Surrey Business Magazine - issue 14

SURREY

BUSINESS THE OFFICIAL SURREY CHAMBERS OF COMMERCE MAGAZINE

ISSUE 14 MAY 2019

LAMBORGHINI URUS THE

fastest SUV IN THE WORLD

100 YEARS OF

Hart Brown

THE ONE MINUTE MANAGER

KEN BLANCHARD

FRANKFURT TEMPTING OUR TALENT?

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SURREY BUSINESS

BUSINESS SURVEY

CONTENTS 5

A word from the CEO

7

President’s column

8

Local and Chamber News

13

Planning to combat stress Haines Watts

14

The business of divorce DMH Stallard

16

Business optimism in the South East NatWest

18

Long term investments PMW

20

A focus on property Herrington Carmichael

22

INTERVIEW: 100 years of Hart Brown

24

Surrey Business Awards

26

THE BIG STORY: Ken Blanchard

30

The ownership of design Farrow Creative

31

Business acquisition Cleankill

33

The hazards of hubris Surrey Business School

34

Investing in the South East TCPG

37

Policing Surrey – Moving to Leatherhead

38

Acumen Business Convention Acumen

40

HEALTH & WELLBEING

42

The key pillars of wellbeing ViiSana

44

Positive company culture Breathe

46

Are you sitting comfortably? Posturite

47

Good conversation to remedy stress TWPC

48

Sleeping on the job

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56

ELMBRIDGE: Where town and country meet ELMBRIDGE: Brooklands Hotel ELMBRIDGE: Brooklands Museum ELMBRIDGE: Interim Finance / HR Dept

58

Surrey Super Growth Awards

60 64

TRAVEL: Shake Hands in... Frankfurt TRAVEL: Bucket List - Vietnam

66

Clean Growth Enterprise M3 LEP

70 72

MOTORING: Lamborghini Urus MOTORING: Mercedes A250

74

Surrey Chamber New Members

76

Surrey Chambers Events Diary 2019

79

Sponsor a Chamber event

80

Surrey Golf Society

82

Join the Chamber

52 54

26 KEN BLANCHARD

The One Minute Manager speaks to Surrey Business Magazine

60

Shake hands in...

FRANKFURT

50 Focus on...

ELMBRIDGE

70

LAMBORGHINI URUS

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 BUSINESS

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A WORD FROM THE CEO

Cultivating an engaged workforce

E

very quarter, Chambers across the country seek feedback from our members to feel the pulse of the British economy and the last results did not make happy reading. In the services sector, the percentage balance of firms reporting an increase in export sales stood at zero, its weakest level since 2009, and the orders balance turned negative (more firms reporting that orders have decreased than those reporting an increase) for the first time in eight years. The balance of firms reporting improved domestic sales and orders also weakened significantly in the quarter. Among manufacturers, the percentage of firms reporting an increase in domestic and export sales and orders dropped back to their 2016 levels.

The lack of clarity over the UK’s future relationship with the EU is affecting investment intentions in both the manufacturing and services sectors. The balance of firms who looked to invest in either plant and machinery or training dropped in both sectors to their lowest level in eight years. Business confidence in profitability and turnover also deteriorated sharply in the quarter.

which come up in business discussions very often is that of Company Culture and how important is it for the success of a business.

Our mini conference, run in partnership with Breathe on May 8th, will focus in on why this is such a critical topic now more than ever. Do we feel there is a need for our culture to keep up with the ever-changing world we live in? Should it be something that is enforced or does it happen naturally? Are we doing it right in the first place? How can we cultivate a happy and engaged workforce?

Alongside our keynote speaker, Jonathan Richards, Founder & CEO of Breathe, we will have the company of three amazing case studies from our very own businesses in Surrey. Each business has their own story, their own team and their own culture but what differentiates these three companies from the rest? They will be discussing how their regular practices keep their team happy, ensure a high staff retention rate and how the right company culture can drastically improve income for your business. Whatever happens and whenever it happens, Surrey Chambers will be on hand to champion the success of Surrey businesses.

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

Continuing to be the catalyst for local businesses

In spite of these worrying findings, Surrey Chambers is continuing to provide ongoing support to local businesses by providing the latest information on Brexit and creating events which inform and provide opportunities to connect with potential customers, partners and suppliers. One of the topics

Louise Punter

CEO Surrey Chamber of Commerce

THE TEAM Maarten Hoffmann – Director

maarten@platinumpublishing.co.uk 07966 244046

Molly Enser Chamber Editor

Lesley Alcock Business Development Director

Fiona Graves Events Director

Danielle Mason Sales Executive

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

Alan Wares Head of Design

Lydia Bunyard Events Executive

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 danielle@platinumpublishing.co.uk

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PRESIDENT’S COLUMN

THE PRESIDENT’S VIEW

CLIENTS & COMPETITORS

by Steve Coburn

I

n this month’s column, I want to explore the way that we think about both our clients and our competitors, because I’ve had reason to reflect on both this month.

It started at Eagle Radio’s first BIZ Conference in March. It goes without saying that the speakers were inspiring and thought-provoking (and of a very high calibre) – and it was lovely spending time with some of our Surrey Chambers Members on the day.

But, what got me thinking, was who Eagle Radio’s customers are. Because it’s easy to miss the subtleties. Paul Marcus and his team seem to have a firm grasp on the concept, though, and it’s worth spending time looking at how they communicate with their customers.

Because, in most cases, they don’t!

Eagle Radio have a business where the ‘consumers of their services’ don’t actually pay them any money, and therefore they are not technically their ‘customers’.

As a listener, it’s free to tune in and listen to the great music, the news, travel and other entertaining content. Go online, and it’s the same… it’s free to browse their website and interact with lots of great content.

Everything they do is geared towards the 244,000 listeners and the 49% of the local population who they reach (both online, in-person and on-air).

You have to search really hard on their homepage to find the ‘Advertise on Eagle Radio’ link.

So, looking at their business model, it’s interesting to see that the ‘consumer’ of their services is different to the ‘customer’. The people who pay Eagle are the advertisers. They are Eagle’s customers – but Eagle Radio dedicate their efforts towards creating ‘happy consumers’.

And, that’s what got me thinking. How many other businesses have the same relationship between consumers and customers?

At the Chambers, there’s an element of that. For our smaller members, the individual who consumes the Chambers’ services is normally the person who pays for it too. But for the larger companies who are members, the person who ‘pays the bills’ is often removed from the people who attend the Chambers’ events and interact with our other great services. Do they understand the value that their staff get from the firm’s membership?

So, when it comes to our messaging,

what’s the right mix? Who’s more important, the ‘consumer’ or the ‘customer’? Definitely one to think about.

Which then leads me on to talking about our ‘competitors’. I attended another great event this month with Richard Maybury at the IoD in Guildford. I recounted a story I’d heard about Harley Davidson.

They realised that their competitors are not Honda or Kawasaki. Their competition actually comes from kitchen manufacturers. Yes, you read that correctly.

Think about it, you’re at home, discussing a major household purchase with your partner, looking at the kitchen brochures, and suddenly there’s an advert for a Harley Davidson. “OK honey, you can have the kitchen you want – but I would like one of those!”.

OK, I’m stereotyping, I know – but sometimes the competition for the money that could be spent on our goods or services is actually from a completely different industry.

How far afield do we look when we’re trying to understand the choices our customer has? Sometimes, they could be choosing to spend their cash on something completely unrelated instead!

SURREY BUSINESS

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LOCAL

news

Strive for the best with Thrive

T

he Thrive Team has opened for business, bringing high performing leaders to Surrey organisations and developing candidates so they can thrive in the workplace, as well as in life. Co-founded by Martin Grady (FIRP, Dip RP) and Alison Trodd (FCIPD), The Thrive Team uses carefully designed search and selection techniques to discover ‘best fit’ candidates for senior-level positions. Development is provided via a personalised coaching plan, which focuses on the placed employee’s smooth transition to their new

Customer Friendly Tech Hub

F role and organisation, as well as mental health awareness training, which helps leaders to look after, and get the best from, the people they manage.

I choose a lazy person to do the hard job. Because a lazy person will find an easy way to do it.

BUSINESS WISDOM

Local fine wine group launches

ollowing a year of investment and development, Avaya Holdings Corp has announced the opening of its new Customer Experience Centre (CEC) in Guildford.The stateof-the-art facility will act as the UK’s leading showcase of the latest contact centre, communication and collaboration technology.

Built in partnership with Avaya Partners, Avaya has invested in months of work to create fully immersive showcases that allow visitors to experience the very latest in digital and customer experience technologies. The CEC showcases act as a blank canvas for innovation and can help create highly bespoke, vertical-specific solutions for customers of any kind.

A £20m move

S A

group promoting Surrey wines and vineyards has come together to launch the Vineyards of the Surrey Hills, covering wineries in a designated Area of Outstanding Beauty.

The new group consists of five Surrey-based wine producers including

Greyfriars Vineyard, Chilworth Manor Vineyard, Albury Vineyard, High Clandon; and Denbies. Officially launching on June 8th and 9th, the group have planned activities across all five member vineyards, giving guests the chance to sample the different wines and explore a ‘secret vineyard trail’ at Denbies.

Surrey snacks go global

A

business which sells healthy snacks has been sold by global investment firm The Carlyle Group to Unilever. Surrey-based Nature Delivered trades as ‘graze’ and is among the UK’s largest snack brands with a presence in 30,000 stores.

The business was founded in 2008 and

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the snacks are stocked across the UK and USA. Anthony Fletcher, graze chief executive, said: “This deal marks a transformational moment in graze’s growth journey. graze believes that learning from Unilever’s sustainable living plan will become a key driver for the business.”

urrey Police has spent more than £20m on new headquarters. The force has revealed its new operational base will be created in Leatherhead at the former Electrical Research Association (ERA) and Cobham Industries site in Cleeve Road.

The new site will become an operational hub housing specialist teams as well as chief officers and senior leadership team, support, corporate functions and training facilities.

Goods-ness Gracious Exports

B Spring forward for Leatherhead

T

he drive to rejuvenate Leatherhead town centre shifted into a new gear at Transform Leatherhead’s Spring Public Forum. The forum gathered organisers, sponsors and residents together at the Leatherhead Theatre to help pool ideas on several of the central plans for the Transform Leatherhead initiative.

Several key developments were also presented to attendees, including the latest updates on the Swan Centre refurbishment as well as support for

Leatherhead’s bid to be included in the Future High Street’s Fund - a new government grant that towns across the UK can apply for, and will receive, if their bids are approved.

Transform Leatherhead is an initiative aiming to rejuvenate Leatherhead town centre, and is sponsored by MVDC and a number of regional businesses and organisations including The Environment Agency, Coast2Capital, Cushman & Wakefield and others.

usinesses from across the South East exported £46.8bn worth of goods in 2018, an increase of 3.2% compared with the previous year, new figures from HM Revenue & Customs have revealed. The US was the region’s largest market, importing £7.38bn worth of goods last year. Exports to China also jumped by almost 54% to £3.91bn.

Companies benefiting from overseas trade include luxury leather goods business pampeano, which has secured deals worth £113,000 in the US since 2017; and Surrey-based Babycup, which has developed an open cup for babies, and who has agreed a partnership with a Chinese distributor for 60,000 units.

People who wonder whether the glass is half empty or half full are missing the point. The glass is refillable.

BUSINESS WISDOM

Bank invests in top independent school

A

n independent boys school in Kent is set to open a new science facility after securing a £4m funding package from HSBC UK. The Barton Science Centre at Tonbridge School spans three storeys and comprises 20 new classrooms and laboratories.

The £20m development, part-funded

by HSBC UK, has been specifically designed to transform the way science is taught and understood by pupils.

Nick Hicks, area director for HSBC UK in Sussex and Surrey, said: “HSBC UK has been working with Tonbridge School for over ten years and we are thrilled to have contributed towards this new state-of-the-art facility.”

NEW HEIGHTS FOR SURREY BUSINESSES

T

wo lettings totalling more than 37,000 sq ft have been agreed at The Heights business park in Weybridge, M&G Real Estate has revealed.

At £32.50 per sq ft, AXA and Dairy Crest have committed to 17,400 and 20,066 sq ft respectively to share the second floor of Building 5 on new tenyear leases.

The 350,000 sq ft park is home to ten-

ants ranging from Daikin to Samsung, and P&G to Sony and the latest signings take the park to 97% let, with a single suite of 10,600 sq ft remaining available.

The news follows the announcement that Canadian-based Saputo has acquired Dairy Crest, with reports confirming their plans to retain the 150 jobs in its Surrey head office.

SURREY BUSINESS

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CHAMBER

news

HFS Milbourne sponsor Surrey Barristers H FS Milbourne, the Surrey-based financial specialist has announced plans to sponsor Guildford Chambers, the multi-disciplinary barristers who provide advocacy for individuals and businesses across the South East.

The agreement will see HFS Milbourne support Guildford Chambers’ continuing professional development (CPD) programme which provides specialist workshops for lawyers looking to continue their education.

Rod Milne, joint managing director, explains: “Our work providing advice on the division of finances when a marriage breaks down brings us into close

There is nothing more beautiful than someone who goes out of their way to make life beautiful for others BUSINESS WISDOM

Spelthorne means business

contact with family lawyers. This new association will provide an opportunity to cement existing relationships whilst helping lawyers maintain an understanding of current legislation which can be very complex.”

For further information visit: www. hfsmilbourne.co.uk or tel: 01483 468888

No ID, No Vote

V

oters across Woking Borough will need to show photographic identification before they can vote in person at the polling station, at the next local election on Thursday 2nd May 2019. Voters who do not produce valid identification will not be allowed to vote, however votes who do not have any of the accepted photographic ID can get a free Local Elector Card, which is available for all voters who need it, right up until 5pm on Wednesday 1st May 2019.

S

pelthorne’s second Spelthorne Means Business awards are open for entries. Guests at the launch, held at the Hazelwood, Home of London Irish, included last year’s winners and this year’s sponsors who joined Spelthorne’s Deputy Mayor Mary Madams and Leader Councillor Ian Harvey.

Speaking about the awards, Cllr Harvey said: “I set up these awards last year to recognise our hard working local companies and showcase our thriving business community. No matter how large or small your business is, it’s a great opportunity for you to celebrate your business and your people”.

To enter the awards, businesses must have a trading address in the Borough.

Entry is free with online entry live until September 30th 2019. The awards dinner will be held on October 17th at Shepperton Studios.

For further details visit: www.spelthorne.gov.uk/SMBA or email: s.moralee@spelthorne.gov.uk

For more information, visit: www.woking.gov.uk/VoterID

A New Wave in cinema N ew Wave AV provide Home Automation, Cinema and Media Rooms, and Lighting Design and Control to homes in Surrey, Kent and London.

Their latest installation is an impressive family Media Room - at the touch of a button, the room transforms into a cinema space, a projection screen drops down from the cabinetry, whilst a Sony

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UHD projector appears from the ceiling.

The team at New Wave AV worked tirelessly with each trade to ensure the cinema space looked and worked seamlessly. The company has a history of luxury media rooms and access to multiple brands enabled a comprehensive design and demonstration for the client.

A Midsummer delight

T

he award-winning Guildford Shakespeare Company (GSC) and local Surrey arts charity Delight are helping 14 primary schools to create their own magical performances of A Midsummer Night’s Dream.

The children, from 14 selected primary schools across Surrey, enjoyed a specially adapted interactive performance

from four professional GSC actors.

The performances help to inspire and excite the children, introducing them to Shakespeare’s work, usually for the first time. Over the following weeks, the actors returned to the schools to work with children in Year 5 to create their own performance of A Midsummer Night’s Dream, through workshops and teacher-led activities.

‘Delight in Dream’ marks the fourth year of the successful partnership between GSC and Delight. Over the three years of this trilogy, GSC and Delight have worked with 1,855 children and 62 teachers and they hope to work with 10 new schools in the coming years.

Great conversations T he YUnique Marketing team have had a supremely active 2019 so far and have been out and about beyond their base in Surrey. Taking a tip from the Chambers that there need be no geographical boundaries to having great business conversations, MD and Consulting CMO Jarmila Yu gives us some highlights.

In Surrey, YUnique Marketing shared their insights and tips, speaking about The Values of Personal and Corporate Brand with Basepoint Camberley’s Business Networking Hub, and in Hertfordshire, they announced the appointment of a new associate to the team.

In Hampshire they exhibited at the inaugural Hampshire Business

YouBecome launches culture test A

company’s culture is not an ‘airy fairy’ concept, but a business issue that has a direct bearing on your organisation’s bottom line.

Mike Turner, the Managing Director of YouBecome, says developing a strong culture should be treated like any other key measure or metric in a business, and the YouBecome team has spent years researching the best practices in corporate culture.

On their website Mike describes how there are six areas or ‘pillars’ that form the foundation of a strong corporate culture. More importantly, he describes how they can be developed and measured by an organisation.The first step is to assess your current situation and YouBecome have developed a software application where you can do just that.

Visit www.youbecome.com/product/ culture-test and follow the instructions to receive a 28-page analysis report on the current strength of your culture.

YouBecome specialises in working with ambitious and growing businesses in Surrey, Hampshire and the South East, and is a leading expert in employee engagement and organisational culture.

Expo, and in Berkshire they concepted an initiative with a school to help businesses tap into a valuable network, whilst getting them engaged with and closer to the future workforce.

For further information, call: 01276 780005 or email: info@yuniquemarketing.com www.yuniquemarketing.com

Surrey Chambers members can take this test for free. For further information call a member of the team on 01932 977090

The first rule of business: stay out of mine BUSINESS WISDOM

SURREY BUSINESS

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PLANNING

FINANCE

IS AN UNNATURAL PROCESS Matthew Farrant, Partner at Haines Watts, tells us why communication is key to maintaining healthy stress levels ing an adverse effect on their mental health. That can take on many forms and severities, but to dismiss or underestimate it can be a big mistake. But the key word here is ‘privately’ - I’ve seen owners holding their struggles back behind a brave face for years, putting off getting support and winding up with an emotional breakdown.

It’s more common than any of us would like to admit.

Matthew Farrant

“P

lanning is an unnatural process; it is much more fun to do something. The nice thing about not planning is that failure comes as a complete surprise, rather than being preceded by a period of worry and depression.” Sir John Harvey Jones.

I have heard this quote many times before and was reminded of it recently when a couple came to see me. They had the latest cloud software that was keeping them informed but, as a typical business couple, they worked in the business together. Unfortunately, they had both been hiding things from one another, and me.

The failure did not come as a surprise and there was a long period of depression and stress which resulted in a heart attack. This was luckily mild and the client is recuperating well, however, sadly the business will not survive.

75% of business owners privately admit that running a business is hav-

Unfortunately, many of my clients feel they cannot unburden themselves onto their family members. They take their position as the breadwinner very seriously and often do not want to transfer the personal or financial stress they are feeling onto their partner. But these stresses so often bleed into the family unit in one way or another.

as a mental breakdown or a knock-on stress-related physical illness.

In other cases, the best option may be to seek help from an impartial third party. Getting an external opinion can add perspective and challenge you to think in different ways, without the fear of offending or damaging an existing relationship. Our research shows that only 2% of business owners say they have ever sought help from a third party, maybe now is a good time to start.

To get advice and practical solutions on easing the pressure, and the support of a trusted expert who knows what it’s like to be in the driving seat, speak to one of our partners.

75% OF BUSINESS OWNERS PRIVATELY ADMIT RUNNING A BUSINESS IS HAVING AN ADVERSE EFFECT ON THEIR MENTAL HEALTH

The solution all comes down to communication. The further you isolate yourself and hide the stresses you are facing, the harder it will be to bring them to light. Transparency will help lift the pressure many business owners feel, and from an emotional standpoint this is also important.

In my experience, it is very rare for a business owner to openly discuss their concerns, which means there’s almost certainly even more people in pain than we’ve uncovered. Talking openly and relieving some of the pent-up pressure can help prevent something as common as business stresses and anxieties from turning into something as severe

For further information visit www.hwca.com/accountants-godalming

SURREY BUSINESS

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The business of divorce

What happens to a business during a marriage breakdown? Marwa Hadi-Barnes, Senior Associate at law firm DMH Stallard, shares her advice on how to avoid a business fallout in the event of a divorce

F

or business owners, the complications that a divorce entails will often reach well beyond maintenance arrangements and parental responsibilities.

Many individuals will expect to share their property and other personal assets with their spouse in the event of their divorce, however, they are often surprised to discover their business interests are also within the scope of the family court.

WHAT POWER DOES THE FAMILY COURT HAVE?

Even if a spouse has little or no day-today involvement, the family court still has wide ranging powers to make orders in relation to the business.

Any shares owned in a limited company by either party constitute property and the court may order their transfer to the other spouse.

The court may also order the sale of the shares, but this will depend on the circumstances of the case and if this is the main source of family income, this may not be the most appropriate solution. Broadly speaking, the family court does not have the power to deal with shares owned by a company.

However, in 2013 the Supreme Court ruled that in rare circumstances it can.

HOW TO PROTECT YOUR BUSINESS

Given the family court’s far reaching powers, it is imperative that business owners take steps in advance to protect their assets.

We strongly advise that individuals considering marriage (and who wish to preserve their wealth in the event of a marriage breakdown) enter into a prenuptial or postnuptial agreement.

Although the courts are not bound to uphold the terms of a prenuptial agreement, they are likely to carry substantial weight provided the following measures are put in place when entering into the agreement: • Both parties have taken independent legal advice before signing the agreement •F ull financial disclosure has taken place • The agreement is signed at least 28 days before the date of the wedding • The agreement is fair and reasonable

GIVEN THE FAMILY COURT’S FAR REACHING POWERS, IT IS IMPERATIVE THAT BUSINESS OWNERS TAKE STEPS IN ADVANCE TO PROTECT THEIR ASSETS”

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and meets both parties’ reasonable needs as well as those of the children A prenuptial agreement can regulate how to best protect the business moving forward. The agreement can also provide for shareholdings, business

LEGAL income and capital acquired through dividends, to be ring fenced.

to disclose information relating to the company to a shareholder’s spouse.

Postnuptial agreements are signed after the wedding takes place. This can be due to the couple being unable to sign the document 28 days before the wedding or a change in individual circumstances, such as a sale of the business, a buy-out or business restructure.

The court has wide ranging powers to deal with business assets on an individual’s divorce. However, there are measures that can be taken to mitigate this risk as far as possible. A word of caution – disposing of shares or other assets shortly before or during the divorce process will be viewed negatively by the family court, which has the power to set aside any transactions.

SHAREHOLDERS’ AGREEMENT

The agreement can prescribe a method for valuing the shares in the event of a shareholder’s divorce. It can ensure that on divorce, shares cannot be transferred to the shareholder’s spouse without the board’s consent or if transferred, they must be offered back to the owner. The agreement could also provide for limited rights

Marwa Hadi-Barnes can be contacted on: T: 01293 605000 E: marwa.Hadi@dmhstallard.com www.dmhstallard.com

A PRENUPTIAL AGREEMENT CAN REGULATE HOW TO BEST PROTECT THE BUSINESS MOVING FORWARD

CASE STUDY Mr A started his business shortly after university and this has gone from strength to strength. He now has a limited company employing over 50 employees and he is a director and the majority shareholder. Mr A had a relationship with Miss B and has a child from that relationship.

Although Mr A and Miss B are no longer in a relationship, they amicably co-parent their son.

Mr A meets Miss C, who works as a teaching assistant. They are engaged to be married. Several of Mr A’s friends have been through a divorce and have suggested that he obtain legal advice. Mr A’s main priority is to protect his business.

Mr A has been advised to enter into a prenuptial agreement with Miss C. Mr A was initially hesitant to raise this with his fiancé. He eventually did and they both disclosed their assets to ensure any agreement between them was fair, this involved relatively lengthy negotiation. This was finally signed by them both but only 14 days before the wedding.

Given a prenuptial agreement is less likely to be upheld if it is entered into less than 28 days from the date of the wedding, Mr A was also advised to enter into a postnuptial agreement.

His family solicitor referred him to a colleague in the corporate department to have the existing shareholders’ agreement varied, this would specify that shares could not be transferred to any of the shareholder’s spouses without the board’s consent and specified what information could be disclosed as well as how to prescribe a value to the shareholding. Whilst Mr A’s main concern was the business, he had also inherited a rental property from his parents which he wished to protect and leave to his son in the event of his death. His family solicitor advised him of the importance of reviewing his testamentary affairs.

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The South East is still one of the most optimistic regions Output growth strengthens but remains below long-run trend

P

rivate sector business conditions in the South East improved tentatively in February, according to the latest NatWest PMI® data.

New business rose slightly following January’s decline, leading to the

fastest overall increase in activity in three months. Moreover, output expectations were the brightest in four months. That said, survey indicators for all three variables remained well below their long-run trend levels, and employment declined for the second month running.

The headline NatWest South East Business Activity Index – a seasonally adjusted index that measures the combined output of the region’s manufacturing and service sectors – improved to 52.3 in February, from January’s two-and-a-half-year low of 50.6. The latest figure signalled the fastest increase in combined manufacturing and services output for three months and was above the UK figure of 51.5. That said, the index remained well below its long-run average of 54.9. Sector data indicated that the pick-up

KEY FINDINGS • Total activity up at fastest rate since last November • New order growth resumes following January’s decline • Employment falls for second month running in overall output growth in February was driven by the service sector, while manufacturing production increased at a rate unchanged from January’s lacklustre pace.

Having declined in January for the first time since July 2016, the volume of incoming new work received by private sector companies in the South East rose in February. That said, the rate of expansion was only marginal, weighed down by a fall in manufacturing new orders.

With new work rising only fractionally in February, companies were able to further reduce their outstanding business. Backlogs declined for the fifth month running, albeit at the slowest rate over this period.

Lower levels of outstanding business indicated a degree of spare capacity in the South East’s private sector. This, combined with only a slight increase in new work, led firms to cut workforces on average for the second month running.

Input price inflation continued to weaken in February, but remained strong overall. The seasonally adjusted Input Prices Index fell for the fifth month running to a ten-month low, but remained above its long-run average.

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LEGAL

wth strengthens but elow long-run trend COMMENT

COMMENT

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

Sebastian Burnside, NatWest Chief Economist

Private sector business conditions in the

stest ber

sumes ecline

second

s

UK

February’s stronger inSouth East improved tentatively in February, crease in private sector ® according to the latest NatWest PMI data. output is welcome news New business rose slightly following January's but, overall, the survey decline, leading to the fastest overall increase data confirms that the in activity in three months. Moreover, output South East is stuck in a lowexpectations growth gear were in the brightest in four months.

That said, indicators for all three the opening quartersurvey of remained well below their long-run 2019. variables Data for the first trend levels, two months point and to employment declined for the Stuart Johnstone second month running. the slowest quarterly performance since Q3NatWest South East Business The headline 2016, Activity barring a sustained March.

Index – aimprovement seasonallyinadjusted index

that measures the combined output of the

“Similarly, forward-looking indicators have picked up region’s manufacturing and service sectors – since January but remain relatively weak. New busiimproved to 52.3 in February, from January's ness rose only marginally, and the Future Activity Intwo-and-a-half-year low of 50.6. The latest dex – tracking output expectations in 12 months’ time figure signalled the fastest increase in – is at the fifth-lowest level on record despite rising to combined manufacturing and services output the highest since last October.”

for three months and was above the UK figure of 51.5. That said, the index remained well below its long-run average of 54.9. Sector data indicated that pick-up overall output With input costs rising at athe strong overall in rate, growth ininFebruary was increased driven by the service private sector firms the South East sector, their charges further.while The ratemanufacturing of inflation eased production increased a remained rate unchanged from January's slightly since Januaryat but higher than lacklustre pace. the historical average.

Demand The faster increase in total activity was reflected in firms’ expectations for the 12 months, Having declined in next January for the first time which strengthened to the highest since of last since July 2016, the volume incoming new October. work That said, the Future Output Index was received by private sector companies in still the fifth-lowest on record, as Brexit uncerthe South East rose in February. That said, the tainty continued to weigh on sentiment. rate of expansion was only marginal, weighed down by a fall in manufacturing new orders.

Business performance reacross most areas of the in With new work UK rising only fractionally in February.

There were February, companies were able to further some pockets of more reduce their outstanding business. Backlogs solid growth – for examdeclined for the fifth month running, albeit at ple, slowest in Wales, East the ratethe over this period.

Midlands and the North Lower outstanding business indicated West – levels thoughofeven here athe degree of spare in the South East's data show that ficapacity rms private sector.

This, combined with only a are struggling to maintain Seb Burnside slight increase in new work, led firms to cut the levels of performance workforces seen in 2018. on average for the second month

Capacity mained subdued

running.

“The uncertainty among businesses is having an in-

Prices creasing impact on local labour markets up and down the country. numbercontinued of regions recording a fallinin Input priceThe inflation to weaken private sector employment has risen from just February, but remained strong overall. one Thein December to nine in February – the most since lateseasonally adjusted Input Prices Index fell for 2012. the fifth month running to a ten-month low, but remained above its long-run average.

With input costs rising at a strong overall rate, private sector firms in the South East increased their charges further. The rate of inflation METHODOLOGY eased slightly since January but remained The NatWest East higher thanSouth the historical average.

PMI® is compiled by

Outlook IHS Markit from responses to questionnaires

The faster increase in total activity was sent to South East reflected in firms' expectations for the next companies that parti12 months, which strengthened to the highest cipate in IHS Markit’s since last October. That said, the Future Output UK manufacturing and Index the fifth-lowest on record, as serviceswas PMI still surveys.

Brexit uncertainty continued to weigh on sentiment.

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

70 60 50 40 30 '97

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SURREY BUSINESS

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17

WILL YOUR PORTFOLIO

SINK OR

Simon Lewis, CEO of Partridge Muir & Warren Ltd, provides insight into long-term investment in 2019 embarrassing predicament is not high on the list of concerns for global investors and their mood has been steered primarily by other issues.

US FEDERAL RESERVE

The US Federal Reserve seems to have pulled off a complete U-turn in respect of monetary policy guidance. At the end of last year, the interest rate increased and investors were warned to prepare themselves for at least a further two rate increase in 2019.

Simon Lewis

I

n February I commented that the investment outlook appeared more favourable than had been priced into financial markets at the year-end, and I am pleased to report that investor sentiment has indeed improved; fi nancial markets have recovered some of the ground lost in the final quarter of 2018. There are two key factors that have been driving this recovery, although sentiment remains fragile and investors should be prepared for choppier water in the shorter term.

The UK media spotlight has been firmly focused on the Parliamentary pantomime that has surprised, disappointed and bored most of us in equal measure. Nevertheless, the UK’s rather

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However, the latest guidance is that interest rates may not increase as much as feared and perhaps not at all in 2019. Perhaps more significantly, the program of quantitative tightening, the reversing of the quantitative easing process introduced in the aftermath of the financial crisis, is likely to end in 2019.

Why is this important and why is it good for financial markets? Put simply, higher interest rates mean a higher cost of borrowing for companies which in turn reduces profits. Shareholders rely on the delivery of high rates of profit

growth to justify buoyant share prices so anything that might get in the way of this puts downward pressure on share prices. Secondly, the quantitative tightening process reduces liquidity in key financial sectors and this has been encouraging volatility.

THE US-CHINA TRADE WAR

Until recently, the US-China trade war has been high on rhetoric, but in the overall scheme of things, relatively low in terms of impact. Nevertheless, the unilateral tariffs imposed by both sides are starting to bite and have a noticeable impact on global trade. As a consequence, economists are predicting the global economy will slow faster than is already likely. So far this year, trade war rhetoric has softened and a pathway to a resolution and an end to hostilities is very positive for financial markets that, as described above, crave the conditions that will support good levels of growth in corporate profits.

PORTFOLIO RESILIENCE

As wealth managers, there are many issues that we will need to navigate on

THE UK’S RATHER EMBARRASSING PREDICAMENT IS NOT HIGH ON THE LIST OF CONCERNS FOR GLOBAL INVESTORS AND THEIR MOOD HAS BEEN STEERED PRIMARILY BY OTHER ISSUES

FINANCE aftermath of the referendum, we have reduced further as a result of the political uncertainty that has prevailed and our allocation currently stands at 33%. In due course, I’m sure that will rise, but I don’t think the time is right just yet.

My point here is that, with the uncertainty that investors face in 2019, it is important to make sure that your investments are being regularly reviewed. It may be the case that investor sentiment has improved in the last few months, but as investors, we never quite know what is on the horizon.

Regularly reviewing your allocation to particular investments and ensuring you have a diversified portfolio is imperative to enable you to keep your head above water, whatever the global economy has to throw at you.

behalf of our clients during the remainder of 2019 and in addition to seeking the best opportunities for return, we also look for opportunities to perform resilience; so that our clients can sleep easy, whatever the financial climate.

I am often asked what methodology we use when we review client portfolios. In truth, we use lots of different processes and methods to construct portfolios; one of the key things for us is diversification. We do not like to see anything more than around 1% of a portfolio invested in any single company. The reason for that is that if a company were to unexpectedly fail, any money invested in it would be lost forever; whereas money invested more broadly should eventually recover when the financial climate improves.

One aspect we also look at is diversification benefit, which is on the same theme but slightly different. When building a client’s portfolio, we always ensure we engineer in plenty of negative correlation. In other words, we choose investments that will behave differently for a given set of circumstances. As a consequence, when

some investments rise in value others will fall and vice versa, so that the overall portfolio value sees a much smoother return. This method significantly reduces volatility and that is very important for most of our clients.

CHARTING A COURSE

When we are thinking about investments we always have plenty of ideas on our radar. One of the key themes that we are wrestling with currently is at what point do we start to re-allocate money back to the UK? At the moment, the UK equity market is in the doldrums relative to its peers, particularly in the smaller and medium-sized company sectors, where we think companies are quite significantly undervalued and for obvious reasons. At some point, it will be time to return focus to the UK in order to benefit from what we see will be quite a strong recovery in the medium-term.

Our clients have been well-served by the approach that we have taken to investment in UK equities. In the run up to the EU referendum, we cut our exposure to UK equity funds from 52% all the way down to 43%. In fact, in the

If the above concepts are not familiar, you should talk to your existing wealth manager to find out what they are doing to provide your portfolio with resilience. If you are not reassured that your portfolio has the level of resilience that you need, you should come and talk to PMW. With a track record of 50 years, we know a thing or two about investing money, whatever the weather.

To find out more about financial advice and investment options please contact Simon at Partridge Muir & Warren Ltd. Tel: 01372 471550 Email: simon.lewis@pmw.co.uk www.pmw.co.uk

Celebrating

50

Years

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19

A FOCUS ON

PROPERTY

Real Estate’s Tim Hardesty, Daniel York and Maria Guida and head of Residential Property, Annari Holmes, discuss the firm, its property approach and its continued growth

Tim Hardesty

Daniel York

W

e sat down to talk to the property partners at Herrington Carmichael, one of the fastest-growing Law firms in the region. Herrington Carmichael has just won the ‘Kevin Cantlon Award’ for Best Medium Sized Business at the Surrey Heath Business Awards and been nominated as a finalist for ‘Property Law firm of the year’ in the Thames Valley for the second year running.

SURREY BUSINESS MAGAZINE: You’ve really grown as a firm in recent years, tell us more about Herrington Carmichael TIM HARDESTY: Yes, we have a great story.

A 175-year history in the area, formed in

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Maria Guida

Camberley by the merger of two practices in 1935, starting out as a high-street “one stop shop” business and although what we offer our clients has evolved over time, we remain a full service firm, except we now offer our advice across the UK and to international businesses as well as individuals and families. Our offices are still in Camberley and Wokingham, and we opened a London office last year to further support our clients and develop new relationships both at home and abroad.

In recent years, we have taken on significant investment in infrastructure and technology to allow us to better anticipate change and act upon future

Annari Holmes

trends. We just aim to keep growing our people and our specialisms – we had 50 employees in 2012, we are now around 115 strong and recruiting. So, you could say we have grown a bit.

SBM: You have a long history in the region and a wide range of expertise.

What exactly do you specialise in?

MARIA GUIDA: As a firm, we have a strong property law team, supported by corporate and commercial, dispute resolution, employment and immigration, family and private client - 65% of our matters were commercially focused as a firm in 2017/18. Property has always been a key part of the firm at Herrington

LEGAL Carmichael; we service into two teams - the Residential Property team specialise in conveyancing, and the Real Estate team advise on a range of commercial property matters from business leases, enfranchisement and lease extensions, land and property disputes, selling land, plot sales, restrictive covenants, development and housebuilding, investment, secured lending and strategic land.

SBM: You are all partners in the Property departments, property must be important to the business?

ANNARI HOLMES: Absolutely! The property team accounted for almost 40% of the work generated by the firm in 2017/18. We really strive to offer our clients the best service, we have grown through reputation to deliver what we say we will. The majority of our growth from the residential side has come from new build. Recently the team secured new work from Barrett David Wilson, Reside developments and they secured two whole regions for CALA Homes, adding to the long-established relationships with Barratt, Bovis, Lend Lease, Radian and Berkeley Homes.

We work with over 45 regional and national housebuilders who have appointed us as panel solicitors to act for buyers. Particularly for me in my department, we have seen a huge increase in the rise of new build properties in recent years, so being able to demonstrate our ability to provide high quality work on a large number of sites has been great and really contributed to the firm recently.

DANIEL YORK: It’s hugely important from a commercial perspective too we are also appointed to the panels of several regional and national lending

OUR PROPERTY TEAMS CONTINUE TO GO FROM STRENGTH TO STRENGTH, WE ARE NOW ONE OF THE LARGEST AND MOST EXPERIENCED TEAM OF PROPERTY SOLICITORS IN THE SURREY, HAMPSHIRE AND BERKSHIRE institutions ranging from high street and challenger banks, to mezzanine finance providers. We pride ourselves on building strong relationships with our clients, and our continued appointment to such a diverse range of lender panels just goes to show that this continues to be valued by our large and small clients alike. It certainly had an effect in helping us to be ranked in Tier 2 of the Legal 500 for Surrey, Kent and Sussex, which allows us to show our clients the high quality of the work we are able to deliver.

SBM: It sounds like there’s a lot going on in relation to secured lending transactions, is this the case?

DY: Yes, in recent years we have seen real growth in this area, with a broad range of new lenders entering into the market.

SBM: That sounds very positive and room for further optimism?

TH: It is very positive! As a firm we have had an excellent year in the face of slow-moving market conditions, adding to a run of excellent years as a whole, particularly in light of the current national mood of uncertainty. It is important to us to provide innovative and practical advice to our clients, which we believe puts us in a strong position to continue growing.

SBM: So what does the future bring for Herrington Carmichael?

TH: Our property teams continue to go from strength to strength, we are now one of the largest and most experienced team of property solicitors in the Surrey, Hampshire and Berkshire region. In addition to specialisms in relation to residential property development and site acquisitions and sales, we are also able to offer a range of complimentary services, including advising on matters ranging from construction to declarations of trust and property disputes.

The firm as a whole continues to aim high, we reached 8.8m in turnover in 2018, up from 4.8m in 2013, so we want to keep going and build on all the recent accolades, like our recent ‘Best Medium Sized Business’ at the Surrey Heath Business Awards in March 2019.

If you would like to contact one of the team visit www.herrington-carmichael.com or email info@herrington-carmichael.com

SURREY BUSINESS

21

A CENTURY OF

HART BROWN Hart Brown’s Chief Operating Officer, Nigel Maud, explains to Ian Trevett how the firm has successfully served the county for 100 years, and is looking ahead to the future

H

art Brown Solicitors have been a client-centred success story ever since Cecil Hart set up the very first office in Godalming in 1919. It is rare for a business to be so synonymous with a county for so long.

Over the course of a hundred years, Hart Brown has been the go-to firm for many people within this area.

Firms tend to move head offices, merge with other legal practices outside of the immediate area or expand into other counties over time. Hart Brown has consistently resisted this temptation - and that’s part of a very deliberate strategy.

“We have five offices in Surrey: Guildford, Godalming, Woking, Cobham and Cranleigh,” says Nigel. “Guildford sits at the centre of our business model and all other offices are within a 20 minute travel time from the Guildford office. We like the fact that we are focussed in a

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specific geographical area. It avoids the situation where you have stretched management lines.

“Being local has significant advantages.

Some of our staff have worked for us for a very long time, we are very much part of the community and we have tremendous local knowledge.

For instance, when it comes to the property market, we will know about new residential developments and where the school catchment areas are.

“With family and personal legal matters, people tend to want to use a local solicitor. It’s not such an issue for corporate clients, but even then clients still want to establish a working relationship. Our clients want, and deserve, a personal service. We have the right ratio of solicitors to clients which allows us to make sure every client receives the best level of service and they are looked after properly.

INTERVIEW “We are always on the lookout for expansion opportunities but it will always be within this locality. The number of businesses and people in Surrey is phenomenal, we don’t need to look elsewhere. Of course, we have national and international clients, but much of our work comes as a result of repeat instructions and recommendations from existing clients within Surrey.

“Hart Brown is very much immersed in the Surrey community, and the firm has always been fervently keen to play its part in giving something back.

We are proud members of the Surrey Hills Enterprise, and we are also keen to support smaller local events, such as Christmas light displays and other community based events. This year, as Hart Brown celebrates its centenary, the events calendar is equally community focussed, with a programme of events that includes several performance sponsorships of the Guildford Shakespeare Company.”

Originally from South Africa, Nigel qualified as a solicitor in 1995, and went on to work in the business recovery and restructuring department at Coopers & Lybrand, from where he relocated to the UK in 1999. He joined Hart Brown in 2002, spending the last 15 years as a partner.

Nigel is now the Chief Operating Officer and believes his experience at a leading accountancy firm has given him a wider outlook. “When I first joined Coopers & Lybrand (which soon after was merged into PWC), I was immediately told what

my overheads were and how much I needed to earn for the firm. Law firms tend to get more excited about the case rather than looking at the numbers.

“This trained me to look at the margin in an instruction and, importantly, work out what the value is to the client. People rightly have high expectations and they want transparency on the pricing.

You can’t be vague about how long the work will take, people want to know what costs they can expect.

is hard to replace.

AI will take a while to become practically helpful. Large companies will spend the money needed to develop useful packages using new technologies,

WE ARE VERY MUCH PART OF THE COMMUNITY AND WE HAVE TREMENDOUS LOCAL KNOWLEDGE

“We are investing a lot in our IT systems. People now want to have live access to their matter in order to see exactly where they are in the legal process, and they expect us to be able to provide this level of convenience.

“We will see huge changes over the next few years with the advances in Artificial Intelligence (AI). I see this as an enormous opportunity.”

There is a danger that AI may make some roles redundant, but Nigel points out: “You have been able to buy a shareholders agreement online or a Will from WH Smith for years, and people then ask me if the agreement is okay, and my first response is: ‘What do you want the agreement to do?’

You can’t replace legal expertise. The advantage of AI is that it should take the legwork out of the admin. The top 20% of what a lawyer knows and does

which will then be sold on to the rest of us as commodities.”

Hart Brown is a traditional law firm in many ways, such as its commitment to providing a professional legal service at a local level. It is this approach that has served it well for 100 years. But the practice is also forward-thinking and it is ready to embrace the latest technologies. It is this combination that will ensure it succeeds in its second century.

Contact Hart Brown Solicitors Web: www.hartbrown.co.uk Email: info@hartbrown.co.uk Tel: 01483 887766

SURREY BUSINESS

23

COMING SOON

SURREY ENTER NOW FOR THE OPPORTUNITY TO OPEN ENTRIES MAY 1ST BECOME FOR AN AWARD WINNING COMPANY winnerswill willreceive receivethe thecoveted coveted trophy, recognition by their peers All winners trophy, recognition by their peers and and invaluable coverage the Surrey Chambers Business Magazine, invaluable coverage in thein Surrey Business Magazine, which reaches which reaches intoofevery corner ofasthe county, as recognition well as full recognition into every corner the county, well as full across the across the Platinum digitalreaching platforms 468,000 readers.

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Training the World’s Best Managers

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CATEGORIES

BUSINESS SURVEY

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Review the categories and determine which are most appropriate for your business.

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RULES OF still ENTRY There are a few sponsorship opportunities • Entry is open to businesses with a base of operations in Surrey.

• Each business is permitted For to entermore a maximuminformation of three award categories. available. contact • Each entry will be charged £50.00 per entry which covers administration costs. maarten@platinumpublishing.co.uk September 4th .2019 • All entries must be submitted by 17:00hrs on Wednesday July 11th 2018

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SURREY BUSINESS

COVER STORY

SPENDING MORE THAN A MINUTE WITH

KEN BLANCHARD With over 15 million copies sold, The One Minute Manager® is one of the most widely read business books ever published. Since its release, leadership expert Ken Blanchard has coauthored more than 65 other books with combined sales of over 23 million copies in 47 languages

P

erhaps it was its brevity. Maybe it was its simple message. Whatever the magic ingredient, The One Minute Manager was a breath of fresh air when it was first published in 1982 – a welcome alternative to weighty tomes on management techniques.

Updated in 2015 as The New One Minute Manager®, the book still appears on bestseller lists and leaders at every level continue to sing its praises.

democratic (great with people, poor with results). Then the young man meets The One Minute Manager, who uses a simple but effective method comprising Three Secrets: One Minute Goals, One Minute Praisings, and One Minute Re-Directs (formerly One Minute Reprimands). The manager is interested in people and results—so both the people and the organisation benefit from his management.

The One Minute Manager, coauthored by Spencer Johnson, centres on a young man who is in search of an effective manager – someone who can inspire him and get results.

To the young man, most managers seem to be autocratic (poor personal skills, only care about results) or

Despite the book’s simplicity, its management philosophies had been honed along Blanchard’s journey from tenured professorship at University of Massachusetts to the cofounding in 1979 of The Ken Blanchard Companies®, a globally recognised leadership training and development organisation.

GREAT COMPANIES TREAT THEIR PEOPLE AS THEIR NUMBER ONE CUSTOMER. IF YOU EMPOWER YOUR PEOPLE, TRAIN THEM, AND LOVE THEM, THEY WILL TAKE CARE OF THE SECOND MOST IMPORTANT CUSTOMER – THE FOLKS WHO USE YOUR PRODUCTS AND SERVICES

Blanchard holds the position of Chief Spiritual Officer and maintains an active work and travel schedule with the organisation, which celebrates its 40th anniversary this year. Its innovative leadership development programs are designed to transform not just manager and employee relationships but entire organisations. With both faceto-face and virtual training sessions, self-paced elearning modules, coaching, keynotes, and public workshops, The Ken Blanchard Companies offers proven solutions for the most critical challenges facing today’s workplaces.

Blanchard and his wife, Margie, set three simple goals when they founded the company: to make a difference in people’s lives, to drive human worth and effectiveness in the workplace, and to help each organisation they work with become the provider, employer, and investment of choice.

Those goals are still in place today.

Surrey Business Magazine caught up with the inspirational business leader to find out more about his influential career.

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27

SOME COMPANIES MAKE THEIR LEADERSHIP TRAINING PROGRAMS TOO COMPLICATED, BUT OUR PROGRAMS ARE ORGANISED AROUND COMMON SENSE Surrey Business Magazine: Ken, ever since you coauthored The One Minute Manager, people have seen you as someone who can take complicated topics and break them down into concepts that are easy to understand and remember.

What originally inspired you to write the book The One Minute Manager?

Spencer was a children’s book writer and I’m a storyteller, we decided to write it as a parable—which ended up being a good decision.

Ken Blanchard: The story reminds me of what John Lennon once said: “Life is what happens to you while you’re busy making other plans.” My wife, Margie, and I were at a cocktail party where Margie struck up a conversation with Spencer Johnson. Spencer had written a series of children’s books called Value Tales, which included titles like The Value of Honesty: The Story of Abe Lincoln and The Value of Determination: The Story of Helen Keller. Margie hand-carried Spencer over to me and said, “You two ought to write a children’s book for managers. They won’t read anything else.” Shortly thereafter, we started writing The One Minute Manager. Since

Ken: Yes, they do. I met a young man the other day who said, “My grandfather gave my father your book for his first job as a manager, and my father just gave me your book for my first job as a manager.”

SBM: That book was published 37 years ago. Do the principles of management remain the same?

We wrote The New One Minute Manager a few years ago to bring the book into the 21st century. One of the most important updates was changing One Minute Reprimands to One Minute Re-Directs. Today, most effective leaders have moved from a top-down leadership style to side-by-side leadership. One Minute Re-Directs are more consistent with that kind of leadership than One Minute Reprimands would be. The basic story and other concepts are the same.

SBM: Through your work, you’ve probably influenced millions of people around the world to be better managers. Can anyone be a great manager?

Ken: Anyone who’s open to learn can become a manager, as long as they have the capacity to get out of their own way once in a while—and to focus more on other people than on themselves.

SBM: How did you end up with the title of Chief Spiritual Officer?

Ken: A number of years ago, Margie was head of a department in our company called “Office of the Future.” They studied future trends so that we wouldn’t be caught napping when important things hap-

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pened in our industry or in the world.

One of the topics they studied was about creating spirit in the workplace.

I thought that was an exciting concept and decided I’d be the Chief Spiritual Officer.

SBM: So what does create spirit in the workplace?

Ken: What really creates spirit is an environment where people feel involved, appreciated, and cared for. Great companies treat their people as their number one customer. If you empower your people, train them, and love them, they will take care of the second most important customer—the folks who use your products and services. Those people then become raving fans and part of your sales force. That takes care of the profits—and the shareholders.

SBM: Talk about the morning message you send to everyone in your company every morning.

Ken: First, I tell people who we ought to pray for. We have a very diverse workforce but nobody objects when I say, “Mary’s mom is hurting and Mary’s really concerned, so let’s send our love and our prayers to Mary and her mom.”

Second, I praise people. Of everything I’ve taught over the years, my favorite thing is to catch people doing something right and give them a One Minute Praising. Then I tell a story, read a poem, or leave a positive thought for the day. I’m told this helps people feel more connected, especially since so many of our people work remotely.

SBM: Ken, you’re an author, a speaker, and a business consultant who is still actively working even though you will celebrate your 80th birthday this year.

What do you enjoy doing when you’re not working?

Ken: I love hanging out with my wife, Margie. We’ve been married 57 years

COVER STORY

and she’s my best friend at work and at home. I also love playing golf and watching college basketball.

SBM: Why should leaders take a training course from The Ken Blanchard Companies®?

Ken: We offer common sense training programs that help leaders make a difference in their organisations, with topics like customer service, coaching, trust, motivation, change, teams, and self leadership. There’s also a First-time Manager training program for people who are new to management—and SLII®, the most widely used leadership model in the world. Some companies make their leadership training programs too complicated, but our programs are organised around common sense. They’re like most of the books I’ve coauthored—full of simple truths and concepts that people can easily apply to their work and life.

SBM: This year your company is celebrating its 40th anniversary. What is your vision for the future of the company?

Ken: Well, of course, I hope the company is around forever. I mean, 40 years!

Not even 5 percent of companies last that long. My vision is that this company isn’t dependent on me or anyone else and that our leadership concepts will go on forever—The Ken Blanchard Companies will continue to help leaders make a difference in the world.

If you would like to learn more, visit www.kenblanchard.com

Training the World’s Best Managers

SURREY BUSINESS

29

DESIGN & CREATIVE

PROPERTY VALUES The question of who owns the copyright in design work can be a vexed one; but the law is clear and needs to be understood by clients and agencies alike, says Sam Farrow

I

In fact, the law state that the originator – the person who actually produces the design – is the copyright owner.

(This also applies to audio, video and written words, by the way.) Technically, the rights to use it are licensed to the client, and usually only for the purpose of the original commission. So if, for example, we’ve designed a brochure and the client then decides they want to use the artwork for a website, that’s a matter for negotiation, since we still own the original design. And crucially, the law also says that we can choose to release it, or not, at our discretion. The client has no right to demand that we simply hand it over.

This gives rise to another misapprehension. Because all our work is produced to order, people assume the intellectual property automatically belongs to the person who pays for it. A logical assumption, perhaps – but wrong.

This question has become more complex now that 99.9% of design work is in digital form. For instance, designers often produce work for clients who are arranging their own printing. That means supplying artwork files – which can, of course, be altered if the client or their printer has the right skills and software. So when it comes to updat-

t’s a common misconception, but we designers don’t make things up or wait for the Muse to visit and inspire us. That’s what artists do. Our job is to take the client’s brief and interpret it into pictures and words. We’re creators, not inventors.

ing the material, there’s a natural temptation to simply reuse the same design and just change the text and pictures.

On a purely moral, ethical level, this represents a betrayal of the essential trust between agency and client. Legally, it’s a breach of copyright; which is why agencies’ T&Cs usually make it clear that any electronic files supplied are for the stated use only, and must not be changed, adapted or reused without written permission.

ALL WE HAVE IS OUR TIME, SKILL, TALENT, IMAGINATION, CARE, THOUGHT AND ATTENTION TO DETAIL By nature, creatives are fairly laid-back people who don’t like fighting with clients over abstruse points of law. At the same time, our work genuinely matters to us: in a very real way, it IS us. All we have is our time, skill, talent, imagination, care, thought and attention to detail; and every drop goes into every client project.

Legality aside, asking designers to give away their intellectual property – which includes free pitches and concepts, incidentally – diminishes us as professionals, and as people. And that isn’t healthy for our industry, or those who rely on us.

www.farrowcreative.co.uk

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BUSINESS NEWS

Cleankill acquires and expands The pest control expert has bought three companies in recent months

F

ollowing the purchase of Bristol-based Good Riddance Pest Control at the end of 2018, Cleankill has completed the acquisition of Pest Control Bucks and Bird Control Sussex which extends the company’s customer base into new areas.

Operating from Hove, Bird Control Sussex has been providing specialist bird control services in Kent, Sussex, Surrey, Hampshire and Dorset for over 30 years. The company offers a wide range of bird control solutions, including netting, spiking, chimney caging, post and wire systems, bioacoustics, egg oiling and electric bird deterrents.

In addition, they operate safe bird debris cleaning services, including guano clearance.

Pest Control Bucks is another long-established pest control business. It provides high-quality pest control solutions throughout the Buckinghamshire area, offering efficient, cost-effective services to both domestic and commercial customers. They are also one of very few companies to hold a licence for the control of Glis glis.

Glis glis, or the edible dormouse, are a major problem in this area. The problem began in 1902 when Lord Rothschild allowed a small number of Glis glis to escape on his estate at Tring, Hertfordshire. It is now estimated the population has grown to over 100,000, covering an area of roughly 520 km².

They tend to live in attics, which can account for their relative anonymity, but they are highly destructive and

Cleankill Managing Director, Paul Bates Cleankill Director Jon Whitehead with former owner of Sussex Bird Control John Butler

should always be dealt with if there is a suspicion they have entered a property. They are, however, protected under The Wildlife and Countryside Act and Pest Control Bucks is one of the few companies licensed to deal with them.

Commenting of the expansion, Cleankill’s Managing Director Paul Bates said: “These purchases are great additions to the Cleankill family.

Both companies have exemplary reputations with strong customer bases and, like Cleankill, they understand the importance of professionalism and excellent customer service.

“As with the acquisition of Good Riddance, the purchase of these businesses allows us to expand our geographical reach into new territories – bringing

THE EDIBLE DORMOUSE POPULATION HAS GROWN TO OVER 100,000, COVERING AN AREA OF ROUGHLY 520 KM²

Cleankill’s award-winning pest control services to new customers.

“We are looking forward to working with the customers and staff at both companies over the coming months and years.”

Pest Control Bucks and Bird Control Sussex will operate as subsidiaries of Cleankill (Environmental Services) Ltd. Surrey based Cleankill is a member of the British Pest Control Association and has a wide range of accreditations, including SafeContractor, CHAS Premium Plus, CEPA, ISO 9001 and ISO 14001. In 2018 they were accredited to the gold standard by Investors in People, the only English pest control company to achieve this accolade.

Good Riddance Pest Control will now be incorporated under the same accreditation.

Contact Cleankill for a free survey on 020 8668 5477.

Go to www.cleankill.co.uk

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31

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LEADERSHIP

The hazards of

hubristic leadership

by Eugene Sadler-Smith, Surrey Business School, University of Surrey

H

ubris has hardly been out of the headlines for over a decade now.

Amongst the latest episodes are the arrest of Nissan Chairman, Carlos Ghosn and collapse of UK facilities and construction giant Carillion in 2018, but hubristic leadership and its destructive consequences stretch back to the bail-out of RBS, Lehman Brothers’ bankruptcy in 2008, and beyond.

These and other equally egregious examples show what can happen when bosses become so intoxicated with power and success and contemptuous of advice and criticism that they lay themselves open to irrational exuberance and recklessness.

And it’s not just big businesses that are at risk. Any organisation where the leader holds significant power, has a track record of substantial success, enjoys the acclaim of followers and isn’t effectively restrained can be affected. Entrepreneurs can be at risk especially in the start-up phase; even when they’re aware of the chances of failure, hubris can lead them to believing that they’re the ‘special ones’ who can beat the odds. On the other hand anyone leading a business in today’s world needs to have confidence and be prepared to take risks.

ENTREPRENEURS CAN BE AT RISK, ESPECIALLY IN THE START-UP PHASE, AS HUBRIS CAN LEAD THEM TO BELIEVING THAT THEY’RE THE ‘SPECIAL ONES’ WHO CAN BEAT THE ODDS The paradox of hubris is that leadership ‘essentials’ such as confidence, ambition and pride can be both a strength and a weakness—they are indispensable in pursuing a vision and energising others to follow but only up to a point.

When the hubris takes hold leaders’ strengths can turn into weaknesses and end-up derailing them. But hubris is also collective and collusive. Leaders don’t exist in a vacuum; followers can be complicit in the process when they passively by-stand and fail to speak truth to power, or willingly and opportunistically egg-on hubristic bosses.

Everyone in a business has a role to play, not only in permitting and promoting hubris but also in preventing it.

Businesses need in-built resilience to the hubris hazard, and prevention is always better than cure. This means noticing the early warning indicators of a hubrist-in-the-making and knowing what to do when signs start to show.

What should we look out for? The words leaders use to describe themselves and their achievements can be a give-away.

their tone is more impersonal and certain. Hubrists also create ‘echo chambers of their own making’; when they do so it’s unsurprising that everyone in their orbit agrees with them but this only serves to amplify hubris. Canvassing the views of nay-sayers takes courage but it’s a potent preventive medicine. When things go wrong hubrists are all too quick to ask ‘who’s responsible?’ without ever pointing the finger at themselves or being humble enough to learn from their mistakes.

Hubris is all-too-often a Rubicon that is recognised only once it has been crossed; whilst there is no ‘silver bullet’ cure, it’s only by understanding its characteristics, causes and consequences the hazards it poses can be combatted and contained.

Eugene Sadler-Smith is Professor of Organisational Behaviour at Surrey Business School and the author of Hubristic Leadership published by Sage (2019).

Our research shows that hubrists use more reward-, money-, and power-related words than non-hubrists and

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The Commercial Park Group come to the South East The South East has long been pining for first-class office accommodation and, it would appear, the wait is over with the arrival of the Commercial Park Group

By Maarten Hoffmann

T

development in Hanover Square in London’s West End was the first building to break the £100 per sq. ft. threshold. John has now turned his sights to Sussex with two major developments that bring first-class A grade office accommodation to the region in partnership with Sir Robert McAlpine, the

he London based Commercial Park Group (TCPG) develops and delivers leading commercial sites across the capital and they are about to make a significant impression within the South East market, with two major office developments in Crawley and Haywards Heath.

nowned property developer and investor, John Baker who has been at the forefront of the property sector for over 50 years. His historic venture was the boutique Baker Lorenz property agency in London that over three decades, developed just about every major site across the capital and their

One of the groups brand ethos is the development of office space with great attention to the health & wellbeing of the occupants to enhance employee satisfaction and helping them to find ‘zen’ in the office.

GOING TO THE OFFICE COULD NOW BECOME AN ENERGISING EXPERIENCE, WHICH PROMOTES WELLBEING AND PHYSICAL HEALTH, AND ENRICHES MIND AND SOUL

TCPG is the latest venture from re-

34

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BUSINESS FEATURE AN ATTRACTIVE, WELCOMING AND FORWARD-THINKING PLACE TO LIVE AND WORK is an incredibly well-connected town that benefits from being in a beautiful location and a dedicated and well-educated workforce. The problem to date has been that many office buildings in the area are no longer fit for purpose and therefore large international companies have until now been searching elsewhere to set up their headquarters. This is soon to change.”

The HH site has now gained full planning permission and will offer 65,000 sq. ft. of grade A office space, catering to major international companies looking to move their operations to beautifully designed locations outside of central London. Their intention is to deliver a fresh mode of working and set a new benchmark for office accommodation in the South East, aimed at meeting the exact requirements of large corporates.

The site is 500 metres from the train station and forms the western side of Perrymount Road, the commercial artery within Mid Sussex.

Above: Gatwick Park Right: John Baker, Chairman of TCPG

building and civil engineering company that contribute their outstanding global technical expertise to the projects.

Over lunch in the Westbury Hotel in central London, John stated: ‘We have been developing in London for many years and there is now a great need to look outside of the capital, and Sussex was the obvious choice for companies wishing to relocate. We see a huge opportunity in Haywards Heath, which

The group’s second site, Gatwick Park, is on Gatwick Road in Crawley in the heart of the Gatwick Diamond region and Manor Royal, with Phase 1 comprising 110,000 sq.ft. of contemporary office space and Phase 2, offering a further 57,000 sq.ft. Such has been the overwhelming positive response to the plans, that adjacent sites are being considered as possible collaborative schemes with Gatwick Park. It is generally understood that this development will create some of the finest workspace in the region that will act as a magnet for large companies.

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BUSINESS FEATURE There has long been the feeling that large corporates have tended to only consider London for their headquarters but with space in the capital being in very short supply, with costs that are rocketing to untenable amounts, Sussex is the obvious choice for relocation. Not only does the region have the available space but being surrounded by a well-skilled workforce, beautiful countryside and great transport links, it is about time that a major developer, such as John Baker, recognised this untapped potential. John has not only recognised this but is proceeding with pace and great sensitivity to the working environment – something this publication has been deeply involved in with our Vitality Health & Wellbeing in the Workplace features in an attempt to curb the £100 billion a year lost to the economy by avoidable absences.

This starts with the working environment and TCPG, in partnership with one of the country’s most innovative architectural practices, Urban Infill, led

by Founder, Ian Dollamore will deliver these projects. Ian’s focus is on max-

JOHN BAKER’S DESIRE TO INNOVATE REMAINS AS STRONG AS EVER

imising the potential of properties and development sites within the context of their surroundings and creating an environment that is conducive to the wellbeing of the occupants. Ian honed these impressive skills whilst working on the Duchy of Cornwall’s renowned project, Poundbury in Dorset, that had a rather demanding royal boss!!

The group has appointed Stephen Oli-

ver of Vail Williams along with JLL and CrickMay to strengthen the team, and Stephen commented: ‘It is great to be appointed to represent TCPG on the Haywards Heath project, following on from our appointment to their Gatwick Park project last year. We are seeing a growing appetite for investment in the area and we believe that these projects represent the very best HQ-style space the South East has to offer.’

Sir Robert McAlpine, having delivered the Olympic Park, the 02 Arena, the Eden Project and Victoria Square in Woking will now bring their considerable talents to bear on the TCPG projects thus ensuring that our region will now see the development of some of the most prestigious and well-designed office accommodation in the country, that will eventually deliver more than 2 million sq.ft. of workspace across the region, with a value, in excess of £2 billion.

The Commercial Park Group 33 Newman Street, London W1T 1PY www.commercial-park.com

Haywards Park

L&R: Gatwick Park

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POLICING SURREY

SURREY POLICE

Head to Leatherhead Surrey Police is soon to have a new HQ, writes David Munro, Surrey Police and Crime Commissioner Neighbourhood Policing Teams will continue to operate from all eleven boroughs including Woking and Reigate.

Further sites at Burpham and Godstone, where the Roads Policing Team and Tactical Firearms Unit are based, will also be moved to the new location.

W

e’ve had some big news to share this month – Surrey Police will be moving its headquarters to Leatherhead following the successful purchase of a site in the town The site will be at the former Electrical Research Association (ERA) and Cobham Industries site on Cleeve Road and will replace the existing Mount Browne HQ in Guildford and Woking Police Station in addition to replacing Reigate Police Station as the main Eastern divisional base.

The Cleeve Road site in Leatherhead will house the new Surrey Police HQ

The sale of those five sites will fund a significant proportion of the cost of buying and developing the new Leatherhead base which we hope will be fully operational in around four to five years’ time.

Like any other business or organisation, policing must keep up with the times and ensure we are fit for the future. More importantly – we must also ensure we provide the very best value for money and deliver an even better service for the public we serve.

It’s really important to stress that this is not a withdrawal from policing in our local communities – there will still be a police base in every borough where our Area Policing Teams and Safer Neighbourhood Teams will continue to operate from.

Some of our current buildings, including Mount Browne, are outdated, poor quality, in the wrong place and expensive to manage and maintain. We have looked carefully at the budget for the project and even taking into account the inevitable relocation costs involved, I am

satisfied this investment will provide savings in the long-term.

Our most valuable asset is of course the officers and staff that work around the clock to keep our county safe and this move will provide them with a much better working environment fit for a police service in the 21st Century.

As anyone who has ever been involved in a multi-million development of this kind will tell you – the real hard work starts now! It is really important we now focus on getting those detailed plans in place that will shape the future of policing in this county. I will keep you updated as those plans progress.

In other news, last month I mentioned I was about to hold a selection process for the next Chief Constable. I am pleased to update that following that process, I have chosen my preferred candidate for the position – the current temporary Chief Constable Gavin Stephens. The appointment will now be subject to a confirmation hearing

by Surrey’s Police and Crime Panel in early April.

Gavin brings a wealth of experience having joined Surrey Police in 1996 as a police constable and has served at every rank in Surrey. He has worked across a range of roles including leading work on Neighbourhood Policing, Serious & Organised Crime and Professional Standards. I have every confidence that he will be an outstanding leader for the Force.

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

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CONVENTION CONNECTIONS

Bring businesses together, make new connections and get inspired at the 10th anniversary edition of the ACUMEN BUSINESS CONVENTION on May 8th 2019.

O

ver 200 tickets have already sold for the special 10th anniversary edition of the ACUMEN BUSINESS CONVENTION. The convention stage this year will feature Tony Bloom, owner and chair of Brighton & Hove Albion FC, and Simon Woodroffe OBE, founder of YO! Sushi. As if that wasn’t

exciting enough there is also Graham Moore of Humanutopia, Jules White of Live it Love it Sell it, and three Speakers Arenas designed for TED-style talk.

The event kicks off with a sit down lunch followed by live entertainment

courtesy of After Party, exclusive networking opportunities with over 300 decision makers and much more. All of this is then sprinkled with Acumen magic to make a truly inspirational innovative convention to remember! Be a part of the show and visit www.acumenbusinessconvention.co.uk for the full day’s itinerary.

New for this year is the Acumen Fringe, a series of events in the two weeks following the convention, which gives a fantastic chance to catch the talks that you missed in those invaluable breakout sessions. Details of the Fringe are on the website and you can select your free Fringe events when booking your convention ticket; there will be three separate events hosted by Acumen on three exclusive dates, all featuring the inspirational Speakers Arenas combined with Link & Learn talks.

It’s well-known that the convention provides an extraordinary and often rare opportunity to make exciting business connections with top people. Every

38

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BUSINESS EVENT MAKING MEANINGFUL CONNECTIONS Last year was no exception when two fantastic businesses came together at the 2018 convention and who are now partnering the special 10th edition. This is their story: “We would like to thank Acumen for the great job they do at bringing businesses together. The annual conference is not only a space for education and inspiration but also a real exchange of minds. Calling it networking would be minimising its purpose - businesses rarely have the chance to really get to know each other, to develop real relationships and talk about future innovation and ideas. Acumen allowed us this opportunity.”

What is a fertility clinic doing at a business conference led by a legal company?

“At the 2018 Acumen Convention, The Missing Piece shared a table with The Agora.The Missing Piece loves working with businesses that make a difference. Over lunch Carole Gilling-Smith described what she had set out to do and what was holding her back. We listened and loved the energy, and today, The Missing Piece is delighted to be working with Carole and her team to help achieve the dream that everyone deserves the chance to raise a family.”

“The Missing Piece and The Agora worked together for six months, uncovered the true calling of The Agora (Empowering the freedom of

BUSINESS FOR A GOOD CAUSE

The convention is proud to feature a charity that supports people living with MS. Founded in 2012, Overcoming Multiple Sclerosis (OMS) is a UK registered charity that provides free evidence-based health and lifestyle support to improve the lives of people with MS. The OMS 7 Step Recovery Programme includes diet, vitamin D, exercise, and stress management. It provides hope to those

reproductive choice) and energised the team to feel part of the strategic future of this honest and compassionate clinic. We really feel all part of the same team, all of this thanks to Acumen.”

You could join the hundreds of decision makers that are attending this year‘s 10th anniversary convention extravaganza on May 8th at the Grand Brighton. With so many unique features, this year’s event is not to be missed! You never know who you’re going to meet so make sure you get your ticket today by visiting the convention website on www.acumenbusinessconvention.co.uk

with MS, helping many achieve life-changing improvements to their health. They really do wonderful work and there will be a raffle on the day for three top prizes!

We would like to thank our fantastic 2019 Convention Partners for helping to make this magic happen.

Simon Woodroffe OBE, founder of YO! Sushi

year there are hundreds of business relationships formed and re-enforced, along with new business ideas being created. The event attracts all types of businesses, large and small, covering a wide variety of sectors from across the country. www.acumenbusinessconvention.co.uk

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39

CORPORATE

Health

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

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

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HEALTH & WELLBEING ‘We can easily try to steal time from sleep.

The net result is that we are tired during the day’

Men 10.9%

Women 19.8%

Women in fulltime employment are nearly twice as likely to have a common mental health problem as full-time employed men

1 in 6.8

people experience mental health problems in the workplace (14.7%)

‘Educating people will only go so far.

We need to restructure their environment’

“We are embedding health and well-being at the heart of our business strategy because our people are our greatest asset, and we recognize that a healthy, happy and committed workforce is vital to our business success.”

Alex Gourlay, MD, Boots UK

“Those who think they have no time for healthy eating, will sooner or later have to find time for illness.”

Edward Stanley, 15th Earl of Derby

61% of employees say health is their biggest concern for the future

‘Employees should be on the balance sheet in the same way as you account for cash. People think it’s a bolt-on’

£

‘Financial worries can affect motivation and sickness absence’ 2023

2022

2021

2020

2019

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41

The key pillars of

By Paul Ollerton, Managing Director at ViiSana Ltd

This month’s article aims to simplify the options available and offers sensible suggestions as to what key pillars to include in your programme.

Old vs New

Paul Ollerton

Too much choice?

In today’s market, there is an amazing and diverse array of options now available to businesses across the spectrum of wellbeing. The downside is that it can be somewhat daunting for a business of any size to give the appropriate focus to the necessary areas in order to provide employees with a balanced and comprehensive wellbeing package.

The obvious starting point is to follow the more traditional advice given by the NHS. It’s based on well-proven research, covering the key areas of health including nutrition and activity. But, by definition, it can be accused of carrying the stigma of being uninspiring, hard to engage with and perhaps a little ‘safe’. Whilst I am in no way criticising the content of the guidelines given, my challenge is that with so many options available, companies are now able to offer more engaging, accessible programmes that have the potential to

create a sustained difference.

If playing it safe is not enough, the key to success lays in building a programme that introduces new ideas alongside the more traditional in a compelling way that appeals to all.

So where do you start?

With so many ideas available, it’s important to choose the most appropriate solution for your business and culture. My honest advice is to start by asking your employees what they want – a simple survey will highlight areas they feel are important.

“Active individuals are 25% + less likely to suffer a stroke”

It’s also key to take a genuine interest in what’s out there – the health and wellbeing section in this publication

The recommended areas to include Whilst there is no text book answer of what elements to include, I would recommend focussing on the following areas if your programme is to be a success:

Nutrition

We literally are what we eat. Encouraging your employees to eat a healthy balanced diet makes a huge difference. Conditions such as cardiovascular disease and type 2 diabetes see a massive reduction of more than 25% in those who eat the recommended five portions of fruit and vegetables per day. Don’t forget, your employees eat one or two of their daily meals at work - time to ditch the chocolate bars in the vending machine?

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Smoking cessation

Activity

The more we move, the bigger the benefit. Strategies to keep your people away from a sedentary lifestyle at work (and at home) are easy to implement and sustain. The benefits are hard to argue with – the risk of colon cancer is 30% lower in the most active people when compared to the least fit. Active individuals are 25%+ less likely to suffer a stroke, and type 2 diabetes is almost a third lower.

Whilst the number of smokers is reducing, 15% of the UK population continue to light up, and at least five million people die prematurely from tobacco use each year (30% of all cancer related deaths are directly linked to smoking).

Government estimations suggest this is still rising and could be as high as 10 million in the next 10 years. The workplace is an obvious place for smokers to get the information, support and encouragement to quit.

HEALTH & WELLBEING

wellness is a great place to start, showcasing some of the wide range of solutions available locally. Try following the industry leaders – there are now many companies like Nomura International, Siemens Rail, and others who are publicly applauded for the progress they have made.

There are also some very useful studies now available, notably the Britain’s Healthiest Workplace. This series of studies, launched by Vitality in collaboration with the University of Cambridge, is now in its 4th year. The survey uses a broad set of questions covering lifestyle, clinical and mental health, work engagement and productivity, and aims to study the link between modifiable health risks and short-term productivity, to develop a common understanding of what employee health and well-

being means and establish a common set of standards that can be applied to all industries. It also offers a broad and in-depth assessment of the health and wellbeing programmes being offered by employers.

If you are interested in reading the reports, please get in touch – we hold digital copies of the reports and would be happy to share.

Small steps

Once a programme outline is in place, its ultimate success will rely on how it is implemented and managed. Our advice at ViiSana is really simple – don’t force change. We firmly believe that the most important outcome is creating sustained positive changes to habits – because these small steps in the right direction quickly add up to creating a long-term

“60% of UK employees have experienced mental health issues”

culture of wellness.

Next month, we will be focusing on how to go about implementing a successful wellness programme across your business. We will explore the place of technology in this journey, and the importance of communicating and embedding the initiatives you want to roll out.

In the meantime, if you would like to discuss your company’s individual health concerns/challenges, or if you would just like to discuss ideas for implementing a programme at your business, please get in touch: Email: gethealthy@viisana.com Phone: 0333 772 0761 Twitter/Instagram/Facebook/LinkedIn

Mental health

Creating a community

We often overlook how important the sense of community created at work is on our workforce. A recent Harvard Business Review estimated that loneliness can translate to a reduced lifespan equivalent to smoking 15 cigarettes a day, and more than one-third of employees surveyed by TotalJobs said they don’t have any meaningful or strong working relationships. With many of us spending over half of our lives at work, smarter employers are facilitating initiatives to bring their people together.

Whilst it can be argued that mental health issues are the by-product of the environment we create (and therefore not a ‘pillar’ of wellbeing), it is essential that an active policy is in place that gives guidance on how to deal with issues when they happen. 60% of UK employees have experienced mental health issues, but three out of four wouldn’t tell anyone at work. As employers, we have a choice with the type of environment we create and encourage.

Financial wellbeing

Poor money management is certainly having an effect on us – and a significant knock-on effect to the productivity of the workplace. A recent report suggests that one in twenty workers (6%) has missed work in the last year due to money worries.

Providing a financial safety net, through insurance or just by making good quality financial advice available from a trusted expert is inexpensive to implement and has a very positive impact.

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Quick-fire business culture Breathe’s Jonathan Richards takes a rapid business culture quiz ed to build a team and business built on refreshed wisdom and an optimism for change.

4

How would you describe your company culture?

We’ve worked long and hard on our company culture research but we’re still trying to find the best words to communicate our values and visions.

Fortunately, the more attention we pay to it, the more we learn, the more confident we are in its process.

1

How did Breathe start?

After 20 years of entrepreneurialism – of which there were many highs and lows – I thought it was time to put my experience into practise and create a business that helps people manage better. I remember in 2012, on a wet and dreary night, my co-founder, Gareth and I met at a local curry house, and after a few poppadoms, bhajis, Chicken Pathia and a Lamb Jalfrezi, Breathe was born.

2

What does your role include?

There are two main parts to my role. One is setting the strategic direction of the business and the second is nurturing our company culture. As the company has grown, my involvement in the day-to-day operations has steadily reduced.

3

Why are you called Breathe?

Interesting question and I wish I had a really smart answer! I remember long meetings with the original team, and in the end we decided on a name which we felt represents a new approach to business by starting with the basic instincts.

Like a breath of fresh air, we want-

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We’re at a stage now where spreading the word to other small businesses is paramount. Our Culture Pledge Pack includes a number of tools, articles, tips and techniques, designed to help other UK companies understand their people and improve culture. Over 260 companies have pledged to date.

Of the four different types of company culture we’ve outlined, I’d say we sit

nicely within the family-like Clan Culture model. Team building, employee involvement and accountability are important factors in our culture. We set ambitious targets and endeavour to provide each employee with the freedom and responsibility they need to help achieve these.

The challenge is how we balance the drive for growth versus maintaining a relaxed environment.

5

Do you promote flexible working?

Every employee is given flexibility in how they achieve their tasks. Employees are free to work from home as appropriate and are given the responsibility to make sure this fits in with the needs of their team. We also provide space within the office to allow employees to work away from their desk in a more relaxed environment. Employees are encouraged to take time out from their working day to give them the headspace to recharge.

HEALTH & WELLBEING

6

How do you tackle bad office attitude?

This isn’t something we experience often within Breathe. If anything should come up, we always try to tackle it head on with an open and honest approach.

Every employee has a weekly one-to-one with their line manager to facilitate discussions and provide clear feedback.

7

What makes your company stand out from other culture-focused companies?

We are proud to proactively nurture our culture and people as individuals.

We aim to provide a safe space, where everyone is encouraged to have their say without feeling their ideas are overlooked.

We recognise our culture isn’t perfect and that sometimes we get things wrong. We believe that honesty, integrity and humility are equally as important, so we’re all for owning up and taking responsibility for our actions. I’ve always encouraged workplace transparency and believe that willingness to admit defeats or mistakes is key to personal and professional development.

8

Do you feel your team effectively communicate with each other?

Yes. Although, I don’t believe you can ever have enough communication across departments and within each team. This has proved particularly true when considering the rate of our company growth over the last six years. I’m a big believer of utilising technology to our advantage. Digital communication channels such as Slack have helped us discuss future business plans as well as regularly share successes and ‘even better if’ messages across the company.

I believe it’s essential to have a good balance between face-to-face and electronic communication.

Every year we hold an annual off-site company meeting to launch the year’s business plan and follow this up with quarterly, whole-team meetings to review progress. In addition, we have monthly company meetings to review progress against KPIs. Most teams run daily ‘huddles’ and every employee has a weekly one-to-one.

9

What are your thoughts on office pets?

We like dogs and cats but generally find dogs are more suited to an office environment.

Dino has free reign of upstairs and Hunter is given the freedom of downstairs. Occasionally they meet in the middle for recreation!

12

In your experience what are the top three catalysts for creating good company culture?

In my view creating a good company culture is all about listening to the pulse of the organisation, learning from what you hear and then acting on that. For this to truly work it’s a continuous cycle. Listen, learn, act.

10

How do you fix bad company culture?

It’s very hard to fix a bad company culture, but it’s incredibly important for leaders to try. Leaders must listen before they act. Once they lay the foundations to build the trust and respect with their team and employees, the culture soon follows.

11

Businesses talk a lot about company culture, do you feel that management are fully behind it and can enforce it properly?

It’s great to hear that you’ve seen businesses talk culture, but we can all talk more. We ran a survey in our Culture Economy Report, which recorded that 60% of managers see company culture as a ‘nice-to-have’ initiative. What’s surprising is that the very same survey demonstrated that symptoms of a poor or toxic company culture costs UK businesses more than £23.9 billion every year.

Company culture progress can very much depend on the management and attitude of the organisation’s senior leadership team. It requires a healthy dose of realism, compassion, a clear direction and authenticity. Great company culture evolves naturally and will break if forced.

If you’d like to find out more about what defines company culture and how you can start improving yours, join Jonathan and the Breathe team on May 8th 2019 at Surrey Chambers. One Size Doesn’t Fit All is a one-off mini conference, which covers talks and tips from Surrey’s most influential small business leaders and lends plenty of opportunities to network, engage and join the discussion. #culturepledge Or head over to www.breathehr.com/pledge, sign the Culture Pledge then be sure to follow their cultural company news, case studies, debates and social pages. And remember: put your people first.

Surrey Chambers are also offering a 20% lifetime discount on the Breathe software.

Just take out your FREE TRIAL at breathehr.com/surrey-chambers

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When you sit on a work chair, the angle between your thighs and back should be around 95 to 120 degrees

Are you sitting comfortably?

Posturite’s Lead Consultant, chartered physiotherapist and ergonomist, Katharine Metters, offers advice on choosing an office chair that works for you

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hoosing a chair is a personal thing. We all like different styles and colours - and we all have different body shapes - but there are some basic principles that can guide you to a good choice.

A GOOD WORK CHAIR SHOULD:

• Support you when working or taking short breaks from work.

• Allow you to move freely and allow you to work comfortably and efficiently.

• Accommodate and support your body shape and anyone else who will use it regularly.

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• Correspond with your work area, especially the height of the table or desk, and the layout of the equipment on it.

arms at a right-angle to your work surface? If your feet don’t rest flat on the floor, use a footrest.

CHAIR BUYING CHECKLIST

When you’re working at a desk or table which can’t be adjusted in height, adjust your chair according to the height of your desk, adjusting the chair until your elbows are just above the top so your forearms are parallel to the floor and your wrists are in a neutral position.

Seat height – Can you easily adjust the height so you are sitting with your

Seat width and depth – Can you fit two to four fingers between the back of your knee and the chair seat? If the space is too tight you’ll impede the

The longer you’re using a chair, the more important it is that you get this decision right, cutting corners on something you may use all day is not a wise decision.

When buying a chair, check the following factors:

HEALTH & WELLBEING Balance head Maintain contact between your back and the seat back

No support for curve of lumbar spine Excessive strain on lumbar discs

Don’t reach for mouse and keyboard

Relax arms at right angle to desk

Keep lumbar spine supported

Leave gap between backs of knees and seat

Position hips slightly above kness

Don’t perch on front of seat Seat pan too far forward

Keep feet flat on floor

Need footrest

blood supply to your legs and feet.

When sitting at the correct height you should have a slight downward slope on your thighs with your hips slightly higher than your knees.

It is not advisable to sit with your knees higher than your hips.

Seat material – Does the chair have enough padding to be comfortable?

Having a fabric that breathes is preferable to a harder surface. Some chairs

to the feel of it.

You can book a workstation assessment with one of our trained assessors to help you find better positions to reduce the risk of musculoskeletal disorders and ensure you’re getting the most out of your chair. If you’re buying chairs for multiple people, please contact our projects team by visiting posturite.co.uk/projects.

“Investing in a new chair is an important decision… this is the tool you’ll be using on a daily basis”

Back support – Does the backrest fit the contours of your spine? And do you feel well supported? Consider a chair with an inbuilt inflatable lumbar cushion so you can find the perfect amount of support for you. Back support in a chair is very important. The lumbar spine area (lower part of your back) should have a slight inward curve. Sitting for long periods without support for this curve tends to put pressure on the structures in the lower spine, causing short term discomfort and longer term pain.

Backrest tilt – Is there a function that allows you to tilt the backrest to suit your needs? Tilting the backrest allows you to adopt different postures e.g. upright, or semi-reclined. When you sit on a work chair, the angle between your thighs and back should be around 95 to 120 degrees. Keeping this angle or increasing it lets you breathe well and helps to maintain a good spinal position.

Armrests – If you have armrests, do they allow your arms to rest comfortably with your shoulders relaxed? It’s also important that they do not get in the way of your work and hinder your position.

with mesh do not provide adequate support. As the mesh ages it can lose its tension, and if you’re in an area with draughts you might find yourself feeling chilly in a chair with a mesh back.

Movement – Some chairs feature a movement mechanism allowing the chair to move with your body to stimulate blood flow and oxygen. Chairs that provide movement should work relative to your weight to provide suitable support so they should have either a way of adjusting the tension or have an auto weight adjustment. When these chairs are correctly adjusted whether you’re upright or leaning back, you should be able to maintain a good posture without having to exert excessive force or feel that you are being push forwards.

Investing in a new chair is an important decision. This is the tool you’ll be using on a daily basis. If it’s not comfortable, chances are it’s going to cause you problems that affect your health and productivity. It’s helpful if you can trial the chair and return if it’s not suitable. Be aware that if your new chair puts you in different position then it may take a few days to get used

About Posturite Posturite is the largest independent ergonomics company in the UK. Ergonomic products are designed to work with your body to help you carry out tasks as comfortably and safely as possible.

But providing ergonomic products is just the start of what the company does.

Over the last 27 years of business, they’ve branched out into DSE, health and safety, staff training, office refurbishment, assistive tech and more.

All the products and services Posturite offers are designed to improve the health of businesses by protecting the health, safety and wellbeing of the people who work for them.

Find out more at posturite.co.uk/oploft

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Let the conversation flow

Good communication is a key factor in increasing wellness and boosting performance. Kim Evans, Wellbeing & Performance Coach and Mindfulness Lead tells us more

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ast month, we opened our wellbeing article with the results of a study suggesting that an increase in wellbeing could bring about an improvement in workplace performance, amongst other positive outcomes. It also showed that employers can have an influence on an individual's sense of wellbeing in the way they run a workplace. Mandy Brook’s report ended with the 11 key factors for increasing wellbeing to boost performance in general, with the key thread being good, open communication with colleagues and employees.

So, where and how to start that conversation? I would suggest quite a radical approach, in that you have an open and honest conversation with yourself first - how are YOU feeling?

How are YOUR levels of wellbeing, and are they affecting your workplace in a positive or a potentially negative way?

Let's face it, February is a gloomy month weather wise, with Christmas and most likely any New Year's resolutions a distant memory. If you're anything like me, all you want to do is eat your own body weight in carbs and hibernate until spring arrives. (If you're feeling upbeat and positive give yourself a huge pat on the back, but remember to see how others around you are doing). So, what can we do to help keep motivation levels up, and support the positive mental health of those around us at work?

Firstly, check in with people - ask how they are and whether they need a little extra help, perhaps simply acknowledging that February has the potential for motivation levels to drop but reminding them how important they are to your business, and how much they are valued. Try it, you may be surprised at how easy it is to make a big difference to someone's day.

There are many tried and scientifically tested ways to support mental and physical wellbeing, from brain and gut boosting food to daylight lamps that will get your people through this period and emerge into spring like butterflies, with renewed vigour and vitality, all whilst feeling the love and support of a boss who values them!

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Here are a few free mood boosters to help your employees: Lack of daylight can produce symptoms of persistent low mood and tiredness, known as Seasonal Affective Disorder or SAD for short.

Lumie.com make a desk lamp which can alleviate symptoms with an hour a day's use. One lamp could be shared between a number of workers, and if anyone is diagnosed as suffering with SAD, the purchase will be VAT free.

Gentle exercise is a mood booster - it relieves stress, improves memory and creativity and helps us to sleep better.

Consider replacing an email with a one-to-one conversation whilst taking a walk.

Meditation is one of the greatest things we can do to support our health and happiness and there are plenty of apps to download to guide you through the process. Going to bed a little earlier and listening to a meditation can help you drift off to sleep more easily, or waking up a little earlier to listen to a Mindfulness of Breath meditation will help to calm and prepare you for the day ahead. Try apps from either the Oxford MBCT Centre, or Finding Peace in a Frantic World, both available to download for free.

Kim Evans is a Wellbeing & Performance Coach and Mindfulness Lead at The Wellbeing & Performance Company. You can contact her at kim@twpc.co.uk or call the team on 01424 236900 www.twpc.co.uk

HEALTH & WELLBEING

Sleeping on the job There’s a proven link between lack of sleep and negative emotion, but is catching 40 winks whilst at work a proven solution to improve mood, concentration and attention?

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esearch via the National Sleep Foundation (NSF) suggests that lack of sleep can have a negative impact on emotion, and could be costing the UK £40bn a year. Brother UK, manufacturer of home and office supplies and solutions have investigated eight weird and wonderful sleeping customs from around the world - could these be adapted to your business?

China – Bring your bedroom to work

In factories and offices across China, the lines between bedroom and workspace are becoming increasingly blurred. Due to longer working hours, many employers now advocate a short nap after lunchtime to increase concentration. Certain offices have even installed temporary or permanent sleeping and washing facilities in their office spaces to encourage employees to stay round the clock.

Japan - Inemuri

Taking a nap at work could well be perceived as a sign of laziness or a poor attitude, but not in Japan. The hectic lifestyle of Japan’s city dwellers has led to the wide-scale uptake of “inemuri”, or “sleeping whilst present”. Thanks to inemuri, Japanese workers can nap on public transport, at their desk or even during meetings – and it’s commonly seen as a sign of hard work.

can work, and effectively reducing the time they have to squeeze in an afternoon nap.

Italy – Riposo

Where the Spanish have a siesta, the Italians have “riposo”. Commonly taking place after lunch, riposo can last anywhere from 2-4 hours. Frustrating-

been abandoned; sleeping outdoors in the daytime is actually believed to be very good for their health. Could local office workers take some inspiration to increase their productivity?

Indonesia – Fear sleep

Stresses of work getting you down?

The ominously named ‘fear sleep’ might be the solution. Locally referred to as “todoet poeles” – the practice of fear sleep enables people to nod off instantly to avoid feelings of excessive anxiety and stress.

Nodding off when your boss walks in might not be the best solution, but regular naps could well help avoid work-related worry.

“Research via the National Sleep Foundation suggests that lack of sleep can have a negative impact on emotion”

Spain – Siesta

Originating in Spain and parts of Latin America, the siesta is perhaps one of the most well-known daytime snoozing traditions across the globe. This practice might be under threat, however, with new business laws introduced in 2016 limiting how late employees

ly for tourists, this means that many attractions are closed throughout the day. Unfortunately, the non-stop pace of modern industry means that fewer and fewer office workers are able to benefit from a midday snooze.

Norway – Napping outside

Take a stroll through Oslo, Helsinki or another Nordic town, and you might well see some infants taking a nap in temperatures as low as -5 degrees Celsius. Don’t worry – they haven’t

USA - Silicon Valley sleepers

Though it’s not a national custom just yet, sleeping on the job is widely being embraced by some of the USA’s biggest employers. Technology and software companies are leading the napping revolution, with firms like Google going so far as to have purpose-built sleeping pods installed in their offices to help employees rest and refresh.

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ELMBRIDGE: Where town &country meet DID YOU K NOW?

With the highest number of earners outside of London, the idyllic Surrey borough of Elmbridge has joined the ranks of million pound towns

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ith its mix of urban towns and areas of leafy idyllic countryside and small villages, Elmbridge in Surrey has often been hailed as the ‘Beverly Hills of Britain’. In 2013, research revealed residents of Elmbridge pay more income tax than any other area of the UK; and the borough ties with Wokingham as the area outside of London with the highest number of people earning over £150,000.

The Surrey borough’s popularity with celebrities and the super-rich caused the average income tax payment to hit £17,800 in 2013/14, up 5% from £16,000 the year before, according to research carried out by UHY Hacker and Young, a national group of accountants and business advisers. It also revealed that Elmbridge’s average

income climbed 8% to £64,500, compared with £59,600 in 2012/13, which is more than double the UK average of £29,600.

And this Surrey borough, within easy reach of London, has become the stomping ground for high-net worths and sporting stars. With 11 streets in the most expensive places to buy a house in the UK, celebrity residents of Elmbridge include Sir Elton John, tennis star Sir Andy Murray and ex-footballer Frank Lampard. Other famous residents, past and present, include John Lennon, George Harrison, Ringo Star, Ronnie Wood, Sir Mick Jagger, Sir Cliff Richard and Kate Winslet.

The economy here is diverse and it’s no wonder - with access to one of the

WITH ITS MIX OF URBAN TOWNS AND AREAS OF LEAFY IDYLLIC COUNTRYSIDE AND SMALL VILLAGES, ELMBRIDGE IN SURREY HAS OFTEN BEEN HAILED AS THE ‘BEVERLY HILLS OF BRITAIN’

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According to research, residents of this exclusive corner of Surrey have a better lifestyle than most other people in Britain in nearly every way - they are fitter, live longer, earn more and their children do better in exams. Cobham is even said to have nicer weather, with less than average annual rainfall, and has four times been named the best place to live in the UK. *Halifax Quality of Life Survey

fastest Home Counties commutes, Elmbridge is home to a strong local services sector and an impressive international business community. Multinational employers with headquarters here include Sony Europe B.V., Procter & Gamble, and Toshiba Information Systems.

Located in the north of the county, Elmbridge’s principal towns are Esher and Walton-on-Thames, with smaller villages such as Weybridge, Molesley and Cobham to name but a few. With three rivers flowing through it, the countryside offers visitors the opportunity to take a punt down the river, walk along the riverbank or explore the surrounding countryside by boat, bicycle, or by road - in an Aston Martin of course.

TOP3

ELMBRIDGE IN FOCUS THE COBHAM DIGGERS

PLACES TO VISIT

BROOKLANDS MUSEUM

The birthplace of British motorsport and aviation, Brooklands Museum in Weybridge is situated on the site of the world’s first purpose-built motor racing circuit. The museum not only tells the story of the birthplace of British motorsport but also its key role in British aviation from the first flight in 1908 to the design and production of Concorde in the 1970s. With an unparalleled collection of motor vehicles, aircraft and bicycles, visitors can immerse themselves in days gone by with interactive experiences for all the family. www.brooklandsmuseum.com

HAMPTON COURT PALACE

Just a short hop over the Thames, one of two remaining Tudor palaces, Hampton Court Palace is a magnifi cent sprawl of history, nestled beside the Thames in the town of East Molesey.

Along with St James’s Palace, it is one of only two surviving palaces out of the many owned by King Henry VIII. Points of interest for tourists include the maze, the tennis court, and the oldest productive grapevine in the world. www.hrp.org.uk/hampton-court-palace

Described in the mid-1600’s as a radical sect, the Cobham Diggers declared the earth was ‘common treasury’ and set about cultivating common land for the ordinary people rather than the landed gentry. The name comes from the practice of digging and manuring the ‘waste’ and common land, which was what they did to grow food and to show that everybody had a right to enjoy the Earth and its fruits.

Diggers believed that freedom from poverty, hunger and oppression could be won if the Earth were made a ‘Common Treasury for all’. The brutality of their opponents meant they did not survive for long, but their writings and ideas continue to inspire people throughout the world to this day.

What would the Diggers think of the gentry in Elmbridge today?

SANDOWN PARK RACECOURSE

Opened in 1875, Sandown Park Racecourse holds racing throughout the year. With a mix of flat and jump racing, the racecourse holds important fixtures which lead up to the large seasonal races, as well as more informal racing for all ages. Sandown Park was the Queen Mother’s favourite course and provided a suitably impressive backdrop to the feats of Arkle, Mill Reef and Desert Orchid. www.thejockeyclub.co.uk/ sandown

DID YOU K NOW? Over a 100 years ago, Oxshott was a pig-farming centre, now it’s known to be the UK’s ‘divorce hotspot’

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ELMBRIDGE IN FOCUS

A vintage sleep over From glamorous interiors to classic cars, Brooklands Hotel in Weybridge is perfect for business travellers, petrol heads and spa and ‘sun’ seekers

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rooklands Hotel boasts an iconic, art deco inspired interior. It features the world’s most historic motor racing track running through reception, a critically acclaimed restaurant appropriately named 1907 restaurant, bar & grill, and luxurious spa facilities. It takes great inspiration from its racing history, from the original Brooklands racetrack, which rolls out before you in riven quartz and honed granite, to the glittering 1930s inspired honeycomb pendants in the lobby.

The hotel has 131 bedrooms and suites, some of which are 20% larger than the average UK hotel room. All bedrooms feature a wealth of natural light and several benefit from their own private outside space with mesmerising views over the MercedesBenz track.

1907 restaurant, bar & grill offers a stylish dining experience that is modern and contemporary in both ambience and service delivery, set within a 1920s and 30s décor inspired interior.

Awarded two AA Rosettes, the predominantly British style menu uses the best sourced produce, and combined with modern cooking techniques, delivers simple, honest food.

The luxurious BSpa at Brooklands Hotel has recently undergone a refurbishment which sees the arrival of a new Sunlight Therapy Room. The Sunlight Therapy Room uses 100% safe ‘sunlight simulators’ to fully replicate natural sunlight. This innovation generates full spectrum sunlight with reduced UVA and UVB, full spectrum visible light and infrared heat which leads to a unique, relaxing as well as health-giving experience. The Sunlight Therapy Room provides all the proven health benefits of the sun without the risk of skin damage. Benefits include better sleep, an increase in energy, elimination of Seasonal Affective Disorder, stronger immune system, production of Vitamin D, increased blood circulation and soothing of aches and pains as well as reducing stress, anxiety and depression.

Marco Gervasoni, General Manager, said: “We are always looking at ways in which we can improve our guest experiences and are delighted to have a Sunlight Therapy Room in BSpa. It’s widely accepted that 20 minutes per day in regular sunlight provides health benefits. However, real sunlight comes with associated risks which are absent in our Sunlight Therapy Room. Just 25 minutes in our Sunlight Therapy Room will provide an authentic ‘holiday experience’ and our guests will leave rejuvenated and energised.” The Sunlight Therapy Room is included in overnight spa break and spa day packages.

There are many extra facilities to enjoy before or after treatments in addition to the Sunlight Therapy Room including a state-of-the-art 12 seater outdoor hot tub. There are also ‘his and hers’ sauna and steam rooms, a meditation room with gentle warming waterbeds that restore and relax the body to a resting temperature in a quiet, cocooning environment, a relaxation room, a pedicure room boasting pedispa chairs with adjustable footrests to fit individual guest needs, as well as a spa cafe area serving light meals, drinks and delectable afternoon teas.

For further information and for bookings, please visit www.brooklandshotelsurrey.com

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Live Music Thursdays at

1907 restaurant bar&grill

Enjoy live music every Thursday evening, whilst enjoying award winning cuisine

NEW Sunlight Therapy has arrived in

SURREY BUSINESS 53 www.brooklandshotelsurrey.com

First to the fastest A new Aviation Exhibition: First to the Fastest has opened at Brooklands Museum featuring two ground-breaking feats in one exhibition

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n June 1919, the world got significantly smaller as an aircraft flew from America to the UK non-stop for the first time. Capt. John Alcock and Lt. Arthur Whitten Brown were the pilots and their non-stop transatlantic crossing in a Brooklands-built Vickers Vimy caught the attention of the world.

Powered by two Rolls-Royce Eagle engines, they took off from St. John’s, Newfoundland on June 14th and set down in Clifden, Ireland on the 15th taking 16hrs 27mins.

They won the £10,000 prize from the Daily Mail who first put up the prize for a transatlantic flight competition in 1913. Just sixteen years earlier the first ever powered flight was made by the American Wright Brothers fol-

The Brooklands Vimy demonstrating its engines at an event

lowed by the flight trials of A.V. Roe at Brooklands in 1907.

Fifty years later, in 1969, Atlantic flights had become routine but to celebrate that great endeavour and spirit of Alcock and Brown’s ground-breaking crossing, a new air race was staged. It showcased how far and fast aviation had changed with innovation at the heart of the race. Again, the Daily Mail put up the prize money but this time round, the rules were even more ambitious: the race began and ended at check-in stations on the public viewing platform on the 33rd floor of the Post Office Tower in London and the 86th floor of New York’s Empire State Building.

Journeys had to be made on any of the eight days between May 4th and 11th and could be attempted more than once though only in the same direction and with the same modes of transport. It was open to professionals and enthusiasts and because it was almost certain that a military aircraft would record the fastest time, eighteen different categories of prizes were offered including one for the ‘most meritorious and ingenious’ non-winning entry. The Daily Mail race organisers clearly wanted to put some

Capt Alcock (L) and Lt Brown (R) at Brooklands, 1919

Pilots and brothers Capt Ross Smith and Lt Keith Smith with mechanics Sergeants Jim Bennet and Wally Shiers at Brooklands in 1919 with their Vimy prior to their historic flight to Australia

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fun and excitement back into flying.

THE VIMY

The First to the Fastest exhibition explores how Alcock and Brown achieved their amazing feat in the wider context of what was happening at Brooklands during a time when flight was still in its infancy. Dominating the display area is the Museum’s replica

ELMBRIDGE IN FOCUS Vimy NX71MY, built in California in 1994 by John La Noue.

The Vickers Vimy was designed as a long-range bomber capable of delivering a one ton payload to central Germany. Of the 239 built, 134 were built at Brooklands, the rest at Crayford, Kent.

Deliveries to the RAF began in October 1918, just too late to see operational use in World War One. However, the pioneering flights it made across the Atlantic, from England to Australia and London to Cape Town would ensure its place in aviation history.

This modern reproduction has itself re-enacted the type’s three long distance flights across the Atlantic, to Australia and South Africa and since 2006 has represented Brooklands at the Farnborough Airshow, Goodwood Revival and the 2009 Connemara Airshow in Ireland to commemorate the

The Harrier that flew in the 1969 Great Air Race

play and used for static engine demonstrations ever since.

THE HARRIER

The rapidity of the technological advancements made in aviation will also be explored in the exhibition by discovering how, just 50 years later, it

THERE IS ALWAYS SATISFACTION IN BEING THE FIRST TO DO ANYTHING, WHATEVER IT MAY BE SIR JOHN ALCOCK, 1919

90th Anniversary of the 1919 flight. The decision was taken to retire the aircraft from flying and on the 15th November 2009, its last flight was into Brooklands where it has been on permanent dis-

was possible to get from the heart of London to the centre of New York in just under seven hours. Paired with the Vimy will be the Harrier GR1 XV741, which achieved the fastest time to New

York from St. Pancras in London in the 1969 race.

The Harrier was the first successful V/STOL (Vertical/Short Take-Off and Landing) fighter with its four rotatable jet engine nozzles, allowing the aircraft to take off vertically, hover and transition into conventional flight and back again. Capable of landing almost anywhere, V/STOL aircraft are ideally suited to operating from aircraft carriers.

Harriers have served in the Royal Air Force and Royal Navy, as well as other foreign air forces — primarily the US Marine Corps. They played an important role in the Falklands and Gulf Wars and more recently in Iraq and Afghanistan. This aircraft was one of the first to enter service with the RAF. These stories are told using archive footage, historic imagery and personal accounts to bring this incredible episode in aviation history to life, celebrating the role that Brooklands played in achieving what was often seen as the impossible.

The exhibition is on now. Entry is included in the general admission price.

Visit: www.brooklandsmuseum.com for all up to date event and Museum information.

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ELMBRIDGE IN FOCUS

Driving growth and value

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W Interim Finance has supported SME’s and larger enterprises for over twelve years as a commercially focused finance director and business advisor resource, delivering in key areas of • Strategic Evaluation • Operational Improvement • Transformation and Restructuring • Driving Growth • Enhancing Business Value

the internal resource necessary within their business. The addition of an independent commercially focused finance professional and business advisor, on a project basis, has the ability to facilitate successful delivery of business strategy and objectives.

Based in Walton on Thames, MW Interim Finance has successfully delivered projects both at home and abroad, either working remotely or on-site, although more usually a combination of the two.

MW Interim Finance works with a number of clients and a key factor in working effectively on any project is to assimilate quickly into the company by; engaging with owners, senior managers and staff across the business.

Understanding the business strategy, culture, products or services and its operations is also critical to the development of a plan of action and its’ timely implementation.

Companies are constantly undergoing change, whether self-initiated or driven by external factors, and owner managers, shareholders and directors of SME businesses may not have

Depending on the project the result and success factors could be financial such as; improved sales, gross margin, profit or cash however other positives can include; improved customer ser-

HUMAN RESOURCES

A professional partnership The HR Dept goes from strength to strength in Woking and Guildford

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hat is better than one highly qualified HR professional available to help local businesses?

How about two? Having set up The HR Dept Woking nearly three years ago, Martine Robins is now looking to expand her business by taking over The

HR Dept Guildford, so with effect from April 1st 2019, it became The HR Dept Woking and Guildford.

Martine is already working with a variety of SME businesses offering outsourced HR advice and support who need a personal and local service at an affordable price.

“The feedback from our clients is key to everything that we do. Our last client survey acknowledged that we were business focused, providing pragmatic support with an efficient and personal service. We want to be able to offer this service to other businesses and help them achieve their objectives in the same way.”

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vice, optimising the internal supply chain and a better understanding of the interaction across functions within the business.

For more information on how MW Interim Finance could assist your business contact Martin Walby.

Tel: 07876 566875 martin.walby@mwinterimfinance.co.uk www.mwinterimfinance.co.uk

Previously Brian Wilson was responsible for The HR Dept Guildford and will continue to work with Martine and build on the successful partnership they have established from their joint efforts collaborating at exhibitions and training.

“The plan was always to expand my business and taking on Guildford is a natural fit to join Woking. With Brian, we have a great opportunity to continue to work with local SME’s providing outsourced HR support and advice that helps them grow their business. It is great to be part of helping businesses fulfil their potential and be successful.”

For more information about The HR Dept Woking and Guildford, please visit www.hrdept.co.uk/wokingandguildford, phone 01483 603001 or 07392 311318 or email martine.robins@hrdept.co.uk

Events and Meetings

Surrey’s Venue of Choice Merrist Wood College is set in 400 acres of Surrey countryside, located just three miles from Guildford town centre.

The College offers a unique location with indoor and outdoor venues, all of which are available for hire. We would be happy to talk to you about any event and can also arrange catering and other requirements.

Indoor rooms, fully equipped with AV facilities, ideal for: ▶ Meetings and conferences ▶ Celebrations

▶ Training days ▶ Functions

Outdoor areas including fields and woodlands, ideal for: ▶ Corporate family fun days ▶ Fairs/festivals ▶ Sporting events

▶ Car shows ▶ Weddings ▶ Trade fairs

Corporate activities including: ▶ Animal Encounter Tours ▶ Bespoke corporate packages available ▶ Containment live escape games

For enquiries and bookings please contact: Tel: 07854 27 48 66 or Email: mwevents@guildford.ac.uk

www.merristwoodevents.co.uk Merrist Wood College Holly Lane Worplesdon Guildford Surrey GU3 3PE

CELEBRATING SUCCESS IN SURREY The Surrey Super Growth Awards return for a fourth year to recognise and celebrate the fastestgrowing companies in the region counts are filed at Companies House over a four-year accounting period.

This information is assessed against rigorous qualifying criteria to identify the fastest-growing companies.

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t’s well understood that achieving sustained business growth isn’t easy. So, it’s vitally important that we continue to celebrate the success of Surrey based companies that are driving rising demand, increasing employment and generating wealth and prosperity. The Surrey Super Growth Awards return for a fourth year to do just that.

The Surrey region is a significant and growing contributor to the national economy, making up over 15% of the economy in the South East. It has sector strengths which include manufacturing, advanced engineering, digital technologies, professional services and pharmaceuticals. Surrey has over 74,000 active businesses contributing to a regional economy worth over £40 billion, a highly-skilled workforce and some of the highest employment rates in the country.

Nicola Billen, Partner at asb law explained: “Achieving sustainable growth is a difficult task, especially in the face of economic uncertainty. However, there are many companies out there doing just that, delivering growth, creating jobs and contributing to the national economy. We are delighted to be part of the Surrey Super Growth Awards which gives these businesses the recognition they deserve for their success.”

The Surrey Super Growth team is busy analysing financial information filed at Companies House and creating an index of the 60 fastest-growing private businesses across the region. Jon Da Costa, Partner, at RSM, explained: “We’ll shortly be contacting all the Surrey based companies that are finalists.

Surrey Super Growth is a great oppor-

Nicola Billen, Partner at asb law, speaking at the Surrey Super Growth Awards

tunity for them to celebrate success, increase brand exposure and attract the best talent. All of this with no cost and minimal effort.

Nicola Haigh, Regional Director for the Thames Valley & South East Mid

Surrey Super Growth is a collaboration between leading regional law firm asb law, Lloyds Bank and national accountancy firm RSM, with Platinum Publishing Group as media partner.

The Awards produce a unique index of the fastest-growing private businesses across the region and celebrates their success at a special breakfast event which will be held later this year.

Unlike traditional business awards, there is no cost involved in participation and companies do not need to apply to be included provided full ac-

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The Surrey Super Growth 2018 winner’s accepting their award (L to R): Thomas Butler, Finance Director, ESP Utilities Group; Nick Clark, Chief Commercial Officer, ESP Utilities Group; Simon Fanshawe

SURREY SUPER GROWTH

Finalists and sponsors enjoy the opportunity to meet the region’s fastest-growing companies at the 2018 Surrey Super Growth breakfast event held at the historic Brooklands Museum in Weybridge on June 28th 2018

Markets region at Lloyds Commercial Banking, commented: “It’s great to see so many local companies across all sectors achieve such strong profitable growth rates. Surrey Super Growth provides a great opportunity to recognise and celebrate the success of these businesses and their talented management teams.”

The fastest-growing company in last year’s Surrey Super Growth Awards was Leatherhead based ESP Electricity Ltd, with an outstanding growth rate of 317% over a four-year accounting pe-

riod. Nick Clark, Chief Commercial Officer of ESP Utilities Group, said: “ESP Electricity is delighted to have received this award and it recognises the immense effort the company has made in growing the business over recent years. In entering what was a monopoly market with significant barriers to entry we feel especially proud that the company is at the forefront playing a vital role in offering customers a choice where none previously existed, and our growth is a reflection of the people we employ and their drive, commitment and values.”

Jon Da Costa, Partner at RSM, speaking at Surrey Super Growth 2018

Surrey Super Growth Awards Founding Sponsors

THE SURREY SUPER GROWTH analysis is currently underway and shortlisted finalists will shortly be contacted. Should your company meet the Awards criteria below but has filed abbreviated accounts at Companies House without profit and loss data, you still have an opportunity to be assessed for inclusion in this year’s Awards. Please send full accounts for your latest available and three preceding financial years to events@asb-law.com before 5pm on Friday April 26th 2019.

The winners will be announced at a special awards breakfast taking place at Denbies Wine Estate on Thursday June 27th 2019.

SURREY SUPER GROWTH AWARDS CRITERIA • Privately-owned business, trading and registered in Surrey.

• Growth in turnover measured over a four-year accounting period based on latest full accounts information filed at Companies House.

• Minimum turnover of £2m in base year.

Nicola Haigh, Regional Director for the Thames Valley & South East Mid Markets region at Lloyds, speaking at the Surrey Super Growth Awards

Media Partner

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Frank Shake Hands in

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BUSINESS SURVEY TRAVEL

furt

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The German metropolis is preparing to welcome Brexit refugees and startups by boosting its lifestyle infrastructure. Rose Dykins reports

T

he view from the 56th floor of Frankfurt’s 200-metre-high Main Tower lacks a little character. The satin ribbon of the River Main, and a few leafy spaces add some variety to the blanket of skyscrapers and neutral-toned rooftops. It’s the kind of cityscape you would expect from Germany’s financial powerhouse. It could have been a very different view if history had allowed. Frankfurt once boasted the largest medieval centre in the country before it was destroyed during the Second World War. Of the 1,500 wooden-framed buildings that existed, just 11 were still standing after the air raids.

However, down on the ground, the city’s past has been resurrected. Last September, the reconstruction of 35 timber-framed buildings in Frankfurt’s historic quarter was completed – 15 of them are exact replicas built to the original blueprints, including the ornately carved, gold-gilded “house of the golden scales”. Housed inside them are a reconstructed butcher’s shop, pharmacy and “chicken market”, several boutiques and cafés and, above street level, 80 apartments, sold via a public lottery. Priced at a maximum of €8,000 per square metre, the apartments were snapped up four years ahead of their launch. Frankfurt’s attempts to restore its city centre to its former glory andmake it more “liveable” for its citizens is an interesting architectural experiment, and has already worked wonders in terms of boosting tourism. It reflects the city’s focus on enhancing its

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life-style offering – particularly important at a time when it could be about to welcome a slew of new residents.

According to recent reports, there are 19 high-rise buildings under construction in the city with 26 more being planned. These mixed-use developments are intended to make Frankfurt more competitive against the likes of Paris and Amsterdam as a covetable lifestyle destination – something that

teresting time for Frankfurt, and such a mass-movement of wealth and peo-

FRANKFURT’S ATTEMPTS TO RESTORE ITS CITY CENTRE TO ITS FORMER GLORY AND MAKE IT MORE ‘LIVEABLE’ FOR ITS CITIZENS IS AN INTERESTING ARCHITECTURAL EXPERIMENT should not be underestimated when employers are trying to convince employees to up sticks from London. And while home to world-class museums and an underrated culinary scene, it’s fair to say Frankfurt isn’t somewhere most people dream of living.

If Brexit goes ahead on schedule, according to one lobby group, the UK will lose up to £700 billion in assets to Frankfurt by next month. As banks reshuffle their operations before Brexit day, Frankfurt Main Finance forecasts that 30 financial heavyweights will make the German city their new EU headquarters – including Lloyds, Standard Chartered, Credit Suisse and Citigroup. It’s an in-

ple, gleaming new facilities and cultural enhancements could see it become a much more aspirational destination for international talent.

Aside from the developments taking place, Frankfurt already has the clout of being a leading European business hub, and a destination for international meetings and events. Its airport is the best connected in Europe, and the fifth best connected in the world. The sprawling Frankfurt Messe is one of the largest convention centres on the planet. Its city centre is compact and walkable, with a healthy stock of stylish high-end hotels. The Rheingau wine region – producer of exquisite Reislings – is just

TRAVEL

TOP PL ACES

for a meeting or event

25 HOURS BY LEVI’S

Located next to Frankfurt’s Main station, this edgy property, with eye-popping interiors partly designed by the clothing brand, has two event rooms that can be combined to host 100 people for intimate networking events.

25hours-hotels.com

MESSE FRANKFURT 40km away, its rolling green landscape dotted with storybook castles.

From a financial perspective Frankfurt is already home to the European Central bank, and the continent’s third-largest stock exchange. As with many banking hubs, this has spurned a thriving fintech scene, which in turn is cultivating a startup community that could eventually rival Berlin and Munich if things continue. Recent success stories include Farmako (farmako.de), a medical cannabis distributor that secured a seven-figure angel investment to fuel their growth across Europe (the European cannabis market is set to grow ten-fold over the next ten years, reaching a €55.2 billion).

With so much in the pipeline, Frankfurt looks set to not only advance as a financial epicentre, but with boosted credentials as a cultural destination.

If that’s the case, the city could be attracting new kinds of talented expats over the years to come.

With 400,000 sqm of event space spread across 11 halls, plus 59,500 sqm of outdoor space, this gargantuan venue is said to have hosted the oldest world trade fair on record in the year 1150. messefrankfurt.com

GRANDHOTEL HESSISCHER HOF

Furnished with antiques and sumptuous fabrics, this elegant fivestar property with 11 meeting venues has a beautiful “Winter Garden” lounge, a great spot for a coffee meeting. grandhotel-hessischerhof.com

THE WESTIN GRAND FRANKFURT

Situated just ten minutes from Frankfurt Messe by S-Bahn, this business-friendly 371-room property has 13 meeting spaces of its own, the largest of which can host 700 people for a reception. marriott.com

SHERATON OFFENBACH HOTEL

A 15-minute taxi ride from the airport, this modern property has 12 spaces for meetings and events.

These include an 18th-century palace directly connected to the hotel, which can accommodate 450 people. marriott.com

JUMEIRAH FRANKFURT

This contemporary five-star hotel is moments from the Zeil shopping street in the heart of the city centre. It has 218 high-tech rooms and its Crystal Ballroom has more than 105,000 crystals embedded in its ceiling. jumeirah.com

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Vietnam BUCKET LIST:

Rose Dykins reveals why the nation is such a captivating place to escape to, whatever kind of traveller you are

V

ietnam is one of the most compelling travel destinations on the planet. Any foodie worth their salt is familiar with its flavours, and longs to taste fresh spring rolls laced with coriander and steaming bowls of fatty pho from the source. For honeymooners, the nation pairs exciting culture with ultra-luxe beach resorts with world-leading spas. Adventurers are drawn to its diverse landscape, and aspire to track through its precipitous

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valleys, or cycle through its electric green rice paddies and winding mountain passes. And the indelible mark the Vietnam War has left on the nation, combined with grand relics of its Imperial heritage, means the country is a fascinating, poignant place for travellers to absorb some important lessons from global history.

A journey from north to south (or vice versa) taking in Vietnam’s major cities

and rural areas can be done by motorbike, by air or by train. The latter is well worth it for an authentic experience – Vietnam’s Reunification Express links the capital of Hanoi in the north with Ho Chi Minh (Saigon) in the south in 36 hours. An overnight sleeper train from Ho Chi Minh to Da Nang is an ideal journey length for seeing rural Vietnam from the ground, and you can buy cups of coffee sweetened with condensed milk through the carriage window.

TRAVEL BUSINESS SURVEY LUXURY TRAVEL is famous for its tailoring shops where you can order a made-to-measure suit one afternoon, and have it delivered to your hotel the next day. Hue, the former capital, is home to the awe-inspiring Forbidden Purple City. And the capital of Hanoi, with its gentile architecture and public parks, is the best point to access Ha Long Bay, with its mystical network of limestone islands topped with rainforest.

Ha Long Bay

ADVENTURERS ARE DRAWN TO ITS DIVERSE LANDSCAPE, AND ASPIRE TO TRACK THROUGH ITS PRECIPITOUS VALLEYS, OR CYCLE THROUGH ITS ELECTRIC GREEN RICE PADDIES AND WINDING MOUNTAIN PASSES Each city along the way has a distinctive character. The busyness of Ho Chi Minh can be overwhelming, but you can escape to its buzzy rooftop bars and hideaway coffee shops, while cul-

tural sites such as the Cu Chi Tunnels and the sobering War Remnants Museum should not be missed.

The pretty UNESCO port city of Hoi An

A new addition to Vietnam’s luxury scene is Anantara Quy Nhon Villas (anantara.com), which opened in November. A one hour flight from Ho Chi Minh, the secluded resort occupies seven acres of lush hillside overlooking a tranquil bay. Its 26 villas have personal pools and wine cellars, and its restaurant has a rather intriguing “salt library”.

And the 133-room Legacy Yen Tu hotel (legacyyentu.com) is a new boutique option opened by MGallery by Sofitel at the end of last year on Yen Tu Mountain, close to Ha Long Bay. Set along a Buddhist pilgrimage path, with a design inspired by ancient Vietnamese architecture and handcraft traditions, the hotel is a sanctuary at 1,608 metres above sea level.

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Leading the way in

CLEAN GROWTH

LEPs collaborate on Clean Growth Strategy to cut carbon emissions in South East

E

nterprise M3 LEP has teamed up with its neighbouring LEPs to deliver an ambitious energy strategy designed to cut carbon emissions and promote clean growth across the whole of the South East.

The South2East Local Energy Strategy, which will help meet statutory climate change targets for 2032 and 2050, has been drawn up by the South East Local Enterprise Partnership (SELEP), Coast to Capital and Enterprise M3 LEPs, in partnership with Siemens.

The shared vision for the region is to become a leader for sustainable energy production within the UK, powering innovative, decarbonised and clean economic growth.

Enterprise M3 chair Dave Axam joined his fellow LEP chairs to announce the

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strategy at The Crystal in London, one of the world’s most sustainable buildings, on March 25th.

am confident we have the knowledge to continue to grow our economy and to do this in a clean growth way.

Dave said: “Clean growth is an essential part of our local industrial strategy. So I’m really pleased that we have completed this Energy Strategy and that we have done this in partnership with other local LEPS.

“I therefore encourage anyone in the local area with a plan, a policy, an aspiration to get in touch and work with us to drive forward this change”

“To turn this strategy into action Enterprise M3 created a funding call in December to support delivery of clean growth initiatives targeted at projects that will make a significant difference to the businesses and people in our Enterprise M3 area. Clean growth is about growing our economy whilst improving the quality of life.

“Enterprise M3 area is known for its knowledge based, design led digital economy. It is because of this that I

The agreed strategy lists five priority themes for action: • low carbon heating; • renewable energy generation; • energy saving and efficiency; • smart energy systems; • and transport.

If this strategy is delivered in line with recommendations, by 2032 the tri-LEP region aims to deliver impact in the short and medium term, and prepare the foundation for meeting long-term targets through:

CLEAN ENERGY

• Securing investment in the region towards an estimated £14.755 billion of commercially and technically viable projects which deliver healthy returns to stakeholders

• Creating or securing 75,652 jobs across the tri-LEP area

• Delivering a reduction in emissions across the electricity, heat and transport sectors of 13,615 kT CO2e, which is the equivalent of removing all five million cars in the south east from the road

Within the five priority themes, 18 key project models have been identified which can be rolled out and scaled up across the region and that will attract investment and achieve significant carbon emission savings.

• Transitioning 47,455 GWh from polluting, high-carbon generation to clean energy sources, the equivalent of providing all 3.4 million homes in

These include: • supporting the development of district heat networks; • connecting off-grid homes to gas

the tri-LEP region with a low-carbon supply of both electricity and heating

CLEAN GROWTH IS AN ESSENTIAL PART OF OUR LOCAL INDUSTRIAL STRATEGY

supplies; • hydrogen injection into the natural gas grid to lower the carbon content of gas; • encouraging offshore wind development; • developing solar arrays on council-owned landfill sites; and • supporting the development of a biomass supply chain to use the South East’s natural resources.

Further project models include supporting the scaling up of the ultra-low emissions vehicle charging infrastructure across the South East; supporting the roll out of the use of compressed natural gas for HGV fleets; build housing developments fuelled by hydrogen for heating and cooking; and supporting the development of carbon capture, usage and storage.

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Representative Example C 180 SE (Automatic, Metallic Paint) Monthly Payments of1

£319.00

Customer Deposit

£6,299.00

Retailer Deposit Contribution

£4,418.41

On the Road Price

£33,135.00

Optional Purchase Payment

2

Amount of Credit

£22,417.59

Duration of Agreement

48 months

Total Amount Payable

£36,914.41

Purchase Activation Fee2

£10.00

Representative APR

5.7%

Fixed Interest Rate

5.55%

Excess Mileage Charge incl. VAT

9p per mile

3

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£10,875.00

BUSINESS SURVEY

Representative Example E 220 d SE Monthly Payments of1

£379.00

Customer Deposit

£6,571.93

Retailer Deposit Contribution

£4,563.73

On the Road Price

£38,755.00

Optional Purchase Payment

2

Amount of Credit

£14,150.00 £27,619.33

Duration of Agreement

48 months

Total Amount Payable

£43,487.67

Purchase Activation Fee2

£10.00

Representative APR

5.7%

Fixed Interest Rate

5.55%

Excess Mileage Charge incl. VAT

9p per mile

3

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The world’s Lamborghini have joined the club of manufacturers who produce sport utility vehicles (SUV). Sacrilege surely?

By Maarten Hoffmann

O

h how l have buried my head in my hands at the continuing trend for the world’s finest automobile manufacturers to attempt to produce SUV’s to jump on the bandwagon.

Bentley have done it with the Bentayga, Porsche have done it with the Cayenne and Macan, Rolls, god forbid, are attempting it with the Cullinan and now we have the arbiter of all things fast, Lamborghini with their Urus. Really...

steroids. Its fair to say that we all wanted them to pop in the howling V10 or V12 from the Aventador and Huracan but you cannot be disappointed with the chosen 4.0-litre V8 that produces 641bhp and propels you at such an astonishing rate of knots that it rather takes your breath away. This the first turbo-charged Lambo and the VW Group have thrown everything at this car, and it shows.

But then they sent me one and l am forced to eat my words.

The concern at these speeds in a 2.2 tonne car is stopping. Worry not as the carbon ceramic brakes are the largest ever fitted to a road car and boy do they stop this monster. Pulling it from 150mph to a full stop is a mighty achievement and with hardly a wiggle or a concern.

On paper, this is a disaster – supercar DNA in a 2.2 tonne high-riding SUV and then charge £165,000 for it! In practice, this is an astonishing supercar on

TECH STUFF Model tested: Lamborghini Urus Engine: 4.0-litre twin-turbo Power: 650bhp Speed: 0-60 3.6 seconds Top: 217mph Economy: 12.7 mpg combined Price from: £160,000

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Due to its bulk, the four-wheel steering comes in very handy and makes the turning circle tighter than a Huracan.

This helps with hairpins and parking but also seems to assist with fast cornering as this thing will go round corners in such a way as to rewrite the law of physics. Then floor it out of a tight corner and it is so composed that the driver might feel they have suddenly inherited the talents of Lewis Hamilton.

Inside, all is rather fab. And rather Italian. Not only the fighter jet red flap covering the start button but alongside you have the selector for the various drive modes, in Italian. Strada (street), Sport (er, sport) and Corsa (race). Then you have the off-road modes – Terra (gravel), Sabbia (sand) and Neve (snow). The only problem here is that to get the full throaty roar out of the tail pipes, you have to pop it into race and then you are left sweating, as that set-

fastest SUV BUSINESS SURVEY MOTORING

ting takes out the idiot-proof controls and leaves you in control. I would prefer a separate button for the noise as it is quite simply, glorious but l prefer the traction control firmly on whilst on a public road.

The seats are divine and the space is very deceiving. As with the sloping roofline one might expect it to be cramped in the back, but not at all.

Plenty of room for two six footers and with 1,596 litres of load space when all seats are flat, this really is a practical SUV that could be taken to the shops or the school run. In fact, as l live my normal life every week l review these cars, l did indeed go to Waitrose, pick the girls up from school and, admittedly, crammed in all my long-distance meetings and it fared as well as any SUV on the market. OK, it got a lot more attention but coped with supreme ease.

The 21-speaker B&O sound system is superb, the head up display endlessly useful and there seems to have been an alcantara explosion everywhere else.

The company claim this is their most fuel efficient car ever due to the witchcraft of being able to shut down four cylinders under 3,000rpm but its claim of 22.2mpg could be accurate but with my quite heavy right foot, l am sure l got little more than 15mpg out of it.

But who cares? This is not a car for eco-mentalists or those on a budget.

This monster is designed for those with cash to flash, probably already have a few supercars in the garage and need something to pop to the shops or charge across the acreage.

ability to adapt. On the road, it is stunning and so very very fast; on the track it is well planted and breeds the sort of confidence that leads such boy racers to feel they could actually be a racer; off-road, it is competent and sure footed. There are very few cars on this planet that can stake these claims and l for one can attest to them.

Lamborghini sell only 3,500 cars per year which they expect to double with the introduction of the Urus and all 3,500 of them are already reserved.

The fastest SUV in the world? Probably.

In conclusion, the most stunning aspect of this car is its

DUE TO ITS BULK, THE FOUR-WHEEL STEERING COMES IN VERY HANDY AND MAKES THE TURNING CIRCLE TIGHTER THAN A HURACAN

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A-STAR CAR

The Mercedes A-Class has been with us in various forms since 1997 and is often referred to by its fans as the Baby Benz. By Maarten Hoffmann

W

hen launched, this was the company’s first compact model and gained its designer, Martin Mattin the title of Designer of the Year.

The A-Class became a huge seller for the company, therefore there was considerable expectation heaped upon this new model. I can assure you, it does not disappoint.

This a new platform, with a 12cm longer wheelbase than previous models and it is stronger and lighter than before. The most noticeable facet is the dash which they call a ‘glass cockpit’. No convention dials but rather a highly configured screen display called MBUX, standing for MercedesBenz User Experience. I am not sure it is an ‘experience’ but it is a very effec-

TECH STUFF Model tested: A250 AMG Line Engine: 2.0-litre turbo petrol Power: 224bhp Speed: 0-60 6.2 seconds Top: 155mph Economy: 45.6mpg combined Price from: £26,025 As tested: £28,129

Best lease quote: Mercedes-Benz Guildford A180SE, £299pm. 48 months.

5.7% APR. www.sandown-group.co.uk

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tive and easy to use dash set up that includes two 7-inch screens running navigation and all connected services such as live traffic. This is a cinemascope experience that is spectacular and takes us in the realm of sci-fi, and marks the total redundancy of the old analogue layout.

Then there is the item that l have really been waiting for – a voice activation system that actually works. I say this

as with the ever-changing cockpits of modern cars, we are still taking our eyes off the road to turn dials when, surely, we should just be telling the car what to do. Mercedes boast that this is the first system that really works and as the engineers urge: ‘It accepts natural language – ask it anything.’ It takes a while for the system to understand how you speak and in the meantime there are some hilarious results. I was showing it to some friends and told it to turn on the lights. It preceded to turn on the air conditioning. But, once it got the gist of my speech pattern, it really is the first automotive voice recognition system that works and once mastered, it makes a mockery of all

THIS IS A CINEMASCOPE EXPERIENCE THAT IS SPECTACULAR AND TAKES US IN THE REALM OF SCI-FI

BUSINESS SURVEY MOTORING those dials that one needs to locate whilst doing 70mph on the motorway.

Just tell it what you want to do and it does it.

Propulsion wise, my review model was the A250, offering 224bhp and it really shifts. It feels traditionally Merc - sturdy, ridiculously well-put together, solid, stable and a joy to drive. They have certainly managed to produce a relatively small car that seems huge on the inside, with room for all. It’s a compact car but with all the feeling of the bigger, spacious cars in the range and they have done a sterling job.

Regarding the power plants, there is the 180, 200, 220 and 250 although l am sure there will be more along later and a fully electric model cannot be far behind. The 180 is too slow, the 200 is better but the 250 is the one for me. The A250 offers a 2-litre turbo petrol plant and is everything you will ever need.

This model also comes with standard full independent suspension and you can add adaptive dampers, if so desired.

Inside, the cabin is close to perfection.

The stylish air vents work well and are a great design feature. The graphics quality is superb and although it has

INSIDE, THE CABIN IS CLOSE TO PERFECTION a touch screen pad in the centre console, which l always avoid, this one really works well once you have wrapped your head around it. With the voice activation, be aware of saying the word Mercedes in any conversation with your passengers or on the phone as it makes the system spring into action and can surprise you.

The seating configuration is very good with plenty of room for two adults in the back and the boot offers 375 litres of

space or 1210 when all the seats are flat.

The brakes pull it to a stop in a very respectable manner considering it is stopping 1374kg of metal mass and the chassis has natural poise and agility.

If you are looking for a relatively compact car with great residual value, a joy to drive and offers a very nice place to sit on long journey’s - this is the car for you.

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NEW MEMBERS

Surrey Chambers of Commerce welcomes its latest member companies BUSINESS SUPPORT JDS International Trade Consulting Ltd Contact: Jon Silcock Tel: 07741 903650 www.jdsitc.co.uk

S3L Consultants Limited

New Wave Contact: Dave Lee Tel: 01732 852500 www.newwaveav.co.uk

Contact: Sue Lawrence

Premcor Estates Contact: Robert Lane Tel: 07768 233116 www.premcor.com

The Counselling Partnership

Contact: Chris Dorman Tel: 42644 264439 business.westernunion.com

Western Union Business Solutions

Tel: 07534 100123

CHARITY

Western Union Business Solutions

EDUCATION

Contact: Suzanne Doerr

Contact: Christina Wadlow Tel: 42644 264439 business.westernunion.com

FOOD & DRINK Jacob’s Well/Fair Trade Scotland Contact: Eve Broadis

Tel: 01932 244070

Tel: 07493 411288

https://thecounsellingpartnership.org

HOTELS / RESTAURANTS / VENUE Guildford School of Acting (GSA) Conctact: Pippa Treharne Tel: 01483 684051 www.gsauk.org

Dramatize Contact: Karen Davies

Hilton Cobham Hotel

Dramatize

Contact: Bronwyn Hartney

Contact: Kristina Dodo

CONSTRUCTION & PROPERTY

Knights Training Academy Contact: Jamie Knights Tel: 01276 681248

www.knightstrainingacademy.com

FINANCIAL SERVICES

Tel: 01932 864471 www.hilton.com

Hilton Cobham Hotel Contact: Angela Humble Tel: 01932 864471 www.hilton.com

IT & COMMUNICATIONS Boxy Studios

Contact: Leon Musmann

Contact: Michael Jepp

Tel: 01483 363007

Tel: 029437 943758

www.lmdebtadvisory.co.uk

www.boxystudios.com

Fluid Residential (FPM) Ltd Contact: Samantha Fry Tel: 02033 804978

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LM Debt Advisory Limited

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Turner Wealth & Consultancy Ltd Contact: Trevor Turner

Beaming Contact: Jon Preston

Tel: 07515 945705

Tel: 08000 822868

www.turnerwealth.co.uk

www.beaming.co.uk

BUSINESS SURVEY MEMBERSHIP

LEGAL

TRAVEL

SpeedSmart Ltd

Contact: Oliver Carpenter Tel: 07757 677201 www.speedsmart.co.uk

PGA European Tour

UTILITIES

Contact: Jon Leeson

RDTM Trade Marks Ltd

Contact: Rebecca Davis Tel: 07504 547010 www.rdtm-trademarks.co.uk

Tel: 01344 840681 www.europeantourhospitality.com

LOGISTICS The Ramp People

Contact: Philip Shaw Tel: 01372 478960 www.theramppeople.co.uk

Meaby & Co Solicitors Contact: Stephen Carr Tel: 01306 884432 www.meaby.co.uk

PSP Worldwide Logistics Contact: Michelle Redman Tel: 01784 466050 www.psp-logistics.com

MANUFACTURING/ENGINEERING

LEISURE & ENTERTAINMENT Conversor Limited

ClownďŹ sh Events

Contact: Hannah Sheppard Tel: 02080 502080 www.clownfishevents.com

TurnFit

Contact: Gaynor Arnold Tel: 01483 574400 www.turnfit.co.uk

Contact: Darryl Schofield Tel: 01483 608404 www.conversorproducts.com

MARKETING / PR

Grow Your Business Show

Contact: Francesca Shaw Tel: 07985 276531 www.growyourbusinessshow.co.uk

TurnFit

RECRUITMENT / HR

PGA European Tour

Brook Street (UK) Ltd

W

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: Charlie Seaton Tel: 01483 574400 www.turnfit.co.uk

Contact: Robert Gordon Tel: 01344 840681 www.europeantourhospitality.com

Contact: Sara Gomm Tel: 01483 726167

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

May 2

nd

RECRUITING & RETAINING WOMEN IN TECH & ENGINEERING Event Time: 07:45 - 10:00 Event Theme: Women in Business Price: Member Rate: £20.00 +VAT Non Member Rate: £25.00 +VAT Event Location: Vision Engineering Ltd The Freeman Building Galileo Drive Send Woking GU23 7ER Recruiting and Retaining Women in Tech & Engineering Women form 23% of students in UK engineering & manufacturing disciplines (including civil engineering). Including Science & Technology brings the figure up to 32%.

Our gracious hosts, Vision Engineering, are a fairly typical, high tech, UK owned global manufacturing company, of 220 staff.

Women form 31% of the total global workforce and 42% of the Board of Directors. Reasonable, you might think?

If we drill down into the specialisations, the picture is less rosy:

• 0% of their machinists worldwide are female • 0% of their designers worldwide are female • 3% of their technical sales worldwide staff are female • 57% of their assembly staff worldwide are female • 73% of their marketing staff worldwide are female • 100% of their finance, payroll and HR staff worldwide are female

Despite best efforts to avoid gender exclusive recruiting, the same proportions prevail in the Company’s operations in the UK, USA, Germany, France, Italy, China, Japan, India. Despite best efforts, job seeking candidates conform to the same proportions as existing staff. The situation has become self-perpetuating.

Generally in Surrey, the headline rate of unemployment is 3%.

In the technical sector, it is closer to neutral... it is a technical job seekers’ market. The practical effect is that companies much like Vision Engineering are missing out on a substantial number of potentially capable recruits.

So, what can we do?

Surrey Chambers are delighted to be working in collaboration with Vision Engineering to bring you an event that will discuss the barriers and opportunities to recruiting and retaining women in both the Tech and Engineering industries.

May 8

th

ONE SIZE DOESN’T FIT ALL Event Time: 08:30 - 12:00 Event Theme: Topical Price: Member Rate: £25.00 +VAT Non Member Rate: £30.00 +VAT Event Location:

HG Wells Conference & Events Centre Church Street East Woking GU21 6HR How to Cultivate a Happy & Engaged Workforce:

We all can agree that Google’s culture is the most famous and arguably the best example of Company Culture in today’s society, from their TGIF (Thank-god its Friday) meetings, Metronaps allowing employees to improve mood & alertness, all the way to indoor slides & mini golf on the roof. But what even is company culture? Definition: “Company Culture encompasses

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2019 BUSINESS SURVEY

SURREY CHAMBERS

EVENTS DIARY

May 16

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ANNUAL PROPERTY GROUP LUNCH Event Time: 12:00 - 15:00 Event Theme: Annual Events Price: Member Rate: £40.00 +VAT Non Member Rate: £50.00 +VAT Event Location:

The Guildhall 131 High Street Guildford GU1 3AA Join us for our Annual Property Group Lunch, one of our most popular networking events of the year, held at the magnificent Guildhall, run in association with the Guildford Business Forum and kindly sponsored by Hart Brown Solicitors. As well as

catching up with colleagues in the industry you will also hear about topical challenges facing the sector today.

We are hosting this property themed event in one of the most iconic and historic buildings in Guildford, the Guildhall. The Guildhall was built over the 16th and 17th century and is of great historic interest. The feature piece of Guildford highstreet was formerly a courtroom and Council Chamber. Today the building houses the Civic plate and many rare items.

About our Sponsors: Hart Brown is a leading law firm with offices throughout Surrey.

Established in 1919, the firm’s success is based on its unique understanding of the law, the needs of clients and an overriding commitment to making the process as straightforward as possible.

Hart Brown plays an active role within the Surrey business community through sponsorship and support of business and charitable events. The firm is well known for championing business events in Surrey. The Commercial Property team lead by partner Roderick Campbell are proud to sponsor the Surrey Chambers Property Group Lunch.

values and behaviours that contribute to the unique social and psychological environment of a business.”

Our mini conference run in partnership with Breathe, will focus in on why this is such a critical topic now more than ever, do we feel there is a need for our culture to keep up with the ever-changing world we live in? Should it be something that is enforced or does it happen naturally? Are you doing it right in the first place, if we feel the need to talk about it?

Alongside our keynote Speaker Jonathan Richards, Founder & CEO of Breathe, we will have the company of three amazing case studies from our very own Surrey based businesses. Each business has their own story, their own team and their own culture but what differs these three companies from the rest? They will be discussing how their regular practices keep their team happy, ensure a high staff retention rate and how the right company culture can drastically Improve income for your business.

Join us for the first ever Surrey Chambers’ conference and one of the biggest events in our 2019 calendar, I can assure you it’s one you won’t want to miss!

For information regarding Team Tickets at a discounted rate, please contact eilis.kiernan@surrey-chambers.co.uk

May 16

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WELLBEING IN THE WORKPLACE Event time: 9am -12pm Price: Free

Event Location:

The Lightbox Chobham Rd Woking GU21 4AA

Surrey Chambers of Commerce is partnering with Woking Works and Nuffield Health to bring this stimulating and free event to The Lightbox, which will include expert talks on mental health at work and how you can support your employees and colleagues, the impact of art and creative activity on wellbeing, and top tips for looking after your physical health and nutrition to help with stress.

During the morning, a number of ‘passion points’ will enable attendees to engage directly with the speakers to find out more about how to make their workforce healthier.

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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!

SPONSORSHIP

Sponsor a CHAMBER 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.

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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:

construction and property industries. yy B usiness 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 F lagship - Our flagship events include an annual summer BBQ, President’s drinks receptions and annual Christmas lunch. yy C hamber 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 complimentary tickets to the event, your stand or pop up banners and promotional literature at the event with branding on badges and a 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 H ot 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 P roperty & Construction Forums – A series of events around issues affecting businesses working in the

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Surrey Chambers

GOLF 2019 SOCIETY Surrey Chambers of Commerce Golf Society (SCGS) has been running for 23 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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e had a lovely sunny day for the sixty golfers who joined me at St George’s Hill in February.

Which was sponsored by Maris Interiors and saw our members competing for the Sav Michaelides Cup. With forty members on the day, competition was stiff but in the end Andy Drees from Edward Ray UK won the cup with 41 points. Congratulations to Andy who is pictured right with Simon Smith from Maris Interiors, presenting him with the cup.

We are just over a week away from visiting our March fixture, West Hill, which is already fully booked, as St George’s Hill was in February. It is an exciting time to be part of the society as it grows and an absolute pleasure to meet all the new members as they join. If you’d like to join our society or to come along and see what we’re all about, please do get in touch.

View from St George’s

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GOLF 2019 SPONSORS

DIARY: May 21st

HEADLINE SPONSOR

ORDER OF MERIT SPONSOR

Coombe Hill

June 11th

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We have a couple of slightly different events on our calendar this year which I’d like to mention.

The 24th of April at Burhill, sponsored by youbecome, will be our very first major tournament. I am really excited to be able to launch this event. The format will be slightly different as we will be playing as teams of four in a shotgun start. This is a chance to put together a team to reward colleagues, thank clients or, if you’re feeling competitive, play to win!

If you have any friends or colleagues who are a new or novice golfer and

want a taste of what the SCGS is all about, we are running an event for them on the 11th June at Foxhills.

The event is called Learn 2 Love and includes all equipment and a dedicated afternoon with one of Foxhills PGA professionals. Full details are available on our website but places are very limited so I encourage anyone interested to book on well in advance to avoid disappointment.

I look forward to seeing you at a society event soon!

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August 22nd Hindhead

September 11th New Zealand

October 17th Camberley Heath

November 7th Swinley Forest

December 3rd Woking

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

“These golf society days are so enjoyable.

Great company, great courses, competitive golf all go to create a unique day’s pleasure that’s really special. I for one love them” Andy Drees and Simon Smith

Mike Simons on SCGS

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JOIN THE CHAMBER “Surrey Cham bers of Commerce is the county’s larg est independ ent, not-for- pro support organ fit business is businesses to ation that helps connect loca lly, nationally a nd globally in order to gain custom suppliers an ers, d knowledge.”

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.

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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 can 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.

tly to government, 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 two Local Enterprise Partnerships, and we feedback and provide input to the British Chambers of Commerce who talk direc-

WANT TO KNOW MORE? If you would like any further information about joining Surrey Chambers of Commerce please contact us: Call: 01483 735540, Email: Sarah.Butcher@surrey-chambers.co.uk Visit: www.surrey-chambers.co.uk

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