Global Britain? A report on the global ambitions of UK businesses.
We surveyed 615 business leaders across the UK to explore their perception, challenges and needs as they look to grow through international markets.
Access the findings at:
www.krestonreeves.com/shapingyourfuture
For more than accountancy, business and wealth advice.
Call: +44 (0)330 124 1399
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24 Yvon Chouinard
The owner of Patagonia leisurewear has vowed his company’s future to helping to save the planet
8 Local and international news
A round-up of the important business stories in Sussex and around the world
30 Events news
Surrey Business Awards to support Brooklands Innovation Academy
2 Surrey Business Awards 2022
The big event is in November. Get involved in this prestigious awards ceremony
20 Central South Business Awards 2022
All the winners from these inaugural awards in Southampton
29 The Platinum Club
The South’s premier networking club’s most recent soiree at The Grand Brighton
36 Sussex Business Awards 2022
Deadline for entries has now closed. Are you coming to the Awards evening in December?
51 Woking Means Business Show
After an enforced wait, Woking’s biggest business show returns
14 Brewin Dolphin
What inflation could mean for your retirement plans
16 Surrey Research Park
World-class animal hospital, located in the Park, comes under new ownership
18 Herrington Carmichael
A franchisor’s guide to setting up a franchise network
32 NatWest Business NatWest’s PMI Business Activity Index: the indicator of regional economic health
38 Let’s Do Business
The Recovery Loan Scheme has been tweaked in time for its third incarnation
52 MDHUB
An interview with The Potting Shed, Guernsey’s premier creative agency
54 NatWest client profile LC Energy Ltd launches 5D Net Zero consultancy
57 Cleankill
Marketing, marketing, marketing. MD Paul Bates highlights the importance of telling people who you are
12 DMH Stallard
Will disputes – your top 10 questions answered
42 Loch Associates Cancer Awareness Month. What employers need to know and do
48 Mayo Wynne Baxter
Company disputes can be quite spiteful, and end up like Banquo’s Ghost. They don’t need to
34 Kreston Reeves
Global Britain - who businesses turn to first for advice on trading overseas
45 Haines Watts
How to approach rapid business growth – and the traps to avoid
46 Sussex Innovation Sussex Innovation welcomes the new Catalyst Team for 2022/23
58 Batman’s hotel Platinum travel editor
Tess de Klerk has a weekend away in Hotel Gotham, in the beating heart of Manchester
62 Motoring Review
Motoring editor Maarten Hoffmann lists the top 10 electric vehicles currently on the market
All rights reserved. The views expressed in this publication are not necessarily those of the publisher. The publisher cannot accept responsibility for any errors or omissions relating to advertising or editorial. The publisher reserves the right to change or amend any competitions or prizes offered. No part of this publication may be reproduced without prior written consent from the publisher. No responsibility is taken for unsolicited materials or the return of these materials whilst in transit. Surrey Business Magazine is owned and published by Platinum Media Group Limited.
www.platinummediagroup.co.uk
This month brings many changes - a new government, a new King, new tax rates and a plethora of other changes.
Platinum, as always, helps to explain many of these changes and more besides. This month, we bring you the remarkable story of Yvon Chouinard, the owner of the clothing brand, Patagonia, who has given the entire company and its fortune away to protect the future of the planet; MDHUB chats to the Guernsey Boys at the Potting Shed; DMH Stallard looks at disputes over Wills and how to avoid them; and Herrington Carmichael explains how to franchise your business. James O’Connell explains, with the aid of Banquo’s Ghost, how to avoid disputes within partnerships, and Tess visits Batman’s hotel in Manchester.
Maarten dropped the usual screaming V12 engine and has gone all electric on us. It won’t last as a thumping V8 has just arrived at Platinum Towers for next month’s review.
It’s Awards season, and inside we present all the winners of the Central South Business Awards. Entries have closed for both the Surrey Business Awards, and for the 33rd year of the Sussex Business Awards. Good luck to everyone who has entered; we have, yet again, broken all records for the number of entries.
PUBLISHER/EDITOR: Maarten Hoffmann maarten@platinummediagroup.co.uk
COMMERCIAL DIRECTOR: Lesley Alcock lesley@platinummediagroup.co.uk
EVENTS DIRECTOR: Fiona Graves fiona@platinummediagroup.co.uk
TRAVEL EDITOR: Tess de Klerk tess@platinummediagroup.co.uk
HEAD OF DESIGN: Michelle Shakesby design@platinummediagroup.co.uk
SUB EDITOR: Alan Wares alan@platinummediagroup.co.uk
WWW.PLATINUMMEDIAGROUP.CO.UK
Over 20,000 company insolvencies have been registered in the UK in the past year – 72% more than year before. August saw 1,933 companies enter insolvency, with pubs, bars and restaurants among hardest hit. Insolvencies have increased from 11,949 to 20,512.
Businesses have struggled to pay their hugely increased energy bills. Unlike households, business energy bills are not capped. The hospitality sector has been hit especially hard, with 216 insolvencies of pubs, bars and restaurants in August – up 37% from 158 in July. Over the past year, insolvencies in this sector have increased 59%, from 1,354 to 2,156. Spikes in energy bills are forcing many to consider closure.
The Bank of England has revealed it is seeing queues as holders of paper banknotes try to exchange them at its counter in the City of London. People and businesses have until September 30th to use the paper Bank of England £20 and £50 notes after which they will no longer be in circulation, and will no longer have legal tender status.
Employers are driving away older workers just as the country needs them most. 62% of over 55s have been overlooked for promotion within their current company. 62% feel the main challenge is lack of training and opportunities. One in five over 50s feel ‘misunderstood’ by employers, while 45% of over-50s are actively looking for part-time, freelance roles over full-time work
The findings – from an upcoming Diversity & Inclusion reporthighlights how, in spite of a fiercely competitive hiring market, over 50s are being overlooked for opportunities in favour of much younger and less experienced workers.
In fact, in a survey of 6,000 professionals, a third of over 55s stated that they are not at all aware of what they need to do to receive a promotion, in comparison to just 12% of Gen Z professionals.
❛❛ You have to be burning with an idea, or a problem, or a wrong that you want to right. If you’re not passionate enough from the start, you’ll never stick it out ❜❜
STEVE JOBS Apple founder
❛❛ Train people well enough so they can leave, treat them well enough so they don’t want to ❜❜
RICHARD BRANSON Founder of Virgin Group
LVMH, known for Moet Champagne and Dior fashion, is a leading new investor in Planted, a Swiss company trying to make and sell whole vegan ‘chicken breasts’ to chefs and supermarket shoppers.
Apple says it has started making its iPhone 14 in India as it diversifies its supply chains away from China.The company makes most of its phones in China but has shifted some production outside the country as tensions rise between Washington and Beijing. China’s ‘zero-Covid’ policies, that have triggered widespread lockdowns, have also caused major disruptions for businesses during the pandemic.
The technology giant unveiled its latest iPhone last month. ”The new iPhone 14 line-up introduces groundbreaking new technologies and important safety capabilities. We’re excited to be manufacturing iPhone 14 in India,” Apple said in a statement.
When Queen Elizabeth II passed away at her Scottish estate in Balmoral, more than 600 Royal Warrants passed with her.
These symbols on packaging or websites not only show that the companies meet exacting standards, but have also supplied the Royal Household on a regular basis.
The Royal Warrant Association has said, however, that these businesses must now re-apply for their warrants. They are reviewed after a change in reigning sovereign but companies can continue to use the Royal Arms in connection with the business for up to two years. Firms that lose the Warrant will be faced with not only a dent to their reputation but a huge cost in removing the coat of arms from their entire range and all their marketing.
Thirteen locations have been earmarked for shared banking hubs in areas where the last branch has closed. A swathe of branch closures has raised concerns about access to cash for those who need it, and difficulties for small businesses trying to deposit takings. Ten other areas were previously identified, but the doors have yet to open on any of their new hubs.
Ministers have prepared legislation to ensure people can access cash locally, while experts say hubs are not enough.
“Cash is disappearing at a frightening rate, and so are ATMs and branches, and it is not acceptable to leave communities without access to cash,” commented John Howells, chief executive of Link, the biggest interbank network in the UK.
At these hubs, customers of any bank can access their accounts, deposit cash and cheques, and withdraw money at any time. Trickier enquiries are dealt with by a representative from one of each of the major banks who each visit once a week.
have not failed.
just found 10,000 ways that won’t work
nventor
The Enterprise M3 Local Enterprise Partnership (LEP) has been awarded a further £29.9m of funding from the Government’s Local Growth Fund, plus £42m in loans from the Public Works Loan Board. This is in addition to the £118.1m of funding from the Local Growth Fund which was announced in July 2014.
The funding will be used to support 14 infrastructure projects across the Enterprise M3 area. The Enterprise M3 Growth Deal, which is now worth £148m, will bring forward up to 4,000 new homes, create up to 7,000 new jobs, attract up to £410m new public and private sector investment into the area and improve transport links within and between key towns in Surrey and Hampshire.
Sustained growth has driven two neighbouring human resources businesses to join forces and form The HR Dept Sussex-by-the-Sea. The HR Dept Eastbourne was launched by Serena May in 2013, followed by Sue Beeby launching The HR Dept Chichester in 2014. Together, the awardwinning businesses have expanded into Brighton & Hove, Arun, Adur, Worthing and Horsham, and now serve over 100 clients in many different sectors, ranging from those with just one employee to those with over 100 members of staff.
Based out of offices in Falmer, the expansion will provide more SME businesses in Sussex with crucial HR support and services to help them through both common and complicated HR issues. This may range from new starters and employment contracts to disciplinaries, leavers, and everything in between.
More than 60,000 Londoners bought a home outside of the capital in the first half of 2021, the highest number since records began in 2006. Some are buying second homes, but most are relocating with many stating that they no longer need to live in London because they can work from home. It is anticipated that this trend will continue as hybrid working becomes more established, London costs continue to rise and strikes often mean people can’t commute anyway.
It is easier to build strong children that repair broken men ❜❜
FREDERICK DOUGLASS American social reformer, abolitionist, orator, writer, statesman and former slave
worry about failure.
only have to be right once
DREW HOUSTON Co-founder and CEO of Dropbox
East Sussex County Council has launched the eighth version of its business funding programme, East Sussex Invest Eight, providing vital loan and grant funds to businesses looking to expand and grow in the county. East Sussex Invest was established in 2013 by East Sussex County Council, supported by the Regional Growth Fund (RGF) and delivered by the County Council in partnership with Locate East Sussex. The fund offers grants and loans for capital investment to stimulate business growth and job creation in the county. Since it started, 247 businesses have benefited from nearly £9 million in funding, resulting in the creation of at least 1,065 jobs.
Some local businesses that have benefitted from the fund include Focus SB, Knoops, To The Rise, Beak Brewery, Falmer Court, Heist, Quintessence, English Soap Company and many more.
Gatwick Airport is revising its 2022 traffic forecast to 32.8 million passengers following a better-than-expected first half of the year. Despite the encouraging signs, the airport notes that current macro-economic uncertainty such as inflation could yet impact these forecasts.
Passenger demand for the second quarter of this year, following the removal of all UK travel restrictions, was 74.3% of pre-pandemic, 2019 levels, while for the half year it was 59.1%. In total, 131 million passengers passed through the airport during the first six months of 2022, generating a revenue of £291.5m for the six months ending June 30th. This has seen the airport return to profitability for the first time since the pandemic, with a profit after tax of £50.6 million.
More than 9,000 loans totalling £90 million have been delivered to startups in South East England by Start Up Loans, a subsidiary of the British Business Bank.
Started in 2012, Start Up Loans aims to help people start their own business and, by extension, reduce regional imbalances. Hampshire has been the largest recipient of funding, with £18.2m invested across 1,748 loans, followed by Kent, which had a larger number of loans (1,809) but received £15.7m in funding.
Perhaps unsurprisingly given its size, the Isle of Wight received the least funding, with 23 loans totalling £1.5m. More unexpectedly, the next least was Oxfordshire on £6.7m across 570 loans, although this may in part be due to the county’s already strong investment infrastructure.
❛❛ The road to success is always under construction ❜❜
LILY TOMLIN Actress and comedian
It always seems impossible, until it is done ❜❜
NELSON MANDELA Former president of South Africa
Jennifer Ray, Partner at DMH Stallard, and expert in managing will disputes and contentious probate, provides answers to the top questions clients ask when they are faced with a family dispute over a will
Will disputes are increasingly common and it can be a very emotional time. If you’re involved in a dispute because you have been left out of a will, didn’t receive what you expected or think the will is wrong in some way, you will have a lot of questions. In this article we have answered the most common questions that our solicitors are asked.
1
Who can dispute a Will?
In short, anyone who is a beneficiary under a Will (someone who stands to benefit or inherit). Additionally, it’s anyone who would otherwise be entitled to an inheritance if the Will was invalid, such as through intestacy (where there is no Will) or under an earlier Will. Some people may also be able to claim for financial provision if they have not been adequately provided for after the death of someone they were financially dependent upon. This will be covered in a later section.
2
How can I find out if there is a Will?
A search can be carried out through companies like the National Will Register. This is a good idea if you have not found a Will in the deceased’s papers. If you know that the person who died regularly used a firm of solicitors for other matters, it’s definitely worth contacting them to check if they hold a Will.
3
What if there is no Will?
If there is no Will, the Estate will be distributed in accordance with the rules of intestacy.
These rules are quite rigid, but in essence a spouse and children would be provided for first. In the absence of any spouse or children, matters can get more complicated, and advice might be needed from a genealogist to identify those entitled to inherit, including blood relatives and adopted children.
4
What if I have been cut out of the Will?
If you can prove that the Will is invalid and that you would have inherited under an earlier Will or under intestacy, you may have a claim.
You may also be able to make a claim under the Inheritance Act 1975 which provides that certain categories of people should be provided for including: n spouses/civil partners, n co-habitees (of two years or more), n ex-spouses and ex-civil partners, n children of the deceased and children of family including adult children, and n any other person maintained wholly or partially by the deceased immedi ately before their death.
In an Inheritance Act claim, the Courts weigh up a number of factors to deter mine what ‘reasonable financial provision’ is. This will include looking at the claimant’s needs and means, the size of the Estate and the needs of any other beneficiaries or claimants.
Inheritance Act claims must normally be made within six months of a Grant of Probate being issued.
5
How do I know if the Will is valid?
The Wills Act 1837 sets out the criteria for a valid Will. This includes the key requirements that the Will is in writing and signed by the testator (person making the Will), and that the signature is made or acknowledged by the testator in the presence of two or more witnesses present at that time. The witnesses must also usually ‘attest’ the signature (affirm it to be true or genuine) and sign the Will as well.
The validity of a Will can also be disputed in the following circumstances:
n There is evidence that the testator did not have capacity to make a Will
n There is evidence of duress or undue influence upon the testator in making a Will
n There is evidence of fraud or forgery
n There is evidence that the testator (the person who made the will) may not have known or approved the contents of the Will
6
What if the Will writer had dementia?
The presence of dementia does not automatically mean someone does not have capacity to make a Will. The Courts consider that a person has testamen tary capacity if they:
n Understand the nature of the Will and its effect; and
n Have some idea of the extent of the property of which they are disposing of under the Will; and
n Are aware of the persons for whom a testator would usually be expected to provide (even if they choose not to) and be free from any delusion of the mind that would give them reason not to benefit those people.
Capacity to make a Will is presumed unless there are reasonable grounds to consider that someone might not have capacity. The presence of a condition like dementia may give rise to reason able grounds but this won’t always be the case.
I am an executor – what do I do if there is a dispute?
Executors should remain neutral if there is a dispute. If you are an executor and you are also a beneficiary wishing to dispute a Will or defend a dispute, you may need to get separate advice in each of these separate roles.
8
Can we agree to change the Will after someone has died?
Adult beneficiaries can agree to make variations to the Will provided all beneficiaries affected agree. A Deed of Variation may be possible within two years of the death. If any beneficiaries or potential beneficiaries are under the age of 18, the Court will need to approve any changes.
9 What happens to a Will if someone gets divorced or remarries?
Whilst marriage will automatically revoke any earlier Wills, divorce does not. So it’s very important that people think about revisiting their Will when they get married and if they are getting divorced.
Although a Will remains valid after divorce; in the event that a death occurs after divorce, the ex-spouse would not usually be able to act as an executor or inherit under a Will made during the marriage.
10
I want to dispute a will – where do I start?
You may wish to enter a ‘caveat’ at the Probate registry to stop a Grant of Probate being issued until the dispute has been resolved. You will need to gather evidence and seek independent legal advice.
It is usually more cost effective to get expert advice as early as possible.
For more information e-mail enquires@dmhstallard.com or call us on 03333 231 580.
www.platinummediagroup.co.uk
❛❛ If you can prove that the Will is invalid and that you would have inherited under an earlier Will or under intestacy, you may have a claim ❜❜
The soaring cost of living in recent months may have you wondering whether your retirement aspirations are still achievable. While it’s only natural to feel anxious about the impact of inflation on your long-term finances, there are several steps you could take to ensure your plans remain on track.
A financial adviser is the best person to speak to for advice on your individual circumstances but, in the meantime, these are some of the main considerations.
The first step is to understand how inflation could affect your plans for the future. Like many people, you may have found that rising prices mean you have less money to put towards your pension and / or other investments each month. At the same time, inflation could have increased the overall amount you need to have saved up in your pension pots, as higher prices inevitably demand greater retirement income.
The only way to really understand the impact of inflation on your retirement plans is to speak to a financial adviser with expertise in cashflow modelling. They will be able to calculate the projected value of your pension at retirement and, based on your retirement income needs, show how long your money is likely to last.
If it seems like you’re on course for a shortfall in your retirement savings, this is the time to consider ways to get your plans back on track.
It may be that a simple budgeting exercise reveals areas where you could cut back on your discretionary spending, enabling you to maintain or even increase how much you’re saving each month. Maintaining your personal pension contributions is especially valuable because you benefit from tax relief at your marginal rate of income tax, up until age 75. However, make sure you only contribute what you can really afford, as pension money is locked away until age 55 (rising to age 57 from April 2028).
Another option to consider is to delay your retirement by a few years, giving you more time to earn an income and save into your pension. Your pension pot will have the opportunity to grow over a longer period, potentially providing a greater income in retirement.
If the thought of keeping up the nine-to-five any longer fills you with dread, there are alternative options. Many retirees are now opting for a phased retirement, whereby instead of stopping work abruptly, they gradually reduce their hours by working part-time or on a consultancy basis.
If a phased retirement is a viable option for you, then it could be well worth considering. By working part-time or flexibly, you might be able to keep your pension fully invested and draw on other savings and investments to top up your lower income.
Once you reach age 55, you are entitled to take a 25% taxfree lump sum from defined contribution pensions. But just because you can access this money, it doesn’t mean you necessarily should.
Withdrawing a large lump sum from your pension could significantly reduce how long your savings last in retirement. Even if you don’t spend it and instead leave it in a cash savings account, there’s a risk that its real value will decline
as inflation erodes its purchasing power. Think about whether you really need the money and make sure you seek advice on what is right for you.
Remember that income in retirement doesn’t have to come solely from pensions. First off, there is the state pension, which pays £185.15 per week for those who qualify for the full rate1. Check your state pension record and consider filling in gaps in your National Insurance record to increase your eligibility. Your state pension will provide a guaranteed income for life once you reach state pension age, which is currently 66.
ISAs are also a valuable source of retirement income. Although ISAs do not benefit from tax relief on contributions, you can withdraw money whenever you like without paying tax. Saving into ISAs may therefore be a good option if you’re concerned you might need access to the money before age 55. It could also prove more tax efficient to deplete ISAs before pensions in retirement.
Other income sources to consider include shares, bonds, property income and cash savings accounts, although make sure you keep six months’ worth of essential expenditure in an easy-access account as an emergency fund. A financial adviser will be able to take a holistic look at all your savings and investments and advise on the most efficient way to access them in retirement.
In uncertain times, taking some smart advice can help you make informed and rational decisions about your long-term finances. An adviser can help you understand what the costof-living crisis really means for you and explain how to make up a shortfall in your savings. You can focus on enjoying life today, safe in the knowledge that you’re doing the right thing with your money.
01293 661323 | paul.cannons@brewin.co.uk
The value of investments, and any income from them, can fall and you may get back less than you invested. Tax treatment depends on the individual circumstances of each client and may be subject to change in the future. Information is provided only as an example and is not a recommendation to pursue a particular strategy. Information contained in this document is believed to be reliable and accurate, but without further investigation cannot be warranted as to accuracy or completeness.
Brewin Dolphin Limited is a member of the London Stock Exchange, and is authorised and regulated by the Financial Conduct Authority (Financial Services Register reference number: 124444). Registered office: 12 Smithfield Street, London, EC1A 9BD. Registered in England and Wales – company number: 2135876. VAT number: GB 690 8994 69
Prof Nick Bacon and the team at AURA Veterinary with Grant Bourhill, CEO at Surrey Research Park
The clinical team at Fitzpatrick Referrals Oncology and Soft Tissue, a purpose-built animal hospital that is changing the way cancer is treated in cats and dogs, has recently completed a Management Buyout (MBO) of the hospital with a small group of external investors
With the new owners in place, the hospital previously known as Fitzpatrick Referrals Oncology and Soft Tissue, located at Surrey Research Park, is rebranding as AURA Veterinary. Professor Noel Fitzpatrick, who cofounded the hospital with two of the existing Directors, is handing over to the clinical team who will continue to build on its successful work of the past seven years, focusing on animal oncology, soft tissue surgery, interventional radiology and internal medicine.
Collectively, they are some of the most respected clinicians working in the field of animal cancer and interventional radiology worldwide. The buy-out was led by Professor Nick Bacon, Clinical Director, and Dr Laurent Findji, Senior Clinician, together with Dr Jonathan Bray and Dr Gerard McLauchlan.
Professor Nick Bacon, who has led the clinical team since Fitzpatrick Referrals launched in 2014, comments: “It was a wonderful opportunity to be involved
❛❛ Collectively, they are some of the most respected clinicians working in the field of animal cancer and interventional radiology worldwide ❜❜
with a hospital like this from the very beginning, and it’s exciting to be part of its new chapter. We are hugely grateful to Noel for his vision in creating the hospital, which is unparalleled in the level of care, skill and innovation our team can provide for our patients.”
AURA Veterinary exists to provide exceptional care for animals and fami lies. The team is driven by a commitment and passion to always advocate for animals and the veterinary industry. This includes contributing to the veterinary community, investment in scientific innovation, and the creation of an open, transparent and collabora tive culture, both in its hospital and in the wider community.
Over the last seven years, the team has benefitted from a strong relationship with the University of Surrey, which is located within close proximity to the hospital. Alongside providing key support on cutting-edge cancer and soft tissue research projects, the University offers valuable links with veterinary and bioscience students who are frequently based at the hospital for several months, and help with clinical research projects.
Harnessing the expertise of leading medical and surgical oncologists, nursing teams and researchers at the University of Surrey, the organisation is developing a deeper understanding of cancer diagnostics, treatment, and aftercare.
The clinicians at AURA Veterinary and the University of Surrey have partnered on a wide range of research projects. One recent, ongoing collaboration has helped establish a biobank to store tissue samples of spontaneous animal tumours, which will provide a valuable resource for the future to allow the team to understand how the tumours respond to specific treatments or how cancer might be diagnosed earlier.
Another project, funded by a University of Surrey Innovation grant, has been looking at a new blood sampling method that should allow easier detec tion of key biomarkers for genetic diseases such as cancer. Research projects are integral to the company’s work, with studies in animal oncology potentially contributing to break throughs in human medicine further down the line.
The University of Surrey is home to the School of Veterinary Medicine, and it is creating a vet school with a difference. While embracing the traditional values of professionalism, scientific curiosity, and clinical excellence, it is also devel oping a school with broad horizons. Its extensive network of partners in clinical practice, industry and research opens unique learning opportunities for the students and for industry-relevant research. Its global outlook ensures an international perspective on all aspects of veterinary science.
The BVMSci (Hons) Veterinary Medicine and Science course is accredited by the Royal College of Veterinary Surgeons (RCVS), giving students the academic requirements needed to register as a veterinary surgeon, once they graduate.
AURA Veterinary is passionate about educating the next generation of vets. Placement opportunities will continue, providing students at the University of Surrey’s School of Veterinary Medicine with fundamental skills and knowledge, alongside an insight into what it is like to work in referral veterinary medicine.
The proximity to the veterinary school is a key factor when considering future opportunities for additional educational experiences and case exposure, including hands-on experience working with the hospital team, being involved in emergency cases, or using hospital facil ities for practical training or clinical lectures.
Further cementing the regional excel lence of animal health is the establishment of Veterinary Health Innovation Engine (vHive) at the University of Surrey. It is a research centre, start up and incubator hub supported by a co-investment of £8.5 million in resources dedicated to the development and adoption of new digital technologies in animal health.
Surrey Research Park is also located near to the Pirbright Institute that aims to prevent and control viral diseases of livestock and those that spread from animals to people. Also, the Animal and Plant Agency (APHA), the executive agency of the Department for Environment, Food & Rural Affairs that works to safeguard animal and plant health for the benefit of people, the environment and the economy is based in Weybridge, a short distance from Guildford.
For further information, contact: Professor Nick Bacon, Clinical Director on 01483 668100.
www.platinummediagroup.co.uk
❛❛ While embracing the traditional values of professionalism, scientific curiosity, and clinical excellence, the school is also developing a school with broad horizons ❜❜
Joel Gocool at Herrington Carmichael specialises in advising on and negotiating franchise agreements. He has a wealth of experience in setting up franchise networks and identifying the key considerations a franchisor should make before starting a new franchise venture
Business franchising involves an established business (known as the franchisor) allowing a third party (known as the franchisee), to trade as their own businesses under the franchisor’s brand. This licence is usually granted on the condition that the franchisee pays a fee to the franchisor and follows its standard business model.
A business will generally decide to set up a franchise network in one of two instances:
1. An established business wishing to expand through building a franchise network or
2. A fledgling business looking for quick expansion using the support of franchisees
It is crucial to prepare a business plan prior to franchising your business, including considerations for:
n Budget – it is important to assess the costs of franchising, which will likely include the internal management time in assessing the suitability of a potential franchisee, the cost of engaging a broker to advertise the franchise opportunity and a budget for the production of the legal documents.
n Funding – specialist franchising lenders exist which provide funding to franchisors for the purpose of setting up new franchises.
n Management structure – it is important to produce detailed explanations of the management structure and how the franchisor will retain overall control of the business.
n Ideal franchisees – the criteria for franchisees to meet to ensure suitability and how they will be identified.
It is recommended that a franchisor tests the suitability of the franchise model using a pilot operation. This can be achieved in two ways:
1. A company-owned outlet which operates as if it was a franchised unit or
2. A franchise unit run by a ‘pilot franchisee’ having been made aware that the unit will be a test franchise
A pilot operation will allow the franchisor to carry out a ‘test run’ prior to setting up the franchise network. This is an important step because it will identify a number of factors which will make the franchise structure successful, including:
n Refining business and operational processes.
n Effective methods of advertising.
n Staff training.
n Territorial considerations.
n Applicable laws and industry specific regulations.
Whilst it is recommended to carry out a pilot operation for at least one year,
franchisors are increasingly proceeding straight to granting franchises to franchisees.
The operations manual governs the day-to-day running of the business. It contains the methodology and quality control provisions that the franchisee must adhere to whilst operating the franchise. Given that the document contains commercially sensitive business “know how”, a franchisor usually requires the franchisee to sign a confidentiality agreement prior to disclosing a copy of the operations manual.
It is crucial to develop the operations manual prior to setting up the franchise network. Franchisors often draft this document during the pilot operation phase. The operations manual is as important as the franchise agreement and should be drafted with care.
❛❛ It is recommended that a franchisor tests the suitability of the franchise model using a pilot operation ❜❜
It is crucial for franchisors to distribute accurate marketing information when securing potential franchisees to avoid any risk of having misrepresented the financial performance and potential profitability of a franchise.
There have been a number of instances in which franchisees have sued franchisors for providing misleading information. There are several ways to mitigate this risk:
n Record keeping – taking diligent notes (or recordings) of meetings with potential franchisees to record the representations made.
n Franchise disclosure document – an accurate pre-contract disclosure document about the performance of the franchise based on the current performance data, as opposed to the predictive financial performance of the new franchise.
n Training for sales staff – ensuring that all sales staff are well versed with the latest financial information which they are permitted to disclose to the potential franchisees.
Ultimately, the most effective way of managing the risk is to ensure that all information given to franchisees is accurate.
Depending on the products or services the franchise provides and the size of the franchise, a franchisee may operate from a commercial premise as opposed to working from home. Since franchisees are often newly incorporated companies with no trading history or significant assets, a landlord may require the franchisor to guarantee the lease or, in some instances, take the lease and grant the franchisee the right to occupy the property during the term of the franchise. From a commercial perspective, the latter can be advantageous because it allows the franchisor to retain control over the premises.
The franchisor must ensure that the franchise agreement contains a guarantee in respect of the liability it may accrue during the franchisee’s occupation of the property, perhaps by way of a personal guarantee from a director of the franchisee company (or the franchisee itself if it is an individual).
Franchisors usually charge an advertising levy to franchisees to enable the franchisor to undertake national advertising. It is important that due consideration is given to the type of advertising which will be carried out prior to granting the franchise so that the franchisee is given sufficient support to enable it to succeed (and to ensure the franchisor does not breach its advertising obligations in the franchise agreement).
It is crucial to have a robust franchise agreement drafted which contains the principal terms upon which the franchise will be granted and governs the legal relationship between the franchisor and the franchisee, including:
1. The term of the Franchise Agreement and renewal provisions.
2. The payment obligations of the franchisee.
3. The training demands of the franchisor.
4. The termination provisions.
5. The resale provisions of the franchise.
If you require advice on franchising, please contact Joel Gocool on 01276 686 222 or at Joel.Gocool@Herrington-Carmichael.com
www.platinummediagroup.co.uk
❛❛ It is crucial to prepare a business plan prior to franchising your business ❜❜
The winners of the inaugural 2022 Central South Business Awards, in association with Business South, have been announced.
The awards ceremony, which took place at the Ageas Bowl in Southampton on September 28th, was hosted by star of ITV’s hit show The Chase, Paul Sinha and recognised the outstanding achievements of the region’s business community.
The 15 winners included individuals and companies from across a wide range of sectors - from technology to construction to travel to the law sector.
Maarten Hoffmann, Managing Director at Platinum Media Group and organiser of the awards said: “The Central South Business Awards celebrate all the remarkable businesses in the region - and the people that work for them.
“The high quality of the business activity coming out of this region is remarkable, and on behalf of all the award sponsors, I’d like to extend our congratulations to all of this year’s winners and shortlisted finalists.”
It was one of the best and most enjoyable ceremonies I have ever attended…
done a huge amount of work on our
strategy and it’s so rewarding to get this high level of
was well produced, excellent food and the company and conversation
Fawley Waterside
to the organisers, presenters, sponsors, judges and category winners who made this ground breaking event for the Central South region such an outstanding success…
Keith Jackman, Sandown Mercedes-Benz
Innovation of the Year Sponsored by Sandown Mercedes Benz MORGAN SINDALL CONSTRUCTION
Business Growth Award Sponsored by Blake Morgan PENTA PRECISION
by
South GREENWOOD
by Lester Aldridge STEVE WITT
Until a month or so ago, Yvon Chouinard was not a name at the front of most people’s thoughts. In September, he made a statement regarding his business - Patagonia, a company that many people had heard of - that made almost everyone sit up.
Alan Wares takes up the story of an American rock climber and surfer who has made the environment his champion.
❛❛ Since 1985, Patagonia has committed 1% of its total sales to environmental activism ❜❜
In 2017, Forbes published its latest Rich List, and on it was a name, the owner of which was ‘very pissed off’ to see on there. Yvon Chouinard became a very successful businessman ‘by accident’. It’s a label he despises, and considers himself a failure in life for being on Forbes’ Rich List.
His mission, he had always felt, was to make the world a better and fairer place. He drives around in a slightly forlorn Subaru with a surfboard lashed on top. This man is, and has been for over 70 years, a rock climber, a surfer, a dude, a bum - not some avaricious capitalist - but also through his own sense of fairness and justice, he is a successful busi nessman. And he loves this planet.
Yvon Chouinard was born November 9th 1938 in Lewiston, Maine in the New England area of the United States. It is known locally as ‘Little Canada’.
Chouinard’s father was a FrenchCanadian handyman and blacksmith. When Yvon was eight, the family moved from Lewiston to Southern California.
Chouinard has long been an environ mental activist. When he was a youth, he joined The Sierra Club, an environmental organisation founded in San Francisco in the late 19th Century, now with chapters in all US states.
While still a young man, he founded the Southern California Falconry Club, and it was his investigations into falcon aeries that encouraged him to learn rock
climbing. To save money, and make adaptations for the way he was climbing, a furthered his education in black smithing in order to make his own climbing tools. From there, he eventually started a business.
In 1957, he bought a second-hand coalfired forge, and used those blacksmithing skills he had originally learned from his father in making hardened steel pitons (climbing spikes) for use in rock climbing in Yosemite Valley.
He sold pitons out of the back of his car to support his surfing and rock climbing outdoor lifestyle. These pitons were a big factor in the birth of big-wall climbing from 1957 to 1960 in Yosemite. The success of his pitons led him to set up Chouinard Equipment, Ltd.
However, around 1970, he became aware that the use of steel pitons made by his company was causing significant damage to the cracks of Yosemite. As these pitons made up two-thirds of his income, he and friend Tom Frost intro duced new aluminium chockstones, called ‘Hexentrics’
This committed the company to the advocacy of the new climbing tools, and led to new style called ‘clean climbing’.
It revolutionised rock climbing and led to further success for the company, even though it meant the pitons, hitherto the company’s main source of income, were discontinued.
Chouinard Equipment was granted a US patent on Hexentrics in 1976, and are still manufactured by Black Diamond Equipment, a successor company to Chouinard Equipment, which filed for bankruptcy in 1989.
Chouinard is best known for founding the clothing and gear company Patagonia. In 1970 on a trip to Scotland, he purchased some rugby shirts and sold them with great success. He had acquired them in the first place because the collar kept the climbing sling from hurting his neck. He founded the Patagonia company in 1973, at the age of 34, and developed a wide selection of rugged technical clothing.
From the beginning, Chouinard committed the company to being a good place to work, and to be an important resource for environmental activism. In 1984, Patagonia opened an on-site cafe teria offering “healthy, mostly vegetarian food,” and started providing on-site child care.
In 1986, Chouinard committed the company to ‘tithing’ for environmental activism, committing one percent of sales or ten percent of profits, whichever is the greater. The commitment included paying employees working on local envi ronmental projects so they could commit their efforts full-time.
Yvon Chouinard’s donation of what could amount to $3bn for the good of the planet was like a breath of fresh air to social and environmental campaigners who have felt for years that commerce has been ignoring their pleas for them to change their ways.
It has also raised questions about which business leaders might now follow on from Chouinard’s lead.
A couple of suggestions…
Microsoft founder Bill Gates has vowed to drop off the world’s rich lists as he made a $20bn donation to his philan thropic fund. Gates, who is thought to be worth $118bn, had pledged to give his wealth away to charity in 2010 but, somewhat perversely, his net worth has more than doubled since then.
The founder and owner of Lush, the international cosmetics firm based in Poole, Dorset has donated many millions to environmental and social causes, especially for animal welfare.
The company focuses on limited packaging, and The Environment Possibility Award conferred the ‘Award of Earth Defender’ to Lush in 2020.
❛❛ Yvon Chouinard became a very successful businessman ‘by accident’.
It’s a label he despises ❜❜
While some of these human resource practices are fairly common, or even standard, across business today, this thinking was way ahead of the curve, being put into practice almost four decades ago.
The USA is not noted for its welfare to its workers in the way that many European, or even UK, employment laws operate. Two weeks is the standard annual holiday entitlement across the States, with little consideration for statutory sick pay or maternity leave, let alone the non-existent paternity leave.
Chouinard, on the other hand, through Patagonia, stated, “it would not be bound by convention” and chose to close stores and give employees paid leave from December 25th to January 2nd.” That may sound standard here, but is far from the case over there.
Since 1985, Patagonia has committed 1% of its total sales to environmental activism. In 2002, Chouinard and Craig Matthews (founder of Blue Ribbon Flies) founded ‘One Percent For The Planet’, to encourage more businesses
to donate 1% of sales to environmental groups.
The company has boycotted various trade shows due to the host’s environ mental and political stances. It has changed its Australian wool acquisition practices (along with fashion house Abercrombie & Fitch) on the back of some stinging criticism from animal welfare groups, who claimed the farming of the wool had been harmful to the sheep.
It responded to criticism of the sources of its goose down (from force-fed geese), used in the manufacture of clothing by ensuring it knew the source of the product, rather than relying on the supplier’s word.
In 2012, Patagonia became a certified B Corp company. B Corp is an independent, not-for-profit certification, proving a company’s environment and social credentials. Going back over recent issues of Platinum, it’s clear this recognition is something many companies in the UK are striving for.
As a major advocate of the circular economy, in 2021, Patagonia announced that it would no longer produce clothing with corporate logos added because “adding non-removable logo reduces the life span of a garment, often by a lot, for trivial reasons.”
donate all the money,” he wrote. “But we couldn’t be sure a new owner would main tain our values or keep our team of people around the world employed.
“Another path was to take the company public. What a disaster that would have been. Even public companies with good intentions are under too much pressure to create short-term gain at the expense of long-term vitality and responsibility.
“Truth be told, there were no good options available. So, we created our own.”
“Earth is now our only shareholder,” he wrote on his own company’s website.
“Here’s how it works: 100% of the compa ny’s voting stock transfers to the Patagonia Purpose Trust, created to protect the company’s values; and 100% of the nonvoting stock had been given to the Holdfast Collective, a non-profit dedi cated to fighting the environmental crisis and defending nature.
“The funding will come from Patagonia: Each year, the money we make after rein vesting in the business will be distributed as a dividend to help fight the crisis.
“Despite its immensity, the Earth’s resources are not infinite, and it’s clear we’ve exceeded its limits. But it’s also resilient. We can save our planet if we commit to it.”
It is estimated that profits to be donated to climate causes will amount to around $100m (£87m) a year, depending on the health of the company.
Chouinard’s stance has been met with universal praise – and some excitement – from environmental activists, many of whom are clearly hoping that other busi nesspeople follow Chouinard’s lead.
In 2019, the founder of Richer Sounds, the UK hi-fi retailer, gave away 60% of his company to his 500+ employees on his 60th birthday. It meant that all staff received a £1,000 tax-free bonus for every year of service with the company. This is in addition to him donating 15% of profits to a number of charities.
In case you hadn’t realised, Patagonia considers itself an ‘activist company’, and has received many awards, citations and much recognition for its progressive envi ronmental and human policies over its near 50-year history.
In September 2022, at the age of 83, Yvon Chouinard announced that he was donating ownership in Patagonia to a trust to ensure profits are used for addressing climate change.
“One option was to sell Patagonia and
As for Chouinard himself, this announce ment clearly means he is trying to ensure that the Patagonia brand is futureproofed, and can never fall into the hands of the companies he has accused of greenwashing.
If that doesn’t appeal to wealthy, healthy, adventure-types with a sense of environ mental awareness, then little will.
The Surrey Business Awards has chosen to support Brooklands Innovation Academy at its awards night on November 3rd. Brooklands Innovation Academy inspires and supports young people to become the next generation of scientists and engineers, helping make Britain the best place in the world to do science.
School participation is free in this annual programme which brings together the best STEM (Science, Technology, Engineering and Maths) students with talented scientists and engineers via talks, seminars, discussions, and hands-on workshops.
It is delivered by Brooklands Museum at its historic site, renowned for innovation, and world firsts in engineering and design.
❛❛ The academy is part of the national Science Summer School programme, co-founded by Professor Brian Cox CBE ❜❜
The academy is part of the national Science Summer School programme, co-founded by Professor Brian Cox CBE and Lord Andrew Mawson OBE, and Well North Enterprises. In Surrey, it is presented by Brooklands Museum and delivered in partnership with Bourne Education Trust, and supported by Haleon and other leading businesses and donors.
Brooklands Innovation Academy is a catalyst for a collaborative vision to nurture future talent. The Academy’s year-end event will be attended by 400 secondary school students and their parents, and will take place on November 29th. It will be supported by Professor Brian Cox and include inspirational talks and workshops from
STEM industry leaders, engineers, and scientists.
Companies and organisations are providing support by engaging with the year-long series of events with secondary schools as well as sponsorship of the programme and main year-end event.
For further information please visit www.brooklandsmuseum.com/ learning/brooklands-innovation-academy
Right: Professor Brian Cox
NatWest London and the South East Regional Board:
“August data confirmed a contraction in business activity in the South East’s private sector. New orders rose at the softest pace in 18 months as the cost of living crisis continued to hit demand hard. Customers grew hesitant about the macroeconomic environment as they prepare for a difficult winter. At the same time, firms were optimistic of output growth in the year ahead, but sentiment was subdued with anecdotal comments pointing to fears over a recession.
“Some relief came on the price front, however, amid moderations in price pressures. Nevertheless, firms continue to face rates of inflation only seen in the last year. The UK’s energy and cost of living crisis is set to deepen while interest rates increase at the same time. Firms will brace for a tough autumn and even tougher winter.”
Private sector firms in the South East recorded a rise in new order book volumes for the 18th month running in August. That said, the rate of expansion was mild, eased to the weakest in the current sequence of growth, and was softer than the long-run series average. Firms indicated that weak demand conditions and client hesitancy weighed on new order growth. However, an expansion in order book volumes in the South East contrasted with a decline at the UK level.
32 www.platinummediagroup.co.uk ECONOMY 90
>50=growth expected over next 12 months
NEW BUSINESS INDEX sa, >50=growth since previous month
51.3
August 2022
68.3
August 2022
07
Sources: Natwest, IHS Markit
SENTIMENT IMPROVES FROM JULY, BUT REMAINS HISTORICALLY WEAK
August data revealed optimism in the South East with firms confident of output growth over the year ahead.
The degree of positivity strengthened from July but was the second-weakest since October 2020. Firms were hopeful that greater investment and marketing would support an expan sion, but others feared a recession
Sources: Natwest, IHS Markit
>50=growth since previous month
70 60
48.7
August 2022
EXPORT CLIMATE DETERIORATES FOR THE FIRST TIME IN OVER TWO YEARS
07
Private sector firms in the South East continued to signal job creation in August as indicated by the respective seasonally adjusted index registering above the 50.0 value for the 18th month running. Despite moderating to a four-month low, the rate of growth was sharp and above the long-run series average. At the sector level, head-counts rose at a quicker pace at manufacturing firms compared to service providers.
Average cost burdens faced by private sector firms in the South East rose substantially in August, with the latest increase sharp compared to the historical average ❜❜
sa, >50=inflation since previous month
90 80 70 60 50 40
07
Sources: Natwest, IHS Markit
80.6
August 2022
Sources: Natwest, IHS Markit
Two of the top five export markets registered output growth in August, with Ireland seeing the strongest increase and for the seventh month in a row. France, meanwhile, recorded only a marginal increase. The Netherlands registered a renewed decline while Germany and the US saw sharp and accelerated contractions.
sa, >50= growth since previous month 65 60 55 50 45 40 35 30 25 20
55.2
August 2022 07 08
10 11
20
Sources: Natwest, IHS Markit
EASES TO EIGHT-MONTH LOW
Average cost burdens faced by private sector firms in the South East rose substantially in August, with the latest increase sharp compared to the historical average. Despite the rate of inflation easing for the third month in a row, it was still among the sharpest in the survey’s history. Higher commodity, energy, transportation and metal costs were linked to the increase.
Input prices rose at a weaker pace at the national level compared to that seen in the South East.
08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 The Export Climate Index fell from 50.2 in July, to 48.7 in August, signalling a renewed decline in output across the South East’s major export markets.
As has been the case in each month since October 2020, average prices charged by private sector firms in the South East increased in August. Anecdotal evidence linked inflation with the pass through of higher input costs to clients. That said, output prices rose at the softest pace in six months.
33 The South East Export Climate Index is calculated by weighting together national PMI output data according to their importance to the manufacturing exports of the South East. This produces an indicator for the economic health of the region’s export markets.
www.platinummediagroup.co.uk
❛❛
Our research finds that businesses turn first to their trade or professional body and then to their accountant when looking for advice when trading overseas
Business owners will seek advice from many quarters when looking for inspiration, guidance or experiencing challenges. Yet, when looking for growth overseas, business owners increasingly turn to their accountant.
Whilst bankers may have the perfect answer for finance and lawyers the solution to a knotty contract or dispute, it is the holistic view combined with technical guidance that drives businesses to their accountant for advice on overseas growth.
We’ve recently launched our Global Britain? report which explores and discusses in greater detail the aspirations, drivers and barriers to international trade.
In line with the launch, we asked three of our experts for their thoughts on why business owners choose to turn to the accountant for advice on overseas growth.
❛❛ It can be quite a daunting process for business owners looking to expand overseas ❜❜
“It can be quite a daunting process for business owners looking to expand overseas. There are enough rules and regulations in the UK to get your head around let alone in different jurisdictions, where they may speak a different language and where there are no personal relationships to lean on for tips and advice.
“Accountants build up a level of trust with their clients over time and often become the go-to for referrals or introductions for other services they may need. This includes introductions to overseas advisors.
“Kreston Reeves is part of a global network of independent accountants, Kreston International, that can support clients anywhere in the world they would like to trade in. The fact they trust us as advisors and we can, in turn, connect them with the right professionals to further their plans is a great comfort to our clients.”
TOBY COTTON, Business Services Manager, Kreston Reeves
“Accountants need to be multidimensional and cover all angles when a business begins trading locally and overseas. Being part of the Kreston International network is a privilege in that we have the contacts in other countries that can assist in relevant matters associated with structure and tax consequences of expanding overseas.
“Personally, this has helped a lot of my clients in whether to make that move overseas or to stick to the UK. Clients can be confident that their global plans are being tended to with expert advice and assistance. If a business wants to grow globally then an accountant is that trusted advisor to guide them to that brighter future.”
TIM LEVEY, Partner, Kreston Reeves
“Businesses tend to talk to their accountants when they are thinking about expanding overseas as most accountants will be part of an international network. Other advisors tend to have a UK focus only.
“Our own experience of being an integral part of the Kreston International network for many years is that it enables us to get some basic information from the local Kreston member in terms of the local rules to be aware of when setting up in that country. Clients then have an English speaking local advisor to talk to if they want to push their plans forward, in the knowledge that their accountant can be kept up to date with the global plan.”
You can access our full findings at www.krestonreeves.com/shapingyourfuture For more information you can call us on 0330 124 1399 or email enquiries@krestonreeves.com
www.platinummediagroup.co.uk
❛❛
If a business wants to grow globally then an accountant is that trusted advisor to guide them to that brighter future ❜❜
The Recovery Loan Scheme (RLS), first introduced by the British Business Bank in 2021 and the successor to the Coronavirus Business Interruption Loan Scheme (CBILS), was created as a measure and means to support businesses by providing access to finance as they recover and grow following the pandemic
Fast forward to the summer of 2022, the scheme was extended for the third time to provide UK businesses with a much-needed option for finance while they continue to struggle with the after-effects of Covid-19, as well as the new economic challenges brought by the cost of living and energy crises, and the changed world we all now operate in.
The scheme aims to help smaller busi nesses with a turnover of up to £45 million, across the UK, to access finance up to £2 million (per business group) to aid their recovery from the impact that the Covid-19 pandemic had on their growth. Backed by the British Business Bank, the scheme is delivered via a wide range of accredited lenders, from high street banks to Community Development Finance Institutions like Let’s Do Business Finance.
The scheme was designed to appeal to businesses that can afford to take out additional finance, and can be used for legitimate business purposes from managing cashflow to investing in growth through staffing, machinery and more.
One such business was AMACK (AYM) – a sustainable clothing brand who used its RLS facility of £70,000 to take on a new seamstress and boost its productivity. The scheme aims to improve the terms on offer to borrowers when taking out additional debt finance to aid their recovery from the pandemic, and fuel their growth – but if a lender can offer an alternative loan on better terms, they will do so.
The new iteration of the scheme, which launched in August 2022, keeps the main themes of the previous schemes, but with some key differences. As with the previous extension of the scheme in January 2022, the maximum turnover for eligible businesses remains at £45 million, but the maximum amount permitted to lend per business group has seen a decrease from £6 million down to £2 million. The minimum facility sizes vary, but still start at £25,001 for term loans and overdrafts.
Term loans and asset finance facilities are still available from three months for
up to six years, with overdraft and invoice finance available from three months for up to three years. This remains the same as the previous itera tions of the scheme; and borrowers that took out a combination of CBILS, BBLS or RLS facility prior to June 30th 2022 are eligible to take out additional finance after August 1st 2022. The only possible hitch to this is that previous borrowing under these schemes may reduce the maximum amount that a business can borrow due to new State Aid rules.
One key change to the scheme this time around is the feature of personal guarantees being accepted at any size facility. Previous schemes accepted personal guarantees only if the facility was over £250,000, but from August 1st 2022, personal guarantees can be taken at the lender’s discretion, on any size loan, although as before, they are still not able to take a charge over the guarantor’s main family home.
Another move away from previous versions of the scheme is the removal of the need for a business to undertake a Covid-19 impact test which, together with the decision-making being delegated to the lender, may be good news for businesses who are considering applying for the scheme.
The Recovery Loan scheme is only available through the British Business Bank’s accredited lenders, which are listed on their website. It’s worth bearing in mind that some lenders that offered facilities under previous iterations of RLS, or the BBL or CBIL schemes may not be accredited to offer RLS under the new extension of the scheme.
In order to obtain an RLS facility, your business will have to provide lenders with details of any finance taken out via
previous schemes, certain documents from your management and historic accounts, as well as details of business assets and your business plan.
Lenders for the scheme can vary from high street and challenger banks to asset based and Community Development Finance Institution, like Let’s Do Business Finance, who are accredited lenders under the new scheme and able to lend to eligible businesses under the scheme until March 2023.
If you think the new Recovery Loan Scheme might be right for your business, get in touch by emailing info@ldbgroup.co.uk or visiting us at www.letsdobusinessfinance.co.uk
❛❛ The new iteration of the scheme, which launched in August 2022, keeps the main themes of the previous schemes, but with some key differences ❜❜
In the UK, approximately 375,000 new cancer cases are diagnosed annually, which is over 1,000 diagnoses a day. With one in two people developing some form of cancer in their lifetime, it is highly likely that employers will be exposed to the challenges this can bring. Would you know how to react and what you should do? By Pam Loch
The Covid-19 pandemic affected almost every aspect of life, and we will feel the repercussions for several years to come. Almost overnight, the general public and medical professionals alike were thrown into a global emergency to an extent that hasn’t been seen since the Second World War. The strain Covid-19 put on the healthcare sector has unfortunately meant that condi tions, such as cancer, could not be prioritised. There is now a backlog of patients waiting for diagnosis, treat ment or follow-up tests and the knock-on effect is still present in 2022.
One example given by Macmillan Cancer Support of how much of an impact this has had is a patient who was diagnosed in 2018 with a brain tumour. After undergoing two opera tions, his condition was stable and he was given the all-clear to continue his life as normal. In March 2020, just as the pandemic began, his dizziness returned, but due to Covid, his routine scan was cancelled.
After contacting the hospital numerous times, the scan was rebooked for two and a half months later. However, the doctors found the tumour had returned and it had now reached an inoperable stage. Without the pandemic, the patient would have attended his regu larly scheduled scan and surgeons could have saved his life.
These situations not only directly affect employers but also the family members. The families may have to take on the burden that was carried by someone who is unwell and they also have to cope with the stress of dealing with a
loved one being diagnosed with cancer. Employers therefore need to think about being flexible in how they can help all their employees, and not just the person diagnosed with cancer, to support and retain their staff.
There are legal obligations which also come into play here too. Cancer is a deemed disability under the Equality Act 2010, and therefore staff have the protection afforded by that Act not to be treated less favourably than other employees. If employers fail to comply then they could face discrimination claims.
❛❛ It’s better to have an open discussion as soon as possible so that you can manage the situation ❜❜
It is also important to keep in mind that caselaw has established that those with pre-cancerous cells, can also be regarded as having a disability too.
So what do you have to do by law and what should you be doing to support your staff in this situation? Below are some thoughts on this:
As cancer is a disability under the Equality Act 2010, employers must consider and make any reasonable adjustments to enable the employee to continue carrying out their role. These can include changes to the workplace or to the employee’s working arrange ments to allow the staff member to remain at work, or to work in a reduced capacity. What is reasonable will vary depending on each organisation, so you may want to obtain some expert advice on this.
Employees may feel hesitant about talking about their diagnosis and how it could affect their performance or their job going forward. Encouraging staff to be open about this is important and, as a manager, it is vital to have the skills and knowledge to handle these difficult situations effectively. Loch Associates’ ‘Nip It In the Bud’ training is a practical workshop that equips managers to have those difficult conversations.
It is also worth having some informa tion in your handbook which encourages staff to discuss the situation with you. It’s better to have an open discussion as soon as possible so that you can manage the situation rather than reac tively deal with under-performance or absence management connected to the diagnosis.
A common consequence of a cancer diagnosis is being required to attend tests, appointments and treatments that may interrupt your staff’s usual working routine. It would, for example, be a reasonable adjustment to allow staff time off to attend hospital appoint ments. You may want to make it clear in your handbook that you would pay for this reasonable time off, so staff know where they stand from a financial perspective too.
Employees may qualify for sick pay if they are too ill to work. If there is a discretion to pay more than Statutory Sick Pay (SSP), it’s important that employers don’t discriminate against employees with cancer, by deciding to only pay SSP. If you are not sure if certain acts could be regarded as unlawful discrimination, it’s always best to get specialist advice first.
Handling difficult conversations, getting the right policies in place and correctly following the law when dealing with employees who have cancer, can be challenging. However, Loch Associates Group’s HR Consultants and Solicitors can support you and your staff throughout, and ensure your managers are prepared and able to deal with these situations when they arise.
Loch Associates Group www.lochassociates.co.uk
www.platinummediagroup.co.uk
❛❛ Cancer is a deemed disability under the Equality Act 2010, and therefore staff have the protection afforded by that Act ❜❜
We make it our business to know your business, working with you to add value and to deliver tailored legal
with energy and creativity whether you’re an established market leader or an ambitious start-up.
Your family’s security and wellbeing are your priority. And we have the legal skills and knowledge to support your plans and the challenges life brings.
to run a ‘lifestyle business’ that funds a certain quality of life. However, for some the aim is rapid business growth. This could be for a multitude of reasons from wanting to work flat out for a few years then selling and retiring young to just enjoying this high risk, high reward strategy.
Whatever your end goal, fast growth needs to be carefully managed and there are certain challenges that need to be mitigated.
Many businesses who grow rapidly focus their attentions on an external growth strategy. While an internal strategy works on areas such as upskilling team members or expanding product lines, external growth looks at areas outside of the business to rapidly scale operations.
External growth includes:
n Mergers and acquisitions Buying another business to access their client base or partnering with a competitor to expand your reach.
n Strategic partnerships A basic example of this is a coffee shop partnership with a bookshop. It is a mutually benefi cial agreement that expands both business’s offerings to their customers.
This growth is not considered ‘organic’ and therefore needs careful management and planning to ensure success. As this growth occurs rapidly it means that things can go wrong just as quickly.
The main challenge that comes with growing too quickly is not having a plan in place for what happens next. For example, any expansion of your client base needs to be backed up with the resources to meet demand. If the quality of your service falls short you are likely to not only lose your new clients but also your existing ones.
A clear plan needs to be in place for how you are going to manage growth in a particular area of the business, will you hire more staff? Buy more equipment? How will you fund this? All key questions that need to be raised prior to making any changes.
As your business grows, the information and data you need to be able to store and process will increase with it. As a small business, perhaps a more manual approach to maintaining data worked well but this will very quickly get out of hand.
Before any period of growth, it’s important to review and assess your systems ensuring they are fit for purpose not only for your present size but also for the larger business you aim to be.
The right systems can also help you to maintain your growth trajectory. Being able to access reliable and clear management information allows you to see the full picture of your business and make better decisions accordingly.
A well-planned strategy is the first step to rapidly grow your business. The more ambitious your targets, the more forethought is needed to reach your goals.
Get in touch to discuss your aims and how to achieve sustainable growth.
www.hwca.com/accountants-esher
T: 020 8549 5137
E: esher@hwca.com
By Daniel Morgan, Managing Partner, Haines Watts Esher
❛❛ The main challenge that comes with growing too quickly is not having a plan in place for what happens next ❜❜
The end of summer and beginning of autumn is always an unusual time of year at Sussex Innovation. Aligned as we are to the University of Sussex’s calendar, the start of the new academic year is a time for reflection and renewal.
It’s when one Catalyst team completes its year-long placement with us, and a fresh new team of graduates joins us to set off on their own career journeys.
As a member of last year’s intake myself, I’m happy to be sticking around in my role as Catalyst Project Manager, helping the new team to settle and get as much out of the experience as I did.
This year’s Catalyst Team will be the ninth to join Sussex Innovation as Business Support Executives. They’ll spend a year working alongside me and my colleagues in the consultancy team, delivering targeted research, practical support and one-off projects for the growing SMEs in our community and beyond.
The Catalyst Team was launched in 2014 with the aim of bridging the gap between young people looking for meaningful, full-time work and busi ness owners looking for practical support without the expensive recruit ment and training costs. The team works with hundreds of businesses each year – sometimes in a continuous part-time role, sometimes for just a few hours to deliver a one-off project. This flexibility is a big selling point for the SMEs we support.
Through our link with the University of Sussex, we’re able to access a talented pool of willing young people, who often struggle to find the kind of work opportunities that can accel erate their careers. At the same time, we know that early-stage companies often need assistance but don’t have the time to find and train employees, or commit to employing someone full time.
By taking that burden of training and support off their hands and bringing it into our own team, we ensure that every Catalyst project has a real strategic purpose to the business, and a tangible outcome. The team member gets a real experience of working with a range of different, innovative and exciting young businesses.
You might expect most graduates to have their career plans figured out by the time they finish their degree, but for many that isn’t the case. We get a lot of applications for the Catalyst programme each year, and nearly everyone tells us that they applied to help take stock of their options as they enter the work place.
This attitude is great for us and our clients, because it means team members are open to trying new things and taking on a wide variety of work. We don’t always hire based on experience, but rather a keen interest to learn about different start-up industries, working environments and job roles.
To ensure that we have a diverse team to take on practically any challenge, we hire from a wide range of schools across the university. As well as tradi tionally business-focused degrees like Marketing, Finance and Project Management, this year’s team includes graduates in Cognitive Neuroscience and Journalism.
❛❛ Brand Communications has employed several different Catalyst team members since 2016. Without exception, each Catalyst employee has made a material difference to the speed, volume and accuracy of our publishing ❜❜
Alan Green, CEO, Brand UK
There’s no such thing as a ‘typical’ Catalyst client or project. We describe ourselves as the ‘ultimate temp agency’ – a great way for small businesses to check off those tasks that have been sitting on their to-do list. Many of the team’s projects involve supporting the senior Sussex Innovation consultants, building on their strategic recommenda tions with market research, creating content or developing websites and marketing materials.
One of the most rewarding projects that I enjoyed working on during my year in Catalyst was for DISCnet, a collaboration between five universities to offer data science expertise to industry partners across the South East. The senior team had worked with DISCnet to develop its offer for businesses and translate its academic message into a more commer cial one. I joined the project during this messaging and rebranding process, helping to simplify the design of the DISCnet website and develop it in line with our consultants’ direction.
At the opposite end of the scale, we have clients who use the Catalyst Team as a more permanent part-time staffing solu tion. Brand UK, a corporate communications consultancy special ising in financial market news, has come back to work with us year after year, recruiting team members with a back ground in finance to help manage its social media and content marketing.
If you’d like a Catalyst Business Executive to help your company get projects delivered, or a part-time team member to free up your time, get in touch and tell us what you need. www.catalyst.sinc.co.uk
www.platinummediagroup.co.uk
Disputes within companies are often highly personal and spiteful. There are three areas where, time and again I see what should be easy wins turn to dust. Today – the dangers of people wearing too many hats.
By James O’Connell, Partner, Mayo Wynne Baxter
It is common to find people wearing multiple hats – being at the same time a director, shareholder, employee and commercial ‘partner’ (landlord, supplier, customer, distributor, lender, guarantor, etc.).
All is good until a dispute arises, then a price is paid for giving no prior thought to how all those relationships overlap.
Each has its own unique powers/
authority and obligations/responsibili ties. Although most don’t realise it, directors carry the heaviest burden (shareholders the lightest).
In a dispute, a lawyer would say that each role needs to be handled distinctly. But, of course, few companies use a lawyer during early stages. Instead, they focus on the one problem person, instead of (legally speaking) the three, four, or five problem roles.
❛❛ Don’t wait until you have a dispute to find out that you’ve been running an invisible hat shop! ❜❜
Lord Banquo is a character in Shakespeare’s Macbeth. He is, at first, an ally of Macbeth. After prophesying that Macbeth will become king, the three witches tell Banquo that he will not be king himself, but that his descendants will be.
Later, Macbeth, in his lust for power sees Banquo as a threat and has him murdered by three hired assassins. Banquo’s Ghost returns in a later scene, causing Macbeth to react with alarm in public during a feast.
Let its hope you don’t end up in this situ ation – a senior employee has been caught committing fraud, and given the black bin liner treatment; fired and kicked out on the spot.
He later returns for the scheduled board meeting. In this scenario, he hadn’t been fired as a director and cannot be turned away. The company starts the
statutory (slow) process to terminate his directorship.
He then turns up at the shareholders’ meeting called to approve his termina tion – and he votes against. Not having majority support, he’s let go as a director. But, like Banquo’s Ghost, he keeps reappearing in his role of share holder as there is no mechanism to force sale of his shares.
Then, that ‘spite’ thing I mentioned above kicks in, and he starts to use his position as a key supplier to the company to make life difficult. Never quite breaking his supplier’s contract, he becomes a one-man awkward squad, never quite crossing the line. Banquo’s Ghost gains substance. His supplier contract is not linked to any of his other roles, and therefore his fraud cannot automatically be used as a reason to end the supply contract. Different permutations of the above happen every day. What starts out as a one-day crisis (discovery, summary dismissal, ejection from the building) becomes a year-long grinding battle looking at each of his numerous hats independently and addressing them independently.
What’s to be done? As is so often the case, prevention is hugely easier (and cheaper) than cure.
Each person’s situation is different, and the solution must be tailored but, broadly speaking, think about linking everything by contractual agreement and via the company’s articles of asso ciation.
For example, if someone ceases being an employee then their directorship should automatically terminate, and vice versa. If they ceased to be involved with the company, then they must sell their shares back at fair market value (if they leave on good terms) and at face value (usually £1 per share) if they leave as a fabled ‘Bad Leaver’. If they have a commercial relationship with the company, then that contract must build in linkage in the same way as above.
Don’t wait until you have a dispute to find out that you’ve been running an invisible hat shop!
James O’Connell, Partner (Commercial Team), Mayo Wynne Baxter
T: 01273 223209
E: joconnell@mayowynnebaxter.co.uk
www.platinummediagroup.co.uk
❛❛ All is good until a dispute arises, then a price is paid for giving no prior thought to how all those relationships overlap,❜❜
The Woking Means Business Exhibition returns to The Woking Leisure Centre on Wednesday October 12th from 9.30am until 4.00pm. Admission is free as is parking for the first three hours, after which standard parking rates apply
Woking Means Business is presented by Woking Chamber of Commerce in asso ciation with Woking Borough Council and is organised by Paul Webster of Webster Consultancy, an arrangement that has seen the show become the longest running business exhibition in Surrey.
There is so much going on at this year’s show that there is truly something for everyone. There is a free breakfast forum with Woking Borough Council, a LinkedIn Masterclass, a wellbeing session covering company and personal well being followed by meditation and speed networking. To close, there will be open networking for everyone including drinks, nibbles and entertainment.
The event starts with a Pre Show Breakfast Forum presented by Woking Borough Council. Registration and a light breakfast is available between 7.45am and 8.30am. This event sees the council leaders and executives updating local businesses on the latest developments in the borough, and on the services and facilities available to local companies, particularly start-ups and companies wishing to move into Woking.
At 10.30am, the first seminar is rather special in that it sees the two local Surrey LinkedIn gurus, Allen Ruddock and Keith Grover, coming together for the first time to present a LinkedIn Masterclass. With LinkedIn being the premier social media platform for businesses, this event is a must for anyone wishing to take their business forward on social media.
A Wellness presentation follows at 12.30pm, and this one has a real twist. Ben Kench, the well known speaker on all things sales and motivation changes tack to show how business success may
not be what you think it is. He will be discussing how collaboration, kindness and a touch of love can bring even greater success to your business. He is immedi ately followed by Shane Cooke who will be talking about personal wellbeing, and providing the tools that can help keep you mentally fit and healthy even when the going gets tough. Shane will close with a 15-minute session of meditation. When we did this about four years ago, it was most rewarding to see how well the session was not only attended but received.
At 2.00pm, the ubiquitous John Gower of Omni Business Networking renown will lead a session of speed networking, the ideal tonic for visitors who hope to get their name out at the show without actu ally exhibiting.
Finally, at 3.15pm, as the show starts to wind down, we offer everyone – exhibi tors and visitors alike – the opportunity to network, socialise, have a free glass of wine on Wine & Something, and some nibbles provided by the excellent catering department of Woking Football Club.
And just to add the icing to the cake, we will have a couple of songs from the superb Frank Cognoscenti, who is SoSinatra. SoSinatra will be exhibiting under his Sugartown brand and quietly singing from time to time from his stand, but during this period he will ‘perform’ a couple of Sinatra classics as only he can.
And of course alongside all this activity is the all-important exhibition with over 60 excellent exhibitors on display with a truly eclectic mix of products and services on offer.
To register for the Pre show Breakfast, you need use the following link:
www.wokingworks.com/events/ 2022-10-12-woking-borough-councilbusiness-briefing
All other events can be booked online, or you can simply walk in . You will be most welcome.
Full details of the event can be found at www.wokingmeansbusiness.com
www.platinummediagroup.co.uk
❛❛ There is so much going in at this year’s show that there is truly something for everyone ❜❜
As the MDHUB extends its reach to the Channel Islands, we find out that it is not all about Bergerac and Tax Havens. Something a whole lot more creative is going down in Guernsey. By Kate Bendix
“Any business with a good story to tell, but who doesn’t know how to tell it; a company that is proud of what it has achieved,” beams Tom. “It can be a new business without a name or an estab lished brand embarrassed by its current website or social media presence. We explain that that’s OK, it worked for you five years ago, and you’ve outgrown it. A business owner may come in with a good message, which is unclear from their current branding.”
When I think of the Channel Islands, my overarching perceptions are they are a tax haven populated by banks; Sark doesn’t allow motorised vehicles; and Guernsey is widely regarded as a poor relation to Jersey.
However, Guernsey, as my new friend Tom Langford, informs me, is highly successful and brimming with innovative entrepreneurs who are probably propping up a bar somewhere after a Sunday after noon spent at the allotment. Showy they are not.
Tom is one of four Guernsey Boys – as I shall call them – who started up Potting Shed in 2007, a full-service design, advertising and digital agency.
Tom, along with friends Al Mitchel and Jay Aylmer, and later Ed Prow, worked in agencies together for years before finally starting on their own. Today, they work across various sectors. “We’re agnostic regarding clients. They range from the financial sector to alcohol brands, cryptocurrency, retail, property and government.”
New clients don’t just take a number and line up for a ‘mission’ or ‘vision’ to be created for them. It is a deeply collabora tive process. Tom works with new clients to find out what they love about their busi ness, what they’re good at and what they wish to be known for.
I like Potting Shed’s unique terms. The next step is to create a Brand Bible, and get started on Hero Creative. I am a little baffled by this term. Essentially, it’s Potting Shed-speak for the top-level message from which everything flows; website, social media etc. I was hoping for a little more Deadpool, but you can’t have everything.
Tom and his team create Brand Stories – short narratives around a point the
❛❛ Tom and his team create Brand Stories –short narratives around a point the client wishes to focus on ❜❜Tom EdAl 52 www.platinummediagroup.co.uk BUSINESS Jay
client wishes to focus on. “Branding is about consistency. If I’m in a meeting with someone, I should be able to check out their website later on, and the message should be the same as our conversation. Likewise, for their social media, everything must tie up. It’s our job to give our clients confidence; in them selves and their message.”
Another assumption is that Channel Islands businesses aim their goods and services entirely offshore. So, from a marketing perspective, why shout about it at home if your customers are else where?
Potting Shed, however, has a 60/40 island-to-offshore client ratio – knocking
that assumption on the head. However, since the Pandemic has reduced the desire to have an ‘agency around the corner’ somewhat, that ratio will shift more in favour of offshore as the company grows.
Guernsey has 65,000 inhabitants, so the business community is small. Because of the pandemic, MDHUB was now online and, wanting to reach a wider network, Tom joined MDHUB in 2020.
“I don’t use it as a networking tool as such, it’s more of a way to meet new people and see where it takes you. I like the peer groups; I belong to a creative and a tech group. It’s good to know we all have the same issues. People rally around.”
Potting Shed is not operating in a vacuum. Many businesses on the island have nothing to do with finance, the law or accountancy. For example, did you know that Specsavers and Moonpig originated in Guernsey, and are still based there?
“A lot more is going on here. We have entrepreneurs and innovators, and everyone just quietly getting on with it.”
To that end, their own Ed Prow founded Tekex, an accelerator and incubator network specifically for Channel Islanders, connecting innovators with expertise, private capital and all the necessary ancillary services. Tekex has over 500 members, raising over £8.5m in funding. Not bad for an island with a population the size of Walton-onThames, eh?
“It’s hard to compare anything to anything. We’ve grown so much there is no before or after Covid.” In the current climate, potential clients are taking longer to commit, but it’s ramping up. “Our main export is the financial sector, which creates a bit of a bubble around the Channel Islands, and protects us a little from outside forces.”
When I ask if they have an exit plan, he says they’re in no rush. “We enjoy the beautiful company we’ve built.” With that, Tom and I end our Zoom call, and he heads to the beach.
Tom was interviewed by fellow MDHUB Member Kate Bendix. www.pottingshed.com
If you are interested in finding out more about the MDHUB, please visit www.mdhub.co.uk
Email MDHUB Directors: Fiona Shafer: fiona@mdhub.co.uk or Phil Green: phil.green@mdhub.co.uk
This year, LC Energy is celebrating its 15th year as a leading biomass fuel supply and engineering services company. Now, it is launching a carbon management consultancy – 5D Net Zero
With wood fuel depots across the UK, thousands of domestic and commercial customers, from major airports to univer sities and zoos, LC Energy is proud to have helped its customers save an esti mated 370,000 tonnes of CO2 compared to oil so far, and things are only getting better at LC Energy.
❛❛ It has never been more important for businesses to take action to mitigate climate change ❜❜
Building on this enviable contribution to tackling climate change and the environ ment, this summer LC Energy launched a carbon management advisory subsidiary – 5D Net Zero. This consultancy will help every business reduce carbon emissions and achieve net zero through effective carbon management by 2050 at the latest, in line with the UK Government’s commitment under the Climate Change Act. With concern that the UK govern ment’s policies of reaching Net Zero by 2050 may not be enough, it has never been more important for businesses to take action to mitigate climate change.
5D Net Zero supports businesses in every step of their journey to net zero by delivering tailored carbon footprint measurements to identify the biggest sources of greenhouse gas emissions (GHG), carbon reduction plans and certi fied carbon credit offsets using the most widely used and internationally recognised standards.
Our expertise and advisory excellence enable businesses to strengthen their Environmental, Social and Governance (ESG), stake holder engagement and corporate reputation, whilst driving commercial performance and long-term resilience through risk management.
Calculating a business’s carbon footprint is the first step towards reaching net zero. GHG emissions are categorised into three ‘Scopes’ that are based on the emis sions a business creates. 5D Net Zero utilises all three Scopes when measuring carbon emissions and works closely with businesses to establish their carbon foot print baseline and identify the most meaningful carbon reductions, throughout their operations and values chains.
5D Net Zero works in partnership with businesses, using the GHG data from a carbon footprint to create a carbon reduc tion plan that includes carefully identified carbon reduction targets and defined actions to achieve the goals set by a busi ness. The bespoke carbon reduction plans allow businesses to implement effective carbon reduction strategies, monitor progress, and reduce emissions to a minimum before offsetting the unavoidable residual emissions.
We help businesses navigate the volun tary carbon-market to offset carbon emissions, through the purchase of certi fied carbon credits that can be claimed towards balancing their own GHG emis sions, to achieve carbon neutrality or net zero.
5D Net Zero works closely with indepen dent carbon reduction project developers across the globe – because wherever in
the world carbon is offset, the effect on climate is the same. We offer a portfolio of certified carbon offset projects that are best suited to a business’s unique require ments and ethical goals. All the projects have gained the Verified Carbon Standard administered by Verra and United Nations Sustainable Development Goals.
“Back in 2007, LC Energy’s starting vision was simple. To provide value to woodland owners through locally distributed supply chains… create jobs and demonstrate secure renewable energy supply to the emerging biomass market,” said Mark Lebus, Managing Director of LC Energy.
“Now, as industry leaders, we continue to fulfil this promise and will continue to prioritise our Environment, Sustainability and Social Governance (ESG) strategies, as we strive towards carbon neutrality by 2025 and net zero by 2030.
“It has been humbling to look back from our early days and reflect on the values that have remained the cornerstone of our accomplishments. I am proud of what LC Energy has accomplished over the last 15 years but could not have done it without our customers, suppliers, and employees’ support. LC Energy has built a sustainable business through balancing our people, our profit and the impact on our planet. The combined resources of LC Energy and 5D Net Zero will ensure we continue to leave a positive mark on our world.”
If you are interested in LC Energy’s biomass services, please email info@LCEnergy.co.uk.
To find out more about carbon management services, please contact us on info@5DNetZero.co.uk
www.platinummediagroup.co.uk
❛❛ The bespoke carbon reduction plans allow businesses to implement effective carbon reduction strategies, monitor progress, and reduce emissions ❜❜
Join NatWest’s free online Business Builder course today to start turning your idea into a business tomorrow.
Search NatWest Business Builder to sign up
Philip Kotler, the ‘father’ of marketing in the US, defined marketing as “a social and managerial process by which individuals and groups obtain what they need and want.”
By Paul Bates MD, Cleankill Pest Control.For me, the art and importance of networking fits well with this definition. Many people say they don’t have time for networking because they are too busy. This is like saying: “we have enough business at the moment, so we don’t need to market ourselves.” If you follow this, eventually your work will dry up and you will have to work extra hard to raise your profile when it does.
Networking has been fundamental to the growth of Cleankill Pest Control. From a business that was started in a spare bedroom, we now have an awardwinning company with 50 staff and a turnover heading towards £4 million.
Networking is about the building of relationships and friendships without expecting immediate sales. My chiropractor, my printers, my financial advisors, my vehicle lease company and my PR company all came from networking. Several of them took a couple of years before they started working for us. Many of our customers have met us at previous exhibitions and have remembered us when they have had a need.
If you can tell people about your business in a non-pushy environment, then they will remember you and your company, and they may tell others about you. Conversations like “I’ve been using Rintokell for many years but they are so expensive…” ”Well, you should give Cleankill a go…” regularly take place, and what can be more precious than a thirdparty endorsement?
Some customers and suppliers will develop into friends and when they do, listen to them. My accountant is a good example. He’s fantastic at his day job, but also has a wealth of knowledge about other things which don’t directly impact the bottom line – but, in reality, everything is connected. Often if you manage to resolve something in your life outside work it enables you to do your job better.
Networking is about making connections, not customers – and it really needs to be face to face. Yes, during the
pandemic you could network from the comfort of your own home thanks to Zoom, but you can’t look someone in the eyes and shake their hand virtually. As a former salesperson, I know that’s what cuts really through – not emails and telephone calls – although they are all part of the sales journey and the seven ‘touchpoints’ often needed before you make a sale.
But, most importantly, I always remember the advice, ‘if people get to know you and then get to like you they will buy from you’.
Paul Bates is the Managing Director of Cleankill Pest Control. Based in Kenley, South Croydon, the company is a leader in the field of pest control and deals with everything from rodents to pest birds. For more information go to www.cleankill.co.uk
www.platinummediagroup.co.uk
The 5-star Hotel Gotham is swish, sexy and fun. Be swept away by the opulence and sensual moodiness of Batman’s fictional Gotham City at one of the few truly boutique hotels in modern Manchester. By Tess de Klerk
Housed in a remarkable Edward Lutyens-designed Art Deco building, this former bank marries luxury and fantasy to perfection. Choosing to ‘theme’ a hotel is always risky but Bespoke Hotel Group created lavish grown-up whimsy without tackiness and added perfect service to the mix.
Centrally located in King Street, at the heart of Manchester’s business district and shopping hub, makes for an excel lent location. It’s a 10-minute walk to Piccadilly railway station, and less than five to the Manchester Art Gallery with the hustle and bustle of the trendy Northern Quarter, as well as Arndale Shopping Centre around the corner. Despite this, the area is fairly quiet at night.
Book the Gotham Suite to admire city scape views while soaking in its brass roll-top bath, champagne in hand. All 60 rooms and suites are luxurious, with fine linen, plush throws to nuzzle into and amusing touches such as ‘The Gotham Bugle’ and piggybank-shaped shortbread adding character. No detail is overlooked with fresh milk, decent sized mugs and ‘sleep kits’ at hand. Bathrooms are sleek and spacious, laid out in marble, with monsoon showers to boot.
Five sexy, swanky windowless Inner Sanctum suites have leather-clad black walls with huge ‘wonderwall’ projec tions of the city skyline or a film about the hotel’s characters. It may seem a bit out there but it works.
❛❛ All 60 rooms and suites are luxurious, with fine linen, plush throws to nuzzle into and amusing touches ❜❜
Swanky, laid back Club Brass’s decor lends itself to indulgence and boozy afternoons. It is a private members club but open to hotel residents too. Enjoy a cocktail on the outdoor terraces if the Mancunian weather allows, or cocoon yourself in a corner and just enjoy the vibe.
Honey restaurant has an intimate atmo sphere, ideal for those looking for a romantic evening meal. It is also an oenophile’s dream with the encyclo paedic wine menu, while the dining menu is slightly limited but with some creative offerings such as Hispi cabbage with wild mushroom, pota toes, spinach, teriyaki and truffle.
Hotel Gotham comes without a spa or gym, instead offering a ‘digital beauty concierge’ for massages, facials and the like. Guests can book luxury concierge services as well as a chauf feured Bentley for airport pickups and darting around the city.
Auto Vivendi, the exclusive supercar club operates from the hotel, allowing members access to the world’s most impressive supercars.
OUR FAVOURITE BITS... The Art Deco building itself, New York’s alter-ego Gotham theme aimed at discerning adults, attentive staff and fun touches throughout.
Accessibility: Two bedrooms on the first floor are wheelchair-friendly. Unfortunately Club Brass on the seventh floor is inaccessible due to the lack of elevator access.
Business Friendly: Yes. Corporate events are welcomed.
Family Friendly: Yes. Pet Friendly: Small dogs are allowed for an additional £35 per night.
Parking: Valet service.
www.hotelgotham.co.uk
From £139 per room, breakfast excluded.
❛❛ Honey restaurant has an intimate atmosphere, ideal for those looking for a romantic evening meal ❜❜
Pressure is growing on UK motorists to ditch their petrol and diesel-powered vehicles and switch to pure-electric cars, but which are the best electric cars available to buy now on the UK car market? Maarten Hoffmann takes a look…
The number of electric cars on the UK’s roads continues to grow, as more new electric cars are launched, and used electric cars become more widely available. The choice of new electric cars available to consumers will continue to expand as more manufacturers get on board with the technology in preparation for tightening emissions regulations and upcoming bans on the sale of new petrol and diesel cars.
At the same time, the electric carcharging infrastructure in the UK is improving, albeit very, very slowly, making electric cars more viable for more people. The wider availability of fast and rapid chargers at homes and workplaces, as well as in public
spaces, means it’s easier than ever to make the swap into an EV and enjoy its lower running costs with relatively little inconvenience. Even if you can’t manage with a pure EV, today’s plug-in hybrids offer a good halfway house option.
❛❛ The choice of new electric cars available to consumers will continue to expand as more manufacturers get on board with the technology ❜❜
Target price from £32,493
The e-Niro banishes range anxiety, with the 253 miles that it managed in our Real Range test – one of the best figures we’ve recorded so far. You also get good practicality, performance, comfort and equipment, although prices have risen significantly since 2019.
Target price from £35,574
Thanks to rear-wheel drive, accurate steering and fine body control, the ID.3 is enjoyable to drive. What’s more, its practicality is up with the roomiest family hatchbacks, predicted resale values are superb and it’ll be cheap to run for both company car drivers and private buyers.
Target price from £83,167
It may be a slightly softer version of the Porsche Taycan, but be in no doubt that the E-tron GT is an awesome-handling electric car. It’s also fast, comfortable and reasonably practical. The Tesla Model S is quicker and roomier for families, though, and we favour the Taycan for its extra agility.
Target Price from £34,715
The Born takes all the good bits from the ID.3 and adds a slightly more polished interior and an upgraded infotainment system. If you go for a mid-range V2 58kWh version it’s also very well priced against an ID.3, so the Born is certainly worth a place on your electric car shortlist.
Target Price from £52,823
The i4 is fast, comfortable and extremely hushed at high speeds. Factor in a decent range, a great infotainment system and a plush interior and it’s a compelling alternative to a Tesla Model 3. However, it’s worth bearing in mind that the Model 3 comes with a significantly better-charging network – crucial if you cover a lot of motorway miles.
Target Price from £65,215
Aside from some styling details and the fact the combustion engine has been replaced with an electric motor, the iX3 is essentially a BMW X3 – and that’s a good thing. Zero emissions and a long range between charges are merely very welcome bonuses.
Target Price: £47,510
A very neat looking car with the heritage of the Mercedes badge behind it. Great range, superb quality, superb roadholding and very quick.
A charge time of 32 minutes on a public charger is highly attractive.
If you’re looking for all the usual electric car benefits but want something that’s also absolutely thrilling to drive, the Porsche Taycan is the car for you. It’s wonderfully classy inside, too, and surprisingly practical – particularly if you go for the estate-like Cross Turismo version. So, while the Taycan certainly isn’t cheap, it’s worth every penny.
Target Price from £48,490
Few cars received as much hype before their launch as the Model 3, and even fewer can match what it offers in reality. Tesla’s most afford able car is great to drive, packed full
of tech, fast (ridiculously so in Performance guise) and surpris ingly practical. Factor in a competitive price, especially given its sheer pace, and it’s not only the best all-round electric car on sale today, but one of the best choices full stop.
The Kia EV6 is an even better electric car than the closely related Hyundai Ioniq 5, because it’s more enjoyable to drive and slightly classier inside. At the same time, like the Ioniq 5, it offers a long range and the ability to charge up very quickly. Just bear in mind that cheaper rear-wheel drive EV6s make more financial sense than the faster four-wheel drive models.
❛❛ The wider availability of fast and rapid chargers at homes and workplaces, as well as in public spaces, means it’s easier than ever to make the swap into an EV ❜❜
The new Mercedes-AMG SL, the latest edition of an icon, returns to its roots with a soft top and progressive character. At the same time, the luxurious roadster is suitable for everyday use as a 2+2-seater, and for the first time puts its performance to the pavement with all-wheel drive. Further high-tech components sharpen its dynamic profile as do comfort characteristics in the first SL ever developed by Mercedes-AMG.
For more information please contact our Sales Team at Mercedes-Benz of Guildford on 01483 916291
916291
Moorfield Road, Guildford, GU1 1RU
Mercedes-Benz of Guildford
