approaching the end of her first month as head of Halliwells’ Liverpool office, and she will shrug it off as “schadenfreude”. But the firm, which relies on corporate work for 24% of its business and real estate for 21%, has certainly been hit. Russell said the writing was on the wall towards the end of 2008 when it was clear “issues” would start to emerge. One partner was made redundant in Liverpool and another five people took voluntary redundancy. Most people in the firm are also now working a four-day week or have taken a pay cut of

NICHE – or “boutique” – commercial practice Rees-Roberts saw its turnover from corporate work drop by half over the last year. But founder and MD Phil Rees-Roberts says total turnover has remained buoyant after he took on another partner to take on litigation work. “I used to out-source it, and some of it I still do,” Rees-Roberts said. “I’ve got no intention of providing a full legal service. But it was too big an area to let go. “I’ve just halved my risk. The baby’s got new shoes and we will carry on growing like that. I’m doing my best to protect my flock.” The firm employs four solicitors and a paralegal. Rees-Roberts says contentious litigation work on, for example, compulsory purchase

next highest tally for a Liverpool firm was Hill Dickinson, which was in the top tier in seven areas. But, of 140 jobs lost at DLA’s nationwide network of offices, 13 went in Liverpool early this year. Rooney added: “We’ve got a couple of corporate instructions which hopefully will turn into deals.”

around 10%. Russell is determined these measures will end by April 30. But she added: “It depends on what’s going on outside. I think it’s good to have a point in time to aim for. “It’s still very hard out there, but we’re reasonably well positioned to take advantage of the upturn when it comes.”

orders, has dovetailed well with the firm’s transactional deals. But he insists he will remain niche: “People want more contact time with the professional doing the work,” he added. “Clients don’t want to pay for a partner and get a more junior member of the team. It comes into sharper focus in a recession.”

MARK BRANDWOOD, MANAGING PARTNER, BRABNERS CHAFFE STREET

PETER JACKSON, MANAGING PARTNER, HILL DICKINSON

DAVE BUSHELL, PARTNER, BROWN TURNER ROSS

BRABNERS Chaffe Street was among the first corporate firms locally to reduce its headcount. In autumn, 2008, when credit crunch turned into recession, it reduced a 10-strong plot sales team by two thirds. Managing partner Mark Brandwood – who took over from Michael Brabner in April – said that was largely in response to the market for city centre apartments “falling off a cliff”. A further 15 positions – split nine in Liverpool and six in Manchester – were lost in the spring. But the firm also merged with Bremners, which specialised in housing association and social landlord work. Brandwood said: “That was about the right thing to do. “That’s been a very solid work area that's

HILL Dickinson is hoping to turn over £90m this year. Over the summer, it posted profits per equity partner of £294,000, down from £311,000 the previous year. But when LDP Business spoke to the firm’s senior partner Peter Jackson, he was more concerned with the firm’s property portfolio. The Manchester office was due to move from Fountain Street, but now looks set to stay. And the merger with London-based Middleton Potts has resulted in a surplus of space. Jackson saw the loss of 10 people in an initial round of redundancies. Another five, including one partner, are departing in a second round. Speaking generally, he said: “I don’t think the storm is going to be over and if it does stop raining ever, then there’s another

THE recession is only one of the ingredients to befall High Street firms in what Dave Bushell describes as a “perfect storm”. The new October 1 insurance renewal deadline played into the hands of insurers who ramped up premiums and refused to give out a quote until the last minute. Bushell also said although crime work peaks in a recession, the police are not charging suspects as rapidly as they used to, choosing instead to bail them while the Crown Prosecution Service decides whether to press charges. “It slows the whole system down,” he said, adding that the proliferation of fixed penalty fines and cautions was also hitting crime income. Aside from the

thriving since they joined us. “I don’t think there’s any doubt that it's still challenging, but I think in this market you have got to see where the opportunities are.” Brandwood added in property and corporate it is still “difficult times” but said sport, charity and private client are faring better.

one coming next year with the Legal Services Act. If this was a storm, then that has the making of a hurricane.” Finally, with hindsight, should he have forked out to sponsor Capital of Culture? “We would have liked to have got it cheaper,” he admits, but adds it helped Hill Dickinson “punch its weight”.

financial squeeze this puts firms under, Bushell also argued it is “dumbing down the seriousness of the system”. Legal aid rates are also being hacked back by the Government. The collapse in the housing market is also hitting cash flow because marital assets cannot be dissolved as readily.

IN ASSOCIATION WITH

THE BIG FEATURE

More Mersey firms face significant financial woes And nationally as many as 2,000 practices could disappear

MORE than a dozen legal firms in Merseyside faced "significant" financial problems in the third quarter of the year, new figures reveal. They experienced either court action or filed "average, poor or very poor" accounts, experts told LDP Business. The figures were collated by rescue, recovery and restructuring specialists at Begbies Traynor. Begbies say no Merseyside legal firms – which include solicitors, barristers' chambers and bailiffs, among others – suffered "critical problems", though their figures were released in the aftermath of Wirral-based Lees Lloyd Whitley going into administration. Critical problems, which are worse than significant ones, are said to be when a firm has County Court judgments totalling more than £5,000, or are the subject of a winding-up petition. Begbies assesses the legal landscape using factual and legal data showing how firms older than one year are performing. It counted 15 firms suffering significant problems in Merseyside. There were 68 across the North-West. Three firms in the region had critical problems. Joanne Wright, a partner at Begbies, expects 2,000 of the 10,000 firms nationwide to be wiped out by the current recession. Ms Wright told LDP Business: "That's a hell of a lot of firms." She added many of those will be small firms of four partners or fewer, who make up around 80% of the market. Ms Wright said lawyers needed to boost their business acumen to survive. She added: "Quite often, what I've found is either the partners personally or the practice has taken on loans to carry them through the quiet times and now trying to pay and service the debts is a massive problem and they can't get the funding that was once readily available. "Lawyers, accountants, architects were all considered to be not an issue – you got your money back no problem. But banks now want to understand what happens to their money.”

SPEAKING

with Andrew Craggs, partner in health at Hill Dickinson

I HAVE read in newspapers about “recession depression”, and I also regularly see employees winning large compensation awards from their former employers arising out of stress at work, which was not adequately managed. What do I need to do to avoid these claims being made against me, as my staff are already working long hours and we cannot afford to take on extra staff at this time? In our experience, large compensation awards for these types of claims are rare and often arise where an employer has ignored very obvious symptoms. Stress at work is inevitable and, to a certain degree, can be helpful. Being stressed at work will not in itself lead to an employer being found negligent. The courts do not recognise that any one occupation can be intrinsically stressful. The key to this issue is to ensure you have a coordinated approach to managing employees by line managers. This involves appropriate input from human resources and occupational health. All managers must be aware of the signs of a stressrelated illness and, most importantly, must respond fully and quickly to complaints made by staff or to changes in their behaviour. In this economic climate, it is likely there will be more stress-related illness claims. To succeed in a claim, employees must prove it was foreseeable to the employer that they would develop a psychiatric illness. It is important to note that an employee must have a recognised psychiatric illness in order to successfully make a claim – mere distress and anxiety is not enough. There may be obvious physical signs, which show an employee’s health is suffering because of stress. An employee who is aware that he/she is ill may also tell their employer of their work-related psychiatric illness by communicating this or by the provision of a sick note. Any of these events should trigger alarm bells that action needs to be taken immediately by reducing the pressure upon the employee, or at least monitoring them.

What is reasonable will depend upon the circumstances. A swift referral to occupational health needs to take place to determine the cause of the illness (is it due to work or other unrelated reasons, such as financial or domestic issues?) and what measures can be taken to alleviate the pressure. What does your Stress Management Policy say and have you sought the input from an HR specialist? You must ensure that employees are aware of what support mechanisms are available, including a confidential counselling service. This fits in with your obligations under the Disability Discrimination Act (many employees in such circumstances will fall under the definition, which includes mental impairments) to make reasonable adjustments to accommodate the effect of disability. You may eventually make a decision to dismiss an employee if he cannot perform his job. You would not be criticised for doing so if other alternatives to dismissal have reasonably been discounted (with HR advice). If an employee is ready to come back to work after a period of absence due to stress, then a return-to-work interview should be conducted to confirm what support will be put into place. These meetings should continue for a reasonable period of time, together with ongoing occupational health support. You will need to ensure that the promises of support you make are kept and are not empty gestures. While there is no legal obligation to ask employees searching questions about their health to avoid a subsequent claim, you must take action if any issues are raised as these claims could be costly, both in terms of a civil claim and in the Employment Tribunal. These issues might be raised while making a cup of tea or during a formal appraisal. If you ask an employee how they are getting on and the response is “I am fine”, then you are entitled to take the employee at his word. It is only if no action is taken that the likelihood of a potentially expensive claim being brought greatly increases.

‘Managers must be aware of stressrelated illness’

Begbies partner Joanne Wright, above, predicts a grim outlook for law firms, with 2,000 out of 10,000 firms nationwide to be wiped out by the recession

LDP Legal www.ldplegal.co.uk

For the latest from the legal sector

Construction firm corruption challenged by SFO THE Serious Fraud Office could target construction firms following the first successful prosecution of a company for bribery and corruption. Last month, the SFO fined 103 companies a total of £129.5m for rigging bids on projects across England, including school and hospital projects. Now Sarah Cleary, a partner in DLA Piper's

LEGALLY

litigation and regulatory team in Liverpool, is expecting more action from SFO director Richard Alderman. Ms Cleary said: "I have it on very good authority that the SFO has singled out the construction industry and is casting its net far and wide." Construction firms could receive a letter from Mr Alderman's office outlining how the

new Bribery Bill will substantially increase penalties for offenders and broaden the scope of crimes. It hopes this will spur managing directors to own up to corruption. Among the 103 companies fined in September was Reading-based Mabey and Johnson. It was left with payments and fines of nearly £7m for offences committed abroad.

Ms Cleary added: "The SFO is feeling particularly bombastic in the wake of the Mabey and Johnson case. "It made UK legal history in a number of areas, and in his public comments afterwards Richard Alderman urged companies who might, as he put it, 'see some parallels' to come forward and talk to the SFO to have the matter dealt with 'quickly and fairly'."

THE BIG FEATURE

Liverpool firm launches a one-stop shop Canter Levin and Berg aims to compete with new players coming into the market ONE of Merseyside's oldest law firms is hoping a new web-based legal service will revolutionise the way clients seek advice and interact with lawyers. Temple Square-based Canter Levin and Berg (CLB) launched LawOptions.co.uk earlier this month. It is a one-stop-shop for a host of consumer legal products and offers clients guaranteed fixed prices. Clients will be able to access the site night or day to track their case and can call a hotline for support and advice. The firm launched the site in anticipation of the mass deregulation coming into the legal sector with the Legal Services Act. It hopes to be able to compete with big brands like Tesco, The AA and the Co-op who may choose to enter the legal arena. LawOptions offers all areas of consumer law including family, employment, road accidents, conveyancing, probate and personal injury. It aims to be as user-friendly and secure as online banking and travel bookings. While other firms and groups have put some services online and will interact with clients using the web, CLB say LawOptions is the first service to be comprehensively web-based. CLB will carry on practising as normal, with the website running alongside to bring in new clients from across the UK. Finance Director Louise Burns-Lunt told LDP Business: "LawOptions.co.uk has been created in response to changing consumer demands for greater flexibility in accessing expert legal advice and a desire to process cases online.”

Louise Burns-Lunt – LawOptions.co.uk has been created in response to changing consumer demands

Many innocent people could go to prison, warns leading crime lawyer

Jim Murray

A MERSEYSIDE crime lawyer is warning "thousands" of innocent people could be jailed or landed with criminal records when new government rules on lawyers’ fees are introduced. Jim Murray, of Bootle-based James Murray Solicitors, said the

regulations will force many defendants to plead guilty instead of fighting their case through the courts for fear of being landed with huge legal bills. The Government wants to cap lawyers’ fees for privately-funded defendants at around £55 per hour, in line with legal aid costs.

At present, non-legal aid defendants who win their cases can apply to the Central Fund to reclaim "reasonable costs" and their expenses from the state. But Mr Murray claims it is "virtually impossible" to hire a good solicitor for less than £190 per hour, meaning many people will

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PROFESSIONAL SECTORS

Helping young people learn work skills

Brian Clark

THE Liverpool office of accountancy firm PricewaterhouseCoopers (PWC) has joined with Liverpool Compact for a second year to help teenagers get ready for the world of work. Last year, more than 100 PwC staff, from students to the senior partner, donated about 120 days and visited 28 secondary schools to help students develop their interview skills. Liverpool Compact works with most schools in Liverpool and more than 3,500 local businesses. Brian Clark, senior partner at PWC in Liverpool, said:

“We have a policy to help prevent social exclusion of young people, through creative activity and active partnerships which focus on education and employability. “This initiative will help provide school children with the opportunity to access employability skills that they can go on to apply in later life. “The skills they are taught will help to put them in a much better position when looking for employment, not only offering a vital understanding of the interview process, but also giving them the confidence to go out and pursue employment opportunities.”

LDP Legal

The latest from the legal sector

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Accountancy firm plans to expand its city base

THE senior partner of accountancy firm Deloitte in Liverpool says he expects the firm’s city office to double in size within three years. Sean Beech says the firm has already won a number of new contracts and is now readying itself for growth as the UK economy prepares to pull out of recession. Deloitte’s Exchange Flags office currently employs 70 people, but Mr Beech says he soon expects that figure to rise well above 100. He said: “We want to try to double the size of the office over the next two to three years. “It’s ambitious, but the firm has always set ambitious targets.” “We’ve taken on eight graduates in the course of the last three or four weeks. “We’ve had some really good client wins over the course of the last couple of years. “We’re also seeing more activity in the public sector. Even though everyone is expecting the public sector will have to spend less over the course of the next few years, they will be looking to optimise savings, and we think that will mean more opportunities for us. “In the private sector, we are expecting and hoping that things will pick up next year. “We are seeing some early signs that some businesses are getting back to normal, so therefore we would expect there to be a resumption of transactional activity next year.” Mr Beech says many of Deloitte’s Manchester partners frequently spend time working in Liverpool as the firm picks up more Merseyside business. “There’s been a bit of a trend going back a few years for firms with Liverpool operations to retrench to Manchester,” he said. “We are now seeing more people from Manchester spending more time in Liverpool, across services from indirect taxation to forensic corporate finance. We can then build teams around them.”

BUSINESS MATTERS with Steve Sankson, of The Royal Bank of Scotland and NatWest in Merseyside EARLIER this month, over 150 business owners and professionals from across Merseyside attended an economic seminar organised by RBS at Liverpool’s Tate gallery. At this annual event, Julien Seetheramdoo, one of the RBS Group’s leading economists, presented his thoughts on the current state of the UK economy and gave an insight into what may happen in the forthcoming 12 months. Julien highlighted a number of positive indicators which suggest the UK should emerge from recession by the end of this year, and this is likely to be followed by a period of modest growth. The last few months have seen a degree of stabilisation in the UK’s asset markets and an increase in commodity process such as crude oil. Indicators suggest business and consumer confidence is beginning to consolidate, particularly with regard to the housing market in both the UK and US. This news will undoubtedly be welcomed by businesses across Merseyside and the rest of the country. However, we would urge a note of caution. When the recovery happens, growth will be slower than in previous years and businesses will still have key challenges to address. By addressing these issues now and taking the time to plan ahead, a business will be in a better position to take advantage of any upturn in the economy. Our Merseyside-based NatWest and RBS teams are working closely with business customers to help ensure they are in a position to take advantage of any opportunities that come their way. This involves evaluating a number of key business areas, some of which are detailed below: Sales – There is no question about it, this is a tough time to be selling to business customers. Discretionary spending has been cut due to the budget for this year being allocated to existing commitments. To keep sales moving in the right direction, you need to do a few things. Firstly, assess your sales channels to determine not only the most successful route to market but also those channels which are not working. Secondly, consider

other channels, particularly the internet. It has developed into a powerful mechanism for small and medium-sized businesses and it costs relatively little to establish an online presence. Margins – Margins are critical and should be closely monitored. Sometimes margins can be ignored when turnover is being chased. If you have reduced your margin, do you know how this has impacted upon performance? The more a business cuts price, the more it has to sell to maintain an acceptable level of contribution. Before altering its margin, a business should explore several other options. For example, can you negotiate down suppliers’ costs or secure any discounts from them which can then be passed on to the customer? If you do have to cut margins, it makes commercial sense to offer a reduction on the second or third purchase and not the first one. Finally, are there any additional extras that you can charge for if you have to lower the unit costs? Charges for delivery, packaging, credit, etc, can all be factored in to ensure the business returns a sufficient margin. Costs – Conduct a line-byline analysis of all your costs and challenge each member of staff to make costs savings. In particular, analyse each product cost and evaluate is it worth carrying on with a lossmaking product? Don’t be afraid to renegotiate on everything and be prepared to go elsewhere if your suppliers refuse to meet you half way. Supply Chain Management – Be ruthless with your supply chain and debtor management to improve the liquidity in your business. The longer you hold on to stock the more it costs the business. If your traditional sales channels are proving ineffective, consider using other avenues such as online auction sites to dispose of your older stock. With regard to debtors, look to renegotiate your credit terms where possible and don’t offer credit as a matter of course. Consider Invoice Finance as a way of releasing cash on your debtor book. It provides you with a percentage of an invoice’s value as soon as the invoice is raised.

‘In the recovery . . . businesses will have challenges to address’

We’ve had some really good client wins over the past couple of years – Sean Beech, Deloitte’s senior partner in Liverpool

COMMERCIAL PROPERTY

Science park’s ambitious plan

Exciting times ahead for Daresbury campus

Daresbury attracting international interest for 20-year long development project SIX developers have been shortlisted to spearhead an ambitious 20-year plan to create 1m sq ft of new space at Daresbury Science Park and Innovation Centre. International law firm Eversheds and property experts King Sturge were appointed to search for an experienced private sector partner to join the Science and Technology Facilities Council (STFC), Northwest Regional Development Agency (NWDA) and Halton Borough Council to extend science and

innovation facilities, buildings and infrastructure. The 20-year joint venture, which will create a 50:50 partnership between the public and private sectors, will bring more than 10,000 jobs to the area during its lifetime, see the site develop 1m sq ft and attract domestic and international investment in scientific research and innovation. Project manager Graham Haywood said: "When we began this process back in March, I think some people

may have been surprised at such an ambitious venture, given the current market conditions. However, the quality of developers with a track record in science park developments has indicated that there is a great appetite for exploiting further the potential of Daresbury. "We have between 50 and 60 acres of land to develop with the objective of building on our core of science and research. “ The intention is to attract a range of businesses from start-ups to

blue-chip companies, and also provide facilities to enable us to compete for major government contracts." This development will not only strengthen the science base at the campus, but improve the economic impact of public and private investment in science by increasing collaborative work between campus tenants, enabling access to science and technology capability and expertise, promoting open innovation and supporting the creation and

growth of new businesses. Andrew Ludiman, head of consultancy at agents King Sturge, added: “We are enormously excited to be helping to realise the vision for the future of the Daresbury Science & Innovation Campus. “Our role at King Sturge and Eversheds is to pull together the strategy of what the joint venture will look like and then support and bring together the public and private sector partners to set up a successful joint venture.”

Next phase due to start in January

WORK will start in January on the next phase of development at the campus. Vanguard House will provide 35,000 sq. ft. of office and laboratory space in units of between 1,000 sq ft and 7,700 sq ft. It will complement the successful Daresbury Innovation Centre and provide a home for companies already on

the Campus to grow into, as well as attracting established scientific and hi-tech companies from across the country. The agreement to build Vanguard House was announced at the beginning of April by the Minister for Science & Innovation, Ian Pearson, as part of a £25m deal between The Northwest

Regional Development Agency, Daresbury Science & Innovation Campus and St Modwen, although the latter have since pulled out. The new development adjoins the existing Daresbury Innovation Centre and the Cockcroft Institute (the National Centre for Accelerator Science).

An artist’s impression of Vanguard House

ECONOMIC DEVELOPMENT

Building a bridge to the future The Silver Jubilee Bridge was opened in 1961, but chronic congestion has been the driver of the Mersey Gateway project

Developing the infrastructure – and also the skills – is key to Halton’s future ambitions

URPRISINGLY, it was 45 minutes into a conversation with Halton Borough Council’s Dick Tregea, whose environment department encompasses regeneration and enterprise, before the Mersey Gateway was first mentioned. Plans for the £431m project have been under discussion for years and are now on the cusp of moving forward, with the results of a public inquiry expected early next year. The council, which has led the project, has consistently said it believes a second bridge across the River Mersey is critical to the sub-region’s regeneration and all of the local authorities will benefit. The regional economic strategy describes the project as “transformational”.

Mr Tregea said: “The Mersey Gateway public inquiry completed in July and we expect the inspector’s report by the end of the year, which then goes to central Government. “We are expecting a decision from the Government early in the New Year. “We are continuing to work on the project and looking at the procurement issues at present. That will be a very complex process that we have to go through if we are to meet our timetable of construction beginning in 2011 and we are still on target to achieve that, with completion expected in 2014 or early 2015. “It’s not just the physical element of the bridge. It’s the opportunities it provides us with to deal with extremely contaminated land, the

regeneration opportunities it will provide when it is completed, and the way it fits in with a sustainable transport programme.” If built, it would overhaul the road network, as more than 80,000 vehicles use the existing Silver Jubilee Bridge every weekday – ten times the number it was originally designed for. “We have always come back to the conclusion that we have to have another bridge as the existing bridge isn’t fit for purpose in the 21st century,” Mr Tregea said. “We can’t meet demand to cross the river. We see the bridge as an absolutely essential component of access, not just into Halton but into the Merseyside sub-region. It’s a genuine regeneration project with benefits right across the region.

“We are not looking at a Plan B – it has to happen.” While that project has grabbed the headlines, two other sites in Halton have also been proving themselves to be very important to the borough. “A lot of effort over the last couple of years has gone into the two regional strategic sites at Daresbury and 3MG, and I think that work is now bearing fruit,” said Mr Tregea. “The 3MG isn’t just about getting buildings up on site, it’s also about dealing with the very contaminated piece of land and we have had tremendous help from the Environment Agency. “We have seen its distribution facility completed. It’s the first major development on the further development of 3MG and we have been working with Stobart Group in

trying to make sure that physical development helps job creation for local people.” Andrew Tinkler, chief executive of Stobart Group, said: “The new 528,000 sq ft chilled distribution facility has been delivered at Widnes with completion achieved on time and in budget, in July, 2009. “Preparation of the remaining development land around the Widnes site has continued, with all surplus buildings now demolished.” The facility is already fully let to a number of different customers and will employ 1,000 staff when it is operational next July. Mr Tinkler said: “Our inland port near Widnes currently handles around 100,000 shipping containers a

CONTINUED ON PAGE 34

ECONOMIC DEVELOPMENT HALTON

Halton sits on either side of the River Mersey, with Widnes to the north and Runcorn to the south of the river – it has a population of about 120,000 people CONTINUED FROM PAGE 33 year. A trial daily rail service between Tilbury, in east London, and Widnes has been successfully operated over four months and this could be extended to a complete train during the coming months. “This limited trial in isolation has so far removed over 30,000 kilometres of UK road transport. “The business has continued to drive efficiency into the inland terminal in Widnes, which currently manages nearly 1,000 vehicle movements every day with a dwell time of only 12 minutes per vehicle. “The nearby Port of Weston has excellent potential for development as our waterway port with close

road, rail and waterway links.” Daresbury Science and Innovation Campus (SIC) – one of only two national campuses of its type – is also continuing to develop, with the Northwest Development Agency (NWDA) confirming further funding for the site earlier this month to allow building to begin on the next phase. The new building, Vanguard House, will provide about 36,000 sq ft of office, workshop and laboratory space. It is designed to attract hi-tech businesses from across and outside of the North-West, as well as providing space for companies in the Innovation Centre to expand into. Colin Whitehouse, the deputy chief executive of the Science and

Technology Facilities Council (STFC) and a director of Daresbury SIC, said: “Vanguard House will provide a further major magnet for hi-tech businesses looking to draw on the unique combination of the scientific and business expertise at Daresbury SIC, supported by its extensive national and international network. “It is a major step forward in the wider development of the campus and supports its position to be an internationally-recognised community of scientific, innovation and entrepreneurial excellence”. The development, which will be next to the existing Daresbury Innovation Centre, the Cockcroft Institute and the STFC Daresbury

Laboratory, will start in January and be ready for its first tenants in early 2011. The campus is the newly-crowned “Outstanding Science Park 2009”, awarded by the United Kingdom Science Park Association. This summer, the partners on the Campus also announced that the future for Daresbury SIC will be as a public-private commercial joint venture. The public sector stakeholders of the campus – the NWDA, STFC and Halton Borough Council – are identifying a private sector partner to develop up to 1m sq ft of space for business, research and innovation. The joint venture will provide facilities management and other

services to the campus and realise commercial services and investment opportunities with the campus companies. “Daresbury is a pre-eminent international research centre,” added Mr Tregea. “We recognised the need to work more closely with the private sector and to work on a joint venture for the Daresbury campus. We are going through the process of securing a preferred partner. There’s been superb co-operation between STFC, the NWDA and Halton Borough Council. “All that development is taking place in the context of a wider science and innovation campus board, which also includes the

ECONOMIC DEVELOPMENT HALTON

vice-chancellors of the Universities of Lancaster, Liverpool and Manchester.” Daresbury is not ploughing a lone furrow for science and innovation in Halton. The 60-acre Heath Business and Technical Park – once the headquarters of ICI – is also a prospering centre for science and technology. It has more than 180 companies across its 84,000 sq ft of purposebuilt, serviced laboratory space and 200,000 sq ft of serviced office space. The Heath’s managing director, Dr Peter Cook, believes the site is a blueprint for the rest of the UK. “The future of the British economy depends on science and innovation,” he said. “It’s

intellectual knowledge, innovation, the clever stuff in technology. “We’ve moved on from manufacturing and industry to a huge explosion in internet technology, with all this variety of software systems to help business run more effectively. “The Heath is a perfect example of this – we have retained ICI’s corporate facilities and skills and refocused them on to new businesses. “We’ve done all this without a penny of public money. It has come from purely standard finance – we borrowed the money from a bank and are now paying it back. “The benefit of this is that it has made us very business-oriented and focused. We have had to make hard

decisions about the way we operate in the real business economy as we didn’t have a source of government money propping us up.” On the other side of the River Mersey, Widnes Waterfront is a multi-million pound regeneration programme that is transforming more than 200 acres of former industrial land designed to house 2,700 jobs. Halton Council leader Cllr Tony McDermott said: “Often, with a huge, long-term regeneration project like Widnes Waterfront, it is all too easy to forget where we started from and what has been achieved. “The Widnes Waterfront programme was a mammoth undertaking with ambitious

objectives, specifically the transformation of low quality, former industrial land into a new development site of regional significance. “Over the last six years, huge strides have been made towards the realisation of that objective.” Turnstone Business Park, Forward Point and Heron Business Park have been completed, with take-up of commercial premises continuing despite the economic climate. Mr McDermott added: “While the current recession has obviously impacted upon the take-up of new commercial space, not only at the Waterfront but across the UK, it is reassuring that, even during these

trying economic times, a steady stream of new businesses have made the Waterfront their home. “As the programme continues, the area’s attractiveness as a business location can only improve, attracting further new investment and jobs.” The ambition for the public sector is to make sure that people who live in Halton can take advantage of the opportunities being created. “We are one of the most deprived authorities in the country,” said Mr Tregea. “There’s a purpose behind all this work and that’s to improve the quality of life and to provide employment opportunities.

CONTINUED ON PAGE 36

ECONOMIC DEVELOPMENT

REGIONAL OUTLOOK with Steven Broomhead, chief executive of the NWDA STEVEN BROOMHEAD, chief executive of the Northwest Regional Development Agency (NWDA), gives an overview of the priorities and changing role of our regional development agency, and highlights some key regional statistics. ■ SINCE the Agency’s establishment in 1999, the regional economy has undergone a period of continuous change. After a number of years of growth, the North West has built a strong foundation for economic recovery. This has been as a result of the region agreeing and delivering key priorities and a strong sense of common purpose to make big things happen. Providing this leadership to turn priorities into real action on the ground has been the single most important role that the Agency has played over the last 10 years. Without this, a large number of projects across the North-West simply would not have happened. This ranges from developing key employment sites, such as 3MG, in Widnes, and driving the growth of the knowledge economy through developments such as Liverpool Science Park. The NWDA, working with our partners, has helped to develop the stunning face of Liverpool through a number of key investments in flagship projects, including the Arena and Convention Centre, the cruise liner facility, the Liverpool canal link and supporting infrastructure improvements at the Pier Head and, of course, in the development of the amazing new Museum of Liverpool. The Agency is also proud of its investment and supporting role in delivering the cultural programme for Capital of Culture, which helped to create a year that the people of Liverpool and the North-West can all be proud of for years to come, and the legacy will get stronger. Just some of the key regional statistics that have also had an impact on Merseyside over the past 10 years, include: 222,000 jobs created or safeguarded since 1999 NWDA projects and

programmes have made a significant impact on the regional economy, creating or safeguarding 222,000 jobs and creating 23,000 new businesses. £5.20 economic return An independent assessment (by PricewaterhouseCoopers) of Agency performance between 2002-03 showed that every £1 invested in the regional economy averaged a return of £5.20 in economic impact. £150m generated from major events The regional Major Events Strategy has generated £150m for the regional economy since 2004. £75m cost savings for north-west manufacturers Over 3,600 north-west businesses have been assisted in improving their environmental performance through the ENWORKS programme. To date, for every £1 the Agency has invested in ENWORKS, £13 of cost savings have been identified. £740m cost savings for manufacturers The Agencyfunded Manufacturing Advisory Service North West has created or safeguarded over 8,500 jobs, provided training to almost 6,500 adults, and achieved cost savings of £740m. 900 inward investment projects Since 1999, the North-West has secured over 900 inward investment projects, creating or safeguarding over 85,000 jobs. However, as the economy has evolved, so has the role of the Agency. Our expertise has enabled us to react swiftly to events from the Foot and Mouth outbreak in 2002 to the current economic downturn, which is perhaps our biggest challenge to date. Our knowledge on what works and where investment can have the biggest impact will make our role even more significant. The past 10 years have been both rewarding and challenging for the north-west economy. We’ve had major successes, but there is still much to do if we are to emerge from the downturn stronger and continue to make big things happen here in Merseyside and the North-West.

‘The North West has built strong foundations for the recovery’

Daresbury Science and Innovation Campus has received £67m investment from the NWDA

CONTINUED FROM PAGE 35 34 “As an example, at the 3MG development we are talking about employment opportunities of 5,000 jobs-plus being created. We are working extremely closely with Stobart to ensure those opportunities come to local people. “At Daresbury, as part of the work on establishing the joint venture, we are expecting partners to see how they will engage with the local community and factor in that jobs are available for local people. “We have a major initiative working with the Learning and Skills Council and the local colleges to improve the skills of the local population – and that’s going well at present.” The up-skilling has taken on greater urgency as Halton was the first local authority in the Liverpool city region to see unemployment rise sharply as the effects of the downturn began to be felt. In the third quarter of 2008, unemployment in the borough increased by 10% – the increase was 40% steeper than the city region as a whole. Mr Tregea said: “It has been a difficult period. We have a lot of basic industry here and so, as people have felt the pinch, orders have gone down and inventories have been reduced. “We have had detailed discussions with a lot of the businesses that have

The Turnstone Business Park, at Widnes Waterfront been affected, and we have seen an number of redundancies over the last several months. “The nature of our businesses mean we feel the recession sooner than most, then perhaps we will begin to recover first.” It may turn out that we are at that turning point now. Halton has seen unemployment fall for the last two months, down 1.6% compared with a city region drop of 0.5%.

Mr Tregea said: “The focus on economic development has been in two parts – physical development and the softer, social side of making jobs that are created available for local people in terms of both up-skilling residents and assisting people into work.” Creating that bridge between job opportunities and the workforce may prove to be as important to Halton as the planned second bridge across the River Mersey.

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TRANSPORT

in association with

NEIL SCALES THROUGHOUT the history of rail, Merseyside has signalled the way ahead. The Rainhill Trials, held in Merseyside, in October, 1829, and won by the famous Stephenson’s Rocket, proved to be the forerunner for the development of rail services all over the world. My chairman, Cllr Mark Dowd, celebrated this fact by recently donating a print of the Trials in 1829 to the new Virgin Passenger lounge in Lime Street Station. However, this emergence as a rail powerhouse continues to this day, and Merseyside’s strategic rail network continues to be vital to the city region’s future success. The Merseyside rail map is a complex one; incorporating a range of train operating companies and franchises including Merseyrail Electrics, Northern Rail, Arriva Trains Wales, First TransPennine, London Midland, East Midlands Trains and the InterCity West Coast. To continue to ensure the best deal for Merseyside – that is a fully accessible, secure, sustainable and costeffective rail network – we need to build on our collective strengths and maximise the opportunities available to us. Our award-winning 25-year Merseyrail Electrics concession is a great example of how true partnership can reap huge dividends. We have worked with the team at Serco NedRail to transform it from “Miseryrail” into consistently one of the best performing networks in the UK. This has been achieved through investment, hard work, trust and a range of supporting partners. But, despite Merseyrail recently hitting its best ever performance targets, we know we can do more. We continue to press for full local decision-making, where we take responsibility for the rail

infrastructure maintenance from Network Rail. Currently, there is no national benchmark for Network Rail’s performance. Meanwhile, we are looking to expand the capabilities of our region through a multi-million investment in Liverpool Central Station. Ministers have seen first-hand the problems we are experiencing now – these will be exacerbated by ever-increasing passenger numbers way above UK averages. We are looking to expand our network to open up strategic connectivity and access on the network, including the Borderlands project, Halton Curve, Headbolt Lane, the Bootle Branch Line and the Burscough Curve. Olive Mount Chord, which opened earlier this year, has opened up freight access to Liverpool’s dock system. In just a few years, journey times between Liverpool and Manchester will be slashed from 54 to 30 minutes when the rail line between the cities is electrified. Meanwhile, we are looking to upgrade and improve rolling stock – the demand for services in this region is driving the need for bigger, better and more frequent trains. And our investment programme continues. We have spent £2.5m upgrading Lime Street Station, £1.7m on James Street Station, and more than £16m on new stations at Sandhills, Bootle Oriel Road and St Helens Central. Our multi award-winning Liverpool South Parkway transport hub now boasts a new, fully accessible travel centre, comfortable passenger lounge and smart-card enabled ticket gates, in addition to a dedicated airport shuttle link, and 70 new car parking spaces. If we want world-class services, we need to continue to match this with world-class ambitions.

‘Our rail network is vital to the city region’s future success’

A Ryanair plane lands at JLA – the airline has become more popular with business travellers

Budget is now best Growth in low-cost business travel is opportunity for JLA THE recession may be helping Liverpool John Lennon Airport (JLA) to win more business passengers. Since the downturn began last year, budget airlines like Easyjet and Ryanair have see their market share of business passengers increase as companies look to cut costs. Traditionally, business flyers would be prepared to pay higher fares to full-service carriers. But the recession has meant the good times are over for many. A recent survey by Barclaycard revealed that Ryanair and Easyjet, who between them operate more than 40 routes out of JLA, have increased their market share of business traffic. It showed that, in 2006/07, British Airways won 48% of the business

market, a long way ahead of second-placed Virgin on 8%. Easyjet came in third on 7%, while Irish carrier Ryanair tied with BMI on 3%. However, in 2007/08, Easyjet and Ryanair both leapfrogged Virgin to claim 15% and 8% of the market respectively. British Airways remained the market leader but saw its share plummet to 28%. Robin Tudor, head of PR for Peel Airports, owner of JLA, said: “If you look at the number of destinations flown by Easyjet and Ryanair from JLA, then you will see how much potential there is for us to grow our business traffic. “This week, Ryanair is about to start flying to Bratislava in Slovakia

and the Slovakian ambassador recently said it would offer a great opportunity for business links between there and Merseyside.” Mr Tudor said JLA had recently increased the size of its business lounge after Dutch carrier KLM started offering flights to Amsterdam’s Schipol Airport. He said the airport’s passengers fast lane had also proved popular with business people. This allows passengers to connect on to destinations across the world. “While a service to Heathrow would still be on our wish-list, the flights to Amsterdam do give business travellers connectivity to the rest of the world from Liverpool.”

Leading economist calls for airport tram link ONE OF Merseyside’s leading economic experts is repeating his call for a direct tram or rail link into Liverpool John Lennon Airport (JLA). Peter Stoney is an honorary fellow at the University of Liverpool

and a key figure in the Liverpool Research Group in Macroeconomics. He told LDP Business that Manchester Airport gets huge benefit from having its own railway station. Passengers going to and from JLA using

public transport have to get a bus from the city centre, or from Liverpool South Parkway station. Last week, the proposed Merseytram Line One route to Kirkby was dealt a blow when it was revealed a letter from

the Government said a funding window had been missed. But Mr Stoney insists Line One should have been to the airport all along: “I don’t know why that option wasn’t pushed,” he said.

EDUCATION

IN ASSOCIATION WITH

Liverpool Community College – aims to work with feeder primary schools to create an enterprising culture for youngsters which they can build on through to university

Embedding enterprise seen as Neil Hodgson reports on a £2.5m three-year drive to instil entrepreneurial skills in young and old

MAJOR £2.5m initiative aims to nurture the region’s next generation of fledgling entrepreneurs. Regeneration body the Northwest Development Agency is funding the establishment of Enterprise Hubs in 13 Further Education Colleges, including five around Merseyside and Cheshire. The three-year programme proposes to introduce young people to the concept of enterprise in schools that will offer an “entrepreneurial route” that can be followed through to university. Colleges also propose to widen their remit and involve local communities to encourage an enterprise ethic and also enable the unemployed to improve their own skills to obtain work. The hubs will work with primary and secondary schools to help embed enterprise within the curriculum, and beyond into local communities.

Not only will the initiative aim to instil enterprise in pupils and adults, but it also hopes to improve the enterprise skills of teachers and tutors to facilitate pupils’ journeys on the enterprise highway. Initial targets include plans to encourage almost 500 adults to undertake work-based training and 15,000 pupils aged under 16 to develop enterprise skills beyond statutory education. The five regional FE colleges participating in the programme are Liverpool Community College, Southport College, Warrington Collegiate, West Cheshire College and Wirral Metropolitan College. Each will appoint an enterprise hub co-ordinator who will formulate their own programme to involve pupils, the community and businesses in the drive to encourage an entrepreneurial mindset in the next generation of potential business leaders and creators. Sue Greenhalgh, Liverpool

Community College assistant principal curriculum, who is overseeing their programme, admitted: “We are very excited about this because we do a lot of partnership work with schools, mostly secondary schools. “We are excited by the idea of contributing to the community, and enterprise starting at primary school for a seamless journey through education to employment. “The idea now is to pull this out more strategically for the city.” She explained: “We have three schools we work with already: New Heys, Archbishop Blanch and Childwall Sports College. “We will work with their feeder primary schools and hopefully their parents and communities in trying to get them more skills to get work and get them to think about business start-ups. I think it is going to be very exciting – it’s showing joined-up thinking.” Muffins will form the basis of

instilling enterprise within youngsters at Southport College. Co-ordinator Rosalind Millington explained: “We are looking at a muffin day where people will be given a brief in the morning to source ingredients for a muffin, make the muffin, make a box and decorate it and put the muffin in it. “Then they will present in the form of a Dragons’ Den arrangement and explain how they put everything together, how much it cost and who was the team leader.” The proposal is to give youngsters an insight into the building blocks of business and what is involved in bringing a product to market. Mrs Millington said: “I am aiming to establish better links with secondary schools, but also to work with children from the age of five in the primary schools. “We want to instil a culture of lifelong learning and culture change ideas about enterprising individuals and the concept of becoming

enterprising individuals.” In addition to the muffin day proposal, Mrs Millington said: “With our social enterprise head on, we want to do some work with fair trade products, looking at the benefits to the people who grow the ingredients.” Alongside these initiatives, Mrs Millington plans to involve college staff in the process: “I am looking at continual professional development for staff in the college so they are aware of how to integrate enterprise into their subject areas.” But Mrs Millington is realistic about what can and cannot be achieved during the three-year programme: “Some of these people will go on to run their own business and we are happy to help iron out some of the risks or make them more aware of the risks. We don’t want to make them all into budding entrepreneurs, but we want to equip people who will go into business.” At West Cheshire College, Ruth

EDUCATION

IN ASSOCIATION WITH

Northwest Development Agency chief executive Steven Broomhead – agency has a strong commitment to promoting enterprise

answer to boost NW economy Jones is planning a two-fold strategy. First, she said, it is vital to embed enterprise in what the college does: “We work with a lot of employers and help people with redundancy programmes. Most of our students have visits to businesses and we have a very extensive work experience programme to give skills for work placement.” The college is working closely with Chester Chamber of Commerce. Mrs Jones said the second remit was more outward facing: “We already work in some of the more deprived areas, particularly primary schools. We work with parents, looking at literacy and numeracy, and we want to make our activities more enterprise focused to take skills into the wider community.” Links with partner secondary schools are seen as essential to encouraging an enterprising ethos and the college is considering inter-school competitions. Mrs Jones said: “We are trying to

reach the wider community. We have a lot to achieve in three years. Some of it is there, but we are looking at where we are and where we can make an impact quickly. “We want to make this sustainable and change people’s way of thinking so that when the project finishes everything is so embedded and ingrained that it carries on. “We have 20,000 learners and only 2,500 are 16-19-year-olds. We must make sure we reach everybody, not just a narrow target area, including employers, unemployed, Neets (Not in Employment, Education or Training), adult returners, everyone we work with. Not just students up to 19-years-old.” Sue Higginson, at Wirral Metropolitan College, sees the project as an essential tool in helping young people embrace the notion of entrepreneurship. “The aim is to raise aspirations of young people and help them develop entrepreneurial skills. We can help

them discover the journey of entrepreneurship and businesses. It will give youngsters the opportunity to think about themselves as an entrepreneur, as well.” No-one was available for comment from Warrington Collegiate. Jane Worthington is the NWDA project sponsor for Enterprise Hubs, and will liaise between all 13 North West colleges and the agency. She explained that it involves immense work in co-ordinating the efforts of each college to try and deliver an enterprising culture among them and their partners. Mrs Worthington said: “We will be working with a mixture of schools on the issue of being able to take risks and manage risks where appropriate, and embedding that into lessons and behaviours in people. “There will be expectations around what colleges do, but it is very much about developing behaviours and culture.” Mrs Worthington added: “All the

hub co-ordinators have already met to discuss the way forward.” She said they are “a really good bunch” but added she expects great things from Merseyside. “Merseyside has always been enterprising. Manchester is quite enterprising as well, but there is a raw culture and really creative people on Merseyside. “The region is not only enterprising, but it has a creativity with it. Merseyside has a colour and a personality and the hubs will build on that.” She said: “We hope when it finishes, the enterprise culture continues. And the hope is that this will spill over into other colleges.” NWDA chief executive Steven Broomhead explained the wider implications for Enterprise Hubs: “An effective labour market is an essential ingredient of a healthy economy. “The NWDA works closely with regional partners to develop the

educational infrastructure which will inspire and develop the skills of the region’s future workforce from an early age. “The Hubs project will ensure enterprise is seen as an exciting career option, to raise aspirations of children, young people and adults, helping to develop a ‘can do’ culture.” Mr Broomhead added: “The agency has a strong commitment to promoting enterprise across the region, boosting business start-ups and regional productivity. “This will ensure there is sufficient supply of labour with the right skills, attitudes and ambition, to meet the demand for employers, grow key sectors, increase innovation and drive up enterprise. “A well-trained, educated and skilled workforce also means both reduced unemployment and increased pay, which improves the quality of life of those living in the North West.”

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THE BUSINESS LIST Friday, October 30

Learn how to get the most out of Facebook in the latest of the 60 really useful minutes seminars. Phil Blything, director of Glow New Media, will talk about how to use the social networking website to grow your contacts and publicise your business. The free event is from 9am-10am, at Liverpool Chamber of Commerce. To book, call 0151 227 1234.

THURSDAY, NOVEMBER 5/ ICAEW FINANCE CONFERENCE

Friday, October 30 St Helens Chamber is holding a webinar and will be discussing hot topics such as the benefits of social networking, winning new business and reducing energy consumption and bills. The event is for two hours from 10am. Visit sthelenschamber.com/live

Tuesday, November 3 The latest 1stuesday breakfast event is at 7.45am, at Foodini Restaurant, The Heath Business and Technical Park, Runcorn. It is free to Halton Chamber members and £10 for non-members. To book, contact Nicola Holland on 01928 516142 or e-mail nicolah@ haltonchamber.com.

Tuesday, November 3 ICAEW is holding a presentation on HM Revenue & Customs’ new penalty regime. The new rules apply to all return periods commencing on or after April 1, 2008, and put in place one consistent system of penalties covering all taxes. The speakers will be Dave Jennings and Liz Coleman, of Grant Thornton. The event costs £20 and will be held at Liverpool Chamber of Commerce. To book, call Alex Pilkington on 01942 497015 or e-mail alex.pilkington@icaew.com

Wednesday, November 4 Topical landlord and tenant issues will be in the spotlight when law firm Mace & Jones hosts a breakfast seminar. It is at Holiday Inn, in Liverpool city centre, from

Everton chief executive, and former director of Deloitte’s Sports Business Group, Robert Elstone, will address the conference in Formby EVERTON FC chief executive Robert Elstone is the keynote speaker at an ICAEW finance conference. The Liverpool Society of Chartered Accountants are holding the conference at Formby Hall Golf Resort

& Spa. The event aims to provide technical information and skills that are needed to keep up to date in the changing economic landscape. Speakers include the Bank of England’s Neil Ashbridge, who will talk

8.30am-10am and breakfast will be served from 8am, and costs

on today’s economic landscape, and Matt Dunham, of Grant Thornton, will provide an insight about corporate recovery. Alex Marsden, of the North West Fraud Forum, will discuss the latest fraud issues and Sue

Russell, of Halliwells, is to provide her view on some of the issues surrounding corporate transactions. Helen France, of the Learning and Skills Council, will address the conference on the importance of training

£30+VAT. To book, contact Rebecca Brown on 0161 214 0500 or e-mail rebecca.brown@ maceandjones.co.uk

Tuesday, November 17 Halton Women in Business will be meeting from 12pm-2pm at The Heath Restaurant, in Runcorn. The networking events are for women entrepreneurs or female representatives in a company. Events are free to Halton Chamber members, £10 for non-members. To book, call Nicola Holland on 01928 516142.

Thursday, November 12 Knowsley Women In Business is holding an event, Personal Presentation – How to Maximise Your Potential. It is at the Earl of Derby Stand, at Aintree Racecourse, from 11.30am-2pm. It costs £17.25 for members and £23.00 for non-members. To book, visit www.knowsleychamber.org/ events.php

Thursday, November 12 The Earl of Derby Stand

A free workshop encouraging people to start a business in St Helens is being held by St Helens Chamber. Specialist advisers will be

and the funding that is available locally. It costs £50+VAT for the first delegate, then additional delegates are £25+VAT. To book, call Alex Pilkington on 01942 497015 or e-mail alex.pilkington@ icaew.com

Tuesday, November 24 St Helens Chamber is hosting a workshop for would-be entrepreneurs on November 12 there to talk through the issues that could be holding you back. It is on from 6pm-8.30pm. For more information, contact Rachel Leigh on 01744 742035.

A workshop on banking and finance with Royal Bank of Scotland is being held at Liverpool Chamber of Commerce. Members of Liverpool and Knowsley Chambers can take part in the Business Growth Club, which is free and takes place from 8.30am-11am. For details, call 0151 227 1234.

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SOCIAL DIARY THE NETWORKER

Diane Flett, Fiona Currie, Sarah Kimpton, Joanne Platt and Sue Jones, at the Rox Canvas event in Heswall

Karen Bryan and Jayne Dixon at the Rox Canvas launch party

CAROLYN HUGHES Lesley Beattie, of Fraser Wealth Management, and Tracey Miller, of Tracey Miller Family Law, at the Prince’s Trust lunch

ROX Canvas held a launch party at 107 Dining Room, in Heswall, last week to celebrate the completion of their new collection of bespoke canvas art. Over 120 guests were wowed with the creative pieces, while enjoying drinks and canapés. As well as showcasing the stunning pieces of art, the artists also managed to raise £200 for Claire House Children’s Hospice with a raffle. ■ The Prince’s Trust’s North West Leadership Group held a lunch with Lloyd Dorfman, founder and chairman of Travelex Group. The event took place at Deutsche Bank

Private Wealth Management, Royal Liver Building, Pier Head, Liverpool. Lloyd Dorfman, who took the Travelex Group from a single shop to a £1bn global empire, spoke to 60 members of the NW business community about the importance of the Trust. ■ The festive season came early this week as The Blackhouse Grill, in Chester, held an evening for clients last week to promote their Christmas Party Booker offer, encouraging people to take advantage of the £60 meal for two offer if you book your event before the end of October.

Gemma Williams, with Debbie Woolnough (Mankind), Chris Turner (Reiss), and Emma Swinnerton (The Vintage Shop), at the Blackhouse Grill’s Christmas Party promotion evening, in Chester

Julia Worthington, Prince’s Trust; John Norbury, Deutsche Bank; and Sue Russell, of Halliwell’s at the Prince’s Trust lunch

Barry Owen, of Mason Owen, and Jim Spencer, of Spencer Holdings, at the Prince’s Trust Lloyd Dorfman lunch

Alex Jarrett (GM), Tom Ashbrook (musician), and Rebecca Findlay, at the Blackhouse Grill

Rebecca Findlay, of the Blackhouse Grill, with Gemma Williams, and Debbie Woolnough (Mankind), at the Christmas offer launch

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BUSINESS LUNCH Thank fish it’s Friday. Barry Turnbull and Neil Norman sample a taste of the sea at Italian Club Fish, on Bold Street MAGINE the wind whipping-in off foam-flecked waves and salt sea spray mingling with the glorious aroma of fish and chips. Crispy battered cod and chunky bronze coloured chips in newspaper wrapping and vicious gusts off the North Sea stinging the eyes. That’s certainly a big memory of childhood for me, hailing, as I do, from the North East seaboard and something I look forward to enjoying when I return there. There doesn’t seem to be such a tradition on this side of the country and even the quality of the fare from “the chippy’‘ seems inferior. I guess the fact that there are no more fishing fleets on the coast here may have something to do with it. Liverpool is a city with a grand maritime tradition, but it is not exactly renowned for its piscine cuisine. Yet we are told the much-improved Mersey is a tumult of frenzied fish activity. Cod, eels, rays, even sharks have been hooked recently. A big improvement on recent decades when the only things you were likely to catch were the odd welly or a case of the runs. In the past, there was the illustrious seafood restaurant Jenny’s, boarded up for many years now, while Mister M’s at Albert Dock flourished for a while. But now there’s a new squid on the block in Liverpool, in the shape of Italian Club Fish, close to its mama the Italian Club, in Bold Street. It doesn’t advertise locally caught produce, but at least it’s a step in the right direction, as my guest one Friday lunchtime, Neil Norman, acknowledged. The chief executive of Human Recognition said he was delighted to discover a fish specialist in the city. Neil was fresh from winning the Institute of Directors’ young director of the year award. Neil's company specialises in iris identity recognition – systems that are likely to become more and more common in places like airports. Frustratingly for him, many of his jobs are involved with government contracts and have strict gagging orders, even though he would like to shout from the rooftops. However, he was delighted last week when the Government issued a press release about security arrangements for the Olympics and gave his company a name-check. HRS is providing recognition systems at many checkpoints around the Olympic park construction site as a way of combating any possible terrorism threat. Neil explained: “It is frustrating

when you are involved with the most high-profile project in Europe but aren’t allowed to talk about it. “This happened to have slipped out via a press release from the government side, so I’m not too disappointed about that. “Naturally, it’s great to be associated with such a big project like this, but they are very cagey about marketing and the brand. "For a small company like ours, it is very difficult to get on the government approved list for tendering, so we have to partner one of the big technology companies. “The government favours these sort of operations because their way of doing business is basically a box ticking affair and if they are dealing with a big company they can get some comeback if it all goes wrong. “However, it's bad news for the taxpayer as the big boys bang on huge margins that someone has to pay for." Neil said he was pleasantly surprised to be introduced to the Italian Club Fish, which hitherto he was unaware of. For starters, we both chose scallops. Two fleshy and generous molluscs topped with breadcrumbs and parmesan (£5) danced a pleasing jig on the palate, and were perfectly matched by a citric Pinot Grigio. Despite Neil’s reservations about how big business still calls the shots, he remains passionate about the potential of using biometrics as widespread fraud across society remains an enormous problem. I mentioned to him that my wife, who is African, had to jump through enormous hoops to get a visa and was then subject to three criminal records checks on three different job applications. Neil said: "That is a perfect illustration of what’s wrong with the situation. There isn’t a co-ordinated approach. Look, you have three agencies, namely the Foreign and Commonwealth Office, the Border Agency and the Home Office, but they all do their own thing often with not a lot of co-operation. “The National Identity scheme gets a very bad press, but, in fact, it is the one way of getting all these bodies speaking from the same sheet. “The solution is that all these agencies can access the same information and share it where

A new squid on the block . . . Italian Club Fish, in Bold Street, Liverpool necessary. The problem is the Government seems unable to get the message across of how effective it will be and instead bats off criticism about personal liberty. “To my mind, the individual should have access to his or her information on the database. The big problem is that technology is outstripping policy, so the business case is being pushed in various directions by the agencies. “What makes no sense to me is that the big companies involved are French and American, which means tax and profits will be going out of the country." He feels that foolproof identification systems are the way forward in many areas including local government and the NHS, as well as border points. After digesting this, the main courses arrived. Neil tucked into a whale sized haddock with chunky chips, mushy peas and tartare sauce

Neil Norman

(£9.95). Meanwhile, I tackled battered calamari and king prawns with chips and sauteed spinach. (£9.95). A succulent combination. We both gave them the thumbs up. My companion continued to warm to his theme. He said: "I told the government’s biometrics committee that we couldn’t get a look-in as far as tendering for jobs. Their response was to ask me to get in touch with my MP, which happens to be Louise Ellman. She put me in touch with the relevant person at the Northwest Development Agency and that's where it stopped. Never heard back from them. “It's all very frustrating." Human Recognition Systems is based in Wavertree Technology Park, part of Liverpool Innovation Park. A new highway running through the innovation site, from Edge Lane to Wavertree, was recently opened with the potential of further developing the site, but Neil is unimpressed. "I don't think the opening of a road is much to shout about, I think we have more important matters to address. “They talk about creating a cluster and a knowledge quarter, but what is the objective? In a football match you go out to win, but in this case what is a successful result?”

“Worryingly, they don’t engage with the businesses enough. I don’t get invited to debates or discussions, it is all led by public sector agencies. Maybe I’m seen as something of a maverick but I’d much rather be part of the solution rather than the problem." Maybe the relevant people should sit up and take notice. Neil was a jet-setting corporate man with America's Accenture group before deciding to plunge into business himself. He set up in a unit in Kirkby and got cracking with his iris identification system, which is now looking to take off in a big way. There might have been no gusts of wind to send my chip paper all over the place, but this meal was delicious and was eaten with relish.

DETAILS Italian Club Fish 128, Bold Street, Liverpool L1 4JA Tel:0151 707 2110 www.theitalianclub liverpool.co.uk

City Rendezvous Restaurant

Romantically known as the Chung-Ku, situated in Liverpool’s breath taking spot. It’s iconic and timeless architectural design with panoramic windows, host a dramatic sea view. A dining experience to be enjoyed & relished

Integrity Integrity Location Location If we’re honest about it, ones spending should always be rational, recession or no resession. But of course in harsh economic times today it becomes all the more vital that we get the best value and satisfaction for monies spent. Here at Rendezvous, we have grown up with you the loyal and supportive patrons, some richer some less rich, none the less we love and cherish you always. We have often tried and will continue to put interesting ideas to life and life to all people in the city of Liverpool. We are not only concerned about the amount of money spent but rather the quality of package benifits we wish to return, integrity, location and charisma is our DNA. Christmas menu is now available for viewing, don’t miss a trick Business lunch menu available at very competitive rates. With 360 seats, City Rendezvous is ideal for private, corporate functions and conferences. Treat your friends and business associates to over 30 dim sum’s with it’s stand alone department and our

Romantic evenings Family & friends dining Corporate business Functions & Conferences Weddings & Parties Hen & Stag nights Weddings, Parties, Hen and Stag nights catered for, and as a unique experience we offer a free dancing lesson with a professional instructor to help prepare for the big day, and have some fun whilst relaxing.

private parking for 120 cars for diners

traditional Chinese banquet.

Columbus Quay, Riverside Drive, L3 4DB

t: 0151 726 8191 or 07504 858213 www.chung-ku.com

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BARRY TURNBULL . . . Bubbly flows at the races and leads to some Runyonesque encounters, while a politician’s top tip falls on deaf ears OST people enjoy a day at the races. If you are being corporately entertained and the sun is shining, so much the better. You can also have some interesting experiences. I’ve met a diverse range of people from footballer managers and pop stars to Hooray Henrys and underworld enforcers. I think the best experience I had was being the guest of a well-known gaming company who were hosting their own book and any lost stake was handed back to the owner with the message: “Go on, have another go” – you literally couldn't lose. Not strictly sure about the legalities of that, but no-one was complaining. Recently, Chester Racecourse held its final race meeting of the summer and staged an end-of-season media lunch, which, of course, I was

delighted to attend. It was a balmy September afternoon and train carriages from Liverpool were packed with Champagne Charlies and flashes of bare flesh including ladies, using the racing vernacular, who may have been carrying a tad too much weight. Still, everyone was out to enjoy themselves. The course itself, bathed in sunshine, was a picture of autumnal tranquillity with manicured lawns, Champagne bars and a quiet hum of appreciation, rather than the more raucous party atmosphere of a big day at Aintree. In our VIP box, various TV, radio and media types quaffed bubbly on a balcony with splendid views of the Roodee. I think the first race was just after 2pm and lunch was supposed to be served at 12.45pm. But, while the ale flowed as fast as a race to the winning line, it appeared the food was bringing up the rear. So much so, that, as the first race got under way, guests were still bolting their meals. It transpired that caterers,

Heathcotes Outside, were preparing their final raceday supper at Chester as the course is taking the contract in-house next year. Let's hope there are no further “timing issues” as celebrity chef Michel Roux jnr is wont to say on TV’s Masterchef. After backing a couple of duds, my guest and I took a stroll around the grounds and parade ring where a civilised crowd was enjoying the spectacle. My friend, who likes to think of himself as a Cheshire country gent, bumped into a former leading politician in the New Labour experiment who didn't look gloomy at all – free lobster and Taittinger always helps to ease the pain, I guess. My friend, a Conservative, began some joshing about expenses and the like, and said something along the lines of “make hay while the sun shines, matey”. The politician grimaced, but said Labour's track record would prevail at the election. “What?” exclaimed my companion, “You mean Gordon Brown's raid on pensions, selling our gold reserves off for a song and using evidence gained from the torture of British citizens via our American cousins? That track record?” The MP shifted uncomfortably, and then replied: “Look, I've got a tip for you.” But, instead of spouting some manufactured political polemic, he actually mentioned the name of a horse in the last race. I looked at the card, didn’t fancy his advice and spied a much more appropriate nag called Thorny Mandate. It trailed in last. Meanwhile, our tipster whooped it up with another success. Ah well, you win some . . . UT, as short story writer Damon Runyon once said: “Always try to rub up against money, for if you rub up against money long enough, some of it may rub off on you”. I wasn’t invited to Aintree this year, but I was in a tavern on the Saturday evening where my other half was celebrating a £1 each way win on Grand National victor Mon Mome, which netted a handy £125. There were a number of revellers who appeared to have won considerably more cash and were throwing it around like confetti. This naturally attracted a lot of attention, particularly among the young ladies. In one hilarious scene, some stunning fillies literally muscled aside a couple of wives and girlfriends to make friends with the high-rollers. It soon descended into a maelstrom of clattering high heels, screeching voices and expletives ripping the air. Who’d have money, eh?

The sport of kings can be quite a spectacle – on and off the course

Access Downtown’s Little Black Book Downtown Liverpool in Business Join The Business CluB wiTh ATTITUDE! 0151 227 1633 www.DownTownLIvErpooL.com

Taking your business to Another Place

Invest Sefton recently conducted research to assess the needs of 800 local SMEs. The team has now joined forces with a number of key partner agencies to provide new and established businesses with the highest quality support and advice designed to give them the best chance of survival and success in a tough economic climate. Sefton is increasingly recognised as a premier North West business location. Whether you are thinking of starting a business, building your business or looking to relocate, the infrastructure and support is here to take you to another, better place. Visit www.businessplussefton.com and see what we can do for you.

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