PLATINUM BUSINESS MAGAZINE - ISSUE 33 by Platinum Media Group

The Largest Circulation Regional Business Publication in the UK

Exclusive Interview

ROB ANDREW

PLATINUM

ISSUE 33. 2017

EPISODES OF STEPHEN MANGAN

The rugby legend leading Sussex Cricket

This yearâ&#x20AC;&#x2122;s gdb Awards host

PLATINUM OMAN

SUSSEX ECONOMIC FORUM

An authentic Middle Eastern experience

Announcing a new business event

MANNINGS HEATH

GOLF CLUB AND WINE ESTATE

The Benguela Brasserie - Reviewed

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Welcome

THE BIG INTERVIEW

WHEN CRICKET MEETS RUGBY Rugby legend Rob Andrew takes over as Chief Executive at Sussex Cricket

22 28 36 44

At a Glance 6

Local & National News

NatWest - Agricultural News

Rob Andrew Interview

Jim May Interview

Stephen Mangan

Gatwick Diamond Business Awards Finalists

Kreston Reeves - Modern Slavery Act

RED BALL / WHITE BALL

30 Carpenter Box - A Euro view

Sussex Chairman, Jim May, on the modern cricket revolution

Rawlison Butler - Succession Planning

DMH Stallard - International Trade

Vantage - Directors’ Insurance

CEO Fight Club

Yelo Architects - Virtual Reality

Storm Creative Upgrades

Travel - Oman

Gatwick Airport News

DIRECTORS’ INSURANCE

Sussex Economic Forum

A limited company only gives you limited protection

Sherrards - Employment Law

ACAS - Conciliation

IT News

Nova - Don’t email the dead

Motoring

Brighton Motor Show

Platinum Classics

THE MODERN SLAVERY ACT Why it affects you

OMAN - BOUTIQUE BUSINESS A more authentic Middle Eastern experience

70 Table Talk - Including Mannings Heath

SUSSEX ECONOMIC FORUM Announcing a new business event

review

Hurstpierpoint College - Flexi-boarding

Chambers of Commerce

Anger Management

Institute of Directors

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PLATINUM PUBLISHING G R O U P

Issue 33 - 2017

A word from the Editors This month we are delighted to bring you an exclusive interview with Rob Andrew MBE. After an illustrious career in top flight rugby, Rob has now taken over as the CEO of the Sussex Cricket Club and we tackle him on the obvious question - why? The Brighton & Hove Motorshow is roaring along with over 10,000 tickets registered already and well on the way to the expected 20,000, that will make this one of the best attended such events in the country. If you have not registered for your free tickets, do so now. Rose has been in Oman looking at the MICE opportunities in the desert Sultanate and Amanda has been busy eating and drinking her way around the South East and has just announced that she is to open her very own restaurant - there’s one we will not allow her to review! We chat with Harry Sherrard from Sherrards Employment Law, NatWest are looking for farmers and Kreston Reeves are looking at slavery. We also chat with Stephen Mangan, from BBC Episodes fame, as he will be the compere for the forthcoming Gatwick Diamond Business Awards on March 16th. If you don’t have your ticket yet, that’s too bad as they have all been snapped up but we have listed all the finalists so that you can at least feel like you are at the event of the year. Maarten has been unbearable as he has been proven right - see what he means in Anger Management and we bring you the runners and riders from the Sussex Food & Drink Awards proving that the gastronomic scene in Sussex just goes from strength to strength. As if to endorse that point, we also review the East Sussex National and the new restaurant at Mannings Heath Golf Club and Wine Estate. Sod the diet, we are having fun………

Maarten & Ian Platinum Business Magazine March 2017

The Team

Maarten Hoffmann – Director maarten@platinumbusinessmagazine.com

07966 244046

Ian Trevett – Director ian@platinumbusinessmagazine.com

07989 970804

Lesley Alcock

Amanda Menahem

Kate Morton

Business Development Director

Food & Drink Editor

Copy Editor

Rose Dykins

Julia Trevett

Sarah Walker-Bennett

Amanda Spicer

Travel Editor

Accounts Manager

Event Photographer

Head of Design

News

LOCAL NEWS ELISABETH ELECTED Mazars, the international accountancy firm, has announced the appointment of their new Executive team in the UK, including a representative from the south east. Phil Verity remains as the firm’s Senior Partner in the UK, and he will be supported by the new Executive team which comprises of Mazars partners Elisabeth Maxwell, Tim Davies, Alistair Fraser, Nigel Grummitt, Jac Berry and Ian Wrightson. Collectively, the team will be responsible for the further development and implementation of the firm’s UK strategy, ensuring the ongoing excellence and quality for Mazars’ clients and teams. Elisabeth Maxwell is currently Managing Partner for the firm’s Southern Region (Sutton, Poole and Bristol offices). Based in Sutton her role will be to further drive innovation throughout the business. She said: “I am extremely passionate about the Mazars brand and am delighted to be welcomed as a member of the new Executive Board. I am keen to bring dynamism to the team and make a real difference to the ongoing development of the firm. The key areas I am looking to focus on in my role include helping to transform Mazars through innovation, encouraging gender diversity and making sure all teams feel involved and part of the firm’s success. We live in a world that is moving fast and it is vital we lead the way with regards to innovation and finding new solutions for our clients.”

ROYAL GEOGRAPHICAL SOCIETY AWARD Milo Nicholson, an A-level student at Hurstpierpoint College last year, has won an award for excellence from the Royal Geographical Society.

This financial support has been matched by over £24.8million from local companies, representing a total boost of £30.7million to the county’s economy.

Alongside an A* in Geography, Milo also achieved an A* in Religious Studies and an A in Business Studies in his other two A-level subjects.

Philip Johnson, Director of Locate East Sussex, said: “Hundreds of new jobs have been created in East Sussex and many businesses have been able to fulfil their growth plans. More and more firms are realising this is a fantastic place to do business, with so much to offer from a wide range of affordable commercial property to excellent transport links and an exceptional quality of life.”

Currently studying Liberal Arts with a major in philosophy at the University of Leeds, Milo is considering a law conversion at the end of his degree.

Over 820 new permanent jobs have been created in East Sussex as a result of funding from East Sussex County Council and the Government’s Regional Growth Fund. Since February 2014, some £5.8million in grants and loans has been provided for growing businesses in the county through a business support programme delivered by Locate East Sussex.

Steve Brace, Head of Education and Outdoor Learning from the Royal Geographical Society wrote: “Very many congratulations to Milo for gaining this award for one of the highest examination marks for A-level Geography in 2016. This is an exceptional achievement and all of us at the Society wish Milo the very best of luck in his future studies and career.”

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JOBS BOOST

A Freudian slip is when you say one thing but mean your mother.

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Among the companies to recently benefit from support from Locate East Sussex are Focus S B, a manufacturer of designer electrical accessories, Urban Jump, a new trampoline and activity centre in Heathfield and men’s online retailer Dobells in Eastbourne.

News

GO WEST

MIDNIGHT SHORTLISTED FOR THREE DIGITAL AWARDS

West Sussex County Council has welcomed the announcement of funding towards several major regeneration and infrastructure projects in the county. The Coast to Capital Local Enterprise Partnership (LEP) has received an additional £60m of government Growth Deal funding to contribute towards projects which will create jobs, homes and business space. Leader of West Sussex County Council, Louise Goldsmith, said: “This is fantastic news for West Sussex and something we’ve been pushing hard for. “This investment, together with funding from the County Council and other sources, will provide a huge boost for our local economy. “We hope it will open up areas such as Burgess Hill, Worthing and Shoreham to allow businesses to flourish, jobs to be created, and new homes to be built.” West Sussex projects to receive funding from this announcement include:• Burgess Hill – a package of infrastructure works and sustainable transport schemes. • Worthing Central (Phase 1) - a comprehensive transformation in the town centre, specifically focusing on Teville Gate and Union Place.

Midnight Communications has been shortlisted for three awards in the forthcoming Sussex Digital Awards 2017. The firm has been recognised for its stellar work in social media on behalf of Arundel Castle in West Sussex, for a campaign which has attracted around 4,000 Facebook fans and 3,000+ Twitter followers with regular creative and engaging posts. Having correctly predicted an increased demand for video content a few years ago, the firm set its sights on incorporating video into the PR campaigns for several of its clients. Now it has been shortlisted for ‘Best use of video for business’ on behalf of Play Unified, a Special Olympics GB campaign, and BRITA Vivreau, a global manufacturer of purified drinking water systems. “We’re thrilled to be recognised for our digital work,” said Account Director Flo Powell, who heads up the Arundel Castle and BRITA Vivreau campaigns. “Midnight celebrates 22 years in business this year and we are still ahead of the curve - as being shortlisted for these awards clearly shows.” Established in 2016, the Sussex Digital Awards is part of series of similar schemes which reward innovation and progressive thinking by businesses, individuals, events, charities or educational establishments.

• Decoy Farm, Worthing – will unlock a former landfill site near East Worthing Station to become commercial business space. • New Monks Farm, Shoreham – improvements to the road network to unlock major development for the town.

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Show me a piano falling down a mine shaft, and I’ll show you A flat minor.

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News

LOCAL NEWS SHARK BITE!

GREATER INVESTMENT IN GREATER BRIGHTON

BITE, MHA Carpenter Box’s one-day flagship event for entrepreneurs and businesses interested in growing their bottom line, takes place on Thursday 27th April at the Amex Stadium. The keynote sessions at the free-to-attend event are: Shark Tank South Africa’s Marnus Broodryk Marnus Broodryk is a charismatic South African entrepreneur best known as one of the “Sharks” on the Dragon’s Den style reality show Shark Tank South Africa (which Marnus describes as ‘Dragons’ Den on steroids!’). This self-made millionaire joins BITE 2017 to give you an insight into “The Mind of the Successful Entrepreneur”. Alternative Funding panel with Q&A session BITE 2017 also offers an impressive panel of alternative funding and industry experts to provide an insider’s guide to innovative routes to funding. You will also gain insight into how the panel sees the future of funding innovations, the impact of interest rates and other current issues surrounding alternative sources of finance. And there’s more… Along with two keynote sessions, BITE also offers the chance to meet exhibitors whose objective is to make business better. From tech companies to alternative funders, BITE aims to open eyes to what’s out there to help businesses grow. www.carpenterbox.com

THIRD WIN FOR NIK

In a significant demonstration of the Chancellor’s commitment to the Greater Brighton City Region, £48.73million of Local Growth Fund Round 3 is to be invested in the City Region over the coming year, driving key projects forward. Projects include: • Worthing Central Phase 1 - the first phase of a comprehensive and co-ordinated transformation programme of Worthing’s Town Centre, stretching from Worthing Central Railway Station to the Seafront £5.69million • Decoy Farm, Worthing - transforming the site – which has stood unused for over three decades – into one of the most exciting commercial employment centres on the South Coast, providing openings for existing businesses to expand and attracting wider enterprise and investment from the South East and London £4.84million • Brighton Waterfront, Black Rock Site Development, Brighton – delivering a new world class conference and multi-use venue at the Black Rock Site, alongside a major expansion of the city’s retail offer through an extension of Churchill Square shopping centre - £12.1million

Nik Askaroff of EMC Corporate Finance has been crowned Dealmaker of the Year for the third time in a row, cementing his place as the most influential dealmaker in the region. Askaroff scooped the award at Business Insider’s 11th annual South East Dealmakers Awards 2017. The big wins included: Corporate Law Firm of the Year Winner: DMH Stallard Corporate Bank of the Year Winner: Santander Entrepreneur of the Year Award Winner: Tamara Roberts, Ridgeview Wine Estate Young Dealmaker of the Year Winner: Gemma Legg, RSM

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If you don’t pay your exorcist, you get repossessed.

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News

LET’S DO GROWTH

FOUR MORE FOR KNILL JAMES Knill James Chartered Accountants has expanded with the appointment of four new staff members. The Lewes-based firm, which is celebrating its 130th birthday this year, is made up of a growing team of over 60 staff members. Kate Binchy has been appointed as a Senior Auditor, and other new joiners are Rob Tapp, Carolyne Norris and Tracey Tivey. Kevin Powell, Senior Partner at Knill James, said: “This is an exciting time to be working at Knill James as we continue to develop and strive in all areas thanks to our expert workforce whose combined efforts helped us to achieve the title of Lewes Business of the Year 2016, presented by the Lewes and District Round Table.”

Let’s Do Business Group (LDBG) has won the prestigious Growth Champion title in the national 2016 NatWest SE100 Awards. The LDBG team, the leading provider of business advice, training and finance in the South East, was presented with the accolade at an awards evening at the NatWest/ RBS conference centre in London.

Knill James is a founder member of the UK200Group the UK’s leading association of independent chartered accountants and law firms.

Growth Champion is awarded to the social venture which has experienced financial growth over continuous years. In particular, showing growth across a range of turnover categories, and a sustainable business model with diverse income streams.

For more details please visit: www.knilljames.co.uk

Graham Marley, LDBG Chief Executive, said: “It is always great to be recognised for an award, particularly at a national level. I am very proud of the team and the work they do helping hundreds of businesses each year to start up and grow. This award is a testament to their hard work and commitment.” Over the last 5 years LDBG has helped over 4500 businesses to start up and provided finance of over £20m working in partnership with the Government backed Start Up Loan Company and East Sussex County Council. The awards were hosted by Simon Jacobs, Chief Administrative Officer Commercial & Private Banking at RBS, and Chair of NatWest Social & Community Capital. Julie Baker, Head of Enterprise at NatWest RBS, praised the winners for their “determination not just to make money but to make a difference”.

SPARKLING NEW WEBSITE BRIGHTON marketing agency Cobb Digital has been appointed by English sparkling wine brand Ridgeview to create a new website and oversee its digital marketing strategy. The new website project is supported by a grant from the Rural Development Programme for England in partnership with DEFRA and the EU Rural Payment Agency. Mardi Roberts, sales and marketing manager at Ridgeview, said: “2017 is set to be an exciting year for Ridgeview. “We will be focusing on promoting our tourism facilities and direct online sales, so we’re thrilled to have the support and expertise from Cobb Digital by our side. “We are confident this will be a fantastic relationship to enhance our digital communications.” James Dempster, MD at Cobb Digital, said: “I’ve had my eye on Ridgeview for a while now. “It’s an exceptional brand that I know will achieve the success it deserves. “The team’s passion for English sparkling wine is outstanding and I look forward to working with them.”

James Dempster and Mardi Roberts

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Time flies like an arrow. Fruit flies like a banana.

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News

NATIONAL NEWS BOTTOMS UP BRITS

PANTS DOWN

High-end lingerie firm Agent Provocateur could be heading for administration. The European Union is reportedly worried that, ‘British champagne’ and ‘British Parma ham’ could flood the continent after the UK leaves the EU. Under current EU law, more than a thousand food and drink products, 59 of which are British, have a ‘geographical indication status’ (GI), meaning that they can only be produced in officially labelled areas. However, Britain’s impending departure from the EU could allow British companies to violate these protections. According to reports, a violation would mean British firms could potentially start labelling products such as cheese and sparkling wine as British Parmesan and British Champagne, and export them to the continent. In contrast, the report notes, British products would remain protected unless the EU commission decides to repeal the protections.

MONEY TALKS! Santander customers can now make payments to friends by simply asking their iPhone to do it, after the Spanish bank became the first provider to launch voice activated payments in the UK. The bank’s smartphone app also allows customers to see their recent transactions and report a lost card, just by talking to their phone. Unlike HSBC and Barclays, which use voice biometrics to establish the identity of customers calling customer services, Santander users will still have to log in to the app using their passwords, but once they have done so they can start making vocal transactions over their phone. Customers can instruct the bank to pay someone but can only use it to make payments to people on their existing payee list. Transactions appear in real time once payments are made, as if they were being done manually. Although it is only initially available on iPhone, an Android version is currently being worked on.

The brand, which was founded by Vivienne Westwood’s son and is popular with celebrities, has suffered weak sales in recent years and has been hit by a slow-down in luxury high street spending. It is currently majority owned by private equity firm 3i, which has reportedly been trying to sell the company. Restructuring firm AlixPartners has been appointed to lead a sale process, replacing investment bank, Rothschild. Among the five or so bidders is thought to be Lion Capital, the former private equity owner of La Senza and American Apparel, and Alteri. The private equity tycoon Guy Hands, best-known for his ownership of the music group EMI, has also made a late entrance into the auction. Agent Provocateur, once promoted by Kate Moss, has been hit by lacklustre sales and a number of accounting issues, souring 3i’s decade of ownership. 3i said last year that Agent Provocateur had been “impacted by declining luxury spend in a number of its key markets”.

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Whoever said nothing was impossible obviously never tried slamming a revolving door.

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BREATH OF FRESH AIR A new emissions charge is to be introduced in London starting on 23rd October. London Mayor, Sadiq Khan has confirmed his plans for a £10 emissions surcharge, or T-charge, on older polluting vehicles in the city centre. Khan announced the news on the 14th anniversary of London’s congestion charge, calling it the toughest emission standard of any major city. London’s new toxicity charge means cars, vans, minibuses and heavy vehicles that don’t meet the Euro 4/IV emission standard will be subject to a £10 fee to enter the congestion charge zone. This means driving an affected vehicle from Monday to Friday at 7am-6pm will cost £21.50. The T-charge comes ahead of Khan’s plans to introduce the world’s first Ultra Low Emission Zone, which he hopes to roll out as early as 2019. The Mayor has doubled funding for tackling air quality, setting aside £875m over the next five years. “It’s staggering that we live in a city where the air is so toxic that many of our children are growing up with lung problems. If we don’t make drastic changes now we won’t be protecting the health of our families in the future,” said Khan.

FROM RUSSIA WITH OIL

THE EAGLES HAVE FALLEN

David Peattie, the former boss at BP’s Russian operations, is the front runner to take over at the Nuclear Decommissioning Authority (NDA), according to reports. Tasked with managing Cumbria’s Sellafield estate, the NDA is a state-owned body that receives £3bn a year in public money, which amounts to 25% of the budget at the Department for Business, Energy and Industrial Strategy. Today he is chair of Independent Oil & Gas, an AIM-listed firm that is looking to expand through “enhanced development of hydrocarbon reserves and the acquisition, trading and monetisation of licence interests” in the North Sea. If his appointment is signed off by the business secretary, Greg Clark, Pattie will join the NDA at a crucial time for the body. In July last year, the High Court ruled that the NDA had “manipulated” and “fudged” a tender for the cleanup of nuclear waste at the Sellafield site.

The ranking put First Direct at the top, with 91% of current account customers saying it is great, while just 6% said it was ok and 3% said it was poor. It’s the ninth consecutive year it has come first.

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If the grass is greener on the other side, you can bet the water bill is higher.

Barclays Bank has been ranked as the worst current account provider for the third time running. In a survey by MoneySavingExpert. com, 20% of bank customers rated the service as poor, while 42% described the account as ok and only 38% thought that it was great.

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Following at a distance, was Nationwide Building Society, with 77% of current account customers saying it was great, while 19% said it was ok, and 4% said it was poor.

News

NATIONAL NEWS WORKING GIRL Insurance company Aviva, has threatened to terminate contracts with suppliers that fail to promote women to senior roles. Sarah Morris, human resources boss at the insurer, has issued the warning to more than a dozen subcontractors, thought to include recruitment firms, catering suppliers and specialist providers of insurance services. In a letter, she stated that the company’s suppliers were “critically placed to drive the change that is needed in future talent pipelines”, and that, “publicly backing” women’s initiatives would give them a “competitive edge”. The warning was aimed at suppliers that have failed to sign up gender equality initiatives such as the 30% Club campaign and the Women in Finance charter, drawn up by Virgin Money boss Jayne-Anne Gadhia.

PLASTIC FANTASTIC

IT’S LIFT OFF

Lego has been named the most powerful brand in the world, knocking Disney off the top spot. The traditional construction toy, which dominated the play charts last year, scored 92.7 out of 100 compared with Disney’s slide to sixth with 91.3. Google scooped joint second place in the power league along with Nike, and Ferrari was third. But Google took a bite out of Apple’s supremacy to be named the ‘most valuable brand in the world’. With a price tag worth £86.7 billion compared with the iconic iPhone maker’s £84.8 billion, it is the first time in five years that Apple has been knocked off the top of the super brand tree. According to a company superleague compiled by Brand Finance Global 500, Danish owned Lego took the power brand crown following the success of movie spin-off merchandise from Star Wars and Harry Potter to its own Lego Batman Movie out this month. But according to the list, Disney will launch a fight back when the long awaited eighth Star Wars saga The Last Jedi hits screens later this year.

The bill will be introduced to parliament later this year, with specific regulations over issues such as safety and insurance measures to be developed for commercial operators.

❝ The secret to creativity is knowing how to hide your sources.

Britons could be flying to space by 2020 according to government plans, which will allow the launch of space satellites from the country for the first time. Draft legislation, which will also allow for horizontal flights to the edge of space for scientific experiments and the establishment of space ports around Britain, will set out rules and regulations for the sector.

Along with funding for commercial space businesses looking to create space launches in Britain, the government said the new powers could see a commercial spaceflight from a UK space port possible by 2020.

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“We have never launched a spaceflight before from this country. Our ambition is to allow for safe and competitive access to space from the UK, so we remain at the forefront of a new commercial space age,” aviation minister Tariq Ahmad said in a statement.

News

AMAZON AMAZE Online retail giant Amazon has said it will create 5,000 new full-time jobs in the UK this year. The firm said it was looking for a range of staff including software developers and warehouse staff. There will be jobs at Amazon’s head office in London, as well as in the Edinburgh customer service centre and in three new warehouses. The recruitment will take Amazon’s workforce in the UK to more than 24,000. Doug Gurr, the head of Amazon’s UK business, said: “We are creating thousands of new UK jobs including hundreds of apprenticeship opportunities as we continue to innovate for our customers and provide them with even faster delivery, more selection and better value.” The company is opening three new warehouses in Tilbury, Doncaster and Daventry. The extra warehouse space will be used to cope with existing growth and to speed-up deliveries. It will also handle deliveries for third-party retailers, who sell through Amazon’s website and use Amazon for deliveries. The expansion reflects the importance of the UK market, which is Amazon’s second biggest outside the US, behind Germany. Services which are developed in the US are usually launched in the UK first, such as Amazon Fresh, the grocery service which was launched in parts of the UK last summer.

ROLL UP, ROLL UP

G’DAY MATE Geologists have claimed to have discovered a new continent to the east of Australia: Zealandia. At 4.9 million square kilometres of land mass, 94% of which is under water, Zealandia would be the world’s smallest continent.

Morrisons supermarket is calling for the UK to become more selfsufficient when it comes to our food supply and is planning on holding auditions for local suppliers. Research published by the supermarket suggests that only 52% of the food eaten in the UK is sourced from British farmers, despite more than two-thirds of shoppers agreeing that they’d prefer to buy British where possible. Andy Higginson, chairman of Morrisons, said: “Our customers tell us they want to see more food that is made just down the road from their own communities, and that’s why we are looking for the next generation of British and local food makers to serve our 12 million customers. Morrisons has put out a call for British suppliers to pitch their products for a chance to earn a spot on the supermarket’s shelves. Food producers will be selected by region and the company hopes to have fresh food available in its 491 stores that was “grown, made, picked or packaged” within a 60-mile radius of any local supermarket. The scheme, called The Nation’s Local Foodmakers, will see more than 200 new suppliers recruited in the first year and will kick off with the first of 12 regional pitching events in Yorkshire on 14 March.

The 11 scientists behind the claim presented their findings in the study “Zealandia: Earth’s Hidden Continent” in Geological Society for America, making a case for Zealandia to be recognised as the world’s eighth continent in its own right. According to the study, the 94% of Zealandia currently submerged, broke away from Australia and sank 60-85 million years ago. The land mass comprises all the four attributes needed to be considered a continent, including the presence of different rock types and crucially: “the high elevation relative to regions flooded by oceanic crust”.

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Let’s share, you take the grenade, I’ll take the pin.

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Agriculture

WHERE ARE THE Barriers and challenges to entry and progression YOUNG FARMERS?

e of

3.16. Defra data confirms that only 13% of farm 3.18. Millennials crucial to farming’s future holders are aged under 45, and that this proportion has reduced (from 18%) since 20031. Lucinda Houlton and Dominic Several consultee By stakeholders highlighted that Lee, Senior Relationship Managers the challenge of succession – entwined as it isat NatWest. with family dynamics and personal emotions – is a more formidable UK farmers (%) challenge than attracting I new entrants.

Fig 1: Age of UK farmers (2013) Age group Under 35 35 - 44

2013

45 - 54 55 - 64 65+ Median age 58

here is a generational crisis in farming. According to Defra the percentage of farmers under the age of 45 had fallen to just 13% in 2015, down from 18% in 2003. At the same time, we know from our young farmers that they are more than willing to put in the hard yards needed to secure the future of farming in the UK. Millennial farmers bring fresh eyes, new ideas and ambition for the sector, but they need help to make their goals a reality. We have time to turn this situation around and to ensure a positive future for the rural economy. However, if we are to do so, we first need to properly understand the situation and then actively address every issue.

NatWest’s recent report, “Harvesting the Future for Young Farmers”, is based on a landmark study of over 500 young and potential new entrant farmers in Britain, combined with insights and an economic analysis of the future for the industry. For the first time, at a practical and policy level it enables us to understand the economic and the human challenges and opportunities facing Britain’s young farmers while informing the road map of policy asks we set out for the future. This is particularly important given the changes that Brexit might bring about, although for many young farmers Brexit was just another of the many and varied challenges they had to manage.

joined the Young made new conta There is no silver bullet, nor any one authority, that has the power went to solve theon any r issues at hand while unlocking the full could potential of this community. However, find aspirant and ju young farmers have identified a number of key met that I was lo areas whereby real change could be achieved. That is why we are calling for enhanced mor recognition of the agricultural economy within Government through a new Cabinet Committee, one that is expressly supported by an inclusive Better Brexit Farming Strategy Taskforce. Serious obstacles also remain for young farmers in terms of barriers to entry, and in the report, we outline a number of actions that could be taken now, starting with a Succession Summit.

Working lon bread line as a bac

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Careful finance m

Despite the benefits and business of being your own boss and the ongoing technological innovations, farming is not a career for those By whohaving are aw not willing toterm work hard. loan and ta

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The survey conducted for this study asked those who had not yet entered the industry (but who wanted to): “what were the main factors that Access to funding and enhanced business Grit skills also need more forensic attention and we and were holding them back?” suggest a number of actions ranging from loan

3.17. By far the most frequently cited reason was non-competitive salaries (64%), followed by “limited job openings” (55%) and “lack of a family farm” (55%).

Given the challe the survey also a how the initial c of the most inter below:

arriers farming Figto 2: entry Barriersinto of entry into farming

possibly st unsecu

guarantee schemes, off the shelf diversification funding products, through to the inclusion of business planning in farming apprenticeships, to kick-start this process. The report is not going to deliver a seismic shift in Britain’s global economic performance,

Determination,

3.17. By far the most frequently cited reason was non-competitive salaries (64%), followed by “limited job openings” (55%) and “lack of a Agriculture family farm” (55%).

Barriers farming Figto 2: entry Barriersinto of entry into farming

nor is it intended to do so. That is not to diminish the sector’s contribution - farming remains a critical sector to the British economy, generating around £23.4bn of revenue, employing almost half a million people and managing a vast swathe of our invaluable natural resources. However, the issues we need to address are found most tellingly at the front line, at a local, personal level, where what appear to be small, incremental improvements can be transformative in enabling a farmer to sustain or grow their business.

64% 55%

55%

45% 36%

Three big themes from the research which are explored in greater detail in the report – barriers to entry; productivity; and funding availability. For the vast majority, farming provides a modest income. Supplementary income, improvements in productivity, new technologies and diversification all enable the young farmer to improve resilience, with improved adaptability and strategic flexibility. This is particularly important in tough times when global commodity prices fall or input prices rise. Farmers don’t need a strapline such as the squeezed middle, or JAMs (just about managing), to know that they bear the brunt of economically challenging times, or indeed in the good times when deflation, as a result of the transition to more open markets and global economies of scale, drives down the commodity price. Our research shows that with just a small increase in investment almost 20,000 new development and diversification projects would be undertaken with an average annual return of almost £11,900 in

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NonLimited job 1. competitive Foreword openings salaries

Lack of a family farm

The investment required

Lack of access to land availletabout, given the changes that Brexitable might to bring

There is a generational crisis in farming. According although for many young farmers Brexit was just to Defra the percentage of farmers under the age of 45 had fallen to just 13% in 2015, down from 18% another of the many and varied challenges they had to manage. in 2003. At the same time, we know from our young colleges, their numbers are falling. If we are to unlock this potential, farmers that they are more than willing to put in the There is no silver nor any hard yards neededare to secure the futureof of farming in to be then there a number actions taken andbullet, issues to one be authority, that has the power to solve the issues at hand and to the UK. Millennial farmers bring fresh eyes, new ideas unlock the full potential of this community. However, and ambition for the sector, but they need help to overcome. aspirant young farmers identify a number of key make their goals a reality. We have time to turn this areas whereby real change could be achieved. That situation around and to ensure a positive future for Our aspiration for this report is that itwhy inspires the industry torecognition turn of the is we are calling for enhanced the rural economy. However, if we are to do so, we agricultural economy within Government through first need to properly understand the situation and these challenges into opportunities, an action plan that is achievable. As a new Cabinet Committee, one that is expressly then actively address every issue. supported by an inclusive Better Brexit Farming we set out, some require relatively modest improvements and change, Strategy Taskforce. Serious obstacles also remain for This report, Harvesting the Future for Young Farmers, 1 Defra:byAgriculture in the 2015 (Table 2.6) farmers in terms of barriers to entry, and again commissioned NatWest, is based onUK, a landmark whilst others demonstrate the need foryoung joined-up thinking, longer we have outlined a number of actions that could be study of over 500 young and potential new entrant taken now, starting with a Succession Summit. Access farmers in Britain combined with insights and an term investments, or represent problems that have increased over time to funding and enhanced business skills also need economic analysis of the future for the industry. For more forensic attention and we suggest a number the first time, at a practical and policy level it enables and that for some look intractable. For example, just untangling the of actions ranging from loan guarantee schemes, off us to understand the economic and the human shelf diversification fundingranging products, through challenges and opportunities facingsuccession Britain’s young leadsthe complexity of farming us to uncover issues to the inclusion of business planning in farming farmers and it informs the road map of policy asks we set out forfamily, the future.inheritance This is particularly important apprenticeships, to kick-start this from and taxation, all the way through to process. land prices

Young farmers are a 14 Harvesting the future for young farmers high-tech, highly skilled, highly motivated group of young people who hold a realistic picture of farming in their heads while and availability, housing costs and the planning system. “It’s a bit like trying to predict who’s going to win a horse race wanting a career on the land. It is incumbent all ofisusrunning. – banks, government, government, without knowingonwho We can alllocal have ideas but no

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families and communities to comebeing together and ensure one actually knows. It’s– about flexible and today’s makingyoung the farmers are able to harvest their owntofutures. best of the situation according one young farmer.”

additional income for each of those farms. A number that looks small on a macroscale, but at nearly £1,000 per month, this income could make the difference between a stressful and more comfortable life in normal times, but also income that can sustain a business when the going gets tough. Despite the benefits of being your own boss and the ongoing technological innovations, farming is not a career for those who are not willing to work hard. It involves long hours, physical and psychological stresses and strains, and, depending on the year, there are certainly easier ways to make money. Given this, and the decline in young farmers actively farming, it would be easy to conclude that the next generation is not up to the hard graft. This is absolutely not the case. Our research uncovers another side to the millennial era. As one young farmer described it: “I got stuck in, worked hard, took control. I questioned why we did things certain ways and proved how doing it another way would be beneficial.” Young farmers are a high-tech, highly skilled, highly motivated group of young people who hold a realistic picture of farming in their heads while wanting a career on the land. They are however, seriously constrained in a number of ways and despite more applications to

Harnessing the Future for Young Farmers

Lucinda and Dom are Senior Relationship Managers in NatWest’s South East Commercial Banking team and specialists in the agriculture sector. Lucinda.Houlton@natwest.com dominic.lee@natwest.com

To download the NatWest’s “Harvesting the future for young farmers: How we enable them to thrive” please visit http://www.rbs.com/news/2017/january/young-farmers--millennials-crucial-to-britains-farming-future.html

The Big Interview

WHEN CRICKET MEETS RUGBY After 71 England rugby caps and ten years at the helm of English rugby, the appointment of Rob Andrew as the new Chief Executive at Sussex County Cricket Club raised more than a few eyebrows. The county needs a strong leader to handle the impact of a proposed Twenty 20 franchise system which could take cricket’s highest profile competition away from the counties and into the big cities. Rob Andrew has never been one to shirk a challenge and the stakes are high for Sussex. Interview by Ian Trevett & Maarten Hoffmann

ob Andrew is regarded as the great survivor. On the face of it, this would appear to be a fine compliment, but not always. It is often been unfairly laced with: “How has he survived so long?”

As a player, he won 71 caps for England and five for the British Lions, once as captain. At fly-half, he scored an impressive 396 international points, won the Grand Slam with England three times and held the English record for the most points scored in an international - 30 against Canada in 1994. In the 1995 World Cup, he knocked out the Australians with a drop goal on the stroke of full-time to make the score 25-22. It was unerringly similar to the unforgettable World Cup winner nailed by Jonny Wilkinson eight years later.

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We have one of the most special county cricket grounds in the country. It’s not a test match ground. It’s never going to be, we don’t want it to be. It’s not a concrete jungle on the outskirts of somewhere that you can’t get to.

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With such a glittering career, surely he should be regarded as a legend, but many commentators and fans lobbied for his more flamboyant rival Stuart Barnes, rooting for the ‘Cavalier’ rather than the ‘Roundhead’. The Guardian’s Eddie Butler countered such a view: “As a player he was outstanding in an understated way… he was brave – as a tackling outside-half, in his day was a pioneer – and pinpoint-accurate with his kicking and much more ruthlessly determined than would ever be revealed by either his fresh countenance or his nickname of “Squeaky”.” After taking on the role of director of rugby at Newcastle Falcons and playing a key role in the development of Jonny Wilkinson (more on this later), he accepted the challenging role of Director of Elite Rugby at the RFU, a role which later evolved to Professional Rugby Director. He produced a intricately detailed blueprint for evolving the newly professional game known as the Andrew Report, which was lauded for being wonderfully ahead of its time. He worked behind the scenes on creating a structure for clubs and county that was sustainable for the future, but he was at the RFU at time when the national team

The Big Interview slipped from the post-2003 euphoria to the humiliation of failing to progress in their own World Cup. Fingers were pointed at the RFU establishment, including Rob, who was not even directly involved.

and ran the 2008-2016 deal and completed the forthcoming deal. The creation and maintenance of those agreements is central to the good of the English elite game and it is not a simple task.”

Brian Moore reported more accurately on Rob’s stint at the RFU: “Andrew’s main role throughout his 10 years with the RFU was the management of the agreement between the professional clubs and the RFU. He brokered

Throughout Rob’s playing and off-field career, two words crop up time-and-time again: determined and steely. When Steve James, the Sunday Telegraph rugby correspondent repeated one of criticisms

a manager and an administrator. We thought it was really useful to have somebody coming with a fresh pair of eyes from a different sporting background.

e met with Rob Andrew and Sussex Chairman Jim May on a chilly day at the County Ground. We asked Rob to bring along a rugby ball for the photographs, which apparently wasn’t as easy as we expected, and only after some searching did he manage to find one in his garden. Jim seemed to have just as much difficulty finding a cricket ball - at a cricket club! But after the logistical difficulties, Rob and Jim were happy to field all our questions in a frank and informative manner. It was a fascinating insight into the issues of running a professional sports club. Our first question was not to Rob, but to Jim May. Why Rob Andrew? “We had a very, very strong field this time round,” says Jim. “We had very serious people applying from football and Rugby Union as well as cricket. So why Rob? “First of all he’s had a very strong background in professional sport, as a player,

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Sussex punches above its weight and an organisation can only do that if everybody is pulling in the same direction.

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“Also, what was really apparent was that he’d done an awful lot of homework. He had done a lot of due diligence on cricket and on Sussex. We’ve got an organisation here that encompasses the professional side but also the recreational game – we’re responsible for the governance of the 245 league clubs and a growing number of community activities

levelled against him, Rob replied: “I spent most of my playing career being told I wasn’t good enough to play for England. I think I became thick-skinned as a player. I am also a pretty stubborn Yorkshire farmer’s son, so I’ve seen most things and a few words aren’t going to make any difference.” In his new role as Sussex County Cricket Club Chief Executive, this steely determination will be a huge asset for the county.

where we’re using the power of cricket for social good. He came across as being very passionate about cricket and he bought into our strategy. “We had a lot of people here from the national press at our press conference, but he got the job on merit. We weren’t seduced by the name, although obviously it was interesting and when I saw the name pop up I wondered how serious Rob was. When I got to know him, it was quite clear that he was very serious and he did see it as the next logical challenge. He’d seen a lot of changes in rugby and he thought there were lessons learnt there that we could use within the wider cricket game.” Now Rob has his feet under the table, what next? What are the goals he would like to meet? “Firstly, we want a pro cricket team that people want to come and watch; a successful team that players want to play for,” says Rob. “Why would we bother turning up if we’re not trying to get promoted and trying to win

The Big Interview cups? So I absolutely want the pro side to be doing well. “We want to continue producing our own players. That’s our philosophy and that’s very important to the community and to the kids coming through. If you’re in the Under 10s or the Under 14s you’ve got to dream of playing for Sussex and that’s got to be available to them. They have to be able to see the guys, and girls, in front of them making progress, because that’s what encourages them. “Then there is the recreation cricket, community cricket, disability cricket, street cricket or cage cricket in inner city areas – it’s getting people engaged in cricket. This is the Foundation’s work, getting 5-year-olds playing cricket. “The third part of the jigsaw is the driving of revenue into the business – because this is a business, somebody has to pay for it. So you’ve got to get as many people engaged – companies, individuals, spectators, fans and the people who want to hire this ground out, because this is the commercial heart that feeds the rest of it. All the cogs have got to be lined up and working together to ensure that it works. We’ve got a pretty good commercial

model here. We’re one of the few counties without any debt; we’ve invested in the ground; we’ve got a very loyal supporter base, both membership and T20 supporters; a very loyal partnership base, people passionately care about this club.

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It’s never going to be, we don’t want it to be. It’s not a concrete jungle on the outskirts of somewhere that you can’t get to – we don’t want one of those, either. We want to stay here and have the special nature of Hove which is two minutes from the sea and place where people can enjoy sitting in deck chairs watching cricket. “We drive half a million pounds of

Eddie Jones has the commercial rent through the site that we feed players for eight weeks, back into cricket which then goes to the thing so he’s taking the players and the whole thing keeps going. So those three things have to be interlinked. out of the club business. “The final piece of the jigsaw is the Imagine saying to Man relationship with ECB. In the region of 30-35% United: “We’re going to take of our revenue comes from the ECB. We need your best players out for that relationship to be strong and we need eight weeks in the middle to help them drive greater revenues into the of the season.” I know what game because we will be a beneficiary.” the answer would be! Rugby Days

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“We have a huge history. And we also have one of the most special county cricket grounds in the country. It’s not a test match ground.

Rob Andrew could have made a career in rugby or cricket. His claim to fame as a cricketer was dismissing Michael Atherton for a duck in a Yorkshire-Lancashire second team game. He also earned two Cambridge Blues for cricket. So why rugby? “I was doing both at school, running side by side. When I left school, if you’d asked my mates whether I’d concentrate on rugby or cricket, they’d have said cricket. My school cricket record was better than my school rugby record. “Did I have more of a passion for cricket than I had for rugby at school? I don’t know. Possibly. When I got this job, by brother Richard said to me: “You’ve always actually been more passionate about cricket than rugby”.

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I became thick-skinned as a player. I am also a pretty stubborn Yorkshire farmer’s son.

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“I think in a sense rugby pulled me there because whilst I was at university, I was selected to play for England and in my final year at university I played in the Five Nations. That was 32 years ago in February 1985. The game was amateur then but I was still playing in front of 50,000 - 60,000 people at Twickenham. So rugby took me down that road.

The Big Interview “As we were building the Newcastle club I played for a little bit and played alongside Jonny for a couple of seasons - we’d play fly-half and centre together. We had a bit of success in 1997/1998 and I was enjoying playing still, but in 1999, I did my shoulder again. It had dislocated a few times but I never had it operated on. Then I was training on a Monday morning after we’d played on a Saturday, I hit something and the shoulder went out and I couldn’t get it back in. In the ambulance on the way to the hospital in Newcastle. I just thought, “This is it”.”

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I was a very dour opening batsman and bowled a bit of non-turning off spin.

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“I spent the whole of my career as an amateur. I worked in London and became a chartered surveyor, but I kept playing cricket for a while. I was a very dour opening batsman and bowled a bit of non-turning off spin. I genuinely love playing cricket, I love batting. I kept playing for as long as I could and then rugby became more serious and other things happened in life.” Rob was known for his ability to kick equally well with both feet. A case of unusual natural ability? “I wasn’t really two-footed. I was rightfooted and kicking with my left foot was just down to practice. If you want to do well, it’s a bit of a cliché but whatever you put in, you get out. Jonny Wilkinson was more two-footed than I was, though he was actually left-footed and his weaker foot was his right foot.” Rob retired from the game at 36, but not before he played a big part in shaping the career of Jonny Wilkinson, with whom he shares the high of beating the Wallabies in the World Cup with a last minute drop kick. “In the amateur days I was playing with a scrum half called Steve Bates who was a teacher at Lord Wandsworth College in Hampshire, and he would often say, “I’ve

got this kid who’s 13 or 14, who’s just phenomenal.” We were thinking that we would get him to Wasps.

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In rugby, the 15-a-side game and the rugby sevens are effectively different sports with hardly any cross over. I suspect cricket is heading down the same route.

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“When I went to Newcastle in 1995, just after I retired from England, the first two people I took with me were Dean Ryan, the Wasps number 8, and Steve Bates. We had a little plan to divert Jonny’s career via Newcastle and managed to persuade him and his parents that at 18 it would be a good idea to leave leafy Hampshire and go to the bright lights of Newcastle. He came to Newcastle as an 18-year-old straight from school and the rest is history.

After a successful stint as Director of Rugby of Newcastle Falcons, Rob took up a leading role at the RFU. With the English national side struggling, the inevitable flak was flying, but this was not Rob’s remit: “Fundamentally my role at the RFU was managing the relationship of the professional game, managing the relationships between the RFU, the professional clubs, the system, if you like, of English professional rugby. I negotiated two 8-year deals or Heads of Agreement, the second of which runs through to 2024. It’s the detail of the financial, operational and playing relationship between the RFU and the professional game.” The long journey from amateur to professional was always going to be complicated but Rob is clear about the main issues. “In simple terms, the big issue was money – always money. From an English rugby point of view, it is about the development of English players and the release of English players to the national team, but money comes into it. Effectively, the clubs employ the players, so the Union (i.e. the England team) is effectively negotiating the release of players to play. Taking the example of the Six Nations, Eddie Jones has the players for eight weeks, so he’s taking the players out of the club business. Imagine saying to Man United: “We’re going to take your best players out for eight weeks in the middle of the season.” I know what the answer would be! “The difference is how powerful the clubs are. In football, the power and the money lies in the Premier League. In cricket it all

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The Big Interview

about the national team and the ECB central contracts, which are a big deal for clubs. Rugby is somewhere in the middle. In an ideal world, if I had an RFU hat on, I’d probably want to try and get a central contract system like cricket, but that opportunity has probably gone. If I’m a club owner in rugby, I probably want it to be much more like the football model where I don’t have to release my players as often as I do. The issue is all about money and the delivery of English players. It translates into the development of English players. In football about 30% of the players in the Premiership are English qualified; rugby is about 65-70% English qualified; and cricket is probably more than that.

The Challenges for Cricket “Cricket’s has got some really interesting challenges at the moment as a sport, not just Sussex. All sports have to be relevant in their communities and they have to pay their way. People care passionately about cricket, but it’s got a bit of a dual identity at the moment – it’s trying to work out what it is. It’s become two games - the traditional long game and the T20 (twenty overs) game. “I am discovering the vast complexity of cricket, it’s far more complex than football and rugby. There are different formats of the game, central contracts, other competitions where your best players just go off to India or Australia and play with somebody else. Our captain’s been in Australia; we had three players playing in the Australian Big Bash Luke Wright, Tymal Mills and Chris Jordan. And then Tymal and Chris went off to India to play in the Indian Premier League. Now all three of them are in the United Arab Emirates playing the Pakistani Super League. “In rugby the 15-a-side game and the rugby sevens are effectively different sports with hardly any cross over. I suspect cricket is heading down the same route. At the moment the Joe Roots of this world will play all formats.

It wouldn’t surprise me if in five or ten years they become totally separate. “The T20 format is driving a level of interest, and revenue, so clearly it has to be taken seriously. Participation in adult cricket is falling but we also have enormous numbers of kids playing, and girls’ cricket is growing really quickly. There are these split identities all over the place where at one level participation is dropping off and on another level you can’t get near a cricket club on a Friday night in Surrey and Sussex because there are so many kids playing cricket. How do you keep them in the game? How do you keep enough money in the game at the top end? And how do you keep both the red ball and the white ball (or a pink bad in day/night games!) [See the accompanying interview with Jim May for more on the traditional cricket versus T20 debate]

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We want to continue producing our own players. That’s our philosophy and that’s very important to the community and to the kids coming through.

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“One of the challenges with working for a sports organisation is that you get a very wide range of people and passions, thoughts and opinions – that’s what sport does, it drives opinions. Harness all of those and get everybody working together is the aim and that starts with the board. Sussex punches above its weight and an organisation can only do that if everybody is pulling in the same direction. You can’t be a smaller organisation and punch above our weight unless people are

all pulling in the same direction.”

Working with Businesses Rob’s time at the helm at Newcastle Falcons and at the RFU has enabled him to get a good understanding of how business and sport can work together. How can companies get involved with the cricket club? “Traditionally companies have used sport for a branding exercise, specifically if they’re growing into a new market or territory, and, of course, we offer this opportunity. But the two areas where we offer real value is actually in the business-to-business relationship building and through the Foundation. The Boundary Club (a networking lunch club) is a really good example of our match day hospitality, where businesses engage with like-minded people. We also have our Players Club and Executive Club. “Where companies can really help and get value is by getting involved in our Foundation. We’re only scratching the surface as we’ve only been going a year but we already have significant social programmes around health, disability, employment, education and inclusion. “We have the Santander Learning Centre in the ground here and that is an area where I think we can fulfil branding, marketing and Corporate Social Responsibility all under one roof. And people can directly see the benefits of how they are making a difference. For instance, we have a massive disability day here every summer where we have 300 kids with disabilities playing cricket, and it is events like this where companies can help and gain so much.”

The Big Question So to the final question. Gun to your head, which sport is your passion? Rugby or cricket? “I’m refusing to answer that question!”

Interview

RED BALL? WHITE BALL? Does the traditional form of cricket have a future or will the shortened 20-over completely take over? Jim May, Chairman of Sussex Cricket, explains the issues facing the county and the wider game, and tells how Sussex is leading the way in the girls’ and women’s cricket.

ricket always had such a comforting, leisurely image. It’s easy to picture the scene. Gentle applause on a idyllic village green greeting the crack of willow on the red leather ball. Ex-PM John Major famously predicted: “Fifty years from now Britain will still be the country of long shadows on county grounds, warm beer, invincible green suburbs…” But this isn’t how cricket is being played across the world anymore. Indians pack stadiums for the gladiatorial Indian Premier League, a fast and furious 20-over (T20) battle

between colourfully dressed teams thrashing out at the bright white ball.

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One of my personal dreams is to see youngsters, boys and girls, from East Brighton playing for Sussex and then for England.

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For traditionalist this is a challenge to old sensibilities. For Sussex and other counties it is even more worrying as the proposal in the pipeline is for a new T20 league comprising big city teams, which may well sideline the counties altogether. Jim May has been a board member at Sussex for 19 years, eight of these as chairman. He has overseen huge changes already, but this could be the biggest yet. “The two forms of cricket are really different

Interview offerings,” Says Jim. “It’s like pop music and classical music. Some people like both, some like just one or the other. “I actually like the shorter form but there are a number of people who only like the longer form, particularly among the traditional members of our club. But the dynamics of the club is changing. It used to be that the membership income was far more than gate income; now it’s the other way round. We get as much money now from people paying on the gate through T20 as we do from membership fees.” The T20 games played by the Sussex Sharks have been exciting events, but what if the next step is a competition that excludes the county? “Nobody’s formally agreed anything,” replies Jim, “It’s a slightly confusing story. What happened was that the ECB had initially put forward four different options of how to go forward with T20. When we had a meeting of the Chairmen and Chief Executives last September they wanted to pursue one option alone but we said we wanted two options to be pursued contemporaneously which they didn’t agree with, and that’s why we voted against. “We’ve never been closed to change but what we want to do is to look at different options. We fully accept that the big challenge is engaging more youngsters and trying to get cricket on terrestrial TV. But it seems unlikely we’ll host one of these new teams, so we wanted to ensure we had certain safeguards. “These included no use of existing team brands so they can be new teams, avoiding clashing with the competitions we run. And we wanted some reassurance that the existing T20 Blast would take place so the fans of the 18 counties still have the ability to go and watch T20 at their local county. At the moment all those things appear to be part of the plan going forward. “We do still get crowds for the longer game in England, unlike Australia, India or South Africa. If you go to the MCG (Melbourne Cricket Ground) which houses 90,000 people, they might have 100 people in watching a Shield match, whereas here we will normally have between 1,000 and 2,000 people in, and the ground only holds around 7,000. “But the long game is unappealing to the TV executives. I met the BBC Head of Sport a few years back and she said they had no interest in televising test matches because they were too long. T20 is a format that should be more readily digestible and accessible for non-paywall viewers. Of course, we also have to reach young people on their various devices, whether its phones, iPads etc.”

“We’re trying to ride two horses at the same time and so far we haven’t fallen off. We have the drama you can have over five days against Australia. And then there’s the T20 which appeals to people living busy lives and wanting a bit more excitement in a condensed form. I can’t think of another sport that has this dilemma. Actually there are three version if you include the one-day, 50-over games. In rugby you’ve got 7s and 15 but the players rarely mingle, whereas in cricket you do have people who play in all three formats.

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The two forms of cricket are really different offerings. It’s like pop music and classical music. Some people like both, some like just one or the other.

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“The paradox is, for years people did play short games in the evenings or whatever, they just weren’t called T20. Not many people played 50-overs when they were young. “All we can do is keep working with local people and try to encourage boys and girls to try the game.” Sussex leads the way with its focus on women’s and girls’ cricket. It is the only county with a female academy. “We introduced it last year, 2016, and I’m really proud of the new academy. As a county we have always had a very strong tradition

of girls’ and women’s cricket The academy required an initial investment of something like half a million pounds over three years, but we believed it was important to invest in the grass roots. You have to start with the youngsters. “I’m standing down as chairman in March, having done 8.5 years I think it’s time to pass the baton on – but one of my proudest achievements was as a result of talking to an entrepreneur called Sir Rod Aldridge founder of Capita Plc. I knew that he was taking over an academy in East Brighton in a very socially challenged area, a school with not a terribly good reputation and he wanted to differentiate this school by having offerings on entrepreneurship and sport. And I said to him: “Have you thought about cricket?” “He started something called the Aldridge Cricket Academy in East Brighton which which takes students from Brighton Aldridge Community Academy and Portslade Aldridge Community Academy. It’s an academic offering in the morning and in the afternoon it’s cricket the whole year round. It’s not just players, it’s people who might be team analysts or physios. “They put in this indoor centre costing £1.8 million which I imagine is the best one in the country in any school, public and private, funded by Rod Aldridge and another guy who is actually a hedge fund manager. “I’m a governor of the successor school, the academy. They basically decided to make that the headquarters for the Sussex women. So they’ve now got a dedicated indoor centre, which is actually fantastic. And one of my personal dreams is to see youngsters, boys and girls, from East Brighton playing for Sussex and then for England.”

Business Awards

GATWICK DIAMOND BUSINESS AWARDS

THE NEXT EPISODE Comedy actor Stephen Mangan is this year’s awards host The Gatwick Diamond Business Awards has a proud history of great comperes over the years, with a who’s who of standups and comedy actors. The hosts have included Tim Vine, Hugh Dennis and Sanjeev Bhaskar. This year is no exception with Stephen Mangan taking control of the stage. Stephen is a regular host on Have I Got News for You and is best known for his role as a British TV writer trying to break America in Episodes and an over-confident doctor in the cult comedy, Green Wing. He is also the voice of Postman Pat and is plagued by people shouting “Dan!” at him after a memorable cameo in Alan Partridge. Ian Trevett caught up with Stephen before the awards.

hen it comes to the Gatwick Diamond Business Awards, you do get the feeling that Chief Executive Jeremy Taylor uses the opportunity to indulge his passion for British comedy and Stephen Mangan joins an elite club of GDBA comperes. I asked Stephen first about his experience of hosting awards events. “I enjoy the corporate events. People go along to have a good time and to celebrate success. I think they are better when the audience don’t get to go to too many awards. In some industries they have more awards nights than they know what to do with. It’s better when you can feel the energy in the room, when it is rowdy enough that people are having a good laugh, but not too noisy that people talk over other people’s awards.” Although Stephen is known for his quick-fire wit and dry humour, he is not a regular on the comedy circuit: “I’m not a stand up, I am an actor, so I won’t be doing a stand-up set. I will be introducing the awards, telling a few stories

and the odd off -the-cuff joke, but the night is about the finalists.

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Worryingly, many people that I know who work in hospitals, say that Green Wing is the most realistic representation of the NHS they have seen on TV!

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“You have to react on your feet. I was working at a Google event, which was a gathering of the greatest minds in the company. When I was on stage there was a technical hitch of some kind and I was asked to fill in the time while it was being sorted out. So I shared some gossip and we had a Q& A and the audience reacted really well. You never know what will happen on stage.”

One thing we may get is a few references to Donald Trump who Stephen has mentioned more than a few times on Twitter. Back in 2014, when asked his greatest fear, he replied: “Being trapped in a lift with Donald Trump.” The rest of the world may have now caught him up. “I don’t think I will be performing for Trump when he comes to the UK!” says Stephen. “I’ve been commentating on his rise and there have been some really funny posts on Twitter. I can get opinionated and I am very happy if people comeback with forceful opinions, though not so much when they just come back with insults. The most abusive keyboard warriors are anonymous, but if they can’t even own their opinion, then I won’t take any notice.”

Adrian Mole v James Bond Stephen came late to performing, starting his stage acting career at 26, and he got his first TV break playing Adrian Mole at the age of 30. This was not, it should be pointed out, Adrian Mole aged 13 and three-quarters, but

Business Awards Mole’s cappuccino years. “Maybe it wasn’t what I dreamed of as a kid,” says Stephen. “I wanted to be James Bond but I ended up as Adrian Mole. Seriously, it was a great role and I love Sue Townsend, she was a fabulous writer. Anyway Adrian Mole is a much more interesting character, isn’t he?” I first became aware of Stephen’s comic timing and characterisation in Green Wing, a brilliantly surreal spoof of a NHS hospital. Stephen’s character was the narcissitic, selfobsessed Dr. Guy Secretan, a character he helped create. “It was a great experience as the actors all helped write their own characters and there was a lot of improvisation. Michelle Gomez, who played the staff liaison officer, took it to another level by wearing elongated false arms, dressing like a squirrel and refusing to speak any language other than “crow”. Worryingly, many people that I know who work in the NHS, say that Green Wing is the most realistic representation of the NHS they have seen on TV! “Green Wing certainly change my life and it was great fun. We were nominated for BAFTAs but that was when Little Britain was winning every award going.” Stephen seems to be drawn to improvised roles. He also appeared in a comedy fly-on-the-wall film called Confetti, about three couples competing to win a wedding competition, one of which was Olivia Colman and Robert Webb, a naturist couple who spent most of the film naked, although both later said they were promised that their modesty would be spared by pixelating the appropriate areas. No doubt it was a relief that Stephen didn’t get that role. “Yes, thank goodness for small mercies! If you enjoy doing things by the seat of your pants, not knowing what’s going to come out of the other actors’ mouths, it was a fantastic experience. I played a self-obsessed (again!) tennis player and in one scene I came up with a line demanding that my fiancee should get a nose job to help us win. The next day we were filming outside Harley Street. The film just took on its own life. We filmed three endings, so we never knew which couple had won until the screening.”

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The Americans like to see someone succeeding, something more aspirational. We like a darker humour and they don’t always understand it.

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Stephen is perhaps best know for Episodes,which also stars Matt LeBlanc and Tamsin Greig. It was the first comedy written and produced with both the American and British market in mind, a co-production between the BBC and Showtime. It tracks the journey of a British husband-and-wife comedy writing team who travel to Hollywood to remake their successful British TV series, with disastrous results. LeBlanc plays the American star as a fictional version of himself. It was a fascinating concept as British comedies rarely cross the Atlantic without being totally remade for the US market. It has given Stephen a unique insight into the difference between American and Brutish comedy.

“Our humour is similar but not the same,”says Stephen. “We laugh at different things and we have different sensibilities. The Office was changed for the US audience as we see work in a different way. We’re happy to say that going to work is a bit shit. The Americans like to see someone succeeding, something more aspirational. We like a darker humour and they don’t always understand it. American comedies often have a sentimentality that we don’t share, they can be a bit saccharine. But we are used to seeing these comedies and just ignore those scenes. You do get some crossovers but they tend to be very niche. Even Monty Python, which had a loyal following, was never mainstream. Something like Green Wing is probably just too silly, too British. “Episodes worked well but this was due to the perfect script. We were spoilt and it was a joy to do.” With success both sides of the pond, surely this is an opportunity to up sticks and head for the sunshine of LA? “It’s not ever something I wanted to do. Being in Episodes was wasted on me. I have worked around the world and I always want to get back to London. Maybe I could be that guy wearing the shades in a convertible cruising down Sunset Boulevard. I’m happier driving down Tottenham High Road.” There’s no accounting for taste!

SHINE BRIGHT LIKE A DIAMOND As we celebrate the best of business 2017

T H E GATWI CK DI A M O N D BU S IN E S S A W AR D S 1 6 TH MAR CH 2017 Join us in the Millennium Suite of the Copthorne Effingham Park for a pre-dinner reception hosted by Irwin Mitchell, before taking your seat for a sumptuous three course dinner with wine. Our presenter for the evening will be the acclaimed actor Stephen Mangan, who has appeared in some of the UKâ&#x20AC;&#x2122;s best TV comedy of recent years, including Episodes, with Matt LeBlanc. This Strictly Black Tie event will see the very best of the Gatwick Diamond Business community come together in celebration of the World-Class businesses operating in this World-Class destination. 6.30pm - Evening starts with Pre-Dinner Reception Sponsored by Irwin Mitchell 7.15pm - Take your seats for Dinner 9.30pm - Stephen Mangan 10.00pm - Presentation of the Gatwick Diamond Business Awards 11.00pm - After-Show Party 01.00am - Carriages

For more information and to download an entry form, visit:

WWW.GATWICKDIAMONDBUSINESSAWARDS.COM

Business Awards

THE 2017 FINALISTS The shortlists for the Gatwick Diamond Business Awards 2017 have been announced.

he Gatwick Diamond is home to a vast range of businesses, which span all sectors of the economy, from household names to niche companies, and from multinationals to sole traders.

The Business Award Winners are those businesses or people who have shown innovation and inspiration in their work, and have demonstrated a real commitment to this world-class region.

Jeremy Taylor, Chief Executive of Gatwick Diamond Business explains the difference between being a finalist and not ....

The Winners will be unveiled at the 9th Annual Gatwick Diamond Business Awards at the Effingham Park Hotel, on 16th March, 2017. The Headline Sponsors are Gatwick Airport, NatWest, Nestle and Emirates and the exclusive media partner is Platinum Business Magazine. The Evening starts with a Pre-Dinner Reception sponsored by Irwin Mitchell and the evening concludes with the now highly anticipated After-Show Party.

THE FINALISTS GREEN BUSINESS OF THE YEAR

EMPLOYER OF THE YEAR

NEW BUSINESS OF THE YEAR

sponsored by Vines BMW & MINI

The Awards will be presented by the well-known TV comedian and actor, Stephen Mangan, at the Gatwick Diamond Business Awards Dinner, on the 16th March. Follow @gdbizawards on Twitter for real-time updates on the night.

www.gatwickdiamondbusinessawards.com

Legislation Advice

MODERN SLAVERY AND SUPPLY CHAINS It may have slipped under the radar of many small businesses, but now is the time to take note and get your house in order to comply with the Modern Slavery Act says Shirley Smith, Partner at Kreston Reeves

he Modern Slavery Act that became law in October 2015, introduces new legislation designed to address the abhorrent abuse of human rights that arises from the offences of slavery, servitude, forced or compulsory labour and human trafficking. This legislation has helped increase awareness of these practices, and has enabled the police to investigate allegations of modern slavery and associated crimes such as human trafficking. This has already led to investigations into businesses such as farming, takeaway restaurants and car washes which may be exploiting the staff that work in them.

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It is now a legal requirement for many commercial organisations to publish a statement on their approach to addressing modern slavery and human trafficking

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Legitimate businesses have been affected too – many without realising it, for example by landlords letting premises that have been used to carry on an illegal trading activity. It is no surprise that the requirements of this Act have a regulatory impact on business, with greater attention now being paid to transparency within commercial organisations and the promotion of ethical business practices than ever before. Consequently, it is now a legal requirement for many commercial organisations to publish a statement on their approach to addressing modern slavery and human trafficking.

Legislation Advice Who must fulfil this requirement? All commercial organisations with a global turnover exceeding £36m, and which carry on whole or part of their business in the UK, must now fulfil this requirement of publishing a statement and updating it annually. This includes companies, groups and partnerships. It is envisaged that other organisations that are not subject to this legislation, particularly larger charities, may wish to adopt this requirement voluntarily, as a statement of good practice.

When will this first be enforced? The new requirements apply for financial years ending on or after 31st March 2016, and with many companies having a year end of 31st March, the requirements will be relevant to them for the year ended 31st March 2017. Those who meet the requirement by law, will have to produce a report on what steps they have taken in the last financial year to ensure that modern slavery and human trafficking are not taking place in their business, or within their supply chains. If no procedures have been put in place the statement must state this. The statement should be produced as soon as practicable, and certainly within six months of the year end.

Where must this statement be published? Organisations must publish their report on their website with a link to the publication prominently displayed on the organisation’s homepage. Alternative rules apply if a company does not have a website. Although the report is not required to be included in the financial statements of a company, there is nothing to prevent it from being referred to, for example as part of the company’s strategic report.

What must be included as part of the statement? The statement should address the following issues: • The organisation’s structure, business and supply chains • Its policies on slavery and human trafficking • The due diligence it has undertaken regarding the risk of slavery and human trafficking • The parts of the business and supply chains where there is a risk of slavery and human trafficking

• How it measures that slavery and human trafficking has not taken/is not taking place in its business or supply chains • Staff training

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The Home Office envisages that there will be considerable public interest generated by this new disclosure requirement, with standards of behaviour by business increasingly being reported on by the media

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What will happen if a company does not comply with the Act? Failure to comply with Section 54 of the Act can result in an injunction from the Home Secretary to force compliance. If an organisation still doesn’t comply it could be deemed to be in contempt of a court order, which is punishable by an unlimited fine. In addition, the Home Office envisages that there will be considerable public interest generated by this new disclosure requirement, with standards of behaviour by business increasingly being reported on by the media. For reputational reasons, it is also imperative that organisations treat the issue of modern slavery within their business seriously, and meet their legal obligations to report on the steps that they have taken to address this issue.

Why this actually affects companies of all sizes Readers of this article, whose organisations have a global turnover of less than £36m, may be relieved thinking that this extra compliance doesn’t relate to them – think again! If you supply an organisation with a turnover of £36m they will be, if they haven’t already started, carrying out due diligence on their supply chain, namely you! If you are tendering or considering tendering for a contract for a larger company, you will doubtless also have to take this into consideration. Therefore, even if there is no legal requirement for you to publish your statement on your website, we would recommend that you have an internal statement prepared, ready for your supply chain enquiries which is updated each year as part of your supply chain management. This will, of course, mean you will need to carry out due diligence on your own suppliers!

Need advice? If you have any questions regarding the above article or would like to find out how Kreston Reeves can help your business please contact Shirley Smith, Partner, Kreston Reeves. Email shirley.smith@krestonreeves.com or call 0330 124 1399

business. tax. wealth.

Finance

A BREXIT PERSPECTIVE A new Financial Director is appointed at MHA Carpenter Box

HA Carpenter Box started 2017 as it means to go on with a new senior appointment to help it continue its impressive path to growth. The firm has a headcount of 140 employees spread across two offices in Worthing and Gatwick and is enjoying a strong progress in client numbers, profile and reputation. The firm’s latest appointment signposts the firm’s direction of travel with Ivan Fowlie joining as Financial Director. In this article, MHA Carpenter Box Partner Chris Coopey provides further detail behind the appointment and we hear Ivan’s views on Brexit, from a European perspective. Ivan has swapped a high-profile finance role in Germany to take up this senior appointment at MHA Carpenter Box, moving from information and communications company Ericsson where, as Head of Business Finance for Western & Central Europe, he was responsible for 17 countries. He had been with the Swedish communications giant for 20 years, initially in Guildford, before moving to Dusseldorf. Ivan was, in fact, living in Germany at

the time of the Brexit referendum, so it is interesting to hear what he has to say about the result from a European point of view:

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During the run-up [to Brexit] there was much support for the UK to stay in. In fact Der Spiegel, the German weekly news magazine published a 24 page pullout special entitled ‘Please don’t go’

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“The expectation from amongst my friends and colleagues in Dusseldorf, prior to the vote, was that the United Kingdom would stay in. Of course this mirrored sentiment in the UK media, and I think it also mirrored

what most of us thought during the fierce pre-referendum debate and campaigning. During the run-up there was much support for the UK to stay in. In fact Der Spiegel, the German weekly news magazine published a 24 page pull-out special entitled ‘Please don’t go’. With a weekly circulation of 840,000, the magazine is one of Europe’s largest publications so the Brexit vote was certainly on everyone’s mind. “After the vote the reaction from my friends and colleagues in Germany was shock. They were not expecting the outcome. This, however, was soon replaced by sorrow, not for Germany, but much more for the UK. They genuinely think this will be bad for the UK. I think it’s fair to say that on mainland Europe, they are much more in tune with the concept of the EU, and they do worry that a major partner leaving will have a detrimental effect across many of the political and economic areas the EU gets involved in. “It was also apparent that the outcome resulted in an increasing sense of worry, from some of my friends and colleagues about the shift in politics in Europe at the moment. The

Finance

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On mainland Europe, they are much more in tune with the concept of the EU, and they do worry that a major partner leaving will have a detrimental effect across many of the political and economic areas the EU gets involved in

Ivan Fowlie

increased popularity of right wing parties does not sit easily with the mainstream; in Germany, the right wing party ‘Alternative for Germany’ (AfD) now has about 10% popularity, add this to France’s Marine Le Pen who has about 25% support in their upcoming presidential race and a worrying pattern can be seen. The election in the U.S of Donald Trump has also served to de-stabilise the system. “Time will tell whether these concerns will materialise and what impact they will have, and how they will change the face of Europe which, in large part because of the EU, has benefited from a period of stability since the mid-20th century. Let’s hope that we will see some stability return to the system over the coming year.”

Ivan’s new role Ivan will oversee MHA Carpenter Box’s financial performance and statutory reporting,

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utilising his considerable experience to help the firm to continue on its enviable growth curve. Part of Ivan’s role will be to develop business process improvements, to streamline reporting and look at ways to further enhance the client experience. Ivan explains: “After 20 years with one company, I wanted a complete change and from the moment I met with the partners at MHA Carpenter Box, I was excited by their straightforward approach to business and their focus on client service in a world where so much is changing. I am now very much looking forward to playing my part in the firm’s future development.” Alan Edwards, Managing Partner at the firm, also commented: “We are delighted to welcome Ivan to the partnership team at MHA Carpenter Box. He brings significant financial and corporate expertise with him and will undoubtedly be a real asset to the firm.”

Corporate Law

PLAN AHEAD Why business succession planning is vital to your business. Tim Sadka, Head of RB’s Corporate Team and Kate Sun, Associate Solicitor in the Corporate Team discuss its importance.

usiness succession planning is easy to put off; it’s an admission that one day somebody else will be in charge. Of course we all know this, but planning for different times can be among the least attractive things a business owner needs to do. And, unlike other tasks such as VAT returns, nobody will make you do it or punish you if you don’t, yet it can be of great value to your family, your colleagues and your business if you do. This article highlights some of the issues to think about when you take the plunge and make a business succession plan.

What is a Business Succession Plan? A Business Succession Plan (BSP) is a plan that achieves an orderly handover of the business on the owner’s retirement or death. Ideally it will enable you, in the most taxeffective way, to:

• Decide and control how you leave the business • Provide financially for your retirement and your family’s future • Maintain the value and promote the longterm survival of your company In fact, it consists of three plans: one for the owner, one for the family and one for the business, which all come together to form a BSP. It all starts with the owner’s plan, which is discussed in detail in Robert Knight’s article in last month’s issue of Platinum Business Magazine. As the owner, your big decision is whether to sell the business or pass it on to the next generation. But, even if your preference is to sell up when you retire, it’s best to have a plan in place to pass it on, just in case your sudden incapacity or death takes the decision out of your hands. How you pass the business on will depend on your circumstances. For example, if your

spouse is fully involved in operating the business and is in good health, your initial BSP might entail joint ownership of all the shares in your company plus a will leaving everything (private and business-related) to your spouse. This is simple, and your Owner’s, Family and Company BSPs are identical at this point. But if your spouse has a separate career and no involvement in the business, their interests and how you will provide for them if you die first are different from the company’s interests, so each needs to be accounted for in your BSP. Otherwise your sudden death could lead to your spouse having to cope with owning a business they don’t know how to run, on top of their grief at your death. It is important that BSPs are easy to update as circumstances change, and as time goes on and you and your spouse start to think about retirement, your first BSP will need to change too. If you have an adult child actively involved

Corporate Law

in the business and suited to take over your central role, this is the time to put them into the BSP.

is a set of tools that you and your advisers can apply. 1.

Legal documents - The main tools are your company’s shares, articles of association and shareholders’ agreement, directors’ service agreements, and your will and lasting power of attorney discussed in Robert Knight’s article.

Tax planning - You and your tax adviser can look at the various capital gains tax and inheritance tax reliefs that are available and how to transfer shares in the most tax-effective way.

The Basics A way to start your BSP is to jot down the answers to these key questions: 1. Where are you now? - Do you have a spouse who is fully involved in operating the business and is in good health or a spouse who would be distressed at suddenly inheriting the whole company? Is one of your adult children involved in managing the business and a likely successor? Are there other children who are not involved but rely on dividend income? Do you have a business partner or key management team who could take over your role? 2. Where do you want to be eventually? - Do you see yourself enjoying a long retirement or staying in harness for a long while? Do you have a well-filled pension pot or will you need income from the business into retirement? Do you want to retire with a bang or have a phased handover? 3. What position is the business in? Are you the spider in the middle of the web who is the key point of contact for suppliers, customers and employees? Does your business rely on constant innovation and invention or could it follow a steady course with a reliable income stream? Thinking through these will give you a pattern for your BSP to follow.

BSP Tools Once you have the pattern of your BSP there

Management planning - This includes a strategic plan for the business, identifying key managers who can take it forward and an orderly process for handing over key information and control. It may include incentivising managers from outside the family by transferring shares to them.

In terms of legal documents, your shareholders agreement needs to set out clearly all issues that may arise between family and other shareholders. For example, you may want to safeguard company shares in divorce settlements by restricting permitted transferees; you may identify key issues on which all the shareholders must be consulted and give their consent; and you may wish to create separate classes of shares with different voting and dividend rights. This last would also be reflected in the articles of association: your company very likely has standard ‘Table A’ articles (under the 1985 Companies Act) or ‘model articles’ (under the 2006 Companies Act), but in fact you can customise them to a large extent to suit your company’s particular needs, for example to change shareholder

rights or meeting requirements. A combination of the shareholders agreement and the articles of association will also help you to establish a proper board of directors (as opposed to everyone looking to you for all decisions) and their governance of the company. Part of this process will entail making sure that executives have proper service agreements to lay down the terms of their employment.

Why have a BSP? As noted in the introduction, there is no obligation on you to think about, make or update a BSP. However, failure to have one generally results in: • Loss of key information in the business • A bigger tax bill • Family issues • Stakeholder uncertainty • Loss of business value and leading to less wealth for the future.

If you would like advice or further information on business succession planning, please contact Tim Sadka or Kate Sun by calling 01293 527744 or you can contact usual contact in RB’s Corporate Team. This document is provided for information purposes only and does not constitute legal advice. Professional legal advice should be obtained before taking or refraining from taking any action as a result of the contents of this document.

Exporting

NAVIGATING GLOBAL MARKETS

International trade is not the reserve of big business

by Kate Norgett, Partner at DMH Stallard

iving into the unknown is never a wise thing to do, but by the same token it is equally nonsensical to dismiss every

unknown as a bad bet. For the majority of UK businesses the global market is untested. But post-Brexit many business owners may feel that dipping a toe or two into international waters is not only preferable, it is necessary. And why not? If you manufacture products or offer services that have global appeal, customers are customers wherever they are. Operating in foreign markets can quickly become the ‘norm’ for businesses rather than some sort of niche activity. At DMH Stallard we’ve been helping clients navigate their way through the global markets

uk will therefore be a vital first stop for

Mumbai – something else great.gov.uk will

for many years, and while every country is

understanding the most up to date position.

help you to participate in.

different – customs, culture, ethics, taxes,

Their advisors have real expertise in the

The Department for Business, Energy &

markets that you will want to penetrate. This

Industrial Strategy (formerly The Department

on the right course.

intelligence is backed up by extensive research

for Business Innovation & Skills) is another

reports. I know that many business owners

government office that is worth visiting.

Your starting point

who have engaged with great.gov.uk have

Stepping stones

governments, and of course, language – there are some steps you can take to ensure you stay

Once you’ve looked at developing an overseas market strategy and considered how that fits with your UK business strategy, consider getting in touch with great.gov. uk. Part of the Department for International Trade, it’s the government’s single destination for information on UK trade, investment, tourism and education. We have interviewed a number of businesses about operating abroad that have heaped praise on the advice and guidance great.gov.uk offers. Many cited

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Building successful and long-lasting

There’s nothing quite like presenting your business and networking at an international trade show in Shanghai or Mumbai.

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relationships with people on the ground is fundamentally important. Whether you speak the language or not, don’t make the mistake of thinking you’re under the skin of indigenous cultures and business practices – good local knowledge is vital – simply sharing the same language is a million miles away from sharing the same culture. Using distributors for selling stock and

subsequently been on trade missions with

commodity items, and agents for more

intelligence reports being of particular use

them and had the use of the facilities within

complex activities such as developing customer

when starting out on the road to exporting.

UK embassies overseas. While I’m sure you’ve

relationships, project management and

There may well be many more exporting

attended a business exhibition in the South

managing suppliers, is seen by many new to

opportunities as new trade agreements

East at some point, there’s nothing quite like

foreign markets as a sensible move.

are entered into with countries around the

presenting your business and networking at

Whether you use distributors in your new

world as Brexit gathers pace. great.gov.

an international trade show in Shanghai or

foreign market is clearly a choice you’ll need to

great.gov.uk’s country research and

Exporting make. Many businesses start this way and once established they create a permanent presence of their own. Be aware of local laws that sometimes make ending a relationship with a distributor or agent very difficult. Occasionally, some will negotiate an ‘earn out’ with the distributor. Whatever your strategic end game, having bulletproof agreements and contracts in place that cover all the main risks help avoid a lot of pain and expense. All these key local relationships must be nurtured. Businesses we work with invest time in making regular visits to foreign climes to see their partners and organise events to celebrate new business links, discuss new products and services, and get feedback on the ground.

overseas jurisdictions.

Our top tips for successfully establishing an

Expect frustration when your products,

international market:

already proudly displaying the CE quality

• Create an export strategy that is integral

standard approval, which theoretically is

with your business strategy – avoid the

office as a hub to export around a specific

acceptable in many countries, aren’t given the

temptation for tactical initiatives

geographical area such as the Middle East or

red carpet treatment by certain governments

Latin America.

around the world. The local approval process

Many businesses will also utilise a regional

Canada is a good staging post for the US.

can take far too long (three years compared

Companies use it as base to sell to distributors

to two weeks in some EU countries) and is

before eventually setting up an office in the

seen as an indirect strategy for protecting local

US. Having a presence in Canada to manage

suppliers.

the US market is advantageous in respect of the business friendly environment in that country, such as the R&D tax credits and the North American Free Trade Agreement.

Risks and red tape Fuelled by conflict, acute political instability and the breakdown of law and order in a number of countries, geo-political considerations are increasingly complex but

Be aware of local laws that sometimes make ending a relationship with a distributor or agent very difficult.

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we know of learned to its cost to avoid

prevalent in Central and South America. The

‘consolidated transport’. This is where an

government departments already highlighted

airline creates a bulk consignment to a country

and the Foreign Office are there to assist with

by combining the goods of various customers

this crucial analysis.

together to offer a cheaper option. This

Protecting key Intellectual Property (IP)

company discovered that when part of the

will always be a challenge in new and little

consolidated batch from another customer

known jurisdictions. For all businesses keen to

encountered problems with customs or other

fly the flag abroad, staying ahead of the game

import or export requirements, the whole

is important, especially for manufacturers.

consignment got delayed. The theoretical

Manufacturers should take every step possible

savings did not materialise and the tactic was a

to protect IP which is at the heart of their

false economy. Most companies when dealing with a new

disputes that could potentially arise in the

market will prudently put all orders on a

future.

pro-forma basis to start with: customers and

One company we know very aggressively

• If engaging a local distributor or agent do so sides and the local laws local customs

staff of terrorism and kidnapping, particularly

business, rather than having to battle costly

advice

• Invest time understanding the culture and

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countries assessments are made on the risk to

advantage of any government support and

in full knowledge of expectations on both

When transporting goods, a company

absolutely necessary. In several high risk

• Undertake all the research you can and take

• Use representatives fluent in the native language and original language documents (rather than English translations) wherever possible • Take precautions to value, register and protect your intellectual property • Consider how you will get paid carefully • Stay compliant and environmentally friendly • Look for networks of businesses in similar position to share experiences and best practice.

DMH STALLARD is an award winning law firm providing strategic and operational legal advice to clients, enabling them to protect and grow their businesses. We have an established track record of working with clients on a range of international assignments and are a member of a global network, Law Europe International. www.dmhstallard.com.

distributors are invoiced up front and invoices

defended its IP and took out application

are settled before goods are shipped. “Credit

patents as well as process and technology

can come later” was the usual approach of

patents to stop their competitors accessing

businesses interviewed, with one only being

the market. They also have well-drafted non-

prepared to discuss credit facilities after at

disclosure agreements which have proved

least 12 months of working with a customer.

a successful basis for enforcement action in

Letters of credit are commonly used.

For more information on how DMH Stallard can help your organisation please contact: kate.norgett@dmhstallard.com

Insurance

PROTECTING THE DIRECTORS Why you should consider Directors and Officers Insurance, by Caroline Gregory, specialist broker at Vantage Professional Risks

usiness Insurance can be a dreary subject but it is a fundamental requirement of any business looking to mitigate their risk and protect their assets. It is easy to think about your material assets – your office, your contents, your equipment, even your data – but have you considered protecting the assets of the individuals who run the company – namely, the Directors?

liable for them. They make tough and complex decisions with potentially huge impacts, such as during the stressful period of a merger or acquisition, or when they are faced with ever changing regulation in an increasingly litigious society.

respect of claims brought personally against them arising out of alleged wrongful acts made in their capacity as Director/Officer/ Supervisor or Manager. These wrongful acts include, but are not limited to:

Under the Companies Act 2006 there are well over 200 offences for which a director in the UK can be held personally liable.

• Breach of Duty

Directors, or managers, can, and do, make mistakes, and are often held personally legally

Directors and Officers Insurance (D&O) provides financial protection for individuals in

• Breach of Trust

• Neglect • Misleading Statements • Wrongful Trading

Insurance As a director you will have specific duties and responsibilities relating to your position – to employees, members of the public, investors, and regulators, and if you are to act outside of these duties, criminal, civil or regulatory proceedings can be brought against you. Your D&O insurance is a defence policy – it covers the cost of defending you during these proceedings, and should the defence prove unsuccessful, it will pay out, up to your purchased limit, any compensation costs incurred. If you do not have adequate insurance protection in place, you would face a greater risk of being unable to defend yourself and use your insurance limit for: • Mitigation costs • Civil fines and penalties • Personal Liabilities for corporate taxes • Reputational expenses • Investigation and pre-claim enquiry costs However, it is important to note that the area that is NOT covered by a D&O policy is liability arising from the director’s dishonest, fraudulent or criminal conduct, and it will not indemnify for criminal fines or regulatory penalties. Potential claimants can come from a number of different directions – below just shows the most common areas from which a claim can arise:

WHERE A CLAIM MAY BE MADE REGULATORS – alleged breach

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Examples of D&O claims:

Your liability as a director is potentially unlimited and you cannot always rely on receiving financial assistance from your company if you are sued in your capacity as director.

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Wrongful trading Directors of a company that has gone insolvent have been accused of wrongfully trading whilst insolvent Environmental prosecution The directors of a refuse company are facing mass legal action from local residents who have accused them of causing bad smells to the local area and not taking the appropriate action.

If you want more advice in regards to Directors and Ofﬁcers Insurance and assistance in putting the best policy in place to protect your business leaders, then Vantage Professional Risks are well placed to ensure your business and its leaders are adequately covered and protected. Contact us for more information.

caroline.gregory@vantageprofessionalrisks.co.uk www.vantageinsurance.co.uk

of health and safety, data protection, competition law, corporate manslaughter, wrongful trading – just to name but a few!

COMMON MYTHS

EMPLOYEES (PAST OR PRESENT) – sexual harassment,

Wrong. This is a popular misconception within the D&O insurance world. Many directors believe that under an LLP your liability is limited to the extent of your shareholding – however, just because your company has limited liability doesn’t mean that you do too. Your liability as a director is potentially unlimited and you cannot always rely on receiving financial assistance from your company if you are sued in your capacity as director.

wrongful termination, age, race or sex discrimination, non-payment of wages

CUSTOMERS – contract disputes SUPPLIERS – misrepresentation COMPETITORS – libel/slander, infringement of intellectual property

I’m a director of an LLP so my liability is limited? I don’t need D&O insurance!

It’s ok – we are a family run firm/ we have very loyal staff and customers! We don’t need D&O insurance! Wrong. No firm is immune from regulatory issues and there are always competitors to consider as potential claimants, or any past employees. We are too small a company and are unlikely to be affected by a claim against the directors: Wrong. Small companies often have limited resources, especially from a HR perspective, and are more open to employment claims. Also, managing any allegations can be costly and time consuming and can drain on time and funds.

Passionate about your business

Our services include... Audit & advisory Tax returns & planning Accountancy & bookkeeping Wealth management

www.carpenterbox.com

CEO Fight Club

CEO

WHAT AM I DOING HERE? By Si Conroy, owner of Scarlet Monday

‘For most of human history, we all would’ve been dead by now. We get to this age and we think, “What the hell am I still doing here?” It’s disorientating’ – Wendy Rhoades, Billions As the fictional performance coach in CBS’s ‘Billions’ TV Series, Wendy applies her psychiatric skills to remove the money-making blockers of the traders under her care. The problem we have as leaders – regardless of age – is that at some point the allconsuming act of growing a business starts to develop wobbles. Wobbles into which questions arise. It can be when things are particularly tough: the failed deal, the loss of a key colleague or client. Paradoxically it can also be when things have worked out: we’ve sold, or exited, or got the Group leadership promotion. Regardless, it starts in the same way. You start to question why you’re here, whether it’s all worthwhile, what does the future hold? Of course, you could just have an affair with a younger member of your team, buy a red Ferrari and start to wear cowboy boots. Then when you’d decided to stop playing out an eighties cliché of a mid-life crisis you could apply the correct solution. As Homo sapiens we have two primary settings: ‘from’ and ‘to’. Most of us, by default, seek to move from danger, distress

and discomfort and towards safety, happiness and comfort. As CEOs and business leaders the external viewer would assess that we’d done pretty damn well on most of our primary ‘to’ objectives. The problem is that most of us are like thoroughbred race horses. From an early age it has always been about passing the exam, getting into the university, the job with the prestigious firm, the promotion, then the top position, the independence, the control etc. etc. Our lives have revolved around goal achievement. So, like the thoroughbred taken out of racing, a lot of us don’t know what to do if we’re not blinkers-down aiming for the next goal, target or milestone in the next race we choose to compete in. Fortunately, the solutions are relatively simple: 1. Ignore the wobbles and the questions - questioning is for weaker mortals. Just aim for an even bigger target in business or your personal life and throw yourself even more heavily into its pursuit. Hopefully your loved ones and friends will remain there for you and you’ll die satisfied because all you’ve ever known is goal achievement. Not to be dismissed out of hand as its better than sitting on your arse in front of reality TV with a multipack of Monster Munch.

2. Retrain yourself. Like the thoroughbred that has to be lovingly re-programmed following a career in racing to function like a normal horse, relax into your own life. Focus on all that you have to be grateful for before the children have left home, your partner has run off with their yoga instructor and you struggle to tie your own shoe laces. 3. Apply yourself. You can achieve more in a day than most people can in a week. Start to bring your massive strengths to bear on things bigger than yourself. Don’t stress at first about finding your ‘Why’ or bigger ‘Purpose’. Start small with something wider than your current circle of influence. What local wrongs can you help put right? Volunteering for a charity can help you experience feelings and discover aspects to yourself that you never knew existed. Then, maybe a year in, unleash those thoroughbred entrepreneurial/ leadership tendencies and have a bash at making a real dent in the universe........ ‘The two most important days in your life are the day you were born and the day you found out why’ – Anonymous (often attributed to Mark Twain)

Si Conroy specialises in helping business owners set and achieve stretching goals: sales, proﬁt & capital/ dividend value realisation. Trained at PwC and owner of www.ScarletMonday.com and www.ConstantMentor.com, Si practices what he preaches across a number of businesses in which he has invested. si@scarletmonday.com · @siconroy

Design and Architecture

VR - BUILDING IN A NEW REALITY Andy Parsons, MD of Yelo Architects reports on the impact of Virtual Reality on building design

Electric hair headquarters design

nside the four walls of our office you can fly through buildings, explore unbuilt structures, and walk around your dream home. Though take care when reaching out for that door handle as you may find yourself knocking over a cup of coffee instead. Virtual Reality, or VR, has seen some false starts in the past, but with high end consumer systems making their way on to the market in 2016 the technology finally looks like it is here to stay. The entertainment industry has generated the most interest in regards to VR, but make no mistake, architects and others within the construction industry are already incorporating VR into their workflow and reaping the rewards. By using a VR system such as the Oculus Rift or HTC Vive people can experience a simulated environment as if they are physically present, as opposed to viewing it through a 2D

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A recent poll we conducted showed that over 75% would consider VR as a factor when searching for an architect - that would have been practically unheard of 5 years ago!

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screen. A head mounted display tracks physical movement and alters what it displays based on the motions of the user which results in an incredibly immersive experience. At Yelo we immediately saw the benefits this could offer which led us to hire our 3D visualiser, Ellen, in 2015. With a background in

game development Ellen was already familiar with the technology involved and has helped develop the industry leading VR service we have today - producing 3D models and scenes of our projects that can be freely explored in first person.

How is this useful to architects? For those unaccustomed to working with architectural drawings it can be a struggle to conceive a finished build from a set of 2D plans. Professional renders look great and are often vital in the planning process, but nothing comes closer to actually being in a finished build than experiencing it in VR. This is invaluable when presenting designs to clients as they are able to explore every nook and cranny, get a grasp of scale, and appreciate all the features and materials.

Design and Architecture With this insight they can immediately provide us with comprehensive feedback very early on in the process of the project. Everything within the scene has been meticulously modelled and placed and any desired changes can easily be identified, eliminating any costly last-minute revisions that may have otherwise slipped past. These benefits do not just apply to clients, but to other staff within the practice and consultants. By carrying out the whole process in-house as opposed to outsourcing we are also able to efficiently make any alterations that the client suggests, helping to further avoid excess revisions. Everything is accurate as there is constant communication between the design, technical and visualisation departments. Financially the start-up costs are low. The most popular high end VR systems cost between £500 and £800, and although a powerful machine and specialist software are also required these are usually already owned.

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The entertainment industry has generated the most interest in regards to VR, but architects are already incorporating VR into their workflow and reaping the rewards.

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It’s not all peaches and cream It does seem to be an obvious choice to embrace the technology, but there are limitations. VR is an investment in time. Creating a detailed scene takes a very long time to ensure everything holds up under vigorous exploration and examination. Scenes also have to be optimised

3d visualiser in house

Modelling in Maya and final render. for smooth realtime viewing as any stuttering or lag can cause motion sickness. This isn’t an issue with 3D visualisations such as images or videos, where complex scenes with a much higher level of detail can be rendered out over an extended period of time. From a physical point of view the current equipment requirements are far from ideal; a fluid experience requires the user to be connected to a headset that is attached to a powerful computer. This restricts the experience to one user in a fixed location and though mobile options are available the reduction of graphical quality and user control is often too much of a compromise. Given time, improvements in technology will reduce these limitations and hopefully provide a more portable solution that can be shared by multiple people at any given moment, and where changes can be made almost instantaneously.

To the future It hasn’t been long since the introduction of VR as we know it today, but it has already taken root within the architecture and construction industry. A recent poll we conducted showed that over 75% of people who responded would consider VR as a factor when searching for an architect - something that would have been practically unheard of 5 years ago! And we can only expect that percentage to increase as more and more people grow familiar with the technology. The feedback from all of these projects has only been positive; no one has put on a headset and not been excited to dive into all the details of the design, or walked away without a clear vision of the outcome of the project. For the best preview of your future build and complete security of mind there is nothing better than getting hands-on in Virtual Reality. Yelo Architects is a contemporary architectural practice working with developers and homeowners to create beautiful practical buildings across the South East of England. Contact us today if you would like to hear more about how we can make your dream project a reality. Olivier House, 18 Marine Parade, Brighton BN2 1TL. Tel: 01273 608444

yeloarchitects.com.

PAY ATTENTION Storm Creative Partnership has been upgraded to

ATTENTION-GRABBING DESIGN • WEB • VIDEO

Attention-grabbing design, web and video that gets the job done. Unashamedly seeking attention since 1999.

Check out our NEW website.

storm12.co.uk | 01444 40 12 75

Marketing

he Handcross-based design, web and marketing agency has been delivering memorable and effective online and offline creative work for over 17 years. Now the time has come for the team to use their creative flair on their own brand. The company has grown, upgraded and become more powerful - Storm12 has arrived. Managing Director, Matt Saunders says “Following our success with significant client wins over the last few years including Gatwick Airport, AJW and Cmed Clinical Services, we have been undertaking a broader mix of online and offline projects and seen increased demand for our exciting videos and bespoke websites.” Established in 1999, the agency boasts a proven track record working for local, national and international clients. Their aim is simple - to help clients stand out from the crowd. Or as they succinctly put it; “We have been unashamedly seeking attention since 1999.” Blending in is not their style and firmly believe in a ‘why be boring?’ approach. They deliver stunning creative that really is attention-grabbing.

Now it is time for an upgrade. Matt says, “Like only the most serious weather events, this Storm has been upgraded to force twelve - a once in a lifetime weather event. The kind that gets talked about. The kind that leaves a mark. The kind of thing you want from a creative agency. “We’re proud to launch our dynamic new brand to help us better reflect the creative work and range of services that we deliver. We also look forward to an all-new office design later this year. “We’re small enough to be agile, nimble and responsive, yet strong enough to take on the greatest challenges. We have a big personality and a passion to go above and beyond client expectations. We believe engagement and interaction are effective ways of communicating with clients. We feel a big idea can beat the weight of a media schedule; that creativity and powerful ideas are more critical to effectiveness than the size of a campaign budget. Storm12 is all about strategy, ideas and results - our level of service blows the competition away!”

With the new name comes the new logo, and the company applies their usual philosophy to logo design, as Matt explains: “We always actively encourage clients to think carefully when developing colour palettes and styles for their logos. Storm12 is no different to this process and we have developed our new logo with brand perception in mind - how we want people to think or feel about our brand.” “Purple is creative, imaginative and wise. Orange is a call to action, cheerful and confident, and pink is fun and evokes a sense of playfulness,” adds Senior Designer, Paul Mellon. Exciting times are ahead for Storm12 who will continue to apply their powerful expertise across strategy-led branding, advertising, websites, direct marketing, literature, exhibitions, video and animation. The new journey is one the company will take with their existing partners. Matt concludes, “We would like to thank all of our great clients for their continued support and interesting projects over the years, and we look forward to continuing to prosper together.”

storm12.co.uk

Travel - Oman

Shake hands in...

OMAN Muscat

The Omani capital is setting its sights on welcoming the world for conferences and events, whilst retaining its individual character. Rose Dykins reports

uscat is a rather beautiful port city. White cubic buildings follow the curve of the Arabian Peninsula, sheltered by majestic mountains. The spindly minarets of the Sultan Said bin Taimur Mosque pierce the dusky sky. A serene atmosphere resides, and it seems fitting that Muscat means ‘safe anchorage’. Living up to its namesake, Oman was recently ranked ninth globally in terms of safety and security by the World Economic Forum. And, in light of the numerous hotel openings and attractions opening up in the sultanate this year, Oman was also named the eighth best country in the world to travel to in 2017 by Lonely Planet – the only Middle Eastern nation to make the list. So, how does it compare to the Middle Eastern metropolises in its midst? Well, first of all, it has a no skyscraper policy. Those who are

turned off by the ‘build it and they will come’ audacity of Dubai, and the slight sterility of Abu Dhabi’s spotless facilities will find Oman to be a more humble, more authentic option for travellers looking to explore the region.

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Living up to its namesake, Oman was recently ranked ninth globally in terms of safety and security by the World Economic Forum

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Oman also breaks the mould when it comes to natural beauty. Its wildlife and scene-stealing mountains set it apart from the ‘desert city’

experience offered by its neighbours, and provides plenty of scope for group excursions. One thing Oman does have in common with other Middle Eastern nations is its need to diversify its oil-dependant economy. This has been a catalyst for its endeavours to become an international conference destination – part of its Vision 2020 plan for its fiscal future. While the sultanate has some catching up to do with seasoned host cities like Dubai, it also has the opportunity to grab the attention of companies who want to benefit from the flight connectivity, climate and opulent experiences the Middle East is known for, but who perhaps feel like they’ve ‘done’ events in the UAE already. Enter the newly opened Oman Convention and Exhibition Centre (OCEC). Encompassed by a nature reserve – which is flanked by yet more dreamy mountain haze – the sultanate’s new

Travel - Oman Grand Canyon of Jebel Shams

trump card seems more like a futuristic city than a meeting venue. A 3,200-seat auditorium is its crowning glory, topped off with an iridescent turquoise roof. Its 14 meeting

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Airport is set to get a facelift this year. It will gain a new 480,000 sqm terminal, which will open in stages throughout 2017, offering cutting-edge facilities and increasing annual passenger numbers to 48 million. And, in terms of hotels, 2017 is set to be

Those who are turned off by the ‘build it and they will come’ audacity of Dubai, and the slight sterility of Abu Dhabi’s spotless facilities will find Oman to be a more humble, more authentic option for travellers looking to explore the region

a busy year for openings in Oman. Marriott International has four properties in the pipeline; a 175-room Aloft, a 350-room Westin, a glitzy 250-room W Hotel, and a 230-room

JW Marriott property – the latter will open within the OCEC complex this year. A 300room Crowne Plaza hotel will also open at the OCEC, while two luxurious Anantara resorts recently launched outside the Omani capital – Anantara Al Jabal Al Akhdar, set in the Jabal Al Akhdar mountain range, and Al Baleed Resort Salalah by Anantara, a beach escape situated along the Arabian Gulf. Finally, the hotly anticipated Kempinski Hotel Muscat is being

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spaces, set within a microcosm of palm tree-lined pathways, are airy, high-tech and achingly modern. What’s more, the OCEC only a ten-minute drive from Muscat International Airport – convenient for international travellers jetting in from all over the globe. Speaking of which, Muscat International

Musandam Peninsula

Travel - Oman Oman Convention and Exhibition Centre

developed as part of The Wave, a sleek mixeduse development along Muscat’s coastline, complete with an 18-hole Greg Norman designed golf course. As Oman continues to grow, and more international brands move in, if it wants to carve out a niche in the meetings and events industry, it would be wise to protect its natural assets, and use them to attract conferences of a moderate size, and travellers seeking authenticity rather than ostentatiousness. To stand out from the crowd, and to

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To stand out from the crowd, and to continue offering something different from its neighbours, Oman should build carefully, and develop facilities that cater for international visitors seeking a more ‘boutique’ experience

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continue offering something different from its neighbours, it should build carefully, and develop facilities that cater for international visitors seeking a more ‘boutique’ experience, rather than trying to be all things to all people. All being well though, 2017 looks set to be a pivotal year for the sultanate.

Nizwa Fort

Travel - Oman

OMAN:

EXPLORE

AN OVERVIEW

• The energy sector accounts for 50% of the sultanate’s GDP and 75% of its export earnings.

• Sail the azure waters along Musandam Peninsula in a dhow boat.

• UK companies operating in Oman include Atkins, BP, BAE, Carillion, Interserve, Jacobs, Mott MacDonald, Petrofac, Rolls Royce and Shell.

• Dive with rays and friendly goatfish off the coast of Muscat.

• Oman ranks 66th in the World Bank’s Ease of Doing Business index.

• Trek the craggy Grand Canyon of Jebel Shams.

• Foreign companies and entrepreneurs are required to have an Omani parter with at least a 30% share in order to form a Limited Liability company.

• Visit the palatial Royal Opera House for a show or a preperformance workshop. rohmuscat.org

• The UK is Oman’s biggest foreign investor.

• Discover the magnificent Nizwa Fort, an Omani castle dating back to the ninth century.

• Some 44% of Oman’s population are expats. 7,000 of these are Brits.

• Soak up the bustle (and the smells) of Old Muttrah Fish Market.

• The best time to visit Oman is from October to April, when temperature is most pleasant.

• Retreat to the Shangri-La Barr Al Jissah Resort and Spa for an unforgettable beach break.

• The local currency is the Omani Rial (1=£2.07), and Arabic is the national language.

• Sip a traditional coffee at Al-Ahli coffee shop in the middle of Mutrah Souq.

• 28 global airlines operate 550 flights each week to Muscat International Airport.

• Go on a 4x4 safari of the verdant Eastern Hajar Mountains.

• Oman Air offers twice daily flights to Muscat from London, while British Airways serves the Omani capital five times weekly – both of these direct services depart from Heathrow, with a journey time of seven hours and 15 minutes.

For more ideas, visit omantourism.gov.om

• Spend the night with a Bedouin family and sleep under the stars.

WHERE TO EAT THE RESTAURANT AT THE CHEDI

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Chandeliers dangle above the terrazzo floors of this fine-dining venue, known for its indulgent Friday brunch. ghmhotels.com

BEACH PAVILION

Fresh and grilled seafood dishes served at this outdoor venue and, at night, fire torches and giant candles illuminate the tables upon the sand. ritzcarlton.com

MOKHA CAFÉ Another popular Friday brunch spot, this all day dining restaurant serves international cuisine piled high on buffet stations, as well as a la carte options, and overlooks the gardens of the hotel. muscat.grand.hyatt.com

KARGEEN CAFFE Sample some traditional Omani cooking at this relaxed, homely cafe with an outdoor terrace, and kick back with a sheesha pipe afterwards. kargeen.com

For All Your Business Travel Needs UNIGLOBE Preferred Travel, based in Brighton & London with globally connected offices in more than 60 countries. We truly deliver local service with Global Solutions. If you're serious about Travelling for Business we should be talking, give us a call today.

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6103

Travel - Oman

TOP PLACES FOR A MEETING/EVENT ANANTARA AL JABAL AL AKHDAR

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One of the Middle East’s highest luxury resorts – situated 2000 metres above sea level – this newly opened property is ideal for a company retreat. It has a boardroom for 16 people, event space for 150 guests and jaw-dropping canyon views. jabal-akhdar.anantara.com

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BAIT AL ZUBAIR MUSEUM Showcasing a private collection of Omani cultural artefacts from centuries past, this white-washed turreted museum can be hired for up to 15 visitors at a time. baitalzubair.com

AL BUSTAN PALACE

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This Ritz Carlton hotel’s 1,200 sqm Majan Ballroom is a traditional, refined venue, while its private beach is one of the longest in Oman. There are 250 plush rooms, five outdoor pools and a recently opened Six Senses spa, split over three levels. ritzcarlton.com

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GRAND HYATT MUSCAT Warm-hued, versatile event spaces at this five-star hotel include smart boardrooms and a carpeted ballroom that can seat 500 for a banquet. Dining options include a tea lounge, a sports bar and a rooftop grill restaurant. muscat.grand.hyatt.com

DESERT NIGHTS CAMP

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Occupying four hectares of sugar soft sand within the Omani desert, this luxury camp comprises 30 air-conditioned Bedouin-style tents with double beds and en suite bathrooms. Guests can enjoy a feast around campfire after a sunset camel ride. omanhotels.com/desertnightscamp

More destinations than any other UK airport

Source: OAG schedules 2016

Airport News

INVESTING IN THE SOUTH EAST The latest news from Gatwick Airport by Tom Sommerfelt

hile the Government continues to consult on its policy for runway capacity, Gatwick’s investment in its infrastructure is showing no signs of slowing, with the airport continuing to enhance its position as the world’s most efficient single-runway airport.

launched to Cape Town, with six services now leaving every week. It is the largest export destination in Africa, and with the South East exporting more than any other UK region, the new route will make it easier, cheaper and quicker for businesses in the region to access South Africa and surrounding markets.

Gatwick is already delivering the next phase of its Capital Investment Programme (CIP), which has already seen £1.3 billion of investment since independent ownership in 2009. A further £1.2 billion is to be invested in developing its existing infrastructure by 2021, which will include: expansion of the North and South Terminal International Departures Lounges, additional aircraft parking stands, increased car parking capacity for short stay, long stay and staff car parks across the airport as well as road network improvements.

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The ever increasing number of passengers travelling through the airport each year has now reached 43 million and its booming long-haul services grew by +26.8% in 2016, continuing to demonstrate that Gatwick can connect Britain to important growth markets when these links have never been more crucial. Its long-haul network now reaches over 50 destinations and as a result of this increase, Gatwick’s freight last year increased +13.3% in metric tonnage. A new long-haul service has also been

The airport’s GDP impact in the Gatwick Diamond has risen to £2.3bn and 36,000 jobs, meaning 10% of the Diamond’s economy can be traced back to the airport

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shows that the airport’s GDP impact in the Gatwick Diamond has risen to £2.3bn and 36,000 jobs, meaning 10% of the Diamond’s economy can be traced back to the airport, which is estimated to support one in every twelve jobs in the region. Additionally the footprint at a national level amounts to £5.3bn in GDP and over 85,000 jobs. From a sustainability perspective, Gatwick recently announced it is the first UK airport to join more than 80 of the world’s influential companies in a programme - the RE100 alliance - designed to generate a massive increase in the demand for renewable electricity. Gatwick has been purchasing 100% renewable electricity since 2013 and is a key part of the airport becoming carbon neutral later this year, as electricity comprises 80% of the airport’s operational carbon footprint.

Gatwick accounted for 14% of the UK’s aviation connectivity in 2016 (availability of seats to international destinations and the economic importance of these destinations), delivering productivity benefits to the UK estimated at £1.1 billion

Other initiatives to be launched this year include Gatwick’s world first airport waste to energy plant generating heat for the North Terminal as well as the introduction of an electric car sharing service, the first of its kind for a UK airport. All of these are important milestones in Gatwick’s journey to become the UK’s most sustainable airport.

Meanwhile, Gatwick’s role in the local and regional economy has been underlined by a recent Oxford Economics report commissioned by the Gatwick Growth Board. The report

With Gatwick reaching record passenger numbers, more than 10 years ahead of predictions, investment in the airport is more important than ever.

Economic Conference

24 CARROT GOLD Supporting the success of business is at the heart of Sussex

arrot Events are proud to announce the launch of the county’s first Sussex Economic Forum Conference, which will take place on the 16th and 17th November in Brighton. The conference is a vehicle for any professional local business or public body to discuss the key business needs of Sussex, ensuring long-lasting growth and development. The forum will deliver invaluable opportunities to network, learn, swap and share ideas, whilst offering updates on the latest industry trends and the economic development of Sussex. Sussex is a vibrant county with a rapidly growing population, offering great business opportunities with great strength in construction, manufacturing, wholesale trade, retail, tourism and shipping to name a few. Sussex is home to one of the busiest airports in the UK that at present, helps take over 41 million passengers to 220 destinations every year. The county is as dynamic as it is diverse. Sussex’s economic growth and development will be the main subject matter of the conference and will see many high-profile keynote speakers, economists, members of the cabinet, politicians, local government bodies, public and private partnerships, chambers of commerce and local and international businesses take part. The Sussex Economic Forum Conference will offer Sussex-based businesses and organisations, the opportunity to debate and participate in country-wide issues that will impact the county today, tomorrow and for years to come.

Faiza Shafeek

Events and Sponsorship Director Identity House, Westham Business Park,

Westham, East Sussex, BN24 5NP t 01323 461298 | m 07540 406685 e fs@carrotevents.co.uk |

w www.carrotevents.co.uk

Business Women Excellence Awards 2017 Sussex Edition year two has just been launched with headline sponsor, Acumen Business Law. Penina Shepherd, founder of Acumen Business Law, one of the ‘Top 50 Ground-breaking and Innovative Law Firms in the UK and Europe’ (Financial Times) is herself a multi award-winning entrepreneur, business lawyer and author of the inspirational bestseller book ‘The Freedom Revolution’. Acumen Business Law said: “ We at Acumen are elated to be the headline sponsor for the second year running. We believe that receiving an accolade for outstanding work achievements brings your successes to light, opens doors to new opportunities and builds a positive path for other women to follow. The Business Women Excellence Awards 2017 is a platform for the amazing Sussex business women to gain recognition for their achievements”.

Employment Law

HARRY’S LAW After becoming one of the first firms in the country to specialise in employment law, Sherrards expanded into HR, Occupational Health and Recruitment. The founder and owner is also a mean rally driver. Ian Trevett met with Harry Sherrard to talk about employment law - and avoiding tribunals. Harry enjoyed the glamour of racing in the Goodwood Revival

mployment law is a relative newcomer to the legal scene, and Harry Sherrard was one of the first lawyers to concentrate on this area. “I established the practice in the summer of 1999, specialising in employment law, and we’ve grown and developed since. These days, most law firms claim to have an employment partner but when I started it wasn’t like that. I was one of the first pure employment lawyers. “Employment law just grabbed me. It was a subject I enjoyed and seemed to get on well with. I always had the vision and the ambition to have my own firm and certain ideas as to how to go about doing that.” It is worth defining what employment law is. It is the body of law that governs the employer-employee relationship, including individual employment contracts, and statutory regulation on issues such as the right to organise and negotiate collective bargaining agreements, protection from discrimination, wages and hours, and health and safety. Effectively it is all about the stuff that

goes on in a workplace. Employment lawyers step in when it all goes wrong, and are often appointed to represent parties at an employment tribunal. While this is one of Harry’s area of expertise, it is also a situation he tries to avoid.

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We’ll say: “Let’s de-legalise this. What you really need here is mediation

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“We get pulled in after a situation has broken down, but rather than immediately advising on the law, we’ll say: “Let’s de-legalise this. What you really need here is mediation. Let’s just get these two guys together.” We’ll get a mediator in to sit with each of them individually to work through their problems, then get them together, and try to see if we can resolve it that way. We avoid a legal

situation if it’s not necessary. This is in keeping with our overall ethos of offering completely rounded employment advice and not just the legal bit.” It was this ethos that resulted in an expansion into other areas of problem prevention. Sherrards quickly expanded into HR, occupational health, and health and safety. Harry saw it as the firm’s duty to help employers avoid the cost and confrontation of legal battles. “I had a vision of being a multi-disciplinary employment practice, always with employment law at the core of it. We’ve been fortunate over the years to build up a first class and very loyal client base, many of which are the UK arms of international businesses, though with many smaller employers as well. “Our HR department helps with projects such as recruitment strategies and training, and then we can go on to look at contracts, handbooks, and looking after employees’ welfare through the occupational health side. If it doesn’t work out we can help with

Employment Law separation arrangements and then if it goes really pear-shaped, then we defend employers in employment tribunals. We fight cases all over the country for our clients. Many employers will regard us a distress purchase, as trouble shooters, but it should be the other way round. Get us involved at the front end, make things better and then you’ll have less need of us further along the line.” It must be frustrating to see employers and employees make the same age-old mistakes over and over again. Harry must have seen it all. “We certainly have. One of the most common scenarios is where an employee is not performing his or her job well. The managers initiate performance management processes, and then the employee claims: “You’re bullying me”. Two sides of the same coin: performance management or bullying? That’s a very common situation and we’ve got various techniques to assist employers to manage their way through that process. They can end up in a stalemate, so we help them break out of that. “If it does end in a termination of employment, not many people realise that the employee has to mitigate the loss and find alternative employment. If a case is a bit difficult to win, we might concentrate more on assessing that person’s job prospects and say “There are quite a lot of jobs so you should get a job within three months. So even if you go and win this case, you’re only going to get three months’ loss of earnings. If the employer pays that to you up front, that would be a sensible settlement.” “So with various inputs, cases can be settled on terms that work for both sides. Often I’ve seen employers put up with problematic staff for years, and are pleasantly surprised when we can work out separation deals for far less than they expected. “Other issues may be drug-testing of staff, especially if it’s safety-critical, such as driving or engineering. And, of course, diversity is a big consideration, especially with local authorities.” In the 17 years of trading, Harry must have seen many changes in employment law. What are the most striking changes?

The Race 2 Recovery team “It is the way that is has expanded. Back in the early days when I started you had unfair dismissal and a few branches of discrimination. Now you’ve got a book of nearly 500 pages just on disability discrimination. When I started almost the whole employment law was in that

on the contrary, she’s giving indications that in certain areas she might actually extend rights. She has launched a consultation about the gig economy, the uber-drivers and so forth. So the Government is looking at potentially extending rights there.”

book. Now you have a 500-page book on each sub-set of employment law.

As well as the HR and consultancy side, Sherrards now has a recruitment arm. “It came about as we provided recruitment services informally to established clients, and so we developed that.

❝

We’re not just a distress purchase. Get us involved at the front end, make things better and then you’ll have less need of us further along the line.”

❞

“Going forward there’s Brexit. It’s an urban myth though that the majority of our employment law comes from Europe – that’s just not true. Unfair dismissal, redundancy, shared parental leave, national minimum wage - a lot of it is down to us. “On the other hand, the transfer of employment regulations, known as TUPE, is purely European legislation. If you’re buying a business in America for instance you can say to the vendor: “I want your business but you need to make all your staff redundant and I’m just taking over the business without any staff.” That’s against the law over here, the staff come with the sale. “It’s early days, but I think the mood music coming from Theresa May is that she’s not interested in trimming back employee rights –

“It’s unusual. I don’t think there’s another legal firm that has a recruitment business as well. We don’t have hundreds of vacancies – it’s very much bespoke, individual assignments. We occupy the space between head-hunting and high street recruitment.” “It enables us to provide our clients with a holistic service, through the full cycle of employment, from recruitment to training to policies to HR advice to welfare and through to exit, if necessary.” Ultimately, Harry is happy to prevent the need for legal fights. He is passionate about mediation and prevention of acrimonious dismissals or resignations. It is unusual for a company to feel a sense of success if they stop themselves getting the juicy work, but Sherrards is an unusual business. And long may it continue in such a vein.

www.sherrardslaw.com 4 Albourne Court, Henﬁeld Road Albourne, West Sussex BN6 9FF Tel: 01273 834120 Email: advice@sherrardslaw.com

In this issue we review Harry’s recently published book on motorsport. In June 2017 he will participate for the ﬁrst time at the Goodwood Festival of Speed, working with the Race 2 Recovery Team, an ex-army team who suffered serious injuries in Afghanistan. Harry is giving a talk at Brooklands Museum, Weybridge entitled “33 years of motor sport with Harry Sherrard” on April 20 at 7:30pm. It will be a fascinating evening, especially Harry’s tales of racing across the Sahara desert in the Tuareg Rally, and how he came to race with an ex Grand Prix star at the Goodwood Revival. Tickets are only £5 and can ordered by emailing talks@brooklandsmembers.co.uk.

Conﬂict Resolution

MANAGING THE UNMANAGEABLE! Paul Cook, Acas South East Senior Adviser, on dealing with ‘difficult’ staff

hy is it that occasionally one employee can appear in our professional lives and despite all our masterful skills and supportive interventions never ever get it? In fact to such an extreme that they take up a disproportionate amount of time, affect our judgement, set a collision course with others and even impact the business itself. Ever been in this situation and asked yourself: • Why won’t they listen? • What am I doing wrong? • What makes them so difficult? • Why can’t they see sense? Let’s rewind. Leadership/management skills and training tends to be based on some important baseline factors: 1.

The majority of people want to do a good job

2. Occasionally people act out of character and will appreciate support 3. Humans are sociable 4. Employees like to have a purpose at work 5. People like to add value and to help others

Unimaginable therefore that anyone intentionally and purposefully would be the polar opposite to some or all of these traits. Our free advice, conflict resolution and training services have supported thousands to effectively ‘manage the unmanageable’.

Not because we have any delusions about changing this particular employee but because we know there are different effective strategies and techniques that are needed to support you and your organisation.

ABOUT THE AUTHOR

ABOUT ACAS

Paul is a Senior Acas Advisor who specialises in leadership development, strategic management, group and individual behaviour profiling, conflict resolution and performance improvement. Paul holds a level 7 diploma in executive business coaching, is a member of the Chartered Management Institute and is a QCF (Diploma) qualified trainer in adult teaching and learning. In addition to this he is a NLP practitioner and specialist Emotional Intelligence profiler.

Acas (Advisory, Conciliation and Arbitration Service) provides free and impartial information and advice to employers and employees on all aspects of workplace relations and employment law. We support good relationships between employers and employees which underpin business success. But when things go wrong we help by providing conciliation to resolve workplace problems.

We also provide good value, high quality training and tailored advice to employers. Our expertise is based on millions of contacts with employers and employees each year. • Acas south east (01252 360701) – arrange a free advisory visit • Acas helpline (0300 123 1100) – for free and impartial advice • Acas customer services (0300 123 1150) – training events enquiries • www.acas.org.uk - help & advice for employers and employees

Technology News

CLOUD TALK HOW SECURE IS YOUR OFFICE 365 TENANT? This is a good question that is often asked of system administrators who will answer very, however are they really sure? Well, Microsoft have acknowledged how difficult it can be for an administrator to understand how best to secure an Office 365 tenant (your business, not an individual user, is termed as a tenant) and have released Office 365 Secure Score, a proactive security management service. Office 365 Secure Score is a free tool to assess a tenant, looking at its overall health and listing the steps that can be taken to reduce risk. This can then help improve overall security by providing a list of actions to better secure a

tenant. When you run Office 365 Secure Score you are awarded points for different aspects of your Office 365 plan, which are then combined into an overall tenant score. My score was 107 so I have some checking to do, however the average score for an Office 365 tenant is 18! To check your score go to www.securescore.office.com and log in as an administrator.

ONEDRIVE FOR BUSINESS (ODFB) UPDATES Microsoft have released a raft of new ODFB updates to improve synchronisation, sharing and collaboration with content stored within ODFB. If you use SharePoint Online team sites and ODFB, Microsoft is enabling the ability to sync content between the two services. This sync includes files inside Teams, ODFB and folders that are shared on both PC and Mac platforms. This is a big improvement for companies that use both services, as it finally bridges the gap between the two online repositories of content.

WHATâ&#x20AC;&#x2122;S THE DIFFERENCE BETWEEN ONEDRIVE AND ONEDRIVE FOR BUSINESS? OneDrive is online personal storage that you get with either a Microsoft account or Outlook.com. You use OneDrive to save documents, photos and other files in the cloud, share them and collaborate on content. If you have a Windows mobile you can also save your photos direct to OneDrive, as you can with an iPhone to iCloud. You get 5GB of free storage after which you can pay a monthly amount for larger storage allowances.

OFFICE 365 ROADMAP Just over two years ago, Microsoft opened up on its development process for Office 365 by publishing the first roadmap for its productivity-focused platform. Now Microsoft have launched a new Office 365 Roadmap site, which it says will better serve users needs across a range of devices.

OneDrive for Business is online storage intended for business purposes. The backend technology is based on SharePoint, totally different to that of OneDrive. OneDrive for Business is managed by your company and lets you share and collaborate on work documents with co-workers. Site collection administrators in your business control what you can do in the library. By default you get 1TB of storage per user.

Like the original version, the new Roadmap site includes details of new features in development, along with those that are currently rolling out, those that have previously been released and some which have been cancelled.

If you want to view a very simple explanation via a short animated video, check out the video on our homepage at www.thecloudconsultancy.eu

Visit www.products.office.com/en-us/ business/office-365-roadmap

The Cloud Consultancy Europe are authorised Office 365 resellers

If you would like help and advice with your IT infrastructure call me. t: 00 (44) 1342 716873 e: jamie.shaw@thecloudconsultancy.eu w: www.thecloudconsultancy.eu

uk.linkedin.com/in/shawjamie

Direct Marketing

MAILING THE DEAD Is your email or direct mail database up to date? Do you know if you are sending marketing messages to people who have moved away - or even may be deceased. Misplaced direct marketing is costly and may cause distress. It’s never been more important to clean your data. By Andy Fry, Managing Director of Nova Direct. “Surely there’s an easier way to reach our customers, Lavinia?”

n 2016, amidst a flurry of celebrity deaths, the mortality rate in the UK increased by 5.4%, its highest rise for nearly 50 years. As a direct result, there is a greater risk that your direct marketing, either by email or post, may be going to a person who has passed away. It is important to keep up to date with ‘deceased supression’ i.e. the process where

your data is vigorously checked to ensure that those who have passed away are no longer on your lists. The number of pieces of direct mail sent to deceased people annually is set to cross the 200 million mark for the first time in 2017. On average, 80 mailing pieces are sent within the first year to the deceased individual. It is a

costly exercise, especially if you are using direct mail, but the human cost may be even higher. It is a waste of money and time, but this is insignificant compared to the emotional distress that can be caused when someone receives mail or email for a family member or spouse who has recently passed away. It can act as a painful reminder of the loss of a loved

Direct Marketing one. It also gives the impression that you have no interest in your customers if you do not know if they are dead or alive. The negative PR and brand damage may far outweigh the benefits of the marketing campaign. Surveys reveal that the two thirds of consumers would boycott a company if they received a piece of direct mail in the name of a loved one that has passed away. John Mitchison, head of preference services, compliance & legal at the Direct Marketing Association (DMA), says that marketers should be checking their customer database’s regularly to ensure they are up-to-date.

❝

The negative PR and brand damage may far outweigh the benefits of the marketing campaign.

❞ He says, “The solution is to ensure marketers are using sources available totem to easily check their customer records, for example by using deceased lists or the Mailing Preference Service.” Although the idea of mailing to a person who has passed away is the worst scenario, there is a huge level of wasted time, money and effort spent mailing people who have moved home or businesses who have changed location. 500 million more pieces of direct mail are being opened and read compared with 2013, equating to an additional £1.6bn being added to the channel’s ROI, according to new research. It is estimated that 60 million pieces of direct mail are being sent to wrong addresses every year. Direct mail is still a massively powerful tool if it is done right. The perception that this is an old-fashioned method that has had its day was demolished when a leading American charity

decided to ditch is direct mail campaigns. Susannah Birkwood, writing for Fundraising Week reported: “The American Cancer Society’s income from new donors fell by $11.3m (£7m) after the charity suspended its direct mail acquisition programme in 2013.

❝

The American Cancer Society’s income from new donors fell by $11.3m (£7m) after the charity suspended its direct mail.

❞

“The cancer charity said at a conference that its new-donor numbers also fell by 11 per cent over the course of year. They estimated that the charity would have lost $29.5m (£19m) in new-donor income if the ACS had continued

without a direct mail programme over a fiveyear period and said the negative impact on planned gifts had not yet been determined, but was likely to be noticeable because direct mail-acquired donors had contributed $51m (£33m) to planned giving between 2002 and 2012.” Direct marketing is still a vital tool, but it only works if the data is clean, relevant and targetted. Now is the best time to have your data analysed, purged and cleansed in order to take ensure your Return on Investment in direct mail campaigns is maximised. Nova Direct offers a host of data management services, allowing you flexibility, while increasing opened mail and lowering waste. Next issue I will explain how we cleanse our data and ensure that a marketing campaign is properly targeted.

E: andy@novadirectmail.co.uk T: 01444231400

Clients choose me for the same reason I choose my bank. Expertise Expert guidance and support for professional businesses Our Relationship Managers are specialists in business banking. Their in-depth knowledge of the professional services sector means they understand your challenges. From office moves or IT upgrades to supporting expansion, they will work with you, giving you the financial guidance and tools you need to succeed.

Call us 0800 694 0042 Minicom 0800 404 6161 or contact Rachel Cundall, Business Banking directly on 07920 089 199 Monday to Friday 9am-5pm (excluding public holidays). Calls may be recorded.

Motoring

THE HIGH SPEED LAWYER

arry Sherrard runs a leading specialist employment law firm from offices in Sussex and Heathrow. This successful firm has been praised for providing commercially driven and practical advice with an impressive international reach and is a leading firm in the Chambers Legal 500. So far, so good, but what many of his clients will not know is that once the business suit comes off, the overalls go on as Harry has spent 33 years in motorsport with a resume that comprises some of the most exciting and glorious events in the calendar.

Harry’s new book, Taking Part, is a wonderful romp through the past three decades of adrenaline filled racing and adventure, from a 4x4 mission across the Sahara, his time at the Brighton Speed Trials in his Van Diemen Multisports car to stories about Paddy Hopkirk, racing at the Goodwood Revival and his time with Eddie Jordan racing, the birth of which came in 1982 when he was found sleeping in the back of Jordan’s pickup truck.

it all in his stride and we extracted ourselves calmly from the battered vehicle. That evening, the car was winched out of the ravine and returned to the service park and despite every panel being damaged, it still ran.”

❝

A wonderful romp through the past three decades of adrenaline filled racing and adventure

❞

As with all motorsports, it’s an array of joy and horror in equal measure and one of the more hilarious recollections is when Harry took part in the British Cross Country Championship which, inadvertently, resulted in an appearance on the television programme ‘Best of Crash’. Harry recalls: “On an event in the Brecon Beacons, l put the Land Rover into a glorious four-wheel drift only to run out of road. In tarmac racing terms, ‘running out of road’ means a visit to a friendly gravel trap but in the Brecon Beacons it has a somewhat more literal meaning. The road really did run out and all we had was fresh air. As we rolled down the ravine, my concern was for Ivor, my co-driver, but when we came to rest against a tree stump, the right way up as it happened, he took

Harry (left) and faithfull (and fearless) co-driver, Ivor Heading

As with all motorsports, it’s an array of joy and horror in equal measure

❞

The book is full of fascinating details from his racing career and spans road racing, off-road adventure and everything in between, across the globe. The title Taking Part is derived from his mothers reaction when she learnt of his interest in motorsports and remarked “It’s not as if you’ll ever take part”. How wrong she was. To get a copy, go to www.taking-part.com where you will find an overview of the book and a copy can be purchased. I couldn’t think of a better way to spend a Sunday afternoon than absorbed in Harry’s book and if you think you have been involved in motorsports, read this book and think again.

Motoring

PASSAT

COMES OF AGE By Motoring Editor, Maarten Hoffmann

n the past, the Passat has always just dipped under most people’s radar as it was a tad dull and there were so many cars in that sector that trounced it. So when VW asked me to review it l was wary, as l hate writing damning reviews especially as it sold 22 million models since its launch in 1973 and many people probably think it is the best thing since sliced bread. To date, they have been wrong. Not anymore. This is a cracking first class motor and if it were not for the badge, you would swear you were driving an Audi. There are several models available. The stylish coupe, Sport Coupe GTE, the 4x4 Alltrack Estate and the GTE Estate l have in my drive, and they all come in the standard VW range from S through to the R-Line. Foolishly,

almost the entire range is diesel and they, like all other manufacturers, will live to regret that as you can read in my Anger Management column on page 92 - diesel is dead.

❝

It’s tough these days to believe what they can get out of such a small engine

❞

The interior is as brilliantly Germanic as you would expect with everything well laid out, high quality materials and a really comfortable driving position. The boot lid is fully sprung

and will swallow anything and with plenty of room in the rear although the middle passenger will have their legs straddling a sizeable transmission tunnel. Power plants start with the 118bhp 1.6 TDI and goes on to the 237bhp 2.0 BiTDI, which is VWs most powerful four-cylinder diesel to date. My test car is the GTE Estate Advance 1.4 TSI and, rarely said about a 1.4 litre engine, it gave me all the power l needed although it is mated to an electric motor that finally offers 215bhp. It’s tough these days to believe what they can get out of such a small engine and pure electric will give you 660 miles (with a light right foot). The drive is smooth and very well planted and the DSG gearbox shifts through the gears

Motoring

like silk. The optional continuously variable dampers work away at softening out the lumps and bumps and affords you a smooth and trouble free ride. The problem for them, not us, is the competition – competition that comes from within the same company. The new (VW) Skoda Superb Estate shares much of the same technology but has a larger interior and more standard kit for less dosh. OK, the badge does not have the same cache but then l am not sure that buyers of such cars really care about that and the VW will certainly have a

❝

Jiggle all the extras and the prices start to even out and there lies the problem. Will the Passat steal sales from its own stable mates?

❞

better resale value. But then there is the Audi A4 from the same stable. The A4 Avant starts at £28,000 and with the Passat starting at £24,000, l wonder if buyers would stump up the extra £4,000 to drive an Audi? Jiggle all the extras and the prices start to even out and there lies the problem. Will the Passat steal sales from its own stable mates? Despite all that, the new Passat is a great piece of kit and is no longer the dull functional beast it once was. To use boxing terminology, it really is a contender.

TECHNICAL STUFF Model tested: Estate GTE Advance Engine: 1.4 litre diesel with an electric motor Power: 215bhp Performance: 0-62mph 7.5 seconds Top speed: 139mph Economy: 156.9mpg combined Price from: £24,770 Price as tested: £38,615.00

Motoring

LASER FOCUS By Maarten Hoffmann

he Ford Focus has been around since 1998 and they have played around with it in various guises ever since. The original ST was much loved and with its 2.5 litre engine it was a corker of a hot hatch.

As with all technology, Ford have managed to put a 2.0-litre engine in the new ST that produces 247bhp which, as you can image in such a small car, is mightily impressive and somewhat scary. I don’t scare easy so off l went like a scalded cat. The ST is a softer version of the epic RS but it loses none of the appeal. The full-on Recaro seats are tremendous and hold you in place like super glue. All Ford interiors are well laid out and here is no exception with the additional turbo boost dials sitting high.

❝

They have aimed the ST firmly at the Golf GTl in terms of ease of everyday use and speed and they have made a good fist of it.

❞

The drive is excellent but with all front wheel-drive hot hatches, you will feel some tyre scrabble as it tries to get off the line but certainly not as bad as most. 60mph arrives in around 6.5 seconds and short shifting will remedy most of the scrabble. The drive is firm but not harsh and it is very stable in corners unless you inadvertently unleash the gas pedal mid-bend - then you get what you deserve – an early visit to a ditch. They have aimed the ST firmly at the Golf GTl in terms of ease of everyday use and speed and they have made a good fist of it. Trim levels come in ST1, ST2, and ST3 and although the ST1 does not come with full leather, xenon’s and climate control, you still get that brilliant engine and save over £4000 against the less powerful GTl. Ford have managed speed, great kit level and style and trounced the competition and there is an estate version and (god help me) a diesel version. I wonder if that will be called the STD?

TECHNICAL STUFF Model tested: Focus ST3 Engine: 2.0-litre turbocharged Power: 247bhp Performance: 0-62 6.5 seconds Top speed: 154mph Economy: 39.2 combined Price from: £22,745.00

❝

The ST is a softer version of the epic RS but it loses none of the appeal.

❞

Birchwood FORD

Eastbourne, Halland and St. Leonards-on-Sea www.birchwoodford.co.uk

FORD IS A SMART WHY EVERY

SUV

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When you choose a Ford SUV you get a Sports Utility Vehicle thatâ&#x20AC;&#x2122;s also a Smart Utility Vehicle. Why? Because Ford SUVs are intelligently designed to make them as practical and capable as they are innovative and stylish. These vehicles are packed with remarkable technologies too. Plus, these SUVs are available with fuel efficient engines.

Birchwood Ford

Lottbridge Drove, Eastbourne, BN23 6PX 01323 407099 Eastbourne Road (Nr Uckfield), Halland, BN8 6PS 01825 700737 Sedlescombe Road North, St. Leonards-on-Sea, TN37 7SQ 01424 230865 www.birchwoodford.co.uk

Motoring The Family Zone. The Motor Show is family friendly and you can be sure to see a huge variety of activities for small kids and big kids alike! From active simulators to advice on family vehicles, this zone is not to be missed.

We are delighted to announce that Mobil 1 will be the headline sponsor for the Brighton & Hove Motorshow. Not only will they be offering a unique insight into their involvement in performance and motorsports vehicles but they will also be demonstrating their exciting Formula 1 simulator â&#x20AC;&#x201C; the closest visitors will ever get to understanding what itâ&#x20AC;&#x2122;s like to drive one of the fastest cars in the world. There are rumours of Stig making an appearance with the Top Gear simulators and all the latest models from the top manufacturers - this will be one of the most exciting events to hit Sussex in quite a while with over 20,000 people expected.

Pre-registered tickets are FREE but you must register here: www.brightonandhovemotorshow.com

The Test Drive Zone. Unlike other motor events and shows, visitors will have the option to test drive the latest vehicles. If you have a vehicle you would like to test drive keep updated with all motor show news.

The Classic Motors Zone. For a step back in time and a dose of nostalgia this zone offers the classic car lover a variety of models to view and Falmer Classics will be conducting a classic car auction on the day. Watch this space for details of beautiful classic cars that you can buy and take home.

www.brightonandhovemotorshow.com

Motoring The Leasing Zone. As contract hire, leasing and fleet management become increasingly prominent in the motor industry the way in which people fund their vehicles is changing. To find out more about these options and how you could benefit, be sure to visit this zone.

The Car Care Zone. If you are looking at ways in which to maintain your vehicle, both mechanically and aesthetically, then this is the zone for you. From dent removal and paint shop work to oil and lubricant specialists this will be an enjoyable and educational visit.

The Go Karting Zone. QLeisure, also known as Brighton Karting, will be offering kart rides for visitors to test their driving skills. Karts will be available for both adults and children and a few prizes may even be up for grabs.

The Innovation Zone. Motors are not just for petrol heads as manufacturers continually advance technology to produce more efficient and effective vehicles, the future is set to be very different for motorists. For a fascinating glimpse into the future, visit the Innovation Zone. The Motorsports Zone. As motorsports continually battle to edge seconds off lap times, improve engines and generate more and more divisions, the motor show will bring you bang you to date with what is happening and the headline sponsor, Mobil 1, will be presenting their Formula 1 simulator to enable visitors to get a taste of the fastest sport in the world.

The Motorcycle Zone. For the lover of two wheeled transportation this zone is a must. Whether you are interested in learning how to ride, road safety, the latest equipment or new deals on bikes, you will find all your answers in this zone.

The Top Gear Experience Using original BBC footage and presented in full HD you feel the full force of acceleration, slick gear changes and phenomenal breaking on the Top Gear track. This season the Top Gear Experience offers a brand new feature - the Ariel Atom - one of the fastest accelerating cars in the world, capable of reaching 100mph in 6 seconds back to 0 in 4 seconds. We then move on to a favourite with the drift community - the 197Bhp Toyota GT86.

The Mercedes AMG F1 Experience Sat 10th June 2017, 10am - 5pm Sun 11th June 2017, 11am - 4pm AMERICAN EXPRESS COMMUNITY STADIUM BRIGHTON, BN1 9BL For FREE entry, register at www.brightonandhovemotorshow.com

The Experience is new for 2017 and offers members of the public the opportunity to take part in a fantastic, immersive experience. Featuring three time Formula 1 World Champion driver Lewis Hamilton and utilising real telemetry and footage from our Mercedes AMG Petronas F1 testing sessions at the world famous Silverstone circuit. We use the latest in motion simulation technology to offer a unique and exciting experience to thrill any age group. CHANDLERS

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Motoring

Platinum Classics

PORSCHE 928 by Maarten Hoffman

FACTS AND FIGURES Production: 1977 – 1995 Variants:

2-door Coupe 4.5 V8 4.7 V8 5.0 V8 5.4 V8

Average now: £24,995.00 Potential now: £38,500.00 Future potential: 12% - 20% pa

he Porsche 928 was a revelation to me when l first bought one back in 1992 and having owned a 911 SC immediately prior l, like many others, considered that to be the ultimate Porsche. After ten minutes in my 928 GTS in fire engine red with oatmeal interior with a thumping great 5.0 litre engine, l was hooked. The 928 is now climbing in value with an average 2.8% uplift in value per quarter, therefore around 1% per month. 12% increase per year for a lump of metal sitting in your garage that you can spin round in every weekend, is none too shabby and many predict the annual price rise to be 20%. The 928 was produced from 1978 – 1995 and was originally designed to replace the 911 and was only the seventh ever front-engined Porsche, and was the company’s first V8 production model. The finished car debuted

at the Geneva Motor Show in 1977 and went on sale in 1978 to much acclaim but slow sales. Purists we put off by the water cooled front engine and everyone else was deterred by the high price and the fact that it was more expensive than the 911. Nevertheless, it went on to win the 1978 European Car of the Year and much praise for its beautiful design and futuristic features and l for one think it is a truly beautiful car. The drive is silky smooth with titanic power under your right foot, four seats and a hatch back – the ultimate autobahn cruiser. Today you can pick up a high mileage example for as little at £16,000 but don’t. Go for a model with under 80,000 miles and you will pay around £30,000 and if the appreciation rates continues, it will be worth a minimum £40,800 in three years’ time.

Model

Model years

Numbers made

928

1978-82

17669

928 S

1980-83

8315

928 S/S2

1984-86

14347

928 S4

1987-91

15682

928 CS

1988-89½

928 SE

1988

928 GT

1989½-91

2078

928 GTS

1992-95

2904

Total

1978-95

61056

The new 928 - the 921

Table Talk

And so to food By Amanda Menahem

The beautiful Restaurant Jansz in Amsterdam.

ry January? Pah! I lasted 14 days. Admittedly most of that was spent at my favourite spa in Thailand,

strategically scheduled to follow a five day booze and food fuelled New Year in Amsterdam. What a fantastic city! I found that the best food was not to be had at the two Michelin starred Bord’eau, but actually in a number of local bistros dotted around the city. I have finally concluded I am rather bored of ‘poncey’ food. I want a proper plate of food with thoughtful, honest, unpretentious flavours and textures all working in harmony. I don’t want fashion or whim on my plate.

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they’d achieved it, and finally one of the best

I have finally concluded I am rather bored of ‘poncey’ food. I want a proper plate of food with thoughtful, honest, unpretentious flavours and textures all working in harmony

❞

cooking from a young and enthusiastic kitchen team. It wasn’t without some technical errors such as a burnt celeriac crisp accompanying

Nevertheless I indulged in it all, retox

an otherwise lovely scallop dish, and an

preceded detox, and then (once I was back

undercooked slice of pear and almond

cheesecakes (baked, New York style and a proper biscuit base) I’ve had in a long time, accompanied by excellent homemade icecream. I think this is a kitchen that is developing and getting into its stride. I still wouldn’t recommend the wine list unless you’re very easily pleased (an ex boyfriend recently stated ‘it all tastes the same after the first pint’ – he’d be fine here) and don’t get me started on the live music. I’ve already commented previously on the problems with this, suffice to say that all my dining companions that night felt the same. It’s a real shame, as I will only ever go there for lunch and not dinner because of it. The following week I attended a dinner at

to Brighton) ran straight into retox. My detox

tart (which seemed to be just my serving,

Blanch House. This is a beautiful hotel with

was broken by Skyfall in Hove, who invited

suggesting inconsistency). But there were

a fabulous bar. They don’t have a restaurant

me to the launch of their new winter menu.

also some real highlights. A perfectly cooked

as such but they do cater for private dining

Regular readers know of my previously mixed

steak with an inspired roasted Jerusalem

events. I have eaten here twice now and have

experiences at this Hove haunt. On the whole

artichoke puree, the most carroty carrots I

been very impressed with the food. Here I had

I have to say that the food I sampled on the

have ever tasted leaving my dining companion

one of the best sticky toffee puddings I’ve

night was pretty good, with some promising

Andrew Kay and I wondering how on earth

ever had. On that particular night, one of our

Table Talk

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I keep vowing to return to Blanch House to use the bar in a social setting, but there’s also much to like from a business perspective. It’s a great venue for private dining, meetings, training courses and away days

fellow diners took a shine to one of the residents also on our table, and opted instead for a somewhat more ‘carnal’ dessert. We were all more interested in diving into her abandoned pudding than in the ensuing scandal. That’s how good it was. This week back at Blanch house again, I enjoyed a beautiful silky Jerusalem artichoke soup followed by a sublime sea bass on crushed potatoes with a crayfish sauce, rich with white wine and cream, and then a light but rich chocolate tart with a caramel sauce. Even the petit fours, deeply chocolatey morsels of heaven, were homemade and perfect. It’s almost a shame that this talented chef isn’t cooking in a restaurant where we can enjoy his food all the time, but good for Blanch House.

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I still wouldn’t recommend the wine list unless you’re very easily pleased (an ex boyfriend recently stated ‘it all tastes the same after the first pint’ – he’d be fine here)

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That chef is Colin Gibbons, a classically trained chef who has been cooking since the age of 16. He has held two AA rosettes and was previously Head Chef at the lovely Alexander House in Turners Hill. He’s extremely passionate about food - where it is sourced, seasonality, flavours and presentation - and it shows. I keep vowing to return to Blanch House to use the bar in a social setting, but there’s also much to

Steak at Skyfall

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like from a business perspective. It’s a great venue for private dining, meetings, training courses and away days. Because they are quite a small venue, they are more easily able to offer exclusive use of the entire hotel. This would work really well for team building and training days (I wish I’d known about them in my previous corporate roles), not to mention special events such as birthdays etc. And under the watchful eye of the fabulous owners, the attention to detail and level of service is first class. The very next night, I attended a Riedel (high-end wine glass producer) wine dinner at Hotel Du Vin. A fabulous four course dinner was served with matched wines, interspersed by a fun tutorial by the Riedel rep. Now as regular readers know, I recently completed my wine qualifications and learned to appreciate the importance of using the right glassware. However I hadn’t before directly compared and contrasted the difference in a tasting session – it was revelatory! The atmosphere on the night was somewhat raucous and jolly, making for a fun night. Do look out for similar future events. My month ended with a trip to London with the girls and for this we chose Jason Atherton’s Social Wine and Tapas. They didn’t put a foot wrong. Standouts were ham croquettas (some of the best I have had in the UK), crispy duck egg with confit duck leg, grains and winter truffle, chargrilled carrots with burnt aubergine, miso and walnut pesto, a honey truffle burrata with Brogdale apples, pear and chestnut, and a rich and earthy octopus stew. All of this was washed down with their house Cava which was top notch (better than a poor quality champagne) and pretty good value at £39.00 a bottle. So despite my best intentions January’s culinary experiences were, on the whole, pretty lavish. But if you can’t start the year with some fabulous dining, how do you set the bar for the rest of 2017?

Lunch at Jansz in Amsterdam

Table Talk

Mannings Heath by Maarten Hoffmann

he Mannings Heath Golf Club and Wine Estate has undergone a

good old classics that could bear a return and l was delighted to see that

few radical changes recently, not least of which is the planting of

old staple Coq au Vin on the menu and did not hesitate for a moment

a brand new Sussex vineyard hence the addition to the name. It

to order it. My guest ordered the fillet of sea Trout with creamed leeks,

is such a beautiful settings and with the addition of the vineyard, we

samphire and pomme Parisienne. Whilst waiting, the very attentive

are set to hear a lot more from them in the coming years. To mark the

waiter arrived with rolls, freshly baked on the premises and mine had

changes, they have established a brand new restaurant and l popped

notes of treacle which was a very nice surprise l must say. With a huge

over to see what was on offer.

dollop of butter mounted on top, it was a superb combo and l could not

The Benguela Brasserie is in honour of the new South African owners and had been open only days when l visited. I was a brave move as

resist but to order more and more and…… My Coq au Vin arrived with smokey bacon, silver skin onion sauce,

it often takes months to bed in a new restaurant and journalists are

new potatoes, a shard of crispy chicken skin and a sauce comprising a

usually kept at arm’s length whilst the wrinkles are ironed out. First

Benguela Cove Merlot. Until the new vines are ready, the new owners

impressions are very good as the restaurant is nicely done and although small, it is perfectly formed. A lovely touch are sheepskin rugs thrown over the back of the chairs which does go to make it very warm and homely. The menu is the perfect size in terms of choice and l could not resist the Ham, Egg and Chic… Iberico ham, soft boiled quails egg and smoked chicken salad. The ham was predictably perfect and l was delighted to see the chicken salad was actually compressed into a circle and tasted divine and a perfect accompaniment to the ham. My guest plumped for the Fois Gras with peach and brioche and it was obviously good as l did not get a word out of her for ten minutes and the plate was almost licked clean. What a very good start. Now, for the main course. l have to say that Chef Nik Macallister has been courageous and has brought back some old classics. Chefs these days are so keen to be ‘on trend’, that they forget that we have some

Table Talk

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With a huge dollop of butter mounted on top, it was a superb combo and l could not resist but to order more and more and……

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have brought over their South African wines and with the addition of the bacon and onions, the sauce was excellent and packed with flavour.

Chef Nik Macallister

I couldn’t quite work out where the flavour was coming from and then just stopped thinking about it and enjoyed the subtle explosion of flavours. The chicken was spot on and although they were noted as new potatoes, the Chef seems to have roasted them and they were a revelation. If you have never roasted new pots, try it as they were beautifully done with a light crisp to the exterior. The Trout was expertly cooked although it could have done with a little more crisp to the skin but a superb dish and very well executed. I had no room for puddings but a boy has to do what a boy has to do and therefore ordered the Orange mousse with marshmallow and orange candy and, yes and, the sticky toffee pudding with butterscotch sauce and vanilla ice cream. And l am pleased l did! The orange candy was a flavoured honeycomb and it has been years since l have had that but it won’t be long until l have it again. Excellent flavour and texture combo with fabulous creamy chocolate mousse. Oh Lord, the belt is being subtly loosened beneath the table cloth as my guest moans in ecstasy and slides the sticky toffee in my direction. I chatted, with my trousers re-buttoned, to the Chef Nik and shared my views of rediscovering old dishes and he has plans for Beef Bourguignon and more. I used to love an excellent Bourguignon and the finest was a little French Café in Wardour Street where l first discovered its delights.

I will be back and the most apt statement l can finish on is that we have a new fabulous restaurant in Sussex and l would be delighted if you did not go to ensure l can always get a reservation.

Mannings Heath Golf and Wine Estate Hammerpond Road, Mannings Heath, Horsham, West Sussex RH13 6PG Tel: 01403 220349 www.manningsheath.com

Table Talk

Wine Masterclass NATURAL WINES by Jonny Gibson

get asked a lot about natural wines at our wine tastings in Brighton. What are they? What do they taste like? and are they worth buying? Let’s start with a definition. Les Caves de Pyrene, the UK’s leading importer of natural wines, puts it like this: ‘Natural wines can be described as wine made from grapes that are grown organically or biodynamically (no pesticides, herbicides or chemical fertilisers) and made using their own yeasts (no added enzymes, no commercial yeasts, no colouring, no acid or added tannin) and the minimum of added sulphur (or none) to truly capture the taste of the grapes, the nature of the vintage, and the sense of origin (terroir).’ What’s the difference between natural, organic and biodynamic wine? Organic farming simply precludes using a list of chemicals. Biodynamics is more holistic. It considers the environment and the role of biodiversity in farming. It involves working the soil with certain preparations at certain times of year, to bring the vines to health and to ensure that they are resistant to disease. Much biodynamic activity works on natural and lunar cycles - natural refers to the moment the grapes arrive at the winery. It describes the process of winemaking where there is no chemical interventions (yeasts, acids, sugars etc) – effectively the winemaker is gently guiding the juice rather than ‘making’ the wine. These types of wines have grown in popularity over the past few years. They are made all over the world with hotbeds of activity in France, Italy, Slovenia, Austria, Spain, California and Georgia (where they have been making wines naturally for centuries). The wines are exciting, they often taste unusual, natural and refreshing, occasionally funky. They tend to be lighter. People are becoming more interested in provenance and finding wines that have stories,

and also knowing that what they eat and drink doesn’t have unnecessary additives in it. If you enjoy food made from wild yeast like sourdough bread and live yoghurt, then you should warm to the natural wines message and at least want to taste them. Natural does not always mean well made or ‘tastes better’ of course, so proceed with an objective nose and palate. There has certainly been some disagreement between producers of well known, premium wines who use some interventions in their winemaking and the natural wine movement when it comes to wine quality. To some extent you need to have an open mind about natural wines, many of which can take years to ferment and settle slowly before the winemaker considers them to be ready to drink.

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What’s the difference between natural, organic and biodynamic wine? Organic farming simply precludes using a list of chemicals. Biodynamics is more holistic.

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Here are some wines I recommend that you try. There is quite a broad church here covering lighter whites, a skin contact white, light to medium bodied reds and a sparkling wine. The wine shops mentioned are all in Brighton and Hove.

Sparkling: • Catherine & Pierre Breton Vouvray Brut Dilettante NV, France – Ten Green Bottles £20

Whites: • Orsogna Terre di Chieti Pinot Grigio ‘Ramaro’ 2014 (Skin contact) - Twenty One Wines £15 Cantina Rallo Baglio Bianco 2016, Italy – Ten Green Bottles £14 Davenport Vineyards ‘Horsmonden’ Dry 2014, England – Butlers Wine Cellar £15 Gran Cerdo 2015, Spain – Ten Green Bottles £9.50

Reds: • Clos du Tue-Boeuf Touraine ‘Rouillon’ 2015, France Seven Cellars £17.95 Judith Beck Burgenland ‘Ink’ 2014, Austria – Seven Cellars £12.95 You can try some of these wines and more like them at our Natural Wines Tasting on 6th June at Hotel du Vin Brighton. For tickets and information, visit www.sussexwineschool. com

Jonny Gibson is the head tutor and owner of Sussex Wine School, an independent company that runs regular tastings and courses including WSET Levels 1-3 in Brighton, Lewes and Tunbridge Wells.

www.sussexwineschool.com

Table Talk

Celebrating Sussex Foodies

ast month the very best of Sussex produce was celebrated by nearly

of the year,’ was hosted by awards patron, Sally Gunnell OBE DL and

400 leaders in the food, drink and farming industry at the 11th

Danny Pike of BBC Sussex at the Amex Stadium in Brighton, where

Sussex Food and Drink Awards.

guests were treated to a ‘Sussex bubbly and ale reception’, followed by

The evening, rapidly becoming known as ‘the Sussex foodie event

a seven course dinner.

AND THE AWARD GOES TO…

SUSSEX FOOD PRODUCER OF THE YEAR

SUSSEX DRINK PRODUCER OF THE YEAR