Platinum Business Magazine - issue 61 by Platinum Media Group

THE LARGEST CIRCULATION REGIONAL BUSINESS PUBLICATION IN THE UK

ISSUE 61. JULY 2019

AMSTERDAM Canals and Commerce

Taking on the NIMBYs

Focus on EASTBOURNE

John Bercow

PARLIAMENT DEFENDER OR BREXIT BLOCKER?

Tackling stress at work The risk of employing freelancers

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CONTENTS 9

NEWS National, international and local news

BRIGHTON & HOVE BUSINESS AWARDS The 2019 finalists are announced!

NATWEST ACCELERATOR Focus on June 2019’s Founder of the Month - Lil & Berry

THE BIG STORY Ian Trevett profiles the controversial and divisive Speaker of the House, John Bercow

20 dusted

DMH STALLARD GDPR is not all done and

KRESTON REEVES Five common mistakes in valuing start-ups

MHA CARPENTER BOX Employing contractors? Beware!

ACUMEN BUSINESS LAW Interview with Penina Shepherd

DMH STALLARD Mergers & Acquisitions: Jonathan Grant on the state of the market

28 29 32 33

SHERRARDS Why diversity and equality is so important

SUSSEX INNOVATION CENTRE The importance of the workplace

49 50

LET’S DO BUSINESS A look back at this year’s expo

MOVERS & SHAKERS Who’s going where... Harvey John Recruitment tells us who is moving on in the world of Sussex commerce

52-63

FOCUS ON EASTBOURNE A quiet revolution is taking place in Eastbourne with new cultural, retail and commercial developments

74-77

PLATINUM TRAVEL Amsterdam – Canals and commerce

78-91

PLATINUM MOTORING Maarten Hoffmann reviews the Cupra and the Volvo V60

CHARITY NEWS Run for Chestnut Tree House

NATWEST The latest business survey

CHAMBERS LISTINGS Events at the Chambers of Commerce across Sussex

INSTITUTE OF DIRECTORS Dean Orgill on workplace bias

KEN BLANCHARD Why managers should look at the big picture

36-44

HEALTH & WELLBEING Platinum focuses on improving mental and physical wellbeing in the workplace, including ViiSana advice on avoiding workplace stress, plus a focus on mental health and agile working

ANGER MANAGEMENT Maarten Hoffmann has had enough of NIMBYs

DNA MD Tony Bunn on the logistics revolution

THE PLATINUM CLUB The region’s leading networking club

SOUTH EAST CONSTRUCTION EXPO Preview of the awards and expo in September

101-114

PLATINUM SPORT Laurence Elphick runs the rule over the latest sports news in Sussex and across the world, including an interview with Decathlon legend Daley Thompson, a preview of the Open, the Active Sussex conference, and the joy of paragliding

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WELCOME

Welcome W

e write this welcome on June 21st which is the longest day of the year and this, depressingly, indicates that it is all downhill from here into winter! Sorry about that. Here we have another packed issue that gives you the scoop on everything that is happening in our region. We look at Eastbourne in our town focus and the active business scene in that region, we chat with Penina Shepherd and Tony Bloom about the Acumen Convention, Kreston Reeves discuss how to value your business and we celebrate the Best of British event in Brighton with a hilarious speech by Daley Thompson.

And while you’re here... Not only do we have the largest number of print readers on planet Earth but you can also join our 468,000 online readers. If you can’t wait for the next issue then jump onto our social media platforms and join the conversation.

Maarten has kidnapped the Travel Section with a report on his trip to Amsterdam and then reviews the car he took with him, and Ian has been busy profiling the Squeaker of the House, John Bercow. The summer event scene is about to kick off. The judges have compiled their shortlist on what is a record breaking year for the Brighton & Hove Business Awards, both the Sussex Business Awards (now in its 31st year) and the Surrey Business Awards are open for entries, and there is a raft of other great events in our area. It is set to be a tremendous summer of business and events, so get involved.

The Platinum Team

@platbusmag Platinum Publishing Group www.platinumpublishing.co.uk

The Team

Maarten Hoffmann – Director

Lesley Alcock

Fiona Graves

maarten@platinumpublishing.co.uk 07966 244046

Business Development Director

Events Director

Ian Trevett – Director ian@platinumpublishing.co.uk 07989 970804

Rose Dykins Travel Editor

Lydia Bunyard

Laurence Elphick

Events Executive

Head of Sport

Alan Wares

Kate Morton

Steve Elford

Head of Design

Copy Editor

Head of Web Development

ADVISORY • TAX • ACCOUNTS • AUDIT • WEALTH

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Sussex

news

Lewes is best for boutiques

ewes has been voted sixth best high street in the UK according to a recent survey carried out by estate agency, Hamptons International. Despite the high number of shops that have closed in the town in recent years, Lewes is made up of

65% independent retailers. Lewes Chamber President, Clare Crouch, said: “The fact that Lewes high street has come so high up is a testament to the work all the town’s retailers do in attracting both local shoppers and tourists.”

The weak can never forgive. Forgiveness is the attribute of the strong BUSINESS WISDOM

Gain skills across Sussex

S A person who stands for nothing will fall for anything BUSINESS WISDOM

City gets street smart

ast year, 1,055 young people approached Brighton & Hove City Council for help with their homelessness, an increase of 40% over two years. In addition, rough sleeping has increased in the city by 929% since 2010. Brighton-based charity, Sussex Nightstop, has been working to decrease these statistics through its summer ‘Sleep Safe’ campaign. Through its team of dedicated Volunteer Hosts – who offer their spare room on a night-by-night basis – Sussex Nightstop is providing the young homeless people of Brighton and Hove a safe

multi-million pound West Sussex harbour, The Lordship of the Manor of Bosham, has been put up for sale for the first time in nearly 100 years. In addition to Bosham Quay and other valuable waterfront

The courses, funded through the Education & Skills Funding Agency, will be offered all-year-round and have various start dates throughout the year. For more information email sussexskillssolutions@escg.ac.uk

and secure space from which to work on rectifying their housing issues, helping to remove the worrisome risk of slipping into longterm homelessness or turning to the streets and hazardous rough sleeping. For more information, please visit www.sussexnightstop.org.uk

Historical harbour set for international interest

ussex Skills Solutions, the apprenticeship and skills training arm of East Sussex College, have launched a range of new courses specifically designed to help unemployed people get back into work. The courses will focus on developing three core elements: Knowledge, Skills and Behaviours, and will range from short, intensive ‘sector-based work academies’ to termlong courses to secure qualifications in English and maths.

land, the freehold estate includes the Old Mill, now home to Bosham Sailing Club, together with other associated property linked to the sailing club as well as more than 800 moorings in Chichester Harbour.

Jobs boost at seaside firm

ifty-three new jobs have been created in Hastings by fast-growing financial services company, UTP Merchant Services. Supported by Locate East Sussex with funding through the East Sussex Invest Programme led by East Sussex County Council, UTP Merchant Services has expanded its sales operations and call centre in St. Leonards-on-Sea to create the new positions. UTP provides a range of leading credit and debit card payment solutions to businesses within the UK. The company is the only provider in the UK offering a ‘Faster Processing’ service, where payments are processed to clients within hours rather than days.

Manufacturers, get future ﬁt for success

Innovation, globalisation, shifting demographics… the pace of change is swift, and you need to stay ahead. But we’re here to help you get prepared for future success. The understanding, expertise and connections we’ve built in 200 years of supporting the sector, we’re best-equipped to be there each step of the way. To ﬁnd out how we could help your business search NatWest manufacturing @NatWestComm gary.chown@natwest.com 07748 704484

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Sussex

news

Money masqueraders

ussex children’s charity Rockinghorse has announced details of its annual fundraising ball. The charity will host its major fundraising event of the year at The Grand Hotel Brighton on Saturday 12th October. The masqueradethemed ball will be sponsored by DMH Stallard and co-sponsored by Cardens Accountants, Potter Raper, and Gap Solutions.

Rockinghorse is best-known for its work with the Royal Alexandra Children’s Hospital (the Alex) and Trevor Mann Baby Unit (TMBU) in Brighton. The charity also supports the Special Care Baby Unit (SCBU) in Haywards Heath and many other children’s centres and paediatric services across Sussex.

Finance Chairman retires after 42 years

For further information call the charity on 01273 330044

The future belongs to those who prepare today BUSINESS WISDOM

Acquisition for Worthing agents

orthing’s largest estate & letting agents ‘Michael Jones & Company’ has snapped up another independent agency, Curtis & Sons, which will now trade as ‘Michael Jones & Curtis’. The acquisition comes off the back of the recent letting acquisition of Bacon & Co in 2017, which is pres-

ently integrated into the group as ‘Michael Jones & Bacon’. Managing Director Mike Jones comments: “We are currently approaching our initial target of 2000 fully managed properties in lettings, and our recent acquisition will significantly strengthen the residential side of our group.”

Robot gets fruity on UK farm

he first fruit-picking robot has gone on trial in a greenhouse at Hall Hunter farm near Chichester. The robot has been developed in partnership with Hall Hunter, one of Britain’s main berry growers which supplies Tesco, Marks & Spencer and Waitrose. Standing at 1.8 metres tall, the wheeled machine with its robotic arm is guided by sensors and 3D cameras, and has a gripper which zooms in on ripe fruit using machine learning, a form of artificial intelligence.

The final robot version, expected to go into production next year, will have four grippers all picking simultaneously, and will promise to raise productivity at a time when UK productivity growth is lagging behind other countries.

Clive Stevens (centre) with Nigel Fright (l) and Andrew Griggs

live Stevens, the long-serving chairman of accountants, business and financial advisers Kreston Reeves, has officially retired from the firm which he has been pivotal in expanding to be one the largest in the South East. Clive has been at the firm for 42 years. He joined the firm’s Sandwich office in 1977 and went on to become chairman of the firm in 2013 and for the past six years, under his chairmanship, the company has continued to grow to become a top 25 firm in the UK. Andrew Griggs, Senior Partner at Kreston Reeves, described Clive’s energy and drive as legendary; “he always pushes for action and gets things done.”

The successful warrior is the average man with laserlike focus BUSINESS WISDOM

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national

news BUSINESS SURVEY

Dishing the dirt

K companies must brace themselves for the government to deliberately disrupt or phase out business areas that are unfit for a net zero-carbon economy, according to a report. The UK Energy Research Centre (UKERC) has said many companies will face fundamental change, including the phasing out of the UK’s most polluting business activities.

On ya bike

espite the government pouring £1.2 billion into cycling, new research has revealed that it is still only a slim few who are cycling to work, with many citing nervousness about cycling in traffic as the reason. Recent research by Decathlon of over 7,600 UK adults has revealed that

only 7% of the nation is commuting to work with a bike, with more than 1 in 4 believing it is still too dangerous to do so. 21% admitted that they are still too scared to cycle on the roads to work, while another 21% admit the distance to their work is too far.

The government is to begin “purposefully disrupting” industries to spur the move to a zero-carbon economy, after voting through the 2050 target this month. The sectors facing the biggest shake-up include heating, transport and construction, according to the report.

Chanel turn icy for fashion

A great person is always willing to be little BUSINESS WISDOM

Rain falls, fashion sales fall

he biggest monthly drop in fashion sales in almost four years is being blamed on poor weather during May. Sales volumes contracted by 0.5% compared with April, according to the Office for National Statistics (ONS). Some economists fear weaker consumer spending in both April and

May could inflict worse-than-expected damage on UK economic growth during the second quarter. The ONS said clothing and footwear sales during May were 4.5% lower than in the previous month - the biggest drop since July 2015.

Three stripes ruled out

court has ruled that the Adidas logo is not distinctive enough to be considered a trademark. The General Court of the European Union ruled that the German company’s trademark was not valid. It stated: “The mark is not a pattern

mark composed of a series of regularly repetitive elements, but an ordinary figurative mark.” The court said Adidas had not proved the motif had acquired a “distinctive character” throughout the EU’s 28 member states that would qualify for legal protection.

fter it was clarified that Chanel was not for sale last month, the family that owns the French luxury house has invested in Icelandic brand 66°North. Mousse Partners — a New York-based investment firm run by the same family that also owns Chanel — has joined the heritage Icelandic label as a “strategic investment partner” and will assist in its global expansion. As well as announcing the new investor, 66°North has also announced the appointment of Matthew Woolsey — former managing director at Net-aPorter — as global president.

The greatest wealth is to live content with little

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national

news

Supermarket turns super swish Britain in Bloom fall by 3.5% and 4% respectively. hares in supermarkets have

fallen sharply after Tesco said it was considering plans for a new chain of high-end convenience stores. The proposal for a chain based on its Tesco Finest food range comes nine months after the supermarket giant opened discount retailer Jack’s.

Although Tesco has set no date for its latest venture, upmarket rivals Marks & Spencer and Ocado saw their shares

Tesco chief executive Dave Lewis said: “Tesco Finest as a brand is one of the largest food brands in the country. We have a very high percentage of more upmarket customers. “The opportunity to curate that range and bring new things in in a more convenient outlet is something that we have tested, and is something we’re interested in.”

All we are is the result of what we have thought BUSINESS WISDOM

Britain is best for unicorns

ritain is creating more $1billion technology companies than any other country apart from the US and China, a study has found.

entrepreneurs have built 72 companies including 13 in the past year, that have topped the ten-figure threshold - known as “unicorns” in the tech industry.

Over the past two decades UK-based

That compares with 29 in Germany, Britain’s closest European rival, according to research for the government’s digital economy council published last month. Investors have poured about $5billion into British tech start-ups since January, reinforcing the country’s status as Europe’s leading high-tech nation, the research said.

Energy supplier takes foot off gas

entrica plans to axe 700 staff from its UK offices this summer as part of a total cut of 4,000. This latest blow to Centrica employees comes after the FTSE 100 energy firm reduced its workforce by 2,200 jobs last year and announced plans to cut another 500 in April. A Centrica spokesman said the jobs that may be affected are in “management layers

and back-office functions”. Centrica has also revealed plans to “broaden its footprint in the US” with the £29m takeover of energy service firm SmartWatt.

mall business insurer Simply Business has revealed an 88% surge in the number of independent garden centres, nurseries and flower stores across the UK. Last year 895 policies were taken out, 88% higher than the 180 provided in 2014.

The nationwide trend suggests that green-fingered city dwellers are on the up, with interest in the urban gardening movement gaining momentum. Out of all regions of the UK, London saw the largest growth, with a 71% increase in the number of independent florists, garden centres, and nurseries between 2014-2018. This was closely followed by East Anglia (66%), and South West England and South East England (both 65%).

Large fines for large corps

or the first time, large businesses could be fined for failing to pay smaller suppliers on time as part of a robust package of measures unveiled last month by Small Business Minister Kelly Tolhurst. Company boards will now be held accountable for payment practices to small businesses in a drive to increase transparency and accountability on late payments. New powers could include compelling information and disclosure of payment terms and practices, imposing financial penalties or binding payment plans on large businesses found to have unfair payment practices.

If you judge people. you have no time to love them BUSINESS WISDOM

JOHN BERCOW:

Is the Speaker a rigid defender of Parliament or a biased Brexit blocker? By Ian Trevett

hatever you may think of the unfeasibly posh Jacob Rees-Mogg, no-one can dispute his in-depth knowledge of the constitution and the workings of Parliament. So it was praise indeed when Rees-Mogg gave his seal of approval to the Speaker of the House of Commons, John Bercow. “His good qualities hugely outweigh his bad qualities”, declared Rees-Mogg, “I’m very much a supporter because he stands up for the Legislature against the Executive.” Or in laymen’s terms, Bercow stands up for the will of Parliament even if at odds with the position of the Government - Parliament makes and amends the rules (the Legislature) and the Government enforces and enacts them (the Executive). It should be noted that Rees-Mogg expressed this view long before the Brexit referendum, and is unlikely to

declare such support any more, even though Bercow’s defence of the legislature is more pronounced than ever. Rees-Mogg is not the only Brexit supporter to fall out of love with Bercow. When Prime Minister David Cameron was trying in vain to quell the noisy backbenchers demanding a Euro referendum, he was frustrated by the unshakeable speaker, who determined their voices should be heard. Back in 2017, commentator Helen Lewis wrote in the New Statesman: “Bercow has a surprising number of backers among the Tory Awkward Squad, who recognise that he gave them room to talk about Brexit when David Cameron would have cheerfully squashed the issue. He allowed a third amendment on the Queen’s Speech in 2013, instead of the traditional two: John Baron’s cross-party motion regretting the absence of a EU referendum bill. This put more pressure on the government and contributed to Cameron’s decision to promise a referendum in his 2015 manifesto.” But that was then. Now Brexit-backing MPs don’t even attempt to disguise their contempt of the speaker they believe is deliberately sabotaging the UK’s exit from Europe. His Remain credentials aren’t exactly a secret. After a speech to students at Reading University, he revealed he voted to remain. And then there was the infamous car sticker. The right-wing political blogger Guido Fawkes published a photo of a car in the Speaker’s car parking space with a ‘Bollocks to Brexit’ car sticker. Bercow tried to sidestep the

“Calls for Bercow’s dismissal are not a new phenomenon. He’s heard it all before”

THE BIG STORY issue, dismissing it as the property of his wife Sally, who was entitled to her views as she was ‘not the chattel of her husband’. The fury intensified in January of this year, when Theresa May was trying to get her Brexit deal through Parliament, and John Bercow allowed a vote on an amendment proposed by arch-remainer and Tory MP Dominic Grieve. Grieve won his vote, which resulted in a series of votes on all possibilities including a “Norway option” or second referendum (all of which failed). Brexiteers believed that Bercow broke with precedents by allowing the vote to even take place. Reigate MP Crispin Blunt expressed the views succinctly when he declared the uncomfortable conclusion on the Tory benches was “an unshakeable conviction that the referee of our affairs is no longer neutral.” Andrea Leadsom launched her Conservative leadership campaign by brandishing a placard with the simple message: “Bollocks to Bercow”.

Bercow out!

Calls for Bercow’s dismissal are not a new phenomenon. He’s heard it all before. In 2015, the final action of William Hague as Leader of the House, backed by his Chief Whip Michael Gove, was to instigate a vote to change the way the speaker is selected. He believed that if the speaker was elected by a secret ballot, he could oust Bercow. The motion was defeated, with the support of Bercow’s future enemies. Again Jacob Rees-Mogg spoke in Bercow’s favour, saying he was deeply saddened that Hague “had put his name to a bit of parliamentary jiggery-pokery that has come about from some grudges that people bear to the Speaker”. David Davis opposed the motion as: “This is a constitutional matter of some importance since it goes to the heart of the relationship between executive and parliament.” Last year, he faced accusations of bullying and intimidating his former private secretaries Angus Sinclair and

Kate Emms. An inquiry into the bullying allegations was blocked by the Commons standards committee. Sinclair claimed Bercow had undermined him in front of other staff, shouted, swore and attempted to physically intimidate him. His successor, Emms reported Bercow frequently shouted at her, and she was subsequently diagnosed with post-traumatic stress disorder.

Johnson could pursue a policy of proroguing - i.e. discontinuing a session of Parliament without dissolving it to deliver Brexit. Hannah White from the Institute of Government sees this as undemocratic: “Proroguing Parliament may seem like the easiest way for a prime minister to prevent Parliament from attempting to ‘interfere’ with their plan. But it would be

remain, I don’t believe this is his motive. The clues lie in the nature of his personality.

The Bercow Way

The Brexit car sticker and his obdurate frustration of the Government’s wishes, would suggest he is a Remainer warrior, but he is actually something entirely different.

Bercow admonished Michael Gove: “Mr Gove! You really are a rather overexcited individual! You need to write out 1,000 times ‘I will behave myself at Prime Minister’s Questions’.”

The claims were disputed by The House of Commons’ sergeant at arms Kamal El-Hajji. He told the House Magazine that allegations of bullying against Bercow were part of a witch-hunt by ‘disgruntled staff members’ who want to oust him. El-Hajji also that said he had been the victim of racism in the Commons and had relied on Bercow’s support.

undemocratic to prevent the normal operation of our key representative democratic institution simply because it might take an unwelcome decision.”

Bercow denied all claims and soon after presided in his typical outspoken manner on a commons debate – on bullying.

Proroguing may also mean requesting an intervention from the Queen, which would seem highly unlikely.

Boris, Brexit and the battle ahead

If Parliament can’t be overruled, what then?

If, as seems likely, Boris Johnson becomes PM, a constitutional battle is imminent as he is adamant that, whatever happens, the UK will leave the EU on October 31st. The problems of getting a deal (or no deal) through Parliament have been well documented - cue a battle of wills to be fought out by Boris and Bercow.

One thing is for sure - Bercow will fight tooth and nail to preserve the power of Parliament. But what is Bercow’s motive? Will he fight the Government to ensure he gets his preferred outcome, ie no Brexit? Even though he is a believer of

He is just unbearably awkward. He is the ultimate jobsworth, who leaves everyone around him fuming in impotent rage. He is the nightclub bouncer refusing entrance to a club, the steward at a football match or concert telling people to sit down, the pedantic health and safety officer, the traffic warden issuing a ticket a minute after the parking time expires - all rolled into one. And he has the best job in the world - a role where he can happily search out ancient precedents and the most obscure laws to administer. Back in 2014, when most Conservatives still respected Bercow (who was after all a Tory MP), Andrew Gimson at www.conservativehome.com wrote an entertaining and revealing profile of Bercow. Gimson wrote: “At Finchley Manorhill, his north London comprehensive school, Bercow became the most unpopular boy in his year. He was plainly

THE BIG STORY very clever, but he wasn’t clever about the way he handled being clever. He often flaunted his superior ability. Perhaps trying to compensate for his size, Bercow would often try to humiliate bigger kids in his class. One in particular used to make mistakes with his reading and Bercow would write them down and recite them back to him. Incidents like these would certainly have contributed to the view that Bercow was ‘an odious little toad’. “The young Bercow was the best under 12 tennis player in Middlesex, but got left behind when his opponents grew and he didn’t. His other passion was politics: his local MP was Margaret Thatcher and he delighted in defending her policies to hostile audiences. He joined not only the Young Conservatives but the Monday Club, where very soon he was promoting the voluntary repatriation of immigrants. His admiration for Enoch Powell was unbounded. He began life with no influential connections, and with a thin skin which perhaps accounts for most of his rudeness, but with the energy, ambition and ability to go a long way.” His flirtation with the right wing of the party was short-lived, switching to the other wing of the Conservative Party, supporting Ken Clarke in the 2005 Conservative leadership election. Bercow apparently likes to refer to himself as “the Jewboy son of a taxi driver”, and he delighted in making digs at the upper class privileges of his colleagues. His tennis partner David Cameron was on the receiving end of Bercow’s caustic tongue: “In the modern world the combination of Eton, hunting, shooting and lunch at White’s is

not helpful when you are trying to appeal to millions of ordinary people.” When campaigning to become speaker, he declared: “For far too long the House of Commons has been run as little more than a private club by and for gentleman amateurs.” In his first stint as a backbench MP he made more speeches in the House than any other politician, and was also one of the most consistent hecklers, usually laced with spectacular rudeness. It was perhaps his outspoken ways and the fact he was such a stickler for convention that saw him ushered in as a speaker. His predecessor, Michael Martin, was viewed as ineffective and lacking authority - culminating in the damaging expenses scandal which occurred under his watch. Bercow appealed as he takes no prisoners. As a speaker he has been strict and officious, and happy to take the big egos down a peg or two, including the serving Prime Minister. More power has just meant he can get away with more, and his barbed insults have never relented. He admonished Michael Gove: “Mr Gove! You really are a rather over-excited individual! You need to write out 1,000 times ‘I will behave myself at Prime Minister’s Questions’.”

Bercow told him off like naughty schoolboy: “Fiddling ostentatiously with an electronic device defies the established convention of the House that such devices should be used without impairing parliamentary decorum. They are impairing parliamentary decorum. It’s a point so blindingly obvious that only an extraordinarily clever and sophisticated person could fail to grasp it.” No wonder, Conservative MP Sir Simon Burns, called him a “stupid, sanctimonious dwarf”. Not that Bercow would care. Andrew Gimson hailed “Bercow’s willingness to fight his own corner, indeed his inability not to fight it.” And he noted Bercow is a “gifted outsider with a phenomenal memory, who could recall the name and birthday of everyone in the House.” With his photographic memory, love of conflict, and obsession with rules, he is a formidable speaker. But when the Government (whether Hunt or Johnson) is so patently at odds with Parliament, a formidable speaker is a palpable obstacle to the execution of Brexit. Undoubtedly, Bercow will defend the legislature against the executive with all his powers, no matter what chaos it might cause for the rest of the country.

When Jeremy Hunt paid too much attention to his phone,

GDPR: one year on and counting… GDPR is not all done and dusted, says John Yates, Partner and Head of Commercial at DMH Stallard

nlike the Millennium bug, the introduction of General Data Protection Regulation (GDPR) was not a one hit wonder: ongoing compliance is a key requirement. The majority of organisations paid heed to the introduction of GDPR in May 2018, but many seem to be struggling to keep on top of their ongoing compliance obligations. We are seeing a number of recurring themes/issues including: Some organisations (mainly businesses) labouring under the illusion that GDPR does not apply to them They may be exempt from the requirement for a controller to pay a fee to the Information Commissioner’s Office (ICO), or to have a Data Protection Officer (DPO) in place, but that doesn’t mean they’re exempt from the law; the ICO guidance makes it clear that organisations are still required to comply with their other obligations under GDPR.

Lack of, or use of incorrect, documentation with regards to the processing or sharing of personal data Organisations often do not realise they should have written agreements in place with third party processors (eg. payroll service providers) that comply with GDPR’s requirements. A l te r na ti ve l y, some organisations that have recognised the need for an agreement may have too readily assumed the recipient of personal data is a proc essor rather than a controller, which requires a data sharing agreement rather than a data processing agreement. These issues take us back to the importance of understanding the fundamentals of being a controller or a processor, and to recognise the parties’ respective roles, so that the correct documentation can be put in place to manage the flow of data between them. Concerns around Brexit, and what businesses should do if there is a ‘no deal’ Brexit

The only certainty at the time of writing is that if there is a true “no deal” Brexit, the UK will be deemed to be a “third country”, and transfers to and from the UK may require additional documentation – for example, use of the EU-approved Standard Contractual Clauses.

Many organisations are choosing to sit things out for now, but once matters are finally settled, they must be prepared to act quickly to address data transfers. Inadequate privacy / fair processing notices Organisations may have uploaded a new privacy notice on their website but often they have neglected to consider:

LEGAL “In the UK, Facebook and Equifax share the top spot for the highest fines” • if that notice is appropriate • if the website is the best place for it • what other fair processing notices or other consents are required. For example, have the pension trustees provided beneficiaries with a privacy notice, or have employers provided employees and prospective employees

people is difficult given a dearth of data protection professionals. And what of those headline grabbing fines – at worst, the greater of €20,000,000 or 4% of global turnover? To date, fines have been nowhere near that level, though it would appear many European data protection agencies (DPAs) are just warming up: fines across Europe for data protection breaches total some €56m for GDPR breaches since May 2018, from more than 200,000 reported cases. To give a flavour of the direction of travel, having never previously issued a fine, the Polish Data Protection Office imposed a €220,000 fine on a company in March this year for failing to provide data subjects with information about the processing of

with an appropriate updated privacy notice? Typically, organisations will require two or more privacy notices, depending on how they are structured and their business operations. Why so many issues given the high profile introduction and coverage? There is no doubt GDPR-compliance is costly in terms of financial and human resources, and finding the right

their personal data. In the UK, Facebook and Equifax share the top spot for the highest fines. The £500,000 fines imposed sound like small beer under the new regime, but the offences were actually committed (and assessed) under the Data Protection 1998 - which capped fines at £500,000.

The ICO may be seeking to help businesses comply with enforcement notices or other specific guidance prior to a fine being issued, but going forwards we can expect to see more significant fines being imposed. Of course, DPAs also have other sanctions available to them which can have a profound impact, such as requiring an organisation to temporarily or indefinitely suspend processing of personal data. The Maltese DPA exercised this sanction when it required the country’s national land register to temporarily suspend processing of personal data while the DPA investigated a data breach. Imagine how such a sanction may impact on data-reliant businesses. The EU may have been the first to increase regulation of the collection and processing of personal data, but it will certainly not be the last. In our data-driven, internet connected world, many countries and states are looking to bolster laws relating to data subject rights, data breaches and accountability requirements with plans to increase regulation. Given the need for continued compliance, the issues seen to date and the prospect of further regulation, there are plenty of organisations that still need some encouragement along the road to compliance – and to recognise that it’s a journey that’s unlikely to end.

Partner and head of the commercial team in the South East, John Yates has extensive experience of advising on all areas of commercial law and business matters, taking a particular interest in IT, IP rights, data protection and freedom of information issues. Contact John at john.yates@ dmhstallard.com or call 03333 231580 dmhstallard.com

common mistakes when valuing a start-up business

by Tom Wacher, Partner in the Forensic Accounting and Business Valuation team at Kreston Reeves

he BBC’s Dragons’ Den is now in its 16th season with the highs and lows of building a business remaining compelling viewing. It entertains and can be excruciating in equal measure, particularly when the Dragons roll their eyes following a wildly optimistic valuation of the hopeful’s business. So why is it so difficult to value a business? Here are some of the more common mistakes.

Mistake 1: unrealistic revenue and profit projections There are many ways to value a business, most of which are broadly based on multiples of revenue and/or profits. With established businesses that have a trading record, determining this is a relatively straightforward exercise with years of historic data to draw upon. That is not the case with startups or fast-growing businesses where the past is not representative of the future.

Mistake 2: underestimating the needs of working capital Growing businesses need working capital, and the more they grow the more capital is needed. Underestimating the need for future working capital can result in over-inflated free cash flows and can jeopardise the sustainability of the start-up. A clear business plan will outline future cash flow projections including fixed, stepped and variable costs and, of course, future tax liabilities. It will also set out fixed asset purchases and working capital requirements including cash, debtor and stock levels. Higher levels of working capital

other assets, overheads and circumstances. It is also worth keeping in mind that an established business with a similar turnover and profit to a younger business still in its rapid growth phase is likely to have a lower value. The comparison approach is only as good as the comparators used for the valuation.

“There are many different ways to value a business and many mistakes that can be easily made”

Ambitious start-ups and fast-growing businesses will often forecast rapid growth - the ‘hockey stick’ projection - but there are very obvious risks that those predictions will not be achieved. Given that the business may be pre-revenue, projections need to be credible rather than overly aspirational. In these circumstances, a valuation is likely to be based on cash flow projections, discounted for the risks associated with the industry sector, the size of the potential market, the company’s own management team and their track record, and its strategy to achieve that growth.

will impact valuations, driving cash inflows down, but more importantly they can stunt growth and impact the chance of success for a start-up company.

Mistake 3: comparing your own business to others While finding a comparable business can be fundamental evidence of value, this is the classic mistake many business owners make, comparing their own business to that of an immediate or apparently similar competitor. It is a valuation based on assumptions that does not necessarily take into account differences in patents, property and

Mistake 4: defining what exactly is for sale Failing to define exactly what is for sale can also cause problems. It is not, for example, that uncommon for a business owner to decide to sell a business but keep hold of patents and other intellectual property to then discover the value of the business is less than expected. Alternatively, the valuation may be required of company shares rather than just the underlying trade of the business, in which case it is necessary to consider any debt owed by, or any surplus property held in the company. Consider and define first what it is you are actually looking to sell and what will be held back before valuing a business.

BUSINESS PLANNING

Mistake 5: the reason for a sale

Whilst this is perhaps less of a mistake made in valuing a business, the reason for and the timing of a sale may impact price. Selling a business when the economy is depressed or when funding is scarce will inevitably depress valuations. So too may prices fall if it is a forced sale â&#x20AC;&#x201C; for example if a husband and wife in a family run business are separating. Conversely, in some circumstances, significant premiums

may be achieved depending on the acquirorâ&#x20AC;&#x2122;s need. There are many different ways to value a business and many mistakes that can be easily made. Choosing the right accountant or adviser to assist is critical in achieving the best and a fair valuation. They will typically value a business via two or three different models to arrive at an accurate valuation, together with drawing upon their experience of similar businesses in the same sector and geography.

Tom Wacher is a Partner in the Forensic Accounting and Business Valuation team at Kreston Reeves, accountants and business advisers. He can be reached by email: tom.wacher@ krestonreeves.com. Visit www.krestonreeves.com.

Would your valuation match those of the Dragons?

Employing the self-employed?

BEWARE!

Companies and contractors look out – IR35 is coming to the private sector warns Maurice Frost, a Business Services Director at MHA Carpenter Box What are the changes? In short, the changes will push the determination and associated tax liabilities of whether an individual is an employee or self-employed onto ‘the client’. Broadly this is the end user of the individual’s services. This is a substantive shift from the current position and involves a consideration of the status of the individuals whether they are engaged through a company or as an individual.

he recent case of Lorraine Kelly and her working arrangements has brought into focus the Government’s plans to expand the current rules regarding the clamp down on the status of consultants and contractors in the public sector to the private sector. The legislation, known as IR35, was strengthened for the public sector in 2017. The October 2018 Budget brought confirmation that the IR35 changes would come into force for ‘medium’ and ‘large’ private sector businesses from April 2020. How does IR35 currently work? Since April 2017, public sector organisations (such as NHS Trusts and the BBC) have been required to examine the arrangements they have with workers who supply their services through intermediaries. This includes agencies, partnerships and personal service companies (PSCs). Where, but for the existence of the intermediary, the arrangement would be one of employment, public sector engagers are required to operate PAYE on all amounts payable to the worker either directly or via an intermediary.

pact on the use of flexible workforce solutions and the use of agency workers. This is because the legislation will impact on the arrangements where any intermediary is used to supply off-payroll workers.

The current proposals are to include businesses that have at least two of the following characteristics: • More than 50 employees • Turnover in excess of £10.2m • A balance sheet in excess of £5.1m For businesses that are required to undertake a statutory audit, as they will be responsible for determining the status of their workers, there is an increased risk of incurring additional PAYE, employees and employers’ national insurance if workers are deemed by HMRC to be employees but have not been treated as such. There will also be interest and penalties to pay. Accordingly, self-employed workers deemed to be employees will find their tax liabilities dramatically increased. Getting it right is imperative but potentially quite tricky as identifying the status of some self-employed workers can be a grey area. How will this impact businesses? For medium and large businesses, this could impact on the use of off-payroll workers to support things like special projects where project managers, marketing specialists or other consultants are required. It may also im-

Lorraine Kelly won her IR35 tax case

TAXATION It does not apply where the off-payroll worker is genuinely self-employed. Clearly this change represents an increase in the risk to large private sector businesses who want to engage self-employed individuals as they will be responsible for assessing the employment status of the individual. From the individuals’ perspective, there may well be reluctance from larger businesses to engage self-employed individuals and a move towards an employment relationship. It is vital that businesses and agencies understand IR35 so they can help end-clients make accurate status decisions and protect themselves. Start preparing now The private sector should benefit from the lessons learned from the public. It is strongly recommended that any business paying workers through in-

termediaries should review their arrangements to assess those off-payroll workers that are: • Genuinely self-employed • Definitely caught by IR35 • Potentially less certain and require detailed review An early intervention to embark on a programme to identify those contracts that are at risk, plan how to manage any potential changes and ensure that steps are in place to make sure that PAYE is operated where appropriate from 6 April 2020, or introduce required changes, will be essential. Experience suggests that private sector businesses are likely to require all of the extra time afforded to them to prepare for the change. Getting it wrong could result in significant liabilities to tax, national insurance, interest and penalties.

There is limited help available via the Check Employment Status for Tax (CEST) tool supplied by HMRC that enables businesses to check if individuals are employees or self-employed. However, a recent BBC documentary found the tool was unable to give definitive answers in around 50% of cases. We strongly advise businesses to avoid relying solely on CEST when making IR35 decisions.

How we can help If you have any questions or concerns about the upcoming IR35 changes, contact Maurice Frost and our friendly Business Services Team on 01293 227670 or visit www.carpenterbox.com

BUSINESS CONVENTION

Expecting the unexpected The acumen business convention in May featured the trademark flashes of innovation. Platinum Business Magazine asked founder Penina Shepherd how a legal firm became synonymous with a quirky and entertaining convention Why did acumen business law start their own Business Convention? acumen business law is very proactive in the business community and is known for doing things differently. It therefore wanted to put together a business event like no other for its business community that can only be attended in the City. And that is why acumen business convention was conceived ten years ago in May 2009? In the last decade, this prestigious event has hosted thousands of decision makers who get together to be inspired, entertained, educated and given a great opportunity to make meaningful connections. We have top local, national and international speakers giving exclusive insight to their business stories. What does Acumen get out of organising such an event? The Acumen ethos is that as a business you should be fully engaged in the business community, think how you can help it and truly care about it. The automated result is that the community then cares about you, but this is the default outcome not the drive. The acumen business convention is run as a not-for-profit event and it supports a different charity every year. The entire Acumen team is involved in the running of the event and it is all done in-house. So what Acumen ‘gets out of it’ is a great sense of pride by all its team members and gratitude from the local business community.

Penina Shepherd with Brighton & Hove Albion owner Tony Bloom

How did it become so successful? The event is successful because it is put together by an innovative team who truly cares and with great love! As it attracts top decision makers, every year countless deals and connections are being struck on the day. It is also a really fun and entertaining event. Besides having top speakers, there is a scrumptious lunch, live entertainment, interactive legal sessions, breakout Speakers Arena sessions (Ted Talk style), games, great networking opportunities and many other surprises. From African drumming to zebra dancers - people know every year to expect the unexpected. Do you imagine reaching 20 years of the acumen business convention?

Can you imagine a world without it?! Thinking back on the last ten conventions and how many inspiring speakers, business connections and wonderful experiences have happened, to reach double that would be quite something. The Acumen team that gets together each year constantly comes up with new and exciting ideas to bring dynamic elements that keep the event fresh and unique. As long as the business community continues to come and enjoy the celebration of inspiring and innovative business revelations then we are very happy to host it! To find out how to get involved next year and for more information contact creative@acumenbusinesslaw.co.uk

MERGERS & ACQUISITIONS

The state of the South East M&A market Jonathan Grant, Head of Corporate at DMH Stallard, reports on the story so far in 2019 ket need to be well prepared and with strong advisory teams; of course you’d expect me to say that, but it really is the only effective way to deal with extended diligence processes and handling price negotiations after heads of terms have been signed. Assessing risk and making a judgement about whether a deal remains viable is best done with finance and legal advice operating closely together.

he good news is that for the first half of 2019 the market remains strong and deal values are rising. The same positive indicators we saw throughout 2018 are still in evidence: high levels of private equity money looking for investment, and larger companies with money to invest looking to buy and grow. Both investor groups see organic growth as challenging. Private high net worth money continues to look at investment opportunities, given lower stock market growth and less confidence in the property market. Balancing the equation, there are some negatives including a general feeling that a market correction or slow down is over due and, of course, the yet to be resolved Brexit question. The impact of these twin pressures is that deals have continued and values are rising, but a renewed focus on diligence in the last six months has extended some deal timetables. For some deals this is putting pressure on up-front cash, moving into earn out or deferred payment; for others financing pressure is impacting. There is a reluctance to admit that the Brexit question is causing any of these issues, which is interesting in itself.

We have also seen more deals with vendor diligence prepared in advance. This creates an auction process, where you provide full information up front with a view to creating competition between buyers, and leading to faster deal completion once a price has been agreed; it’s one way to defeat the extended diligence risk/price renegotiation, but it does mean higher up-front costs for sellers. MBOs continue to receive debt finance support at the sub £5m deal level, where the business relationship with the Bank is strong; partial or two stage exits remain popular as owners seek to de-risk and transition ownership.

The other trend fast gathering pace is warranty and indemnity insurance for deals over £10m. This product has been available for years but until recently has been used more in larger deals; essentially for a premium of 1-3% of cover, you can insure the risk of warranty claims and claims under the tax covenant. Of course you have to decide on the level of cover and link to the sale agreement, but it is now far more accessible and attractive, particularly where family trusts or family holding companies are being created. The insurance market has developed to the point that processes are slicker and there is more choice in the market.

Jonathan Grant leads the DMH Stallard corporate team across the South East and in London; if you’re looking for advice on any corporate matter, contact Jonathan at jonathan.grant@ dmhstallard.com, or call 03333 231580. dmhstallard.com

Companies looking to come to mar-

LEGAL

Equality and diversity Why is it so important?

The moral argument for building a fairer, diverse workplace is indisputable. However, it is also necessary for the sustainability of businesses and economies, says Rachel Nicholas, Solicitor at Sherrards Employment Law and awareness of these different characteristics reduces the likelihood of discrimination arising, reduces the chance of possible employment tribunal claims and ultimately can therefore reduce costs in the workplace. Moreover, awareness can greatly contribute to staff morale and employee wellbeing.

Rachel Nicholas

egardless of our identity or background, we all deserve the opportunity to develop our skills and talents to our full potential, work in an inclusive and supportive environment and be fairly rewarded for our achievements. Research undertaken by McKinsey & Co has indicated that businesses with a healthy balance of men and women are 15% more likely to outperform their competitors, while those with employees from a good mix of ethnic backgrounds are 35% more likely! The words equality and diversity are often used but what do they mean? Equality is about promoting and fostering everybody’s right to be different. Equality of opportunity is about ensuring everybody has an equal chance regardless of age, race, gender, class, sexual orientation, religion or belief and disability. Equality should not be viewed as ticking a box or a bureaucratic burden. Promoting a greater understanding

Diversity, on the other hand is about more than equality. It is about celebrating and valuing how different we are. If everyone thinks and acts the same within an organisation, how can it possibly continue to grow? Evidence suggests that recruitment panels still favour candidates similar to themselves. Often employers will know how to tackle conscious bias in the workplace, however, the impact that unconscious bias can have should not be underestimated. Everybody has unconscious biases; they are social stereotypes about certain groups of people that are formed outside of any conscious awareness. They are simply the brain’s way of coping with and categorising all the information we receive daily. Our tendency to discriminate against a group or type of person may not be intentional, but we can still do something to change it. The more we expose ourselves to ideas, images and words that

challenge negative stereotypes, the less discriminatory we will be. How to reduce the unconscious bias in your workplace You can take steps to reduce the negative impact of unconscious bias in many ways: • Be aware of generalisations. • Challenge your decision-making processes. • Work beyond your comfort zone and with individuals who have different backgrounds. • Implement training and communications campaigns which promote diversity. • Take a test! Take an online test to discover your own tendencies then reflect on your personal biases so that you can reduce and eliminate bias from all of your actions and decisions. Sherrards is running a popular half day seminar on Equality, Diversity and Inclusion with a focus on understanding Unconscious Bias on Monday July 15th in London. If you would like further information please contact the team on 01273 834120 or visit www.sherrardslaw.com

CHARITY NEWS

Could you run for Chestnut Tree House? The Littlehampton 10k is back with a new 5k route!

ast year, a record-breaking 1,461 people took part in the Littlehampton 10k, raising around £60,000 for Chestnut Tree House children’s hospice. The sell-out event – now in its 16th year – was such a success, that this year it is returning as the Littlehampton 10k & 5k, with a new 5k route to encourage more people to get involved.

Taking place on Sunday September 8th on Littlehampton beach promenade, the 10k route passes through Littlehampton, Rustington and Mewsbrook Park. From keen runners pushing for a personal best to people taking part in fancy dress, it is an event for both experienced and first-time runners. And even more so in 2019, with a shorter 5k route on offer. Andrew Battley, Events Fundraiser for Chestnut Tree House said: “The Littlehampton 10k is very special to Chestnut Tree House as it was our original fundraising event, which has been running as long as we have.

170-mile relay for Chestnut Tree House

agnar, the world’s largest series of overnight running relays, will be setting up in Sussex for a third time in September this year. And, with general entries now closed, the only way to get a place is through one of their charity partners, including Chestnut Tree House. Over the weekend of September 21st-22nd, teams of 10 will take on the 170-mile Reebok Ragnar White Cliffs relay. Starting in Sittingbourne (Kent), the runners will follow the south coast through the night on a route through Faversham, Ramsgate, Dover, Folkstone, Rye, and Hastings, before coming to the finish line in Brighton. Each teammate will take turns to run three times, with each 3-11 mile length varying in difficulty. To run for Chestnut Tree House, registration is free, with each runner pledging to raise a minimum of £150 in sponsorship. Teams can find out more and apply for a charity place with Chestnut Tree House at www.chestnut-tree-house.org.uk/ragnar

“The event is in its 16th year now, and we wanted to try something new to see if we can get even more people involved. We hope that introducing a 5k option in addition to the existing 10k route, will appeal to first-time runners, or those who have been put off by the distance in previous years.” Registration costs £18 per person for the 10k and £12 for the 5k. www.chestnut-tree-house.org.uk/10k

It costs Chestnut Tree House over £3.9 million every year to provide its specialist care services and less than 6% of that comes from central Government. All care is offered free of charge, so they rely heavily on the generosity of the local community. For yourself. For local families. For living. For the Now. www.chestnut-tree-house.org.uk. Or get in touch on corporate@chestnut-tree-house.org.uk 01903 871846 / 01323 725095

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TECHNOLOGY LEGAL

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BUSINESS SURVEY

Muted growth in new business Private sector output growth weakens in May as new business falls

rivate sector output rose at a weaker pace across the South East in May as new business fell, according to the latest NatWest PMI® data. The rate of growth in total business activity was broadly in line with the muted average seen across the first five months of 2019. New business fell for the second time in five months, and firms cleared workloads at the fastest pace in nearly three years as a result. More positively, business expectations were the strongest in seven months, but still below the long-run trend. The headline NatWest South East Business Activity Index – a seasonally adjusted index that measures the combined output of the region’s manufacturing and service sectors – remained above the no-change mark of 50.0 in May, at 51.0, signalling higher private sector output. That said, it fell from April’s 51.7 and was well below its historic average of 54.9 (since 1997), suggesting that overall growth remained weak. This was a trend repeated across the UK as a whole (50.9). Slower overall output growth reflected a slight contraction in services business activity and a weaker rise in manufacturing production. The latter was driven by backlog completion, however, as new orders at goods producers fell further. Total private sector new business declined for the first time since January, as new contracts at service providers also dipped slightly. With fewer intakes of new orders, private sector firms in the South East were able to complete existing workloads at a faster rate in May. Backlogs declined at the strongest pace since July 2016, with manufacturers again posting a steeper contraction than service providers. The current eight-

month sequence of decline is the longest observed in nearly six years. Despite signs of spare capacity, private sector companies continued to expand their workforces in May. Job creation was registered for the third month running following declines in January and February, although the rate of growth remained modest. Input price inflation slowed for the seventh time in eight months in May, to the lowest since June 2016. That said, the respective index remained above its long-run trend level since the series began in 1997, signalling strong overall cost pressures. Subsequently, companies increased their charges at a solid rate.

KEY FINDINGS • New orders decline for second time in 2019 so far • Slowest rise in input prices for nearly three years • Output expectations strongest in seven months Expectations for business activity over the next 12 months remained positive in May. Moreover, sentiment was the strongest since October 2018. Firms linked confidence to new products, marketing and expectations that political uncertainty will have been reduced by this time next year.

COMMENT

Stuart Johnstone, Managing Director, London & South East, Corporate & Commercial Banking “A renewed drop in new business caused a loss of momentum in the South East private sector in May, with total activity rising at a weaker pace. New work has been broadly ﬂat over 2019 so far, meaning that companies have increasingly relied on clearing backlogs to sustain overall growth of their businesses. The drop in unfinished work in May was the fastest in nearly three years.

“As such, growth of output and employment look unlikely to be sustained in the coming months unless firms receive more new business. Latest data for London provide some encouragement on this front, with activity and new work rebounding in the capital in May. June data will hopefully show some spill-over into the South East. Looking further ahead, firms were more confident regarding growth over the next 12 months.”

METHODOLOGY The NatWest South East PMI® is compiled by IHS Markit from responses to questionnaires sent to South East companies that participate in IHS Markit’s UK manufacturing and services PMI surveys.

INSTITUTE OF DIRECTORS

Diverse inclusion By Dean Orgill, Chairman, Mayo Wynne Baxter

ver the years that I have been writing for this column I have often included a disclaimer that I am by no means an expert on the topic on which I was about to muse. If you have read any of those previous columns you will no doubt have noted that the disclaimer was well warranted. The same applies again for this month. However, although I profess no great expertise on the various subjects what I do have is a curiosity on the topics plus a desire to learn more. Hopefully I can then reflect on what it is that I do not know, and perhaps really ought to know more about. I was recently at an IoD briefing on such a topic which really made me think that there was so much more to reflect upon and learn. I am pleased

to say that the rest of those attending thought the same, and that we all felt that we could have spent twice as long there learning fascinating lessons both about the topic and ourselves.

recruit teams in their own image. After all, if a person has been successful in a role does it not make sense to seek to secure the succession with similar individuals?

The seminar was about how diversity and inclusivity, particularly in leadership groups, can help in strengthening our businesses in many different ways.

In short, probably not. Many factors will have lead to that personâ&#x20AC;&#x2122;s success and the wrong ones may be picked as the key elements. In any event the chances of the circumstances and environment around the people remaining exactly the same are next to nil. There will need to be reaction to different pressures, different markets and different customers and if there is no-one on your team that understands those how can you deal with them?

As a group we had previously heard a lot about such topics but had, perhaps ironically, formed a number of pre-conceptions about what it might mean. Ask yourself, as we did, what are the first words that spring to mind when the topics are mentioned? Do those words themselves reflect an unconscious bias or assumption if you subject them to a modicum of further analysis? We were shown a very illuminating short video of age bias in perceptions. Most interesting, from my perspective at least, was that it showed the preconceptions of capability and assumptions made incorrectly by 20 somethings in respect of those over 50. It is not just those of us who might be male, pale and stale that will make short-cut judgments based on preconceptions and group-think.

Furthermore a different perspective on the same issues will always help you, collectively, towards a stronger decision and more resilient decision. Including more perspectives to consider will give a wider range of options, and in a fast-changing environment that has to be a benefit to all. Just a thought Does your team lack a perspective that would really beneďŹ t its outlook?

www.iod.com

But why should we care? Many, often successful, managers will happily

Goal setting, mental toughness...

And the manager’s role Always keep the big picture AND the short term in mind, says business author and consultant Scott Blanchard My clients referred to what they call “mental toughness”: the ability to keep performing when things change, go sour, or take longer than planned. Early in the process, teams are primed with the mindset that things aren’t always going to go smoothly—and they are given ways to respond in the moment to achieve the best possible result. Goal setting is not meant to be static. If the team is stuck or heading in the wrong direction, the manager works with them to restate the goal and make adjustments. When a team is focusing on something new or challenging, frequent check-ins with the manager are essential. As the team gains confidence and demonstrates competence, these meetings can be scheduled further apart.

Ken Blanchard (left) with son Scott

eaders who are the most effective at managing the performance of their people keep two things in mind: The big picture — why we are doing it and what matters about it?

1 2

The short term — what do we need to do now to move forward toward the larger goal?

An example of this process

I just finished some work with a fairly large organisation that has sixteen general managers. I asked if I could interview two of the GMs who were achieving the best results. Even though I interviewed them independently, their approach to goal setting was remarkably similar. Both of these GMs set big goals and have clear expectations with their peo-

ple that the goals will be met. They also stress the importance and discipline of a weekly Monday meeting to discuss with their team what’s in front of them this week, what they can handle, and what they need to do to accomplish the larger goal. They succeed in the long run by focusing on the short run and connecting the two. Successful goal setting is about resilience. Rarely do things go exactly as planned. But too often when things go awry, instead of talking about what can be done to get things back on track, people come to a full stop.

In both our SLII® and our First-time Manager programs we teach that once goals are set, managers need to check in with team members on a regular basis to remind them what they are trying to accomplish and why it matters. Managers also need to take opportunities to have praising conversations when things are going well and redirection conversations when things deviate from the plan. Over time, as people become more confident and trusted, the manager can delegate more and pull back on the frequency and intensity of these con-

“Setting goals is a foundation for success and having clear agreements about performance expectations, with regular check-ins, is the process for getting there”

THOUGHT LEADERSHIP versations. As people become self-reliant, the manager can turn over the responsibility for achieving the goals to the individual or the team.

Partnerships in action

When people think about their best manager, it was most likely someone who truly listened, was flexible, acknowledged their work and contributions, and made them feel like they made a difference. It’s about working side by side with people—providing direction and support in a way that lets them grow into their autonomy. For example, when a salesperson is working for a sales manager, their goals are interdependent. As the salesperson demonstrates an increased capacity to achieve the goal, the manager can direct a little less and use more of a coaching style. Instead of telling, the manager is asking and listening. All good performance starts with clear goals. They set people up for success, growth, and development. The goal should be written in a way that illustrates what a good job looks like, documents the milestones to mark progress, and stretches the individual beyond their current performance. Clearly written goals give people a chance to succeed, while vague goals can lead to trouble.

Setting goals is a foundation for success and having clear agreements about performance expectations, with regular check-ins, is the process for getting there. Obstacles that can undermine relationships and results are a lack of clarity and a lack of clear agreement.

tive regard for his or her contribution are building the confidence of the people they manage. It’s important to separate the subject matter from the person. Expressing confidence allows a manager to preserve a good relationship regardless of the type of conversation being held. Expressing confidence in the person builds self-assurance and enthusiasm.

When things really matter, effective managers make the effort to ensure the team is crystal clear on goals and procedures. This takes extra time at the beginning of a project, but it will pay dividends in the long term. Plus, it sets a process in place that the team can use on future projects.

Want to learn more? Contact uk@kenblanchard.com or visit www.kenblanchard.com/Resources

People want to perform for a manager they know has confidence in them. Managers who acknowledge the person and maintain a respectful, posi-

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Health

&WELLBEING It has long been recognised that a healthy workforce has a dramatic effect on productivity, leads to less absent days, increased motivation, company loyalty and overall economic prosperity.

Throughout 2019, this magazine will partner with a selection of major companies in the sector to offer advice on how to deal with the growing crisis of avoidable employee absent days. We intend to lead the way on this subject to aid in the economic prosperity of our region.

HEALTH & WELLBEING Worker performance could increase by

20%

Alcohol sales in Scotland have fallen to their lowest level in 25 years after the introduction of price controls Guardian

Eating a cup of blueberries a day reduces risk factors for cardiovascular disease according to a new study by the University of Anglia

if the fresh air supply, light and temperature control in offices and meeting rooms is improved, finds a new report workplaceinsight.net

“To keep the body in good health is a duty... otherwise we shall not be able to keep our mind strong and clear” Buddha

Sciencedaily.com

People who work long hours have a higher risk of stroke, especially if they work those hours for 10 years or more, according to new research in the American Heart Association’s journal Stroke

“I have always believed that exercise is the key to not only physical health but to peace of mind” Nelson Mandela

Medical Xpress

When workplace stress gets too much... Stress is an experience most of us encounter throughout our lives, and let’s face it - a normal working environment will have times of ‘stress’. By Paul Ollerton, Managing Director at ViiSana Ltd

Paul Ollerton

uccessful businesses seem to manage the fine line between creating a dynamic fast paced business, or one that burns its employees out. The objective of this month’s article is to highlight the importance of supporting and managing the stress present within our workforce, in order to equip employees to cope with the demands placed on them at work.

What is ‘too much’?

Biologically, stress is what keeps us alert to danger, so stress isn’t always a bad thing – as it can help keep you focussed and able to meet a new challenge. But in today’s workplace environment, with ever increasing demands, longer hours, and tighter deadlines, stress can leave our people feeling worried, drained and overwhelmed. It’s when sustained stress exceeds our ability to cope, it stops being helpful and starts causing physical and mental damage.

Showing the signs of stress

Spotting the signs of stress both at individual and team level is imperative to know when to intervene. Does any of the following sound familiar? In individuals • Arriving for work late • Showing signs of nervousness / loss of confidence • Mood swings

• Loss of motivation and commitment to work • Emotional responses – overly tearful, sensitive or aggressive Within teams • Increasing sickness absence • Higher than normal staff turnover • Lower productivity • More internal complaints and grievances • Inter/intra team arguments

Common workplace causes of stress

When looking at a typical workplace, there are common circumstances that

seem to contribute to the signs of a stressed workforce. It is important to consider these and understand that, if left unchecked or addressed, they may develop into a major problem for employees and the business. A recent article published by the American Institute of Stress blames workload for the majority of stress in a workforce, but other commonly reported issues include: Increased working hours If you regularly rely on overtime to meet production of revenue targets, the short-term benefit of increased

HEALTH & WELLBEING earnings will eventually be overtaken by signs of stress. Equally, setting unrealistic targets, will lead to an expectation to work during the evenings and weekends regularly.

an optimum level – all the time! With no room for error or time to re-group and assess performance, it is not surprising that this causes stress across a business.

Uncertainty Fear of redundancy or lack of longerterm career prospects is a major cause of stress.

Tasks that do not engage or challenge It is sometimes unavoidable to create roles that follow a limited process or scope. These typically tend to be the roles that report higher levels of stress, due to lack of control the operator has on the outcome/output.

Pressure to perform It is now commonplace for a business to expect a workforce to perform at

Managers to the rescue Managing stress within the workplace centres around adopting a robust overall approach to health and wellbeing. Promoting good nutrition, and encouraging activity is absolutely key and has been covered in detail in previous issues. Where specific stress related issues have been identified at work, we would recommend the following tactics for organisations and their managers to help ease the pressure. • Stay close. Ensure each team member has a good induction and knows exactly what is required of them. Have regular private 1-2-1s where any issue can be discussed and put health and wellbeing on the agenda at team meetings. • Lead by example. Taking care of yourself as a manager is the best way to influence the cultural behaviours that are set. Visibly doing so shows your team that it’s ok for them to do the same. The obvious but often overlooked examples include staying at home if you’re unwell;

Contact us… ViiSana specialises in implementing wellbeing programme through the implementation of company-wide Vitality Life and Health insurance. If you would like to discuss your company’s individual health concerns/challenges, or

trying not to email employees outside of work hours; respect people’s annual leave by not making any contact at all. • Review regularly. It’s important to understand people’s individual workloads, duties and responsibilities – and to change them if they are unachievable. This can be as simple as watching out for people working excessive hours which might highlight where support or development is needed to work more effectively.

It’s far more productive to focus on the results, rather than a rigid environment. If you have lots of home workers, give them the opportunity to form relationships with their co-workers, or give those who work in a busy team occasional access to work in a quieter environment.

• Offer a ﬂexible environment. If your people can achieve their objectives working from home once a fortnight, then let them! Or if a team member with young children would be less stressed if allowed to start early and leave to pick the children up once a week, let them!

if you would just like to discuss ideas for implementing a programme at your business, please get in touch: Email: paul.ollerton@viisana.com Phone: 0333 772 0761 Twitter/Instagram/Facebook/LinkedIn

Your mental health as an entrepreneur Shedding the light on mental health and entrepreneurship. Here’s how to look after your wellness as a business leader

Get a hobby. Due to the heightened risks of running your own business vs working for someone else, it can be difficult to switch off and put work aside outside working hours. Many successful entrepreneurs have a physical hobby completely unrelated to their business, allowing them to switch their mind from work to play and leave the stress behind when it gets too much.

ental health in the workplace is now a common theme, with many businesses incorporating employee wellness programmes and providing flexible working schemes. But what about entrepreneurs? From starting on their own with low resources to working with a small team, high pressures, and a lot of responsibility, it’s no surprise perhaps then that 58% of entrepreneurs suffer with mental health issues, that’s more than double compared to the general population. Is it just a coincidence that the world’s greatest minds are sometimes the ones that struggle the most? It’s possible that mental illness and entrepreneurship are even more closely linked than we had thought. According to psychologists, people who are creative and motivated (traits commonly found in entrepreneurs) are more likely to have strong emotional states and therefore more likely to experience mental illness. The very behaviours that make life seem unusually difficult sometimes are the same ones that tend to help entrepreneurs accelerate along their fast-paced journeys. In a way, the struggles of mental health may be incubating tremendous creativity that gives way to new ideas and solutions.

Practice mindfulness. Any successful business owner you speak to will tell you how important mindfulness is to maintaining a healthy mental state. Whether it’s through meditation, yoga, or simply remembering to breathe or write down your thoughts - practicing some form of mindfulness can help you to step back see things from a fresh perspective. cope with mental health issues is getting worse. This brings us to consider how can we support people to understand their mental health better and in turn be able to cope with challenges better as they arise.

The NatWest Entrepreneur Accelerator in Brighton has started a campaign to support mental health. To kick off their support, they are running an event in partnership with the Prince’s Trust and The Good Business Club where entrepreneurs from different walks of life will be sharing their inspirational stories of how they got to where they are today. In the hope that by bringing people together to share their stories and getting people talking about mental health they can raise awareness and create a sense of community for anyone who feels alone.

“Is it just a coincidence that the world’s greatest minds are sometimes the ones that struggle the most?”

According to Mind, the amount of people experiencing mental health concerns has stayed the same for a long time, however suicide rates and selfharm is on the rise, perhaps denoting that whilst mental health is a consistent issue in society, the way people

So, what can you do as an entrepreneur to look after your mental health? Join a community. Being an entrepreneur can be lonely, surrounding yourself with others who are on a similar journey can be really reassuring and ease the strain you feel from constant obstacles and challenges that are thrown your way as the founder of a business.

‘The stories that made us entrepreneurs’ event will be held in August, you can book via Eventbrite and all ticket sales will go to Mind Brighton & Hove Charity.

HEALTH & WELLBEING

Meditation, mindfulness and a memorable experience Lesley Alcock reviews the launch of Minds Matter Now @ The Grand Brighton It sounds like my kind of group! At the first event in June, we received a warm and friendly welcome from Paula as we were all introduced to one another and treated to a complimentary continental breakfast, while we studied the Wellness Day Itinerary and got to know each other. The Women’s Wellness Day at the Spa at the Grand was a wonderful mix of meditation and mindfulness with Paula, yoga with Anna Sugarman and nutrition, health and fitness advice from Livia Francis.

fter successfully forging a career in the corporate world of PR and marketing, a family tragedy prompted Paula Seabourne to re-assess her priorities back in 2013. She qualified in Stress Management and Mindfulness Teaching, and then launched Minds Matter Now. Her driving passion was to help people develop the resilience to deal with the stress and anxiety that most of us encounter in everyday life. The key, she believes, is to find the right balance and a sense of freedom in both work and home lives. Her latest venture is to launch a female members club, located at the sumptuous spa in The Grand Brighton. Minds Matter Now @ The Grand Brighton is a member’s club for caring, passionate, like-minded ladies who desire the best for their wellbeing. It’s for women who realise that time out for themselves is not a luxury but a necessity; encompassing mind, body & spirit whilst supporting each other. It’s for women who want to be inspired, embrace life (or want to again!) and restore balance to their lives.

ception hosted by Jackie Knight, a registered nurse with over 20 years’ experience in the cosmetic surgery industry and owner of A New You. My verdict? This was a truly wonderful and memorable experience. Paula was the perfect hostess and worked tirelessly to ensure we had an amazing day. There will be up to 16 female members per event and six events in total per year. This is a lovely event to look forward to and a ‘must’ to take time out of your busy schedule.

Unsurprisingly, it didn’t take long before we were feeling rejuvenated, calm and very, very relaxed! We enjoyed a delightful two course lunch in the Conservatory which had been reserved exclusively for our group. There was plenty of free time for relaxation in the chill out room, and we had full use of the thermal spa and the sauna, as well as one of the wonderful spa treatments. The sponsors for the day were ‘A New You’, an independent and CQC registered cosmetic surgery clinic based in the centre of Brighton, and Electric Hairdressing who have six leading salons across the country. Created by award-winning British hairdresser Mark Woolley, it has been hailed as the UK’s most exciting hairdressing brand. Paula and her sponsors treated us all to a fabulous goody bag. To close the day there was a fizz re-

For membership information please visit www.mindsmatternow.co.uk. Also check out: www.annasugarmanyoga.com www.fitfreedom.co.uk www.electric-hair.com www.a-newyou.co.uk

Will agile working be the new norm? A

t the moment we talk about agile working as an appealing alternative to standard 9-5 office life. But in the future agile working may well be the standard. Will we need to talk about flexible working as a perk, or will a greater level of freedom simply be expected? And if so, how do we keep our workers safe, healthy and productive when they’re out of sight and out of typical work set-ups?

that from well-publicised research, and inflexible policies and micromanagement can create a tense working environment. Agile working is all about having the freedom to choose how, when and

benefits. People want to work for them and stay working for them. Staff feel valued, trusted and loyal. Everyone enjoys a better work-life balance, which alleviates stress and, if the extra time is spent wisely, can enhance physical health. Time once spent sitting in a traffic jam can now be spent in the gym, or on a dog walk, or taking the children to school. The key is to instigate agile working properly, with thought, planning and appropriate infrastructure. You can’t take away employees’ workstations, give them a laptop and expect them to be happy with it. Agile working is about making informed choices. What works for one person might not work for another — and this applies to hot-desking and home-working too. Not everyone thrives when they’re left to their own devices so it’s important to support staff as individuals. Communicate with and involve employees in the decisions that affect them.

“92% of Millennials identify flexibility as a top priority when hunting for a job”

The move to agile isn’t just a myth: it’s really happening. According to one recruitment survey, 92% of Millennials identify flexibility as a top priority when hunting for a job. It doesn’t take a study to know that people typically enjoy having a say in how they spend their daily lives. Sitting all day is bad for us — we already know

where we work — not just to make the working day more enjoyable, but to noticeably enhance performance and boost organisational productivity. After all the happier the worker, the higher the quality of work produced. Agile organisations are noticing the

Our job at Posturite is to give people the tools to make healthy choices about work. This is a broad description of what we do, but it tends to involve the provision of ergonomic equipment, workstation assessments, training, and the dispensing of expert advice through our consulting service. Our recently launched e-learning course WorkRite Agile shows agile workers how to incorporate healthy

HEALTH & WELLBEING

behaviours into their everyday working lives, from identifying health and safety hazards in a range of environments, to working more physical activity into the day. How often should we get up to move around? How can we reduce the risk of developing back pain or RSI when we work at a desk, or in a cafe, or on a train? These are the small but signifi cant elements of our working lives that we all too often ignore, and which can result in costly injury and time off sick.

E-learning is the perfect format for agile workers because it takes place online in a single system managed by admin members (either someone in your company, or by our own WorkRite support team). Training data is collected and stored securely for easy reporting. Automated emails are sent to remind staff to complete their training. The course itself is a game-changer in terms of usability, taking users on an interactive and personalised journey through their most common working environments, including:

We know that training staff, especially staff who may not always be in the same place, can be a massive challenge.

• In the office (including hot-desking) • At home • On-the-go

If your employees are working in agile ways - perhaps occasionally working from home, or checking emails on the train, then ask them to complete WorkRite Agile. They will learn about suitable ergonomic positioning, posture and healthy working habits so that they can protect themselves from the work-related MSDs and other health issues that cost companies millions each year. If you are interested in seeing WorkRite Agile for yourself then we would love to arrange a free demo for you. Simply contact our team at support@ workrite.co.uk and they will set you up with a no-obligation account. Agile working is still in its infancy but over time, with younger generations joining the workforce with new expectations, it’s bound to become standard. Make sure you’re prepared for the risks with WorkRite Agile.

Find out more at www.posturite. co.uk/workrite/workrite-agile/

Health &WELLBEING Be at one with nature

‘F

orest bathing’ for just two hours a week may be a “crucial threshold” for promoting physical health and mental wellbeing, according to a large-scale study led by British scientists. Research, led by Exeter University, shows that people who spend at least 120 minutes in nature a week are

news

“significantly more likely” to report good health and higher psychological wellbeing than those who don’t visit nature at all during an average week. But no such benefits were found for people who visited natural settings such as town parks, woodlands, country parks and beaches for less than two hours a week.

Gender plays a role in memory

person’s biological sex may play a role in the ability to recall episodic memories, according to new research from the Karolinska Institutet in Solna, Sweden. The findings, indicate that women are better at remembering certain types of episodic memories than men. Specifically, women appear to be better at remembering speech, where they left an object, and what happened in a movie and they are also more apt at remembering faces and sensory images. Men, on the other hand, seem to be better at recalling abstract information and navigational data.

Source: Medical News Today

Bursting the ‘diet’ bubble

ew research suggests fizzy diet drinks could increase your risk of stroke, heart disease and even early death. The large study, involving more than 80,000 women in the US, found that drinking two or more diet drinks a day increased the risk of stroke by 23%. Compared with women who consumed diet drinks less than once a week or not at all, women who consumed two or more artificially sweetened drinks per day were also 29% more likely to develop heart disease and 16% more likely to die from any cause.

Source: Huﬃngton Post

Work less to boost the brain

he benefits of employment on mental health might be gained from just one day’s work a week, research suggests. Unemployment has been linked to poorer mental health, with experts suggesting part of the reason could be that work offers benefits including time structure, social contacts and a sense of identity. However, Brendan Burchell, a co-author of the research from the University of

The cherries are on top

t’s the season of the cherry. Not only are they delicious and highly nutritious, they are also packed full of vitamins, minerals, and plant compounds with powerful health effects. They contain an array of powerful plant compounds that can help reduce inflammation, and eating them may improve sleep,

boost heart health, and speed recovery after exercise. Their high antioxidant content may help combat oxidative stress, a condition that is linked to multiple chronic diseases and premature aging. Source: Healthline

Cambridge, said: “Nobody seemed to have said how much of it you need to get those benefits.” Now researchers say they have found a positive impact on mental health on moving from unemployment to a paid job, and that this boost is gained from working just eight hours a week, and there is no extra mental health benefit from working longer than this.

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T What does your office mean to you? Daisy Wood and Sam Beard, from the Sussex Innovation Facilities and Community team look at how they have had to adapt their offering to match the changing expectations of workspace through the years

Co-founders of Inset Online, Sarah Windsor and John Burton

he importance of a physical space to the business based in it has historically been overlooked. From ease of communication through to mental well-being it can have a surprisingly dramatic effect on performance. As an incubator and innovation centre that has provided working spaces and offices for more than two decades, the Sussex Innovation Centre has seen a lot of change in the needs of businesses and the market. Back in the far-off land of 1996 when the Innovation Centre first opened, the physical environment for many companies in the South East was almost unrecognisable from today. Without modern wireless and cloud-based technologies, offices were full of large desktop computers and CRT monitors, expanses of filing cabinets, phones

SUSSEX INNOVATION CENTRE and fax machines. Nowadays much of this space is saved and that computing capability has been squeezed into our mobile phones! Due to wireless technologies and the internet, the need to be chained to a desk in a specific location declined, and flexibility in the workplace became popular. While not a new concept, hot-desking and ‘barrier-free’ workplaces are now more prevalent, meaning employees can rock up with a laptop and get on with work almost wherever they are. Businesses expressing an identity has also become increasingly important over the years, with ‘statement offices’ that shout about the occupants’ personality and values becoming more common. Some organisations sought out interesting or quirky buildings to help them put across a unique image, while others capitalised on practical and utilitarian industrial spaces available at a much lower cost. Some gravitated towards the competitive inner-city environment, while others moved into an out-of-town ‘business park’ setting. We’ve become more aware of this contrast since opening our sister site in the heart of Croydon in 2015. Becoming part of this vibrant up-and-coming tech community gave us more insight into the start-up ecosystem with its wealth of co-working spaces. Our new office space offering had to be positioned differently, and this has in turn informed how our Sussex hub has evolved. We’re somewhere between these two worlds in our ‘out of town’ setting, a few miles outside the bustling Brighton city centre, nestled on the edge of the South Downs on the University of Sussex campus. Being based at a university has an impact on the personality of our building, as does its age. It was built in the early ‘90s and extended in the early ‘00s – when ‘innovation space’ was a

new concept, and providing space for multiple computers was futuristic thinking. We’ve had to continually adapt and transform the framework we have into an environment that fits today’s needs. Our offices come in all shapes and sizes but are essentially a blank canvas, empty rooms on to which each company can imprint their own image. They can create meeting areas, chillout zones - even music studios - to suit the company and its employees. One of the biggest recent changes to our working environment has been the refurbishment of our reception area. Our front of house is our members’

opportunity for knowledge sharing, collaboration and mutual support; we’re learning that just holding a networking event isn’t always enough. Feedback we’ve received in a recent member survey shows that going along to an event on your own, even if it’s just along the corridor, can be quite daunting. We’re now trialling a more casual, no-pressure approach. Our recent drop-in members’ breakfast proved far more popular than past events marketed as networking opportunities. Social events on a theme also work well, such as our International Women’s Day lunch last year which brought together the women (and

“People’s expectations of workplaces have got higher. Space needs to be functional and fashionable, open and collaborative but with areas for deep concentration” front of house and we have a duty to represent them as well as ourselves. With the wide array of companies based at the Centre - innovation and ambition are the only constants - it’s been essential to maintain an element of neutrality. While a fireman’s pole into reception might convey the feeling of fun that a games developer may want to portray, it might not be so fitting for the drug discovery company down the corridor. The transformation took place last year; we modernised the space to create a professional impression for visitors, but more importantly, a useful space for our members. With the addition of high benches, meeting tables, charging points, TV screens and privacy booths, the space can be used for break times, informal meetings, presentations and events.

men) of the Centre in support of the #BalanceforBetter campaign. Uniting people with a common passion, business related or not, can facilitate potential business opportunities. It’s undeniable that people’s expectations of workplaces have got higher. Space needs to be functional and fashionable, open and collaborative but with areas for deep concentration. AI, AR and VR are going to have a huge impact on working styles in the near future, with virtual meetings replacing video conference calls and automation meaning even less physical presence is necessary. It’s hard to say what demands these changes will make of workspace but we will be ready to adapt once again. www.sinc.co.uk

Creating communal spaces encourages collaboration, fitting with the working practices that businesses want. Fostering that collaboration isn’t always easy, even if the space is designed for it. The main appeal of Innovation Centre membership is the

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BUSINESS EVENTS

An innovative day Business innovation is thriving in Brighton at the Let’s Do Business Exhibition

New for 2019 was the addition of two panel discussions as part of the popular seminar line up. The panels featured representatives from funding initiatives and local businesses discussing funding innovation and accessing innovation support. Other speakers on the day included Garry James of Switchplane who discussed the future of social media and Mark Bellinger of Showstorm discussing virtual and augmented reality. This year saw hundreds of visitors pre-register for the exhibition as well as further delegates arriving on the day. The launch of Clean Growth UK, an initiative involving the University of Brighton

et’s Do Business Brighton, in association with PRG Marketing Communications, took place at the Amex Stadium in June, and this year featured an exciting innovation zone. Exhibitors and visitors from across Sussex, Gatwick and Kent were wowed by demonstrations of the latest in cutting edge technology in the zone, which was sponsored by East Sussex College Group. These included leading VR and augmented reality company Showstorm launching their All Senses Immersion virtual reality and the University of Sussex showcasing Quantum: the computer that could change our lives. There were interactive experiences for guests on the day including RFID wristbands, an interactive discount rickshaw and a 3d printer. There were also experts on hand all day to discuss everything from innovation in education, innovation in the workplace and innovation for tackling a timely issue; climate change.

by three universities including the University of Brighton, and aims to help businesses tackle climate change. Zoe Osmond, Director of Green Growth Platform also spoke about innovation and climate change at the exhibition as part of the accessing innovation panel discussion. Leading business advisory firm and headline sponsor Quantuma had business experts on hand to discuss

Let’s Do Busines Revolut

Sean Dennis, Deputy Chief Executive at the Let’s Do Business Group said ‘This year we once again collaborated with PRG Marketing Communications to bring the Let’s Do Business Brighton exhibition back to the AMEX Stadium. The theme of innovation this year proved to be very apt and we are glad the expo represented the diversity and Secure your spot among some of the innovation demonstrated by businesses in Sussex, Gatwick and the South forward thinking businesses in the are East.

Benefits include access to key decision

‘The panel and discussions to this fromnew Sussex the South East, the ch year’s seminar proved explore the latest innovations and to p a popular and thought your business to the best in Brighton! provoking addition to the event. We’d like to thank all of our sponsors, speakers, exhibitors and visitors for once again making this year’s Let’s Do Business Brighton event a success.’

“Over 80 exhibitors were on hand on the day to meet key decision makers from the region”

The expo also featured the launch of Clean Growth UK, one of the show’s headline sponsors. The initiative is led

maximising business value, and Adrian Howells, Quantuma’s Director of Corporate Finance chaired the panel discussion on funding innovation. The theme of innovation ran throughout the exhibition exploring encouraging innovation in the workplace and streamlining processes.

Thursday 13th June 2019 The Amex Stadium, Brighton

To find out more about the Let’s Do Business Group, please visit www.letsdobusinessgroup.co.uk

Over 80 exhibitors were on hand on the day to meet key decision makers from the region. The all new exhibition also featured a work zone, enabling visitors to keep in touch with the office throughout the day.

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Welcome to our third instalment of the latest business appointments and promotions across the business world; see who’s doing what and where, including those ones to watch How do you cut through the white noise of recruitment? You lower the volume. At Harvey John, recruitment is far from a transactional service. It’s about fostering long-term partnerships within our core markets. Quality over quantity. Specialising in Accountancy, Tax, and Legal since 2004, Harvey John are an international recruitment firm with two offices in the heart of Brighton and a team of 15 individual skill-sets, each united by a shared vision of how recruitment should be. By immersing ourselves in every corner of these markets, we maintain an incredibly niche expertise, enabling us to simplify the most complex of searches. And whether that assignment takes us across Sussex, London, Europe, Asia, or the Americas, our deep sector knowledge - paired with our multi-faceted methodology means that we provide local solutions on a global scale. And so, by lowering the volume, we strip ourselves from unnecessary pressures and, in turn, become a trusted partner to companies worldwide. Contact us Tel: 01273 820808 Email: info@harveyjohn.com www.harveyjohn.com

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Eastbourne REVOLUTION

The Eastbourne landscape is undergoing a quiet revolution, with hundreds of millions being invested in key projects

he Arndale Shopping Centre has been successfully extended and rejuvenated, with a fresh new rebrand, the Devonshire Quarter project has created a cultural destination hub and another shopping centre has also benefited from an injection of new shopping units and a 24-hour gym. Over the following pages we take a closer look at these exciting projects - all of which represent a huge vote of confidence in the town.

The Beacon shines bright

The face of shopping in Eastbourne has been transformed with the opening of the £85 million extension of newly rebranded shopping centre, The Beacon. This month, the state-of-the-art eight screen Cineworld is due to open in the extension on July 12th, in time for the highly anticipated live action adaption of Disney’s The Lion King. New signings just announced for the first floor of the extension were Taylor’s Restaurant and Sports Bar and The Bok Shop, a gourmet fried chicken restaurant. Both restaurants are independents. Taylor’s will be run by Mark Taylor, son of Colin and Sharon Taylor, who own well-known restaurant Shades in The Beacon. The Bok Shop, is a Brighton-based business run by Howard

Kaye and Jamie O’Mara, and Eastbourne will be their second restaurant. The first phase of the extension was opened just before Christmas with the arrival of H & M, Next, FatFace, Schuh, Jack Wills, New Look, Flying Tiger and Paperchase. Their opening also marked the switchover of the former Eastbourne Arndale Centre to The Beacon with the launch of a brandnew website and the changeover of all social media channels and signage. Earlier this year saw the opening of Nando’s, the first restaurant on the extension’s first floor and further stores included the UK’s leading parent and baby retailer Jo Jo Maman Bébé and worldwide fashion jewellery brand Lovisa.

The 170,000 sq ft extension is being funded by Legal & General. The offi cial two-day launch of the new Centre, with a packed programme of exciting attractions, will be held in the summer. Andrew Rice, Fund Manager at Legal & General, said: “Eastbourne is really bucking the trend in the UK with this development. Local people have been waiting for a long time for this and we were delighted to open the first part of the extension before Christmas and now look forward to the opening of Cineworld in July that will bring an exciting night-time economy to the town.” “We continue to work hard behind the scenes to bring more stores to Eastbourne and expect to announce new names soon.”

FOCUS ON EASTBOURNE The Devonshire Quarter project

he £54million Devonshire Quarter project is almost complete and is set to put Eastbourne on the map as a top cultural, sporting and conference destination.

Eastbourne Borough Council’s ambitious transformation has encompassed major improvements to the international tennis centre at Devonshire Park, the beautiful listed theatre buildings and a new Welcome Building providing superb conferencing facilities. Newly opened in time to be a support venue for last month’s tennis international tennis tournament, the Welcome Building provides conference halls, break out and hospitality areas, the site’s central box office, and a fully accessible entrance to the Congress Theatre and Winter Garden. It also boasts a café with views across the lawns opening this month. The building has been designed to maximise natural lighting and the roof is fitted with photovoltaic solar panels as part of the town’s commitment to drive down CO2 emissions. A two-year renovation of the Congress Theatre was completed in March and the Grade II* listed building was re-opened with a spectacular sell-out show by the London Philharmonic Orchestra.

The new players’ village is part of major improvements to Devonshire Park’s tennis offer

There has been much acclaim for the attention to detail in bringing the building back to the glory of its first opening in 1963, while visitors also enjoyed modern enhancements such

undergone internal and exterior refurbishments, including structural repairs to the tower, repairs to the roof, windows and doors, heating improvements and full redecoration. This work has made the visiting experience even better for theatre-goers. Work will start later this year on the Grade II listed Winter Garden. Working in partnership with English Heritage, the historic character of the 1875-built Winter Garden will be enhanced by the reinstatement of its original features and architecture.

The newly-opened Congress Theatre

as new heating and air conditioning. Other behind-the-scenes improvements include a new state-of-the-art lighting bridge and replacement of old electrical equipment. The Devonshire Park Theatre has

Meanwhile, tennis facilities both on and off court have seen considerable improvements including the building of a new players’ village, a new show court and state-of-the-art irrigation system. In addition, extra practice courts have been seeded and will be ready for the next international tournament in 2020. Delivered in partnership with the Lawn Tennis Association (LTA), these extensive enhancements were pivotal in confirming the venue for the flagship Eastbourne International Tennis event until at least 2026.

Inside the Grade II* listed Congress Theatre

Outside, a new plaza has been created to provide an attractive gateway into the theatres, conference facilities and Towner Art Gallery, and ensure that Devonshire Quarter is fully accessible to all visitors.

A view of the centre before the building work started

Lift off for Langney

The exciting year-long building project includes the creation of 13 new shops, a 24-hour gym, resurfacing of the car park and an improved layout.

members worldwide and Costa Coffee has been voted the country’s top coffee shop for nine years running. The centre isn’t just about retail – it’s also home to the local library. The centre management team stepped in to help rescue it after East Sussex

A number of jobs will be created as a result of the scheme at the popular district shopping centre in Kingfisher Drive when it opens in September. The centre is already home Centre Manager Neil Avis (sitting) with Chris Willans from the centre’s asset managers Vale Real Estate to more than 30 retailers including Tesco, Poundland, County Council axed a number of loIceland, Peacocks, Card Factory and cal libraries to save money. A band The Works. Outdoor markets every of volunteers formed the Langney Tuesday and Saturday also pull in Community Library CIO (Charitable the crowds. Incorporated Organisation), which is run by a group of trustees, and cenNew stores already confirmed for the tre managers provided a unit rent extension include Home Bargains, free. Costa Coffee and Snap Fitness gym. Home Bargains sells top brands at As well as book lending, the library low prices and is the highest rankhas laptops and offers a printing and ing discount retailer in the UK, while photocopying service. The dedicatSnap Fitness has 2,000 gyms in 27 ed volunteers are also developing countries with more than a million

A CGI of how it is expected to look when completed

a community hub for hire by local groups. Centre manager, Neil Avis, said: “It’s a tricky time in retail across the country at the moment but we’re confident that by investing in our shopping centre and diversifying into other community ventures such as the library, we’ll have plenty to keep our customers coming back.

EASTBOURNE HERALD

eanwhile, a short drive from Eastbourne town centre, work is nearing completion at Langney Shopping Centre’s £6.5 million extension.

“The builders have done an excellent job and are expected to hand over the completed structure to the individual shops ready for them to fit out in August. We’re all looking forward to seeing the finished extension soon after that,” he added.

Langney Shopping Centre first opened its doors in 1973 and is thought to be the first district shopping centre of its kind in the UK. The extension will add an additional 35,000 sq ft to the original structure, taking the total area up to 115,000 sq ft. Talks are already underway for the next phase of improvements at the centre which could include a new health centre.

FOCUS ON EASTBOURNE

True supporters of Eastbourne By Dan Arnott, Truebyte

From businesses of 1 to 200, everyone receives the same proactive and professional support.

ruebyte have 17 years of proven experience in providing IT support services and software development, including website design, for a wide range of clients. The firm are located across three key locations: Bath, London and Eastbourne. The headquarters in Eastbourne serves the local business community from the heart of the town-centre. The Truebyte team can be found participating in a range of local networking events, raising the company profile and connecting with interesting and dynamic businesses. Strong links have already been forged including taking on new IT support contracts.

jargon when delivering support and instead choose to focus on customer care with clear, supportive communication. Truebyte tailor their service to specific business requirements, whether this be remote or onsite helpdesk support.

Truebyte mixes technical excellence with empathy to ensure long lasting business relationships can be built. The team of experts avoid complicated

The company provides support to a wide range of businesses including the legal, architectural, financial, retail, hospitality and marketing sectors.

The software development team has created several successful medical web-applications, serving millions of patients nationwide. The website development service has also continued to grow, providing affordable and elegantly designed responsive websites for a range of SME clients. Truebyte are targeting growth in 2019 and plan to further establish themselves as a trusted supplier in the Eastbourne area.

For more information please contact Head of IT Services Dan Arnott on 01323 33 22 11 or email hello@ truebyte.co.uk

IT SUPPORT YOU CAN TRUST Call today for a free consultation 01323 33 22 11 hello@truebyte.co.uk www.truebyte.co.uk 68 Grove Road, Eastbourne, BN21 4UH

FOCUS ON EASTBOURNE

Business in Eastbourne

by Christina Ewbank, Chief Executive of Eastbourne unLtd Chamber of Commerce

ell, what a busy few months for the Eastbourne unLtd Chamber of Commerce! May saw us present the Best4Biz Conference in Uckfield for all the Chambers of Commerce in East Sussex supported by East Sussex County Council and Rix & Kay solicitors. Over 230 business leaders came together with local authority leaders to see a wide variety of excellent speakers and panellists talking about scaling-up business. Conversations included mental wellbeing at work, overcoming barriers to business, improving the A27, Gatwick expansion plans, funding and, most importantly, how to achieve growth by creating a high performing team of people who deliver world class customer service. We were fortunate to hear from Andrew McMillan, the executive responsible for developing the “Customer Experience” at John Lewis, Tim Norwood the architect of the Master Plan at

Gatwick Airport, Lord Lucas on regenerating seaside towns, Huw Merriman MP and Transport Select Committee Member, Ian Fletcher-Price of Posturite, Nikki Gatenby of Propellernet, Michael Dale of Firebrand, Joel Fielder of Switchplane, Mark Bridgland of BMW & Mini and Eastbourne MP, Stephen Lloyd. The conference started with an excellent Mental Wellbeing at Work networking breakfast with over 95 business people. This was a precursor to the Mental Wellbeing Conference in Eastbourne on October 16th at the Devonshire Park Welcome Centre. We learnt that three out of five people suffer mental health issues brought on by work so join us in October and find out how to reduce these numbers.

ack in Eastbourne we held the first Bike Nite in Terminus Road in April. We close the road at the seafront end on the last Wednesday of every

month, provide live entertainment and welcome up to 300 motor bikes to the town. More information here: https:// en-gb.facebook.com/EastbourneBikeNites/ We have also run several business networking events including a business breakfast with a theatrical excerpt of Shell Shock at The View Hotel and a speed networking event with Crowborough, Uckfield, Hailsham, Seaford and Sussex Chambers of Commerce. Over 95 business people from across the county attended the speed networking and several said “this is the best networking event I’ve ever attended!” Finally, cyber security remains a concern as we learnt of an email breach while we were setting up the Best4Biz Conference from our advisers, the turremgroup. They told us that one of our email addresses had appeared on the dark web with passwords and personal data, so we shut it down immediately. It was therefore timely that our member Southern IT ran another Cyber Security Seminar in May to help members tighten up their cyber security.

Matt Harquail

If you would like to know what’s happening in Eastbourne join Eastbourne Chamber from as little as £59.00 per year plus VAT.

Andrew McMillan

www.eastbourneunltd.co.uk/how-to-join

Matt Harquail

BUSINESS SURVEY

Best4Biz 2019 review By Emma Pearce

he eagerly awaited Best4Biz conference took place in May and over 230 business leaders attended. The event is one of the leading business conferences in East Sussex. It has a reputation for excellent speakers and panel discussions with key council decision makers, MPs and business support organisations.

health at work conference Eastbourne’ on Eventbrite to find out more.) The main conference highlight for everyone was the respected international speaker, Andrew McMillan. He talked about ‘Growth through World Class Customer Service’. As former Head of Customer Service at John Lewis, along with being a consultant in employee engagement and customer experience for global brands, he shared many valuable insights.

The theme of this year’s event was scaling up your business and how to overcome barriers to growth.

• Estimates suggest poor mental health costs employers £1,205£1,560 per year per employee They also advised about a Mental Health at Work Conference on October 16th in Eastbourne. It’s free to attend and will include excellent advice on how to spot warning signs of mental health concerns, support your staff and much more. (Search ‘mental

• Find your Why? – What is it that you do that makes a difference to your customers in terms of customer service? • Excellent customer service - Can you empower your staff and enable them to respond quickly? Can they do what they think is right to give a good experience? You will need “structure to have spontaneity.” It’s all about “brilliant basics” and “magic touches” – it’s simple in some ways, but not always easy to execute. The entrepreneur panel added further ideas for staff engagement including having fun with staff through social and sporting activities, ‘walking the floor’ to regularly be seen and chat to staff, a ‘no bullshit’ policy, giving time to staff to learn new skills and personalised special rewards.

Stephen Lloyd, MP for Eastbourne and Willingdon, opened the pre-conference breakfast workshop on mental health in the workplace. The County Council’s Public Health team went on to reveal some serious statistics about mental health including: • Three out of every five employees report experiencing mental health issues because of work

help determine if that person will fit

Key takeaways were: • Employees before customers – give your team members a fabulous experience and that will reflect out to the customer experience they provide to your clients. At John Lewis this included making staff shareholders and regularly listening to them and implementing their ideas • Hire by attitude – employ people by design. Ensure job descriptions reinforce your values. Be clear on the personality of your business and the customer experience you strive to provide. Use interview questions to

The event was hosted by ACES – the Alliance of Chambers in East Sussex and had several sponsors including East Sussex County Council and Rix & Kay Solicitors LLP. The management of the day was undertaken by Carrot Events who delivered a slick conference programme of speakers and panellists on the stage. www.acesalliance.org Emma Pearce is a marketing consultant specialising in marketing planning, outsourced marketing services and social media training www.pearcemarketing.co.uk

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