Surrey Chambers Business Magazine – issue 12

ISSUE 12 DECEMBER 2018/JANUARY 2019

SURREY CHAMBERS

BUSINESS

THE OFFICIAL SURREY CHAMBERS OF COMMERCE MAGAZINE

How to Access

BUSINESS FUNDING The round table debate

MODS, MOTORS &

BMW M5 A MONSTER of a car

MARTIANS

The essential guide to Woking

THE BIG WINNERS at Waverley and Epsom

GROUP

PLATINUM PUBLISHING

KEEPING THE GLOBAL ECONOMY WORKING

Christine Lagarde

CONTENTS 5

A word from the CEO

7

President’s column

8

Local and Chamber News

12

Leasehold Enfranchisement Herrington Carmichael

14

Business activity in the South East NatWest

17

Risk Management Haines Watts

20

The row about NDAs DMH Stallard

22

THE BIG STORY: Christine Lagarde

27

Six steps to avoid rodent infestation Cleankill

28

Business Women in Surrey

29

Supporting Schools Gatwick

30

The SME growth funding market Santander Debate

40

Town Profile: Woking

44

Surrey Speed Kings McLaren Technology Centre

49

One family’s story Sam Beare Hospice

52

Are you a Manager?

55

Mercer Half Marathon

56 61

TRAVEL: Shake Hands in Slovenia TRAVEL: Travel News TRAVEL: Travel Insider

63

Concept Leasing

65

Heading into 2019 with Sandown Mercedes-Benz

66 68

MOTORING: Region Supercars MOTORING: Nissan Leaf MOTORING: BMW M5

70

Waverley Big Awards

72

Policing Surrey – Be safe in the New Year

72

New Members

74

Epsom & Ewell Awards

75

Surrey Chambers Events Diary 2018/2019

76

Food Review: The Anchor, Ripley

77

Workplace Wellbeing – The Dakota building

78

Surrey Chambers Golf Society

81

Sponsor a Chambers event

82

Join the Chamber

60

67

22 CHRISTINE LAGARDE

Elegant leadership

56 SLOVENIA Safe and green

40

WOKING Town profile

66

BMW M5 Monster of a car

All rights reserved. The views expressed in this publication are not necessarily those of the publisher.

The publisher cannot accept responsibility for any errors or omissions relating to advertising or editorial. The publisher reserves the right to change or amend any competitions or prizes offered. No part of this publication may be reproduced without prior written consent from the publisher. No responsibility is taken for unsolicited materials or the return of these materials whilst in transit. Platinum Business Magazine is owned and published by The Platinum Publishing Group.

SURREY CHAMBERS BUSINESS

3

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A WORD FROM THE CEO

We are at ANOTHER PAUSE in the Brexit process whereby agreement has been reached between the UK and EU27 at the Summit in Brussels. By the time you read this you will know the outcome of the vote in Parliament.

This is a milestone

in the political process of Brexit, and a significant personal achievement for the Prime Minister, but it’s just one more step on a long road for businesses exhausted by three years of nonstop political debate and growing uncertainty. If the agreement clears the political hurdles ahead, there can be no pause for breath, and no let-up in the negotiations.

The fact is that businesses still need clarity and precision on the terms of trade they will face with the EU and many other countries within a matter of months. Firms need clarity and precision on who they can hire, what rules they need to follow, and what more the government will do to support them through this period of change. The businesses that power the Surrey community do not want to face the chaos of a messy and disorderly exit from the EU next March.

Latest migration figures

The latest news on migration has done nothing to reassure businesses, who are struggling to recruit. Net migration from the EU to the UK has slumped to a six-year low, certainly caused by the Brexit situation. The number of EU nationals in the year to June 2018 was 74,000 – the lowest since September 2012, when net migra-

tion was 65,000. Despite valiant efforts to recruit at home, employers need people to fill vacancies where there are local shortages.

As the UK leaves the European Union our government should be shouting from the rooftops about its desire to attract skilled staff at all levels from the continent and beyond, to contribute to one of the world’s most dynamic economies. With just four months to go until the UK leaves the EU, it is astonishing that there is no published government policy or technical guidance for employers on the status of EU nationals, and whether firms can hire them, in a ‘no-deal’ scenario.

It is also well past time that the government publishes its Immigration White Paper to provide longer-term clarity.

Supporting local businesses

In true business fashion, regardless of external distractions, businesses have been gathering at various recent events to increase their networks, learn something to help them grow, share best practice and have their voice heard. At Surrey Chambers we interacted with over 250 businesses in just five days; from a members networking event at the fabulous new Dakota offices in Brooklands Weybridge to a Business Summit at Heathrow Airport.

A group of members have met with a member of the Monetary Policy Commission and the Bank of England, sharing their views on the economy and their business challenges. We had two sector events this week, one covering workplaces of the future aimed at the Construction and Property sector. This was led by Stephen McCue, Area Sales Manager for Nowy Styl Group and he talked about the changing priorities for workplaces and how they will be very different in the future to accommodate the changing workforce. This was held at the Canon UK Headquarters, in itself a stunning building with the latest business solutions technology.

Our second sector was Hospitality and Tourism, where we worked in Partnership with the University of Surrey and Visit Surrey and delivered the importance of using digital marketing, particularly in collaboration. Following a case study from members, Brooklands, there was a great deal of discussion and many connections were made.

THE TEAM Maarten Hoffmann – Director

maarten@platinumpublishing.co.uk 07966 244046

Molly Enser Chamber Editor

Louise Punter CEO Surrey Chamber of Commerce

Sarah Edwards Business Development Manager

Lesley Alcock Business Development Director

Fiona Graves Events Director

Laurence Elphick Head of Sport

Kate Morton Copy Editor

www.platinumpublishing.co.uk www.surrey-chambers.co.uk If you have a news story for publication, email molly.enser@surrey-chambers.co.uk Ian Trevett – Director

ian@platinumpublishing.co.uk 07989 970804

Ewa Rogalska Head of Design

Poppie Sharman Events Manager

Rose Dykins Travel Editor

Steve Elford Head of Web Development

For Surrey Business Awards enquiries email fiona@platinumpublishing.co.uk For editorial and advertising enquiries email sarah@platinumpublishing.co.uk

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PRESIDENT’S COLUMN

THE PRESIDENT’S VIEW

TRADITION VERSUS

CHANGE

by Steve Coburn

So, should we send Christmas cards? Or should we send one of those animated Christmas emails?

Personally, it’s not a dilemma at all… I hate all those emails that begin to hit my inbox from December 1st. Companies with whom I have no relationship send me Christmas wishes. They can send that email to thousands of people with very little effort – so, it doesn’t have the right effect on me.

A

s we approach Christmas, the contrast between wanting to ‘preserve a tradition’ and wanting to ‘change with the times’ becomes even clearer.

In business, with the responsibility for marketing, we’re always trying to second-guess how we are perceived, and make sure we’re displaying a positive image. If we’re too ‘old-fashioned’ then we may alienate potential clients who are wanting a more ‘progressive’ partner.

But, follow all the latest fads, and our more traditional client base may seek a less ‘radical’ partner to do business with.

It’s something we think a lot about. And, at Christmas, there’s a real dilemma…

I’m a firm advocate of the Christmas card.

As long as it’s hand-written. At projectfive, we design our own Christmas card each year, and the team vote on their favourite design. Then, we send a card to our friends and clients (in most cases, they’re the same thing!).

only for them to put it on the window sill in reception for a couple of weeks, then throw it away. And that doesn’t feel very responsible!

But, if we make all our decisions based on not wanting to create any unnecessary environmental waste, then what happens to the Halloween costume, the Guy Fawkes firework display, the Remembrance poppy, the Christmas wrapping paper, the New Year’s Eve party popper and all the other traditions that de ne who we are?

The trouble is, I care about the environment, and I also care about our traditions.

How do you approach this dilemma? Are you planning on sending a Christmas card this year? Or an electronic message?

I think that conveys a stronger message.

We actually care about the person we’re sending the card to and have taken the time to write the card.

And what other traditions do you think are important that we don’t lose?

But, is it old-fashioned? And, how does it sit from an environmental impact point of view? Surely, the electronic Christmas card is more environmentally friendly? Instead, we’re getting our Christmas cards printed, shipped to us, written, and delivered to the recipient –

In the meantime, I need to go and find myself a winning conker… because we’re having a conker tournament in the office. health and safety may have banned them at school but, for many of us, it’s a happy childhood memory, and a tradition we enjoy.

I’d love to hear from you.

SURREY CHAMBERS BUSINESS

7

LOCAL

news

“There are not more than five primary colours, yet in combination they produce more hues than can ever been seen.”

BUSINESS WISDOM

Paul Harvey (Managing Partner, Morrisons Solicitors), Virginia Harrop, Peter Harrop

Morrisons Solicitors’

GROWTH continues

M

orrisons Solicitors LLP is pleased to announce that it has acquired Oxted based firm, Harrops & Hepburn Solicitors. Harrops & Hepburn is one of the leading legal practices in Oxted, with a presence in the town stretching back over 100 years. It provides both private clients and businesses with expert advice and a highly personalised service.

Peter and Virginia Harrop, who have run the practice since 2011, commented: “We are delighted to join the Morrisons Group at what is an exciting moment for Harrops & Hepburn. Joining Morrisons allows us to continue to deliver the same personal service to our clients, whilst also giving both our private and business clients access to a greater depth and range of services and resources.

We have got to know some of the Morrisons team very well over the last few months and are looking forward to working closely with them.”

Paul Harvey, Managing Partner of Morrisons Solicitors, commented: “The Harrops & Hepburn practice is an excellent addition to our firm. It extends our reach across Surrey and consolidates our position as one of the leading regional firms. Harrops & Hepburn’s culture, values, approach to client service, and dedication to legal excellence matches ours, and we welcome Peter, Virginia and their entire team into the Morrisons Group.” Morrisons will continue to trade under the Harrops & Hepburn name in Oxted.

8

SURREY CHAMBERS BUSINESS

NEW ROLE FOR OLIVER

C

ouncillor Tim Oliver has been elected as the new leader of the county’s Conservative group. The county councillor for Weybridge will take over from outgoing council leader David Hodge, following a vote at a group meeting on November 23rd.

He beat off competition from fellow county councillors David Harmer and Graham Ellwood, as well as current council deputy leader John Furey for the post, after being nominated by his predecessor for the role.

Cllr Hodge formally announced his decision to stand down at a council meeting on November 13th, having been leader of both the Conservative group and SCC for seven years. Cllr Oliver’s new position comes just six months after his election as leader of Elmbridge Borough Council (EBC).

BBC Surrey ANNOUNCE THE BRAVE

L

ocal heroes from in and around Surrey were honoured recently at the BBC Surrey Community Heroes Awards 2018. The ceremony, which celebrated a range of local people and their work, took place at the Gatwick Crowne Plaza Hotel on November 26th.

In special attendance were singers Charlie Dore and Tina Charles, former Blue Peter presenter Stuart Miles, captain of Brighton and Hove Albion, Bruno, and deputy constable of Surrey Police, Gavin Stephens.

Among the number of locals recog-

nised was Ellie Soutter from Oxted, who’s family was presented with a posthumous Outstanding Achievement award. Ellie, who attended school in Bletchingly, started snowboarding at the age of nine and went on to win Britain’s only medal at the 2017 Youth Winter Olympics but sadly took her own life earlier this year. Her father has gone on to raise awareness of mental health issues within the sporting sector and has set up a foundation in Ellie’s name.

Other winners included special sergeant David McLean, who was presented with the 999 Category award.

Oval gets a makeover

S

urrey have received planning permission to go ahead with the redevelopment of the Lock-Laker Stand and Pavilion End of the Kia Oval. The work, which starts in October 2019, will take the capacity of the ground to 28,000 and is due to be completed by 2021. Summer 2019 is a busy one for The Oval, with five Cricket World Cup matches and an Ashes Test.

Surrey town’s tax high

T

he prosperous commuter belt town of Guildford in Surrey has been named as the Inheritance Tax capital of the UK. As many as 658 families were subject to the tax in 2015/16, more than anywhere else in the country and on average they paid £231,000 each.

By contrast, just 31 estates in Wigan in Greater Manchester were sufficiently valuable to be liable for the tax. After Guildford, families living in

South West London - including places like Chelsea and Wimbledon - were the next most likely to pay Inheritance Tax (IHT). The figures were revealed following a Freedom of Information (FOI) request by Direct Line Insurance.

In order to pay Inheritance Tax (IHT) families have to pass on an estate worth at least £325,000. Married or civil partners who pass on their allowance are not liable unless their estate is worth £650,000 or more. Pictured: Guildford Guildhall.

The three-tier stand, which will connect to the pavilion, was designed by Rolfe Judd, architects based on neighbouring Claylands Road. Behind the stand will be a development called One Oval Square, which will house hospitality space and be used for events and there are plans to further develop that end, with the Bedser Stand set to be redeveloped.

The news caps a strong few weeks commercially for Surrey - their first County Championship title in 16 years has seen membership for 2019 already swell to 11,000, while they had 42,000 entrants for the public ballot for Ashes tickets.

DON’T BAN THE BOOKS

D

ozens of libraries could be under threat of closure it has been claimed. Surrey County Council is currently consulting residents on plans to “reshape” the 52-branch library service. The authority says it wants to create community hubs – where libraries co-exist with other community services. However, it has not provided any firm proposals and the consultation merely asks people whether or not they agree with broad principles about what libraries should do. Four other service “transformations” are also currently open for public consultation, including the possible closure of children’s centres and community recycling centres.

The service “transformation” also includes cultural services which covers arts, a music service, heritage and archaeology, adult and community learning and the registration and citizenship service. It presents an opportunity to deliver the service in a better way, said Mary Lewis, cabinet member responsible for libraries.

“We face huge financial challenges but there are also opportunities to transform our services to make sure they are fit for the future,” she said in a statement.

CHAMBER

news

Law firm leads significant investment C

harles Russell Speechlys has advised the management team of TrustedHousesitters on a significant investment into the company by private equity firm Rockpool Investments to support a management buyout. The investment sees Rockpool retain a major stake in the business, with the current TrustedHousesitters executive team continuing to run the business and founders, Andy Peck and Rachel Martin being appointed as non-executive directors. Founded in 2010, TrustedHousesitters which is based in Brighton is the world’s largest house and pet sitting community operating in over 130 countries. The Charles Russell Speechlys deal team was a collaboration between its London and Guildford-based corporate lawyers. The team was led by Corporate Senior Associate, Rebecca Burford and Corporate Partner, Richard Coleman. Rebecca Burford, Corporate Senior Associate at Charles Russell Speechlys said: “It was an absolute pleasure to assist Tim Lyons, CEO, TrustedHousesitters, and the team on this management buyout. We look forward to working with the team as they take TrustedHousesitters to the next stage of growth supported by this investment.”

NEW ERA OF CORPORATE GIVING

D

id you know that 75% of millennials would take a pay cut to work for a socially responsible company?

WhatCharity was launched this year to help companies create more meaningful workplaces. whatCharity’s digital platform not only helps companies to find charity partners but also to build employee and customer engagement programmes. The whatCharity platform utilises the Charity Commission database, which contains more than 180,000 UK charities, so you can always find the charity closest to your office, home and heart. The search functionality within the platform also allows you to find charities seeking specific resources – money, volunteers, goods and services in order to quickly match charity needs with the available resources. Want to find out more?

Visit www.whatcharityforcompanies.com and www.whatcharity.com

“There are not more than five cardinal tastes, yet combinations of them yield more flavours than can ever be tasted.”

BUSINESS WISDOM

Plays

with purpose R

ehearsals are underway for GSC’s first tour to secondary school students in Surrey.

The tour will deliver the two most popular Shakespeare plays studied at GCSE, Macbeth and Romeo and Juliet, to twelve disadvantaged schools. Each school will receive a free professional performance with follow-up workshops on the schools’ chosen GCSE Shakespeare text, providing students with in-depth professional insight at a crucial point of their academic life. The tour has been scheduled for the beginning of the academic year, so teachers can integrate the programme

into their year’s work. Ant Stones, GSC’s Head of Education said: “The Play’s The Thing is inspired by our primary schools tour, which we’ve successfully run for the last three years. We’ve got a wonderful cast who are not just talented actors but also enthusiastic about the chance to help students who wouldn’t be able to access our work otherwise.” The Play’s The Thing is part of Brave New World, GSC’s year-long programme of outreach projects, which seeks to reduce social isolation and assist disadvantaged schools and individuals across Surrey.

For more details about the Brave New World projects, visit www.guildford-shakespeare-company.co.uk

BIG WIN for A&G

A

&G Corporate Travel has been recognised at the 2018 Kingston Business Awards, winning Best New Start Up. They beat off strong competition from nine other short-listed companies to the award, which celebrates new businesses across a broad spectrum of products and services.

A&G was set up in October 2017, after Managing Director Stephen Ashcroft took a leap into the unknown by going it alone, having spent the previous 20 years working for a major global travel organisation. He said of the award: “I have won many over the years but this eclipses all of them. I am so proud of everyone involved; we have an amazing team and fantastic product. We are going from strength to strength through hard work, fantastic people, amazing support and a great work ethic.”

If you travel for business then call A&G on 0207 183 0216 or email: enquiries@AandGcorporatetravel.co.uk

SPOTLIGHT ON LIGHTBOX

T

he Lightbox gallery and museum in Woking, Surrey, has a full and varied exhibition programme to look forward to in 2019. From an original exhibition exploring the trailblazing history of British Women in Photography, to the luminescent work of the Scottish Colourists, to an exploration of the impact of the St Ives artists held in The Ingram Collection through to an exhibition showing the highlights of The Royal Institute of Painters in Water Colours, there is something for all artistic tastes at The Lightbox in 2019. Entrance to the exhibitions listed is with a £5 Day Pass or £7.50 Annual Pass which gives access to all Main and Upper Gallery exhibitions for one year. The Art Fund Prize gallery, The Ingram Sculpture Gallery and ‘Woking Story’ local history museum are free entry.

For more information please visit www.thelightbox.org.uk or call 01483 737800.

“To win one hundred victories in one hundred battles is not the acme of skill. To subdue the enemy without fighting is the acme of skill.”

BUSINESS WISDOM

SHIELD SECURITY’S WILDLIFE INITIATIVE

S

hield Security, the specialist providers of tailor-made security solutions for homes and businesses has recently partnered with Countryside Restoration Trust (CRT), to help aid the restoration of the UK’s countryside and to protect the UK’s wildlife. The initiative, which was first developed by Adil Abdel-Hadi, who is the Managing Director of Shield Security, came after one of his family members made him aware of the amazing work the trust has been doing across the UK. This then spurred Hadi to get in touch with Countryside Restoration Trust and to sponsor one of the new bird hides at Pierrepont Farm based in Surrey. The bird hide, which is due to be built by the end of the year will allow CRT friends and birdwatcher members to take in the UK’s avian delights.

Shield Security actively engage in the local community and are committed to making a difference in the community, having previously donated £10,000 to help fund CCTV for the Farnborough area, as part of Heart Community Safety Partnership.

Visit www.shieldsecurity.co.uk and www.countrysiderestorationtrust.com

Staines’ pupils get

master training

O

n Monday 1st October, Staines Preparatory School’s Extra Curricular Activities Judo Club were treated to a master training session with Irish judoka Benjamin Fletcher, currently ranked 11th in the world for the under 100kg category. SPS’s Judo Club’s coach judoka Oliver Fricker, co-owner of Judo School, started his own judo career alongside Ben Fletcher when they were at judo club as children.

Though Ben’s world-class achievements are admirable, in no way are Oliver’s coaching triumphs any less worthy or commendable. In almost a decade of coaching, Oliver has produced over 50 IAPS national medallist from various schools and his goal for Staines Preparatory School is to win the overall trophy. Currently there are 62 Year 1 to Year 6 SPS pupils in the judo club. “With this kind of dedication and commitment, we’re in with a chance,” says Oliver “and recognition and thanks must also be given to the parents who make this possible for the children.”

SURREY CHAMBERS BUSINESS

11

LEGAL

IS A LEASEHOLD ENFRANCHISEMENT REVOLUTION coming?

by Joshua Watkins, Chartered Legal Executive in Property Law at Herrington Carmichael

to claim a statutory lease extension. The Law Commission are looking at removing this requirement, meaning leaseholders may extend their lease earlier at a lower premium.

These are just a couple of examples of a wide range of proposals being put forward, and it will be interesting to see the contents of the Law Commission’s report to be put forward to the government once the open public’s views have been taken into consideration.

A

las, change is imminent and the public have until the January 7th 2019 to put forward their views on the Law Commission’s proposals to reform the leasehold enfranchisement system. Leasehold enfranchisement is comprised of both individual and collective rights which a leaseholder or group of leaseholders are entitled to, provided certain criteria are met.

These rights are contained across several different statutes and whilst they are a benefit to the leaseholder, they are complex, costly and uncertain to those not familiar with them. The Law Commis-

12

SURREY CHAMBERS BUSINESS

sion is therefore proposing to reform the enfranchisement regime to address an inherent imbalance between freeholder and leaseholder, and to hopefully simplify and streamline the process.

Current proposals include introducing one universal system to extend the lease of a flat or a house, something that at present is split between different statutes with differing criteria.

At present a leaseholder looking to extend the lease of their flat or house has to have owned the lease for a minimum period of two years before being eligible

It is likely to be a case of ‘when’, as opposed to ‘if’ reform of the enfranchisement regime is implemented, as general leasehold reform is on the government’s agenda with their own consultation on unfair leasehold practice having just come to an end.

The Law Commission’s current reform proposals are substantial, and many people are sceptical as to whether or not they will be ‘watered-down’ when being considered by parliament.

Herrington Carmichael offer a wide range of services to both leaseholders looking to exercise their individual or collective rights, and to freeholders whose property is subject to leasehold interests. Whether you are a leaseholder or a freeholder, please feel free to contact Joshua Watkins.

Property Law at Herrington Carmichael Herrington Carmichael boasts one of the largest and most experienced team of property solicitors in the Surrey, Hampshire and Berkshire region. Our strength in commercial investment property, residen-

Current proposals include introducing one universal system to extend the lease of a flat or a house.

tial development, new build conveyancing and real estate finance is shown through our growing list of active regional house builders and national developers. The hard work was recognised at the Thames Valley Property Awards 2018, where the firm was a finalist and ‘Highly Commended’ for Law firm of the Year.

Herrington Carmichael recently moved up to Tier 2 in the Legal 500 rankings for Commercial Property in Kent, Surrey and Sussex. Legal 500 commented: “Led by practice head Tim Hardesty, the team at Herrington Carmichael LLP has ‘an intelligent and business-like manner’ and ‘always provides a first-class service that is excellent value for money’. It acts for an impressive roster of residential builders and investors as well as broader commercial property clients.

ing expertise combined with a fine legal brain and an uncompromising level of business and commercial acumen’ and Daniel York, who leads on landlord and tenant and secured lending work, is ‘a good leader’.

“Other key team members include Claire McSorley and new hire associate Terri Warren, who joined from Perrins Solicitors LLP and has many years experience in social housing and acquisitions work.”

Legal 500, 2019

Joshua Watkins Tel: 01276 854948, email: joshua.watkins@herrington-carmichael.com

www.herrington-carmichael.com “The group’s recent work includes the purchase of development sites for substantial house building, commercial borrowing mandates, and handling the acquisition of an office leasehold for an overseas client.

Mark Izquierdo stands out for his ‘outstand-

SURREY CHAMBERS BUSINESS

13

INTERVIEW South East Business Activity Index sa, >50 = growth since previous month

70 60 50 40 30

‘01

‘03

‘05

‘07

‘09

‘11

‘13

‘15

‘17

South East Excels

Business activity in the South East grows at a faster rate than UK average KEY FINDINGS yy In line with UK-wide trends, business activity in the South East at the start of the fourth quarter grew at one of the weakest rates since the EU referendum. However, business activity in the South East grew at a faster rate than the UK average. yy With the exception of the contraction in July 2016 following the EU referendum, inflows of new orders have risen in every month since the beginning of 2013. yy There was a small rise in the number of private sector jobs in October, although the pace of growth remained subdued as firms reported being mindful of rising costs.

14

SURREY CHAMBERS BUSINESS

B

usiness activity in the South East private sector grew at one of the weakest rates since the EU referendum, according to the October NatWest PMI® report. In line with the broader trend for the UK as a whole, the South East saw slower increases in output, new orders and employment, whilst business confidence towards the outlook sank to its lowest in five months amid reports of Brexit uncertainty.

Meanwhile, sustained strong cost pressures led local businesses to raise output charges at the fastest rate since June.

The headline NatWest South East Business Activity Index – a seasonally adjusted index that measures the combined output of the region’s manu-

facturing and service sectors – ticked down to 52.7 in October, from 52.9 in September. The latest reading was the third-lowest in the current sequence of growth that began in August 2016.

Despite the slight loss of momentum at the start of the fourth quarter, business activity in the South East grew at a faster rate than the UK average, the first time this has been the case since May. Local businesses reported a rise in demand for goods and services in October. With the exception of the contraction in July 2016 following the EU referendum, inflows of new orders have risen in every month since the beginning of 2013. However, the pace of new order growth slowed since September and was among the weakest seen in the past six years.

“The South East wasn’t totally immune from the slowdown in growth seen across the UK in October, though the region did show greater resilience than most and saw output of goods and services rise faster than the national rate.

“While the number of people in jobs across the region’s private sector increased again in October, the pace of employment growth remained subdued as firms reported being mindful rising costs.

Fuel, energy and salaries are just some of the areas where businesses have seen costs rise in recent months, with only part of the burden being passed on through higher selling prices.”

Stuart Johnstone, Managing Director, London & South East, Corporate & Commercial Banking

The slower rise in sales and greater efficiency among businesses resulted in a fall in backlogs of work across the private sector in October. Moreover, the reduction in outstanding business was the steepest seen in over two years.

Reflective of a lack of pressure on capacity, October saw only a marginal rise in the level of private sector employment across the South East.

Efforts to control costs was another factor behind the lack of hiring. Firms in the South East reported a steep monthly increase in operating expenses in October, linked to not only rising salaries, but also the higher cost of energy, fuel and raw materials (especially metals).

Price charges for goods and services were raised as a result, increasing at the fastest pace since June.

Finally, October’s survey revealed a softening of business confidence in the South East to the lowest since May. Brexit uncertainty was frequently cited by those concerned about outlook.

METHODOLOGY

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

SURREY CHAMBERS BUSINESS

15

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3

The table below gives you more details about the specific services which can be included within our Business Breakdown cover Roadside

Repair or recovery to the AA’s choice of appropriate local repairer.

Relay*

Transportation of vehicle, driver and up to 7 passengers to a UK mainland address if prompt local repair not possible.

Relay Plus*

Extended Relay service to include one of three alternative arrangements for driver and passengers; car hire, accommodation or public transport services.

Home Start

For breakdowns at or within ¼ mile of your home address.

Accident Management

Takes the hassle out of arranging repair, recovery and insurance claims after an accident or vandalism.

For more information or to take up this offer, please contact your local Accredited Chamber of Commerce.

Direct Debit. To make life easier, you can now pay for your breakdown cover by Direct Debit.

Based on Fleetwide 3 Standard rates for 3-6 vehicles. All the above prices are per vehicle per year, inclusive of IPT (Insurance Premium Tax). All prices are subject to change. Fleetwide cover does not apply to: specialist vehicles, ie: taxis, mini cabs, hire vehicles, ambulances, police vehicles, vehicles on tradeplates, minibuses, privately owned vehicles (unless used for business purposes), motorcycles and courier vehicles (all of which can be covered on Specialist rates as above), or any vehicles over 3.5 tonnes gvw.

Terms and conditions apply. *Relay and Relay Plus services are not provided at or within ¼ mile of driver’s home address.

Offer cannot be used in conjunction with any other offer. Offer prices are only available while your Chamber membership is current. We reserve the right to review pricing at any time.

Full terms and conditions available on request by calling 0800 55 11 88. Business Breakdown cover is provided by Automobile Association Developments Limited (trading as AA Breakdown Services).

Relay Plus is underwritten by Acromas Insurance Company Limited. Acromas Insurance Company Limited is authorised and regulated by the Commissioner of Insurance, Financial Services Commission, Gibraltar, and regulated by the Financial Conduct Authority, United Kingdom. Acromas Insurance Company Limited is a member of the Association of British Insurers. Head Office: 57-63 Line Wall Road, Gibraltar. Registered Number 88716 (Gibraltar). UK brand address: Acromas Insurance Company Limited, Enbrook Park, Folkestone, Kent, CT20 3SE. Automobile Association Insurance Services Limited is an insurance intermediary authorised and regulated by the Financial Conduct Authority.

Registered Office: Fanum House, Basing View, Basingstoke, Hampshire RG21 4EA. Registered in England and Wales number 2414212. †

BCC_0617

ACCOUNTANCY

Whybelongs risk management in your business plan

1

by Dan Morgan, Partner at Haines Watts

Do not silo risk MANAGEMENT There is tendency to departmentalise and silo risk. Finance directors manage cash flow and funding risk, sales managers deal with customer acquisition, marketing guards against ‘reputational risk’, HR deal with human risk. The problem is that unless you assess how these risks interact with one another you potentially set yourself up to derail your strategic plan.

B

usinesses confront risk almost daily and most business owners recognise the importance of having a plan to manage risk. In the current climate where cyber risk, fraud and data breaches are regular news events, we’ve seen risk management move up a few notches on business owner agendas.

The current approach to risk management seems to treat risk mostly as a compliance issue that can be addressed by putting in place policies and rules which employees are trained on and expected to follow.

While rules are necessary and can reduce some risks, particularly when tackling internal issues like fraud, security breaches, health and safety violations – this approach doesn’t always serve the business well in relation to managing external or strategic risks.

There is a real need to connect risk management policies and practices with the strategic planning process in the business.

Three areas to consider when reviewing your risk management plans:

At Haines Watts, we go beyond traditional accountancy and work with you to help you develop your future strategy and risk management practices, drawing on our experience of support to a wide range of other owner-managers.

Surrey offices in Esher and Godalming www.hwca.com/accountants-esher

Consider an example where your strategy aims to reduce the number of small value customers you have in favour of a few high value contracts. If one high value contract defaults, have you prepared for the impact that could have on revenue?

2

Tackling the risks BEYOND YOUR CONTROL

External risks whether natural disasters, environmental or political can be harder to predict and prepare for. The probability of these occurring is also relatively low and infrequent, hence these risks are often overlooked or side-lined in planning discussions.

In today’s climate of uncertainty we would argue that it is crucial to develop practical methods to assess the impact of external risks on the progress and performance of your business. If for example your business is heavily reliant on imported goods, have you stress tested the impact of currency fluctuations on your cash flow, ability to meet customer contracts, keep your production line flowing and staff employed?

3

Risk demands ACCOUNTABLE LEADERS

The business owners I work with usually have a can do, optimistic outlook. Focusing on barriers, threats, failure is often counter-intuitive and many owners are reluctant to spend time and resource on preparing for ‘what-ifs’. The responsibility is delegated to managers, who in turn shy away from raising controversial views or proposals on planning for risk.

Ensuring that you build a culture in which risk management is taken seriously and included in the conversation at the highest level, be it with a board, your advisers or simply considered by you as an owner-manager, is crucial to protecting your business and your future.

Strategic risk management, built into your business plan should not render your business inert, but should give you the confidence to make bold moves and drive your business forward with a far clearer understanding of which threats to be wise to.

SURREY CHAMBERS BUSINESS

17

As with all investments, your capital is at risk

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Contact us to arrange a complimentary consultation Visit www.pmw.co.uk or call 01372 471550

LEGAL

NDAs are typically commercial agreements designed to protect trade secrets and confidentiality.

ROW NDAs about

The

There is currently a lot of comment surrounding the use of so called NDAs to shield perpetrators of abuse, harassment and discrimination from investigation into their actions. Might this affect how employers are allowed to use settlement agreements?

Simon Bellm, Partner at DMH Stallard, discusses.

U

nder the terms of such NDAs (non-disclosure agreements), individuals, typically employees, agree to keep complaints and allegations of misconduct confidential in return for a financial payment. Outrage has peaked following the disclosure that a prominent businessman, now named under parliamentary privilege as Philip Green, had succeeded in the Court of Appeal in relying on such an NDA to prevent the publication of allegations relating to his conduct. Theresa May would not comment directly on the case, but said some companies used such agreements “unethically”. She said NDAs should not silence whistleblowers and

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SURREY CHAMBERS BUSINESS

that the government would take action to make sure employees knew their rights.

One might wonder what the parliamentarians and press are referring to. NDAs are typically commercial agreements designed to protect trade secrets and confidentiality. However what they are talking about here are the confidentiality provisions that are found in nearly all settlement agreements that are routinely processed in their thousands every week by HR professionals, lawyers and union advisers. Might this affect how employers are allowed to use settlement agreements?

ACCOUNTANCY

The starting point is that the general criticism misses the point that the vast majority of such agreements are reached not for the sole purpose of silencing victims of bad or appalling behaviour. On the contrary their primary purpose is usually to record a compromise reached to avoid protracted internal processes or litigation. They are acknowledged as an integral part of the pre-termination negotiation process which employment legislators have introduced to facilitate amicable employee exits.

As part of those legitimate processes it is entirely reasonable that an employer should protect the confidentiality of such an arrangement. Often the agreement will be entered into without any admission of liability with neither the employer’s position nor the employee’s position having been accepted. It is in the interests of neither party for the debate to be continued publicly after compromise is reached. Similarly the confidentiality provisions protect the privacy of an arrangement that neither party may want to be made public.

The criticism also tends to ignore the fact that the employee will receive independent legal advice and will receive

To a significant degree the current legislation protects the whistle blower and the public when disclosure is genuinely in the public interest. payment in return for entering into the settlement agreement.

It is fair to say that the Court of Appeal, in its judgement, does not miss these points. They explicitly point out the legitimacy and benefit of settlement agreements, including the confidentiality provisions contained in them.

Of course, the use and regulation of settlement agreements should not facilitate inappropriate behaviour or protect the perpetrators of abuse, harassment or discrimination.

However, to a significant degree the current legislation protects the whistle blower and the public when disclosure is genuinely in the public interest. The Employment Rights Act 1996 makes any contractual term which seeks to prevent an employee from making a protected disclosure ineffective. Even where the technical requirements for a protected disclosure are not satisfied the disclosure may be lawful if the information being disclosed is sufficiently in the public interest.

Alternative approaches are also available to the government. The obvious point is that the focus should squarely be behind efforts to effect a cultural shift which challenges and ultimately extinguishes such unacceptable behaviour (perhaps starting in the House of Commons). Alongside this the government could introduce similar arrangements to those that currently exist for the compulsory reporting of safeguarding issues in some sectors or introduce reinforcement of the protection for whistle blowers similar to that which exists within the financial services industry.

Simon Bellm is a Partner at DMH Stallard, specialising in public, private sector complex employee relations and structural change issues. He can be contacted at t: 01293 558511 e: simon.bellm@dmhstallard.com.

SURREY CHAMBERS BUSINESS

21

Lagarde has described listening as a female virtue, and OFTEN WARNED AGAINST ‘HAIRY-CHESTED

SHOWING OFF”

ELEGANT AND

The Big STORY

CREDIBLE

Profile of IMF Managing Director Christine Lagarde. By Ian Trevett

I

n the late seventies and throughout the eighties, Labour’s hopes of defeating Mrs Thatcher in the polls could be easily sabotaged by the mention of a simple acronym - IMF. These three letters were enough to define the perceived economic trustworthiness of the party. After all, Labour was the party that had gone, cap in hand, to the International Monetary Fund, sending out the clear message that Britain was broke.

In 1976, the value of the pound was falling sharply and the balance of trade figures were causing concern. To save the pound collapsing, the government approached the IMF for a loan of $3.9 billion in September 1976 - the largest amount ever requested of the Fund. The price the UK had to pay was a commitment to cut public spending by $2.5 billion. They were dark days indeed.

The Chancellor at the time, Denis Healey, later claimed that the Treasury had grossly overestimated the public sector borrowing requirement, the key figure used during the IMF crisis, and that if he had been given accurate figures, he would not have had to ask for the loan. The government never actually drew on the whole loan, but the damage was done. And the memory of the fiasco endured. Some 34 years later, the new Chancellor, George Osbourne, laid out his plans for austerity by criticising Gordon Brown’s policies

Christine Lagarde is a planet with a powerful field of gravity, ORBITING THROUGH THE SKIES OF GLOBAL HIGH FINANCE” with the inevitable IMF dig: “I don’t think it’s unreasonable to say that this was the greatest failure of British economic policy-making for more than 30 years, since the IMF crisis of 1976!”

The IMF remains in the British psyche (at least when the Tories get their way) as a reference to financial failure, but few understand what the organisation actually does. The elegant Christine Lagarde, the current Managing Director of the IMF, is a familiar international figure, but do many people know what her role entails?

Christine Lagarde The warnings from Christine Lagarde could hardly be starker, as she addressed the IMF October summit in Bali. The world economy is at risk of another financial

meltdown. Governments and regulators have failed to push through all the reforms needed to protect the system from reckless behaviour and global debt levels have rocketed by 60% in the decade since the financial crisis, reaching an all-time high of $182tn. With Donald Trump ripping up international agreements and threatening trade wars, the collaboration required to attack a global recession may no longer be an option.

Lagarde declared: “History shows that, while it is tempting to sail alone, countries must resist the siren call of self-sufficiency – because as the Greek legends tell us, that leads to shipwreck.”

There is particular concern that rising US interest rates will leave vulnerable debt-laded developing countries unable to make the necessary interest payments.

Welcome to the world of the IMF. If you are looking for a cheery glass-half-full perspective then an IMF meeting may not be where the party’s at. But someone has to present a sober view of the global risks, and in Christine Lagarde, the IMF appears to be in safe hands.

Lagarde is currently half-way through her second five-year term at the helm of the IMF, and has largely achieved this without alienating any of the key players. When she applied for the post, she had the support of the British, Indian, United States, Brazil-

SURREY CHAMBERS BUSINESS

23

her presence is palpable. When we call somebody a star, we’re sometimes hinting that along with the glamour, there may be an element of fragility or caprice; Marilyn Monroe was a star. It would be better to say of Christine Lagarde that she is a planet with a powerful field of gravity, orbiting through the skies of global high finance, the first woman to be in charge of the world’s economy.”

As a high profile woman in a very male environment (in her interview for the IMF she had to persuade a committee made up of 24 men and no women), it is inevitable that her looks and clothes becomes a topic of debate.

ian, Russian, and German governments.

Just the small matter of China, who had complained about the European stranglehold on the job. The Observer’s Molly Guinness wrote: “Lagarde won round Beijing in an afternoon. Lunch with the central bank governor and a meeting with the deputy prime minister was enough to clinch it.”

To garner the support of every world power is almost unheard of. But Lagarde is formidable without being overbearing.

She was raised in an intellectual household. Her father was an English professor, her mother a Latin teacher. They hosted academic dinner parties and took her to the opera. The Telegraph’s Szu Ping Chan summises her upbringing: “Her background is solid French bourgeoisie: She grew up Christine Madeleine Odette Lallouette in Normandy, in a devout Catho-

lic family, lost her father at age seventeen, was a Girl Scout and a member of the synchronised-swimming team that won the French national championship in 1973.

A fellow swimmer, Marion Lassarat, remembers her as a team player even then, an able lifeguard and swimming teacher, good with little children—the very pattern of an ideal gold-star girl. Luckily, to dilute all this perfection, she was also known for being funny.

“She’s been a corporate lawyer but never an economist, and by her own account wasn’t distinguished in math. She’s been married twice, twice divorced, and has two sons in their 30s.”

One descriptor that always crops up when Lagarde’s name is mentioned is ‘elegance’.

Diane Johnson in Vogue wrote at the time of Lagarde’s appointment: “The force of

“She seems more at ease at global summits than on the benches of the unruly French National Assembly. IT IS HARD TO FIND ANYBODY WHO HAS WORKED FOR HER IN FRANCE OVER THE YEARS WHO HAS A BAD WORD TO SAY ABOUT HER.” 24

SURREY CHAMBERS BUSINESS

Diane Johnson asked her (in true Vogue style) how she creates her distinctive style: “Well, number one, I am lucky not to have changed much in size,” replied Lagarde. “I have three main places to get clothes: I’ll start with the most upscale, Chanel. There is a darling woman, Geraldine, who knows my taste and budget and what suits me; I call her and say can you pick out a few things, and she prepares some things for me to see. Then there’s Lisa at Ventilo; that’s a French label with lovely clothes.

And finally the English house Austin Reed; they make wonderful suits, business attire, very airplane-resistant and wearable.”

For every complimentary comments there is bound to be the bitchy backlash.

Paris newspaper Libération noted that “She is an upper-class woman cut off from common people and more preoccupied with her look than their welfare, the way such elegant, chic people are.”

Lagarde seemingly welcomes conversations about gender, and the uphill struggle faced by women. She is known to quote Madeleine Albright, the first woman to become a US secretary of state, who said: “There’s a special place in hell for women who don’t help other women.”

The Observer’s Molly Guinness addresses the issue: “‘For a woman at this level it’s probably more difficult than for a

The Big STORY

man,’ says Bruno Silvestre, Lagarde’s former spokesman at the finance ministry. ‘Christine has to be as good as a man, which probably means better than a man.’ In meetings, she listens to people very hard. Lagarde has described listening as a female virtue, and often warned against ‘hairy-chested showing off’ in international politics. At international law firm Baker & McKenzie, Eduardo Leite, who was on the board with her, says that Lagarde used to say to female lawyers: ‘Don’t try to imitate the boys. Be yourselves and support each other.’ She doesn’t flirt, but she does use her femininity, and she’s on kissing terms with many more people than the average French minister.”

It was at Baker & McKenzie where Lagarde made her name, quickly rising to chairman of the board, despite being warned she would never make partner in a French law firm as a woman. She was France’s Finance Minister when the banking crisis unfolded and she received plaudits for her calm and measured response.

net minister under François Mitterand.

Mr Tapie subsequently sued the French bank Credit Lyonnais which bought the stake, accusing the bank of defrauding him by undervaluing the company. The court battle was still rumbling on in 2007 when he switched sides and backed the centre-right candidate Nicolas Sarkozy for president.

Like all prominent figures, her reputation is not entirely without controversy. When she was the French finance minister in 2007, she stepped into a 14-year dispute between the French state and businessman Bernard Tapie. In 1993 the businessman sold his majority stake in the sports giant Adidas in order to become a cabi-

Sarkozy’s new Finance Minister, Christine Lagarde, intervened in the judicial case and ordered that the dispute should go to binding arbitration. Lagarde ordered a panel of judges to arbitrate the case, and the following year Tapie, was awarded €285m in damages, payable by the French state.

SURREY CHAMBERS BUSINESS

25

The Big STORY What does the

IMF do?

ACCORDING TO ITS MISSION STATEMENT, The International Monetary Fund (IMF) is an organisation of 189 countries, working to foster global monetary cooperation, secure financial stability, facilitate international trade, promote high employment and sustainable economic growth, and reduce poverty around the world. Created in 1945, the IMF is governed by and accountable to the 189 countries that make up its near-global membership.

It is best known as the lender of the last resort, the place where nations turn to when in a financial crisis.

However, the IMF aims to help countries avoid getting themselves in such a predicament. It monitors member country policies as well as national, regional, and global economic and financial developments through a rather sinister sounding system called surveillance. From this research, the IMF then offers advice and suggested policies to member nations. It also produces the Global Financial Stability Report.

In 2016, It helpfully suggested that voting for Brexit would have a negative impact on the UK economy.

But as Michael Gove pointed out, why should we listen to experts?

The list of nations that are currently borrowing or have extended credit lines with the IMF is frighteningly long. In recent months, Pakistan and Argentina have called in the IMF. Most of the countries seeking IMF help are in Africa and Central America, with Ukraine being Europe’s major recipient.

In December 2015, the decision was overturned and courts ruled that Mr Tapie should pay back the compensation.

Lagarde was charged with ‘Negligence by a person in position of public authority’, which carried a possible sentence of one year in jail. Although she was found guilty, there was no fine, sentence or indeed a criminal record. The executive board representing the IMF’s 189 member countries immediately reaffirmed its full confidence in Lagarde.

Above all else, the case was an embarrassment for Lagarde. Tapie was a notorious character, who had spent time in jail for attempted match-fixing when the owner of Marseille football club. Yet Lagarde survived in her job, largely because she had performed so professionally and credibly in her role. The Economist wrote that, “Ms Lagarde’s main strengths are a mix of hard-working professionalism, an appetite for technical detail, and an ability to get her way with charm rather than bullying.

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SURREY CHAMBERS BUSINESS

She often seems more at ease at global summits than on the benches of the unruly French National Assembly. It is hard to find anybody who has worked for her in France over the years who has a bad word to say about her.”

In 2014, The Economist launched a campaign for her to be selected as President of the European Commission, even though she hadn’t entered the race. The Economist railed against the “uninspiring list of Eurocrats”, and put its case: “One person—who is not a declared candidate—would be far better: Christine Lagarde, head of the IMF. She is a French former finance minister, yet her years in Washington dealing with the euro crisis, as well as running a huge law firm in Chicago, give her the clarity of an outsider’s view about what is wrong with the EU. A liberal, she would be keen to complete the single market, promote free trade and cut the burden of regulation. She is also a persuasive saleswoman in both French and

English, a bonus given her own country’s sour view of the EU and Britain’s possible referendum on whether to leave. “…The job now needs the skills of a technocrat as much as of a politician… The open support of Europe’s three main leaders would probably get her the job.

France’s president, François Hollande, is a Socialist, but he would surely welcome a French president. David Cameron knows he is far more likely to win a referendum with a reformer like Ms Lagarde as the face of Europe. Angela Merkel also wants a more open Europe, and her policy of appointing dull unknowns to EU posts has hardly been a resounding success… Pick the best woman for the job.”

In the end, the job went to Jean-Claude Juncker - and Britain made its choice.

How David Cameron must regret the EU’s failure to listen to the advice of The Economist and seek out the services of Ms Lagarde!

6

PEST CONTROL

SIMPLE

W

hen the nights draw in, and food and warmth become scarcer, rats and mice see our centrally heated homes as desirable nesting sites for the winter months. Cleankill is seeing an increase in rodent infestations at both business premises and households.

Managing Director, Paul Bates, says: “Once rats or mice are in your building, it can be difficult to remove them. As a pest control company that cares about the environment, we would like to see people adopting our six simple steps.

Prevention is always better than cure.”

1.

Make sure food is stored in sealed containers to stop rodents getting a free meal. It will often be the prospect of an easy meal that first encourages rats and mice into your premises.

2.

Good bin management. Make sure all discarded food is put in bags inside durable bins with lids

3.

Gardens are a good source of food and nesting materials. Make sure they are clean and tidy with grass cuttings being bagged and removed.

4.

Rats are climbers. People often forget how good rodents are at climbing. Make sure foliage, such as ivy and wisteria, is kept away from the walls of the premises, or at least does not reach the roof line, as they will use it as a highway to the safety of the attic.

5.

Remove sources of water. During winter this may be difficult but a rat needs 60 millilitres of water a day. If sources of standing water are removed from the garden or grounds, this will encourage them to leave your property.

STEPS TO A RODENT-FREE PREMISES Cleankill Pest Control is advising premises owners to adopt its six simple steps to avoid rodent infestations this winter.

6.

Check access. A mouse can get in through a gap the width of a pencil and a rat needs no more than a two-centimetre hole, so check air bricks and gaps around windows and doors to be sure they are protected. In addition, drains should have interceptors fitted to stop their use as routes into the premises.

Keeping your premises free from rats and mice during the winter months can be difficult. With these six simple steps, premises managers can make their properties less appealing to rodents, resulting in them being less desirable as winter residences for pests.

A professional pest controller will target treatments effectively, using a combination of poison and traditional traps along with proofing your property to block any entry points. This will help remove the problem, while keeping your staff and customers safe.

Paul adds one more note of caution: “If you suspect you have an infestation, don’t delay. Rat colonies can grow at an alarming rate and, where you may have thought you were only sharing your premises with one or two rats, you’ll soon find you are sharing with a very large family.”

For further information go to www.cleankill.co.uk or call 0800 056 5477.

SURREY CHAMBERS BUSINESS

27

EVENT REVIEW

HOW FLEXIBLE ARE OUR WORKPLACES?

In October Surrey Chambers of Commerce, alongside Business Women in Surrey (BWiS), hosted an event at the University of Surrey, discussing flexibility in the workplace. This event was a great celebration of progress, with a sprinkling of wanting more…

W

hen BWiS was created 6 years ago it used International Womens day as a way to surface some of the issues women were facing in the workplace. Often the discussion was based around a simple barrier; women were having to getting on in business. Some women left a decent corporate role because they need the flexibility to have children and part time or flexible hours, therefore director roles were simply not an option.

Many of our speakers told us of the glass ceilings they had successfully broken through, and how they had elbowed their way through their careers to achieve success, by working twice as hard as men, by being tenacious, overlooking the moments when they hadn’t been taken seriously, or worse still had been outrageously overlooked or discriminated against.

But things have come on a long way, the conversation has moved on, the number of women on boards and female entrepreneurs has grown and women are being taken more seriously than

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SURREY CHAMBERS BUSINESS

ever before. Topics like the gender pay gap and sexual harassment have quickly become headline news women don’t need to fight to be heard any longer.

The panel at the event reflected women from all types of businesses that had a need for flexible working including: • Cassandra McCarthy from Lovetts, juggles being Operations Director, Head of litigation with running a family.

• Amanda Shovelton from NatWest also juggles young children with being a Business Growth enabler and discussed how NatWest helped make that possible • Jenni Riley and her husband created an app that helps businesses access IT support at the touch of the button. Their app ITARMI is the ideal way for women to access the IT industry.

• Abi Bradbeer from University of Surrey – talked about how the university give her the flexibility she needs.

A Delegate’s View

MICHAEL HIGGINS, MANAGING DIRECTOR LOVETTS SOLICITORS Flexible working has been a hot topic for all businesses since Flexible Working Regulations were introduced in 2014, and this was one of the most interesting and engaging events I have ever been to with fantastic contributions from the panel. At Lovetts Solicitors we have become more open to flexible working and this fortunately resulted in Cassandra McCarthy joining Lovetts team in 2014 as a Solicitor. Cassandra also has to manage a young family. In order to balance work and family life, Cassandra works Monday to Friday with Thursday and Friday half days working from home. She is now our Operations Director due to her exceptional ability as a Solicitor and business woman.

During the BWiS discussion, Amanda from Natwest said that flexible working only works if there is give and take from both the employer and employee. That is absolutely correct. Cassandra goes above and beyond for the business therefore, the flexible working arrangement is the least we could for her.

For a business to survive, it has to adapt to a rapidly changing world. Although working 9 – 5 will work for most employees, it will not work for everyone. Failure to adopt flexible working risks businesses losing out on employing extremely talented individuals such as those that appeared on the panel.

BUSINESS IN THE COMMUNITY

GATWICK SUPPORTS

SCHOOL LINK-UP This year Gatwick has generously sponsored Chamber membership for six schools, enabling them to benefit from support provided by Surrey Chambers and their members.

U

nderstanding the financial challenges faced by schools, Gatwick has taken away this barrier and opened the door to the local business community. We are delighted at the Chamber to be able to support these six schools at their Careers Fairs, Apprenticeship Fairs and other activities requiring business input.

Paula Aldridge, Community Engagement Manager at Gatwick Airport said, “We are very keen to improve the potential career knowledge of young people.

The more they understand the needs of the workplace the better it will be for employers. By supporting their Chamber membership it will also encourage other businesses to get involved” Research shows that there is a significant gap between education and employment, with employers often com-

menting on the lack of employment readiness of young people.

Surrey Chambers of Commerce believes that young people need contact with the business community to gain valuable skills, knowledge and experience to complement their academic qualifications.

By providing schools with Young Chamber membership it helps to bridge this gap by putting the school at the heart of their local business community, supporting them in building relationships and the school’s brand and reputation within the local community.

Gatwick Airport strongly believes in the preparation of young people for their future careers and they deliver a number of initiatives, which are completely free of charge, to all schools. Two such projects are Learn Live and the Greenspace Project.

Gatwick Greenspace Project Thanks to Gatwick Airport’s relationship with the Gatwick Greenspace Partnership, schools can receive a visit from the project to deliver quality environmental education.

The workshops offer practical support for the development and use of school wildlife areas. They are highly practical and involve working outside in the school grounds. Typical activities include minibeast hunts, pond dipping, observation of invertebrates, identification of plants and animals, wildlife games, sensory games and craft activities.

They also help the children develop wildlife friendly areas around the school grounds through bee friendly planting, bird feeders and the construction of wildlife homes.

BENEFITS OF YOUNG CHAMBER MEMBERSHIP INCLUDE: • Press & PR opportunities to promote the school and its activities and achievements.

• Attendance at events to promote the school and build relationships with local businesses.

• Receipt of Surrey Chambers of Commerce member database • Direct access to invite businesses to school events • Promotion opportunities for recruitment of governors

GATWICK LEARN LIVE

Learn Live is an exciting programme bringing airport life direct and live to classrooms across the country.

Each episode covers a different theme and introduces students to the wide variety of careers on offer at Gatwick. It also includes videos and live interactive sessions where students can ask employees questions about their roles and careers. If any schools would like to sign up for this free monthly broadcast please register at https://learnliveuk.com/

SURREY CHAMBERS BUSINESS

29

A Santander Breakthrough Debate

FUNDING FOR GROWTH

PROMOTIONAL FEATURE

How do SMEs find funding for growth? Are the right funding opportunities available? And how will Brexit impact on lending? A roundtable was held with seven businesses from the region to discuss Funding for Growth...

How is your business involved in the SME growth funding market?

DAVID:

We provide funding for businesses who have got past the initial stage of creating a business and proving there’s a market. We aim to make the process straightforward. We recognise that it’s very hard when you’re running a business to find the time to produce the figures that you need to get debt from a traditional source. We can quickly help them to get an answer without taking any tangible security, which is often the biggest challenge for an SME business. We always take a personal guarantee online but that is the only security we take.

Maarten Hoffmann

David Budd Funding Circle

Facilitator, The Platinum Group

Our loans are funded by investors, up to 77,000 people, so we need to make sure that the owners of the business who borrow are at least tied in some way to paying back that money.

We partner with Santander and other Banks, to support businesses that are not yet able to raise bank finance or might need a little extra help.

VICTORIA:

I had a business account from Santander, but in truth I was absolutely clueless when it came to finance. When the time came when I needed to get funds into the business, I rang my Business Relationship Director and said, “I need to borrow £50,000, as I’ve got a contract with Debenhams - and they’re placing an order for 60,000 pieces.”

Victoria Green

Victoria Green Limited Santander Business Customer

30

My business is wash bags, beauty bags and make-up bags.

We will often take a large order from a big retailer a couple of times a year, rather than have steady flows of business.

I’ve developed a relationship with Santander and they’ve made the effort to understand my business and to pre-empt what I need in order to fund the business. My relationship director rings me up every month for an update.

Part of my funding is invoice finance, which I rely on the most.

SURREY CHAMBERS BUSINESS

BENJAMIN:

Victoria’s story is not unusual. Businesses often go through organic growth and then suddenly get a big order that they don’t have the resources to fulfil. Their Business Relationship Director will sit down with the owner and get under the skin of the business. It’s not a case of: “Send me your figures, thanks very much.”

It doesn’t work.

We want to understand the full picture so that we can find the right solution for them. This could be an overdraft, invoice finance, a loan, trade finance or asset finance. Maybe a combination of more than one.

ANDY: At Let’s Do Business we provide both start-up and growth loans from various sources including our own resources, LEPs or the tart-up Loan Company. My advice as an ex-relationship banker at NatWest, is always talk to your bank first if you need funding. Your bank should know how best to help you. If your bank can’t help you then you could look into other sources.

Andy Turner Let’s do Business

The funding landscape has changed beyond all recognition and there is a rich source of funds out there.

Your bank should be able to point you in the right direction.

HEATH:

We are an investment platform and we pool our investors together. We are also on the equity side, but our sweet spot is between £200,000 and £500,000. We have 2,000 sophisticated, high net worth individuals who have opted into our database. They’re all over the UK and we look for scaling in growth stage companies.

There are two things we look for: proof of concept and opportunity to disrupt the sector, and proof of revenue generation.

Heath Lansbury Shadow Foundr

Usually we specialise in tech and renewable energy, but we look at anything that’s got the ability to scale. If you can do it in London, you can do it in New York, Dubai and all around the world.

AMANDA: The aim of the Coast to Capital Growth Hub service is to help busi-

nesses in the region quickly find the most relevant support to address their growth ambitions. We will help you prepare your plans that will help increase your potential for raising funds to support your growth. If a business has a genuine need for funding for specific projects there can be grants for capital expenditure.

The Growth Hub is impartial and independent and that’s why it’s a very good reason to engage with an account manager because we’re not tied to anyone.

Laura Cockburn

BGF

LAURA:

BGF is the UK’s most active investor in growing businesses. Typically, we invest in companies that have revenues of more than £1m, across earlier-stage, established and quoted businesses.

We provide patient capital to entrepreneurs looking to get to the next stage of growth in exchange for a minority equity stake. So we don’t own, control or buy companies.

In addition to funding, we introduce management teams to senior business leaders or sector experts from our talent network as potential chairs, non-executive directors and finance directors – people with significant experience either in growing and exiting smaller companies or at large companies in similar industries. The companies we back also appoint a BGF investor to the Board.

Our capital comes from high street banks, which means our model is different from traditional private equity as there is no set timetable for generating returns. Since 2011, we’ve invested more than £1.7 billion across 250 companies, making us the most active investor in the UK.

Benjamin Earls

Amanda Geel

Santander Business

Coast 2 Capital LEP

It’s brilliant news that there are greater options for growing business own­ers. More alternative funding means the eco­system is richer and wider than it’s been previ­ously, but it can also create confusion as to the right route to go down.

We build relationships locally and immerse ourselves in local business communities so that when a business is seeking funding, we’re around to start the conversation.

SURREY CHAMBERS BUSINESS

31

A Santander Breakthrough Debate

FUNDING FOR GROWTH

PROMOTIONAL FEATURE

It’s about more than just funding…

LAURA: Our network is some 5,000 people strong – with every sector of the economy represented. What we find is that entrepreneurs want to stay in control of their business and get high-quality support along the way. That’s what attracts people to our model.

VICTORIA: If the funding comes with a support package, it’s a win-win. If you invest in a company, you want them to succeed and, of course, the company wants to succeed. As a small business owner, I would be looking more for that kind of support rather than just money.

Relationship or convenience?

ANDY: The alternative market has grown due to the ease of application for funding. You apply online and you can do it whenever you want, midnight if you want. And then it is the speed of decision. The alternative lenders have shaken up the market and perhaps made traditional lenders think of different ways of doing business.

BENJAMIN: Society has changed. Everybody wants everything now and they want an answer immediately, but we are seeing a lot of demand for more sophisticated loans – where businesses want larger loans and a relationship with someone who understand their business and can support them. Business owners often say: “I need you to help me find someone who can help me trade internationally.” Or: “I need you to introduce me to people who work in government grant schemes.” The alternative funding market actually complements what we are doing and we regularly signpost businesses to those alternative options.

VICTORIA: The thing that we’re coming back to time and time again is that it’s about the relationship that you have with the people that you’re working with - and it’s about them knowing your business and taking time to get to know your business. Meeting people you trust and know you can trust is a hugely important.

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SURREY CHAMBERS BUSINESS

ANDY: As a responsible lender we have a huge interest in the well-being of a business.

BENJAMIN: It’s worth remembering that Santander has ‘Relationship Directors’. I’ve seen many businesses where I’ve said, “Actually, we could maybe do a bit of bank funding here but it might be more appropriate for me to introduce you to Funding Circle or one of our other partners to explore what options they could provide with them. We want to support our customers with the best option for them.

DAVID: Every business has different options in terms of the relationship they have with the people who help them get finance. Within 48 hours we can get from the first conversation with a client through to loan offer and money in the bank and so it feels like they don’t need to go through quite a long process and journey. It doesn’t have to be this three month process of getting underneath the projections of the business, the business plan, because we work on their track record. They have an account manager holding their hand the whole way through.

HEATH: We are very much on the investor side of the fence but we have to work very closely with the entrepreneur to package up the proposition for our investors. So we have to work with both sides. We’ve got different types of investors and they’ve all got risk profiles. Some are sophisticated and they’ll go for the secure bridging type stuff, others have £100,000 that they’re happy to place £10,000 into ten different companies.

We started an access to finance workshop in the Midlands with grant funders, accountants and some angels. We look at all the different accesses to finance that people can have and help SMEs understand what sort of risks are involved.

LAURA: We spend a lot of time with management teams. Some companies we invest in we might have known for a few years and we’ve maintained the relationship until they’re ready for investment. Others – because they have a more immediate funding requirement – the investment process might be much quicker. We like to introduce potential investee businesses to other companies in our portfolio and across our network to hear first-hand about their experience in partnering with us.

WHAT DO YOU LOOK FOR IN A BUSINESS AND/OR MANAGEMENT TEAM WHEN SEEKING TO COMMIT FUNDS? AMANDA: There are actually quite a lot of events about access to funding. Access to finance, and understanding the different routes to finance, is a topic that comes up regularly, particularly with the chambers.

Education is very important. For instance in my role as a grant manager, I prefer to call the funds available as “tax payers’ money” rather “government money”, so everyone knows who’s paying for it. When it comes out of all of our pockets we might appreciate then that we’re all chipping into supporting a business. And people don’t treat the grants lightly.

BENJAMIN: We look for capable people who have a clear vision of what they want to achieve and know how they will set about doing it. Experience is invaluable too and helps to ensure that if things do not go as planned, the management team will be able to adapt and won’t be afraid to ask the Bank to help them to do this.

LAURA: The quality of the management team is really important to us and we’ll discuss things like historical performance as well as the plans for how they will use BGF’s capital to pursue growth. Ultimately, we want to understand their goals and ambitions, and how we can support this. We have streamlined the standard due diligence processes associated with private equity, making it much more efficient. And we identify people from our network that have really relevant sector expertise to help with this.

DAVID: We’re looking for a track record, both in the business and in the management team, and they will have shown the ability to generate cash to service a loan. We are a responsible lender and we do not over-indebt companies and end up ruining them down the line. We make sure that we lend in sustainable ways so that we can see what the business has done in the past and that they should be able to afford a loan we’re doing.

SURREY CHAMBERS BUSINESS

33

A Santander Breakthrough Debate

FUNDING FOR GROWTH

PROMOTIONAL FEATURE

HEATH: Our process is similar, we are always looking at the track record. We then go more into the valuation of the company and how they can justify the valuation. It’s the owners and the people that our investors will back at the end of the day. We put a CV together on everything that the entrepreneurs and the founders have done previously, to see if they’ve got a business mind. Because we’re FCA regulated we have to put a fully authorised information memorandum document which goes into huge amounts of detail.

We’re in a very high risk space. On the equity side we don’t have the debt side secured and our investors know that but there is a way to mitigate their risk by going through all of these checks.

WHEN IS EQUITY THE RIGHT SOURCE OF FUNDING FOR A BUSINESS?

HEATH: Usually in the early part of the journey because the SMEs are going through trialing where it will disrupt. They have to do the trial and error part. They have to come to the table, though, before they go to anyone with a proper plan in place and know exactly what they’re going to be doing. You’re not always going to have these cash flow projections that are going to be on the money.

It’s all about the plan AMANDA: Coast to Capital has a partner called Finance South East and they look after our trade finance, our mezzanine debt fund and the Escalator Loan. I look after the grants available. A grant is a very opportunistic form of funding and I regard it as debt substitution.

I’m very risk averse.

If we are offering a grant of say £170,000 then I would expect a robust business plan.

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SURREY CHAMBERS BUSINESS

ANDY: The accounts are important, but for us it’s all about the non-financials. We’re very much windscreen rather than rear-view mirror, so we try and find reasons to lend, to do something rather than not. So for a start-up loan, for example, where they may be little or no track record it’s all about the people we meet in terms of their skills, their blend, what product or service they’re offering, what marketplace they’re in and how much they’ve thought about it.

DAVID: When I was working for a bank, and clients were looking for large amounts of debt, we’d go through the whole process.

What is really refreshing with the way that Funding Circle work is that for any owner-managed business, the most valuable resource they have is their time. Putting together a comprehensive business plan, projections going out over three years of paying it back, all those assumptions, is hugely time consuming. If our underwriters can see a business has already been trading successfully and is generating cash, it’s a strong sign they can afford a loan. We don’t make them do anything other than give us information they already have, which is their annual accounts and bank statements and means they can get that lending very quickly.

AMANDA: A grant should not be the first and only source of finance. A grant will only ever be 40% or 30% of the funding needed. It’s about project financing. It’s about funding a project, not about funding your business. People shouldn’t say: “I need that money next week.” We are not offering an overdraft facility. It’s free money and it can unlock other funds because we de-leverage. For instance, your bank might say: “If they give you a grant then our appetite is a bit more comfortable.” The grant is for capital equipment It’s all asset based.

HEATH: We like any company that has gone through the wringer to get a grant because so much work is being put in. As we’re in that scaling phase, it works really well if you can work with a grant and equity.

DAVID: With a business plan, the real test is in a year’s time when you go back and see that business. Does it look exactly the same as when you last saw it? Or are the pages worn out, are there scribbles all over it, because that’s a live business plan.

AMANDA: A business plan is not a one-off document.

Once all that hard work has been done it can be used to help the bank release funds. They will realise that this a serious plan and not one that was rushed through. I waste my life reading poor plans.

BENJAMIN: It is all about management. The really good management teams will ring you up half way through the year and say “Do you know what? We’re 25% ahead of our projections, so we’re going to re-do our plan for the next six months, do you want it?” It all boils down to the strength and the ability of the management team and then the figures will follow off the back of what they do.

VICTORIA: I look at my growth plan every week. Like David said, it’s a living document that I use in order to see where my business is going.

BENJAMIN: I gave a talk at an event that was for SMEs that wanted to obtain bank funding. I asked “What sort of MI do you keep? What could you provide the bank on a quarterly or monthly basis?” And most of them turned around and said “My accountant does my accounts every year.” How do they know how much profit they are making or whether they are even making any?

It’s surprising how many don’t keep up-to-date information.

LAURA: For any funding you need to have that rigorous, robust growth plan so that you can show an investor where is it that you want to get to. This is really important.

VICTORIA: I did a business accelerator recently and asked people to put their hands up if they had a business plan, a cash flow forecast and a profit-and-loss forecast? Most people there didn’t. I don’t understand how you can possibly run a business and not know whether or not you can afford a nice shiny new MacBook Pro. BENJAMIN: The best management teams will send me a regular upstate cash flow report showing where they are right now and the forecast for the next three months. On the front page the FD just writes a few little bullet points that will say “Sales up by 20% because of X. We’ve gone over on costs because of Y.” It’s invaluable because they all know exactly where they are, the bank knows where they are and any other funders know where they are. And it is just a simple snapshot.

Alternative Funding – Complementing the banks?

AMANDA: There’s also the fact that people are willing to invest £500 or £1000 in crowdfunding because the savings rates have been so low for so long.

DAVID: If you are an established business that has a track record that you know what you’re doing and you can show that you are a credit worthy business we can lend to you. Bank managers have told me how impressed they are when they put a business in our direction and the next day they’ve got a lending offer on the table, which is incredibly powerful when sometimes businesses need to move quickly.

BENJAMIN: Technology has shortened the timeframe of near enough everything. You can do everything from your iPhone. Generations of business owners are coming through and saying: “Why can’t I get a loan that I need tomorrow?” The rise of alternative funding is down to advances in technology. That’s good and fine for small simple loans but larger, more complicated loans require a Relationship Director to come out and look through the figures with the business owner. People want things fast - we are very adaptable and we can be fast too!

DAVID: In terms of the opportunity for investors, it’s been very compelling. Generally the returns to investors have been between 6% and 7%. We’ve shown over an 8-year history that our bad debt and loan loss rates are very low, just above 2% at the moment. And on unsecured debt that is very good. We charge customers a fair cost for borrowing the money based on the perceived risk of that company and the investors who put their money in get a fair return for the risk they’re taking. We have major institutions like hedge funds, and pension funds lending on the platform. The British Business Bank alone has lent over £80m through Funding Circle.

SURREY CHAMBERS BUSINESS

35

A Santander Breakthrough Debate

FUNDING FOR GROWTH

PROMOTIONAL FEATURE

BENJAMIN: It’s a medium risk investment for them between cash on account and the stock market. If fills that medium risk gap.

HEATH: The big thing for us is opening up possibilities for normal people who may not be hugely sophisticated in terms of investing. They might have £30,000 or £40,000 over a year to be investing in high risk opportunities but they’ll get tax breaks on the way. The government has done very well to stimulate this market with tax incentives.

LAURA: There has been a growth in alternative funding - on the supply side from investors, and on the demand side from companies. Both sides had an appetite for something a bit different. I would put BGF in that alternative fund­ing network. We were set up in 2011 and are doing something different. In fact, we’ve just won a Queen’s Award for Innovation, the first financial services compa­ny to do so because we’ve brought something new to the market.

ANDY: The success of the alternative lending market is because of the sheer number of people and providers you can go to and the flexibility in terms of finance; it’s the speed of response, it’s the ease of application and you can apply whenever you want to. And then there’s the unofficial marketing and networking side. You go and play tennis or squash or football with somebody and you say, “I want some funding for my business.”

“Oh, I got my funding through x, y or z.”

HOW DO YOU FUND INTERNATIONAL EXPANSION? WHAT ARE THE IMPACTS OF CURRENCY FLUCTUATIONS? BENJAMIN: Currency movement are always a risk that the bank takes into consideration. Do we need to look at currency hedging? Do we need to look at putting risk management in place to try and mitigate that risk for the customer so that they’re not getting huge peaks and troughs in cash flow?.

We want to make sure that it’s as smooth sailing for them as possible by identifying and mitigating every risk possible.

VICTORIA: We just launched in one of the biggest department stores in Australia called Myer and they pay us in US Dollars. One of our strategies is to sell in Dollars so that we’re not having to exchange that currency. We source from China but we pay in US Dollars. In the UK we get paid in Pounds but obviously the fluctuations in the exchange rate have massive effects on us. After the Brexit vote we were paying 20% more overnight for our products. The bank helped me as I have a foreign currency account so I don’t have to change the currency back into Pounds. It can just sit in my account.

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SURREY CHAMBERS BUSINESS

BENJAMIN: There are various options that the bank put in place for customers who trade internationally. For example, a currency account where, if you are buying and selling in Dollars, there is no exchange rate risk. We can set various alerts, for example “When the Dollar has reached x amount you said you wanted to pull money out. What you’ve suggested now is the right time to pull it out. How long do you want to hedge for? Are there contracts coming up?” Again, it gets down to understanding the business, and supporting the business owner where possible to keep them safe and make their money work for them.

LAURA: We work with lots of companies that use our funding to expand interna­tionally. They also tap into the support of people or businesses in our network who have experience in certain geographies or markets – there is a lot of shared learning.

DAVID: A lot of very good businesses grow at first because of the energy of their founder, but then they get to a certain size where they need more staff and help, but they often fail to recognise this. Bringing in another resource means that you are bringing in extra cost and reducing your profitability for the short term. And I always think that’s the riskiest time for a business.

Do small business fail due to lack of funding?

AMANDA: Growing too fast is equally a killer of businesses as growing too slowly. I’ve seen small businesses overwhelmed when their first big order comes in and it made them go bust because they couldn’t cope.

If they’ve overcome adversity, I say put it in the business plan because that to me shows you’re resilient. A lot of businesses throw the towel in, particularly if there are only one or two people involved. There are a lot of reasons why people don’t succeed and it’s not always access to finance.

LAURA: Funding won’t eradicate business failure, which is an inevitable part of the business ecosystem. But it can certainly help provide the platform for future growth and expansion.

We look at the reasons why some businesses are successful.

Sometimes it’s the IP, a difference in service provision or a really fantastic product – more often than not, it’s about management and leadership.

DAVID: Sometimes, if you don’t find a way to grow quickly, someone who has got better resources will just steal your idea and take it. I hate seeing that because you’ve got so many wonderful entrepreneurs who just don’t have access to the funding. It’s always worth looking at those options.

BENJAMIN: That always comes up on Dragon’s Den where they say “What’s to stop Tesco making 10,000 of these and blowing you out of the water” and you see people going “Oh yeah, actually, didn’t think about that.”

How will Brexit impact on the sector?

DAVID: In every recession there are great businesses that continue to trade well because their business owners have plans.

Finance directors are now shoring up their balance sheets so that they’re ready for that, and they will take advantage. It’s potentially going to be a challenging trading landscape but the UK does not create goods that are the same as everyone else’s. We have massive added value, we have great skills. That’s why businesses come here and that’s why people buy from us. We will continue to thrive as an exporting nation.

BENJAMIN: The Bank will continue to be open for funding – we always are – but we are asking our clients to help us to understand: “How do you think Brexit will impact you? What are your plans?” The impact can be seen to be sector specific. For example, in the hospitality, food and drink sector, one of the biggest worries is staff, and those that trade internationally are worried about currency fluctuations. We are working with our customers to understand the ways in which we can support them and mitigate these risks.

LAURA: Many of the entrepreneurs and business leaders that we speaking to aren’t deterred by the broader uncertainty. They are focused on leading their business, and have faith that they can continue to grow through difficult times, and that new opportunities might arise.

VICTORIA: I agree that it’s about being agile and flexible and identifying the risks in your business early on and making sure you have a plan. Currently we manufacture in China, so I’m looking at the possibility of manufacturing in the UK. I’m not saying we will move our manufacturing base but it’s just talking to people and being prepared.

AMANDA: When we are looking at for the growth grant next year we are already thinking: “Do we need to review or modify our criteria?” But it all depends on what business confidence is like and what’s happening because the growth grant is predominantly taken up currently by manufacturers. I do think all small and medium sized businesses need to be aware of and plan for different BREXIT scenarios.

SURREY CHAMBERS BUSINESS

37

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A Santander Breakthrough Debate

FUNDING FOR GROWTH PROMOTIONAL FEATURE

ANDY: My general perception of the economic marketplace is the closer you get to ‘No Deal’ Brexit the more people will tend to become risk averse. I think the alternative lending market would be the first place that suffers with a lack of demand.

People will trench back. I don’t think people with relationships with banks will trench back.

LAURA: We are in for the long term. We don’t have set timelines for when we need our money back. It is up to the Board of the company to decide when is the right time to exit. So if we see some ups and downs, we can ride our way through them and then find the right time to exit.

AMANDA: You take that optimistic view. I’m surprised the consumers aren’t on their knees already but they still seem to be spending money. But if the consumers stop spending it will become a worry.

HEATH: Sometimes when windows close other ones open and we’ve just got to be open to that. No-one really knows but there is always opportunity and if you’re open to finding it then it’ll happen.

DAVID: The issue is that there’s still the uncertainty, and there has been uncertainty for such a long time. If we knew it was a hard Brexit then everyone will just take into account a new way of playing and go from there. It’s the unknown that’s stopping investment. Ultimately both sides of Europe want the status quo apart from a small number of politicians, and everyone is actually working to find a way to keep that happening.

VICTORIA: For us the risk is the massive changes that are happening in retail.

Brexit is actually down the agenda for us. Everything is changing so fast.

BENJAMIN: The high street is dying but new van purchases are going up and up because of the rise of online shopping. Delivery companies cannot buy vans fast enough to keep up with the likes of Amazon and Asos. One window closes but another opens.

HEATH: After 2008, everyone just weathered the storm and went through it.

DAVID: The British public are very resilient. Something will get thrown at them and the British public just seem to roll their sleeves up and get on with it.

LAURA: And British entre­ preneurs are probably up there in the most resilient, the most determined.

If you’re interested in finding out more about how Santander can support your business, please contact Colin Berkeley on colin.berkeley@santander.co.uk or visit santander.co.uk/business Opinions given in this article are those of the authors and Santander is not responsible for views expressed. The opinions are taken as part of the discussion with a number of local businesses.

TOWN PROFILE

DID YOU

know

?

Nearly 40 years ago three school

friends from Woking, Paul Weller, Rick Buckler and Bruce Loxton, went onto become one of Britain’s most respected Mod bands, The Jam.

MODS, MOTORS AND MARTIANS With its sci-fi past, cutting-edge motoring technology, and ambitious urban development plans, Woking is certainly looking to the future

A history IN BRIEF For about 150 years from the middle of the 15th century, Woking was a royal residence, with the palace being about one mile to the east. Steeped in history, Woking has been home to numerous historical figures including King of England Henry VIII (1509-1547), who resided at the former Beaufort Manor.

Inherited from his mother, Lady Margaret Beaufort, who obtained Beaufort

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SURREY CHAMBERS BUSINESS

Manor in 1466, Henry VIII began the process of converting the house into a palace, known as Woking Palace. The royal residence consisted of a great hall and extensive ancilliary buildings within a double moat, and was used by royalty during the Tudor period; the remains of which still stand today.

Woking was mainly a market town during the 17th century and a market house was built in 1665. However with the loss of royal connections, the area lapsed into a backwater and was later superseded by the railway town and the associated growth of recent times.

DID YOU

?

know Brookwood Cemetery is the largest cemetery in Western Europe.

When it opened in 1854 it was the largest cemetery in the world. The cemetery contains the graves of more than 1,600 servicemen of the British Empire in the First World War and over 3,470 from the Second World War.

VICTORIA SQUARE

2019

• Building envelopes will be completed.

• External landscaping works to begin and be completed.

• Retail units Fit-Out complete and handover.

• Hotel to be completed for Fit-Out to begin.

• Victoria Square Opening in Q3 2020.

2021

• Cladding for both residential towers begin.

• Internal Fit Out of all buildings begin.

• A new glazed roof will be installed in Victoria Square.

• Hotel cladding completed in Q3 2018.

2020

BUILD MILESTONES

Regeneration

• Complete Fit-Out for apartments and occupation.

• Hotel opens.

Woking town centre’s new £500 million physical transformation is fast taking shape and is on track for phased completion in 2020.

Since demolition, initial groundworks and construction on the major Woking investment officially began last year, residents and visitors are now seeing a stunning new skyline rapidly develop as build work moves higher.

At 34 stories high, two iconic apartment towers and a new 23-storey Hilton Hotel are part of the town’s new Victoria Square development which includes 429 apartments and 125,000 sq. ft. of new commercial space.

Construction giant Sir Robert McAlpine is spearheading the major building project, which is part of a joint venture between Woking Borough Council and shopping centre owner and investor Moyallen Group. A family-owned company, Sir Robert McAlpine have worked on some of Britain’s biggest projects, including the O2 Arena and Olympic Stadium.

Anchored by a new Marks & Spencer food and clothing store across 50,000 sq. ft. Victoria Square will also include a multi-storey car park, a medical centre and two public plazas and will open in September 2020.

The new 189-room flagship Hilton Hotel, which will include a new lobby bar, all-day dining restaurant, stylish Sky Bar, conference facilities and an onsite café, is also on track to open on schedule in September 2020.

Plans for the all-new Victoria Square retail, residential development and hotel, which were first proposed in 2012, play an integral role in Woking’s transformation. Woking Borough Council leader David Bittleston said: “I’m delighted with the excellent progress being made in delivering a visionary and ambitious investment project which is not only providing a platform for further investment and opportunity, but which is already strengthening Woking’s position as an exciting and compelling destination in which to live, work and invest.”

3

TOP PLACES TO WORK, NETWORK OR HOST

1 2

The Light Box This exciting contemporary venue hosts com-

munity arts events and professional, touring exhibitions. It houses a museum, offers an education studio and The Ambassador Room – a tranquil setting for meetings and small conferences.

H.G Wells Conference and Events Centre

A state-ofthe-art conference facility which can cater for up to 800 people, holding major events ranging from exhibitions, dance and drama productions to dinner dances.

Something Big This boutique design agency has opened up

3

its offices to their clients as well as local business and industry friends as a place to network and do business from. Complete with hot desk areas, meetings rooms and an auditorium which seats up to 100 people, Something Big’s shared workspaces are a creative hub in the heart of Woking.

W

TOWN PROFILE

ONDERFUL ORLDLY

OKING

From land to space, worldly Woking - or more precisely,

OUR #1

Visitor attraction Opened by Sir David Attenborough in 2013, the WWF Living Planet Centre is the UK headquarters for the WWF and is one of the greenest buildings in the UK. Here you will find out about the secrets of the natural world and can immerse yourself in the sights and sounds of nature through four sensory zones. This award-winning eco-building is not only the heart of the WWF, but is an education centre and unique venue and work space complete with auditorium, boardroom and meeting rooms.

With a mission to create a world where people and wildlife can thrive together, the WWF are finding ways to help transform the future for the world’s wildlife, rivers, forests and seas; pushing for a reduction in carbon emissions and pressing for measures to help people live sustainably.

Horsell Common - is where the martians first landed in the science fiction novel The War of the Worlds. The novel’s author H. G. Wells was living in Woking when he wrote the book, and much of the early story is set in the area. The novel, which centres on an alien invasion of Earth, is still considered one of the earliest success pieces of sci-fi writing. Wells himself resided in Woking when writing the book and it served as his inspiration. To celebrate H. G. Well’s novel, a seven foot stainless steel Wellsian Martian Tripod was unveiled in the town centre in 1998.

DID YOU

know Pride comes to Woking

?

Plans are currently underway for Woking to host Surrey’s first ever Pride event next year on August 10th 2019. Up until now, there has never been any Pride celebrations within the county and Woking is proud to be the first town to hopefully kick-start this change.

Recruitment Round the Clock

Clockwork Recruitment is a dedicated agency with dedicated people and achievable results.

C

lockwork Recruitment was established in 2009 by Rachel Oliver and will be celebrating 10 years in the industry in 2019.

Rachel, having been in the recruitment industry for 25 years, and her team at Clockwork Recruitment pride themselves on their extensive experience and promise to provide a high quality service every time.

Their success comes from their continued understanding of the local job market, current trends and the ever-chang-

42

SURREY CHAMBERS BUSINESS

ing work environment, together with a commitment to always supporting the job seeker’s and employer’s needs.

The team commit themselves fully to both their candidates and clients, providing permanent, temporary and contract office recruitment; taking time to get to know them and respectfully understanding their individual requirements. They pride themselves on tailored, cost effective recruitment solutions and building long-term relationships that continue to go from strength to strength.

Alongside their recruitment services, Clockwork Recruitment also offer HR and recruitment audits, HR seminars, college and school careers advice, careers fairs and outplacement services.

To find out more, please call 01483 331382

CMPP Woking gains momentum Community Matters Partnership Project (CMPP) Woking is bringing businesses from across the Borough’s wide commercial base together to support health and wellbeing in our community.

Earlier this year, CMPP Woking held its first ever steering group meeting and has already seen the fruits of its labour at the inaugural “Give & Get” day in June, bringing new life to the garden area at Brockhill Extra Care Sheltered Housing Scheme.

running has been amazing and it’s their continuing support that’s giving us the momentum we are enjoying. What is incredible is that CMPP has no staff and no offices, it is literally fresh air until we pool our resources and make things happen.”

Volunteer teams from member businesses rallied together to revive garden furniture and provide new plants while some CMPP members played bingo with residents.

Mark continues: “In my opinion our network represents the cream of the companies in the Borough, they understand the positive impact they can have on the local Woking community and are not just talking about it. They have rolled their sleeves up and are delivering it!”

Helped by the founder of CMPP, Tracy Jarvis, members have developed a mission statement, key messaging and fundraising plan. The group’s founding principal is that any charitable activity undertaken by the project should support Health and Wellbeing within the Borough. “Creating a space in Brockhill where residents could enjoy socialising and enjoying nature definitely ticked that box”, said Chairman Mark Warner, MD of Headline Design and Print.

In July, Asahi Breweries hosted the project’s first social event. Asahi Corporate Affairs Manager, Tom Harding, gave guests and members an insight into the value of being a part of CMPP Woking, and Mark highlighted the project’s achievements so far: “The hard work and efforts of partners to get CMPP Woking up and

20

Meanwhile, a steady drum beat of activity has helped to grow the fund, which can be used to deliver volunteer projects or provide grants to charities. #DressDown4Woking day was the first fundraiser. A Pub Quiz in July brought 80 people from different businesses in Woking together at The Ogilvy pub in Chertsey Road, Woking.

Individual business have also been working at filling ‘the pot’, including a silent auction as part of a Clay Pigeon Shoot Challenge in August, organised by Carol Miller Media in Partnership with BNI Woking.

To find out more about the CMPP Woking and how to get involved as either a local business or charity, visit www.cmppwoking.org.uk

TOWN PROFILE

The McLaren Technology Centre, Woking

Surrey speed KINGS

One of the most exciting companies in the Woking area is McLaren Automotive - the creator of some of the fastest and most exciting supercars in the world.

The McLaren Technology centre in Woking is a dramatic space-age building surrounded by a lake and comprising acres of glass and tile and an array of some of the world-beating Formula One cars they have produced

44

SURREY CHAMBERS BUSINESS

over the years. Whilst the F1 team are in the doldrums at the moment, their road-going cars are winning awards and have set the world alight with excitement.

In this very magazine, our Motoring Editor has reviewed the 570s and the sensational 720s in recent months and we eagerly await the latest piece of automotive art, the McLaren Speedtail. This fusion of science and art is McLaren’s first ever Hyper-GT and the fastest road car ever produced with a top speed of 250mph with 1036 bhp. They will not reveal the acceleration figures yet but it will be in the region of 0-62mph in around 2 seconds.

The company was formed by New Zealander Bruce McLaren and they won their first Grand Prix in 1968 and they are the second oldest and most successful F1 team after Ferrari.

The company was taken over by Ron Dennis in 1981 and this saw the start of their most successful period on track.

The company’s future seems assured with their products gaining applause and sales around the world and is now recognised as one of the pre-emient supercar manufacturers on the planet.

The success of any business voyage lies in depth of experience and knowledge Chartered Accountants, Business and Tax Advisers • • • •

Business Services Audit and Assurance Private Clients Wealth Management

01483 755399 info@hamlyns.com www.hamlyns.com

NEW SELF CONTAINED INDUSTRIAL/ NEW SELF CONTAINED INDUSTRIAL/ YARD – WAREHOUSE UNIT WITH WAREHOUSE UNIT WITH YARD – Prime 24, Lyon Way, Frimley Prime 24, Lyon Way, Frimley n 24,327 SqFt

GRADE A REFURBISHED OFFICES IN CENTRAL WOKING TO LET n n n n n n n n n

NEW INDUSTRIAL/WAREHOUSE DEVELOPMENT – NEW INDUSTRIAL/WAREHOUSE DEVELOPMENT – Phase 4 Henley Park, Pirbright Road, Normandy, Nr. Guildford Phase 4 Henley Park, Pirbright Road, Normandy, Nr. Guildford n 3,500 – 27,651 SqFt n n n n n n n n n

24,327 SqFt Secure yard.

Secure yard.

Easy motorway access.

Easy motorway 8m eaves heightaccess.

8m eaves height Self contained offices.

Selfagent contained offices.

Joint – Savills.

Joint agent – Savills.

Second Floor, 6 Church Street West, Woking OFFICES TO LET OR FOR SALE – • • • • • •

OFFICES TO LET ORFarnham FOR SALE – Endeavour Place,

n 70,679 sq ft n ft n 70,679 5 Rollersqshutter doors n Roller shutter n 5 5.3m Eaves risingdoors to 8.0m

INDUSTRIAL/ WAREHOUSE UNIT TO LET

Eaves Eaves rising to 8.0m n 5.3m

HIGH QUALITY WAREHOUSE/ Byfleet Industrial area within n Located on the popular PRODUCTION 3 miles Industrial of the A3area and within M25.

UNITByfleet TO LET 3 miles of the A3 and Office M25.

Weybridge EavesCar parking spaces n 185 n Cargated parking n 185 Secure car spaces park n carpopular park n Secure Locatedgated on the

Byfleet 71, Weybridge Office Abbot Close, Byfleet Unit B2 Kingswey HIGH QUALITY WAREHOUSE/ PRODUCTION UNIT – Business Park, Forsyth • HIGH 70,679QUALITY sq ft WAREHOUSE/ UNIT – Unit B2, Kingswey Business Park,PRODUCTION Forsyth Road, Woking Road, Woking • 5 roller shutter doors Unit B2, Kingswey Business Park, Forsyth Road, Woking n 8,076 sq ft • 5.3 m eaves rising to 8 m • 8,076 sq ft ft n 8,076 • 185 car parking spaces 29 Carsqparking • 29nparking spacesSpaces Car gated parkingshared Spaces • Secure gated yard n Secure rear • 6 n m 29 eaves • Located on the popular n Secure gated shared yard/loading area • Secure gated rear yard/rear Byfleet yard/loading areaheight 6m loading area eaves n Minimum • Industrial area within • Full height electric n Minimum eaves height 6m n Full height electric roller 3 miles of the A3 and roller shutter door n shutter Full height electric roller door M25 • Fullyshutter fitted offices door

Camberley Office

HEADQUARTERS OFFICE BUILDING – HEADQUARTERS OFFICE BUILDING – Chester House, Farnborough Aerospace Centre Chester House, Farnborough Aerospace Centre n 7,267 sq ft - 20,268 sq ft. n n n n n n n

David Bowen David Bowen dbowen@curchodandco.com dbowen@curchodandco.com

46

Farnham Office Farnham Office

Matthew Seary Matthew Seary mseary@curchodandco.com mseary@curchodandco.com Nick Reeve Nick Reeve nreeve@curchodandco.com nreeve@curchodandco.com

SURREY CHAMBERS BUSINESS

7,267 sq ft - Location.

20,268 sq ft.

Prestigious Prestigious Location.

Parking at 1:180.

Parking at 1:180.on Market leading Market leading on site facilities. sitewith facilities.

Joint CBRE Joint with CBRE

Farnham Office Farnham Office

SELF-CONTAINED OFFICES TO LET – SELF-CONTAINED TORoad, LETWeybridge – Unit 5 Horizon Business Village,OFFICES Brooklands Unit 5 Horizon Business Village, Brooklands Road, Weybridge n 3,205 sq ft

MODERN INDUSTRIAL/ WAREHOUSE UNIT TO LET

n n n n n n n n n n n

3,205 sq ft Air-conditioning Air-conditioning Raised access floors Raised access floors Suspended ceiling Suspended ceiling Shower facilities

MODERN Shower facilitiesspaces INDUSTRIAL/ 12 Car parking 12 Car parking spaces WAREHOUSE UNIT TO LET Weybridge Office Weybridge Office

Unit 2 Oyster Park, Unit 7 Woking Business GRADE REFURBISHED OFFICES IN Albert CENTRAL – ChertseyARoad, Byfleet Park, Drive, WOKING Woking GRADE A REFURBISHED OFFICES IN West, CENTRAL Second Floor, 6 Church Street WokingWOKING – • 3,859 sq Second ft • 5,151 sq ft Floor, 6 Church Street West, Woking 4,284 sq ft • 6 parking spaces • Fullynrefurbished n 4,284 sq ftcoil units • 6.7 m eaves n New fan • 9 parking spaces New fan coil units • Electric roller shutter door • 24 hrn security n New suspended ceilings • Fully fitted offices • 6 m eaves n New suspended and LED Lights ceilings • Electricand roller LEDshutter Lights door n Fully accessible raised n Fully floorsaccessible raised n n n n

n Fully fitted offices n Fully fitted offices Woking Office Woking Office

Camberley Office Camberley Office

Electric doors. roller shutter doors.

Joint agent JLL. Joint agent JLL. Camberley Office

Farnham Office Farnham Office

INDUSTRIAL/WAREHOUSE UNIT TO LET – INDUSTRIAL/WAREHOUSE TO LET – Byfleet 71, Abbot Close,UNIT Byfleet Byfleet 71, Abbot Close, Byfleet

Available Autumn 2018 6 to 8 metre eaves height.

6Electric to 8 metre roller eaves shutterheight.

n Offices with comfort cooling. n Offices with comfort cooling.

Camberley Office Camberley Office

4,284 sq ft Endeavour Place, Farnham n 900 – 2,500 sq ft.

New fan coil units n 900 – 2,500 sq ft. n On site parking.

New suspended ceilings and LEDnlights On site parking. n Good quality modern Fully accessible raised floors n Good space. quality modern space.

11 on-site parking spaces n Flexible terms n Flexible terms Stunning new reception

3,500 – 27,651 SqFt 8 self contained units 8Available self contained Autumnunits 2018

WeybridgeOffice WeybridgeOffice

Gary Whitaker Gary Whitaker gwhitaker@curchodandco.com gwhitaker@curchodandco.com Richard Newsam Richard Newsam rnewsam@curchodandco.com rnewsam@curchodandco.com

floors 11 on-site car parking spaces 11 on-sitenew car parking spaces Stunning reception Stunning new reception

Woking Office Woking Office

Woking Office Woking Office

Richard Newsam Richard Newsam rnewsam@curchodandco.com rnewsam@curchodandco.com Ian Oswin Ian Oswin Ioswin@curchodandco.com Ioswin@curchodandco.com

COMMERCIAL PROPERTY

WOKING COMMERCIAL PROPERTY MARKET UPDATE

By Richard Newsam, Curchod & Co LLP

one-way system along Guildford Road and Victoria Road.

A

Predictably, the town centre’s renaissance, combined with the high-levels of demand from occupiers, has led to interest from investors and developers.

In September, it was announced that the freehold of AB InBev House, the 65,577 sq ft office property in Church Street, had been purchased by Mayfair Capital.

The property is held on a lease until next March and Mayfair Capital plans to refurbish and transform the property, bringing it up to modern standards by mid-2020.

It had been thought likely that, along with many other commercial properties in Woking, this property might also be converted to residential use.

s a whole, 2018 has been a very busy year in Woking’s commercial property market - with inward investment and new developments bringing new employment opportunities to the town.

– the provider of co-working office accommodation- agreed a ten-year deal on 40,000 sq ft of offices of Grade A office space at Woking One, the major scheme opposite the railway station. Once open it be the town’s largest co-working facility.

The town’s skyline is now dominated by the Victoria Square development that, when complete in 2020, will include 125,000 sq ft of commercial and retail space which will be anchored by a new Marks & Spencer store.

Lettings such as the ones with McLaren Group and Spaces underline the strength of the office market in Woking. Its reputation as one of South East England’s most important business destinations will be further boosted by the ongoing regeneration and the proposed widening of Victoria Arch and the removal of the

In the office market, one of the most high-profile lettings for the town this year was the recently announced letting of 65,000 sq ft of office space at Victoria Gate, the five-story development in Victoria Way. It was revealed at the end of October that Aviva Investors had let the entire building to the McLaren Group on a 20-year lease. The new property will provide the luxury car and technology company with extra office space for its expanding business operations in the area.

Elsewhere in the town centre, Spaces

In addition to its accessibility, one of the reasons for the success of Woking as a focus for commerce is its supply of good quality manufacturing and distribution space and the town’s industrial property market has also seen good levels of activity in 2018. This is particularly true for properties that have been refurbished.

Over the summer at Woking Business Park, Acoustic Data - the oil industry services technology company - took a new lease on Unit 14, leaving just one property of 5,151 sq ft available. Nearby, at Kingswey Business Park, a unit of 8,076 sq ft, with a high percentage of office space, is attracting strong interest, illustrating the demand from businesses for properties that are capable of combining manufacturing or distribution activities with the functionality of a headquarters.

Looking forward to 2019, with rapid progress being made on the regeneration of the town centre, combined with its superb accessibility and skilled workforce, Woking is well placed to deal with any changes in the economic climate.

SURREY CHAMBERS BUSINESS

47

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TOWN PROFILE Your CSR makes a difference to Woking families. We hear from Daniel Betson on his experience with Woking & Sam Beare Hospices Daniel Betson with Sam and Emily

MAKING A DIFFERENCE

W

oking & Sam Beare Hospices is a charity that cares for over 2,000 patients with life-limiting illnesses and their carers and families, each year, across six Surrey boroughs.

All of its services are delivered completely free of charge.

Here Daniel Betson [46] from Woking shares the experience that he and his family have had of the hospice’s care during and after his late wife’s illness.

“My wife, Regine, who is mother to our daughter Emily [18] and our son Sam [15], died from cancer in February of this year at only 47 years of age. To lose the love of your life after 25 years together is the most life-changing experience and there are not the right

Regine Betson and daughter Emily

words to express how essential it is to have the right level of help and support.

cess for as long as we need and that the door of the hospice is always open to us.

“Our first contact with the hospice was with Amanda, one of the Clinical Nurse Specialists [CNS] from the Community Team, who we met at the hospice initially. However, we didn’t realise before this meeting but the hospice cares for the majority of its patients in their own home. Amanda became our main point of contact, visiting us as regularly as we needed and wanted, and honestly even the little things made such a huge difference.

“It is because of the hugely positive experience that we as a family have had that I feel so passionate about sharing my story in order to help raise awareness about what the hospice can and does do for families like mine. Emily has also been inspired to take part in a trek in 2019 to help fundraise for the hospice.

I would say to anyone to be open minded about the hospice. They are there to help and they will go above and beyond to ensure the whole family is cared for.”

“Then as February 2018 approached Regine’s condition deteriorated quite rapidly. Amanda helped us and supported us through making the decision for Regine to be transferred to Woking Hospice. I know now that this was absolutely the right decision for us as a family, because we can live on in our family home with the memories of Regine as who she was in life and not that of her death.

As a local business in the Borough of Woking you can increase your Social Impact Value by supporting a local community charity like Woking & Sam Beare Hospices, which your employees and/or clients may live within. For every £56 of income generated the hospice is able to fund an hour of care for families like the Betsons in their own home.

“The sense of community the hospice provides has made everything that bit easier for us. Not only did they provide counselling for my wife but also for the children and I, which we know we can ac-

For more information about Woking & Sam Beare Hospices please visit the charity’s website at: www.wsbhospices.co.uk or email: info@wsbhospices.co.uk

SURREY CHAMBERS BUSINESS

49

Mercedes-Benz of Guildford Why should you buy an Approved Used Mercedes-Benz from Sandown?

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TOWN PROFILE

TOWN FOCUS WOKING

PROMOTIONAL FEATURE

SEND BUSINESS CENTRE SEND BUSINESS CENTRE Promotional Feature

S

end Business Centre offers focus will continue to be the creative Send is located in a rural, waterside setting, four miles from Woking andeast, six air-conditioned serviced offices and mediaoffices sectors. which has subsequently merged with a company in the north end Business Centre offers air-conditioned serviced on miles from Guildford.

It is ideally placed on easy in, easy out terms with leaving the premises available for rent. A diverse mix of companies is easy in, easy out terms with 24/7 access, high-speed internet with easy access oftoscenery the A3 and M25 24/7 access, high-speed internet acThe on Business Centre has in operaonbeen site from on-line retailers to producers and backdrops access and ample car parking.

We also have site container Junction 10.

Woking mainline station cess and ample parking. We also tion since 1998 but thefor family Westbusiness End theatres. storage andcar warehousing. have on site container storage and has been in Send since the 1940s. Origi- is four miles away with a 28 minute serSend is located in a rural, waterside setting, four miles from Woking An exciting expansion plan is currently in process which will provide warehousing. nally a merchant and trading business, it vice to London, Waterloo. and six miles from Guildford. It is ideally placed with easy access to the in excess of 20,000 sq.ft. of modern offices as well as video and sound diversified into processing and manufacA3 and M25 Junction 10. Woking mainline station is four miles away studios. Tannery Studios first phase will be available in the summer An exciting expansion plan is currently turing which was subsequently merged TOWN FOCUS with a 28 service to London, Waterloo. of 2019. The hub’s focus will continue to be the creative and media Oeast, Kminute ING in process which will provide in excess with a company in the W north leaving sectors if 20,000 sq. ft. of modern offices as the premises available for rent.

A diverse Tel: 01483 225617 The as Business has been in operation 1998 but the family well videoCentre and sound studios.

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S

SEND BUSINESS CENTR

S

end Business Centre offers air-conditioned serviced offices on easy in, easy out terms with 24/7 access, high-speed internet access and ample car parking. We also have on site container storage and warehousing.

An exciting expansion plan is currently in process which will provide

in excess of 20,000 sq.ft. of modern offices as well as video and sound studios. Tannery Studios first phase will be available in the summer of 2019. The hub’s focus will continue to be the creative and media sectors The Business Centre has been in operation since 1998 but the family business has been in Send since the 1940s. Originally a merchant and trading business, it diversified into processing and manufacturing

• Modern Offices on Easy in/Easy out Flexible Terms • Modern Offices on Easy in/Easy out Flexible Terms • Modern Offices on Easy • Resilient Fibre-Optic Symmetrical Broadband • Resilient Fibre-Optic Symmetrical Broadband • in/Easy out Flexible Terms Free Car Parking • Free Car Parking • VAT-exempt Offices • Resilient Fibre-Optic • VAT-exempt Offices • Symmetrical Broadband VolP Phone Calls • VoIP Phone Calls • Waterside Views • Free Car Parking • All-Inclusive Rents with no extras • VAT-exempt Offices • Friendly and family management TanneryStudios.com SURREY CHAMBERS • NEW – sound studios, production and creative office facilities • VoIP Phone Calls 01483 225617 available from 2019 enq@sendbc.co.uk

which has subsequently merged with a compan

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A3 and M25 Junction 10. Woking mainline stati with a 28 minute service to London, Waterloo.

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www.Sendbusinesscentre.co.uk

1

SURREY CHAMBERS BUSINESS SURREY CHAMBERS

• NEW - sou productio office fac from 2019

51

BUSINESS MANAGEMENT

MANAGE

Are YOU the significant difference? Asks Clinton Wingrove, Co-founder of WTBG Ltd.

YOURSELF

D

iours. Put off your development of those, and you risk stagnation. Development is critical - your career and quality of life are at stake!

As a manager, irrespective of your organisation’s size, your success is proportionate to how well you:

But beware of anyone who tells you: “It’s simple. Just go on the internet and watch some videos. It’s all there!” So, why aren’t we all GREAT managers?

There are three reasons:

o you manage or lead others?

Might you do that in the future?

Did you know that, “The most significant differentiator of sustainably successful organisations is the quality of their management?”

• Fulfil your own responsibilities • Equip and engage employees to fulfil their responsibilities • Interact with other stakeholders However, doing all of that is not simple.

Great management demands a wide range of skills, knowledge, and behav-

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SURREY CHAMBERS BUSINESS

We often get stuck in urgent work and distractions that make it easy to put off our development.

When we find development time, most of those videos only explain a skill, rather than equip us with it.

We often don’t know the skill(s) we need or which video to watch.

To develop and realise your true potential, you need to:

1 2 3

Know the skills GREAT managers need, so you can prioritise your development.

Know how to take control of your development, so you can make best use of time.

Receive regular prompts, so that you give your development the priority it deserves.

What do I need to be able to do?

“Knowing the skills that GREAT managers need” is not simple but it can be easy. Through over 40 years of observa-

How do I make it happen?

Most planned self-development gets squeezed out by other things. To prevent that you need to: • Remind yourself of the consequences of inaction and the benefits of enhanced capability • Keep your development goals and action plans current • Receive quality input to develop the skills needed by good and great managers • Receive prompts, input, feedback, and encouragement • Celebrate success

tion of managerial behaviour, and statistical analysis of managerial assessments, WantToBeGreatManager derived and refined the Quaternion Profile®. It is composed of four key dimensions:

Management

Optimising the use of resources to deliver the vision and mission; making things happen.

Personal Effectiveness

Optimising personal contributions and impact.

Business Acumen

Demonstrating the knowledge, skills and aptitude to operate in a complex and changing environment.

Leadership

Creating a vision of the future, bringing it alive, and securing the commitment and resources to deliver it.

Each dimension is composed of 13 elements (competencies), each of which is further defined by four sub-elements or behaviours - what you need to be able to do! It’s the clarity that makes it easy for you to acquire and refine these highly transferable skills. Our research showed that good managers demonstrate all of them. But ‘great’ managers demonstrate them all and excel at a few. You cannot be ‘great’ merely by excelling at a few without the rest.

HOW DO I TAKE CONTROL OF MY OWN DEVELOPMENT

– I’m busy

It’s a common belief that it takes 10,000 hours to master a skill, but you can develop a sufficient level of a skill in much less time, often less than a week. After all, around 70% of your talent was probably developed by doing meaningful work and a further 20% through interacting with others.

At www.WantToBeGreatManager.com, we have refined a highly effective self-development journey. Here’s a brief summary: REFLECT • Quantify the consequences of stagnation, and the benefits of developing • Define likely future challenges and your own aspirations • Assess your capability to meet them using the Quaternion Profile • Identify a focus e.g. capitalise on strengths, build relationships PLAN • Assess your resources e.g. time, energy and potential help • Set a SMART development goal(s) • Search for and assess developmental options • Plan specific activity(s) ACT • Set up triggers to break bad habits and for planned activities • Engage a support team to prompt, inform, and encourage • Get started and monitor progress • Celebrate success and adjust the plan as needed

For less than the price of a typical cup of coffee per day, we provide subscribers initially with a Self Development Journal that will take you through every step of the journey; a set of videos to equip you to complete that journey; three full Quaternion Profile development modules to get you started and a library of supporting tools, templates and guides. Then monthly you will receive a new module for one of the 52 Quaternion Profile skills (each comprising a workbook and videos to equip you with the skill) and new supporting materials.

We need to remember If we don’t develop, we will become outof-date and suffer the consequences.

If we take control of our development, we future-proof our career and reap the benefits. If we develop the four skill sets of management, personal effectiveness, business acumen and leadership, we can become great managers.

If you think you need help to take control of your own development, we provide a comprehensive management self-development monthly subscription service at www.WantToBeGreatManager.com

If you’d like to know more then please visit www.WantToBeGreatManager.com or if you just want to speak to us, please contact us at info@wanttobegreat.com

SURREY CHAMBERS BUSINESS

53

CORPORATE CHALLENGE SURREY HALF 2019

Morrisons Solicitors are proud to be sponsoring the Mercer Surrey Half Corporate Challenge for the second year running.

Register now at www.surreyhalfmarathon.co.uk

01483 215 050 www.morrlaw.com Redhill | Wimbledon | Teddington | Woking | Camberley

for business and life.

CORPORATE CHALLENGE

The race

IS ON

to become “Surrey’s fastest workforce”

T

he Morrisons Solicitors Corporate Challenge presents local workforces with the opportunity to represent their organisation at Surrey’s largest half marathon on March 10th at Woking Leisure Centre. Companies of all sizes are invited to participate in the challenge to emphasise the importance of health and wellness to their workforce; whilst supporting charity and their local community. The multi-award winning, chip-timed half marathon recently won a third consecutive Gold Award from United Kingdom Athletics.

Responsible employers like Mercer, Morrisons Solicitors and GlucoRX find the Morrisons Solicitors Corporate Challenge to be an easy and effective way for them to actively boost the health and wellbe-

ing of their employees. For new runners Clare, Christina and George, the journey to the finish line started with effective encouragement from support networks within their workplaces. Mercer’s Clare and Christina were inspired to enter the challenge because their colleagues were also taking part and were starting a lunchtime run club to train together. George of Morrisons Solicitors was motivated to enter after joking with his colleagues about his perceived inability to complete the challenge. Following the conversation which changed his mind, he jested: “They forget that I am always right, so I am running to prove this point.”

Morrisons Solicitors employees run the half marathon in teams representing each of their five Surrey-based firms, but oth-

ers choose to represent their branches or departments to add an extra element of healthy competition. A minimum of three runners are required to form a corporate challenge team; and every member is required to run the half marathon distance.

Enter the half marathon and select the “Morrisons Solicitors Corporate Challenge checkbox” during the registration process.

Runners from each organisation are automatically grouped into teams of three as they cross the finish line. The first team of three to cross the line will earn the title of “Surrey’s Fastest Workforce 2019”; and the whole team will be presented with a trophy, sponsored by Morrisons Solicitors.

All participants receive: free training plans, huge medal, Free branded headwrap, free Event Village access for themselves and friends, free indoor bag storage, and more.

Enter your organisation, branch or department for the Morrisons Solicitors Corporate Challenge today at www.surreyhalfmarathon.co.uk

The Mercer Surrey Half Marathon is sponsored by Woking-based partners Mercer, Morrisons Solicitors, GlucoRX, Greenfield School and Synergy Physiotherapy; along with Freedom Leisure, Fitstuff, Macmillan Cancer Support and Harrison’s Fund.

10 March 2018 WOKING LEISURE CENTRE

Corporate Challenge

Enter your company today: www.surreyhalfmarathon.co.uk

TRAVEL Sun setting over Lake Bled

More than 60% of Slovenia is covered in forest.

At this time of year, flame-coloured foliage devours its many hills, popping against the chalky sky, just like the eye-catching terracotta Baroque rooftops of its capital, Ljubljana. The city’s architecture has its own distinctive DNA – it’s said that if Prague and Vienna had a baby, Ljubljana would be the lovechild, but there would be an Italian lover in the wardrobe.

Slovenia isn’t one to shout about its triumphs, but it’s a massive overachiever, especially given that its capital is one of the smallest in Europe, with a population of 280,000 people. Touted as one of the safest, cleanest and most sustainable countries in the world – Ljubljana was named the Green Capital of Europe in 2016 – there’s a definite progressive vibe, and a feel of looking forwards. The nation’s business-friendly features for international investors include its excellent natural resources, desirable location and skilled workforce, which has the highest level of English proficiency out of any country in Central and Eastern Europe.

Last year, foreign direct investment in Slovenia totalled €13.7 billion, equating to almost 32% of the nation’s GDP. Agriculture, auto manufacturing, pharmaceuticals and technology are backbone industries, but there’s one area of innovation in particular that’s propelling the nation forwards.

Blockchain technology is fast-becoming integral to Slovenia’s future. Prime minister Miro Cerar recently said: “Slovenia is establishing the pillars of a national Blockchain ecosystem in the areas of the transfer and spread of information, the adoption of legal regulations and the promotion of a supportive environment for the development of companies working in the Blockchain technology.”

With such an ecosystem in place, it’s only a matter of time before Slovenia’s population becomes blockchain-savvy, accustomed to being served by these technologies in their everyday lives, and comparatively confident in adopting them for their own enterprises.

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SURREY CHAMBERS BUSINESS

Slov

SHAKE HANDS IN

The quietly confident nation is becoming a pioneer in blockchain technology.

Rose Dykins reports

venia

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TRAVEL It’s said that if Prague and Vienna had a baby, Ljubljana would be the lovechild, but there would be an Italian lover in the wardrobe.

This would not only make Slovenia a desirable test market for blockchain businesses, it would give local tech entrepreneurs a keen advantage over international competition. And the wheels are already in motion to make the nation a world leader in the thriving tech phenomenon.

Last month, Slovenia hosted the World Blockchain Summit, welcoming 2,000 key players in tech to the city. Ljubljana is home to the world’s first ever Bitcoinfriendly shopping mall, named Bitcoin City, where customers can pay for goods in all shops via cryptocurrency, operating via blockchain technology.

Easyjet flies to Ljubljana from both Gatwick and Stansted (four times per

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week from both airports). Slovenia’s small size has traditionally posed a challenge for flight connectivity to the rest of the world. Nonetheless, change is on the way and, next year, construction will begin on a new terminal for Ljubljana airport. The 10,000 sqm facility will have its own departure hall, premium lounge, 22 check-in counters, a baggage sorting area and new food and retail options. In addition, the existing terminal is getting a revamp, and apparently, negotiations are underway for a major international hotel chain opening up near the airport.

For many, Slovenia is a well-kept secret.

The more you know, the more you want to know. For example, it’s home to one of the largest underground canyons in the world (the unbelievable Skocjan Caves).

Its wines are incredible, and it has beaches, natural spas, skiing, history, wildlife – a diverse range of enticing incentive options for corporate groups.

And, for companies looking to inspire delegates, Slovenia’s overachievements will certainly do the trick.

Ljubljana Castle

An instant emblem of the Slovenian capital, this Medieval fortress sits right in the heart of the city. Modern event facilities meet rich history, and the venue makes a memorable setting for a gala dinner. Its courtyard can host 500 people for a banquet. ljubljanskigrad.si

CD Congress Centre

One of the largest venues in Slovenia, this modern exhibition centre has 22 spaces to choose from for conferences and corporate events, including a 2,000-seat auditorium. cd-cc.s

Intercontinental Ljubljana

The first five-star hotel to open in the Slovenian capital is sleek and contemporary, with 165 rooms and a ballroom that has space for 300 people. The top-floor B-bar restaurant has stunning panoramic views across Ljubljana. ihg.com

SURREY CHAMBERS BUSINESS

Intercontinental Ljubljana

PLACES

for a meeting or event Zemono Manor House

Also called Belvedere Manor House, this Late Renaissance building is set in the beautiful Vipava valley, one hour from Ljubljana. The catering

by Michelin-starred Tomaz Kavcic is outstanding, especially his “gin and tonic” creation (not what you’d expect…) zemono.si

Ljubljana Exhibition and Convention Centre

Grand Hotel Toplice

ljubljanafair.com

bellevue-gstaad.ch

Offering more than 21,000 sqm of exhibition space, the biggest hall in this multifunctional venue holds 2,200 delegates theatre-style. The round glass-walled hall, Jurcek, can host 350 people for a reception.

This special property enjoys a spectacular location along the shore of Lake Bled. A member of Small Luxury Hotels of the World, its Grand Hotel restaurant has lake views, and can hold 150 guests.

For many, Slovenia is a well-kept secret.

The more you know, the more you want to know.

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check-in Month-to-month changes shaping your travel, by Rose Dykins

Easyjet gears up for electric flights

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ext year, Easyjet plans to launch electric planes on selected shorthaul routes. The airline has already partnered with startup Wright Electric to create a two-seater battery-powered plane, and is developing a nine-seater model, plus a patent for a motor that would be used on larger aircraft. The target range of

the planes is around 500km, and Easyjet is reportedly looking at which short-haul routes could become “electric flyways”, with London to Amsterdam a possibility.

The airline’s CEO Johan Lundgren, said: “Electric flying is becoming a reality and we can now foresee a future that is not exclusively dependent on jet fuel.”

Norwegian boosts transatlantic flights from Gatwick

Premier Inn launches “no-frills” hotel chain

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his season, Norwegian has increased its low-cost, long-haul offering to destinations across the Atlantic from its Gatwick base.

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remier Inn’s owner, Whitbred, has launched Zip by Premier Inn, an ultra-budget hotel brand with pod-style rooms priced from £19 per night. With a size of 8.5 sqm, rooms will be less than half the size of a Premier Inn room.

They will have twin single beds that can be combined to make a double, en-suite power showers and 24-inch TVs. Wifi will be free (“fast wifi” will be £5), breakfast will be served in communal areas for £3.95, and each floor of a Zip hotel will have an ironing room. The first Zip property opens in Cardiff next year with another set to open in Southampton.

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Most expensive airport car parks revealed

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arking your car at Heathrow Airport for one week will cost you around $244 – the most pricey of the world’s 100 busiest airports, according to a survey from: myvouchercodes.co.uk.

The research found that parking for a week at Gatwick costs $186, while Stansted costs $211.The average cost for a week of parking at airports around the world was around $93, with Abu Dhabi, Brussels and Singapore among the cities with the most expensive airport parking, and Houston, Seoul and Sao Paolo among the cheapest.

SURREY CHAMBERS BUSINESS

In November, the airline launched a twice-weekly service from Gatwick to Tampa, Florida. In addition, for its winter schedule, the carrier will increase its flights to Fort Lauderdale from thrice-weekly to daily, and its three weekly flights to Orlando will rise to five.

What’s more, Norwegian is boosting its Boston and Buenos Aires services to daily (up from five flights and four flights per week, respectively) and its Gatwick to Las Vegas route returns for the winter season, with two additional flights per week.

TRAVEL INSIDER

PERFORMANCE AND PROFITS:

WHAT THIS MEANS FOR

BUSINESS TRAVELS

Our secret travel mole gives us the latest insider info, breaking news and travel facts that you need to know.

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ast month the IAG group, ultimate owners of British Airways, Iberia, Aer Lingus, Vueling and The Level, gave the city an update on its current performance which continues to be very positive.

This prompted me to delve a little deeper behind the numbers to try to determine what this means for the business traveller, both now and for the year ahead.

Let’s first look at a few global aviation facts to better understand the present and the future. Astonishingly in the 63 years between 1947 and 2009 the global aviation industry made a net loss of a staggering $13 billion, or put another way, it failed to make a profit in 62 years.

Compare this with the performance of the last eight years between 2010 and 2017 where the same industry made a net profit of $183 billion, and we begin to ask what was the catalyst of this change and how will this affect the future?

The airline industry has always been full of glamour and let’s be honest, travel is a sexy product. We all love to travel, to tell people where we’ve been, where we are going, and check-in when we are there, just so everybody knows.

It’s also prestigious when it comes to the ownership of airlines, be it country or individual, from air Jamaica, air Berlin, air Canada, to British Airways, plus we also have big personalities who have wanted to own airlines such as Howard Hughes, Donald Trump and Richard Branson to name but a few. When you consid-

er out of the last three individuals only one owns an airline today (albeit on a reduced shareholding), you have to take your hat off to Sir Richard for surviving.

The catalyst of this dramatic change in profits was 9/11, on that fateful September day the aviation industry was shaken to its core and beyond, as indeed was the world. It had two choices, continue on the road to oblivion or start acting as if it was running a commercial business.

It is against this backdrop that airline brands have merged to become strong global conglomerates that have quickly learned how to leverage the economy of scale and apply similar business disciplines demonstrated by the budget airlines.

An example of this would be British Airways holding company IAG, who showed a healthy profit in 2015, which increased by 18% in 2016, by 19% in 2017 and is on course to smash that record. During that time their cost per seat, measured by flown kilometre, has reduced and is one of the best in the industry today, plus their return on invested capital (ROIC) has also increased year-on-year.

this has changed, airlines are now selecting who they distribute their best fares through, and many travel agents no longer have access to the cheapest airfares, which is driving a wedge straight in the middle of the industry – classic technology disruption.

So what does this mean for you the business traveller? yy You need to be smart and make sure your agent has a private fare agreement with the major airlines. yy Many more price points for buying the same journey depending how and who you purchase the ticket from.

You will be offered, and have to pay for, additional services during the purchase process, such as speedy check-in, checkin desk fee, baggage fee, seat selection, extra legroom, on board catering and many other services the airline can think of to sell to you.

Recently I wrote about NDC, which stands for new distribution capability, this is the new technology developed by the major airlines to distribute their airfares and products to the travel industry.

Does this make a difference to the airlines’ bottom line? It certainly does. In 2017 US carrier United charged a $25 baggage fee on non-premium tickets, this equated to additional profits from baggage in 2017 of $4.6 billion, they raised their fees to $30 and this small increase will add significant value to their bottom line.

Travel agents have historically had a guarantee of access to the cheapest fares, however under the new system

Want to know more, drop me an email at travelinsider@platinumpublishing.co.uk

SURREY CHAMBERS BUSINESS

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KIA SPORTAGE

£189.

45

1.6 GDi ISG 1 5dr £227.34 Inc vat on a Personal Lease. 6 rentals in advance, followed by 47 rentals. 8,000 Miles Per Annum.

TOYOTA AYGO

(+ vat on Business Lease)

£134.

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1.0 VVT-I X-Play 5dr £161.94 Inc vat on a Personal Lease. 6 rentals in advance, followed by 47 rentals. 8,000 Miles Per Annum.

MINI HATCH 1.5 Cooper II 3dr [Chili Pack] £215.34 Inc vat on a Personal Lease. 6 rentals in advance, followed by 47 rentals. 8,000 Miles Per Annum.

FIAT FULLBACK CROSS 2.4 180hp Cross D/Cab Up Auto £239.34 Inc vat on a Personal Lease. 6 rentals in advance, followed by 23 rentals. 8,000 Miles Per Annum.

(+ vat on Business Lease)

£179.45

(+ vat on Business Lease)

£199.

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(+ vat on Business Lease)

These deals wont last long, contact us today for a quote Call now: 0203

1267 137

LAND ROVER Range Rover Evoque 2.0 TD4 SE Tech Auto £395.34 Inc vat on a Personal Lease. 6 rentals in advance, followed by 47 rentals. 8,000Miles Per Annum.

ALFA ROMEO GIULIA 2.0 TB Super 4dr Auto £341.34 Inc vat on a Personal Lease. 6 rentals in advance, followed by 47 rentals. 8,000 Miles Per Annum.

NISSAN QASHQAI 1.5 dCi N-Connecta 5dr £239.34 Inc vat on a Personal Lease. 6 rentals in advance, followed by 47 rentals. 8,000 Miles Per Annum.

£329.45

(+ vat on Business Lease)

£269.95

(+ vat on Business Lease)

£199.45

(+ vat on Business Lease)

£199.95

FORD TRANSIT CONNECT 200 L1 1.5 EcoBlue 120ps Limited Van £239.94 Inc vat on a Personal Lease. 6 rentals in advance, followed by 47 rentals. 8,000 Miles Per Annum.

(+ vat on Business Lease)

Images are for illustration purposes only, and may feature equipment above the standard specification. Based on a Business or Personal Contract Hire. A processing fee of £198 + VAT (£237.60inc vat) is payable within 14 days from order. Subject to status and availability. A guarantee or indemnity may be required, written details available on request. You will not own the car. We are a Credit Broker and not a Lender. Concept Vehicle Leasing are authorised and regulated by the Financial Conduct Authority. E & OE.

INTERVIEW

THE CONCEPT OF

LEASING Q & A with Paul Bulloch, Managing Director of Surbiton based Concept Vehicle Leasing.

CAN YOU TELL OUR READERS A BIT ABOUT YOUR BACKGROUND? Whilst my current role at Concept spans all areas of our business, I’ve spent most of my working life providing a service to customers in one form or another – initially within retail management, before moving into both consumer and B2B sales and Account Management.

I’m a local chap – born in Kingston Upon Thames, and I now live in Dorking with my wife and two boys aged 15 and 12.

WHY DID YOU SET UP CONCEPT LEASING?

Perhaps it was destiny - it wasn’t entirely intentional! I’ve always had a keen interest in finance and motor cars – the later stems from my Grandfather who worked for a Ford Dealership (Fullers of Malden) for many years in Car Sales.

As a young lad, I would spend time with my Grandparents in the summer holidays and would help my Grandfather by cleaning cars on the forecourt at Fullers.

It was hard work but rewarding and I have fond memories of those times.

I started Concept having spotted a franchise opportunity in Car Finance – it looked exciting, but the commercials didn’t stack up. With some research, I

decided I could set things up off my own back. I knew I wanted the business to be about delivering an exceptional customer experience – something I thought was lacking somewhat in the motor / finance sector at the time.

We’ve been running for over 15 years now and we’ve been operating from our high street retail office in Surbiton since 2005.

WHAT MAKES CONCEPT VEHICLE LEASING DIFFERENT FROM OTHER LEASING COMPANIES?

It’s easy to say that we’re all about customer experience, but I think we really do offer something special. We’ve never been a transactional business, We don’t want to simply be in business to shift metal, which is what so many of our peers do.

I think there is a decent proportion of users who want something a bit more than the car and price. We add value with a range of support services which are designed to make it easy to run a car or van – as a business or as an individual.

We’ve scooped a magnificent eight awards in six years – including two for providing the best customer service in our sector. We’ve stayed true to our vision since inception.

WILL A LEASING MODEL BECOME THE MOST POPULAR WAY OF OBTAINING A CAR?

Definitely. We’re becoming a nation of renters and the traditional British standard of wanting to own everything seems to be being eroded.

We’re used to having the latest gadgets. We like to upgrade our mobile phone every couple of years, so why not do the same with the car? It’s becoming more of a monthly expense as opposed to the thing that people used to save up for to buy.

Don’t get me wrong, leasing isn’t for everyone, and readers should always seek independent advice from a reputable provider – but it’s on the up.

Tel: 0203 126 7173 www.conceptvehicleleasing.co.uk

CONCEPT VEHICLE LEASING

Winner

BEST SMALL LEASING BROKER CUSTOMER SERVICE AWARD Awards

2018

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MOTORING

PLATINUM PLATIN

UM

REGIONAL SUPERCARS The perennial question is who on earth can afford to buy the various supercars that abound in the marketplace? That is a tough question but one that is not so tough to answer is where do these buyers live. By Motoring Editor, Maarten Hoffmann

REGION

Most popular supercar brand

Share of most popular brand in the region

East Midlands

Porsche

28.26%

East of England

Porsche

31.03%

London

Porsche

21.09%

North East

Aston Martin

28.57%

North West

McLaren

28.00%

Scotland

McLaren

33.33%

South East

Ferrari

17.44%

South West

Porsche

34.62%

Wales

Lamborghini

28.57%

West Midlands

Ferrari

22.64%

Yorkshire and the Humber

Porsche

40.00%

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upercar financier JBR Capital has compiled a list of which cars are most popular are most popular in which region. This either tells us where the money resides or where the most car crazy petrol heads reside. You decide.

The study revealing the favourite supercars across Britain shows a stark difference across regions, with Aston Martin and McLaren particularly popular among supercars buyers the further north you go.

Though the southern regions of the country favour supercars from Stuttgart and Maranello with Porsche and Ferrari firm favourites among buyers in London and the South East respectively, the mood shifts closer to home once past Yorkshire and the Humber.In the north, buyers are favouring British brands; those in the North West are most likely to purchase a McLaren, with almost one in three of JBR Capital’s clients in the region opting for the legendary British manufacturer, while over a quarter in the North East are choosing an Aston Martin.

The same applies in Scotland, where buyers favoured McLaren over any other brand – including Porsche, Ferrari and Maserati.

In Wales, Ferrari had to make way for its arch rival and Italian stablemate, Lamborghini, with cars from Sant’Agata topping JBR Capital’s vehicle finance charts.

MOTORING

MODEL TESTED: Leaf Tekna

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ou still have that dreaded ‘range anxiety’, of course, as this is not a hybrid – it is electric power only therefore if you get caught out, you are pretty much screwed. However, the on-board computer makes you totally aware of how much juice you have left and then will guide you to the nearest charging point. If you have a fairly predictable day and no long journeys, this is a great car.

Engine: 40kWh electric motor Power: 147bhp Speed: 0-62mph 7.9 seconds Top Speed: 89.5mph Economy: £3 per 150 miles Price: £28,390 As tested: £30,055 You can lease a Nissan Leaf 5dr Tekna 40KM for £375 + VAT per month. Initial rental of £2,250 + 35 monthly rentals (based on 8,000 miles per annum. T&C’s apply. Note, you will not own the car). Concept Vehicle Leasing – 0800 043 2050.

It will zip around town for 150 miles without the need for a charge and you will never again stop at a petrol station.

If you have an unpredictable day or do long journeys, then look elsewhere as at motorway speeds, the juice drains away at an alarming rate and you will then be sitting at a service station for an hour until you get 80% charge. Its not terrible but you do need to plan your journey and allow that extra time.

It comes with an ‘e-pedal’ that allows for regenerative braking, therefore recharging the battery every time you brake and there is little need for the brake pedal. It is not slow, with a 0-60 time of 7.9 seconds but as the power delivery is so linear, it feels much quicker than that. My Tekna variant came with a 40kWh motor and l did not have what all owners would have, which is a fast charger fitted at home. I plugged it into the 13amp socket in the garage and it was fully charged the next morning. If l had an emergency reason to go out in the evening, l would have messed that up completely, but then as l mentioned, you need a reasonably predictable day.

It comes with lots of space-age kit such a radar that keeps you from the car in front, auto parking and exterior cameras everywhere but the near constant bleeping gets on your nerves.

For town driving, this is a great car that will never see a petrol station and does not emit a single gram of carbon.

One thing Nissan - it l wanted a tune played every time l start the damned car, l am perfectly capable of singing one myself.

Nissan Leaf

Efficient EV vehicles are all the rage but there are not a lot to choose from. The Tesla is at the top of the tree but with north of £70,000 required, it will never be a mass seller. Then there is the Leaf – a car l have ignored for quite a while as its looks could scare cats but l think l might of been a tad hasty.

By Motoring Editor, Maarten Hoffmann SURREY CHAMBERS BUSINESS

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MOTORING

MODEL TESTED:

F90 M5 Saloon

Power: 600 BHP Speed: 0-60 3.4 seconds Top Speed: 155 mph limited Economy: 26.9 mpg Price: £88,255 As tested: £102,295 You can lease a BMW M5 4dr DCT for £1,249 + VAT per month – Initial rental of £7,494 + 35 monthly rentals (based on 8,000 miles per annum. T&C’s apply. Note, you will not own the car). Concept Vehicle Leasing – 0800 043 2050.

The M5 price-tag is almost as eye-watering as its performance.

PLATINUM

5 MMMMMMM

MMM

The BMW M5 has been with us since 1986 on the 535i chassis with a modified engine from the M1, which made it the fastest production saloon in the world. By Motoring Editor, Maarten Hoffmann

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he M stands for Motorsport and has gained a reputation for being wickedly fast and after spending a week with the latest version, l can assure you that nothing has changed in that respect.

But it is no longer alone in this category with Mercedes famed AMG variants and the Audi RS models fighting for space, the M5 has some stiff competition.

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SURREY CHAMBERS BUSINESS

Weight is always the enemy of performance and with the M5 coming in at two-tonnes, one might fear for its performance but fear not, this is an absolute monster of a car.

Outside, it is a good-looking vehicle but nothing that really turns heads unless they see the discreet badge and know

that this is the legendary M5. Of course, anyone beside you at the lights would also rapidly know as they watch the boot squirrel off into the distance.

On a quarter mile drag, it is just 0.1 seconds slower than the Mercedes AMG GT-R and the Ferrari 488 GTB and as fast as the Porsche 911 Turbo S. When

thinking about that, remember that this is a 5-seater saloon car weighting over two-tonnes – remarkable.

What ultimately marks out the M5 as exceptional among fast saloon cars is its remarkable agility, cornering balance and handling adjustability. There is poise and delicacy to the chassis that few cars of this size really approach and neither seem at all muted by the four-wheeldrive system.

The car’s M xDrive four-wheel drive system is rear-driven as a default, sending torque to the front axle as needed via a chain drive and electronically actuated clutch. Between the rear wheels, meanwhile, is BMW’s Active M differential, which can vary from 100% open to 100% locked in a split second. And conducting the interactions and combinations of those systems, together with those of the adaptive damping and dynamic stability control systems, is a new electronic ‘chassis brain’ that has the power to overrule the ECUs of each individual system to ensure the M5 is behaving as its driver intends.

The 4.4-litre V8 is in receipt of new turbochargers, a higher-pressure fuel injection system and a new exhaust since its adoption in the last M5. And putting customer preferences to one side, the engine’s new peak outputs (591bhp and 553lb ft – both likely to rise a little for the M5 Competition coming later this year) were enough to convince the car’s chassis engineers that a four-wheel drive system has become an absolute necessity.

The interior is typically BMW – well built, solid as a Panzer tank and a really lovely place to be. show the power and torque generated in real time, and the M-configuration menu, which allows you to set your preferences for the stability control, four-wheel drive, engine, suspension and steering.

The M5 price-tag is almost as eye-watering as its performance. It costs almost £90k in standard form, or £96k for the Competition, and it will be easy to tumble over the £100k mark with a handful of options ticked on your order form. That will have implications for anyone running an M5 as a company perk car, as the Benefit-in-Kind rating is predictably high at 37 per cent. That’s down to the C02 emissions of 241g/ km for the standard M5 or 246g/km for

the Competition version. Although the M5’s V8 is relatively compact at 4.4-litres, it’s not especially efficient. You can get 26.9mpg out of the standard car, or 26.1mpg out of the Competition – but clearly any temptation to access the available performance will skewer you at the petrol pumps.

And that brings me on to the Competition variant due soon. This is aimed at lunatics who feel that the standard car is not quick enough!!

In short, this monster of a car is at the pinnacle of car design and power delivery and you would never, ever get bored driving it.

The interior is typically BMW – well built, solid as a Panzer tank and a really lovely place to be. The seats are tremendous, dials all where they should be and you can change the various lighting elements within the car at will. The one thing that continues to discombobulate is the rotary dial computer system. With millions of permutations, it takes a degree in mathematics to work it all out so l am sure most do what l did – set the things that are important to you and leave the internal brain to work out the rest. Really, life is just too short. Two displays you’re likely to use often – out of curiosity, if nothing else – are the performance dials, which

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BUSINESS AWARDS Waverley businesses gathered in October for a glittering Business, Innovation and Growth Awards Ceremony at the Lythe Hill Hotel, Haslemere.

BIG WAVERLEY’S

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WINNERS

he evening was compered by international speaker and local businessman Philip Calvert and attended by over 170 sponsors, finalists and guests. Dignitaries at the event included Cllr Denise Le Gal, Mayor of Waverley, Cllr Julia Potts, Leader of Waverley Borough Council, Cllr David Attfield, Farnham Mayor, Cllr David Round, Haslemere Mayor and Surrey County Councillors Peter Martin and Andrew Povey,

The Customer Delight Award, sponsored

by Downs Solicitors, was won by Wedition, a unique personalised wedding magazine. Edwards Greene Accountants sponsored the Innovation Award and the winner was Download Learning, an original digital learning tool. The award for Staff Engagement, Education and Empowerment, sponsored by Dunsfold Park was won by Carbon Six Digital, a software development agency.

This inaugural year of the Waverley BIG awards proved extremely popular attracting the finest calibre of entrants across all sectors, sizes and stages of business development. The judges made up of sponsors and peers from within the business community had a difficult task.

This was the first project led by the newly formed coalition of the four Chambers of Commerce in Cranleigh, Farnham, Godalming and Haslemere. Their shared aim is to encourage businesses to locate here, to retain local companies and help them grow, to promote Waverley as a ‘the’ place to do business south of London and to market the many skilled employment opportunities on residents’ doorsteps.

The four Chamber Presidents Awards sponsored by Haslemere and Farnham Town Councils and Surrey County Council were won by Xmas tree grower Hans Christmas Andersen for Cranleigh; Branston Adams accountants for Farnham; retailer Dylan’s Ice Cream for Haslemere; and digital marketing consultancy Innovation Visual for Godalming. Branston Adams achieved the double with a second win for Community Partnership sponsored by Waverley Borough Council.

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The Waverley BIG Awards 2018 are also generously sponsored by Blynk, Taybridge Consulting, SI Capital, Cornmeter, Blue Dot Display, PAAC IT, Marley Flowers, The Remarkable Studio, Johnson Fellowes, and Lythe Hill Hotel.

THE WINNERS AWARD FOR CUSTOMER DELIGHT Wedition, Farnham

AWARD FOR INNOVATION

Download Learning, Godalming

AWARD FOR STAFF ENGAGEMENT, EDUCATION & EMPOWERMENT Carbon Six Digital, Farnham

AWARD FOR COMMUNITY PARTNERSHIP Branston Adams, Farnham

Cranleigh Chamber of Commerce PRESIDENT’S AWARD Hans Christmas Andersen

Farnham Chamber of Commerce PRESIDENT’S AWARD Branston Adams

Godalming Chamber of Commerce PRESIDENT’S AWARD Innovation Visual

All Photos courtesy of Remarkable Studio

SURREY CHAMBERS BUSINESS

Haslemere Chamber of Commerce PRESIDENT’S AWARD Dylan’s Ice Cream

POLICING SURREY I would like to take this opportunity to wish all readers both a happy and peaceful Christmas holiday and a prosperous new year ahead.

By David Munro, the Police and Crime Comissioner for Surrey

I

BE SAFE IN THE NEW YEAR

t has been another challenging year for policing with increasing demand resulting in resources becoming ever stretched against a backdrop of rising crime rates across the country.

In Surrey, that rise in recorded crime is beginning to level off but I believe now more than ever that it is important everyone plays their part in preventing crime.

That can be residents taking simple measures to help stop their house being burgled or car being broken into through to businesses taking important steps to protect themselves

In Surrey – the combined losses for fraud and cyber enabled crime was just under £14.7m during April 2017 to September 2017. Of those crimes reported to police in this county - 65% came from businesses.

One area of crime that continues to grow is fraud and in particular online fraud.

Last year saw a national all all-time high of 3.4 million thefts from fraud totalling £193bn lost. It is an eye-watering amount of money yet the Crime Survey of England and Wales, which is a nationally trusted tool to measure true levels of offending, shows that cybercrime is massively under reported so the real figure is likely to be even higher.

The focus was very much on taking steps to protect businesses from cybercrime such as CEO fraud, identity theft, ransom and malware attacks and scams.

In November, my office hosted a Cyber Security Awareness Event for members of the Institute of Directors to hear information, advice and expertise from the South East Regional Organised Crime Unit regarding personal and corporate security.

I must say it was a real eye opener in terms of the sheer scale of threat that currently exists from organised gangs, usually based abroad, who are using a number of sophisticated methods to target businesses and individuals

The threat of cybercrime is rising and while businesses see protection against this as important, many may not fully understand how their organisation is at risk and what action to take.

A recent government survey found just half (51%) of all businesses had attempted to identify the cyber security risks faced by their organisation, for example through health checks and audits.

Being a victim of a ransom or malware attack can be devastating for businesses. There have been cases in Surrey and it is fact that many businesses who find themselves a target simply do not survive.

There are some useful guides out there to help – if you visit the National Cyber Security Centre website at https://www. ncsc.gov.uk there is a small business guide and a ten step guide to cyber security that is well worth having a look at.

My challenge to businesses in Surrey is to make your new year’s resolution is about ensuring your organisation, whether big or small, has the right protection in place to thwart the cyber criminals.

Visit the Surrey PCC website at http://www.surrey-pcc.gov.uk

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MEMBERSHIP

NEW MEMBERS

Surrey Chambers of Commerce welcomes its latest member companies ACCOUNTING

FINANCIAL SERVICES Richard Essex

Contact: Richard Essex Tel: 01372 744379 www.grayside.co.uk

Samera

Contact: Arun Mehra Tel: 02071 008788 www.samera.co.uk

BANKS

Slades Farm

Contact: Rufus Kumar Tel: 01483 894948 www.sladesfarm.co.uk

Downswood

Contact: Carl Davis Tel: 07751 092425 www.downswood.tech

HEALTH & WELLBEING

Ashuka Tandoori

Contact: Shah Siddique Tel: 01483 452538 www.ashukatandoori.co.uk

Dakota Weybridge

Handelsbanken Frimley

Contact: Mark Clinkskel Tel: 01276 682894 www.handelsbanken.co.uk/frimley

BUSINESS SUPPORT

Cole Capital Consultancy Ltd

LIGHTRBINGER TECH Ltd Contact: Maurizio Corazzini Tel: 01483 901350 www.lightbringertech.com

HOTELS/RESTAURANTS/VENUE

Contact: Contact: Mark Clinkskel Tel: 07771 841427

Mercure Burford Bridge Hotel

Contact: Gurbir Singh-Soni Tel: 07983 525072 www.mercure.com/gb/hotel-6635-mercure-boxhill-burford-bridge-hotel/index.shtml

The Inspiration Space

Contact: Liana Fricker Tel: 07747 876747 www.theinspirationspace.co

Contact: Lynn Turner Tel: 07741 635195 www.dakota-weybridge.com

Event & Venue Partnerships Contact: Steve Page Tel: 01483 678930 www.evpartnerships.co.uk

Cafe Rouge – Woking

Contact: Kate Hitchcock Tel: 01483 772893 www.caferouge.co.uk/french-restaurant/woking

Regus PLC

Contact: Darren Jones Tel: 01784 898000 wwww.regus.co.uk

CONSTRUCTION & PROPERTY

Edward Ray (UK) Ltd Contact: Anna Drees Tel: 01276 686175 www.nogreyarea.co.uk

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SURREY CHAMBERS BUSINESS

Komo Bars Ltd

Contact: Richard Tye Tel: 01483 536222 www.komo.co.uk

Auditel Business & Hospitality Performance Contact: Armand Chaudhary Tel: 08081 169980 www.auditel.co.uk/consultants

Cafe Rouge – Epsom

Contact: Kate Hitchcock Tel: 01372 749131 www.caferouge.co.uk/french-restaurant/epsom

Cafe Rouge – Esher

Contact: Kate Hitchcock Tel: 01372 465550 www.caferouge.co.uk/french-restaurant/esher

Cafe Rouge – Weybridge

Contact: Kate Hitchcock Tel: 01932 851777 www.caferouge.com/bistro-brasserie/weybridge/ queens-road

Cafe Rouge – Reigate

Contact: Kate Hitchcock Tel: 01737 223700 www.caferouge.com/bistro-brasserie/ reigate/church-street

MOTORING (MANUFACTURING, REPAIRS AND SALES)

Cafe Rouge – Dorking

Contact: Kate Hitchcock Tel: 01306 743400 www.caferouge.com/bistro-brasserie/dorking/ high-street-dorking

IT AND COMMUNICATIONS

Logicar

Contact: Scott Kennedy Tel: 01483 654591 www.logicar.com

TRAVEL

A&G Corporate Travel Ltd

Contact: Stephen Ashcroft Tel: 02071 830216 www.aandgcorporatetravel.co.uk

RETAIL

Invotra

Contact: Lauren Taylor Tel: 02037 892900 www.invotra.com

Golfbidder

Contact: Liam Robb Tel: 02084 016901 www.golfbidder.co.uk

Switch2IT Ltd

Contact: Daniel Piggott Tel: 08000 833416 www.switch2it.co.uk

whatCharity

Stylopoly

Contact: Vik Patel Tel: 07866 712996

Contact: Tiia Sammallahti Tel: 07468 337176 www.whatcharity.com

MANUFACTURING/ENGINEERING iGuzzini Illuminazione UK Ltd

Guildford BoConcept

MARKETING & PR

TRAINING & EDUCATION

David Ross Digital

BBA Training Ltd

Contact: Ian Stanton Tel: 01483 468000 www.iguzzini.com

Contact: David Ross Tel: 01737 457488 www.davidrossdigital.com

Contact: Alejandra Rangel Tel: 01483 565027 www.boconcept.co.uk

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hen you join Surrey Chambers of Commerce, your company details automatically get listed on this page alongside fellow new members. What a fantastic way to let the Surrey Business community know you are out there and ready to get those all-important connections.

If you are looking to join Surrey Chambers then please do get in touch with either: sarah.butcher@surrey-chambers.co.uk or molly.enser@surrey-chambers.co.uk or call 01483 735540.

We look forward to hearing from you!

Contact: Bill Bailey Tel: 07739 802551 www.bbatraining.co.uk

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BUSINESS AWARDS

The WINNERS BEST NEW BUSINESS

Happy Glaze Ceramics

BEST BUSINESS IN ASHTEAD Four Gables Group

BEST BUSINESS IN EPSOM & EPSOM DOWNS

Core Wellness Centres

BEST BUSINESS IN EWELL AND STONELEIGH

Poltsa Boutique

BEST BUSINESS FOR CUSTOMER SERVICE

Yo Sarnie

BEST BUSINESS FOR COMMITMENT TO THE COMMUNITY

The Old Moat Garden Centre and Café

BEST BUSINESS FOR COMMITMENT TO THE ENVIRONMENT

Rainbow Gardening

BEST YOUNG ENTREPRENEUR Sam Van Lear

BEST BUSINESS FOR FOOD & HOSPITALITY

How to Cook Good Food

BEST BUSINESS FOR DESIGN OR TECHNOLOGY

Adam Plowden Video

BEST WOMAN IN BUSINESS Jessica Rea Millinery

OVERALL BEST BUSINESS Four Gables Group

“We are totally chuffed! To win Best Business in Ashtead and then have that topped off with the Overall Award is amazing. Since our journey started back in 2012 we have loved getting to know everyone locally and we would like to say a big thank you to you for supporting us along the way.”

Four Gables Group

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EPSOM & EWELL EXCELLENCE

The Epsom & Ewell Business Awards celebrated business excellence in the local community at the Awards Finals held at the University for the Creative Arts in November.

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inners were announced for each of the ten categories and the Best Overall Business, sponsored by Radio Jackie, was awarded to the Four Gables Group, an innovative catering, events and wedding hospitality company run by David Guillott based in Ashtead.

The winning businesses and individuals were awarded some great prizes which include a tour of the House of Commons, £1,000 worth of radio advertising courtesy of Radio Jackie, membership of Surrey Chambers, a business session with ActionCOACH and annual membership to thebestof Epsom & Ewell for the Best New Business winner.

This year to coincide with 100 years of women’s suffrage a Best Woman in Busi-

ness Award was presented to Jessica Rea who established her outstanding business as a milliner in Ewell eight years ago.

The Rt Hon Chris Grayling MP said, “We had a really good mix of winners again who are a great tribute to the depth and variety of the local business community in the Epsom & Ewell area. Congratulations to all the winners and runners-up for all their hard work and success.” The Overall Best Business Winners, Four Gables Group, said: “We are totally chuffed!

To win Best Business in Ashtead and then have that topped off with the Overall Award is amazing. Since our journey started back in 2012 we have loved getting to know everyone locally and we would like to say a big thank you to you for supporting us along the way.”

SURREY CHAMBERS

EVENTS DIARY

To find a full list of our 2019 events visit www.surrey-chambers.co.uk/event-listing

Jan 10

2019

th

NETWORKING BREAKFAST WITH GUEST SPEAKER VANESSA LANHAM-DAY Event Time: 07:45 - 10:00 Event Theme: Networking AM Price: Member Rate: £20.00 +VAT Non Member Rate: £25.00 +VAT

Event Location: WORPLESDON PLACE Perry Hill, Guildford Surrey, GU3 3RY

Creating an effective sales pipeline Why getting your sales and marketing pipeline properly organised will make all the difference to the success of your business!

According to business growth inspirer Vanessa Lanham-Day, the phrase ‘sporadic and #scattergun’ is the most frequently used description she hears to describe small business sales & marketing systems. Not suprisingly, most small business sales and marketing systems aren’t that effective!

Vanessa is passionate about process and systems in marketing; as she says; “Not especially creative but frequent marketing will always beat deeply creative and infrequent. Fact. The problem is, most businesses simply don’t have the tools to make this possible.”

If this sounds like your business, you need to be at this session where Vanessa will help you to understand the foundations for property organised sales and marketing system.

Jan 18

Jan 31

NOT YOUR AVERAGE APPRENTICE - NATWEST

MEMBERS NETWORKING EVENING

Event Time: 07:45 - 10:00 Event Theme: Networking AM Price: Non Member Rate: Free Member Rate: Free

Event Time: 18:00 - 20:00 Event Theme: Networking PM Price: Member Rate: Free Non Member Rate: £20.00 +VAT

th Event Location: THE REFECTORY (SEASONS) Guildford Cathedral, Stag Hill Guildford, GU2 7UP

st Event Location: SPACES Station View Guildford

Keynote speaker: Rt Hon Anne Milton MP

Meet fellow Chambers members

When you hear the word ‘apprentice’ it’s easy to think of the following things: • The popular BBC One TV show • A young person learning a labour based role

As a member of Surrey Chambers, enjoy this complimentary event at Spaces, Guildford. Our members networking evenings are your chance to meet fellow members and network with new businesses from all around Surrey.

When in reality there are incredible amounts of opportunity out there for an apprentice. A mother returning back to work who’s thinking about a change in career, can try an apprenticeship, Someone who is looking to get on the career ladder early at a bank or accountants could become an apprentice and people who work in hospitality can fit an apprenticeship around their day to day life!

Not a member? Don’t worry, you are always welcome at a Surrey Chambers event, and our members networking evenings are the perfect place to learn about all the great things the chamber can do for your business.

Join Surrey Chambers of Commerce and NatWest Bank on the January 18th with Keynote Speaker Rt Hon Anne Milton MP to find out what an apprenticeship really is and how you can look at expanding your workforce with one.

Members of the Surrey Chambers team will be on hand to talk to you about all of the different aspects of your membership and to answer any questions you may have.

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FOOD & DRINK

The Anchor – Ripley Reviewed by Molly Enser

A

s the temperature is a little colder and the days become shorter, I can think of no better place to be than a classic British pub and that essentially is what The Anchor in Ripley is. It’s the pub you see in a movie; cosy, intimate and exclusive.

The Anchor is owned by Steve Drake, who is no stranger to Surrey and the venue recently picked up best ‘Food and Drink Destination of the Year’ at Surrey Business Awards. He also opened ‘Sorrel’ in 2017 a restaurant for which he has just picked up a Michelin Star and AA’s restaurant of the Year.

Mike Wall-Palmer, head chef at the Anchor, has worked closely with Drake for nearly a decade and it is abundantly clear that they share the same passion for food.

The menu at The Anchor is mix of fine dining pub classics, the perfect fit for its 16th Century home on Ripley high

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street. Upon entering the building it feels like walking into many Surrey pubs: low hanging beams, pints in hands and plenty of chatter and when entering the dining area it provides just the right amount of intimacy.

After being seated the appetisers were served; Salmon Blini’s and polenta and parmesan chips. The chips were a reflection on taking the classic chunky chip and just tweaking it slightly to create that fine dining feel. The starters played with the Autumnal feel of the menu, and we opted for Loch Duart Salmon, Creamed Leeks & Mushroom Sauce paired with a New Zealand Sauvignon Blanc, a starter that allowed Mike Wall-Palmer to show is creative flair not only in its presentation but in the taste too.

A former protégé of Drake, Mike Wall-Palmer certainly shares Drakes passion for combining different textures and fragrant flavours. The Roast Veni-

son, Swede, Blackberries & Red cabbage reduction would not look out of place in ‘Sorrel’. Combining the sweet tastes with a French Merlot felt like having a Sunday roast in the perfect setting. That really is the brilliance of The Anchor - being a gastro-pub, a classic burger and chips can be found alongside Michelin style dishes on the menu.

The desserts certainly showed the Drake/Wall-Palmer creativity with such things on the menu as Carrot & coconut sorbet, flavours which Drake regularly brings together in his dishes at Sorrel.

Having tried the imaginative flavours at ‘Sorrel’ meant the Tiramasu, Coffee & Hazelnut Ice Cream was the main option and it did not disappoint, the coffee ice cream was like drinking an espresso, meaning there was no need for coffees after the three courses.

The Anchor is the perfect setting for an evening out, Sunday dinner or a celebratory meal, it is certainly evenly priced, beautifully presented and a welcoming place to eat with plenty of meat, fish and vegetarian options. Don’t miss your chance to head down to Ripley and try Mark Wall-Palmers dishes.

www.ripleyanchor.co.uk

WORKPLACE WELL-BEING

DAKOTA FITS WELL

The Brooklands building is designed to support the health and the wellbeing of its occupants

D

akota is an impressive, contemporary building, designed to reflect the highest level of expectations from today’s tenants. Its 39,461 sq ft of Grade A Office space offers large openplan floor plates over four floors. Occupying a prominent position in the heart of internationally renowned Brooklands, Dakota, now with the additional Fitwel Accreditation, is an ideal home for the modern, as well as ‘health and wellbeing conscious’ business occupier.

Fitwel, as the name implies, is a certification system for optimising buildings to improve the health, wellbeing and therefore the productivity of its end users, through targeted improvements to workplace design and operational policies.

Notably, Dakota will be the first building outside of Central London to achieve Fitwel Accreditation and has achieved a Two Star (intermediate level) Accreditation by scoring over 105 points based on 63 measurable criteria.

Some of the key measures taken to secure Fitwel Accreditation and make Dakota a healthier place to work are summarised as follows.

1 2

Natural daylight; all office space at Dakota has huge windows on all four sides providing an abundance of natural daylight, as well as four large outdoor terraces for staff.

Access to outdoor space and nature in the workplace; this is related to lower levels of perceived job stress. As well as having attractive terraces and landscaped borders, Dakota is directly opposite Brooklands Park, an area of woodland and open park, free to use for walking, running or just relaxing.

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3 4 5

6 7

Adopting a wholly smoke-free site policy Priority Parking; encouraging tenants to car share and assigning at least 5% of the parking spaces for carpooling.

Provision of a permanent dedicated display advertising local amenities; installation of a touch screen PC in reception, to be at the disposal of a future tenant to feature additional information, such as local traffic or weather reports, links to local amenity provider websites etc.

Active workstations; such as wobble stools, under-desk treadmills are also part of the Fitwel criteria to encourage physical movement while at work.

Encouraging stair usage; with stylish, motivational signage displaying messages such as ‘Burn Calories Take the Stairs’.

The signs also incorporate a Step

9

10

Jockey QR reader for occupiers to measure their stair climbs and promote their healthier choice.

Bike storage and electric car charging; Dakota has lockable, undercover storage for 30 bikes, along with cycle pathways and exterior lighting, to support tenants with cycling to and from work. Adjacent to the cycle store are two electric car charging points for occupier use.

Availability of fresh, locally produced food; agreements are in place with a local Farm Shop for provision of this on-site as well as images to encourage healthy eating. A free water supply promotes water intake, so a water cooler has been installed, accessible to all.

Emergency First Aid; Dakota has a Defibrillator and Certified First Aider on-site.

If you are looking for your next Head Office, for a place that not only surpasses your expectations architecturally but supports your workforce to be fitter, healthier and in turn more productive, then please get in touch.

For more information on Dakota and Fitwel call 07741 635 195 or email Lynn Turner at marketing@dakota-weybridge.com

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GOLF

Surrey Chambers

GOLF 2019 SOCIETY Surrey Chambers of Commerce Golf Society (SCGS) has been running for 22 years and offers the opportunity to play some of Surrey’s finest courses and to entertain guests in a relaxed and mildly (!) competitive environment.

By Tara Wavre

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O

pen to all business owners or senior executives, the society’s main strength is the quality of the venues attended, with Swinley Forest, St. George’s Hill, New Zealand and Hankley Common to name four of a stunning monthly selection.

We are now moving into our 23rd year, and 2019 sees us visiting some of our favourite fixtures from 2018 as well as Burhill, Foxhills and Hindhead courses which are new for next year. You can see our full list on the page opposite.

We have had a very eventful 2018 and I hope you have enjoyed the fixtures you have played this year so far. As I write this there is only one date left, 4th December at Woking golf club, sponsored by 3wise Digital. Woking will decide the winner of the 2018 Order of Merit, sponsored by RSM, which is still too close to call after our visit to Swinley Forest on Thursday November 8th.

Swinley was sponsored by Bill Vickery from V3 Print and Design and was a very popular day. Despite very bad rain

DIARY: 22nd January Hankley Common

27th February St George’s Hill

26th March West Hill

24th April Burhill

21st May Coombe Hill

11th June

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Foxhills

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TELEPHONE ENTRY SYSTEMS

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22nd August Hindhead

11th September New Zealand

17th October Camberley Heath

7th November Swinley Forest

3rd December

2019 SPONSORS

Woking

“It’s hard to put your finger on why but these

golf society days are so enjoyable. Great

company, great courses, competitive golf all go to create a unique days pleasure that’s really special. I for one love them’ Mike Simons on SCGS

HEADLINE SPONSOR

on the days before and after, somehow we managed to get glorious sunshine all day. We started very early (8am) which allowed some of our players to get some additional holes in after lunch.

Congratulations go to Hew Whitefoord, our member’s winner for the day, who won with 37 pts, Bill Vickery from V3 print presented the award.

As we come to the end of the year I’d like to thank all of our sponsors for the year for their continuing support for SCGS, and all members and non-mem-

ORDER OF MERIT SPONSOR

bers alike who attended our fixtures and who make the SCGS a fun and friendly society.

Our upcoming fixtures include some truly excellent courses, and we would love to see you, your colleagues and clients there.

For more information please contact Tara.Wavre@Surrey-Chambers.co.uk

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DUE TO UNPRECEDENTED DEMAND

We are going

MONTHLY! Your new look Surrey Chambers Magazine will arrive on your desk every month, starting with the March issue (out late February)

And look out for our essential new Health & Wellbeing section, also launching in March.

Get involved‌ Call Sarah Edwards on 07749 456805 Or email Sarah@platinumpublishing.co.uk

SPONSORSHIP

Sponsor a CHAMBERS EVENT Surrey Chambers of Commerce holds over 150 events a year spread across the county. We host regular breakfast meetings, industry specific forums and corporate dinners perfect for entertaining clients. These events are designed to give you the chance to enhance your business network, find new customers and local suppliers, and meet other dynamic business people.

S

ponsoring a Surrey Chambers event allows you to raise your profile and brand awareness within the county and showcase your expertise as a company. By sponsoring an event you can take advantage of the Surrey Chambers of Commerce subscription base and reach your target audience.

It’s the perfect opportunity to make new connections and be seen to be leading and influencing.

What can I sponsor?

With over 150 events a year there can be a lot to choose from, Surrey Chambers hosts a wide variety of events, and all of these can be sponsored

yy Business Women in Surrey EventsBusiness Women in Surrey is a specific stream of events designed to highlight and celebrate the achievements of business women in Surrey. yy Flagship- Our flagship events include, Annual Summer BBQ, President’s Drinks Receptions and Annual Christmas Lunch. yy Chamber Power Breakfasts - Our Power Breakfasts are a fantastic opportunity for businesses to connect in a friendly and relaxed environment.

If you choose to sponsor a Surrey Chambers event you will receive complimenta-

ry tickets to the event, your stand or pop up banners & promotional literature at the event with branding on badges and delegate list alongside. Promotion before, during and after the event across all Surrey Chambers social media channels and press coverage in the Surrey Chambers of Commerce Business magazine.

If you are interested in sponsoring a Surrey Chambers of Commerce event, please contact: Emily.Stanton@surrey-chambers.co.uk or call 01483 735 540

yy Hot Topics - We react to the latest news and trends affecting the business community and run a number of targeted events throughout the year. They provide a great opportunity to get in front of senior decision makers but often come up at short notice. They tackle topics such as Brexit, Cyber Security, Pensions and much more. yy Property & Construction Forums – A series of events around issues affecting businesses working in the construction & property industries.

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JOIN THE CHAMBER bers of “Surrey Cham unty’s the co Commerce is dent, not-foren ep largest ind anis support org profit busines s businesses elp sation that h ally cally, nation lo ct e to conn ain g in order to and globally suppliers customers, dge.” and knowle

CAN YOUR BUSINESS AFFORD

NOT TO BE A MEMBER OF SURREY CHAMBERS OF COMMERCE? Sitting at the heart of the business community, Surrey Chambers of Commerce connects you to opportunities, skills, knowledge and valuable contacts. We can help you grow and develop, by promoting your business, introducing you to new customers, keeping you informed and representing you locally, regionally and nationally.

W

ith a membership representing businesses of all sizes across every sector of the economy, the Chamber works hard to ensure that the continued prosperity of Surrey takes into account the needs of business, as well as providing a range of high quality services to help businesses to grow and meet new potential customers, including making introductions into over 40 countries.

Surrey Chambers of Commerce is an integral part of the Surrey business support network and alongside its partners offers specialist advice, knowledge and information on a wide range of issues facing local businesses.

We can: Help you to find new customers – raise your profile, increase your brand awareness and generate new business by using our website, publications and database to communicate with thousands of business people.

Connect you to other businesses – we run over 100 events a year that give you the

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chance to enhance your business network, find new customers and meet like-minded and other successful business people.

Expand your network overseas – we provide friendly, professional advice and assistance and help you obtain necessary export documentation. Our relationship with 28 accredited overseas British Chambers means we can introduce you to our global network of experts to make your journey much easier.

ment, influencing policy and strategic decisions.

Support your local community – we are passionate about contributing to the wider community and encourage you to work with us. We support a variety of local initiatives, providing you with the chance to give something back, whilst raising your company profile.

Develop you and your workforce’s knowledge and skills – we run a range of training events throughout the year and can introduce you to a variety of training providers

Save you money – We can provide you with a variety of discounts designed to save your company money. As well as national deals you will benefit from exclusive discounts offered by other Chamber members. You too can offer a special member to member deal.

Represent you – we believe it is important that you and your business are fairly represented locally, regionally, nationally and where appropriate, internationally on issues affecting business. We work closely with Surrey County Council, the eleven local borough councils, district and 2 Local Enterprise Partnerships and we feedback and provide input to the British Chambers of Commerce who talk directly to govern-

WANT TO KNOW MORE? If you would like any further information about joining Surrey Chambers of Commerce please contact us: We look forward to hearing from you.

Call: 01483 735540, Email: Sarah.Butcher@surrey-chambers.co.uk Visit: www.surrey-chambers.co.uk

Be Safe With Us

Did you know that Chamber members have unlimited access to a range of essential business support services.

ChamberHR

ChamberHealth & Safety

ChamberLegal

ChamberTax

These services give you unlimited access to no less than five business advice lines and a website which features over 750 free downloadable template documents.

Believe it or not all these services are included in your membership fee – you will have nothing extra to pay!

These services offer members real protection and peace of mind. To ensure that you can have access to these valuable services all you need to do is join.

Don’t delay… join today!

A180 SE Representative Example (based on 10,000 miles per annum) Monthly Payments of1

£299.00

Customer Deposit

£299.00

Retailer Contribution

£2,630.19

On the Road Price

£22,850.00

Optional Purchase Payment2

£9,100.00

Amount of Credit

£19,920.81

Duration of Agreement

48 months

Total Amount Payable3

£23,761.00

Purchase Activation Fee

£10.00

Representative APR

6.1%

Fixed Interest Rate

5.95%

Excess Mileage Charge incl. VAT

8p per mile