Surrey Business Magazine - issue 79 by Platinum Media Group

The multi-billionaire is selling shares. Should the American, or the world, markets be worried?

SURREY CHAMBERS

Surrey Chamber News

50 Sussex Business Awards

The 36th annual Sussex Business Awards are now being judged, and tickets are on sale

54 Brighton & Hove Business Awards

The BAHBAs are back for 2025, and are open for entries

FINANCE

26 Kreston Reeves

Life event triggers for a will review

CHARITY

56 St Peter & St James Hospice

The power of corporate engagement to help support your local hospice

OPINION

London Gatwick has released some healthy and encouraging interim

Encouraging neurodiversity in the

Cleankill tech operative wins national

60 Anger Management

The unintended consequences for the proposed end of VAT exemption for fee-paying schools

TRAVEL

62 Autumn in the UK

Several options for an autumn/winter break across the country

MOTORING

66 Size does matter

Lasting power of attorney – FAQs

The BHS saga: stark lessons for all

The Institute of Technology’s new ties

Preparing law students for the future

Why are the same cars made all across the world getting bigger?

What a great few weeks of events, now that the summer, such as it was, is behind us!

Our Golf Society kicked off at New Zealand Golf Club, ranked among Britain’s top 100 golf courses; this event is one of the highlights of our society’s calendar and was sold out!

On a similar theme, our Surrey Young Professionals headed to Topgolf to perfect their swing and networking skills and some of our Businesswomen in Surrey enjoyed an afternoon tea and spa day at the beautiful Pennyhill Parkthe perfect environment to connect and expand our networks.

Our Business Breakfast then took place at De Vere in Horsley and 50 businesses joined us to make those all-important connections, whilst hearing some great updates from members Jen Clay from Oakleaf Enterprises and Martine Robins from The HR Department Surrey Hills.

For those involved in the Property sector our annual property lunch was a great success with over 80 attendees.

BACK TO SCHOOL AND BACK TO NETWORKING!

Sponsored by Fluid One, a leading IT Company, the guest list looked like a who’s who guide to property and development in Surrey; a great event for making connections.

We are excited to announce that we will be working with Surrey Wildlife Trust on December 6th on an event which brings people together in a different sort of networking scenario. We will be helping to clear an area of pine trees from Chobham Common, to help the native heathland-habitat to flourish.

This will be a great team building opportunity as well as an opportunity to meet other local businesses. Attendees will also be able to cut down their chosen tree to take home and decorate for Christmas. Sorry for mentioning the festive season!

MORE COLLABORATION IN THE COUNTY

Surrey County Council, in partnership with Surrey’s three leading universities, Royal Holloway, University of London; University for the Creative Arts; and the University of Surrey, recently announced the launch of a new Civic

❛❛ By pooling resources and expertise, the partners believe they are better placed to address local needs, drive innovation, and create a more inclusive and resilient Surrey by 2030 ❜❜

Agreement for Surrey. This groundbreaking initiative defines a shared commitment for these organisations to work collaboratively in the interests of the wider Surrey community: ensuring that no one is left behind. By pooling resources and expertise, the partners believe they are better placed to address local needs, drive innovation, and create a more inclusive and resilient Surrey by 2030.

The Civic Agreement was formally signed at an event in Woking last week and Surrey Chambers was there to help clarify to businesses how it will benefit them. Alongside various other forums and groups, where the business voice is strong and heard, Surrey is shaping up to be one of the most collaborative counties in the country. Further details and projects will be forthcoming but suffice to say the Chamber is already working closely with all four organisations.

WORKING ON BEHALF OF BUSINESSES IN WESTMINSTER

As well as making lots of connections, and having some fun attending

❛❛ We have been working with the British Chambers of Commerce network on a Budget submission, highlighting the key priorities we want to see from the Chancellor, Rachel Reeves ❜❜

and running events, we are also very much flying the flag for business with the new government. We have been working with the British Chambers of Commerce network on a Budget submission, highlighting the key priorities we want to see from the Chancellor, Rachel Reeves, in her statement at the end of this month. We are focussing on policy recommendations to encourage investment, strengthen the workforce and develop our local economies. Our top five recommendations are:

• Create a competitive investment environment by expanding full expensing to leased assets and promoting North Sea investment.

• Support a healthier workforce by reducing the employer and employee tax on workplace health services.

• Engage employers in skills planning by extending investment in Local Skills Improvement Plans and addressing gaps in local training provision.

• Reform business rates, with the aim of lowering the multiplier to 45p by the end of this Parliament.

• Invest in infrastructure by delivering previously planned transport projects, improving rail capacity, and updating planning rules to increase employment land supply.

Louise Punter

CEO Surrey Chamber of Commerce

Surrey Chambers of Commerce can be reached on 01483 735540, info@ surrey-chambers.co.uk, @surreychambers www.surrey-chambers.co.uk

AND WHILE YOU’RE HERE...

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Upcoming Webinars

Hosted by Members of Surrey Chambers of Commerce

“PROFIT ACCELERATION” WORKSHOP FOR BUSINESS OWNERS

Hosts: Brenda Broster and Martin Gill

Timings: 09:30 - 11:00

TRANSFORM YOUR TEAM WITH YOUR OWN AIPOWERED TEAM PERFORMANCE UPLIFT MODEL

Host: Segun Osu

Timings: 12:00 - 13:00

FUTUREPROOFING YOUR ACCOUNTING SOFTWARE WITH AZETS

Hosts: Nazia Nazir and Paul Fisher

Timings: 12:30 - 1:30

CHAMBERS NEWS

X-PRESS DONATES £1,000 TO TWO LOCAL CHARITIES

Property search company X-Press Legal Services Surrey, based in Guildford, has donated £1,000 to two local charities, the Eikon Charity and the halow project, helping young people to live happily and receive support through every aspect of their lives.

X-Press Legal Services which supports conveyancing professionals has donated to the charities in celebration of their 25 years in business.

Frances Brown, owner of X-Press Legal Services Surrey commented, “We are proud to have established our company here in Guildford and chose these charities to help young local people, particularly during these challenging times when many are facing increased pressures.”

The Eikon Charity helps to enable young people with the skills they need, and to feel safe, heard and supported,

they also work alongside families and professionals to make sure everyone gets the support they need. The halow project, supports young people aged 16+ with learning disabilities and autism on their journey into and through adult life.

Frances continued, “The halow project used our donation to take a group of young adults on a day out to Bognor Regis which provided so many vital life skills and they had an amazing time. I have visited both charities and witnessed the dedication of their teams and volunteers, and gained a deeper appreciation of why they need financial backing to continue their vital work.”

To find out more about X-Press Legal Services Surrey and the reports and services they provide to the local conveyancing sector, call 0330 159 5368 or visit https://xpresslegal.co.uk/

BUSINESS SURREY TO HOST WEBINARS FOR SMEs

Over four engaging and interactive sessions, we’ll explore essential topics to help your business thrive at every stage of its journey, from pre-startup ideas stage, through to hiring your first employee.

Each webinar takes the form of a 45-minute in-depth presentation followed by a 15-minute Q&A session. The webinars will be delivered by Business Surrey’s expert business advisers, each an expert in their own field, and will share practical insights, real-world examples, and actionable tips you can take away and use immediately.

You can sign up for as many of the series as you wish, and there’s no limit on the number of attendees from each business.

The sessions will run from October 7th to 11th, and are titled:

• From Idea to Minimum Viable Product

• Finance and Funding Strategies

• Mastering Marketing and Communications

• HR Essentials: Making Your First Hire

This webinar series has been created to support those who have just started a business and for those who are now looking to take their business to the next level through funding, marketing and additional hires.

Business Surrey is a Surrey County Council service providing free and accessible support for all businesses in Surrey, so

don’t miss out on this opportunity to get expert, unbiased support and guidance that will help you take your business forward.

You can read more about the individual webinars and register to attend on our website: https://www. businesssurrey.co.uk/navigatethe-business-lifecycle-with-freewebinars-for-surrey-smes/

Solving the Recruitment Conundrum

ATLAST – FAR-REACHING AND DYNAMIC ADVICE FOR BUSINESSES

Two leading accountancy firms, Cooper Parry (UK) and Aprio (US), are has announced the launch of ATLAST – a collective of likeminded and independent professional service advisers with a shared global vision.

The two co-founding firms are joined by Ilv Silver (Spain), Rosenblum-Holtzman & Co (Israel) and BSC Advisors (India). Other firms across global markets are expected to join over the next few months.

Totally committed to meeting the changing needs of clients as they enter, grow and scale globally, ATLAST is a refreshingly different market disruptor that provides a dynamic resource for businesses wanting to expand their market

reach. ATLAST is about challenging the norms, collaboration and opening up new opportunities for those looking to scale their business.

From day one, ATLAST gives each firm and their clients hands-on and

consistent access to over 80 markets. Here’s what the leaders from Cooper Parry and Aprio have to say about all things ATLAST.

Ade Cheatham, CEO, Cooper Parry, stated: “Now is the perfect time to launch ATLAST. It meets the global ambitions of entrepreneurial business owners and founders. Together we can go broad, dig deep and add value. Blending tech, talent and trust, each of the ATLAST firms is culturally aligned and delivers exceptional client experience.”

GATWICK AIRPORT COMMUNITY TRUST

Local charities and support organisations throughout Surrey have been announced the beneficiaries of the Gatwick Airport Community Trust o funding programme.

This year, a total of £250,000 was made available for worthy causes in parts of Surrey, West Sussex, East

Sussex and parts of Kent.

The Gatwick Airport Community Trust, which is funded exclusively by London Gatwick, has been providing much-needed support for charities and groups for more than two decades, and this year has provided essential funding for more than 100 groups.

London Gatwick is also appealing for community groups in Surrey to apply for financial support from the next round of The London Gatwick Foundation Fund. The deadline to express an interest is October 14th.

The Gatwick Airport Community Trust supports a range of initiatives designed to enrich different facets of local communities. These endeavours prioritise nurturing youth development, championing the arts, bolstering sports facilities, fostering environmental improvements, enhancing

For more information on ATLAST, visit www.atlastglobal. com, or contact James Hickey jamesh@atlastglobal. com

community infrastructure, advocating for volunteering and offering aid to the elderly and disabled.

The Gatwick Airport Community Trust was originally set up in 2002 as part of the legal arrangements between West Sussex County Council, Crawley Borough Council and London Gatwick following the publication of the airport’s Sustainable Development Strategy.

It aims to make a positive contribution to the quality of life of the communities affected by the airport and its continuing growth.

Applications for the Gatwick Airport Community Trust will reopen again on November 1st, 2024 and close on March 31st 2025.

For more information, visit: https://gact.org.uk/

Surrey Business School launches Executive-in-Residence programme

In an ambitious roll-out of educational solutions designed to improve the relevance of business education in the workplace, Surrey Business School (SBS) has launched an innovative new Executive-in-Residence programme that starts in October.

Following the huge success of the programme in other schools at the University of Surrey, the Business School has designed a unique initiative that will offer a valuable and transformative experience for executives, their organisations, students, and the wider SBS community.

Programme lead, and Deputy Associate Head of School Constantin Ciachir says, “The programme aims to facilitate meaningful engagement between active business leaders and innovators in world-leading education and research within the School and University of Surrey.”

Executives are invited to apply for a semester-long residency and will par-

ticipate in a range of activities and collaborations, including guest lectures, consultancy with research centres, student mentoring, and subject-specific advice sessions; as well as help to build stronger connections with the wider community.

The programme will greatly benefit industry by involving business leaders at the start of students’ executive education journey. They’ll be involved in the design and delivery of courses, offering insight into real and current business challenges, and have the opportunity to input on crucial areas of research.

Constantin Ciachir, Deputy Associate Head of School adds, “We are excited to launch our Executive-in-Residence Pro -

gramme because the wealth of industry experience and innovative perspectives the industry leaders can offer will provide invaluable insights to our students, driving forward our vision to bridge the gap between academic learning and real-world application.”

The role and affiliation with a world-leading school are also hugely beneficial for personal and professional development. The Executive-in-Residence status will be retained for the duration of the residency, and a professional profile will be featured on The University of Surrey website and promoted via SBS marketing channels and social media. Additionally, there is an opportunity to renew the residency after a short period.

For information on the Executive-in-Residence programme and how it may help you or your organisation, please contact Will Lanham-New at w.lanham-new@surrey.ac.uk.

INTERNATIONAL TRADE

Training Courses

Level up your international trade knowledge with our half-day training courses.

Rules of Origin

9:00 AM – 12:30 PM

Dukes Court, Woking

Incoterms® 2020

9:00 AM – 12:30 PM

Dukes Court, Woking

Customs Procedures and Documentation

9:00 AM – 12:30 PM

Dukes Court, Woking

LSIP update: leading the skills agenda into 2025

The recently published LSIP Progress Report outlines the significant progress that has been made by employers, providers and other stakeholders in responding to the four skills priorities, identified in our original report, published in August 2023:

1. Improve information, advice, and guidance

2. Facilitate responsive and inclusive curricula

3. Coordinate networks and collaboration

4. Build dynamic relationships between businesses and providers

One aspect that we will be shining a lens on during the coming months is a focus on supporting hidden pools of talent.

As part of National Inclusion Week 2024, we led a webinar, focusing on Neurodiversity which welcomed practitioners and experts from across Surrey and Hampshire who discussed neurodiversity in the workplace and gave practical examples of how to attract and support neurodiverse candidates. This webinar was recorded and can be found on our website, alongside other, previous webinars: https://www.surrey-chambers. co.uk/future-skills-hub/past-webinars/.

On October 11th, the Future Potential event will be inviting business representatives to explore the ways in which we can develop a more inclusive workforce; creating spaces which embrace and thrive because of their diversity. The session will be framed by several guest speakers who will inspire and engage with the audience. This is a great opportunity to find out how your business can become a wellbeing and diversity beacon by creating and nurturing a more inclusive, better and effective workplace. To book follow the link here: https:// www.tickettailor.com/events/simpilatraining/1322600

Then, on November 14th, the Solving the Recruitment Conundrum event will help employers to understand the different pools of untapped talent, the support that is available and to investigate these

pools and many opportunities for training both new and established members of their teams.

This event builds on the success of previous Future Skills Forums – bringing employers and providers together to give updates on LSIP activity, but more importantly, having in depth discussions about ways to bring in new talent, upskill existing workforce and better ways of working to alleviate skills challenges.

All of these events (and more) can be found on the Future Skills Hub events page (https://www.surrey-chambers. co.uk/future-skills-hub/events/) where you can secure your place.

Taking the initiative, the LSIP is also drilling down into more depth with employers about the response they would like to see in relation to their own specific skills issues and asking questions around how businesses recruit, and more immediate skills employers are looking for. This allows the LSIP to really get specific in the ways it is actively helping employ-

ers close pressing skills gaps. Contact tom.woods@surrey-chambers.co.uk to find out more about the work being done and how to get involved. To book follow the link here: https://my.surrey-chambers.co.uk/eventdetail.html?eidQSB77A421-821F-4E35-87DD-81E464AE54AE

All of these events (and more) can be found on the Future Skills Hub events page (https://www.surrey-chambers. co.uk/future-skills-hub/events/) where you can secure your place.

To find out ways of getting more involved with the LSIP and , visit the LSIP website https://www.surrey-chambers.co.uk/ future-skills-hub/ or email lsip@surrey-chambers.co.uk

CHRISTMAS Party NETWORK MUSIC GAMES

Let’s celebrate the season together! Enjoy a festive 2-course meal, entertainment, networking, and games.

Book by the end of September to save £5 with our Early Bird offer!

18/12/2024 12PM - 3PM HARBOUR

NEW MEMBERS

16th October: Worplesdon G.C.

Member rate £190 + VAT

Golf day sponsor: Lester Aldridge Solicitors

7th November: Swinley Forest G.C.

Member rate: £175 + VAT

SURREY CHAMBERS EVENT CALENDAR

OCTOBER 2024 ONWARDS...

‘PROFIT ACCELERATION: WORKSHOP FOR BUSINESS OWNERS

October 4th – 09:30-11:00 Online

Not only will we share our many years’ experience in helping business owners build multi-million pound businesses, but you will be attending with a cross-section of your fellow business owners eager to share their real life experiences and successes so that we can all discover what IS working and what is NOT working locally.

BUSINESS

BITES NETWORKING LUNCH

October 23rd – 12:00-14:00

Yvonne Arnaud Theatre, Millbrook, Guildford, GU1 3UX

Welcome to Business Bites - a networking lunch with a guest speaker and an interesting choice of topic. Dipping into our vast pool of members and all their knowledge, we have decided to present Business Bites, with various of our members presenting of a variety of business-related topics!

REIGATE BUSINESS BREAKFAST

October 8th – 08:00-10:00

Reigate Manor Hotel, Reigate Hill, Reigate, RH2 9PF

Join us for a morning of insightful discussion and valuable networking at the Surrey Chamber of Commerce Business Breakfast. We are pleased to welcome Patrick Milford, Detective Superintendent - Director at South East Cyber Resilience Centre who will be speaking about making your business more resilient to online crime and giving a general overview and awareness of how to improve your business’s resilience to online crime.

TRANSFORM YOUR TEAM WITH YOUR OWN AI-POWERED TEAM PERFORMANCE UPLIFT MODEL

October 24th – 12:00-13:00 Online

Join us on October 24th for this FREE online webinar hosted by our Member Segun Osu where you will learn how to use AI to sustainably boost the productivity and performance of your teams, project managers and team leaders.

MEMBERS’ NETWORKING EVENING

October 30th – 18:00-20:00

Inchcape Jaguar Land Rover, Ladymead, Guildford GU1 1DT

Our Members Networking Evenings are a monthly event where we invite our current members to join us to catch up on the happenings of the previous months business calendar. Running from 18:00–20:00, Members Networking Evenings are the perfect opportunity for an informal, relaxed gathering with members you already have relationships with and those you don’t.

BWIS BUSINESS BREAKFAST

November 13th – 08:00-10:00

Natwest, 1000 Cathedral Square, Guildford, GU2 7YL

This engaging breakfast event offers a fantastic opportunity for free-flowing networking with fellow businesswomen. Finance experts will lead discussions on key topics, including the pros and cons of hiring consultants or freelancers versus full-time employees, with insights into financial investment, employment law, and regulations. Additionally, Natwest will be sharing tips for business banking for small or large businesses.

FUTUREPROOFING YOUR ACCOUNTING SOFTWARE WITH AZETS

November 6th – 12:30-13:30 Online

Discover how you can improve efficiency in your accounting software by learning about the value-added benefits of Xero, how you can best utilise it for your business, and making valuable, data driven decisions with this FREE online webinar.

SOLVING THE RECRUITMENT CONUNDRUM

November 14th – 08:00-10:30

Description: There is no question that recruitment can be very challenging currently with many vacancies difficult to fill. On the other hand, there are many people ready and willing to work but they find it difficult to navigate the recruitment process. The purpose of this event is to help employers to understand the different pools of untapped talent, the support that is available to investigate these pools and many opportunities for training both new and established members of their teams.

❛❛ SIMPLY THE MOST EFFICIENT AND FUN EVENT IN THE REGION. THE ONLY NETWORKING EVENT I EVER ATTEND ❜❜ MERCEDES-BENZ

❛❛ THE PLATINUM CLUB IS A REALLY WELL ORGANISED NETWORKING GROUP, WITH THE HOSTS HELPING TO FACILITATE TO ENSURE WE ALWAYS MAKE USEFUL NEW CONTACTS AT EACH EVENT ❜❜ LLOYDS BANK

Pippa Moyle, (Founder, City Girl Network); Sonny Cutting , (Director, Sussex Business Show); Victoria Ramsden , (Executive Coach, Intergrity Performance)

Nick Ades, (HBSC)

Geoff Davies, (Founder Pivotal Edge AI); Kate Partridge , (Partner, DMH Stallard); Maarten Hoffmann, (CEO, Platinum Media Group); Barry Carden, (Partner, Galloways Accountants)

ALL BUSINESS IS BASED ON RELATIONSHIPS, AND PLATINUM GIVES YOU THE PLATFORM TO CREATE THE MEANINGFUL HUMAN CONNECTIONS THAT MATTER ❜❜ BAILEY & FRENCH

We meet once per month, excluding August. If you would like to attend an event, please get in touch info@platinummediagroup.co.uk

As annual membership is no longer required, we look forward to welcoming you to the most effective, enjoyable and lively networking group in the South

❛❛ WE SEE THE PLATINUM CLUB AS AN IMPORTANT AND INTEGRAL PART OF OUR BRAND AWARENESS STRATEGY, THROUGH INTERACTIONS WITH WELL CONNECTED BUSINESS PEOPLE AND OTHER INFLUENCERS. IT IS WELCOMING AND GREAT FUN TOO! ❜❜ MATTIOLI WOODS

Jamie Servante, (Director, Kreston Reeves); Alex Smith, (Director, ForLoop); Alex Williams, (Director, Burt Brill & Cardens); Danos Athanasi, (Partner, DMH Stallard)

Simon Gregg , (Director, Fusion Business); Jennifer Anderson-Haysom , (Director, Anderson Haysom Interior Design)

Adrian Alexander, (Partner, FRP Advisory); Dr Adam Jones , (University of Brighton)

Stewart Payne, (Private Banker, Handelsbanken); Abigail Owen, (Senior Corporate Counsel, DMH Stallard)

Maarten Hoffmann , (CEO, Platinum Media Group); Kate Partridge , (Partner, DMH Stallard); Beth Warner, Manager, (FRP Advisory); Craig Johnson , (Hotel du Vin)

Naomi Roberts, (CEO, Flare Audio)

Geoff Davies, (Founder, Pivotel Edge); Arlene Egan, (CEO, Roffey Park Institue); David Sheppard , (CEO, D-RisQ)

Dr Olivia Hum, (Co-Founder, Myla Health); Maarten Hoffmann, (CEO, Platinum Media Group); Alex Smith, (Director, ForLoop); Gilva Tisshaw, (Director, Tisshaws Family Law)

COAL MINE PROJECT REJECTED

The UK’s first new deep coal mine in 30 years will not be allowed to go ahead after a ruling in the high court.

Lord Justice Holgate agreed with Friends of the Earth that Michael Gove, when he was Secretary of State for Levelling Up, acted unlawfully in accepting a claim by West Cumbria Mining that the mine would be “net zero”

New fossil fuel projects are now

considered to be on shakier legal ground after the precedent set by a landmark supreme court decision that the climate impact of burning coal, oil and gas must be taken into account when deciding whether to approve projects.

STEEL PRODUCTION IN WALES ENDS

The last remaining blast furnace in Port Talbot stopped producing steel at the end of September, ending the traditional method of steelmaking in south Wales. Owners Tata Steel removed the last usable liquid iron from the blast furnace, signifying the closure of the heavy end at the UK's largest steelworks is part of a restructure that will cut 2,800 jobs. Future steelmaking in Port Talbot will rely on imports until an electric furnace, which melts scrap steel, is built.

NATIONAL NEWS

FAVOURITE EMERGES AS NEW TELEGRAPH OWNER

The owner of the politically right-leaning New York Sun emerged as the favourite to acquire the Daily and Sunday Telegraph.

British-born Dovid Efune's bid is considered by several parties as the potential new frontrunner. He is thought able to offer a competitive bid of around £550m while not attracting the political and regulatory objections that saw a bid backed by the United Arab Emirates ruling family blocked by the UK government. Mr Efune is one of only two bidders to have attended senior management presentations at the Telegraph. They have broadly welcomed the prospect of his ownership while conceding that “none of the bidders are perfect”.

❛❛ The remaining work to finish in order to reach your goal increases as the deadline approaches.❜❜

Bove's Theorem

UK ECONOMY GREW BY LESS THAN ORIGINALLY ESTIMATED

The UK's economy grew by less than previously estimated between April and June, according to official figures. It expanded by 0.5%, down from an initial reading of 0.6%, after output in the manufacturing and construction sectors fell by more than first thought.

The figures underline Chancellor Rachel Reeves’ previous gloomy outlook on the UK’s economic figures. The data comes as the new government, which has made economic growth one of its key policies, prepares to announce its first Budget at the end of October.

❛❛ Nothing is so embarrassing as watching someone do something that you said couldn't be done.❜❜

Sam Ewing

SHIPBUILDERS IN ADMINISTRATION

Harland & Wolff, the owner of the Belfast shipyard that built the Titanic, entered into administration last month after failing to find new funding, in a blow to UK government hopes of shipbuilding in the city.

It said 50-60 immediate redundancies were expected but said staff at its shipyards were not part of that. It said it was hopeful the companies operating

MINIMUM ALCOHOL PRICES RISES IN SCOTLAND

The minimum price at which alcohol can be sold in Scotland has risen by 30% in an attempt to keep up with inflation over the past six years.

The minimum unit price (MUP) was set at 50p per unit of alcohol when it was first introduced in May 2018. It has now increased to 65p per unit, meaning a 12.5% bottle of wine cannot be sold for less than £6.09 and a bottle of vodka will cost at least £17.06.

Scotland was the first country in the world to set a minimum price at which alcoholic drinks can be sold. MUP is not a tax to generate income for the government. Instead it aims it to reduce the availability of cheap alcohol.

its shipyards would be bought. Those core operations would “continue to trade as usual” for now, it added.

TOP UK START-UPS REVEALED

LinkedIn recently unveiled its annual list of Top Startups, revealing the emerging UK companies you should know now. The list is built on exclusive LinkedIn data across four key pillars: employee growth; jobseeker interest; engagement within the company and its employees; and how well these startups have pulled talent from Top Companies. All ten are based in London.

1. Lottie Full-time staff: 75 • Founded: 2021

2. TRIP Full-time staff: 127 • Founded: 2019

3. Hertility Full-time staff: 63 • Founded: 2019

4. Allica Bank Full-time staff: 529 • Founded: 2019

5. volt.io Full-time staff: 237 • Founded: 2019

6. Connectd Full-time staff: 65 • Founded: 2020

7. Runna Full-time staff: 75 • Founded: 2021

8. Skin + Me. Full-time staff: 148 • Founded: 2020

9. UNTIL Full-time staff: 35 • Founded: 2022

10. THIS™ Full-time staff: 50 | Founded: 2019

❛❛ It takes less time to do a thing right than it does to explain why you did it wrong. ❜❜

Henry Wadsworth Longfellow

FASTER RISE IN HOUSE PRICES

UK house prices in September rose by 3.2% compared with a year ago - the fastest rate for nearly two years, according to Nationwide. The building society said that annual growth was the highest since November 2022, with terraced homes driving the increase. It said rising incomes and mortgage rate cuts were improving affordability for buyers.

Nationwide’s data, which is based on its own mortgage lending, showed that UK prices rose by 0.7% in September compared with the previous month. August had recorded a slight fall on the monthly measure.

Sussex and Surrey Institute of Technology's partnership with London Gatwick is about strengthening opportunities

Committed to creating a skilled workforce

As the new academic year begins, London Gatwick is reflecting on its first year of partnership with the Sussex and Surrey Institute of Technology (IoT). Since the collaboration launched in 2023, it has brought together businesses and education providers to strengthen the region’s technical skills.

The IoT addresses higher-level skills needs in engineering and manufacturing technologies, digital technologies, construction, planning and the built environment, and sustainable technologies.

Through this partnership London Gatwick has helped shape the IoT curriculum, ensuring it meets the evolving needs of the local economy, particularly in critical areas such as STEM subjects, IT, and cyber security.

This initiative forms a key part of the airport’s Decade of Change sustainability goal for the local economy, which includes supporting the development of the local workforce through skills partnerships.

Richard Lennard, Economic Partnerships Manager, London Gatwick said: “We're proud of the progress we’ve made in supporting local talent development.

“Our goal is to create clear pathways to employment and skills development, which are critical to the future of our community and London Gatwick.

“We are committed to further strengthening these opportunities through our apprenticeship, graduate and intern programmes, and are delighted that our Cyber Security Apprentice is currently studying through one of the many courses offered by the Institute of Technology.”

London Gatwick has committed to offering masterclasses led by its specialist staff, as well as mock interviews and feedback sessions for students.

These initiatives will help prepare the next generation for work and ensure a steady pipeline of skilled talent for the local economy.

As the partnership enters its second year London Gatwick and the IoT remain committed to creating a more diverse and highly skilled workforce, to support the region's continued growth and innovation.

Courses through the IoT are available at Crawley College, Chichester College, Brighton MET College, NESCOT, University of Brighton, University of Sussex, and University of Chichester.

www.sussexsurreyiot.ac.uk

By Jenn Trussler, solicitor, Kreston Reeves

LIFE EVENT TRIGGERS FOR A WILL REVIEW

A Will is a legally binding document that dictates the distribution of your property on your death. It also addresses crucial matters such as the guardianship of your children and the appointment of executors to manage your estate. Beyond merely having a Will, it's essential to review it regularly to ensure it still reflects your wishes and current circumstances, including any legal changes.

Generally, you should review your Will every five years or after major life events. Key events that warrant an immediate review include:

New children and grandchildren

You may wish to include gifts to new arrivals in your family or to adjust existing gifts to include them. It may also be that grandchildren born after you made your Will are not automatically included.

Changes in financial circumstances

If the value of your estate increases, for example, on receipt of an inheritance or a lump sum on retirement or simply through the increase in the value of property, you should consider whether your Will still disposes of your estate in accordance with your wishes, and whether certain beneficiaries are receiving more than you initially intended.

If a beneficiary’s financial position improves significantly, you may wish to adjust the amount that they inherit from you. This also includes situations where you have made a gift to a child and want to reflect this in your Will to achieve fairness between all children on your death.

Death of a loved one

If a beneficiary dies, the gift to them could pass to an unintended recipient in accordance with statutory rules. In this circumstance, you should review your Will to adjust the distribution between the surviving beneficiaries or add a new beneficiary. Similarly, if an executor has died then your estate may be administered by someone inappropriate.

Foreign assets

❛❛ Generally, you should review your Will every five years or after major life events ❜❜

If you have assets in another country, automatic rules of inheritance may apply so you may wish to adjust your

❛❛ If a beneficiary’s financial position improves significantly, you may wish to adjust the amount that they inherit from you. ❜❜

English Will to take this into account to avoid a conflict of law in the two (or more) different countries.

Vulnerable beneficiaries

If one of your beneficiaries has (or may have) marital difficulties or is (or may be) in financial difficulties, it could be sensible to change your Will so the gifts you intend to make are not affected by divorce or bankruptcy. Similarly, those in receipt of benefits or those with learning difficulties may find their circumstances have changed and you may wish to make provision for them under your Will. We can ensure that your Will is drafted to cater for these eventualities.

Changes in relationships

Do you have a different partner now from when you made your Will? If so, this is a crucial trigger to review, and likely update, your Will. This is even more of a priority if you live together or jointly own property e.g. a house. Marriage can have unintended consequences to your existing Will. Depending on the wording in your Will, a later marriage could revoke (i.e. cancel) it. However, a divorce does not automatically revoke your Will. The divorce process can be lengthy and until the divorce has reached a certain point, the spouse you are divorcing could still be entitled to benefit under your Will, which is unlikely to be the desired outcome.

WORK-READY,

Preparing law students for the future

Brad Kershaw, Course Leader in Law at Southampton Solent University, breaks down the ethos behind that mantra, and shines a spotlight on the winning combination that leads students to success

At Solent, we talk a lot about our students being work-ready, world-ready and future-ready. Words matter, and we’re clear on what we can offer law professionals of the future, but actions must echo sentiments. So, what does our own ethos look like in practice?

A WINNING COMBINATION

At Solent Law School, we bring the practice of law to life through a combination of practical teaching and a connection to industry. Practicing law requires a suite of skills, including high energy, quick-thinking and powerful advocacy. These traits are what firms are looking for, and they are also the ones that our school aims to instil in students.

❛❛ Our moot room – which reflects a real court room – invites students to flex their skills in advocacy. ❜❜

WORK-READY TEACHING IN PRACTICE

Teaching in a practical way is a necessity if we want students to leave with the confidence to hit the ground running. At Solent, we emphasise authenticity and collaboration to achieve this.

On campus, our moot room – which reflects a real court room – invites students to flex their skills in advocacy. Exercises in this space offer students a glimpse into how court cases unfold and brace them for the rigours of the role. It’s the best environment for appraising the skills of students, while enhancing their own understanding of what it’s like to work as legal counsel.

Our practical approach goes beyond the boundaries of textbooks and campuses, too, with students invited to take part in a range of unique opportunities. These include diving into intellectual property law at Glastonbury Festival, where students work with artists to gain hands-on experience in a unique setting.

Off campus, perhaps nothing reflects our focus on practical learning more than the opening of our Southampton Solent Law Clinic. Through this programme, students will take on the role of advisors to clients in the city, supported by one of our regional

partners, Dutton Gregory LLP. Not only will this project ensure students are work-ready, but also instil an important sense of social responsibility.

OPENING DOORS TO JOBS

Alongside the practical aspects of our law school’s approach, we put an emphasis on industry. Connections are important, and partnerships with local law firms put us in an advantageous position to offer sought-after work experience that often lead to job opportunities after graduation.

Solent law graduates are knowledgeable, professionally developed, socially conscious and extensively networked; so, when they step out into the professional world, they are work-ready, world-ready and future-ready.

Find out more about Solent Law School at solent.ac.uk/faculties-andschools/solent-law-school.

By Frank Bouette, Partner in the DMH Stallard Restructuring and Insolvency team.

THE BHS SAGA:

STARK LESSONS FOR COMPANY DIRECTORS

The collapse of BHS in 2016 sent shockwaves through the high street. The subsequent litigation has had far wider reaching implications for company Directors, highlighting critical issues regarding their duties and the importance of corporate governance.

The liquidators of BHS subsequently sued three of its former Directors and, in June 2024, the High Court ordered two of them to pay at least £10.4 million and £8.1 million respectively by way of recompense, making it already one of the largest successful claims against directors to date.

There’s been much commentary on the legal analysis on the case and when it enables claims against delinquent Directors – but what lessons can a responsible Director take away from it?

THE CASE

BHS fell into administration in April 2016, leading to the closure of its stores and the loss of thousands of jobs. It left a £571 million pension deficit, impacting the livelihoods of former employees. This attracted significant scrutiny, particularly concerning the actions of its Directors. The investigations into the collapse focused on several key issues relating to its directors:

❛❛ The June 2024 judgement serves as a stark reminder of the importance of Directors’ responsibilities ❜❜

Due diligence and governance: One of the main criticisms was the lack of adequate due diligence during the sale of the business to a third party, controlled by an individual (who also become a Director of BHS) who had no retail experience and a history of bankruptcies.

Fiduciary duties: Under UK law, Directors have a fiduciary duty to act in good faith and in a way they believe benefits the company and its creditors. The Directors were accused of failing to act in the best interests of the company and its creditors.

Conflict of interest: The sale of the business was seen as benefitting the former owner, Sir Philip Green (who was not sued as part of the case mentioned above), while putting the company at

risk. Directors must avoid situations where personal interests conflict with their duty to the company. The potential conflict of interest was a significant issue.

Pension obligations: The massive pension deficit was a critical factor in the collapse. Directors have a duty to consider the interests of employees, particularly concerning pension schemes. The BHS case highlighted the importance of ensuring pension schemes are adequately funded and managed.

The Pensions Regulator and The Insolvency Service conducted investigations into the conduct of the BHS Directors. These investigations resulted in fines and disqualifications for some individuals involved.

The collapse prompted calls for stronger corporate governance and stricter enforcement of Directors’ duties. The UK government and regulatory bodies have since introduced measures to enhance accountability and transparency in corporate governance. Sir Philip Green also reached a settlement with The Pensions Regulator.

Wrongful trading and misfeasance claims were subsequently launched and proceeded against three of BHS’s directors. Two of them were the subject of the judgment against them in June 2024. The case against the third continues.

LESSONS FOR COMPANY DIRECTORS

The June 2024 judgment serves as a stark reminder of the importance of Directors’ responsibilities and the consequences of failing to comply with them. It offers several critical lessons for company Directors:

Due diligence: Directors must ensure thorough due diligence in all transactions the company engages in, especially significant deals like mergers or acquisitions. This includes assessing the financial health, management capabilities, and potential risks associated with the transaction.

❛❛ Directors have a duty to consider the interests of employees, particularly concerning pension schemes ❜❜

Adherence to fiduciary duties: Directors should always act in the best interests of the company and its stakeholders, including shareholders, employees, and creditors. This means making informed decisions based on accurate information and sound judgment.

Avoid conflicts of interest: It is crucial to avoid conflicts of interest and ensure that personal interests do not compromise decision-making. Directors should disclose any potential conflicts and recuse themselves from relevant discussions and decisions.

Ensure robust corporate governance: Effective corporate governance structures and practices are essential. This includes having a competent and independent board, clear policies and procedures, and regular oversight and reviews of the company’s operations.

Prioritise employee welfare: Directors must consider the welfare of employees, particularly concerning pension

schemes and other benefits. Ensuring these are adequately funded and managed is a key responsibility.

Consider the risk of insolvency: The misfeasance and wrongful trading tests are applied to each individual Director, not the board of Directors as a whole. When considering their duties as a Director in this regard, each individual Director should:

• regularly assess whether they ought to conclude that there is no reasonable prospect that insolvency can be avoided. It is not enough to consider transactions by reference to shortterm cash flow impact. One that buys time may lead to personal liability for a Director if they simply delay the inevitable;

• fully inform themselves about the affairs of the company, including asking for, receiving and carefully considering appropriate management information;

• document their decisions and reasons for them, and with the benefit of appropriate professional advice where required (although it is the Directors and not the advisors who must make the final judgment); and

• maintain adequate Directors & Officers insurance cover. In the 2024 case the judge refused to limit the compensation ordered payable to the level of cover the directors had in place.

Frank Bouette is a Partner in the DMH Stallard Restructuring and Insolvency team. www.dmhstallard.com

FINALISTS ANNOUNCED

The Surrey Business Awards, the largest event of its kind and the most prestigious in the county, has announced its finalists for 2024.

The annual event continues to recognise the remarkable achievements and contributions of businesses and individuals across the region. Finalists were chosen by a distinguished panel of judges, consisting of industry experts and influential business leaders, and involved sifting through hundreds of entries, pre-scores, face-to-face interviews and a judges’ meeting.

Winners will be unveiled at a gala dinner on November 7th at the G Live Centre, Guildford. It promises to be a spectacular evening of celebration, networking, and recognition, attended by business leaders and esteemed guests from across Surrey.

INTERNATIONAL BUSINESS OF THE YEAR

LONDON GATWICK: A strong start to 2024

The continued collaboration with partners and the hard work of front-line colleagues have supported London Gatwick's continued recovery and delivered a successful start to the year, the airport said when publishing its interim financial results.

2024 interim results include:

• 19.9 million passengers travelled through the airport, an increase of 7.7% compared to the same period in 2023

• Revenue at £488 million, up 15.3% compared to 2023. Includes £239 million aeronautical income and £249 million from non-aeronautical sources, such as retail and parking

• EBITDA at £268 million, up 13.9% compared to 2023, with net profit for the period at £106 million, up 33.8%

Stewart Wingate, Chief Executive Officer, London Gatwick, said: “With the growing demand for travel, we are ex-

periencing one of our busiest summers yet. Thanks to robust planning and close collaboration with our partners, we’ve had a strong start to 2024, ensuring a reliable and enjoyable experience for our passengers.

“I am delighted that we have once again achieved good service levels, as evidenced by meeting 100% of our service measures. At the same time, through our Northern Runway Project, we are demonstrating our commitment to growing sustainably, in line with our Decade of Change sustainability strategy and government policy.

“Our teams have worked incredibly hard to achieve these results. As we continue to grow our network and offer more choice for passengers, we are working towards our vision to be the airport for everyone, whatever your journey.”

TRAFFIC CONTINUES TO GROW

Peak holiday times are continuing to attract more people to travel, representing a 90% recovery on 2019 levels. A focus on developing new long-haul routes across the Middle East, Asia and North America is attracting a wider range of passengers and continues to build on the airport’s vision to be the airport for everyone. Recent new services include the June introduction of Singapore Airlines flights from London Gatwick plus

❛❛ Peak holiday times are continuing to attract more people to travel, representing a 90% recovery on 2019 levels. ❜❜

new routes by flag carriers to key cities across China and India.

SUSTAINABLE GROWTH

Longer term, the examination phase for London Gatwick’s planning application (Development Consent Order) to bring its existing Northern Runway into routine ended on August 27th. If successful, the Northern Runway could be in routine use by the end of the decade. The plans are privately funded, and work is largely contained within the airport boundary. It will deliver increased resilience and capacity for passengers, in line with the Department for Transport's policy, while generating around 14,000 new jobs and £1 billion for the economy every year.

The airport recently announced the London Gatwick Hydrogen Hub - a partnership with Airbus, easyJet and Air Products - as a significant step towards achieving zero-carbon flights. This builds on London Gatwick’s existing commitment to be net zero for Scope 1 and Scope 2 emissions by 2030 and other initiatives announced earlier in the year, such as the opening of GRIDSERVE electric vehicle charging forecourt and swapping diesel for Hydro -

treated Vegetable Oil (HVO) in airport vehicles, which will save more than 950 tonnes of carbon emissions every year.

DELIVERING A SUCCESSFUL PASSENGER EXPERIENCE

Passengers have enjoyed a reliable airport experience so far this summer, with operational performance meeting 100% of the 276 agreed service measures. This includes 96.6% of passengers passing through security in five minutes or fewer, and working in partnership with our special assistance provider Wilson James, meeting all requirements to help passengers needing assistance. Continued collaboration with air traffic control provider, NATS, has ensured the tower is operating well and has the required resources to deliver this year’s busy summer schedule for airlines and passengers.

Our food and beverage offering continues to expand and now includes Pizza Express, Big Smoke and Black Sheep Coffee. Building on the airport’s commitment to provide a more efficient experience, passengers are benefiting from a more spacious redeveloped train station for the first time this summer.

SERVICE AND AIRLINE COMMITMENTS

The CAA launched a consultation with airlines earlier this month, on London Gatwick’s proposal to extend the Commitments Framework until March 31st 2029. With a decision expected to be reached by the end of 2024, the extension will deliver significant benefits to passengers and airlines while encouraging long term investment in sustainable growth, all under a lower price ceiling.

❛❛ The runway will deliver increased resilience and capacity for passengers, in line with the Department for Transport's policy, while generating around

14,000

new jobs and £1 billion for the economy every year ❜❜

LONDON GATWICK LAUNCHES AIR INDIA SERVICE TO BANGALORE

Passengers and businesses across London and the South East can now access a new Indian destination this summer from London Gatwick, with the launch of Air India's direct service to Bengaluru (Bangalore).

This new route, which will operate five times weekly from the South Terminal, is London Gatwick’s fifth non-stop connection to India, joining existing services to Goa, Kochi, Ahmedabad, and Amritsar.

These Air India flights, alongside TUI’s service to Goa, means there are now 19 flights per week between London Gatwick and India.

London Gatwick is actively working to double connectivity with India over the next five years, recognising the strong economic and cultural links between the countries. Key priority destinations for future growth include Delhi and Mumbai.

Stephanie Wear, VP Aviation Development, London Gatwick said: “This new service to Bengaluru is excellent news for both passengers and businesses across London and the South East. This city’s dynamic tech industry and cultural significance makes it a fantastic addition to our route network. It’s set to be a popular service, providing fantastic opportunities for both tourism and trade.”

London Gatwick is investing in its long-term future, and its planning application to bring the airport’s existing Northern Runway into routine use is nearing the end of the Planning Inspectorate’s examination phase. This low-impact plan will improve resilience, reduce delays, and provide a significant boost to the national and regional economy by supporting trade, tourism, and new jobs.

LONDON GATWICK LAUNCHES DETAILED ACCESSIBILITY GUIDES FOR PASSENGERS

London Gatwick has partnered with AccessAble to launch a series of bespoke Detailed Access Guides, helping passengers navigate more easily, safely and confidently through the airport.

The free guides cover 30 different areas of London Gatwick - including departures and arrivals, car parks and the train station – and provide passengers with information such as flooring types, signage, light and noise levels, step-free access, walking distances, seating, and accessible toilets, alongside a host of other details.

Including facts, figures, and photographs, the guides have been checked on site by trained surveyors from AccessAble – a world leader in the provision of accessibility information.

Anna-Ruth Cockerham, Accessibility Manager, London Gatwick said: “September and October are typically our busiest months for welcoming passengers who require some extra assistance, so we are delighted to launch

❛❛ We know everyone’s accessibility needs are different, which is why having detailed, accurate information is so important ❜❜

our new Detailed Access Guides to help make those journeys through the airport easier.

“We know everyone’s accessibility needs are different, which is why having detailed, accurate information is so important. These guides will help London Gatwick achieve its vision to be the airport for everyone, whatever your journey.”

Dr Gregory Burke, Founder and Executive Chair, AccessAble said: “We are delighted to work in partnership with London Gatwick to launch Detailed Access Guides at the airport. This crucial

information will enhance the experience of the hundreds of thousands of passengers requiring assistance who travel through Gatwick each year. The AccessAble website offers the opportunity to create real change in the way that disabled people travel, and we hope this exciting programme with London Gatwick, one of the most important transport hubs in the UK, represents a significant moment on this journey.”

London Gatwick’s Accessibility Guide can be viewed at https://www.accessable.co.uk/london-gatwick, and feature digital accessibility tools and an easy read option.

Find out more via www.gatwickairport.com

HOW DO YOU SELL YOUR BUSINESS?

Whether you have built up your business from scratch or inherited from elsewhere, when it comes to moving away there are some important decisions to be made. It can be one of the most challenging points in your career.

That’s why it’s essential to have a plan in mind for what’s next. For most business owners, we recommend planning five years ahead in terms of your exit strategy. You should also consider some of the following questions:

• Will your family inherit elements of your business?

• Will you consider a management buyout – either a sale of assets, or sale of shares?

• If you have company shares, do you intend to keep them after you retire?

BUT HOW MUCH CAN I SELL MY BUSINESS FOR?

We feel “as much as I can get” is not good enough. Wouldn’t it be better to know exactly what the minimum sale price needs to be? By working out how much you need for the lifestyle you want, we can calculate your “walk away” figure.

Once you have that walk away figure, we can provide you with a simple, free snapshot of what your business looks like to a potential buyer now. We can also ensure you’re not giving away unnecessary funds to the tax man in the process.

WHAT HAPPENS AFTER YOU SELL?

Many people don’t understand that you have just turned a very valuable asset that was exempt from Inheritance tax

HJP Chartered Financial Planners is an Appointed Representative of and represents only St. James's Place Wealth Management plc (which is authorised and regulated by the Financial Conduct Authority) for the purpose of advising solely on the group's wealth management products and services, more details of which are set out on the group's website http://www.sjp.co.uk/products. The 'St. James's Place Partnership' and the titles 'Partner' and 'Partner Practice' are marketing terms used to describe St. James's Place representatives.

HJP Chartered Financial planners is a trading name of HJP Wealth Management Ltd. which is registered in England & Wales. No.10490173, registered office: 176 South Street, Dorking, Surrey, RH4 2ES .

SJP approved 27/03/2024

into a pile of cash that isn’t. Do you want to leave a substantial amount to your family? Are you interested in helping the community?

If you feel philanthropic, we can help you set up your charitable gifts, or even your own charitable foundation. Of course, you could just keep it yourself.

If your business doesn’t have any value other than you, maybe you’re an IT contractor or a plastic surgeon, how can you organise the business finances now to make your future more secure and enjoyable, tax-efficiently?

Careful planning can ensure you achieve your financial goals and live the lifestyle you deserve in the future.

We offer practical advice and support throughout your journey. Get in touch today for a no obligation chat.

Business exit strategies may include the referral to a service that is separate and distinct to those offered by St. James's Place.

Call: 01306 742200 E: hjpcfp@sjpp.co.uk Website: hjpcfp.com

Senior Partner Practice

Paula Tinton, Associate Solicitor – Private Client, Mayo Wynne Baxter

LASTING POWER OF ATTORNEY –FAQ s

WHAT IS A LASTING POWER OF ATTORNEY?

A lasting power of attorney is a document in which you appoint people, of your own choosing, to assist you in managing your affairs.

WHAT ARE THE TYPES OF POWER OF ATTORNEY?

There are two types of lasting power of attorney. There is one that covers your financial affairs. This enables your attorneys to assist you with all your financial matters, including paying your bills, applying for benefits, dealing with pensions, managing investments and buying and selling property. The financial power of attorney works when you want it to work. This can be both whilst you have capacity or should you lose capacity.

The second power of attorney covers your health and welfare. This document only comes into effect if you have lost capacity. Whilst you have capacity, you make all your own decisions as to your day-to-day living and what medical treatments you receive. If you lose capacity, your nominated attorney

❛❛ A power of attorney is a legal document and it cannot be changed once completed. ❜❜

becomes your voice. This document enables your attorneys to make decisions such as where you live, who is allowed to visit you, how you dress and what you eat. It also covers your medical care and end of life treatment.

WHICH ONE IS MORE IMPORTANT?

They are both important. Historically, a lot of people have only entered into the financial powers of attorney, relying on their next of kin to be able to make healthcare decisions for them. However, this is generally no longer acceptable. The caring profession needs to know who to accept instructions from.

WHAT IS AN ENDURING POWER OF ATTORNEY?

An enduring power of attorney was the power of attorney documentation we had prior to October 1st 2007. Lasting powers of attorney were then introduced. However, an enduring power of attorney is still valid.

HOW DOES IT WORK?

Once a financial lasting power of attorney is registered at the Office of the Public Guardian, it is ready to be used. In reality, most of them are locked away until they are needed. Once required, either the original or a certified copy needs to be registered with the banks and any other financial institutions with whom you hold assets. The banks will then ask your attorneys to complete

paperwork to prove their identities and ask what facilities they need on the account – for example, telephone banking or internet banking. They will then set this up for you.

CAN I CHANGE A POWER OF ATTORNEY?

A power of attorney is a legal document and it cannot be changed once completed. For example, you cannot just add another attorney to it. Nor can you update a name or address. If an attorney marries or moves house, they can provide documentation to show they are one and the same person. You can, however, remove an attorney.

REVOCATION

If you wish to remove one attorney then you enter into a Partial Deed of Revocation, revoking the power given to that person. This deed is then lodged

with the Office of the Public Guardian with the original power of attorney document. It is then stamped to show that this person can no longer act. The power of attorney document is returned to you so that your other attorneys can continue to act for you. If you want to revoke the whole document, you can do so.

CAN I ADD ANOTHER ATTORNEY?

The original document cannot be changed. However, you can enter into another power of attorney document. For example, you may have three children and only appointed two in the original document because the third was living overseas and it wasn’t practical to appoint them at the time. If that child then returns to the UK and you decide you want them to be able to also act for you, you can create a second document appointing that child as an

attorney. You will then have three attorneys who can act for you, and they will have equal authority. One power of attorney document does not take priority over the other.

DOES IT CONTINUE AFTER DEATH?

No. The power you grant to your attorneys dies with you. The executors you have appointed in your Will then take over.

CAN AN ATTORNEY CHANGE A WILL?

An application has to be made to the Court to change a persons Will.

“I’M NOT OLD ENOUGH TO WORRY ABOUT THIS JUST YET.”

A power of attorney has nothing to do with age. No one knows what is around

❛❛ The power you grant your attorneys dies with you ❜❜

the corner. You could suffer a medical incident or an accident at any age, at which point, you then may need assistance. It could just be for the short term until you make a full recovery or it could be for the rest of your lifetime. To use the old saying “don’t put off until tomorrow what you can do today”.

If you need further advice or help with regarding power of attorney,, please contact Paula Tinton –ptinton@mayowynnebaxter.co.uk www.mayowynnebaxter.co.uk

Warren Buffett carries many a title around with him - The Wizard of Omaha, the Oracle and the Sage of Omaha, to name just a few - and one wonders if this is great PR or adulatory terms laid at his door by his peers.

As he is one of the richest men on the planet, we have to incline towards the latter, and it is therefore not surprising that he has the ear of Presidents, world leaders and blue-chip CEO’s from every corner of the globe.

However, he has been on a selling spree lately. Platinum considers what Buffett knows that everyone else doesn’t, and whether the markets should be concerned at this.

WARREN BUFFETT THE SELLER MAN

Buffett is a business magnate, philanthropist and the most successful (serial) investor of the 20th century. He is the Chairman and majority shareholder of Berkshire Hathaway and is currently ranked as the third wealthiest person in the world. Yet, despite his vast wealth, he lives a remarkably frugal life and has vowed to give away 99% of his wealth to philanthropic causes before he shuffles off this mortal coil. He has joined with Bill Gates and many others to donate their cash to the Gates Foundation in his will, and one can only imagine what his children think of this, despite the remaining 1% being more than most of us mere mortals will ever see in a lifetime.

Born in 1930 to US Congressman Howard Buffett, it was remarked at a very young age that Warren seemed adept and unusually interested in money. His 1947 yearbook entry noted that he “likes math; a future stockbroker”.

Like so many self-made men of his generation, he demonstrated remarkable savvy at a young age. At school, he sold chewing gum at a 15% markup; he went door to door selling magazines, purchased a £25 pinball machine which

he then rented to a diner, and within a few months he had eight of them at various locations around the town paying him rent. He also showed a great deal of honesty and adherence to the rules: on his first income tax return in 1944, for instance, he took a $35 reduction for the use of his bicycle on his paper round.

There are two key reasons why Buffett is so admired. Firstly, he is just so damn good at what he does. He almost always chooses the right companies and he knows what they need to achieve their full potential.

Secondly, he goes about his business in an ethical way and uses his wealth to forward good causes.

HOW DID BUFFETT ACCUMULATE SUCH WEALTH?

Firstly he started early. Unlike many tycoons, he didn’t inherit huge sums, his wealth accumulation came from his own efforts, and he started as a child, buying his first shares at the age of 11. He had three shares in ‘Citi Service preferred stock’ which he bought for $38.25 each.

He sold them in 1944 at $40, making about $5 profit. But after selling the price climbed rapidly to reach $200 a share. It was a big lesson for the young Buffett. Within four years he had a portfolio worth about $6,000.

Buffett had learnt to be patient and he started to hold onto stocks. He has said, “Long term, the stock market is going to be higher, and I’ve written that many times. In terms of what it’s going to do next year or tomorrow, I have no idea.”

This long-term approach became his trademark. He has been more than content to earn modest but consistent returns, which compounded into huge returns in the long run. His methods are hardly rocket science (and he is one of the few super billionaires who doesn’t have a space exploration obsession).

❛❛ With the changing nature of the markets, any success would, he believed, be more down to luck than good judgement and he didn’t want to risk other people’s money. ❜❜

His investment style focuses on fairly straightforward metrics. In short he buys stocks he thinks are fairly priced and that have a competitive advantage over their peers, and then he keeps them.

The Warren Buffett success story really starts in 1956, when he was just 25 years old. He had graduated from Columbia Business School with a

Masters in Science and Economics and embarked on a short career as an investment salesman and then securities analyst, but at 25 he decided to make his move.

By 1962 the Buffett Partnership had a value of over $7 million (of which over $1 million belonged to Buffett). He continued to crush the stock market. In 1968 the Buffett Partnership returned 58.8% compared to 7.7% for the Dow –Buffett’s best year ever.

Buffett closed the partnership in 1969, largely because he feared that he could not maintain such an incredible run of success. With the changing nature of the markets, any success would, he believed, be more down to luck than good judgement and he didn’t want to risk other people’s money.

Of course, he hadn’t lost the Midas Touch but it is typical of the way in which he always acts with a sense of integrity.

During the successful years of the Buffett Partnership, Buffett made what he describes as his worst investment by taking the majority shareholding in a traditional textile company called Berkshire Hathaway.

Wikipedia reports that in 1962, Warren Buffett began buying stock in Berkshire Hathaway after noticing a pattern in the price direction of its stock whenever the company closed a mill. Eventually, Buffett acknowledged that the textile business was waning and the company’s financial situation was not going to improve. In 1964, the owner Seabury Stanton made an oral tender offer of $11½ per share for the company to buy back Buffett’s shares.

Buffett agreed to the deal. A few weeks later, Warren Buffett received the tender offer in writing, but the tender offer was for only $113⁄8. Buffett later admitted that this lower, undercutting offer made him angry. Instead of selling at the slightly lower price, Buffett decided to buy more of the stock to take control of the company and fire Stanton (which he did). However, this put Buffett in a situation where he was now majority owner of a textile business that was failing.

It was a rare occurrence of Buffett making a decision through a negative emotion. Buffett kept the name but moved the focus of the business into insurance and it became the holding company for Buffett’s investments. And there were plenty of those.

To list the assets of Berkshire Hathaway would take up all the space allocated to this profile. Berkshire owns outright dozens of American companies which most UK readers will have never even heard of, but are all sizeable concerns on their own. For example it owns Benjamin Moore & Co. (worth an estimated $1bn), ACME Brick Company ($600m) Dairy Queen ($585m), CORT Business Services ($467m), and the list goes on.

Berkshire also has sizeable stakes in American Express, American Airlines, Goldman Sachs, IBM, Apple, Coca-Cola, Kraft Heinz, Mastercard, Visa and Wal-Mart, to name but a few.

practicing this for years, even if he never applied this particular label.

He has said, “There’s one investment that supersedes all others: invest in yourself. Stay healthy on all three planes, mind, body and spirit: eat good food, drink plenty of water, read, and never stop learning.”

sons for my success was that I was only competing with half of the population. Life is a lottery. I had a 50% chance of being born female with the same IQ and talent, which would have made career options as limited as my sisters. Women have the same potential as men; it is our duty to help them to release it.”

❛❛ In the 1950s at the University of Nebraska, he set up a course entitled Women and Investing, aimed to get women involved in stocks and shares. ❜❜

INTEGRITY AND ETHICS

One of Warren Buffett’s much-used phrases is: “If you get to my age in life and nobody thinks well of you, I don’t care how big your bank account is, your life is a disaster.”

What other people think seems to matter to Warren Buffett, and he has always placed great emphasis on doing business with integrity. In many ways he has always been light-years ahead of the game. In recent years there has been a lot written about the benefits of mindfulness. Buffett has been

He adds that, “I insist on a lot of time being spent, almost every day, to just sit and think.” Hardly the high-powered, 100-mile-an-hour culture of Wall Street. You could never imagine Buffett declaring that lunch is for wimps.

If he is ahead of the game on mindfulness, he is even further ahead on female equality in business. In the 1950s at the University of Nebraska, he set up a course entitled Women and Investing, aimed to get women involved in stocks and shares.

The inequality of opportunity has always outraged him and he is quite clear about how much of an advantage he had by being born male: “One of the rea -

And then, of course, there is the legendary philanthropy. Another quote from Buffett explains his thinking: “If you’re in the luckiest 1% of humanity, you owe it to the rest of humanity to think about the other 99%.”

CNBC reported that Buffett topped the list for billionaires who gave the most since 2000, an estimated 71% of his fortune.

Not content to give away huge sums of his own money, he has applied pressure to his fellow tycoons to do the same. Created in partnership with Bill and Melinda Gates, the Giving Pledge came to life in 2010 following a series of conversations with philanthropists around the world about how they could collectively set a new standard of generosity among the ultra-wealthy.

The mission statement is: “The Giving Pledge is an effort to help address society’s most pressing problems by inviting the world’s wealthiest individuals and families to commit to giving more than half of their wealth to philanthropy or charitable causes either during their lifetime or in their will.”

Starting with 40 American philanthropists, there are now 183 philanthropists from 22 countries who have signed the pledge.

With a track record of philanthropy, integrity and an unbeatable ability to spot a good deal, it’s no wonder that businesspeople pledge millions for lunch with Mr Buffet.

RECENT NET SELLING

A dozen rounds of selling have trimmed Warren Buffett’s stake in Bank of America Corp. to the cusp of a key regulatory threshold, in which he will no longer need to quickly notify the public of his trading.

His Berkshire Hathaway Inc. now owns about 10.3% of the bank after the latest round of his 10-week selling spree, a regulatory filing shows. If he maintains course, his stake would drop below 10% very quickly, freeing him from the duty to swiftly disclose trades. Once Berskshire holds less than that, it can provide quarterly updates instead.

Most recently, Buffett liquidated $461 million of stock over the three days, according to the filing. That brought total sales since mid-July to $9.4 billion.

Even then, Berkshire’s remaining stake in the lender is worth almost $32 billion, based on recent closing prices, preserving the conglomerate’s perch as the top shareholder.

Momentum in the U.S. stock market appears relentless. After a remarkable 24% surge in the S&P 500 in 2023, the index has climbed another 20% in 2024, despite some temporary setbacks earlier in the year.

Amid this bullish backdrop, Jim Grant, editor of “Grant’s Interest Rate Observer,” issued a pointed caution for investors.

“We shouldn't forget that it is at an alltime high, almost everything, price to earnings, price to book, price to sales, what have you, and nor should we forget that the greatest equity investor is

❛❛ Most recently, Buffett liquidated $461 million of stock over the three days.That brought total sales since mid-July to $9.4 billion.❜❜

about ready to show a balance sheet that's 50-50, with more T-bills than stocks,” he said in an interview with Fox Business.

Grant was alluding to investing legend Warren Buffett, implying that Buffett’s pivot toward safer assets like Treasury bills — short-term debt securities issued by the U.S. Treasury with maturities of one year or less — may be a red flag for investors.

“When the greatest equity investor owns more bills than equities, one at least is advised to step back and say, if this is perfection, how does it improve?” Grant warned, suggesting that investors consider the potential risks of an overheated market.

BUFFETT’S CASH RESERVE

Buffett’s company Berkshire Hathaway has reduced its stakes in several major holdings this year. For instance, in Q2, Berkshire sold 389 million shares of its top holding Apple, cutting its position by

$234.6 bn

The cash Warren Buffet is currently sitting on, as of September 25th

$195.3 bn

The cash the US Federal Reserve has, as of September 25th

49.3%. It also reduced its stake in Capital One by 21.3%, offloading 2.65 million shares. Additionally, a more recent filing reveals that Berkshire trimmed its stake in Bank of America down to 10.5% in Q3.

While Berkshire did make some purchases in Q2, it sold far more than it bought, marking the seventh consecutive quarter as a net seller of stocks.

As a result, the company is sitting on a substantial cash reserve. As of June 30th, 2024, Berkshire’s cash, cash equivalents and short-term investments in U.S. Treasury bills totaled $271.5 billion.

What’s particularly noteworthy is the vast amount Berkshire has allocated to Treasury bills. By the end of June, Berkshire held a whopping $234.618 billion in Treasury bills. That’s more than the U.S. Federal Reserve's Treasury bill holdings, which stood at $195.293 billion as of September 25th.

Still, Buffett held a larger position in stocks. As of the end of June, Berkshire’s investments in equity securities totaled $284.871 billion, reflecting its continued substantial exposure to the stock market.

WHY IS BUFFETT HOLDING SO MUCH CASH?

Berkshire's massive cash position has sparked questions about why Buffett isn’t seizing more investment opportunities. After all, as Grant noted, Buffett is often hailed as the world’s greatest investor. From 1964 to 2023, Berkshire achieved an extraordinary overall gain of 4,384,748%, far outpacing the S&P 500’s return of 31,223% over the same period.

Buffett has addressed the cash concern, explaining his cautious approach during Berkshire’s annual shareholders meeting earlier this year.

“I don't think anybody sitting at this table has any idea of how to use it effectively, and therefore we don't use it,” he stated, emphasising that “we only swing at pitches we like.”

Buffett has also voiced concerns about future complexities, noting, “As the world gets more sophisticated, complicated and intertwined, more can go wrong.” He added that the company aims to be prepared to “act when that happens.”

While some see Berkshire’s cash hoard as a defensive stance against a potential market downturn, others interpret it differently. Fund manager Chris Bloomstran told Business Insider that the situation is more nuanced.

He noted that Berkshire’s large insurance operations necessitate a substantial cash reserve to cover potential payouts. Moreover, given Berkshire’s size, its range of suitable investments is limited. Bloomstran pointed out that with Treasury bills offering decent yields, Buffett can afford to be patient.

“He's limited to maybe the 100 biggest companies in the S&P 500 and maybe a handful of international businesses to be able to invest in,” Bloomstran explained. “So, his opportunity set is expensive, but he doesn't mind earn -

ing 5.3% in the interim, but it does not mean in any way, shape, or form that a stock market crash is imminent. He's just trying to find great prices stable enough to put money to work. His universe is limited.”

Of course, financial prudence has always been a cornerstone of Buffett’s philosophy. In his recent letter to shareholders, Buffett emphasized that Berkshire “holds a cash and U.S. Treasury bill position far in excess of what conventional wisdom deems necessary.”

This conservative approach could prove to be a significant advantage during times of financial turmoil. Buffett highlighted that during the 2008 financial crisis, Berkshire generated cash through its operations, without relying on commercial paper, bank lines or debt markets in any capacity.

“We did not predict the time of an economic paralysis, but we were always prepared for one,” Buffett said, underscoring the importance of maintaining liquidity in uncertain times.

❛❛ The company is sitting on a substantial cash reserve. As of June 30th, 2024, Berkshire’s cash, cash equivalents and short-term investments in U.S. Treasury bills totalled $271.5 billion. ❜❜

10 years of

Brighton-based Cognitive Law was launched by Lucy Tarrant ten years ago and what better way to celebrate that milestone than assembling clients, team and friends at the

and huge

and

COGNITIVE LAW

Mayumi Hawkes, Ryan Narvaez, Kensuke Kawate

Karen Blakesley, Maarten Hoffmann, Lesley Alcock, Simon Gregg

Cognitive Law Team. Mayumi Hawkes, Mandy Tourle, Karen Blakesley, Amy Pulling, Francesca Damario, Lucy Tarrant, David Lawrence, Annabel Cole, Alex Orpen, Caroline Knowles-Ley, Daren Stone, Jenny Walker, Alistair Rustemeyer Lucy Tarrant

City’s funkiest venue, Brighton Pavilion. It was a wonderful evening

congratulations to all the team -

here's to the 20th party.

Zoe Rudling, Jermaine Weeden

David Waddell, Milly Stone, Hayley Rose

Jackie Irving-Wilkinson and Fiona Anderson

Amy Pulling and Chris Pulling

Susan Maund, Chris Latos, Darren Stone

Charlie Owen, Suzanne Craig, Peter Tuffin

Lisa Ollerton, Lara Squires, Paul Ollerton

Kent-based main contractor, Baxall Construction is ‘Doing it Differently’ once again as it works together with Loch Associates Group and the National Federation of Builders (NFB) to tackle the stigma surrounding neurodiversity.

Encouraging neurodiversity in the construction industry

In a world where there are constant obstacles to overcome, neurodivergent people experience this the moment they step foot into the education system, with some of them impossible to achieve. This is carried through to the workplace where individuals deal with these daily.

Now, imagine a workplace where neurodiversity was only seen as a strength, where employees could thrive in an environment tailored to them. Baxall understands the hurdles that neurodivergent people face and they’re keen to address this - looking at how working practices can be improved so employees can harness their full potential and create a more inclusive workforce.

In the past, Loch Associates Group, in particular their Managing Director and Employment Law Solicitor, Pam Loch has highlighted the need for employers to take a different approach so that not only neurodivergent workers thrive, but their employers do too, while ensuring employers comply with their legal obligations if the worker has a disability under the Equality Act 2010. The growing awareness of the need for change has led to organisations like the National Federation of Builders commissioning and publishing a report on neurodiversity in the construction industry.

In the 2023 NFB report, in collaboration with the CITB, it highlighted how common neurodivergence is amongst

❛❛ When a neurodiverse team lacks shared understanding and does not accommodate, there is likely to be a communication breakdown ❜❜

construction workers, with one in four considering themselves to be neurodivergent. This compares to the estimation that one in seven people in the UK are neurodivergent.

ADHD was most common, accounting for 54% of all those neurodiverse workers. Interestingly, being neurodiverse made people more, rather than less likely to want to work in the construction sector, with 67% of workers saying they believed that the sector is able to support neurodivergent employees.

The report discovered that 80% of respondents who had told their employer that they were neurodivergent had adjustments made to help them at work. However, concerns remain around the stigma surrounding neurodivergent workers, with 36% of workers not telling colleagues about their neurotype, and 38% of respondents believing there is no, or limited, empathy for neurodivergent workers.

Pam Loch, Loch Associates Group

Malcolm Clarke, Baxall

James Butcher, NFB

❛❛ Concerns remain around the stigma surrounding neurodivergent workers

https://builders.org.uk/ neurodiversity-report/

The NFB report considered the working experience of neurodivergent workers and found that they could have challenges with motor co-ordination, social interaction, working memory as well as personal organisation and sensory sensitivity. Businesses are built on people, their interaction and relationships with one another.

When a neurodiverse team lacks shared understanding and does not

accommodate, there is likely to be a communication breakdown and a misunderstanding from both sides. It is vital to understand the differing needs of your workforce, to accept the differences that will naturally exist and work on a genuine culture of understanding and empathy. Training your workforce to raise awareness is critical.

The physical environment can have a huge impact on the working day, with sensory considerations like lighting, noise, ventilation, temperature, layout,

and even smells being easily adjusted or worked around to accommodate individual needs. Neurodiversity policies can play an important part in neuroinclusion, setting out expectations for neuroinclusivity.

Creating a neuroinclusive environment is not a tick-box HR exercise – it’s a business commitment and approach that is championed from the very top, with the benefits being felt at all levels of an organisation. Baxall is at the beginning of its journey, learning from various sources like the NFB and Loch Associates Group, and benefitting from their support, advice and training on how to create an organisation that the whole team at Baxall can be proud to be a part of.

We need to level up and dismantle the discrimination and stigma neurodivergent workers face, to create inclusive workplaces which enable our people to excel and thrive in their roles, after all, great minds don’t all think alike.

www.baxallconstruction.co.uk www.lochassociates.co.uk https://builders.org.uk

The Sussex Business Awards 2024 are now closed for entries.

Judging takes place for the Sussex Business Awards

The 36th annual event, organised by Platinum Media Group, is the largest event of its kind and the most prestigious in the county.

The awards will be judged by an esteemed panel of industry leaders and experts, who have now begun the unenviable task of sifting through hundreds of entries and whittling it down to a shortlist of five businesses per category.

Judging is a rigorous three-stage process including pre-scoring, face-to-face interviews and a judges meeting where entries are discussed and evaluated in detail to decide the winning entries. The judges will be looking for individuals, organisations and initiatives that have gone above and beyond, demonstrating a huge impact on businesses, employees and the wider industries.

Maarten Hoffmann, Managing Director at Platinum Media Group and organiser

of the event said: "The Sussex Business Awards is a platform to showcase not only business success but also innovation, resilience and commitment to excellence in the face of challenges.

“Every year, I continue to be proud and

remain in awe at the high calibre of entries entering. I wish all our entrants the best of luck".

Winners will be announced at a spectacular gala dinner on December 5th at The Grand Brighton. Hosted by comedian, Alun Cochrane, it is the must-attend exclusive business event of the year and always a sell-out.

To purchase tickets, visit www.platinummediagroup.co.uk/ events

❛❛ Every year, I continue to be proud and remain in awe at the high calibre of entries ❜❜

Showcase achievements, network with professionals and gain recognition at the city's biggest celebration of business

FREE TO ENTER

BUSINESSES CAN ENTER A MAXIMUM OF THREE AWARD CATEGORIES

DOWNLOAD ENTRY FORMS ONLINE • WWW.PLATINUMMEDIAGROUP.CO.UK

ENTRY DEADLINE JANUARY 8TH 2025 CEREMONY APRIL 2ND 2025, ST PETER'S CHURCH, BRIGHTON

SPONSOR A CATEGORY

Why not sponsor a category of the most prestigious business accolade in Brighton & Hove? For more details, email maarten@platinummediagroup.co.uk

Norman Cook – Outstanding Brightonian 2018

FOR ENTRIES

2025 CATEGORIES

Large Business of the Year

SME Business of the Year

Future Talent of the Year

Best Customer Service Award

Best New Business Award

Retailer of the Year

Businessperson of the Year

Community Hero Award

Company of the Year

Employer of the Year

Best Restaurant Award

Outstanding Brightonian

Professional Services Award

Diversity & Inclusion Award

Green Business of the Year

International Business of the Year

Property Business of the Year

Leisure and Tourism Excellence Award

Tech Excellence Award

Established in 2004, the Brighton & Hove Business Awards (BAHBAs) are the most sought-after accolade by organisations from every sector in the City.

Previous winners of these awards include some of the city’s biggest and best loved names including Brighton & Hove Albion Football Club, RocketMill, Norman Cook, Gresham Blake, BrightonandHoveJobs.com, SpaBreaks, Rockwater, Bird & Blend Tea Co, Infinity Foods, Duke of York’s Picture House, Brighton Festival, Dockerills and University of Sussex.

Businesses can submit into a maximum of three categories and it’s free to enter.

Deadline January 8th 2025

By Martin Powell, CEO, St Peter & St James Hospice, North Chailey

THE POWER OF CORPORATE ENGAGEMENT

Boost your business and support St Peter & St James Hospice

For over 40 years, St Peter & St James Hospice has provided exceptional palliative care to individuals and families across Sussex, offering comfort, dignity, and expert medical care to those with life-limiting conditions. But like many hospices across the UK, it faces financial challenges, relying heavily on donations to continue its vital work. By partnering with the hospice, businesses can not only support a critical local service but also reap significant benefits for their workforce and corporate social responsibility (CSR) efforts.

WHY PARTNER WITH ST PETER & ST JAMES HOSPICE?

Engaging your business with St Peter & St James Hospice offers a unique opportunity to make a meaningful difference while enhancing team morale, building stronger connections

with the local community, and improving your business’s CSR profile. The hospice is a trusted and respected institution, providing compassionate care for people with life-limiting conditions. Supporting the hospice aligns your business with a cause that resonates with people across the region.

BOOST MORALE AND ENGAGE STAFF

One of the key benefits of corporate involvement with St Peter & St James Hospice is the positive impact on employee engagement. When staff know their company is supporting a meaningful cause, it creates a sense of pride and commitment. Here’s how your business can get involved and how it benefits your team:

Businesses can also make use of our retail shops for a corporate takeover, turning the day into a comprehensive team-building event. Employees walk away with a rewarding experience, knowing your efforts have made a real impact on the community.

❛❛ One of the key benefits of corporate involvement is the positive impact on employee engagement ❜❜

• Volunteering programmes: The 'Beat the Mountain Challenge' offers a perfect blend of team building and giving back. This corporate volunteering initiative invites teams to our Distribution Centre in Hurstpierpoint, where you'll take on the challenge of sorting through mountains of donated items. This challenge strengthens team dynamics, encourages collaboration, and offers a sense of fulfilment by supporting a local hospice that provides palliative care to people with life-limiting conditions.

•Employee fundraising: Encourage a spirit of teamwork and philanthropy with fundraising initiatives. Participation in events like the hospice’s quarterly Biz Quiz creates a sense of camaraderie while providing excellent networking opportunities. Employees get to have fun, bond as a team, and feel a closer connection to the community.

ENHANCE YOUR CSR AND COMMUNITY PRESENCE

Corporate social responsibility is more important than ever, and aligning with a local charity like St Peter & St James Hospice can significantly elevate your brand’s reputation. Clients and customers increasingly prefer businesses that actively contribute to their

communities. In a recent study 77% of customers are motivated to purchase from companies committed to making the world a better place. By supporting the hospice, your company demonstrates a commitment to the well-being of those in your local area.

• Corporate sponsorships: Sponsor hospice events such as the Gala Dinner or Shine Bright will garner valuable visibility. Your business logo will be featured prominently at flagship events, offering a high-profile opportunity to align your brand with a respected local cause and increase your brand visibility amongst your target audience.

• Donations and grants: contributions make an immediate impact on the hospice’s ability to continue offering its essential palliative services to people with life-limiting conditions. In return, your company can enjoy complimentary event access, connecting you with other local busi nesses and helping further integrate you into the local business community.

SUPPORT SUSTAINABILITY AND WELL-BEING

Supporting St Peter & St James Hospice also aligns with sustainability goals, especially for businesses focused on the well-being of their

employees and the wider community. The hospice is not just a place of medical care but a centre of holistic support, extending care to families and friends, ensuring everyone receives the right care, in the right place, at the right time, according to what matters most to them.

HOW YOU CAN HELP

CHARITY FOCUS

GET INVOLVED TODAY

Partnering with St Peter & St James Hospice is not just about giving back; it’s about creating a lasting impact on your team, your business, and your community. Your business can ensure that this cherished hospice remains a beacon of care for future generations.

St Peter & St James Hospice North Common Road North Chailey, Lewes, BN8 4ED T: 01444 471 598

www.stpjhospice.org

❛❛ The hospice is not just a place of medical care but a centre of holistic support ❜❜

CELEBRATING BUSINESS EXCELLENCE

Join us as we recognise the passion and talent of our business community

The Gatwick Diamond Business Awards celebrate people and businesses who have shown innovation and inspiration in their work, and have demonstrated a real commitment to the region. The Awards have become one of the most prestigious business occasions – celebrating the best of the best across the Gatwick Diamond.

Entry Period: 3rd October - 15th November 2024

Awards Night: 20th March 2025

For more information, visit:

Cleankill's

Josh Bates has been named Pest Controller of the Year in the 2024 national Pest Awards.

By Paul Bates, MD, Cleankill Pest Control

Cleankill technician wins UK's top pest controller award

Josh, who lives in Kenley near Croydon, decided to follow in his father’s footsteps and join Cleankill Pest Control five years ago, having spent the previous eight years at John Lewis.

He first helped at Cleankill Pest Control when he was just out of school which gave him his first taste of life as a pest controller.

Josh currently services many postcodes in South London providing high-quality routine inspections to domestic and commercial sites as well as carrying out a variety of individual job work.

He says, “I love the pest control industry and I only wish I had become involved in the industry sooner. It’s a career I am completely committed to and every day brings huge job satisfaction. I am really thrilled to have won the Pest Controller of the Year award, and still can’t quite believe it. I have worked very hard to prove myself as a professional pest controller and to get this sort of recognition from people outside the company is very important to me.”

and we rely on them to deliver our services.”

The judges were impressed by Josh’s Level 3 Certificate in Pest Control and the range of courses and qualifications he has completed. He is also involved in ‘out in the field’ training of new members

and preventative services for all public health pests, including: rats; mice; wasps; cockroaches; squirrels; fleas; bed bugs and pest birds. As a registered waste carrier, Cleankill also removes pigeon debris and other waste.

With offices in Surrey, Sussex, Bristol and Buckinghamshire, Cleankill has many customers throughout London, Surrey, Sussex, the Home Counties, Bristol, Gloucestershire and Somerset.

❛❛ Josh is known for delivering a high level of service while being patient with customers in highly stressful situations ❜❜

of operational staff as part of their induction programme.

Cleankill Managing Director, Paul Bates, adds: “Josh is known for delivering a high level of service while being patient with customers in highly stressful situations. He has a calm, friendly manner which puts the customers at ease.

“For one of our technicians to win this award is very special. We have won many awards as a company but to now have an individual win an award is brilliant. Individuals make our company

Cleankill Pest Control is a Gold Investors in People accredited organisation and in the top 16% of recognised companies worldwide.

Now employing more than 50 staff, Cleankill Pest Control offers eradication

One of the key business objectives which sets Cleankill apart is an environmentally responsible approach to pest prevention and an ethos of detection and prevention first - rather than purely destruction. The main focus is business-to-business, particularly working with facilities managers responsible for multi-site operations.

Cleankill is a leading member of the pest control industry with an emphasis on a fast, efficient and ‘green’ service delivered by one of the most highly trained and qualified teams in the industry. The company regularly introduces new services and techniques in order to stay ahead of competitors and is often called in to solve problems after other companies have failed.

ANGER MANAGEMENT

WILL THEY NEVER LEARN?

By Maarten Hoffmann

DISCLAIMER:

All views stated here are those of the author and do not necessarily represent those of this publication

Politicians of all stripes are prone to making grand statements that, in the cold light of day, make no sense, do more harm than good, and leave us all in a state of panicked flux.

As the Government considers imposing VAT on private school fees, set to take effect as early as January next year, a wave of anxiety has swept through parents, teachers, and administrators across the UK. This is not just a local issue – its ramifications could disrupt our education system, harming both independent and state schools alike.

There are only 7% of UK children in private education, therefore circa 554,243 out of seven million children. Labour’s socialist dogmatic view is that we all have to be equal and no one should have a leg up over anyone else – but that’s just not how the world works, and nor should it.

The Institute for Fiscal Studies (IFS) estimates that around 40,000 students could be forced out of private schools, which would place a huge strain on already overstretched state schools. This sudden shift would not only cost

taxpayers millions of pounds but also risk diminishing the quality of education that every child deserves in this country.

To compound this, it was announced on September 26th, that due to the overpromise of nursery places for all, the government is repurposing areas of schools that are underused due to the fall in pupil numbers. This is the very space that is going to be urgently needed by schools to house the 40,000 new children that have had their education interrupted half way through by having to leave their independent school - and all their friendship groups and likely the new school will not even be in their area!

In addition, it is claimed that this entire concept could backfire and end up costing the state more money than it gains. David Gage, head of VAT at Old Mill, said that the 20% levy will change the schools' status and will mean they are now able to recover costs.

❛❛ The Institute for Fiscal Studies (IFS) estimates that around 40,000 students could be forced out of private schools ❜❜

ANGER MANAGEMENT

❛❛ We all agree that we want to increase standards for all but this can never be done by dragging people down ❜❜

Mr Gage said: “Currently, private schools are unable to recover VAT on their costs because the provision of education is VAT exempt. However, when the government removes this exemption and makes the provision of private school education taxable, schools will be able to recover VAT on all their costs.”

It also means that schools will be able to delay capital expenditure (CapEx) or any other significant spending that is subject to VAT until the tax becomes chargeable on school fees. Therefore, they can claw back VAT on historical expenditure going as far back as ten years, and opens up the door for schools to become corporates that pay shareholders.

Furthermore, if private schools have incurred any historical VATable expenditure on any large property projects including refurbishments or computer hardware, once the rules come into effect, they should be able to recover a proportion of the VAT incurred under the Capital Goods Scheme.

So, although these possible paths for private schools don't solve the problem for parents paying the fees, they could represent opportunities that end up

boosting institutions already at the elite end of education.

Then we have to look at how the smaller private schools will absorb this rise if they choose not to pass it on to the parents. Most will cut back on bursaries and increase the costs of state schools using their facilities. This will deeply affect the vast amount of parents who scrimp and save to afford their children the very best education they can manage, who can only do it with the help of scholarships and bursaries.

This will lead to private schools becoming more exclusive, not less. Often a bursary can be worth 110% of the school fees. Last year, 38,547 children received a means tested bursary and 7,590 paid no fees at all, with the extra 10% helping towards uniforms, sports kit etc.

The creator of this doomed scheme, the Prime Minster Keir Starmer, attended a fee paying school - Reigate Grammar School (although it was not fee-paying at the time he arrived but became so during his tenure). He received a bursary, and the school spent £5 million on such bursaries, greatly benefiting Starmer and

hundreds of local children. Had he not had this education, it is entirely possible he would not have become PM - one would hope he might have enormous appreciation for the system rather than such hatred.

We all agree that we want to increase standards for all but this can never be done by dragging people down; rather by lifting people up - or we just end up with a race to the bottom.

Autumn travel IN THE UK

Autumn is a very special time to explore the UK, as the landscapes are transformed with vibrant reds, oranges, and golds. From the rolling hills to picturesque parks, the season provides ideal opportunities for scenic walks and fantastic getaways. Here are some of the best destinations to experience the season’s beauty, along with accommodation options for your autumn escape.

By Tess de Klerk

Stourhead, Wiltshire

Stourhead, managed by the National Trust, is one of the most iconic gardens in the UK, especially during autumn. The 18th-century landscape garden features a lake, grottoes, and temples, which are enhanced by the vibrant colours of the season. Reflections of the autumn leaves in the lake make for stunning photos, and there are numerous paths to explore at your leisure.

Where to stay: The Bath Arms, Longleat Located near Stourhead, this traditional country inn is part of the Longleat Estate. The Bath Arms combines rustic charm with modern comforts, providing a cosy base to explore Wiltshire’s countryside and autumnal splendour.

TRAVEL

New Forest, Hampshire

The New Forest is a golden wonderland in autumn, with ancient woodlands, heathlands, and abundant wildlife. The forest’s ancient oaks and beeches create a canopy of amber and gold, ideal for walking or cycling. Wild ponies grazing among the trees add to the magical atmosphere.

Where to Stay: The Pig, Brockenhurst

This boutique hotel blends rustic charm with luxury. Known for its cosy country decor and farm-to-table dining, The Pig is the perfect base for autumn walks in the forest or along the nearby coast.

The Cotswolds, Gloucestershire

The Cotswolds’ charming villages and rolling hills become even more enchanting in autumn. Places like Westonbirt Arboretum, with its diverse collection of trees, are perfect for admiring the season’s colours. The honey-coloured stone cottages framed by golden foliage create postcard-worthy scenes throughout the region.

Where to Stay: Barnsley

House

Tucked away in a picturesque Cotswolds village, Barnsley House is a luxurious boutique hotel with a stunning garden designed by landscape artist Rosemary Verey. With a spa, fine dining, and elegant rooms, it’s an ideal destination for a romantic autumn getaway.

❛❛ The forest’s ancient oaks and beeches create a canopy of amber and gold ❜❜

Westonbirt Arboretum

❛❛ Symonds Yat Rock provides a panoramic vista to fully appreciate the seasonal colours ❜❜

Ashdown Forest, East Sussex

Ashdown Forest, famous for inspiring the Winniethe-Pooh stories, is an Area of Outstanding Natural Beauty and an excellent autumn destination. The ancient woodland comes alive with red, orange, and gold hues, while the heathlands add to the colourful display. Walking trails lead to viewpoints like Gills Lap and Pooh Bridge, offering peaceful and scenic walks.

Where to Stay: Ashdown Park Hotel & Country Club

Set within 186 acres of landscaped gardens, Ashdown Park is a grand country house hotel that combines luxury and relaxation. With elegant rooms and an award-winning restaurant, it’s the perfect base for an autumn retreat, offering serene views of the forest.

The Lake District, Cumbria

The Lake District, a UNESCO World Heritage site, is an autumn haven, with its lakes, fells, and woodlands bursting with colour. The calm waters mirror the fiery autumn hues, creating picturesque views at every corner. Grasmere, Derwentwater, and Buttermere are particularly beautiful in autumn, with serene walking paths lined by autumnal foliage. A hike up Catbells or along Windermere’s shores will immerse you in the season’s splendour.

Where to Stay: Linthwaite House

Overlooking Windermere, this luxury country house hotel is an ideal autumn retreat. With its stylish decor, private gardens, and breathtaking lake views, it’s the perfect spot to unwind after a day of exploring. Linthwaite also offers the Henrock restaurant and outdoor hot tubs for added relaxation.

Wye Valley, Herefordshire/Monmouthshire

Straddling the England-Wales border, the Wye Valley offers some of the UK’s most spectacular autumn scenery. The valley’s riverbanks and woodlands glow in shades of amber, copper, and gold, and the walking trails along the River Wye offer breathtaking views. Symonds Yat Rock provides a panoramic vista to fully appreciate the seasonal colours.

Where to Stay: Llangoed Hall

This elegant country house hotel in the heart of the Wye Valley offers luxurious accommodation, fine dining, and stunning gardens. It’s a perfect retreat for an autumn escape, with its warm atmosphere and picturesque surroundings.

Richmond Park, London

❛❛ The russet and gold leaves are particularly lovely around Isabella Plantation and the Pen Ponds ❜❜

Richmond Park in southwest London is a hidden autumn gem. As one of Europe’s largest urban parks, it offers peace and beauty in the capital, with ancient trees and herds of red and fallow deer. The russet and gold leaves are particularly lovely around Isabella Plantation and the Pen Ponds, providing a slice of autumnal beauty without leaving the city.

Where to stay: Petersham Hotel

Located on Richmond Hill with views of the Thames, Petersham Hotel is a luxurious retreat just minutes from Richmond Park. Its Victorian grandeur and elegant rooms make it a wonderful place to relax after an autumn stroll, with some rooms offering panoramic views of the river and countryside.

Symonds Yat

SIZE REALLY DOES

By Maarten Hoffmann, Platinum Motoring Editor

We all moan, we all complain and we all get furious when we try to park in a car park and find the cars either side intruding into our space, often causing you to climb out the sunroof or spend another five hours trying to locate an elusive parking spot. Sound familiar?

Stupid car park operators are making the spaces smaller to get more cars in and make more money, resulting in a multitude of dents and scratches to the side of our cars. As much as l would like to join in and slam the operators, it is

actually the manufacturers and government regulations causing this constant headache.

And it’s not just car parks. I was stuck in a 20-minute jam as a Bentley GTC could not get past a Range Rover in a perfectly normal London side street. OK, OK , l was in the Bentley, but the point is our infrastructure can no longer cope with the size of our cars.

Without realising it, cars have got so much bigger over the years and the parking spaces simply haven’t caught up – and how could they? Larger spaces means fewer spaces and therefore an increase to the constant headache of finding somewhere to park - and less income for the car parks.

Take a look opposite at the humble Mini - on the right the original 1960’s Mini and on the left, the current model - it almost looks like a photoshopped image but l can assure you it is not!

As big a shock is the Fiat 500 - the original cool Italian runaround and the current model on the right. And it goes on - take a look at the Japanese pickup truck - the latest model looks like a monster truck but it is the very one you see everyday on every corner of the country - and so it goes on.

So what is causing this vehicular inflation?

It’s half the fault of the buying public and half the fault of government regulations, constantly trying to wrap us up in ‘health and safety’ bubble wrap.

The mandatory addition of lateral and frontal airbags, crumple zones and safety cells all take space to accommodate. Then there are the larger wheels and track needed to make tighter turns - this then requires bigger wheels and therefore, bigger wheel housings.

Then there is the constant need to pack your car with tech stuff - touch screens, air conditioning, charging ports, electric windows, large junk bins, huge boots and the big comfy seats all have to go somewhere; therefore the manufacturers have to make certain areas larger.

MATTER...

Then there is what the US auto makers call the ‘McDonalds Factor’ - ie: we are all getting fatter and heavier. The average male weight in 1960 was 166.4lbs; today it is 191lbs. Of course, in the US, the differential is huge, hence the drama over the size of airline seats that many obese Americans simply cannot fit into.

How to fix the issue - make all the car parks, roads, tunnels and bridges larger? OK, that will not happen. So let’s try everyone going on a diet, ban all fast foods and tax everyone who is 5lbs overweight. That’s not going to happen either. Therefore, there is only one answer.

Belt up and suffer, get a good dent magician on speed dial, take some anti-anxiety medicine to stay calm in the constant traffic jams, never buy a car without a sunroof to ensure you can always exit your car and/or only ever buy the smallest car you can get your hands on and feel like you are trapped in a groundhog day in Gulliver’s Travels.

❛❛ Belt up and suffer, get a good dent magician on speed dial and take some anti-anxiety medicine to stay calm...❜❜

The humble Mini faces down its huge offspring

Multiple examples of cars just getting bigger

Now available to test drive at smart of Epsom.

Sometimes a trip is about the journey, sometimes the destination. Who you’re bringing, what you’re packing, where you’re headed: every day is different. So you need a car as flexible as you are.

With a maximum range of 273 miles for the #1 (WLTP)* and 283 miles for the #3 (WLTP)** and with a less-than-30-minute charging time^, you’ll always be quickly and confidently on your way back home, or off to your next adventure.

INFLUENCERS

FORUM

Women In Tech

THE DYNAMIC AWARDS 2025

Now open for entries Understanding the female brain The City Girl Network The gender health gap

FEATURE

Girls in the city

Pippa Moyle, Founder and CEO of the City Girl Network, discusses how a solitary walk along the seafront inspired her to form this far-reaching and progressive female support group

BIG

STORY

Dr Ngozi Okonjo-Iweala

A profile of the Nigerian economist – first female, and first African to hold the title of Director General of the World Trade Organisation 8

The most successful entrepreneurs I know are optimistic. It’s part of the job

description.

Caterina Fake, Founder, Flickr

PLATINUM MEDIA GROUP

INFLUENCERS FORUM

Women In Tech

Despite decades of progress towards workplace equality, women remain woefully underrepresented in the UK technology workforce. Four experts discuss the issue, and the solutions

The number of students who couldn’t – when asked – name a famous female working in tech 78%

REGULARS

News

6 Upfront: The top international news stories involving women in business

16 In the Right Direction:

Good news stories from around the world

Spotlight

20 Carina Bauer

CEO of the IMEX Group, based in Hove, operating mostly overseas

21 Kelly Mills

Partner, and Head of Dispute Resolution at Coole Bevis LLP

Health & Wellbeing

18 Understanding your brain

To have a career that is truly fulfilling, you need to understand your brain

34 Closing the gender health gap

What will the new government do about the gender inequalities in the healthcare system?

HEALTH & WELLBEING

38 Breast cancer awareness month

Mariachiara Restuccia shares her journey through diagnosis, treatment and recovery, highlighting how it transformed her life and work

CONTACTS

PUBLISHER: Maarten Hoffmann maarten@platinummediagroup.co.uk

EDITOR: Tess de Klerk tess@platinummediagroup.co.uk

MOTORING EDITOR: Fiona Shafer fionaas@platinummediagroup.co.uk

COMMERCIAL DIRECTOR: Lesley Alcock lesley@platinummediagroup.co.uk

EVENTS DIRECTOR: Fiona Graves fiona@platinummediagroup.co.uk

EVENTS MANAGER: Žaneta Bealing zaneta@platinummediagroup.co.uk

HEAD OF DESIGN / SUB EDITOR: Alan Wares alan@platinummediagroup.co.uk

Register for our Autumn Budget webinar

Following the Budget announcement by the Chancellor, our panel of tax and business experts will be examining and discussing what these changes mean for you. They will also answer your questions in our live Q&A.

Join us on Friday 1 November, 09:30am - 10:30am.

Scan the QR code to register, or visit our website.

For more than accountancy, business and wealth advice.

Call: +44 (0)33 0124 1399

Email: events@krestonreeves.com

Visit: www.krestonreeves.com/events

EDITOR’S NOTE

Welcome to the October edition of Dynamic.

This month we bring you another, ever-popular, Influencers Forum, where our panel discusses Women in Tech. What stood out to me during these discussions is the need for more female role models in the industry. Our young girls need to be able to see their future selves in women who are breaking barriers in tech - and across the board. Here at the Platinum Media Group, we will continue to do our very best to shine a light on such women.

That brings me to our Big Story, and Dr Ngozi Okonjo-Iweala, the first female and African to hold the post of Director General of the World Trade Organisation, who continues to break down barriers and is a true role model for many. But role models don’t need to come from the world stage only; there are people from all walks of life who inspire and as we mark Breast Cancer Awareness Month this October; we salute all people who have walked that difficult path. Thank you, Mariachiara for sharing your journey with us on page 38.

Of course, we have plenty more for your reading pleasure. Such as in Further Reading where we focus on aligning your need for purpose with your career while Chartered Psychologist, Naomi de Barra, explains how understanding your brain can assist in crafting a fulfilling career.

We also feature all your regular favourites and hope that you will enjoy this month’s Dynamic.

Editor, Dynamic Magazine tess@platinummediagroup.co.uk

NEW DIRECTOR AT SIGMA HOMES

Sigma Homes in West Sussex has promoted Katie Macfie to Sales and Marketing Director as she takes over from Susan Joseph. After joining Sigma Homes in 2018, when it was still in its infancy, Katie’s role in the sales and marketing department significantly evolved along with the business’s growth. She boasts a strong background in sales and marketing, having previously worked for several prestigious estate agents before joining Sigma Homes – including Strutt & Parker, Henry Adams and GL & Co. Geoff Potton, group chief executive, said: ‘’I am delighted to announce the internal promotion of Katie to the position of sales and marketing director.”

CELEBRANTS NAMED AS AN IMPRESSIVE SMALL FIRM

Coffin Club UK Ltd, a funeral-education company based in Hastings, has been named as one of the nation’s 100 most impressive small firms by the Small Business Saturday UK campaign, as it kicks off a wider call to encourage public support for small businesses.

Coffin Club UK, a funeral education and celebrant training organisation, was founded by Kate Tym and Kate Dyer in 2017. Following a nationwide search, the Hastings firm has been selected as part of this year’s SmallBiz100 line-up, which showcases 100 of the most impressive independent businesses from across the nation as part of the countdown to Small Business Saturday on December 7th.

UPFRONT

THE LATEST BULLETINS FROM AROUND THE WORLD

FIRST FEMALE CHANCELLOR TO DELIVER BUDGET STATEMENT

❛

Any woman can look her best if she feels good in her skin. It’s not a question of clothes or makeup. It’s how she sparkles. Sophia

Loren,

who

turned 90 last month

Following on from the Big Story in a recent issue of Dynamic Magazine, and irrespective of whichever side of the the party political line one sits, an historical national barrier is broken down at the end of this month as Rachel Reeves becomes the first female Chancellor – a role that goes back over 700 years – in

British history to deliver the Budget Statement to the House of Commons.

She will take to the floor of the House at 3pm on October 30th to explain the status of the UK economy, and outline the new Government’s economic plans for the next few years.

INVEST IN WOMEN TASKFORCE

Meanwhile, female business leaders received Rachel Reeves’ backing as she supports the Invest in Women Taskforce – which aims to create one of the world’s largest investment funding pools for female founders.

The Invest in Women Taskforce is the successor to the Rose Review, an independent review of female entrepreneurship which found that a £250 billion boost could be added to the UK economy if women started and scaled their businesses at the same rate as men.

To mark this and to celebrate the key role played by female business leaders in all

parts

of the economy, the Chancellor –in partnership with women’s rights charity the Fawcett Society – recently hosted a reception in 11 Downing Street.

INFLUENTIAL WOMEN IN TECH

Computer Weekly magazine has produced its latest list of the Most Influential Women in UK Technology for 2024. The list has been running since 2012 to make female role models in the UK’s technology sector more visible and accessible. In 2015, the Hall of Fame was introduced alongside the top 50 to recognise women who have made a lifetime contribution to the technology sector, as well as their

❛

efforts to encourage others to join the IT industry, further expanding the number of amazing women people are reading about.

This year’s new entrants to the Hall of Fame are

• Suki Fuller, intelligence advisor and fellow, Miribure

• Lopa Patel, founder, Asians in Tech; chair, Diversity UK

Where there is a woman, there is magic.

Ntozake Shange, playwright and poet

FEMALE BOSSES MORE PROFICIENT IN TECH

Despite making up only 40% of business leaders, a third of women leaders have technology expertise compared with only 18% of men, according to new research by Accenture.

The research also reveals that one in four FTSE 100 board level executives are now proficient in technology, an increase of 12% over the last three years, as well as Britain’s boardrooms being named the most tech-savvy in the world.

Emma Kendrew, Accenture’s technology lead in the UK, said: “It’s hugely encouraging to see the experience women in technology are bringing to leadership teams today.

WOMEN IN SPORT CONFERENCE

The annual Sport for Business’ Women in Sport Conference for 2024 will take place on November 28th in Dublin.

Last year’s event celebrated its tenth anniversary, and looked back on the journey travelled so far in seeking equality of opportunity, and looked forward to some of the great projects taking place around the country.

• Melissa Di Donato, chair and CEO, Kyriba

• Kerensa Jennings, non-executive director, advisor

• Emma McGuigan, formerly at Accenture

• Rioch Edwards-Brown, founder, So You Wanna Be In Tech?

“YOU’VE MESSED WITH THE WRONG WOMEN”

Women entrepreneurs were furious that their applications for a £75,000 government grant have been knocked back despite meeting the criteria.

Innovate UK, part of UK Research and Innovation, awarded only 25 of 50 Women in Innovation Awards promised to SMEs across the UK.

As women took to social media to vent their anger, the press release from action group Let’s Fund More Women, started, “You’ve messed with the wrong women. Innovate UK has broken its promise to female founders for the final time. We can’t and won’t stand for this any more.”

The scheme organiser apologised, and Secretary of State for Science, Innovation and Technology, Peter Kyle, was forced to the Commons to make a statement, ultimately honouring the 50 promised funding awards.

This year, its is looking firmly to the future, with a line-up of speakers that will include those making a real impact on stages from Gaelic Games in Ireland to the Women’s Super League in England.

This year will also include a panel discussion with some of those appearing

in our Sport for Business / AIG 50 Women of Influence in Irish Sport, the list for which will be complete before we take our seats.

DR NGOZI OKONJO-IWEALA

Director General of the World Trade

Organisation

In March 2021, the World Trade Organisation (WTO) elected Nigerian economist Dr Ngozi Okonjo-Iweala as its Director-General. She is both the first female and the first African to hold this role.

She has held many important financial posts, both in her native Nigeria, the World Bank in Washington, DC, as well as her current role as the head of world trade.

Dynamic charts the career of this pioneering woman, whose mere election to such a prestigious role has raised many barriers that have been down for too long.

OKONJO-IWEALA

Dr Ngozi Okonjo-Iweala was born on June 13th 1954 in Ogwashi-Ukwu, Delta State, Nigeria, where her father, Professor Chukwuka Okonjo, was the Obi (king) of the Obahai royal family of Ogwashi-Ukwu in Nigeria.

She briefly attended Queen’s School, Enugu. She was later relocated to live and to further her education in St. Anne’s School, Molete, Ibadan, and the the International School Ibadan, Oyo State in Nigeria.

She arrived in the US in 1973 to study at Harvard University and graduated magna cum laude with an AB in Economics in 1976. She earned a master’s degree in city planning in 1978 and obtained her PhD in regional economics and development in 1981 from the famed Massachusetts Institute of Technology She received an international fellowship from the American Association of University Women (AAUW), which supported her doctoral studies.

Dr Okonjo-Iweala is married to neurosurgeon Dr Ikemba Iweala. They have four children and five grandchildren.

WORLD BANK

Ngozi had a 25-year career at the World Bank in Washington, DC, from 1983 onwards, as a development economist and rose to the second-in-command position of Managing Director, Operations. As managing director, she had oversight responsibility for the World Bank’s $81 billion operational portfolio in Africa, South Asia, Europe, and Central Asia.

She spearheaded several World Bank initiatives to assist low-income countries during the 2008–2009 food crises and later during the financial crisis. In 2010, she was the chair person of the International Development Association (IDA) replenishment, the World Bank’s successful drive to raise $49.3 billion in grants and low-interest credit for the poorest countries in the world. During her time at the World Bank, she was also a member of the Commission on Effective Development Cooperation with Africa, which was set up by Anders Fogh Rasmussen, Denmark’s PM, and held meetings in 2008.

Ngozi served twice as Finance Minister between and 2011–2015, and briefly Foreign Minister in She was the first woman to hold both positions

NIGERIAN GOVERNMENT

Ngozi also served twice as Nigeria’s Finance Minister between 2003–2006 and 2011–2015, and briefly acted as Foreign Minister in 2006. She was the first woman to hold both positions. During her first term as Finance Minister, she spearheaded negotiations with the Paris Club (a group of 22 major creditor countries aiming to provide a sustainable way to tackle debt problems in debtor countries) that led to the wiping out of US$30 billion of Nigeria’s debt, including the outright cancellation of US$18 billion.

Upon her re-appointment as Finance Minster in 2011, she was made responsible for leading reform that enhanced transparency of government accounts and strengthened institutions against corruption, including the implementation of the GIFMS (Government Integrated Financial Management System), the IPPMS (Integrated Personnel and Payroll Management System), and the TSA (Treasury Single Accounts). As of February 2015, the IPPIS platform

had eliminated 62,893 ghost workers from the system and saved the Nigerian government about $1.25 billion in the process.

ACCOLADES

She has received honorary degrees from many universities worldwide, including: Yale University, Trinity College (University of Dublin), Amherst College, University of Amsterdam, London School of Economics and Political Nigeria’s Minister between 2003–2006 briefly acted as in 2006. woman

Her legacy in Government includes strengthening the country’s public financial systems and stimulating the housing sector with the establishment of the Nigerian Mortgage Refinance Corporation in 2013. She also empowered women and youth with the Growing Girls and Women in Nigeria Programme (GWIN), a gender-responsive budgeting system, and the highly acclaimed Youth Enterprise with Innovation Programme (YouWIN); to support entrepreneurs, that created thousands of jobs.

Her job didn’t come without its problems, as she received many death threats, and had to endure her mother being kidnapped when she tried to sanitise Nigeria’s fuel subsidy payments to some marketers in 2012.

Her accolades reach far and wide, and are impressive as they are long – especially across western society. Among many tributes, Ngozi has been listed in the Top 100 Most Powerful Women in the World (Forbes, 2011-2015 and 2022-2023), as one of the Top 100 Most Influential People in the World (TIME, 2014 and 2021), one of the 25 most influential women (Financial Times, 2021).

+WORLD TRADE ORGANISATION

The World Trade Organisation (WTO), based in Geneva, Switzerland regulates and facilitates international trade. Governments use the organisation to establish, revise, and enforce the rules that govern international trade in cooperation with the United Nations System. The WTO is the world’s largest international economic organisation, with 166 members representing over 98% of global trade and global GDP.

The WTO facilitates trade in goods, services and intellectual property among participating countries by providing a framework for negotiating trade agreements, which usually aim to reduce or eliminate tariffs, quotas, and other restrictions; these agreements are signed by representatives of member governments and ratified by their respective legislatures. It also administers independent dispute resolution for enforcing participants’ adherence to trade agreements and resolving trade-related disputes. The organisation prohibits discrimination between trading partners, but provides exceptions for environmental protection, national security, and other important goals.

It officially commenced operations on January 1st 1995, following the 1994 Marrakesh Agreement, replacing the General Agreement on Tariffs and Trade (GATT) that had been established in 1948.

Ngozi is the seventh person – and the first woman and the first African – to have held the post of Director-General in the organisation’s near 30-year existence, having taken over from Roberto Azevêdo in 2021.

“The reason globalisation got a bad name is some poor people in rich countries were left out, and poor countries or developing countries were at the margin.”

– Dr Ngozi Okonjo-Iweala

Science, and a host of Nigerian universities. In June 2024, she received – alongside Sir Michael Palin and others – an honorary degree from Oxford University.

Indeed, we could list all of the prizes, honorary degrees, accolades and appreciation from myriad organisation around the world, but we’d run out of space. Suffice that, in order for her to display them all, she would need a very big cabinet.

APPOINTMENT TO WTO

In June 2020, Nigerian President Muhammadu Buhari nominated Ngozi as the country’s candidate to be Director-General of the WTO. She advanced to the election’s final round and eventually competed with Yoo Myung-hee. Ahead of the vote, she received the backing of the European Union for her candidacy. In October 2020, however, the Donald Trump’s United States government indicated that it would not back Okonjo-Iweala’s candidacy.

WTO headquarters, Geneva

The WTO in its formal report said that Okonjo-Iweala “clearly carried the largest support by Members in the final round; and, enjoyed broad support from Members from all levels of development and from all geographic regions and has done so throughout the process”

She is passionate about world trade being a force for good, and not for division

On February 5th 2021, Yoo Myung-hee announced her withdrawal from the race. The new Biden-Harris administration, in contrast to the previous incumbent, expressed its strong support for the Dr Okonjo-Iweala’s candidacy. She was unanimously appointed as the next Director-General on February 15th 2021, and took office on March 1st.

She is passionate about world trade being a force for good, and not for division. Seek and find any number of speeches she has made at world forums, international trade fairs, or at gatherings of people who are up against it, and her message is clear and constant. She believes that trade can and should do so much more for climate change, for poverty, for destitution, and for equality; especially for those countries in serious debt or unable to compete with the larger economies.

She is also not afraid to confront the world finance Establishment. She recently commented at the World Economic Forum at Davos, “The reason globalisation got a bad name is some poor people in rich countries were left out, and poor countries or developing countries were at the margin.” Her vision of ‘re-globalisation’ offers a promising path forward, fostering more nuanced deliberation that moves beyond the traditional narrative of ‘economic winners and losers’.

In these turbulent times, being the progressive thinker and a strong leader that Okonjo-Iweala clearly is, is not just an asset, but a prime consideration for survival. She takes pride in her African identity, showcasing her tailored Africanprinted outfits on the global stage.

When it comes to her leadership, her courage is found through her emphasis on authenticity, calling out pre-detemined issues that cater for marginalisation, challenging sexist stereotypes and systems that promote inequality. Her unwavering commitment to personal development and

social inclusion is deeply ingrained as a result of her experiences growing, as an African, and as a development economist. In addition to improving outcomes for the developing world and global economy, Ngozi is actively inspiring the next generation of leaders.

She is seeking a second term in the role of Director General of the WTO. Early indications are, especially with unanimous support from the Africa bloc, that she will receive the popular support she requires to be re-elected.

Despite originally taking on the role at the age of 66, it seems Dr Ngozi Okonjo-Iweala’s work is only just beginning.

Cancellation of Nigeria’s debt managed to lift many out of poverty and improve th country’s infrastrcuture

Dr Ngozi Okojno-Iweala’s World Bank portrait

Pippa Moyle, CEO and Founder of the City Girl Network discusses how she came to start such a phenomenon

GIRLS IN THE CITY

The City Girl Network is the UK’s largest women’s network, with 145,000 members and a spending power of £2.2bn. We’re the all-encompassing big sister, influencing buying decisions, property purchases and relationships. Friends are made, businesses are built and neighbourhoods are invested in as a direct result of our community.

And it all began with a walk on Hove Promenade.

I was 23 at the time. I’d just moved to Brighton to start my life after graduating from the University of Sheffield. I was born in Luton, spent my teenage years in Milton Keynes, and always knew that Brighton was where I wanted to end up. I even spent a year studying songwriting at

BIMM Brighton before embarking on my journalism degree in the steel city.

Whilst the rest of my school peers wanted to go down the London route, I wanted a life of pebbled beach lunch breaks, promenade walks and bohemian decor. I really felt like I’d made it when I got my first marketing job offer in a little office just off Church Road in Hove.

Whilst the rest of my school peers wanted to go down the London route, I wanted a life of pebbled beach lunch breaks, promenade walks and bohemian decor

I moved in February 2015 and took that fateful walk eight months later. It was a cold October day and I was facing the reality that, despite living the life I wanted, I felt deeply lonely. I didn’t know how to meet people and I struggled to find the hidden treasures

Hove Promenade: Inspiration for a million ideas

that drew me to the city. The little coffee shops, the art galleries, the yoga studios – you had to know someone to find these places, and I didn’t really know anyone.

As I wandered along the promenade, I saw a girl looking out to sea. She reminded me of a friend, or perhaps resembled my want for one. I wondered if she felt as lonely as me. It was at that moment that I had an idea: Brighton Girl, a community to help guide and connect women in the city.

I started with an online magazine, encouraging readers to share their local recommendations, and hosted our first meet up on Sunday March 13th 2016. “Find friends, housemates, travel companions and things to do in the city”, I wrote, leading 17 strangers to the upstairs of a café on Western Road. One had just moved from Switzerland, one had lived here her whole life; they all felt disconnected from the city.

By October 2016, Brighton Girl had grown to 3,000 members with an events programme of book clubs, coffee meet ups, drinks nights, yoga classes and walks. It was at our October coffee event that two of our members approached me with the news that they were moving and asking me to set up a community there. Cue the birth of the City Girl Network.

I became a business owner on 13th March 13th 2017, registering the City Girl Network Ltd. At that point, we were based in Brighton, Edinburgh and Berlin, with Bristol Girl in the works. I had no idea what I was doing, but I went in with the same naïvety that I had when believing that I could just land on my feet when I first moved to Brighton.

We’re now eight years on, we’re based in 19 places across the UK, with Brighton Girl now at 33,000 members – and I was listed as in the Top 100 UK Female Entrepreneurs for

2024. Members, mostly aged 25 to 40, utilise our social media, website and events platforms to find friends and make buying decisions about anything from health and beauty, to leisure activities, to property purchases. We also launched a deals and discounts app in August 2024, working with some of the biggest brands in the UK.

In some ways, my path to entrepreneurship was just like everyone else: I wanted to solve a problem. I’ve also faced the same battles with Imposter Syndrome and a lack of business literacy that so many business women have faced.

Yet, there’s a uniqueness to my story. I had the audience before the product and needed a monetisation structure that preserves the impactful and authentic nature of our community. It was only recently that I realised that I’ve built an advertising platform: the audience is the product. It’s an unconventional business to build with a whole lot of anecdotes and adventures, much like the city that got me here.

Pippa Moyle

Our Communities: Brighton, London, Manchester, Bristol, Bath, Leeds, Edinburgh, Birmingham, Worthing, Liverpool, Newcastle, Chester, Milton Keynes, Oxford, York, Cardiff, Glasgow, Perth and Rural Sussex

Feminism isn’t about making women strong. Women are already strong. It’s about changing the way the world perceives that strength

G D Anderson

MENTAL HEALTH HELP NOW AVAILABLE BY CALLING 111

The UK now offers 24-hour mental health support via phone, with England joining Scotland and Wales. People in crisis can call 111 to speak to professionals who arrange assessments, dispatch crisis teams, and provide local help. Marjorie Wallace, CEO of SANE, welcomed the service but warned of the NHS’s limited resources to follow up on cases. She urged the government to adopt SANE’s model of calling people back during periods of distress.

IN THE RIGHT DIRECTION

UK SIGNS FIRST INTERNATIONAL TREATY TO IMPLEMENT AI SAFEGUARDS

The UK has signed the first international treaty on artificial intelligence, alongside the EU, US, and Israel, aiming to mitigate AI’s threats to human rights, democracy, and the rule of law. The legally binding framework, created by the Council of Europe, requires safeguards against AI misuse, such as spreading misinformation or biased decision-making. Justice Secretary Shabana Mahmood highlighted AI’s potential to boost public services and economic growth, while ensuring it respects fundamental rights and values like the rule of law.

AFGHAN WOMEN UNITE

Over 100 Afghan women gathered in Albania for the Afghan Women’s Summit, following the Taliban’s ban on women speaking in public. Exiled leaders and women still in Afghanistan attended, aiming to unite against the regime’s suppression of women’s rights. The summit sought to build a unified voice amidst global events overshadowing Afghanistan’s plight. Former Afghan MP Farzana Kochai emphasised, “A country and millions of people is not something you can give up on.”

SAFE ACCESS AROUND ABORTION CLINICS

Buffer zones around abortion clinics in England and Wales will take effect from October 31st, making it illegal to protest or distribute anti-abortion leaflets within 150 metres of a clinic. Those convicted face unlimited fines. Supporters say the move protects women’s rights, while critics argue it limits access to support. The law, approved in May 2023, aims to prevent harassment and intimidation. Similar bans are already in place in Northern Ireland, with Scotland introducing one on September 24th.

EQUAL PARENTAL LEAVE AT DELOITTE

Deloitte will offer 26 weeks of fully paid parental leave to all UK employees, regardless of gender, from 2025. This policy aims to promote gender equality and encourage fathers to spend more time with their children. The firm hopes it will also boost the number of women in its workforce. Jackie Henry, a managing partner, urged other companies to follow suit. Similar policies are already in place at John Lewis, Goldman Sachs, and Vodafone.

IVF CORAL PROVES TO BE ROBUST

Scientists were surprised after lab-grown corals survived a Caribbean heatwave. Conservationists observed that IVF-bred corals, planted by hand, endured rising temperatures while others bleached. A study of 771 IVF corals showed 90% were healthy post-heatwave, compared to 25% of non-IVF corals. This is the first proof that IVF corals resist heat better. Dr Margaret Miller of SECORE highlighted IVF’s potential in coral restoration but stressed the need to control global warming to secure coral reefs’ future.

BANNING SMARTPHONES AT SCHOOL

Ormiston Academies Trust, one of England’s largest, is phasing out smartphones across its 42 schools, teaching 35,000 children. Following a successful trial, the trust said the ban has been popular with parents and students, improving learning, behaviour, and wellbeing. It aims to reduce the risks of smartphone distractions and social pressures. This move aligns with growing concern about smartphones’ impact on children’s mental health, with countries like France and the Netherlands also implementing school phone bans.

❛ ❛ Can you imagine a world without men? No crime and lots of happy fat women.

Nicole Hollander

THE CRIME OF ECOCIDE ‘NOW FIRMLY ON THE AGENDA’

Island nations vulnerable to climate change have urged the International Criminal Court (ICC) to recognise ecocide – the destruction of nature by human actions – as a crime alongside genocide and war crimes. Vanuatu, Fiji, and Samoa formally requested this, though it could

face resistance from developing nations and take years for the ICC to act. Stop Ecocide International welcomed the move as a step towards criminalising environmental destruction under international law. Legal expert Philippe Sands called for global support.

By Naomi de Barra, C.Psychol, MSc, BSc, Chartered Psychologist and recent guest on St James’ Place Financial Adviser Academy’s podcast The Switch

UNDERSTANDING YOUR BRAIN To craft a fulfilling career

In my role as a Chartered Psychologist, I always like to remind people, “You are you!” We are all different and our brains are unique. Understanding your own motivations, values, and the workings of your mind, can help you craft a career that is both fulfilling and sustainable.

EXTRINSIC AND INTRINSIC MOTIVATIONS

Motivations can be extrinsic (motivated by external factors) or intrinsic (motivated by internal factors). When we understand both, we can balance them to steer our careers in a direction that works best for us.

Examples of extrinsic motivators include money and recognition from others. When it comes to money, or salary, rarely is it a motivator in and of itself. More often, it is what you want the money for and what it will bring into your life – whether that’s freedom, stability, status or power.

Intrinsic motivations are the things that fill you up just by doing them, such as walking or being outside.

As human beings we often look for external validation, or recognition. It can feel like the only validation that’s worthwhile, but that’s not true. Self-validation is important and can often come from intrinsic motivations.

Ultimately, your extrinsic motivators won’t keep you engaged for long. A career driven solely by factors like status and wealth, will be constantly up and down. What is more likely to keep you engaged is doing what you enjoy, just for the sake of doing it.

“What do you want to be?” It’s such an interesting question. The question should be, “What makes you happy?” instead.

ESTABLISHING YOUR VALUES AS YOU GO “What do you want to be?” It’s such an interesting question. The question should be, “What makes you happy?” instead. This is true especially for young people, who have not yet had a chance to explore. Who you are and what you want in your 20s is likely going to be very different to what you want in your 40s.

When we talk about careers, we often use subjective terms like ‘meaningful’ or ‘stable’. To establish the kind of career you’d like, you need to question your values and what terms like ‘meaningful’ and ‘stability’ mean to you.

Stability, for example, might mean being able to afford the mortgage every month but for another, stability might mean having a full fridge every week. Your interpretation of these words is likely to change throughout your life.

I recently spoke on The Switch with Gee Foottit, a career change podcast by St James’ Place Financial Adviser Academy. I said that, when I started out, I had no idea what I wanted to be. I just knew that I didn’t like the typical educational environment of school as I couldn’t control what I learnt, and I also knew I liked people. Once I knew I could learn about the things I was interested in such as people, soft skills, and the world, I enjoyed learning.

HARNESSING YOUR PERSONAL ‘FLAVOUR’ INTO A SUPERPOWER

A huge area of my work is around neurodiversity and helping people to understand their brains from a cognitive perspective. As human beings, we all spend too much time trying to be the same and trying to fit in. But we are all uniquely different. The more we can understand our unique contribution and our own ‘flavour’ – whether we are brain-same (i.e. neurotypical), brain-different (i.e. neurodivergent) – the more we’ll know what we want to contribute and how well we can do it.

To establish a career that is truly fulfilling, you need to take the time to understand your own brain.

Professional support can provide cognitive assessments, or workplace assessments. This helps with self-understanding. Strategies and assistive technology can align the brilliant parts of your brain to your working environment to help you get through your day – so you reach your full potential.

For example, for those who have dyslexia, you might choose to verbally record your thoughts to share with others, rather than write them down. It transforms something that could have potentially caused anxiety into a superpower that sets you apart.

IN CONCLUSION

To establish a career that is truly fulfilling, you need to take the time to understand your own brain. What matters to you, and what

motivates you, will change throughout your life. Regularly ask yourself what the ten things are that you need for daily happiness, and for you to feel as though your career is going in the right direction, for you. Then question how these requirements align with your current job, or a potential job.

These ten things should be reassessed, and can change, as we move through different life stages. But at every stage of life, we should make sure we take the time to recognise, and celebrate, our own unique mindset.

www.naomidebarra.com

In our exclusive Spotlight feature, we highlight women who are doing good things in their community. They’re not always seen but we think they should be

SP OTLIGH T

Carina Bauer

Carina is CEO of the IMEX Group. Here she talks about her start, and her rise to that role

During my school holidays, I used to accompany my dad to work which mostly involved him flying to Europe or the US, speaking at events, meeting business partners and striking deals. I had no idea what a formative experience this would be – being immersed in different cultures, travelling to extraordinary places and meeting inclusive, talented people was all in a day’s ‘work’.

Years later, when I’d graduated from Oxford University and was fantasising about a career as a ski coach, dad invited me into the family business, a local coffee shop chain - GoodBean. This was a rare break from the global events industry for him. Within a few years he was back launching a new tradeshow called IMEX Frankfurt and invited me in as Marketing and Operations Director.

Twenty years later I’m CEO of the IMEX Group, having been appointed in 2009 following an expansion into the US with IMEX America. I’ve had two sons, perfected my fitness and bouldering skills (encouraged by my husband) and taken on many industry positions. I also focus on being Chair of Brighton and Hove Albion Foundation and founder of the Brighton & Hove Homelessness Fund.

The unusual thing about IMEX is that we’re renowned internationally (and have won dozens of industry awards) but we don’t do any business in Brighton or the UK – you could say we’re a bit of a secret success story!

Looking back at recent challenges, the global events industry was devastated during the pandemic. Any event where people gathered face to face became a frightening prospect and our sector, which is effectively business hospitality, was shut down with thousands furloughed or laid off. It was a tough time, but IMEX was lucky having invested in insurance. Come 2020, that meant we not only protected staff livelihoods but were also able to double down on supporting our industry and on business transformation, creating 15 new jobs in two years.

We’re now at 80+ staff and one of my proudest moments has been achieving the Sunday Times Best Places to Work Award 2024. It’s testament to our clear mission and values and our brilliant culture, which we’ve intentionally crafted and invested in.

Brighton is a hotbed of events industry talent. I only wish more people knew how many great events agencies are based here and how important the industry is for attracting investment and creating a positive economic impact.

www.imexevents.com

“Brighton is a hotbed of events industry talent. I only wish more people knew about how many great events agencies are based here”

Kelly Mills

Kelly is Partner & Head of Dispute Resolution at Coole Bevis LLP. In this interview, she shares her rise to partnership

Breaking barriers in law: rising to partnership

As of recent reports, women represent approximately 35% of partners in LLP firms in England and Wales. This percentage highlights ongoing challenges for gender equality at the senior levels of the legal profession, despite women constituting 52% of all practicing solicitors. Coole Bevis LLP, a leading law firm in Sussex, is bucking this trend as 67% of its partners are female.

How did your career in law start?

Originally, I had no plans to enter the legal field. My goal was to join the Royal Navy as a Weapons Engineering Officer. However, serious illness in my upper sixth year derailed those plans. Returning to my studies, I was faced with a timetable clash, and found myself needing to study for a third A-level at night school if I was to progress to university. The options were limited and the only interesting one-year A-level available at a local night school was law, which I ended up enjoying immensely. The rest is history.

Why did you choose to specialise in dispute resolution?

Dispute resolution appealed to me as ‘real law.’ It’s the kind of legal work people often associate with the profession, thanks to TV dramas. I enjoy problem-solving, working with people, and the variety it offers – no two cases are the same. My husband might joke that I like a good argument, but in reality, dispute resolution has become less adversarial over time. The tone of correspondence, for example, is generally less aggressive now than when I began my career.

Law is not a 9-5 job, and managing other commitments can be tough

What are the biggest challenges you have faced in your career?

Thankfully, times have changed significantly since I started my career. Balancing family and work remains a significant challenge. Law is not a 9-5 job, and managing other commitments can be tough. The pandemic has helped by making flexible working and remote work more acceptable. However, women often still bear the brunt of the mental load.

Networking events are typically outside office hours, which can be hard to manage, especially when children are young. This can limit opportunities to build a network of contacts, which can impact on professional development.

Since joining Coole Bevis almost three years ago, I have found the firm to be very supportive. They genuinely understand the importance of a work/life balance (45% of the firm’s employees work flexibly or part-time) and the opportunities for career progression are not limited to those working to a traditional model.

Kelly Mills, Partner & Head of Dispute Resolution, Coole Bevis LLP www.coolebevislaw.com

By Emma Gross, Employment Partner at Spencer West LLP

Banning unpaid internships:

Promoting fair opportunities in the UK job market

The new Labour government’s proposal to ban unpaid internships, with exceptions only for those integrated into educational or training courses, marks a significant intervention in addressing the entrenched inequalities in the UK job market. Unpaid internships have long been a contentious issue, criticised for perpetuating social inequality and exploiting young workers who contribute valuable labour without receiving financial compensation.

The government’s reforms aim to tackle these issues by ensuring that all work is fairly compensated, thereby promoting accessibility to career opportunities for individuals from diverse socio-economic backgrounds.

A 2020 study by the Sutton Trust revealed that around 39% of internships in the UK were unpaid, with many positions concentrated in highly competitive industries such as media, fashion, and politics. The financial burden of undertaking an unpaid internship can be prohibitive, particularly in cities like London, where living costs can reach approximately £1,100 per month.

exemptions for internships that are part of a higher education course, voluntary positions, and work experience placements lasting under one year.

The government’s plan to ban unpaid internships is centred on the principle that all work should be fairly compensated. The proposal seeks to prohibit unpaid internships unless they are part of an educational or vocational training programme, ensuring that internships are either part of a structured learning experience or paid in accordance with the National Minimum Wage Act.

This policy is aimed at levelling the playing field, making it easier for individuals from all backgrounds to access career opportunities while potentially increasing diversity within industries traditionally dominated by individuals from more affluent backgrounds.

The government’s plan to ban unpaid internships is centred on the principle that all work should be fairly compensated

However, this policy presents challenges for employers, particularly in terms of increased costs. Many employers, especially small businesses and startups, may struggle to afford to pay interns, potentially reducing the number of internship opportunities available.

The Institute for Public Policy Research (IPPR) estimated that unpaid internships could cost an individual up to £6,300 over a six-month period in London. These figures highlight the significant barriers to entry faced by individuals from lower-income backgrounds, who may be unable to afford to work without pay, thus exacerbating economic disparities.

The legal framework surrounding unpaid internships is complex. The UK’s National Minimum Wage Act 1998 mandates that all workers over the age of 16 receive at least the minimum wage. However, the Act includes

As a result, employers may need to re-evaluate their internship programmes, focusing on providing more structured and meaningful experiences that justify the cost of paying interns. This could result in a shift towards fewer but higher-quality internships, benefiting both interns and employers in the long run.

Despite these challenges, the reform could yield significant benefits. With paid internships becoming the norm, employers may be able to attract a more diverse range of candidates, leading to a richer talent pool. This diversity could bring fresh perspectives and ideas to

The government’s plan to ban unpaid internships represents a significant step towards promoting fair opportunities and reducing socio-economic inequality

industries that have traditionally lacked representation from certain demographic groups. Additionally, paid internships could encourage more serious investment in training and development, as employers recognise the value of nurturing talent that could become future employees.

Legal considerations will play a crucial role in the success of this reform. Strengthening the existing legal framework will be necessary to ensure compliance and close any loopholes that might allow employers to circumvent the ban.

This could involve clearer definitions of what constitutes an educational or training course, and stricter enforcement of the National Minimum Wage Act. Future case law could further clarify the boundaries of unpaid internships and set important precedents that protect young workers from exploitation.

The government’s plan to ban unpaid internships represents a significant step towards promoting fair opportunities and reducing socio-economic inequality in the UK job market. By ensuring that all work is fairly compensated, this policy has the potential to create a more inclusive and diverse workforce, benefiting both individuals and industries.

However, the success of this reform will depend on its implementation, enforcement, and the willingness of employers to adapt to these new standards. As the UK continues to grapple with the challenges of unpaid labour, this policy could mark a turning point in the ongoing effort to create a more equitable and just society.

www.spencer-west.com

INFLUENCERS FORUM THE

Welcome to this Influencers Forum on the subject of Women In Tech

Welcome to this forum on the subject of Women in Tech. Despite decades of progress towards workplace equality, women remain woefully underrepresented in the UK technology workforce.

The figures speak for themselves. Just 23% of people working in STEM roles across the UK are female, and only 5% of leadership positions in the technology industry are held by women.

The future tech talent pipeline is also heavily skewed towards men, with women accounting for just 15.8% of the UK’s current generation of Engineering and Technology graduates. The study by the Organisation for Economic Co-operation and Development (OECD) found that girls still lack the confidence to pursue high-paid careers in science and technology despite their school results being as good as – or better than – those achieved by boys.

PAUL ROLFE

Associate Principal – Chichester & Crawley College Group

Director– Sussex & Surrey Institute of Technology

Paul is Associate Principal, Employers & Stakeholders, at the CCG. He is also Director of the Sussex and Surrey IoT - a collaboration between CCG, NESCOT, and the Universities of Chichester, Brighton and Sussex. He is the Chair of Chichester Chamber, Crawley Town Centre BID and Gatwick Diamond Business Executive Council.

Paul.Rolfe@chichester.ac.uk www.chichester.ac.uk

DR MALGORZATA SULIMIERSKA

Senior Lecturer in Banking and FinTech, University of Sussex

Dr. Malgorzata Sulimierska (Gosia) is a Fellow of the Higher Education Academy. She also has Oxford Fintech and Blockchain Qualifications from the University of Oxford, and a PhD in Financial Economics from the University of Sussex, and is involved in research and teaching at numerous institutions.

ms70@sussex.ac.uk www.sussex.ac.uk

MARIACHIARA RESTUCCIA

Associate Professor, University of Sussex Business

Mariachiara is a marketing researcher, educator, and freelance consultant about innovation, B2B Marketing Creative Industries. A Bocconi works as Senior Lecturer (Associate at the University of Sussex Business Her most recent project is on emerging having received funding from Academy and the Academy of M.Restuccia@sussex.ac.uk www.sussex.ac.uk

INFLUENCERS

❛❛ There are not enough female visible role models in tech. But it’s the same across business as a whole ❜❜

Maarten Hoffmann: Paul, how do we encourage more females into technology?

Paul Rolfe: One aspect to consider is role models. When I started my career in technology, it was partially down to a lady who made me want to study this subject. Maggie Philbin was a presenter on the BBC programme, Tomorrow’s World, a show that introduced new technologies. Having women in such roles on TV was both inspirational and cutting-edge.

However, there aren’t many role models on TV for young people to relate to. That’s one of the challenges on a national level, and I’m not sure why that is. Additionally, schools struggle to get female teachers into tech-based roles. It’s about visibility.

And yet, there are some excellent instances of amazing, inspirational women. For example, Dee Mathieson, a Dynamic Awards winner this year – she’s a highly inspirational and insightful woman. But how do we get more inspirational women in front of other women? I don’t know.

MH: Beth. What do you think is the biggest stumbling block for women or girls coming into tech?

Beth Barns-Graham: I agree there are not enough visible female role models in tech. But it’s the same across business as a whole – women ascending to senior management positions

RESTUCCIA Ph.D Professor, Business School researcher, consultant passionate Marketing and the Bocconi alumna, she (Associate Professor) Business School. emerging tech, from the British of Marketing.

M.Restuccia@sussex.ac.uk www.sussex.ac.uk

BETH BARNS-GRAHAM

Managing Associate, Cripps

Beth is part of the Cripps corporate team Cripps is a B Corp certified, top 100 law firm, specialising in advising technology sector clients on complex corporate transactional and advisory matters. It supports a wide range of technology clients with their legal needs at all stages of the business life cycle.

beth.barns-graham@Cripps.co.uk www.cripps.co.uk

are often in the position of having to decide between a career, or splitting their time between family and career responsibilities. That means that you see more women dropping out, especially in fields such as tech. It’s also not the environment that lends itself to truly flexible working, and I think that’s what a lot of women need to happen to make it work. That’s true in law as well, from my experience,

MH: But if, as you say, that’s the same with law and across business, that doesn’t cover the problem about women not choosing tech – if those career issues are the same across the board. What do you think is the problem, Maria?

Mariachiara Restuccia: I’m going to speak as a mother of two girls. I find it fascinating to see how young kids are knowledgesponges. If you provide those stimuli in the form of inspirational and accessible role models, the attitude in the children becomes, ‘Well, why not? Why can’t I be that next one?’

The role of some of the books like ‘Little People, Big Dreams’ or ‘Goodnight Stories for Rebel Girls’ that include role models from a diverse range of professions – including tech and STEM – is vital as it breaks the stereotype that in the lab is only ever a middle-aged white man with a coat.

The way tech is portrayed as being part of the problem. If we look at how AI is illustrated right now, the only imagery we see is of a white man in his 50s with glasses, and not particularly stylish! We need to offer greater visibility to give a variety of tools that are also age-appropriate and speak the language of the kids. If we want kids in science, it needs to be fun, it shouldn’t be boring. We have multiple opportunities to show from the beginning that this is an option.

MH: How do we fix this problem of there being no adult female role models for girls to look up to?

Malgorzata Sulimierska: I offer two perspectives – the first from when I was in a high-tech company, and I was one female on the whole floor. Another perspective is as someone who is a course director for the degree, which is very much for financial technology.

The problems are found at different stages. One stage is when the kids are very young, and there’s a lack of encouragement. We should always try to build a team that works together on a project or a task; that team must be boys and girls. I have two boys and one girl, and the boys say, ‘Only we do science, only boys do that…’ and I have to tell them, ‘No, include your sister.’ Boys and girls can – and should – do these tech tasks from an early age, and do them together.

FINANCE

Then we move to higher education, where fewer girls are choosing tech subjects. That is something that we have to work on, and the role models are very important to them here.

The dynamic in the room is often that the girls on my course would sit at the back of the room, with the boys taking over the discussion. Sadly, they would often say not very smart things. This leads to girls being discouraged.

So now, for instance, one of the things I’m working on in my degree, is that we always have a course rep, one for females, one for males. I’m quite firm on that.

Another aspect is my personal experience. I decided to choose an academic career over industry, as it better caters for my circumstances. You are pregnant for nine months, then you have maternity leave for eighteen. I cannot carry a 12-hour shift as a mother. At least in academia, you can keep in contact with academics for writing papers.

But in industry, it’s very difficult to take the full maternity period off as technology moves so fast that, even if I miss three months, I will be so far behind, that it would be impossible to jump back into any given programme.

MH: I suspect that is an issue in many industries, but in tech particularly. So the problem is that if there are no female role models, we need lots of women to come in – and wait 30 years for any of them to become a female role model.

MR: I’d say that there are role models out there. We need to find them. I’ve been asked to review a book in computing technology, highlighting all the pioneering women who have contributed to major developments – from Wi-Fi and so on; the women who cracked the code, so to speak. They are there. We need to give them visibility and celebrate those who made it because they are the pioneers. We don’t give them enough of a voice.

MH: If it’s a case of finding and acknowledging them, doesn’t it start at school?

PR: It’s long been thought that, in education, parents play a key role in forming what their children go on to do, and there are a lot of built-in stereotypes in parents that need to be broken down.

There are now some companies that are starting to challenge this and helping to inform things. For example, I love going on a cruise; there’s a company called Celebrity Cruises that has had a massive push on females in leadership roles in their cruise ships, and they celebrated the first cruise ship that went out with a female captain, female engineer, female navigator. It wasn’t a gimmick, it just happened that way. It’s these initiatives that can disrupt parents’ thinking and maybe consider, ‘Do you know what? My daughter can be an engineer.’ We need more companies to be bold and showcase their female employees and leaders to start to change societal views.

Some depressing stats from PwC

• Only 3% of females say a career in tech is their first choice

• 78% of students can’t name a famous female working in tech

• 16% of females have had a career in tech suggested to them, whereas 33% of boys have had a career in tech suggested to them

• 5% of leadership positions in the tech sector are held by women. Women have received as little as 2% of all investment funds in a given year

• Women see far less global venture capital funding (2%) than men

• Representation of women in big tech fell by 2.1% between 2020 and 2022

• Over 50% of women in tech report sexual harassment and sexism

MH: Do you think schools could more often bring in female role models to talk to the children, especially to girls, on tech and STEM subjects? Is enough being done?

PR: More can always be done. We work with someone called Joanne Henderson, who looks after cloud technologies for Gatwick Airport, and she’s pushing herself to be involved and get in front of young people, which is fantastic, and we can make those things work. But yes, there’s always more to be done.

BBG: There’s also an issue, at primary school level where it all starts, with children wanting to do the same things that their friends are doing. A lot of parents would be very keen to ensure that the girls have the opportunity to do what are considered male activities and subjects.

I’ve got a boy and a girl, and they split down party lines because that’s what their friends are doing. My daughter wants to do ballet because all her friends are doing ballet. And my son wants to do coding because the boys are in the after-school Coding Club.

It works a lot better, though, within the lessons they have in the school when they do integrated tech or coding lessons. It breaks down those barriers. Left to their own devices, and not pushed into those environments, the girls, in particular, don’t feel confident enough to do things which they see that all the boys are doing.

MH: Is there any benefit in doing coding lessons just for girls? That’s where the confidence comes from. They’ll then ask all the questions they might’ve thought ‘dumb’ that they wouldn’t have done in front of boys. I put my girls into all-girls schools, as the evidence shows that girls are better educated with girls, while boys are better educated with… girls. The girls tend to push themselves forward.

❛❛ There are role models out there. We need to find them. We need to give them visibility and celebrate those who made it because they are the pioneers. ❜❜

BBG: I had exactly that experience. I went to a girls’ grammar school and I found it a lot easier to be confident.

MS: Both of my sons and my daughter play for Horsham Rugby Club. Up to eight years old, they played together. In the beginning, it was very difficult, because the girls only passed to the girls, and boys passed to the boys. They are divided. But what is amazing, and I pay respect to the coaches here, the majority of whom are fathers with daughters in the team, is they pass to each other, and they start playing as a group. So where my son only ever passed to another boy, he now passes to girls as well, and they start playing as a team, which teaches them and they transfer that learning in later life in other skills.

Also, interesting research has been done that says that daughters of leaders – coaches in this instance – are much more likely to become female leaders themselves. And given the nature of rugby as a sport, one which relies on teamwork more than any other, is it’s influential in the friendships that they develop – boys and girls. It’s not a barrier to my son as he knows they are part of a team.

MH: Beth, you didn’t do a STEM subject but it wasn’t that long ago that law was such a maledominated profession. Now I find there are more women than men in my experience…

BBG: it’s refreshing, and a firm like Cripps, where I work, women are in all kinds of management roles. The vast majority of those women have children, but all work full-time. There is still a problem in the City, within senior roles, though they are making great strides to work on that.

Funnily enough, one of the things that’s helped in law is tech. The ability, post-pandemic, to work remotely is something some law firms could move towards; a true hybrid working system. That flexibility, that remote working, will see more women continuing in those professional roles.

MH: Accountancy was another male-dominated profession. It was about four years ago we reported it was finally 51% women in accountancy. Other sectors are moving. Law and accountancy didn’t have female role models – is that the reason why that barrier is there in tech?

PR: You’re right when you talk about that flexibility. With that in mind, it was disheartening to read recently that CEOs are saying that in the next two to three years, everyone will be back in the office.

BBG: It’s very frustrating. We’re having drives, in the law profession, to get people back in the office to, quite rightly, promote the training of juniors who need that face-to-face support. But I do feel there’s a place for hybrid working, and being flexible.

MH: We’ve discussed the lack of role models, which is part of the problem. Can we come up with a solution to this?

MR: Another angle we could explore would be using the creative industries, and using the power of media to support this. And I’m saying this because a lot of our businesswomen might have little time to visit so many schools. But what if we could start offering materials that are either videos or books that the kids can access in the room when they need to choose their book for the week?

What if, alongside all the stories of unicorns and castles and rainbows, there is something about a scientist or an astronaut? And there is a female Sussex graduate who is an astronaut right now. What if those faces can become more familiar?

And that’s where the power of documentaries, movies, and TV series comes in – in breaking the stigma. If we think about so-called taboos in the past, such as homosexuality, and how they changed thanks to positive role models that normalise how people react. It may not be the silver bullet solution, but we need to look at all the possible contact points to make sure that those resources are accessible.

MH: Chiming with that is research that said the vast majority of girls, stated, ‘I want to do something with my career that’s of benefit to the world. I want to make a difference.’ Of course, tech falls into that, yet somehow it’s not translating from what they want to do into a career. Something’s putting them off.

PR: Technology has permeated through different industries at varying speeds. I just wonder whether that growth in technology in different industries will help more women get into tech – especially as the definition of what ‘tech’ is, broadens. It could be an exciting opportunity.

BBG: We’ve seen that in law. As a female lawyer, I have to use tech every single day. We’re constantly thinking of new ways to, for instance, make transactions faster. And we have to be on top of the latest legal tech all the time. It’s not an excuse to say, ‘I don’t know how this works.’

MH: Did you have to gain that knowledge in the firm? Or did you come in with that knowledge?

BBG: I had to gain it. However, some of our paralegals – people coming through – are incredibly tech-savvy, and so are running these resources and helping us understand how we can make the most out of it.

FINANCE

MR: I would say marketing is the same. There is hardly a marketing campaign that goes on without there being a tech element, or without having an awareness of the digital space. Whatever happens, you’re using it. So I’m wondering to what extent we need to talk about women in tech, or is it just in the new digitally-empowered marketplace because that’s where we all operate?

MH: That’s extremely relevant, because even without knowing it, ‘tech’ is everywhere. So it does become an integral part, even if you’re not in a tech field.

BBG: And then you move on to AI, with the new worry of, ‘Will AI take my job?’ Law is one of those areas where you can ask AI a legal question, and it will come up with a possible answer. However, there are still ways in which AI is deficient, and may not understand the nuances and permutations that you can put to a client. What needs to happen first is how to interpret AI, use it and harness it.

MS: When it comes to women working in the field of tech, in 2016, when we created the FinTech degree, we had only one girl who joined us, out of a group of 20. Now, though, we have 30% female, and we are close to having 50%.

Another thing we have at Sussex is something we call FinTech Coffee Connect where we bring our graduates to come back and talk. It’s something I very much encourage. Our first female graduate did indeed come back and talk with the students, and told them her story.

The project we are developing now is a chatbot; an AI tool for teaching purposes. We have a team of girls developing it. I think it’s very encouraging, but we need to point out that we are building in teams. Some of the girls are amazing coders, but they focus a little too much on details, and they lose the total picture. So we introduce a male who adds – who needs to add – a different perspective. It’s more like a synergy that we are building, and it will come. It will happen by itself. I love creating mixed teams. I insist on them, mainly because they naturally tend to split into male and female teams.

MR: This is why tech is such an interesting space to look at. We’re breaking the barriers between the user and the developer. For example, the people start using the technology, then realise that there is an opportunity to potentially access the tool to develop a solution to something that may have come up. The more technology becomes part of our lives, the more we use that piece of technology to create the next piece. Who knows who will be the next developer?

❛❛ In 2016, when we created the FinTech degree, we had only one girl who joined us, out of a group of 20. Now, though, we have 30% female, and we are close to having 50%. ❜❜

This, in turn, creates almost a virtuous circle. So I find it interesting that hopefully what we have seen in accounting and in law, women – as end-users – might be the next in line as developers, because we are now heavily using technology, we might come up with ideas about how we could do our jobs and tasks better.

BBG: We do that at our place. We’ll have a piece of tech at work, our tech-minded female legal teams have an idea of how it might be made better, and work with the developers to improve it.

MH: That’s what lights the fire, isn’t it? Sometimes it’s coming up with an idea to make something better. Paul, tell us about Team Tech?

PR: It’s being run by Maggie Philbin, and it’s an opportunity for schools to come to an exhibition venue, get involved in hands-on activities that are curated, and then for businesses to put on interactive displays and opportunities, for young people to explore. Universities and several companies are taking part; it’s inspirational, as it gives young people the opportunity to see the range of available careers. And it’s happening again this year. We, through the Institute of Technology, are making a conscious effort to ask our companies who are taking part to try and have diverse representation on the stands. We’re investing for the second year.

MH: Is there a way to encourage more girls than before?

PR: The schools choose who comes along, and this is an opportunity for them to encourage more females. This is possibly where Dynamic can come in and focus one of the days on females.

MH: Going to one of these things, seeing an exhibit, a demonstration of something going on – and that fire can be lit for life…

PR: I’ve seen it happen before, where a young person’s gone up to a particular stand, and something has been ignited, they’ve built a relationship, and it’s gone from there. Sometimes, all that young person needs a champion to light that fire.

MR: We need a champion at all levels. We particularly need women in venture capital and other types of investment funds that are trying to promote more female businesses. There have been a lot of networks that are starting; some are even more established than others. We need them just to give those voices and faces a space. There is a movement that is there, including those female role models, but who just need to break through so much competition. Even if men are becoming more aware of these issues, we can still find, through those networks, more space given to the pioneers or those who want to take a risk.

BBG: At Cripps, we have partnered with a network called the ‘Wealthy Her’ network. Earlier this year, they launched the ‘Techie Her’ network. And I was at the launch event for that, and it was fantastic. We had some great female entrepreneurs in to speak. And they listed the depressing stats about investment in female tech entrepreneurs.

The launch was held in the City of London, and was filled with

❛❛ There is a movement that is there, including those female role models, but who just need to break through so much competition. ❜❜

old-school City types. And even though it was supposed to be championing women, I realised this is a good way to get real traction and engagement.

By making it an all-inclusive launch, we made sure that those men in the senior roles, and especially those in the corporate finance world, got to see so many of these female tech entrepreneurs in front of them while getting them to understand the challenges women face.

MH: I’ve found three examples in the UK and the US where – and this is potentially a major problem – funding for promoting and educating women in tech is being stopped. Tech companies are being blamed for quietly moving away from their equality, diversity and inclusion commitments.

The UK is facing an acute shortage of workers with digital skills. Computer coders, cyber security experts and data analysts are all in high demand; two-thirds of technology firms are experiencing a shortage of skilled workers, and yet, comically, the money is being cut for diversity roles that bring women into tech. Meanwhile, tech - as an industry - is screaming out for more people.

Depressingly, nobody within the government or large corporations with big budgets is doing anything about it. Worse, they’ve actively pulled back the money that they had put into it, leaving women with nowhere to go. Without that funding, diversity ceases to exist. How do we fix this?

MR: I would put a call to the readers of this magazine because that’s a question that goes beyond education and some of the sectors we work in. It’s the same with marketing. When things are tough, we cut marketing, and often it’s a time when we most need marketing to make sure that we have enough customers.

And that’s where we need to become more aware of the long-term implications of some of these decisions. Often, when times are tough, as it is now, with soaring energy costs, and the cost of living crisis, your cash becomes the most precious currency. So you think about surviving in the short term. I hope that when things settle, and we recover, there is more willingness to focus on the long term and become aware of the implications of some of these cuts.

MH: The trouble is, as with many things, cutting in the short term damages the long term. It’s a vicious cycle that’s going to damage our tech reputation in the world and place us further and further down the league table.

MS: Regarding the cutting of private investment, if the private sector does that, public money has to get involved. We need government intervention to put in rules and regulations that force companies and institutions to put money into development. We need these regulations – everything else is regulated, so why not tech investment?

Government spending has to be put in certain areas to stimulate that. It doesn’t have to be female-dominated, but it has to be a way of scholarship for talented people. The training to get a PhD in any science takes years and costs thousands, and this precludes many if not most, people, especially those from not so well off households.

The money should follow the talent, those who are the first in their class. It doesn’t necessarily just mean the females, but given the untapped female talent out there, and by creating scholarships which students can get, we can have our next generation of… anything. Including tech experts.

BBG: Talking of funding gaps, that crunch period where you get your female role models in your 30s, this lack of funding also precludes women from leaving the workforce temporarily, beyond statutory maternity provisions. And there’s no funding for any of these catch-up programmes. They need to be funded by the big corporates, the large private entities – but, to them, it’s about short-termism.

MH: The trouble is, universities are struggling badly. There has to be a reorganisation of the way the universes are funded.

PR: There are a couple of opportunities. Apprenticeships have been around for a while. And there’s the levy, though stats show that a lot of the big corporations aren’t spending their levy well enough. Some smaller companies are considering it. So there’s an opportunity to use the levy for businesses to address that, and it’s a cost-effective way of doing it. One of the innovative things that we’re looking at is one of the first female leadership apprenticeships. It’s going to give women an opportunity to get together, to learn, and also to build their power network.

The government also has something called Skills Boot Camps; it’s a short, intense programme designed to either upskill people or to retrain. While the stats may show that we are poor at attracting people in their early careers to choose Tech, it’s worth considering what retraining looks like, either through formal or informal learning.

We talked about companies being flexible in being able to offer jobs. Are we doing enough in flexible education? Because we’re talking about women returners, because they’ve had a child and perhaps they don’t want to go back to whatever they were. Are those educational opportunities affordable and flexible enough so you can drop children off and pick them up?

FINANCE

MR: As a higher education professional, this is a question I keep asking myself. Are we doing enough? We lack flexibility. It can take two years to get a new module approved, let alone a new course. In that time, everything has changed. Two years ago. If we don’t even embed a certain flexibility, how do we keep our courses up to date?

At the same time, I’m interested in the range of microcredential or small certifications out there. LinkedIn, for example, offers short courses in specific areas. There are complementary or alternative ways to educate and retrain the workforce or individuals.

MH: The female brain is wired in such a way they’re better at some of these tech and STEM subjects than men. Would you concur?

MS: I do agree with that. Based on my experience as a course director, it’s very often girls who perform better – by 10 or 20%. They perform better during university time. Very often, they are much better at getting a job after they graduate. This year, all of my female students got a job before they even graduated. They were very clear and focused on what they wanted. A lot of the boys, however, had the attitude of not knowing what they wanted to do after graduating.

It was good to put them in the group, because they were all very supportive of each other, stimulating each other. The issues start at around 30 when the tech companies don’t offer support to women, especially if they have to sacrifice their careers for their families. This is compounded by the lack of support to catch up with the required skills for those returning from maternity leave.

BBG: Companies like Cripps do offer support for womenbased tech networks. It has been happening for a while, so a certain amount of assistance is being provided in all kinds of places. We offer legal services, but ultimately, we are women in business too.

MS: Additionally, we need to grow our mentor schemes. It can be great for a very young age when we have women as leaders. At Sussex, I encourage my female graduates to come back and mentor the students. We keep in contact with them, and I find it genuinely works. Mentoring is essential for females to grow.

Separately – and I’ve experienced this as a mother – is the issue of how few networking events I can attend as they are usually in the evening, during my own family time. I acknowledge that this is a work/life choice, but it can affect my career as I can’t get the business or a promotion as I am not out there meeting other people. It may be easier for women who have yet to start a family, but it does mean it’s harder for me.

Added to that, I am finding younger women are reluctant to go to networking events. This is something I ask mentors to help with, to encourage them along, as networking is essential. But I struggle to make it to these as I have my family.

MR: We need to bring in our partners, and work together. I found that I was able to go to some events because we took turns.

BBG: You have to do that, otherwise it doesn’t work. It’s helpful that there are more lunch and brunch networking events. Senior men are suggesting, to encourage women to attend, to have networking events at a more convenient time for those who otherwise might struggle to attend.

❛❛ I’m pleased to see that women are still pushing hard for funding. We keep being told what is impossible, but I see women who will not accept that, and seek to prove the people who turn them down wrong ❜❜

MH: I look at someone like Alison Rose. She saw the shortfall in investing in women, had NatWest put aside £2 billion for such investment, which proved an immediate hit, and subsequently got fired, with her name erased from her own far-reaching research and review. Since then, NatWest has no longer ring-fenced women in business ventures. It’s all a bit damning, isn’t it?

MR: We are stubborn. Despite all of this, I’m pleased to see that women are still pushing hard for funding. We keep being told what is impossible, but I see women who will not accept that, and seek to prove the people who turn them down wrong. What might help is if Dynamic Magazine were to provide an available directory resource – where you are a woman, you want to invest in tech, or you have an idea. It will be competitive; but if two billion went in less than a year, it means that the demand is there. So keep promoting these opportunities.

MR: I think we have made great strides, especially with maternity returning to work, compared to the past. However, I want to consider the whole female working life cycle, including menopause and perimenopause. If we want to break through the glass ceiling, we need to focus not just on the schools and universities, we must consider all stages, including into senior management, and acknowledge the major transformations we go through in the latter stages of our careers. Some workplaces are good at providing that. If we take a holistic look at this issue; it starts with a role model when we are kids, but let’s ensure that we provide the support that we need throughout our careers.

MH: Let’s get back to female mentors. Have you been mentored yourselves by them?

MS: When I joined Sussex, I was finishing my PhD, when Professor Carol Alexander approached me and asked if I would be interested in staying. Having such a strong female mentor; a leader, the editor of one of the biggest banking and finance journals, and someone who has a long experience in industry, saying that it would be a good idea for me to stay. That was amazing! I had been planning to go, but I had a female leader

❛❛ Wouldn’t it be something if Sussex - the University and the county – became the UK leader in female tech? If you’re a female tech entrepreneur, come to Sussex. ❜❜

who could change my perspective. I wouldn’t have stayed at Sussex if Professor Alexander was not that leader.

BBG: Female mentors are so important. I trained and qualified at a big City law firm, and I don’t think I’d have felt as safe, supported and comfortable if I didn’t have some ferocious female partners who had smashed their way up the chain themselves, but did not kick the ladder out from underneath them. All the way through, you need that encouragement and support.

MR: It’s often this sisterhood that you need. We need to support each other, to move forward. But at the same time, my biggest supporter was my head of department, who was a very understanding man. He pushed us, a lot of women, to go through promotions, to apply – and he really supported us.

But so many women suffer from a lack of confidence. The number of times I’ve heard women in business or tech say ‘I feel like an imposter.’ This imposter syndrome is always there. Despite achieving what we have done, and making it into senior positions, we still feel like we are not good enough, and it’s an idea we need to remove from our heads because ultimately we are capable.

MH: You bring up imposter syndrome; it’s a pet subject of mine. I wrote a piece mentioning 85% of women and 11% of men suffer from it. That’s nonsense, because I’d say it’s closer to 80% of men. We’re just really good at hiding it.

MS: Maybe it’s a trick!

MH: Well, it is a trick. And that trick is saying to yourself, ‘No, I should be here.’ But for that number of women who do suffer from imposter syndrome, it’s so frustrating because I believe women are better than men in so many roles. However, with my daughters’ generation, and I see it in them and their friends too, they’re not taking rejection or casual dismissal lightly. They’re full of passion and ready to go. I just hope it doesn’t get beaten out of them. That’s my worry – I want them to have that fire, and not have it knocked out of them.

MR: We’re all responsible – from the school to the university to the professions. That passion – it’s not to be taken away. If we show that this will make a society where we can all flourish, I can then look at my daughters, and my students with hope. Otherwise, I wouldn’t be doing this job. And there is the capacity to support that.

MH: We’re nearing the end of our discussion. May I have a closing statement from each of you?

MS: In my experience, females have a greater sense of multitasking diversity. Boys, on the other hand, focus on one task at a time. And this, to me, is representative of a changing workforce; of needing to have a broader range of skills and expertise. So if I consider the jobs market in 10-20 years, I think the future is so much brighter for women in tech.

PR: We’ve still got a long way to go. But I’m optimistic. Organisations are learning what we need to be doing. Education is learning, and sharing best practices, and there’s a lot more collaboration going on, and there’s a deep understanding that diversity is needed in the workplace. People are waking up to that. So I’m optimistic, but there are going to be some challenges along the way,

BBG: I agree there’s a lot to be optimistic about, but there’s equally still a lot of work to do. Forums like this are excellent for going over those important discussion points and making sure we’re thinking, not just about the challenges ahead, but also about solutions.

MR: The problem is so big that there is no silver bullet. But if every single stakeholder realises there is no such thing as a small action, we don’t know what can then be achieved.

PR: Wouldn’t it be something if Sussex - the university and the county – became the leader in female tech? If you’re a female tech entrepreneur, come to Sussex.

MR: With the likes of Silicon Brighton, Dynamic Magazine and other networks, these are precisely going in the right direction. If you’re an entrepreneur, no matter who you are, and you want to work in tech, this is a supportive environment.

MH: I love a positive ending! Thank you very much for your time and insights. I’ve heard very positive things from you all today, especially as far as the university is concerned, I feel like we’re going in the right direction. I certainly feel more positive now than when I walked in this morning. So thank you for that.

+ WHAT IS A ‘GENDER HEALTH GAP’?

A health gap refers to differences in healthcare access, outcomes, or disease prevalence between different groups. The gender health gap highlights the biases and inequalities women face within the healthcare system, which often result in poorer outcomes for women.

This imbalance is particularly evident in the UK, where one-third of women experience reproductive or gynaecological issues, yet only 2.5% of public health research focuses on reproductive health.

By contrast, five times more research funding is allocated to erectile dysfunction, which affects 19% of men, than to premenstrual syndrome, which affects 90% of women.

Closing the

What will Women’s Health look like under a Labour government? The fact is, we don’t yet know. By Tess de Klerk

Women generally live longer than men, but they spend a larger proportion of their lives in poor health. Despite this, they receive less health monitoring and are often prescribed medications that can be harmful. These realities highlight an ongoing issue: gender-based health disparities. The UK has one of the widest gender health gaps among G20 nations, and the growing body of evidence shows that more action is needed to address this historical form of discrimination.

the gender health gap

The lack of research into women’s health reflects societal attitudes that downplay or normalise issues like severe menstrual pain, heavy bleeding, and menopause symptoms. These conditions are often dismissed as things women should "just deal with," leading to delayed diagnoses and inadequate treatment. This neglect can result in life-threatening misdiagnoses and preventable deaths.

The discrimination in women’s healthcare is compounded by additional factors such as race, class, physical ability, and geographic location

A study from Manchester Metropolitan University highlighted the struggles of women with endometriosis, a condition affecting 1.5 million women in the UK. The study found that many women feel dismissed by healthcare providers, a phenomenon described as ‘medical gaslighting.’ There is currently no cure, and due to a lack of open dialogue and

education about menstruation and associated pain, it takes an average of seven to eight years for women to receive a diagnosis.The discrimination in women’s healthcare is compounded by additional factors such as race, class, physical ability, and geographic location. For instance, Black women in the UK are nearly four times more likely to die within six weeks of childbirth compared to white women, and Asian women face nearly double the risk. Women from minority backgrounds are also underrepresented in medical research, which worsens health outcomes in these communities.

The UK government launched its Women’s Health Strategy in 2022, following an analysis of nearly 100,000 responses from women. The strategy, which seeks to reduce the gender health gap over the next decade, included £25 million in funding for women’s health hubs across England, as well as increased access to information on women’s health issues.

A £2 million investment in a randomised control trial on endometriosis and surveys on reproductive health were also part of the plan. Dame Lesley Regan, the UK’s Women’s Health Ambassador, whose post has been extended to December 2025, emphasised the importance of creating these health hubs, which will provide women with centralised care. This approach aims to streamline services and ensure women aren’t burdened by navigating complex healthcare systems on their own.

By mid-2023, progress had been made which included health hubs, a dedicated women’s health area to the NHS website, easier access to HRT and greater IVF transparency through a new tool on GOV.UK to allow people to look up information about NHS-Funded IVF treatment in their area.

The party recognises that healthcare access is unequal across the country and pledges to reduce these inequalities while revitalising women’s health as part of its reform of the NHS

The Labour Party acknowledged women’s health in its 2024 General Election manifesto, although the topic did not receive extensive attention. Its manifesto included specific commitments aimed at addressing key aspects of women’s health, such as improving patient safety in maternity care. Labour says it plans to implement improvements in Trusts that fail to provide adequate maternity care and to train thousands of midwives to reduce the mortality gap for Black and Asian mothers.

The manifesto also includes an Action Plan on public health, which addresses violence against women by targeting violent content online through the Online Safety Act. Additionally, the party recognises that healthcare access is unequal across the country and pledges to reduce these inequalities while revitalising women’s health as part of its reform of the NHS.

The British Medical Association (BMA) has provided guidance to the government in the form of a proposed Women’s Health and Well-being Strategy, which outlines five key goals:

1. Women’s health across the life course: This approach recognises that women’s healthcare needs to evolve through different stages of life, from adolescence to old age. Labour must ensure that women have access to the necessary resources, education, and training at all stages, particularly during key transitions such as menopause.

2. Centring women’s voices, especially the marginalised: Labour’s strategy must prioritise listening to all women’s healthcare experiences, particularly those from historically marginalised groups. These groups often face exacerbated negative experiences, and addressing this requires deliberate effort.

3. Integration of sexual and reproductive health services: Currently, the commissioning of sexual and reproductive health services in the UK is fragmented, with services run by decentralised bodies. Labour must address this issue to provide women with more holistic care across their lives.

4. Increased investment in sexual and reproductive health: Public health spending cuts have disproportionately affected women’s health services. The new government must reverse these cuts to improve access and outcomes.

5. Supporting women’s health in the workplace: Labour’s plan must recognise that women’s health issues such as menstrual disorders, endometriosis, fertility treatments, and menopause also impact workplace participation. Creating inclusive work environments is essential for women to thrive both professionally and personally.

As efforts intensify to close the gender health gap, the government must recognise these issues and shift towards prioritising women’s health.

By addressing inequalities and ensuring that women’s health is supported throughout all aspects of life, the UK can take important steps toward achieving healthcare equity for all women.

As efforts intensify to close the gender health gap, the government must recognise these issues and shift towards prioritising women’s health

October is Breast Cancer Awareness Month.

Mariachiara Restuccia shares her journey through diagnosis, treatment, and recovery, highlighting how it transformed her life and work, and her advocacy for greater support for survivors.

BREAST CANCER AWARENESS

They say 40 is the new 30, and that’s exactly how I felt in July 2022. Just before my 40th birthday, my career as a university lecturer was flourishing, with successful grant applications and publications. My partner was about to start a new job closer to home, and my daughters were thriving at school and nursery. We had even booked our first island holiday!

Little did I know that the outcome of an early screening mammogram, initially scheduled for my birthday and postponed by a week, would change my life forever. Within a week, I was called back for an urgent ultrasound of my breast and armpit. Just a week later, I learned not only that I had breast cancer, but that it was an aggressive form.

Every ten minutes, a woman in the UK receives a breast cancer diagnosis. This time, it was me. My diagnosis required the full course of treatment – chemotherapy, a mastectomy, and radiotherapy. “At least a year,” said the oncologist, “and then you’ll be menopausal to reduce the risk of recurrence.”

I was shocked but determined to fight back, to remain Mariachiara – the woman, the wife, the mother, the friend, and the academic – after my treatments. This thought guided me through the many ups and downs of the process, as did the support of my family, friends, and colleagues at the University of Sussex.

My response to the treatments was very positive, and here I am, now ‘four-plustwo’, as I like to say when people ask

Every

ten minutes,

a woman in the UK receives

a breast cancer diagnosis. This time, it was me

AWARENESS MONTH

my age, back to family life and back to work. I am among the increasing number of women for whom a breast cancer diagnosis can lead to a new lease on life. Medical advances in screening and treatments now allow almost nine in ten women diagnosed with breast cancer to survive for five years or more.

I am now adding my voice to those advocating for a more holistic approach to cancer survivorship – one that considers the impact of treatments on our daily lives

Life after cancer is a ‘new normal’, where I must balance medical appointments and check-ups with my work and family life, all while the thought of recurrence lingers. This ‘new normal’ includes navigating menopause much earlier than most women, as a result of my treatment. It’s a new normal because this experience has changed how I see both life and my work.

In the past, I often felt apologetic for being a marketing lecturer, because ‘marketing manipulates people.’ But as a vulnerable patient moving from one waiting room to another, I realised that marketing can be a force for good – if it helps place the individual at the centre of any product or service offering, especially in healthcare.

I realised I was a marketer at heart throughout my treatments, whenever I identified unmet patient needs in healthcare settings, whenever I felt that communication between healthcare providers and patients could be improved, or whenever I encountered misleading social media posts promoting unconventional therapies as miracle cures for cancer. I also saw, firsthand, the invaluable support offered by online communities of patients who, like me, experienced both cancer and menopause. These observations took many forms – notes in my diary, pictures on my phone, emails to healthcare providers and charities like Macmillan and Against Breast Cancer.

I clung to these thoughts as I prepared to return to work at the institution that had treated me not just as an employee but as a human being throughout this journey. With renewed determination, I followed the advice from my compassionate occupational health assessment and managed to return to work just over a year after that mammogram. I am now using my marketing skills in new ways. Alongside my ‘traditional’ (pre-cancer) projects on business-to-business marketing and innovation management, I am transforming

those notes into new projects with colleagues to better understand the challenges breast cancer patients face during treatment. If these projects can help even one person, my suffering will not have been in vain.

I am now adding my voice to those advocating for a more holistic approach to cancer survivorship – one that considers the impact of treatments on our daily lives, both at home and at work, particularly when the menopause comes earlier and more intensely due to cancer treatments.

To borrow from Adele’s lyrics: we want to live, not just survive, after breast cancer!

Mariachiara Restuccia is a marketing researcher, educator, and freelance consultant passionate at the University of Sussex Business School.

+ CALL TO ACTION

October is Breast Cancer Awareness Month. Don’t forget to take care of yourself: check your breasts and, if invited, attend your mammogram. Small gestures can make all the difference.

THE WORKS OF BRANKA VRHOVSKI-STANTON

John Houston’s book, ‘The Abstract Vessel’, published in 1991, awakened an interest in non-functional container styles and revolutionised the work of ceramicists.

The discovery of this book brought an acceptance that ceramics didn’t have to justify a purpose. It could just be. Be seen, be beautiful, be there. It commanded the attention as any painting could. It is the main event, not an accessory. Subsequently, this art form has grown in confidence and does not apologise for being a form of expression.

Croatian-born Branka VrhovskiStanton’s ceramic vessels grab our attention. The execution of her pieces harks back to the Palaeolithic era, where the earliest evidence of pottery production was unearthed. Unique pieces are created by hand, either built by coils or from slabs of clay. The nature of coiling her vessels and the predominately dry, porous surfaces pay homage to ancient traditional techniques.

abstract and semi-abstract marks and shapes, and as such, she prefers to work on larger-scale pieces that allow greater freedom for brushwork. The painting on their surface is created with slips and engobes, chosen for their antireflective qualities and resemblance to wall paintings, while on smaller shapes, these are often partially or wholly covered by the lightly coloured transparent glaze or two.

The execution of her pieces harks back to the Palaeolithic era, where the earliest evidence of pottery production is unearthed

Yet in combining more modern approaches, she is inspired by abstract expressionism. Painting has a strong presence in her ceramics. Branka’s vessels form a canvas for spontaneous

Branka says, “I believe ceramics is the most primary and yet the most abstract of all art forms. It is primary because it holds empty space surrounded by a container, which is an intangible object. Yet simultaneously, it symbolises our existence here and now.

Branka studied comparative literature and philosophy before changing direction and exploring her passion for ceramics by gaining a postgraduate diploma from Goldsmiths University, London. She is a celebrated artist, and her works are held in international private collections.

Kellie Miller is an artist, curator, critic and gallery owner. www.kelliemillerarts.com

Black clay tall cylinder

Black clay cylinder with gold leaf

Big vessel

“I believe ceramics is the most primary and yet the most abstract of all art forms”

– Branka Vrhovski-Stanton

Art bowl with abstract

Art bucket

THE CHATSWORTH Eastbourne

The Chatsworth Hotel in Eastbourne was a nice surprise, offering a blend of history, comfort, and style. By Tess de Klerk

The hotel’s prime location, a stone’s throw from the beach, makes it ideal for those looking to explore the seaside town. Whether you're planning a stroll along the beach or a visit to the nearby attractions, the Chatsworth’s central position makes it a good base for a stay in Eastbourne.

What struck me most, though, was the beautiful Victorian architecture, which has been lovingly restored to maintain its history while adding modern conveniences. The building's exterior is reminiscent of a bygone era of elegance and grandeur, and the interior does not disappoint. The décor is an eclectic mix of styles, combining the ornate intricacies of rococo with the sleek, geometric lines of Art Deco. This quirky juxtaposition does work, creating a unique style throughout the hotel’s communal areas, including the dining room and bar.

The lift, built in 1904

What struck me most was the beautiful Victorian architecture, which has been lovingly restored to maintain its history

One of the Chatsworth’s more elegant features is its charming old lift, which dates to 1904. This vintage lift is a treat for history lovers and adds an authentic touch of Edwardian charm to the hotel. Unlike most modern lifts, this one has a comfortable seat where you can sit as you’re transported between floors. It’s a beautiful piece of engineering and an experience in itself, providing a fun glimpse into the past.

ACCOMMODATION

We booked our stay at the Chatsworth at the last minute, and were initially disappointed that there were no sea view rooms left. However, we were pleased with our partial sea view room (executive room), which was spacious and comfortable. The room was bathed in natural light, making it feel bright and welcoming, and it was impeccably clean. The bathroom was nice too with a sleek design, and plenty of space, adding a touch of luxury to our stay.

The room also came equipped with a well-stocked tea and coffee caddy, the coffee being filter coffee sachets as opposed to instant coffee – something I appreciated. Unfortunately, there was no mini bar but this is becoming more common in mid-range hotels. The room service menu was fairly extensive, which is nice – not just sandwiches and nachos!

We opted to have breakfast in bed, which was delivered promptly with everything that should be hot, delivered hot. The breakfast itself was good, with a variety of options to choose from. We had requested a newspaper to be delivered with our meal, and it arrived right on time, allowing us to enjoy a leisurely morning with all the comforts we could have asked for.

SERVICE

Throughout our stay, we found the staff at the Chatsworth to be friendly and efficient. They were always on hand to answer questions or offer recommendations, and their professionalism was evident in the smooth running of the hotel.

VALUE

In terms of value for money, the Chatsworth Hotel was well worth it. We paid £140 for our room, which we felt was reasonable considering the quality of the accommodation and the location of the hotel. The was particularly pleasing as our stay was toward the end of peak season, into the shoulder season.

+ GOOD TO KNOW

Family-friendly: Yes. Cots available for all rooms above

Deluxe Partial Seaview category

Wheelchair accessible: No

Pets: Dogs allowed at a £20 per night surcharge

Parking: Available on-street around the hotel. Reception has 24-hour parking tickets for guests at £2.20

Room prices: From £120 per night in October

The Chatsworth is a good choice for anyone looking for a blend of history, comfort and style, all at relatively good value. Its prime location makes it perfect for exploring, while the spacious, clean, and bright rooms provide a comfortable retreat after a day about town.

thechatsworthhotel.co.uk

Our bedroom

Our bathroom

BISTROT PIERRE EASTBOURNE

Originally established as a single restaurant 30 years ago, Bistrot Pierre has since expanded into a chain with around 20 restaurants across the UK. Despite this growth, the Eastbourne location retains an independent feel. By Tess de Klerk

I doubt any Eastbourne restaurateur could ask for a better location – elevated on a grassy slope, right on the beach with panoramic views of the sea as well as the iconic chalk cliffs of Beachy Head. The bistro’s immediate neighbour is a Martello tower, built to defend against Napoleon in the 1800s.

The building itself is modern and spacious with large windows for plenty of natural light, while there are tables on the terrace for those better weather days. This prime spot makes it a great destination for a relaxed meal, especially if you’re looking to combine good food with the beauty of the South Coast.

We started our meal with a breadbasket with a warm baguette and homemade butter. There’s something wonderfully comforting about good, fresh bread, and Bistrot Pierre’s did not disappoint.

For entrées, Maarten chose the mushroom sourdough –sautéed shiitake mushrooms in a light, creamy mushroom and truffle sauce, served on toasted sourdough and finished with fresh tarragon. This dish was a triumph in terms of both texture and flavour. The earthy mushrooms, paired with the decadent truffle sauce, were perfectly complemented by the crunch of the sourdough, while the tarragon added a lovely herbaceous note to the mix.

I opted for the lightly spiced calamari with aioli, and I wasn’t disappointed. The calamari was tender, with just the right amount of crispiness on the outside. The seasoning was well-balanced, with a gentle heat that enhanced, rather than masked, the delicate flavour of the squid. The accompanying aioli was smooth and garlicky, providing a delicious contrast to the calamari’s

This prime spot makes it a great destination for a relaxed meal, especially if you’re looking to combine good food with the beauty of the South Coast

light spice. Overall, it was a satisfying and well-executed starter.

For the main course, I went for the classic beef bourguignon, which was prepared with Malbec. This traditional French dish is known for its rich, slow-cooked flavours, and Bistrot Pierre’s version delivered on that front. The beef was tender and well-cooked, though I have to admit it wasn’t the very best bourguignon I’ve ever had. I still enjoyed it, though! The Malbec added a nice depth to the sauce while the buttery mash and veg rounded it all off nicely.

To finish, we shared the tart au citron for dessert. The tart’s pastry was crisp and buttery, while the lemon filling struck the perfect balance between sweet and tangy. It was indulgent but not too heavy, making it a satisfying end to the meal.

When it came to drinks, we chose cocktails. The raspberry mojito was excellent while the St Germain Spritz was light and refreshing. Unfortunately, the Kir Royale was a bit too heavy on the cassis, which made it overly sweet and slightly cloying. The drinks menu is not particularly extensive, but it offers enough variety to find something you’ll enjoy.

While the food at Bistrot Pierre was largely very good, the service left something to be desired. Although the staff were friendly, there were a few moments where service felt slow, with delays between courses and long waits for drinks. This didn’t ruin the evening, but more attentive service would have elevated the overall experience.

I would happily return, perhaps to try their breakfast menu with those same stunning sea views

Maarten opted for the honey-glazed pork medallions, which were served with Toulouse sausage, caramelised Granny Smith apples, crispy onions, Dijon beurre blanc, dauphinoise potatoes, and French beans. This was another well-prepared dish, with a lovely balance of sweet and savoury flavours. The honey glaze gave the pork a slight sweetness that paired wonderfully with the tartness of the Granny Smith apples. The Dijon beurre blanc added richness, while the dauphinoise potatoes were creamy and indulgent. The only criticism was that there could have been more of the Toulouse sausage, but overall, it was a delicious main course.

Bistrot Pierre also serves breakfast daily, and they offer afternoon tea, making it a versatile choice for any time of day. With its stunning location, good food, and reasonable prices, it’s easy to see why this restaurant remains a popular spot in Eastbourne. Despite a few hiccups with the service, I would happily return, perhaps to try their breakfast menu with those same stunning sea views.

££

All food is meticulously prepared by Bistrot Pierre’s expert chefs – and the results are a treat for the eye as well as the belly

Phil Boorman Photography

SHEFFIELD PARK WEALDEN RAMBLER AFTERNOON TEA

Enjoy a traditional afternoon tea whilst you enjoy a nostalgic journey by steam through the beautiful Sussex countryside. Relax and unwind as you travel in one of the four comfortable 1950s lounge or restaurant carriages on the dedicated Afternoon Tea train at The Bluebell railway, ‘The Wealden Rambler’.

Bluebell Railway, Sheffield Park, Uckfield, TN22 3QL Various dates through October bluebell-railway.com

CRAWLEY TULLEY PUMPKIN FESTIVAL

The Tulley’s Pumpkin Festival is one of the highlights in the West Sussex event calendar with a million pumpkins, hundreds of varieties of pumpkins, 100 acres of farmland and magical memories to make. You’re certain to find the pumpkin that’s right for picking and carving here. Fantastic photo oppurtunities amongst a backdrop of vibrant orange pumpkins.

Tulleys Farm, Turners Hill Road, Worth, Crawley RH10 4PE pumpkinfarm.co.uk

WHAT’S ON...

A brief snapshot of art and culture in Sussex and Surrey

EASTBOURNE BEACHY HEAD MARATHON

The Beachy Head Marathon is one the biggest offroad marathons in the UK. It starts and finishes on Eastbourne Seafront and is now part of an event that also sees the Ultra-Marathon,10k and Half-marathon all take place over the same weekend with slight variations in course length and routes. Formerly known as the Seven Sisters Marathon, it is popular for its scenic and challenging route through the South Downs National Park countryside. Great for runners, joggers or walkers looking to get fit.

St Bedes School, Dukes Drive, Eastbourne, BN20 7XL October 26th-27th visiteastbourne.com/marathon

SALTDEAN RISE UNDERCLIFF 8K RUN FOR WOMEN

Join RISE for its BIGGEST fundraiser of the year. The 8K Undercliff Run For Women is back. It takes place between Saltdean and Brighton Marina. This event is one of the most popular events in Sussex’s running calendar and has been the cornerstone of RISE’s fundraising for 17 years.

Saltdean Undercliff, Near Whitecliffs Cafe, Marine Drive, Saltdean, BN2 8SQ October 13th riseuk.org.uk/rise8k/enter-a-race

BRIGHTON COMIC

BOOM

A feel-good, fast-paced night of fantastic new comedy! MCs bring you a whole host of comedy’s current rising stars plus a top headline comic. Expect a warm, friendly, upbeat atmosphere suitable for comedy lovers of all ages – there’s something for everyone at Comic Boom!

Komedia, 44--47 Gardner Street, Brighton, BN1 1UN October 24th komedia.co.uk

ENGLEFIELD GREEN SURREY SCULPTURE

SOCIETY

The Surrey Sculpture Society returns to The Savill Garden for the annual Art in the Garden event. Set within the 35 acres of The Savill Garden, this exhibition combines eye-catching sculpture with horticultural excellence. As you explore the Garden, you’ll encounter sculptures in varying styles, subject and materials; all inspired by the natural world and accompanied by the artist’s statement.Suitable for focal points in gardens, conservatories and indoors, all the art is available to purchase.

The Savill Garden, Windsor Great Park, Wick Lane, Englefield Green, Surrey, TW20 0UU Until October 29th .windsorgreatpark.co.uk/all-events/art-in-the-garden

HANDCROSS BUBBLES & BOTANICALS FAIR 2024

A celebration of outstanding local wine and craft spirits at Handcross Park. Meet the producers, learn more about their story and try before you buy. Sussex is developing an incredible wine and drinks heritage and this is a chance to meet 15 to 20 local producers showcasing a range of Sussex wine and spirits, and to learn more about this exciting new part of Sussex culture.

Handcross Park, London Road, Handcross, RH17 6HF November 2nd bubblesandbotanicals.net

BRIGHTON

MOSHIMO SUSHI CLASS

Learn the secrets of why MOSHIMO has become Brighton’s best-loved sushi restaurant. You’ll get to make maki, temaki, and nigiri sushi – and you’ll get to eat what you make. No one EVER leaves this evening hungry!

Moshimo, Bartholomew Square, Brighton, BN1 1JS October 24th & November 21st moshimo.co.uk/reservations/moshimo-sushi-masterclass/