CAVENDISH CANCER
CARE’S CHLOE ANGUS ON THE STATE OF SMALL
BUSINESS OWNERS’ MENTAL HEALTH
LOGICA-L STEPS
LOGICA DIGITAL’S MDs TELL US ABOUT THEIR THRIVING DIGITAL MARKETING AGENCY
IN THE ZONE
WHAT THE NEW SOUTH YORKSHIRE INVESTMENT ZONE STATUS MEANS FOR OUR REGION
PLUS… NEWS, INTERVIEWS, APPOINTMENTS, OPINION, EXPERT ADVICE AND MORE…
Wow your guests at the OEC Sheffield.
This stylish and contemporary venue is firmly established as one of Sheffield’s premier private event venues.
26: SMALL BUSINESS BURNOUT
For this month’s cover feature, UnLTD’s Ashley Birch spoke to Cavendish Cancer Care’s Chloe Angus, small business owner Ellie Grace and insolvency practitioners Graywoods Leonard Curtis about the mental health crisis impacting our region’s small business owners.
14: LIGHTBULB MOMENT
unLTD hears from Wayne Fletcher, Founder and Director of Austin Fletcher, about the journey of starting his property and construction consultancy in 2019.
32: LOGICA CONCLUSIONS
Digital marketing company Logica, set up by Mark Skinner, has begun to flourish, in part thanks to bringing on Amy Ward as co-director last year. We spoke to them to find out what makes them work so well together.
39: INVESTMENT ZONE
Last month, South Yorkshire was named as the UK’s first Investment Zone. We take a closer look at what it all means for the region.
48: ON THE DL
We recreated a 1985 photoshoot from the DL Company’s archive and caught up with the team to find out why they inspire such longevity in their workforce…
52: LAUNCHPAD
We delve deeper into the hugely successful Launchpad programme, which, since its development in 2016, has helped thousands of wouldbe business owners take the first steps towards launching their own businesses across South Yorkshire.
South Yorkshire got some welcome news last month with the announcement that the UK government had named the region as it's first Investment Zone, expected to help drive real growth in the manufaturing sector.
It essentially means that there's £80m of funding from the government to create new jobs and opportunities in the region while some of the typical bureaucratical hurdles will be removed to ensure businesses find it easier to relocate and grow.
While the headline figures of an expected 8,000 new jobs and a total of £1.2billion in private investment are not guaranteed, it's an opportunity to be siezed by the region to help grow our core manufacturing base. We pick the bones out of the announcement on page 39 and discuss whether the whole region will benefit.
Elsewhere this issue, we look at how rises in inflation and interest rates as well as spiralling business costs such as energy bills are having an impact on the region's SMEs. Our mental health columnist, Chloe Angus from Cavendish Cancer Care, is one of those to discuss the topic and tells us why Generation Z may be feeling the impact more than the rest of us.
We've also got some apprentice myth busting from Whyy Change, our interview with digital marketing experts Logica as well as Wayne Fletcher's Lightbulb Moment. So plenty to get your teeth into.
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Lizzy Capps lizzy@unltdbusiness.com
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CONTRIBUTORS
Chloe Angus
Kate Ash
Adam Bradley
Ray Byrne
Jackie Cook
Jo Davison
Wayne Fletcher
Ellie Grace
Lisa Pogson
Matthew Risdale
Wendy Ward
Josh Weston
Jill White
Rhys Wyborn
Dave Woodfine
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There is still a huge perception that cyber security is the responsibility of your IT Team. Yes, the IT Team has a very important part to play to make sure your technology remains up to date with the latest software and security patches, but it is important that everyone understands that cyber security is so much more. Ensuring your people can spot the malicious emails and have been trained accordingly and mixed with good processes that you can follow when responding to an incident is just as important.
Cyber security risks should always be visible at the highest level of every business. The potential operational, reputational and financial impact of a cyber-attack can have far reaching effects for your business. Every business should discuss and mitigate at least two cyber risks: The impact of a data breach and the impact of a Ransomware attack. These are the most common forms of attacks we have seen over the last few years and should be discussed and mapped out by every business.
1 2 3
Investing in cyber security does not have to break the bank, regardless of the size of the company. Focusing on areas of concern rather than purchasing the latest technology is a more robust way forward. Working with cyber security companies to help develop a cyber roadmap and outsourcing key services will be more cost effective than trying to grow your own team of cyber professionals.
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Good IT security can often provide a robust defence against the cyber threat. With end-point protection, Anti-Virus, Firewalls and email protection companies will feel that they are adequately secure. Cyber Security is looking for that ‘unknown, unknown’ or that ‘needle in the haystack’ where on the face of it everything seems protected, but it is the tradecraft and skills of the cyber attacker that need to be identified through the analysis of the Cyber professional.
Having cyber insurance in place is not a substitute for good cyber defence and practices. It is a safeguard, but often companies don’t invest in cyber security as they believe they will be covered by their insurance. Investing in cyber security will help to reduce insurance premiums and hopefully reduce the chance of making a claim.
Dave Woodfine is the Managing Director and Founder of Cyber Security Associates Limited, a Gloucester based company that provides a range of cyber security consultancy and managed services. The team of CSA cyber professionals provide around the clock detection and protection against the cyber threat and will help companies recover when they fall victim to a cyber-attack. For more information on their services visit their website at www.csa. limited
Highlander have added to their skill set via their acquisition, by FluidOne, of Cyber Security Associates, an award-winning company built on years of military and government cyber experience.
Arctic Monkeys’ two huge hometown gigs brought an estimated £4.1million economic benefit to the city, new figures from Sheffield City Council reveal.
The gigs saw 74,000 people visit Hillsborough Park for two nights of shows from the band, who are originally from High Green and became Sheffield music royalty after releasing five hugely successful albums. Money spent on hotels, food and drink, and transport contributed to a boost for Hillsborough and Sheffield as people travelled from across the world to visit the city for the gigs.
As well as visiting Hillsborough for the shows, Arctic Monkeys fans enjoyed visiting famous locations from the band’s early career. The Grapes pub, where the band played some of their first live shows, is a must see stop on their pilgrimage to Sheffield for many fans.
Councillor Martin Smith, Economic Development and Skills Committee Chair, said: “It was fantastic to welcome Arctic Monkeys home for two gigs at Hillsborough Park earlier in June.
“The boost for local businesses is huge, with an estimated £4.1 million pumped into the city over the weekend. Businesses in Hillsborough, particularly food and drink venues, benefitted from fans enjoying the day and in the city centre, and we saw an uplift in hotel bookings and footfall during the weekend.”
South Yorkshire’s Mayor Oliver Coppard has today called the Government’s funding for South Yorkshire’s buses “completely unacceptable” as they impose further cuts to public transport in the region.
At the Mayoral Combined Authority Board meeting, on Monday 31st July, the Mayor and local Leaders confirmed a series of measures to protect as many routes and services as possible across the region.
South Yorkshire’s Mayor Oliver Coppard said: “The government’s promises to level-up by giving us a ‘London style transport system’ are in
tatters. In the most recent round of funding, we got just 15% of the money going to other areas. I simply won’t accept that the people of South Yorkshire get just a fraction of the funding received by other communities here in the north, they are our friends and neighbours who I work for and represent.
Adding: “I’ve today written to the government demanding that they get around the table and look again at funding for South Yorkshire. We deserve and need a fair deal. At the very least we deserve the same support as other places in the north.”
Taylor, better known by her stage name Self Esteem, was made an honorary Doctor of Music at the University of Sheffield on Monday 17 July 2023, in recognition of her success in the music industry and public championing of inclusivity and diversity.
She joined 11 other notable public figures being awarded honorary degrees alongside the latest cohort of graduating students.
Speaking to graduates, Rotherham- born Rebecca said that while her journey of self-belief is “never over”, she remained determined to find success in a career “where male music reigned
Sheffield headquartered Best Solicitors has been shortlisted in the Residential Property and Private Client categories in the Yorkshire Legal Awards 2023.
Louisa Harrison-Walker, Chief Executive of Sheffield Chamber of Commerce, visited 11 Downing Street alongside other Chamber CEOs on 4 July to discuss current business challenges.
The Audit department at Hentons is celebrating a highly successful year, with one standout achievement that has captured the attention of the industry— the addition of a major cryptocurrency trading business to their client portfolio.
Sheffield-based Tutorful, the UK’s fasting growing private tuition marketplace has reached a pretty impressive milestone - over 3 million lessons have now taken place through the platform, helping 193,000 students pass an exam, learn a language, or try their hand at a brand new skill.
supreme”.
“Every patio or patch of land was a stage to me – my nanny and grandad were adoring, Wembleysized crowds,” she told graduates of her childhood, adding: “My pogo-stick was my microphone stand.”
Professor Gill Valentine, Deputy Vice-Chancellor of the University of Sheffield, added: “Rebecca Lucy Taylor follows a long line of successful musicians who have continued to put Sheffield on the map.
Rebecca was joined by 11 other honorary graduates, who were all recognised throughout the week for their own unique contributions to Sheffield.
Last month, Wentworth Woodhouse staff welcomed former NASA Astronaut and first person to drive on the Moon, David Scott, to take a tour of Rotherham’s Grade I listed mansion.
Spaces is set to open its newest 34,000 sq ft workspace at Sheffield’s Pennine Five campus on 1 August, as demand for hybrid work solutions continues to soar.
Rethync Ltd, a leading construction site hoarding company based in Doncaster, has announced its move to larger premises on Shaw Lane Industrial Estate. The expansion comes as a result of the company’s continued growth.
Chapel Walk’s transformation is set to continue as Sheffield City Council awards £1.24 million to local businesses to create a vibrant city centre destination.
Two organisations will receive grants to improve shop fronts and increase accessibility to the upper floors of property on Chapel Walk whilst small or new businesses will be able to apply for funding to move into empty shop units. Funding for new public artworks will brighten up Chapel Walk for visitors.
The funding comes from
the Fargate Front Door Scheme, a £4.015million investment in shop fronts, access, and environmental improvements to make the area more attractive and fill empty shops. It forms part of the Future High Streets Fund plan to regenerate Fargate and surrounding streets.
The scheme has already funded improvements to 3335 Fargate, Orchard Square, The Montgomery Theatre and small businesses through ReNew Sheffield. The latest round of funding will focus on Chapel Walk and make the area more
appealing and accessible to visitors, increasing footfall and supporting businesses.
The Sheffield Church Burgesses Trust will receive £250,000 to improve its shop fronts and support works to improve access inside the building to create new workspace in the empty upper floor. Whilst the Foundry Sheffield will receive £650,000 to improve its shop fronts, improve ground floor access and reconfigure upper floors at Victoria Hall.
£90,000 will be made available to help small and new businesses with fit out
costs if they’re moving into a vacant property. Another £250,000 will be used to install public art to make Chapel Walk a pleasant and interesting place to visit.
The funding is part of plans to regenerate Fargate into a lively and vibrant place to meet, eat, shop, work and play. The Future High Streets Fund project also includes plans to turn 20 – 26 Fargate into an events and cultural hub, and investment in the public realm to create space for events, reduce crime and improve walking and cycling routes.
A self-confessed accidental entrepreneur, who became one of the UK’s leading manufacturers of colourful sensory putty, has secured a matchfunded grant from the South Yorkshire Business Productivity Programme to help her unique business target future growth in international markets.
Ruby Sheldon launched her Carltonbased business Slime Party UK in 2018. Inspired by her daughter, who wanted to celebrate her birthday by inviting her friends to make slime together, Ruby decided to take matters into her own hands and began developing her slime making workshops.
Her unique products quickly caught the eye of national retailer Toymaster, and today Slime Party UK produces over 4,000 tubs of Ruby’s unique sensory putty each week. With demand for her services growing quickly, Ruby expanded her business, combining a manufacturing facility and colourful shop in Barnsley which opened its doors earlier this year.
With plans to expand her business internationally, Ruby knew that she needed to re-think the way her sensory putties were manufactured, enabling her to increase production to meet future demands and she decided to contact Enterprising Barnsley for help.
Working with key account manager Paul Johnson, Ruby secured funds through the South Yorkshire Business Productivity Programme, a match funded ERDF grant scheme, to enable her to
Shakespeare Martineau’s Sheffield hub hosted a sizzling summer drinks reception at The Mowbray. Guests enjoyed an evening mixing and mingling with fellow professionals and businesses from across Yorkshire, along with great food, cocktails and a live band.
automate her packaging processes. The funds helped Slime Party UK to invest in a labelling machine, allowing labels to be added to her pots of sensory putty automatically, rather than relying upon members of staff physically labelling her products.
Ruby Sheldon, Managing Director, Slime Party UK, said: “When my
daughter started getting interested in slime, I thought it would be a fairly short-lived fad, but I was genuinely amazed by the reactions my parties received and just how much they were in demand. As I delved more into the science behind slime, I began to realise the importance of sensory play in childhood development."
As children, we often think of working as doctors, nurses, teachers, police officers or firefighters. We see careers as quite abstract and only see the potential jobs that we can see in our daily lives. It is no wonder that many children often follow the same career paths as their parents.
When I was a child, and especially when I was in secondary school, I had no idea what I wanted to do as a career. Some would say I still don’t know to this day!
At school in the 1990s there was very little careers education and very little advice on different career paths I could take. Most of my role models at school were teachers, and therefore from around the age of 13 to 14, I wanted to be a teacher.
knowledge of one career path, which involved going to university. The government at the time also had a huge push on ‘University for Everyone’, persuading more and more into this route without care or attention to the student’s wellbeing or prospects.
for change to be effective.
I didn’t know the options that were out there, so I set off and did the relevant GCSEs, A-Levels and university degree for teaching. I was on a conveyor belt to a career I thought I wanted, but one I had no experience or understanding in. At the end of this journey, I qualified and started the job I always thought I wanted to do. Quite quickly I realised that it wasn’t for me and that I had spent the last 7 years working towards a career I didn’t want. I’m sure I wasn’t the only one at this time also.
Schools, from my experience, were set up to achieve results. The ‘brightest’ pupils would be pushed to university and the ones they considered ‘un-academic’ were treated as second-class citizens, often failing to be picked up by the college system or local employers. Teachers, who cannot be blamed for this, also didn’t have experience in the world of work apart from teaching and so only had
This was over 25 years ago, so you could be excused into thinking things were a lot different today. However, the reality is that very little has changed in terms of the perception that university is best. Manufacturing, apprenticeships, college and other career pathways are seen as second-class and only available to students who are not academic. Academic high achievers are still pushed into university to satisfy league tables and quotas. For some, this is of course the best option; but for others, it might not be.
Over the past three or four years I have become a lot more involved in speaking to students within secondary schools about careers in manufacturing and the benefits of doing an apprenticeship. In my view, it is about giving as much information to students about different careers and training options for their future. In fairness, most schools are now on board with this, and many are very active in putting on careers fairs, talks in assemblies and other opportunities for their students to get real-life exposure to as many career paths as possible. Indeed, it has also been actively taken on by the government, and the Department for Education as schools now must meet the Gatsby Benchmarks for good careers guidance.
That said, there is still work to be done on tackling the notion that apprenticeships are a second-best
Adam Bradley, Director at Corrosion Resistant Materials, argues that while schools should dedicate more time to encouraging STEM subjects and promoting alternative career paths beyond traditional academic routes, the onus is also on industry and government to do their bit by promoting and showcasing opportunities in manufacturing and other technical fields
option. This does need to change, especially in manufacturing, if we are to nurture and attract the best students into the industry. The British manufacturing industry is today hightech and very advanced. We have industries such as defence, nuclear, automotive, power generation – all of which are very demanding and require the brightest minds to drive it forward.
Schools have a role to play in this, government has a role to play in this, but most importantly industry and manufacturing have a major role to play in this. There is a real skills and workforce shortage within manufacturing and a damaging idea that it is unskilled and ‘dirty’ work. However, the opposite can be said to be true and unless manufacturers shout about their industry, go into schools and engage with their future talent pool, nothing will change.
Within South Yorkshire, there are so many amazing schemes that companies and industry can engage with to help educate the talent of tomorrow. Some of these include:
• Enterprise Advisor Network –Schools link with a business to help guide and shape their careers education. There is also the opportunity for teacher internships with local business.
• Education Alliance Project –Events such as Career Fairs, Speed Networking and Mock Interviews are organized by the team within schools.
• Better Learners Better Workers programme – Employer-led programme that provides young people with knowledge, skills, and information about the world of work.
• Get Up to Speed with STEM – A yearly Exhibition that puts secondary students in direct contact with employers from STEM careers.
• LEAF Careers Fair - A yearly Exhibition that puts secondary students in direct contact with employers and training providers.
• See it Be it Sheffield – Inspires the next generation by linking schools with local employers.
So, as you can see, there are lots of opportunities for business and in particular manufacturing to engage better with schools and their students and to help plug that skills gap. The more we can get students excited about their future career opportunities within manufacturing and the benefits of an apprenticeship, the more we will encourage and inform the next generation as to what career paths they can take after school.
Jill White of Andy
I’ll start this month continuing on from where I finished last month. You may remember we finished with a bit of Bangra dancing at The Library in Attercliffe. On that same night I’d also popped into the Nest and Vitra Summer Pop Up at the very fabulous new Nest showroom at Park Hill.
Wow! What a location and what stunning designs. Well worth a visit. I was unable to sneak out any of the Vitra Eames Outdoor collection but it’s a big, big recommend from me. Go see.
The following Monday I attended a #LoveBiz Impact Executive Business Networking event (yes, me!) at The Kenwood Hotel. It was a beautiful day and the outside pods looked wonderful. The Pimms went down well too. Great to reacquaint with a couple of women in business that I hadn’t seen for a long while and to do a little ‘mystery shop’ at the hotel as we’ve been working with a team of ‘Rising Stars’ there, introducing a Leadership Academy. (They did good!)
Sadly, I missed The Baton of Hope Tour on its journey through Sheffield. I had hoped to be at Kelham Island Museum for its arrival there. A later than anticipated finish at a meeting meant I missed it, but I did heard wonderful things about the whole Sheffield experience. Absolute hats off to Mike McCarthy, Steve Phillips and all involved in this crucial initiative raising suicide awareness and prevention.
A trip to London followed with a very important (and very well attended) networking session with ‘The Boss’ himself! Yes, the one and only Bruce Springsteen. Not really work related but I had to give him a mention! Now there’s someone who is most definitely 3D! Dramatically and Demonstrably Different... and undoubtedly memorable! He was fabulous.
Back then to Triple Point Brew for another Bhayani HR Master Cutler event, equally 3D with their Flight and Fromage Event. Five specialist cheeses matched with five fine ales expertly selected by Head Brewer, Alex Barlow. Suffice to say, we had a good night. Not forgetting the good company too! We had unLTD’s very own Phil Turner on our table!
From Beer and Cheese, to very fine dining at the Cutlers Hall for the Master Cutler Ladies Luncheon, and although it does sound a little outdated, there is a real drive from the current Master Cutler, Dame Julie Kenny to promote and increase gender diversity within The Company. And looking around that room I think she’s making great progress.
There’s also great progress with initiatives for this year’s Master Cutler Challenge which are supporting Wentworth Woodhouse Preservation Trust and their diversity and inclusion activities. They do some fabulous work there. Another one worth taking a look at.
We finished the month finalising our own initiatives for this and will be hosting a car boot sale at Wentworth Woodhouse on 10th September. All boots and booters are welcome!
And if that’s not your thing, we also have 3D Connect has got Talent on Tuesday 19th September at The Hideaway. Both very different but very exciting networking opportunities. More of those next time.
But first, it’s gin! Yes, it’s our 3D Connect Summer Social at Loxley Distillery next week! I can’t wait! Cheers all.
Follow Jill at uk.linkedin.com/in/jilltywhite or find Andy Hanselman Consulting at andyhanselman.com.
Wayne Fletcher, Founder and Director of Austin Fletcher, shares the journey of starting his property and construction consultancy in 2019. He discusses the initial hesitation he had about starting his own business and the realisation that there is never a perfect time to do so. Despite the risks, Wayne took the leap, with a basic business plan in hand, and built a company which has adapted well to some challenging times!
My background is in quantity surveying and project management. I set up the company in 2019 as a property and construction consultancy covering a number of disciplines. I'd already decided to leave my previous employer and had some opportunities with other companies but decided to take some time while on gardening leave to make a decision. I’d always had the idea of running my own business but the timing just never felt right. But the more I thought about it, the more appealing it became. There's never a perfect time to start your own company, and there’ll always be an excuse not to do so.
The more research I did and the more I thought about it, the more I felt myself being drawn in. It was exciting, and it started to feel right. I knew things might feel lonely at times, but after speaking to people both in the industry and outside of it, sounding out my plans and discussing my goals, it gave me that extra confidence to do it. There are risks to starting up your own business, of course, but there are risks in remaining as an employee. I had my own ideas and thoughts on how to do things and I liked the idea of taking things into my own hands.
I had a business plan – looking back it probably wasn’t as in-depth as it should have been – but I also had an idea of workflow and targets for the business and I accepted that I would likely have to stomach a period earning less than before, but this was part of the process.
As I was planning to start the company, I spoke to someone who had previously done some health and safety consultancy work for me. I thought it would be beneficial to be able to provide some additional services for our clients and it seemed like there was a market there for this service. I set up the company in May 2019, with the plan of launching in the summertime. We started trading about six months before Covid – so perhaps not the best timing!
That said, looking at the last four years, I’m pleased with how well it’s gone. We weathered Covid well, as I’d deliberately
designed the business to be flexible: we weren’t stuck in an office 24/7, we utilised Microsoft Teams and Office 365, worked remotely when it made sense and generally fitted things around our clients. So, when the lockdown came in, it wasn’t such a shock to the system. We were also lucky in the sense that while construction was impacted, our industry was still able to go to work, so site visits and working remotely just continued for us. I spent a lot of time on Teams and Zoom calls for business development, trying to help us grow. For business’ in general this was difficult, but for a new business trying to make new connections and network over video calls, it was particularly challenging.
But on reflection, Covid may have helped the business. Yes, projects coming through slowed up a little bit but it meant we didn't jump into recruiting people earlier than we wanted to. We were able to grow initially at a manageable rate without having to take any rash decisions that might have come back to bite us. Plus, it provided the time to get a lot of the processes and administration behind the business in place, which whilst not the glamorous side of running a business, it’s important to be prepared rather than picking it up as you go along.
You certainly learn a lot setting up a business; if it's your first business, it’s a case of throwing yourself in at the deep end. However, it is important to do your research, and speak to the right people; friends, family, clients, take advice from those who have been there. Would I have done some things differently? Absolutely. Some things work out, some things don’t, you learn quickly who you can trust and who you can rely on, and that’s all part of the journey. Am I glad I’ve done it? Most certainly! It has its stresses and challenges but the positives far outweigh the negatives and most of all, I enjoy it.
Austin Fletcher provide multidisciplinary construction consultancy services to businesses and organisations across the UK. Get in touch at www. austinfletcher.co.uk
NAME: HEATHER CHAPMAN
EMPLOYER: THE WEB WORD
ROLE: CHIEF CHIEF BIRO
What motivated you to get involved in the SIBI Ambassador group?
To help steer the See it Be it campaign. I am also a part of the BiG Challenge Advisory groups, bringing a sole trader voice to provide valuable input. I am always promoting See It Be It’s work and encouraging others to get involved. I talk about the programme at my regular networking event and find new volunteers.
What have you enjoyed most about being involved in the campaign?
I enjoy seeing lightbulbs switch on when students realise there are more jobs than being an ‘influencer’. I have taken part in a number of direct delivery opportunities over the past two years, including mock interviews, ‘what’s my line’ sessions and careers in the curriculum sessions, possibly more than anyone else!
What are the benefits to your business / employer?
Increased awareness of young people’s interests and views on the world. I also recently won a ‘Leading the Way’ award from the South Yorkshire Careers Hub for Partnership Working.
Sheffield City Council’s See it Be it in Sheffield campaign aims to inspire the next generation by linking up schools and colleges with local employers to provide meaningful encounters and experiences of the workplace. You can find more information at sheffield.startprofile.com/page/ seeitbeit-employers or by following @ SeeItBeIt_Sheff on Twitter.
As a nation, we are poor sleepers. Whether due to stress, heat, next-day plans, or discomfort, according to a recent survey, only 5% of people always wake up feeling refreshed.
We all know the benefits of sleep, but that doesn’t always mean we take action to improve our sleep habits. This can lead to ongoing sleep stress, negative sleep talk, and potential physical and emotional health risks.
Sleep and fatigue are two of the main challenges of those seeking support from Cavendish Cancer Care. We help lower sleep stress, build routines and provide techniques to relax and distract.
Sleeping in summer can be even more difficult so this month we wanted to share some tips with you.
In summer months both our sleep quality and quantity can be affected, mainly due to light and heat. The light tricks us into thinking it’s still daytime, and who hasn’t been tempted to make the most of longer brighter days? But long summer days can delay melatonin production (the sleep hormone) and impact our sleep-wake circadian rhythms. Our sleep-wake cycle also reduces our body temperature as we prepare for sleep, with an ideal bedroom temperature between 16-18C. Too much heat can make sleep difficult, whether at home or on holiday.
Here are our top summer sleep tips:
• Stick to your usual routine (time not light dependant) as much as possible
• Dark / Dim is key for melatonin production. Turn off screens, use blackout curtains, and even try a sleep mask.
• Daytime light is your friend. Natural sunlight in the morning can help
your sleep-wake cycle.
• Moderate exercise during the day is great to help sleep, but not too close to bedtime.
• Keep cool; have cold water close by; keep windows and curtains closed in the day; use natural bedding (cotton, linen) which can give better breathability; consider a fan; chill
your socks in the fridge to help lower body temperature.
Chloe offers wellbeing sessions to local companies, including ‘Improving Sleep’. All services provide funding to Cavendish Cancer Care.
To find out more, contact Chloe.Angus@ cavcare.org.uk.
Summer is fast approaching, and so is the desire to work somewhere sunny, somewhere abroad - but can you do that when your employer is based in the UK? Our new guide looks at everything you should consider before making your decision.
When working from another country, it is vital to comply with that country’s immigration and work permit requirements. Simply travelling to another country as a tourist and working remotely without the necessary permits may be illegal and could have serious consequences.
considerations
There are a wide variety of issues you should consider and evaluate before embarking on your remote working journey. This guide examines each of the below issues:
Before embarking on remote work from another country, it is essential to obtain explicit approval from your employer. Discuss your intentions, clarify any concerns or expectations, and ensure that the arrangement aligns with company policies and procedures.
The first step is to review your employment contract and any relevant policies or agreements with your employer. Some employment contracts may contain specific clauses addressing remote work or working from abroad. It is essential to understand the terms and conditions
surrounding remote work and whether any geographical restrictions apply.
While working remotely, UK employees retain their rights and benefits under UK employment law. These include rights related to working hours, rest breaks, annual leave, and protection against discrimination. It is crucial to ensure that remote working arrangements do not compromise these rights and that your employer
supports compliance with applicable laws.
Remote work requires careful consideration of data security and privacy. Ensure that you have the necessary cybersecurity measures in place to protect sensitive company information and personal data. Familiarise yourself with the data protection laws of both the UK and the country you plan to work from.
Working remotely in another country may have tax implications, both in the UK and the country you plan to work from. Tax residency rules and double taxation treaties come into play, and it is advisable to seek professional advice to understand your tax obligations in both jurisdictions.
Each country has its own cultural norms, legal system, and employment practices. Take the time to familiarise yourself with the local customs, work culture, and legal framework of the country you will be working in. This understanding will help you navigate potential challenges and ensure respectful and compliant behaviour.
While the concept of working remotely from another country may seem enticing, it is essential to navigate the legal landscape and our experts at Banner Jones can help you.
Here Katie Ash, Head of Employment Law at Banner Jones Solicitors, explains what you need to know.
Tutors at The Source Skills Academy are playing a part in ensuring Lincolnshire Co-op customers get the very best food shopping experience.
They are helping managers and team leaders from 11 of the Lincolnshire Co-op’s 97-strong chain of food stores to gain higher-level apprenticeship qualifications in retail management.
The year-long Level 4 qualification is equivalent to the first year of an undergraduate degree.
Lincolnshire Co-op colleagues have been studying since February. So far, they have learned about new leadership skills and communication styles, performance management practices they can use to develop their teams, tools for effective staff reviews and the recruitment process.
Nathan Bruce and Dan Carroll, The Source’s workbased learning tutors with rich experience in retail, are delivering the training. It is being carried out via one-to-one tutoring and, at Lincolnshire Co-op’s request, at bi-monthly group classroom sessions in its Lincoln HQ.
“Lincolnshire Co-op understands the benefit of developing its people via training - a robust training programme and opportunities for career development is part of the
culture,” commented Nathan, a tutor for over 10 years.
“We are hugely impressed with the learners’ enthusiasm and open-mindedness. This is especially evident at the group sessions. People who work across a wide geographical area and have different levels of experience come together to share their Level 4 learning, how they are applying it in their stores and what benefits they are seeing.”
Lincolnshire Co-op is an independent consumer cooperative, owned by almost a quarter of the Greater Lincolnshire population –around 300,000 members who hold Lincolnshire Co-op dividend cards. It shares all profits with members - via dividend, investment in new and improved services and supporting community groups and charities.
The society trades in Lincolnshire and the surrounding counties, including Retford, Warsop and Bilsthorpe in Nottinghamshire.
Rachael Gray, its Learning and Development Adviser, said: “We invest time, effort and money into developing colleagues right across the business because we want to help them grow and increase their skills - and we’ve found they really enjoy it.
“We offer internal qualifications including First Aid, mental health First Aid and ILM levels 2 and 3, and support colleagues through external apprenticeships all the way up to Level 7.
“When our food store team leaders and managers told us they wanted to challenge themselves further, we looked into the Apprenticeship Level 4 Retail
Manager qualification and found it would be a strong support for them.
"We tendered out to training providers and The Source best met our needs.
“It’s going very well. Everyone is enjoying the course, particularly the group sessions led by Nathan and Dan.”
Tricia Smith, CEO of The Source, commented: “We are proud to help the trusted and long-established Lincolnshire Co-op brand develop its senior staff to become better leaderswhich can only improve the shopping experience for their customers.
“We hope to develop our relationship with Lincolnshire Co-op, and other food retailers who can benefit greatly from the National Apprenticeship Programme.”
Unsure about apprenticeships?
Apprenticeships: what are they?
An apprenticeship is a blend of a fulltime job with professional training. All apprentices are required to complete 6 hours of off-the-job training per week. Off the job refers to applying the new knowledge, skills, and behaviours (KSBs) in practice. Any activity where you are gaining new knowledge or ‘sharpening your practice’ towards the KSBs of the standard.
TIME TO TACKLE THE ELEPHANT IN THE ROOM: WHO ARE APPRENTICESHIPS FOR?
Myth #1: Apprenticeships are just for school leavers taking up a manual trade. False. Apprenticeships aren’t just for young people or the manual sector. Apprenticeships are designed to develop knowledge, improve skills and instil the right behaviours for anyone, at any level, in any business or industry looking to boost development and progression opportunities.
Apprenticeship standards today span entry-level to senior management, and have been built by industry for industry, so they really do make a measurable difference to the learner and your organisation.
Now we’ve busted the biggest apprenticeship myth, here are a few apprenticeships facts.
• There’s no upper age limit. You only need to be 16+, not in full-time education and spend at least 50% of your time working in the UK to become an apprentice.
• Businesses with a payroll of £3 million or more pay each month into a levy
pot and have a rolling 24-month deadline to spend the funds (If you don’t use it, you lose it).
• Levy payers can get up to 100% funding for an apprenticeship course. Non-Levy payers can get 95% funding for the apprenticeship course.
• Apprenticeships are available across over 170 sectors in over 1500 job roles, not just manual trade jobs.
• You can study degree equivalent apprenticeships, level 4,5,6 and master’s degree equivalent apprenticeships level 7, without paying university tuition fees.
• The facts have been unearthed but there are still some myths to put to bed. Next up is the university versus apprenticeship debate…
Myth #2: Apprenticeships aren’t as ‘good’ as University Degrees. Bottom line is one is NOT better than the other. Apprenticeships provide individuals with real-world expertise and industryspecific knowledge, making them highly desirable in today’s competitive job market. Overall, they are different entry points to the same conclusion. The question should be which route provides you with the best chances to provide the knowledge, skills, and experiences to allow you to compete in industry.
Myth #3: Apprentices are paid poorly. False. Interestingly, apprenticeships often provide competitive salary right from the start. Really! If you’re aged 16 with no experience, then it is naive to expect to expect the same rate as a skilled practitioner. Aspirational employers will want to show you a path to increase
Fear not, Ray Byrne, CEO of South Yorkshire’s leading apprenticeship provider, Whyy? Change, deciphers the myths surrounding apprenticeships.
your pay during and after achieving success. Now, let’s debunk the other side to this myth. Do you think that a 50-year-old apprentice will be paid at the apprenticeship rate? Of course not! You can’t beat being paid to learn.
Myth #4: Apprenticeships don’t include professional qualifications.
It’s true in many cases. It is only right that the apprenticeship standards are not hooked onto degrees or specific qualifications. That being said, any provider with the right vision will want to add ‘real value’. At Whyy? Change, we include professional qualifications and additional accredited training courses alongside an apprenticeship. My advice is ask! Identify what skills you need today, tomorrow and decide on what protects your future growth. Remember, you could be up against someone in the interview process, and it turns out they have a professional qualification. Who would you choose?
Myth #5: Apprentices are hired for the tea round.
False. Whilst knowing how to make a good brew is an important skill to have, an apprenticeship is a real job with real responsibilities. Steve Jobs said it best and I quote: “It doesn’t make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do.” Find the Steve Jobs leaders of this world and leave the rest behind!
What are the benefits of apprenticeships to employers?
Apprenticeships contribute towards increasing employee satisfaction, reducing staff turnover and reducing recruitment costs. Upskilling and reskilling your employees and growing your own talent through apprenticeship training is the most effective way to retain great people. Government data suggests that 75% of apprentices stay at their current place of employment when they’ve completed their course, increasing employee retention rates.
Will you be looking to utilise the apprenticeship levy to upskill or reskill your talent in 2023?
Unlock your team’s potential with Whyy? Change, a local training partner for local businesses. Visit www.whyychange.com, email info@whyychange.com or call them on 0114 400 0077 for a friendly chat and a cuppa.
What does your current role look like on a day-to-day basis?
Primarily, I design water and wastewater treatment plants for industrial clients whilst also managing the projects. On a daily basis, this involves completing process design calculations and projections, producing P&IDs and layout drawings, producing manuals, and liaising with clients and contractors/ suppliers.
How did you get started working in STEM?
I was very lucky in the fact that both my parents are engineers, so I had exposure to engineering from a very young age. I always loved chemistry and maths at school; it seemed a natural fit to combine the two and pursue a career in chemical engineering.
What qualifications did you take or gain along the way?
I completed a BEng in Chemical Engineering at the University of Bradford. As part of my degree course, I also completed a year in
OUR MISSION: TO ATTRACT, DEVELOP AND RETAIN A DIVERSE AND INCLUSIVE MIX OF PEOPLE IN STEM CAREERS
industry at Bespak Europe in Nelson. During the year I spent there, I was lucky enough to work on both an anodising process line and an industrial wastewater treatment plant. This is what tailored my career to focus on water treatment. I am now working towards my professional chartership with the Institute of Chemical Engineers (IChemE).
Why do you love working in STEM?
I love the variety of the work. No two days are the same, so it remains constantly challenging and exciting. I also love seeing the real-world impact my role has, and how I can have a positive impact on improving sustainability for my clients and reducing their usage of natural resources. I love being faced with a problem and solving it in the best way possible for my client, and that is what a career in STEM allows me to do.
What challenges have you faced in your career? And how have you overcome
them?
I think my main challenge has been a lack of confidence. It’s sort of a default position for me being in a maledominated industry. I have to keep reminding myself of the progress I’ve made so far in my early career and how much more I can achieve. I have struggled with imposter syndrome and not believing in myself, so this is something I am working on and can already see my confidence growing. You just have to remember to learn from your mistakes and not take negative feedback personally – use it to improve.
What advice would you offer for someone joining the STEM sectors?
Enjoy it! Working in STEM is so rewarding; the industries we work in are constantly changing and improving, so they are often fast paced, but that’s what keeps the work we do exciting. You can use your skills in any industry. So as long as you have a passion for the work you are doing, you can do it anywhere. The opportunities
are endless.
What do we need to do as an industry to attract and keep more women in STEM? It’s important to share with younger women the opportunities available to them so they can pursue a career in STEM, particularly at a school level. We can’t expect to attract more women to the industry if no one knows what roles are available to them.
In terms of retention, I think we just need to increase the number of women in STEM workplaces. Women would be more likely to stay if there were better represented at all levels of a business.
Find out more about Lauren’s work at www. allwatertreatment.co.uk
To read about more about our work and female role models please visit our website at www. equalityinstem.org.uk/blog
“It’s almost an imperfect storm.” says Chloe, “We had several years of a pandemic which disrupted so many people’s lives, we have a cost of living crisis with increasing energy bills, and so much uncertainty.
“Uncertainty really impacts on people. If we don’t feel like we’ve got control over what we’re doing, that’s when some of the overthinking and worries can start. That can turn into anxiety which then prevents us looking after ourselves properly and maybe stops us from sharing those thoughts.
“The fact that there’s limited trust in so many organisations nowadays, and wars going on in different parts of the world, there’s just so much going on that it’s really impacting the mental health of people.”
Rising inflation, spiralling energy prices, fears of recession and the ongoing impact of the pandemic… they’re all factors serious enough to make anybody feel stressed.
In fact, a recent Mental Health Foundation survey, conducted by Opinium of 3,000 UK adults found that 29% of adults reported experiencing stress, 34% experienced anxiety and 10% said they felt hopeless because of financial worries.
While these worrying figures affect us all, business owners are even more at risk of suffering from issues surrounding their mental health due to financial worries, with a survey of more than 600 small business owners, commissioned by small business insurance provider Simply Business, revealing four in five small business owners are worried how the cost of living crisis is affecting their business, with two thirds seeing rising costs as the biggest challenge to their business.
A fifth rated their mental health as ‘bad’ or ‘very bad’ and over half reported feeling stressed. Two fifths have been experiencing anxiety, while more than one in five struggled with insomnia.
Sheffield insolvency practitioner Danielle Shore says that the cumulative effect the squeeze on the economy is having is causing a major impact on the mental health of the business community in our region.
She believes that some of
those worst affected are younger business people who lack the experience to see how they can weather the current financial storm. She adds that by the time they seek advice about their business prospects, they are showing serious signs of extreme mental distress and even physical breakdown.
Danielle, who is based in the Sheffield office of insolvency practitioners Graywoods Leonard Curtis, said: “People who have worked hard to build up a business find themselves feeling humiliated at the position they are now in, their sense of self-worth suffers and perhaps worse of all there is a sense that they have let down their employees, their creditors and, most importantly in many cases, their families.”
“They come to us for advice and we find that some are so afraid for the future that they really do feel suicidal, pushed to the limit by their situation.
“This is the point at which they begin to experience symptoms of both physical and mental ill health, often exacerbated by the fact that they believe, quite wrongly, that there is no positive way out of the situation.”
Chloe Angus, the Corporate Wellbeing Manager at Cavendish Cancer Care and a business owner in her own right, believes that the uncertainty caused by the current climate is a huge problem right now.
Like Danielle Shore, Chloe also believes that younger people in business are being disproportionately affected by poor mental health, quoting a study by Deloitte that found 50% of millennials and Gen Z feel stressed most or all of the time, and 98% of Gen Z feel symptoms of burnout.
She added: “From small business owners to big organisations, there is a huge impact on mental health, but studies have shown that it is definitely impacting on younger people more.
“If we think about Gen Z, they’ve had most of their life, and definitely most of their adult life, in a state of crisis management, thinking what is going to happen next? Older millennials, or older generations, have had much longer periods of their lifetime where there’s been stability. Gen Z has not been able to build that resilience in a time of stability because they’ve always been in crisis.
“One of the things that younger generations mention as a contributing factor when discussing how they’ve struggled, and how difficult things have been, is mobile phone usage. I remember a time when we didn’t have access to everything immediately and we weren’t constantly on demand.
“But Gen Z and younger people in the workplace have never had that experience. Quite a lot of people nowadays are saying ‘okay, we need to go offline for a certain amount of time’, because they’ve always had this constant stream
Chloe Angus pictures: Ellie Grace
of notifications. There’s a kind of ‘always on’ situation that they find themselves in.
“Boundaries have also been difficult. During the pandemic, a lot of people worked from home. For many of the older generations that was either a one bedroom or two-bedroom apartment, or they’d got their own house, so they could create their own transitions and their own boundaries in the workplace.
“For a lot of young people, they might have been flat sharing, or they might have just had a studio where the desk is right next to their bed, and then how do they switch off?
Millennials who have built up their business over a number of years are also finding it tough. Sheffield based photographer Ellie Grace (who is above left and is also responsible for the images of Chloe on these pages) has owned her own photography business for over ten years, but this year, more so than ever, she is finding opportunities limited and has suffered the effects of that on her mental health.
She said: “Business is really hard right now. Especially with
everything that’s going on in the world. It’s getting to me a lot and I don’t know whether that’s because I’m feeling the cost of living crisis myself.
“It’s so much harder this year than it has been any other year. I am being undercut so much at the moment and that’s so hard on my mental health because it feeliks like no one is valuing what I do? Is no one valuing me?
“I don’t feel valued as a photographer anymore because so many people choose the cheaper option – and it’s not their fault. The cost of living crisis is making it so people can’t afford as much, so why are they going to pay someone that’s been doing it for 10 years, that’s charging X amount, when there’s someone doing it for another X amount that’s way lower? They might not do as good of a job, but you’re going to go for the lower price.
“People do need to start somewhere. I was that person 10 years ago, charging £200 for a wedding. How else would I have started? I get it but it’s still difficult not to take it personally. I know it’s often because the other photographer is cheaper, but that
doesn’t help either – rationalising it doesn’t help the feelings that I have at all.
“Last year, I had my very first case of burnout and I’ve never experienced it before. I just couldn’t get out of bed for two weeks. I’ve had depression, I know what that feels like and that wasn’t depression. It was like being hit by a bus of tiredness. I wasn’t sad, I was just tired.”
By 2025, Gen Z will make up 27% of the workforce and 98% of them have symptoms of burnout, so as business owners it’s becoming increasingly important to tackle the issues of mental health and burnout now, as 2025 is not very far away.
Chloe has some suggestions for business owners and their staff based on her own experiences and her expert knowledge of the field: “I struggled for quite a long time with my own mental health, and it took me a long time to actually seek any help because I always thought I had to be that strong person with a smile. So much of it is allowing ourselves the permission to actually have days that are tough.
“The first thing I would suggest someone does is find someone that you can trust and open up to. If
you can open up to someone close to you, that you love and that you trust, that’s really important.
“If you feel like you need to get some support professionally, there is absolutely no shame in doing that at all. There is no shame in getting therapy. There are plenty of options out there through the NHS, and there’s no shame in taking medication for it either because sometimes that is what we need to help us to start to rebuild.
“It’s difficult for small businesses, but actually, we can all become mentally health aware. Invest in some mental health training. There’s still a stigma around mental health in the workplace. There’s still quite a lot of people who think that people use stress as an excuse to have time off. Believe your staff when they’re telling you, I think that’s really important.
“Offering flexibility and not just flexibility for childcare, but flexibility for people to be able to do things that are supportive to their mental health. Regular communication of what is expected of them is really going to help, especially for young people, because that ‘always on’ state makes it difficult to understand what is a priority and
“Giving them the reassurance that they have a purpose and they have a place in the organisation is really important. If you’re living in permanent crisis mode, you’re going to think, am I safe in this working environment?
“Giving them that agency and control is key because control is a really important aspect of burnout. If we feel like we don’t have the resources, we don’t have control of what we’re doing, we’re more likely to suffer from burnout.
“Modelling behaviours is also really important. If you’re not modelling behaviours of boundaries, for example around taking lunch, what does that tell your employees? Does that tell them that they’re not allowed to take lunch? If you’re working all sorts of hours at night, maybe that does work for you, but think about does it actually work? Give yourself that moment to reflect.”
For Ellie Grace, taking time out for herself has become hugely important. She said: “I think the one thing that I’ve been really good at this year, and I’m really grateful for it, is that I’ve actually taken two separate weeks out, for a week
of doing nothing. Not going on holiday. Not doing anything. I just stayed in Sheffield and had a week out and that’s been really important. It was amazing and I came back feeling refreshed. I think that’s really important for business owners to do, to just actually have time out.”
From a business perspective, insolvency practitioner Danielle Shore believes the best advice she can give, is to take advice if the stress of trying to pay the bills is getting on top you.
She said: “We see people who, after just one meeting, say they have slept for the first time in months, simply because they have finally shared their problem.
“We can’t make the problem go away but we can explain the measures and options that are available to begin the necessary steps towards moving forward.
“And just like visiting the doctor, the sooner you make the appointment, the sooner you’ll get the proper diagnosis for your problem and begin to take appropriate action.”
Cavendish Cancer Care also offer a range of different options for organisations to support their team with their wellbeing and their mental health, including Mental Health First Aid training and focus talks.
Chloe, who heads up the programme, explains: “I think it’s really important that if you have an organisation and you have physical first aid, that you also have mental health first aid as well, because I think in most organisations, we’re probably more likely to struggle with our mental health than we are to actually break a leg.
“We also have focus talks, which are really popular, where we’ll come in and do a talk on a particular area. They are only 45 minutes so it’s not taking up loads of time, but we can really focus on a particular subject, whether that’s improving sleep, managing burnout, or things like nutrition. We have a popular one at the moment called Eating Well on a Budget. Beans on toast is not that bad for you. It’s actually pretty good!
“It’s great to go out and actually help people and really encourage people to start thinking about how they can implement the things that we’re talking about in their everyday life.”
More than 60 per cent of businesses have seen an increase in pay rise requests in the past year, according to reports. However, with the cost of business also rising, what can companies do to ensure their staff feel supported while also being realistic about what is possible from a pay perspective?
Asking for a raise is a personal matter and, if an employee does not feel as if their request has been dealt with genuinely, they can easily feel unheard and unvalued. Sometimes a worker may be questioning changes to their role, or hoping to obtain flexibility, rather than just a financial pay rise.
Active listening is key and will inform the overall decision. For example, the employee may say they are in financial difficulty, and, while a wage increase may not always be possible, by listening to their concern’s employers may be able to find other ways to help, such as offering an emergency company loan. Equally, the employee may be asking for career progression instead of a straight pay rise, and the employer can put a plan together to help them achieve promotion.
Once the specific request has been heard and understood, there are several checks that may need to be carried out before a decision can be made. First, the employer should find out if the request is reasonable compared to annual salary benchmarking. This may be conducted by the company internally, or more widely. Many employees are often unaware that their business may already carry out such reviews, so don’t be afraid to share this. Similarly, don’t forget to review any internal pay bands, particularly if the company is within the public or financial sectors.
Businesses will also need to ensure that anyone requesting a pay rise follows the correct internal processes, as having no standard procedure for pay rises, and treating requests differently, will increase the risk of disputes cropping up. It could be seen as ‘special treatment’ if some
employees are automatically promoted, when others are made to follow promotion processes. Check when the next window for pay rises or promotions is due, discovering whether a trade union procedure is recognised and requires following, or if there are any public sector frameworks that need to be considered.
Employers should investigate thoroughly to ensure their employees are not struggling financially as a result of low salaries that have not been reviewed in some time, as this could lead to a number of resignations at once, also significantly impacting a business.
Despite pay rise requests often coming in on an individual basis, it is also important for organisations to ensure they are balancing the interests of their wider team or departments. One employee’s request shouldn’t be denied simply because someone else has got their request in first. Employers must think carefully about what the business can afford on a wider scale before coming to a decision on an individual request.
If multiple requests are made in a short timeframe, an employer may find itself in a position where it wants to agree to some requests, but not others. While this is possible, it will be tricky to manage smoothly, as salaries are not generally confidential, unless specifically stated in their contract of employment. In a situation like this, communication is key, as it can be easy for employees to jump to their own conclusions regarding the reasons one person was granted a pay request over another.
If a pay rise request is rejected, or a lower figure offered, explain why this decision has been made,
the information collected, and the considerations involved. It’s important to ensure the employee understands that, if their request is denied, this is not a personal criticism or a reflection of their value or hard work. Employers should also maintain an awareness of potential gender and ethnicity wage gaps that are increasingly becoming standard measures of comparison. Failure to do this could lead to discrimination claims, complaints or grievances, leading to a high turnover of staff.
Companies should consider other ways of helping the workforce as the cost of living remains high. This could be through other benefits such as additional annual leave, or bonus/reward schemes such as life or health insurance. Alternatively, if employees are struggling financially, workplaces could consider holding debt advice workshops or grant emergency personal loans where appropriate, to be paid back as an agreed salary deduction over a set timeframe. Providing a clear path to career progression could also temper the number of pay rise requests that come in, as employees can work towards a promotion that will come with a better salary.
Be sure to keep things simple by properly considering the pay rise request, reviewing and investigating it, and clearly communicating the outcome. It is vital that every request is considered fully and that all proper procedures are followed to minimise the risk of disputes and to ensure that all employees feel heard, valued and respected, as happier staff are more productive and invested in their workplace.
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Hi guys. Can you begin by telling us how the business got started and how you started working together?
MS: We originally worked together in about 2017 at a previous agency that did more traditional marketing. I set up a digital wing for them, almost as a subset of their existing business, but it didn’t work out in the end.
I parted ways with the agency’s directors in February 2020, just before lockdown. My intention was to go my own way and fortunately we’d built up a good set of clients that we could take with us, and we won a few new clients.
Obviously, lockdown happened, which was a bit nerve racking, but we got through that. If anything, some of our clients did really well through lockdown, particularly the DIY-type clients who saw revenues go through the roof.
At this point it was just me and I was based in Selby. After lockdown, I got some funding from the Leeds Enterprise Partnership, which included some consultancy with John Hassle. It was just meant to be a one-off and he was basically there to try and get the roadmap in place for the next five years.
John suggested we moved to a bigger city, but I didn’t want to move to Leeds, it’s oversaturated with agencies and it just felt like the brand was better suited to Sheffield; northern, honest, grafters. I’m not a slick, Leeds office-type person. That’s why we moved here to an office that probably suits us better than being in a trendy office in in Leeds.
I kept John going, and at some point, we decided we needed to start bringing in more content-type work, as previously we’d only done paid social and paid
search. We had the money in the bank to do it and I put a job description out. I didn’t think of Amy at the time, but she called me up and said can I apply? I said, you don’t need to apply just start when you can! So, Amy joined in August 2021
What made you give Amy the job without interviewing her?
MS: Obviously, I knew Amy from working with her previously and when she left, she went to work for Jay Wing, which is a well-known agency in Sheffield. We’d kept in touch and she’d done bits of freelance for me, so it just made sense to bring her on board.
Why did you want to work with Mark again, Amy?
AW: I was at Jay Wing for about 18 months and was made redundant in September 2019. I was really lucky that I managed to pick up a job before that Christmas, and I started at Ignition Search in January. I kept that job through lockdown, didn’t get furloughed, didn’t get laid off or anything, but because we’d worked together before it just sort of made sense to make the move.
Since then, how have things been going for the business?
MS: It’s grown massively. Our first hire was Dylan, who came in February last year. He came on board as a bit on an all-rounder, after finishing up his apprenticeship in Rotherham. We’ve been able to train him up in how we want to do things. Then Lucy was the second hire. We brought her in to do content and she’s flown with it and is now the account manager. Just after Christmas, we took
Logica Digital is a digital marketing company set up by Mark Skinner in the midst of covid lockdowns that has begun to flourish, in part thanks to him bringing on Amy Ward as codirector last year. We spoke to them both to find out what makes them work so well together…
on two more new starters to do content and paid.
AW: Everyone is learning a bit of everything so that if some is off, we’ve got someone who can pick it up.
Do you find that most clients want both paid search and content?
MS: What we find is, the majority of the time, businesses will want content first and then paid search comes afterwards. I think there’s still a bit of cynicism about paid search and paid social at the moment. It used to be that everyone wanted it, and would then move onto content, but that seems to have been flipped on its head with more people trusting content and SEO more than they used to do. Once we get a client on board, that’s when we start talking about the whole strategy.
AW: Some clients come to us wanting SEO and you ask them if they’re doing paid search, and they’ll say, we’ve done it in the past with an agency but it didn’t work, and that’s usually because an agency hasn’t put in what’s needed. For example, we went to see a business who were paying an agency £300 a month to manage their paid search, but when you
looked at the account they’d only done three things over the last few months. You then have to build trust with them on the SEO to make them confident to pay for paid search again.
You’re now a director Amy, tell me about when you decided to invest?
AW: I think it was always something I’d wanted to do from when I joined. We’d talked about it when we’d worked together, but I didn’t feel ready at the time – it was only my second job out of uni. By the time I’d been to Jay Wing, I’d been learning from people with 10 – 15 years’ experience in marketing and I’d also learned the ways I wouldn’t choose to grow a business. I think I’ve always thought about this sort of stuff in every job I’ve worked in.
How did the possibility of investing come up?
MS: We didn’t really talk about it, but you were already coming to the meetings with John, who by this point was acting almost like a non-exec director, so they were like board meetings. Then on the way back from Nottingham, after one of the meetings, Amy just asked. We
were just about to take on another person and it can be a lonely place owning your own business, so I was like, let’s do it!
AW: Whether I’d have invested or not, I’d always treated the position in the same way. I always go in giving everything, otherwise, the other option is you sit there and get bored. I would have given it the same amount of effort, as if I was invested, anyway. For me, that investment just gives me that extra incentive to succeed.
Your skillsets match, in terms of both sides of the business we’ve discussed, but how do you work together?
MS: We share the responsibility. Amy does more of the softer side of things with the team, and I look after finance. That’s just how we decided to do it.
AW: Mark has a better head for figures and number, whereas that just baffles me, so it makes sense for it to be that way. Once Mark’s put it in a spreadsheet, then I can make sense of it.
What makes you different to the other agencies?
MS: It’s a cliché, but we work hard, and we look at the performance, whether that’s on paid search, paid social, organic, or content, we’re constantly interrogating the numbers. We try to be proactive and honest with the clients. If it’s not working, we’ll tell them and discuss trying something else.
AW: We offer an audit where we go in there and tell them everything that we would do, and I think some prospects then go, you’ve basically just told us what we can do, so we’ll just take it. We’re not going in with the technical jargon, even if we’re digging into the technical aspects of the site, we tell them that that’s what we’re going to do and what we’re going to look at. It’s probably too honest! But because of that, people trust us.
What’s in the pipeline?
We’re work on a few local clients, so hopefully they’ll come on board in the near future.
For more info find logica at www. logica-digital.co.uk
Owner and Managing Director, Raheel Mirza, has over 20 years’ experience in delivering events and conferences as well as designing and delivering learning and development interventions both at C-Suite level as well as at all levels across the organisation. His success is built on trust, people engagement, adaptability and consistently high memorability of the event experience.
In February 2021, he broke the Guinness World Record for ‘the most people cooking simultaneously online’. Over 1000 people joined in his virtual live event from all around the globe.
Raheel appeared on MasterChef UK in 2020 and has gone on to publish his first ever book with his daughter – ‘Sugar, Spice & Stockpile – A Taste Pandemic’, to raise vital funds for the NHS Covid-19 Charity. He is also to feature in a second book – The Social Kitchen, which is being released at the end of August this year.
Raheel’s expertise lies in bringing people together and connecting them on a more meaningful level by encouraging creativity, building resilience and harnessing the power of social cohesion. Whether this be for a company ‘away
day’ or an evening event as part of a multi-day conference, there is an option for everyone.
He has been delivering virtual cookalong events for the past couple of years for private clients, corporate clients across numerous sectors including tech, pharmaceutical, finance and legal, charities and schools as well as other member-based institutions.
The cookalong events are developed as a bespoke offering for each client by understanding the motivations for undertaking such an activity. The most popular themes are Health & Wellbeing (Raheel is an England Mental Health First Aid Instructor), Change Management, Teambuilding (with or without a competitive element), Nutrition and Employee Engagement. Raheel brings his many years of learning and development practices and experience where relevant to bring each of these events to life for an authentic and engaging experience.
All events can be delivered fully virtually, in-person or as a hybrid event. Global time differences can be easily overcome by delivering events at any time of the day (literally 24/7) and recorded content can be provided for hosting on intranet sites so that nobody misses out (recording will only ever take place with prior permission of all attendees for GDPR reasons).
As well as cookalong events, The Cookalong Company also provides private catering for staff lunches, away days, kick off meetings or any other event.
picture: Ellie Grace
Chancellor Jeremy Hunt, accompanied by South Yorkshire leaders, announced the new South Yorkshire Investment Zone on Thursday 13th July, which will see the region provided with £80 million of government support to help make South Yorkshire a thriving epicentre for innovation and business.
Investors, developers and start-ups will be offered a combination of targeted support and financial interventions to start, scale up and
relocate their businesses, including dedicated Investment Zone planning officers to help unlock barriers to planning and support schemes to upskill workforces and provide opportunities for new graduates.
South Yorkshire’s Mayor Oliver Coppard said: “Our Investment Zone will help put South Yorkshire back where we belong; at the forefront of this country’s manufacturing-led growth.
“Technology created in South Yorkshire built the modern world. Because in South Yorkshire we have always known how to deliver practical solutions to big challenges. Yesterday it was stainless steel and our coal industry, today it is AI, Robotics and creating lighter, stronger materials for Jet Zero.
“That’s why this new Investment Zone status is so important. Because with the support of partners like Boeing, and working with the government, we’re showing we have the tools, the technology and the confidence to build on our strengths as not just the world’s first, but the world’s best Advanced Manufacturing District.”
The Investment Zone, the first of 12 new zones to be built around universities and high-growth industries in the country, will capitalise and build on the success of South Yorkshire’s Advanced Manufacturing Innovation District (AMID), expanding it to incorporate Rotherham town centre and Sheffield city centre, with Opportunity Sites across Barnsley and Doncaster.
South Yorkshire has been named as the UK’s first Investment Zone, which is expected to generate 8,000 new jobs and bring £1.2bn of private investment to the region by 2030.
Matthew Stephens, President of Barnsley & Rotherham Chamber said: “[The announcement] is truly fantastic news for Rotherham and the wider South Yorkshire region. Whilst Barnsley may be outside of the actual zone, we will see Barnsley benefitting as an Opportunity Site, allowing the prospect for growth across several key investment areas. As a Chamber, we are keen to await further detail of this over the next coming months.
“This achievement is a testament to the outstanding collaboration between the Mayoral Combined Authority, local authorities, and businesses which many are represented by Barnsley & Rotherham Chamber of Commerce.
“The investment is a game changer for our members and the wider South Yorkshire business community, presenting substantial opportunities for growth in various sectors. While the initial focus will be on manufacturing capabilities in the aviation industry, I believe it extends far beyond that with Investors, developers and start-ups offered a combination of targeted support and financial interventions to start, scale up and relocate their businesses here in South Yorkshire.
“This development marks a significant milestone in our journey towards putting our region back on the map in attracting inward investment and innovation to South Yorkshire.”
The first major announcement as part of the South Yorkshire Investment Zone is a ground-breaking sustainable aviation research project led by Boeing, with a total investment exceeding £80 million.
The focus of the project is to drive the aviation industry closer to net-zero through manufacturing lightweight structures for aeroplanes at a new state-of-the-art facility which once built will be the largest research and innovation project in Northern England with a total investment of more than £80 million.
COMPASS (Composites at Speed and Scale), will be an extension of the University of Sheffield Advanced Manufacturing Research Centre (AMRC)’s Factory 2050 and will be built with support from the South Yorkshire Mayoral Combined Authority, Sheffield City Council and the High Value Manufacturing Catapult.
That £80 million figure includes building costs totalling £20m for the extension of the Factory 2050 site, £30
million from the Aerospace Technology Institute (ATI) for capital equipment for the new facility, essential for creating its world class capability, with the remaining £30 million coming from Boeing, Spirit Aerosystems and Loop Technology to fund the 4-year research programme.
It will be the University of Sheffield AMRC’s biggest R&D project to date and will drive new investment into the UK’s aerospace sector, changing the game of sustainable aviation.
Professor Koen Lamberts, President and Vice-Chancellor of the University of Sheffield, said: “The new South Yorkshire Investment Zone builds on our region’s industrial heritage and will supercharge opportunities to drive more innovation-led growth. We are very proud that our new COMPASS facility is the investment zone’s first major announcement.
“Over the last two decades, we have seen how university research and innovation has helped to transform our region by attracting inward investment and creating highly-skilled jobs. South Yorkshire’s Investment Zone holds enormous potential, and we look forward to working with our partners to ensure its success.”
President of Boeing UK, Ireland and Nordic region, Maria Laine, added: “This project is a testament to Boeing’s commitment to drive innovation and growth within the UK aerospace sector. Together with our world-leading industry partners, this investment is poised to revolutionise aerospace manufacturing to meet global demand, while supporting vital jobs and growth in the UK.”
The project will initially create around 50 jobs in South Yorkshire, with the potential to create 3,000 jobs by the mid-2030s and be worth around £2 billion annually to the UK economy in exports.
While the news is positive for the region, it remains to be seen whether local leaders have secured any commitment that the 8,000 jobs quoted are guaranteed to be created in our area given that local government has invested into the project, and whether those predictions are realistic given the AMRC’s current job creation statistics.
John Yates former Head of External Affairs at the AMRC said: “It’s great to see the Chancellor identifying advanced manufacturing as critical to the success of a modern economy and
recognising its strength here in South Yorkshire.
“But it is ironic too. While the government celebrates advanced manufacturing, our region’s leaders have turned their backs on it, preferring a blander, more inclusive idea of ‘future industries.’ Let’s hope this announcement makes them realise their mistake, restore the good name of AMID and shout it from the rooftops.
“While this £80 million public investment is rightly celebrated, it is still unclear whether the region’s leaders have secured any commitment from government – and its private sector partners – that Oliver Coppard’s promise of 8,000 jobs in under five years will be created here in South Yorkshire. It’s worth recalling that the cluster of companies formed around the AMRC, has created just 520 jobs in 21 years.
“Doncaster had hoped this R&D facility would have formed the next step in its emerging green aviation cluster following a deal signed with the university. But that hope has been dashed in this case. If the new spirit of collaboration between the four big councils in the patch is to flourish, Sheffield and Rotherham will have to give something in return.
“While efforts were made, it doesn’t feel like they pressed hard enough with this deal: the immediate beneficiaries are the University of Sheffield ( a new research facility for nothing), 50 new recruits to its Advanced Manufacturing Research Centre and, if the R&D is successful, two giant aerospace companies headquartered 3,000 miles away in the USA.”
City of Doncaster Council Leader, Mayor Ros Jones CBE said: “Doncaster is primed and ready to take advantage of the benefits being part of an Investment Zone will bring. We have the advantage of four large employment sites all with excellent connectivity and already designated in our Local Plan.
“Doncaster’s focus is on developing its industry strengths in engineering and manufacturing with specialised areas of rail, future mobility, and advanced materials. We are well placed to support the growth and expansion of business, jobs, and supply chains across the South Yorkshire region.” For more information on the University of Sheffield AMRC and how it works with industry, head to their website. https://www.amrc.co.uk/
After the resounding success of their inaugural Christmas event last year, Yorkshire Air Ambulance is thrilled to announce the return of their highly anticipated Festive Lunch. Mark your calendars with the merry date of Friday 8th December 2023 and join them at the enchanting Wentbridge House Hotel near Pontefract for a day filled with festive joy.
The Yorkshire Air Ambulance Festive Lunch promises to be even more memorable this year, offering a delightful threecourse meal that will leave you savouring the flavours of the holiday season. Guests will also enjoy live entertainment, and a charming Christmas market with stalls that will offer an array of thoughtful gifts for your loved ones, or perhaps discover a little something special for yourself.
“We are extremely excited to bring back our Festive Lunch event and spread the spirit of Christmas joy,” says Katie Collinson, Partnerships Manager at Yorkshire Air Ambulance. “This event
not only provides an opportunity for the people to come together but also directly supports our vital mission of providing emergency medical services to those in need.”
The event is open to everyone and perfect for friends and family to get together, or businesses looking to entertain clients or even treat their staff in a unique setting. There is also the opportunity to connect with fellow local businesses and special guests, creating lasting memories on a day dedicated to making a difference.
As always, your attendance and support are crucial to their mission. By joining them at this special
event, you are contributing to the lifesaving efforts of the Yorkshire Air Ambulance. Every ticket sold directly aids their ongoing mission to provide essential emergency medical services, ensuring that they can be there for those in need during the most critical times.
At Yorkshire Air Ambulance, they are committed to providing a rapid response emergency
service that covers the vast landscape of Yorkshire, ensuring that lifesaving medical assistance reaches those in need, no matter the location. With a fleet of state-of-the-art helicopters operating seven days a week, 365 days a year, your support plays a crucial role in their mission.
They would like to extend their ‘heartfelt gratitude to all who have already pledged their support and look forward to welcoming new faces into our Yorkshire Air Ambulance family.’
For more information on their Christmas lunch or to buy tickets, please visit: www.yorkshireairambulance. org.uk
Hi Michael. Congratulations on the new role. Can you start by telling us about your experience of growing up in Sheffield?
I love Sheffield. I feel very fortunate and privileged to have been born and raised here. I’m one of five; my mother is from Crookes and my father is from Hoyland Common. My grandfather was a minor, on my dad’s side. He was in the pit when he was 13 but left to become a footballer for Sheffield Wednesday and was in the last Wednesday team to win the equivalent of the Premier League, in 1930.
My father was a quantity surveyor and my mother taught shorthand and typing. They met at a dance and got married in 1964. I’ve got an older sister and two older brothers, and then there was a six-year gap to when me and my twin brother James were born, in 1975. We moved to Wortley, into a property called the Old Vicarage and that’s where we were for the next 21 years. I’ve got very fond memories of growing up in Wortley.
As the youngest of five, it was always expected that I’d follow in the footsteps of the rest of my family who are all lawyers, bankers and accountants. I went to University to read law and I hated it. I love law but I hated university. Every holiday, I used to work on building sites in Sheffield for a friend of my father. It was a bit of a rite of passage for my family. It was beer money, effectively, but I loved it and I learned so many skills.
After my final year at University, I carried on working for the builder because the idea of getting up in the morning, going into work and then doing what you want at night gave me a good sense of freedom. I didn’t
This month, unLTD’s Ash Birch heads to Sheffield’s The Broadfield pub to grab a bite with Michael Parden, the new Managing Director of B Braun, who was appointed on 1st May 2023 after a twenty-year journey from the very bottom rung of the company’s ladder…
want to become a lawyer. To me it was a really pivotal moment in my life.
One of the first jobs I ever had, in the first summer holiday in 1994, was on the Parkway site of B Braun’s original building. I met some people there that I met 10 years later when I started working for them, so I’ve got a long connection with the company.
How did you go from building sites to working for B Braun?
I met my wife, Rachel, who’s from intake, in 1999 and, as much as I loved being outdoors, solving problems and building things, I realised I’d got to do something with my career. And that simple story started with B Braun. I think it was probably late 2000 when Peter Mitchell, who lived in the village and was the former MD of B Braun, said we’ve got this new contract called the GP contract. The contract required them to decant boxes of needles and syringes into smaller boxes that could be delivered to GPs. He asked me if I wanted to do that for a bit? I did it for about five months – I used to go to bed dreaming about packing boxes all day.
It was in April 2001, when Hans Hux, who ended up being my hero boss, was being shown around the facility by Peter Mitchell. He was showing him a new packing machine, which would do the job of me. So, I’m thinking, I’m going to have to do something else. Within an hour, Peter Mitchell called me across the office and said, we’ve got this new computer system called SAP and I need someone to take control of that and I think you might be able to do it.
That was it. On 22nd of May 2001, I started work as the Operations Assistant to the
Manufacturing Director – I didn’t have a desk. To cut a very long story short, I got to grips very quickly with the new system, 16 months later I was made the manager of the technical services business, eight months after that I was made General Manager of the entire site, so I had about 160170 people working under me.
Do you feel like those experiences helped you in your career progression with the company?
I started at the bottom. But there’s nothing wrong with that because you get to see everything. I had to go through an extremely intense selection process for the Managing Director role. Me and another candidate were sent to Hamburg to a third-party objective assessment centre, that’s normally reserved for board members and the German army. The report that came back said that I scored higher than anybody on empathy, and I think that’s part of the reason why I got the job, because leadership is about empathy. You’ve got to understand people.
Had you always held ambitions to head up the company?
I remember when I officially joined B Braun, the HR Manager came down to an induction and asked what would you like to do in a few years? I remember, very clearly, saying ‘I want to be Chief Executive.’ I’ve always wanted it, and as a consequence of that, every opportunity, every challenge, I went for it. I worked hard and took on challenges within the business that other people would have shied away from.
Did you ever think about moving away from B Braun?
No. Never. It hadn’t come up until twelve months ago, when it became clear I’d be having my first job interview in 20 years and there would be serious competition for the job. The question came up in interview; what are you going to do if you don’t get it? I’d invested my life into the company, so I said to them, as I’ll say to you now, ‘I’ll deal with that, if it happens.’ Thankfully, it didn’t, but it went through my mind.
What challenges have you encountered since taken the role in May?
Part of my career history with B Braun has been in areas that have been extremely difficult. That’s given me a great deal of resilience because I’ve seen how bad things can get. I do feel very thick skinned and we haven’t had any serious challenges yet. We’re a great business, we’ve got a very diverse portfolio, we’ve got great people, we’ve got an excellent sales and marketing operation, we’ve got great results, and one of the most enlightening things over the last couple of months is that we’ve got markets that are begging for us to enter them. Having a view across the organisation, gives you a very clear outlook of who we are as a company, and what it is we do for people. It gives you positivity. There will always be issues, but we can get through them.
How have things changed over the years you’ve been involved? We’ve moved from a sales and marketing operation with just products, to products and services, and now we’re in a different phase and that’s products, services and direct patient care. That wasn’t the case when I started.
Do you think that’s the right approach for health care in this country?
Yes. The NHS can’t do everything. The unique thing about B Braun is that we’re not held by short termism or shareholders. The Braun family are still in charge. As a result, our portfolio is extremely diverse, but that says to our
partners and our customers that we’re in it for the long term. We have a very different way of doing things.
For example, we create parenteral nutrition, which is basically injecting liquid food into patients’ veins. We provide the nursing service to deliver it as well, which is a massively growing business because of the push to keep patients out of hospital and get them home. We’ve created the entire supply chain. That’s something that we can be proud of.
What is your vision for the future of the company?
One thing I’m very proud of is that when I joined, we had 150 high paying manufacturing jobs in Sheffield, and we’ve seen that go, but now we’ve got 150 high skilled jobs in aseptic preparation manufacturing. We’ve created that in Sheffield because of the way we’ve responded to the market. We need to grow in other areas but the main vision for me, particularly in Sheffield, is that I want people to crawl over broken glass to come and work for us. I want us to be the premium employer in this region.
How do you hope to achieve that?
Employment competition is high, so we spend more money. We’ve upped the wages, we’ve changed the benefits package, we’re building a case for why people should come and work for us. If you work for high reward, is should be high reward. B Braun will fail without its employees, but they won’t fail without us. We’ve got to instil that loyalty. I’m an example of starting at the lowest paid job and made it to the top. I came out of university and I didn’t know what I wanted to do, but I knew I wanted to do it at B Braun, and I did. And B Braun will let you do it.
Who ate all the pies?
Well, me. Specifically, the vegan macaroni cheese pie with hand cut chips, mushy peas and gravy. I haven’t ventured to The Broadfield for food for a while, so pie was an easy choice, and while macaroni cheese seems like a leftfield choice for a pie filling, I’m here to tell you it works!
The umptious cheese flavoured sauce, punctuated with little ‘bacon’ bits married perfectly with the crisp pie lid and even the lack of mash is saved by The Broady’s famous chunky chips. Proper carbohydrates. And that thick gravy!
My dinner guests, B Braun’s Michael Parden and Rozey Christian, attempted to be slightly more conservative with their choices, perhaps fearing the mid-afternoon slump, but when Michael’s loaded hot dog arrived and their was two of them, as well as fries, plans for a light lunch were out of The Broadfield’s bay window.
Rozey’s potato gnocchi looked delicious, delicately coated with sage butter, shaved parmesan, cherry tomatoes and rocket. In between mouthfuls, she told me ‘it’s probably the best gnocchi I’ve had.’ High praise, indeed!
The experience made me realise I’ve left it too long to visit The Broadfield. A mistake I won’t make again.
@broadfieldalehouse
While The DL Company has moved with the times over the past 50-years, what has always remained is the company’s continued commitment to its staff. A loyalty emphasised by our recreation of a 1985 photoshoot, in which some of the faces seen in the original are still with the company. Since then, many have seen family members join the ranks so we caught up with the team to grab this shot and find out why The DL Company has such longevity in its workforce…
The Sheffield-based DL Company create classy office refurbs, facilitating the entire project from receiving your initial enquiry, right through to final installation, ensuring everything is delivered on time and within budget – and they must be doing something right, given they can boast 50-years’ experience working with businesses across the region!
Where they differ from many other, similar operations is that everything is done in house, including the fit out. Rather than use contractors, they boast their own team of joiners who are passionate about what they do and tend to stick around.
DL Company joiner Carl Booth is currently the longest serving member of the team, with 15-years’ experience under his belt. Carl started as a fresh-faced youngster and has never looked back, putting the reason for this down to the ‘camaraderie’ within the group.
He said: “There’s a family feel
to the company and they’re fair with you. I can’t imagine working for anyone else and I don’t think you could work for a better company.
“There is a traditional aspect to the company, and I think that will always be there. We move with the times in terms of the jobs that we do, but there will always be that family feel and family links.
“For instance, my uncle worked for the company; another member of the team, Neil, had a brother who worked here and is on that original photo, and Mark (another joiner) even had a son work here for a spell.
“People wouldn’t stick around for as long as they do, if they didn’t like it or they weren’t a good company to work for.”
Carl’s colleague and fellowjoiner, Zac Dyson, started as an apprentice, qualifying with an NVQ Level 2 after two years. He decided to stay on with the company after graduating in large part because of the way he was treated during his time as an
apprentice, where he told us he felt ‘listened too’ and ‘part of the company’.
Zak believes that being employed by the company, rather than being a contractor, makes a big difference to their standard. He said: “You’ve got to be professional and treat people with respect. You can’t act like you would around your mates. I learned how to deal with people by watching the others on the team.”
Carl added: “Because we don’t use contractors, there’s no hiding place. You’ve got to care.
We’re the face of the company and I think that means there’s more pride in the job we do. If something goes wrong, we have to deal with it.
“There’s also a personable aspect to it. We get to know the customers.”
While the company's ethics and many of the faces have stayed the same, the work Carl has undertaken across his 15-years has changed in that time. “When I first started there was more work in the steel industry, but over time it’s become more office-based than it ever was.”
Explains Carl, “I also think that the jobs have become a lot bigger. They’re now all-singing, all-dancing and we’re in charge of everything, rather than coming in for just a bit of it.”
Zak added: “The work is very varied; from fitting kitchens, to building walls and ceilings.It keeps it interesting.”
As the saying goes, a happy workforce, is a productive workforce, so here’s to another 50-years of The DL Company, when who knows, maybe we’ll be recreating this photo once again! thedlcompany.com
Circled in the original photograph are five members of the DL Company team who have a special relationship with the firm. They are: Neil Ledger, Martin Gillot and Mark Ward who are still involved with the company. As well as Ian Whittaker (39 years’ service) who is Uncle to Carl Booth and Steve Ledger (40 years’ service).
In this month’s issue, we shine a light on Sheffield-based fashion designer Ellis Harrison who is the founder of Vitae, a clothing company dedicated to encouraging people to be more than just ordinary.
What inspired you to create Vitae?
Essentially, I’d left school when I wasn’t 100% set on what I really wanted to do, and jumped into doing a degree apprenticeship. I progressed quite quickly and stepped into a management role. When I got there, I thought, ‘Is this it?’ I spent a lot of time selfreflecting, thinking, 'What am I feeling? I pinpointed it as fearing becoming ordinary.
I wanted to create something to give people like myself a vehicle to express that feeling, something to empower them and inspire them to escape that feeling of being ordinary, in the kind of way that I’m passionate about. And what led me to do that was through fashion and creating my own brand.
Why did you pick fashion and creating your own designs?
It had been an unlit fire from a young age. I had a big family sporting background and sport was always sort of the thing that I said I wanted to do.
A massive thing for me was in the summer when the new [football] kits would come out; I would spend so much time looking at the kits. I used to find myself fascinated with the designs. I remember at the time it was a big thing on the Nike website where you could create concepts of football boots and kits. I used to spend hours on there, designing kits and concepts and found it really fun.
Growing up through high school, I always had a very creative side and I enjoyed art. I think, if I’m being 100% honest, I probably wasn’t honest with myself and fell into a bit of sort of stereotype where, for me, it felt like success was either playing sport or doing something stereotypically business related. I think in essence it was the pain of realising I was doing something that I didn’t want to do and thinking I need to do some soul searching to figure out what I really want to do.
During Covid, when I was kind of twiddling my thumbs and there wasn’t much else to do, I started
drawing and designing clothes, kind of just out of boredom. It was probably the most fulfilled and happy that I’d felt for years and I thought this is something that I want to bring to life. I combined that feeling of my enjoyment for fashion and how I think it can make other people feel with a mental state that I wanted to do something with a bigger purpose.
What is your creative process for coming up with your designs? What do you draw inspiration from? I try to build my designs from is mindsets that I think resonate with my customers. I look at periods when I’m designing and how I’m feeling in my life. At the minute, my latest collection is titled ‘Take The Risk’ and the inspiration came from making this jump, starting my own brand. It’s been a huge challenge, probably the biggest challenge that I’ve ever taken on in my life, but it’s brought me so much joy, fulfillment and a lot of opportunity, and that came from that mindset of saying to myself, go for it and take
that risk.
From a more businesscentred side of things, how has it been building your brand from the ground up? It’s been a massive challenge. I was quite lucky that a couple of years ago, I was helping a friend out who had a business, so in terms of building some of the concrete things, like a website, I had a bit of experience. I come from a professional background in supply chain, so in terms of suppliers, managing manufacturers, managing deadlines, managing finances, etc, I had some experience. But the marketing side of things, that’s been a massive challenge for me.
When I first started, I took on a lot of pressure saying I’ve got to do this all myself and that it all came down to me. But I think, as simple as it sounds, you’ve got to make yourself vulnerable and really put yourself out there and ask for help. And that’s something that I didn’t do for a long time which held me back, and something that I’ve tried to
do a lot more recently, to fill in gaps where I’m going ‘Well, I’m not great at this’ rather than beating myself up over it and putting loads of pressure on myself. It’s understanding that there are people out there who are willing to help and by getting their expertise I can accelerate.
What advice would you give to any other creatives, looking to get their foot in the door in the fashion industry?
It’s extremely competitive, but I think to just do it. Go for it. A lot of concerns that you probably have when you get started, for example how do I design, how do I find a manufacturer, how do I bring this idea to life, the quickest way to learn is to start and actually go out there and do it. Even if you can’t see what’s around the corner, just start putting one foot in front of the other and start building that journey for yourself.
Vitae’s next show, VITAE X JAMES KING, will be held on 18th August at Revolution Sheffield and is in support of a friend with a terminal brain tumour
Start-up
These were the findings of the Sheffield City Region’s Economic Plan in 2015, which identified ‘radical structural change’ was needed to create a stronger entrepreneurial culture within South Yorkshire.
With economic productivity across the region comparatively lower than many other areas of the UK, the Launchpad programme was developed in 2016 to help encourage and inspire entrepreneurship. Developed under the premise that ‘anyone can be an entrepreneur’, the free-to-access service sought to break down the perceived barriers associated with self-employment whilst delivering support and training designed to improving the chances of business survival and lay foundations for future growth.
Launching a new business can be an incredibly exciting, life-changing moment for any would-be entrepreneur. From its outset
Imagine the scenario. You’ve just launched a new business, things are going well, and just a few months into your journey, you lost ALL your customers overnight. That was the nightmare scenario that faced John Walker when the Covid-19 pandemic struck.
Specialising in producing warm pork scratchings, which are sold over the counter in pubs throughout the UK, former insurance broker John hit on the idea of producing warm pork scratchings when he decided to conduct an experiment at home.
To his surprise, John discovered that the process of heating the pork scratchings improved their flavour, and after sharing his discovery with friends, the Wickersleybased entrepreneur decided to explore developing his ideas into a business.
Working with Launchpad business adviser Darren
Launchpad aimed to equip business owners with the vital skills needed to succeed in business. Through the Launchpad programme, would-be entrepreneurs and business owners preparing for the next phase of growth in their business journey benefitted from a unique combination of workshops and one-to-one support, delivered by experienced business advisers based throughout South Yorkshire and beyond.
Led by Enterprising Barnsley and delivered by partner organisations Business Doncaster, Business Sheffield, RiDO, Bassetlaw District Council and The Prince’s Trust, the way Launchpad operates remains unique. Regardless of location, Launchpad enabled entrepreneurs to collaborate throughout the region, whether that was learning about business planning in Barnsley, developing websites in Doncaster, researching in >
McDool, John realised it was vital to protect the Beerpig name and successfully secured a trademark to protect their unique brand. Together they developed a short-term and a long-term business plan setting out the company’s ambitious growth plans over the next six months and over the next three years.
Remarkably, the shorterterm six-month targets were successfully achieved within just six weeks!
Central to Beerpig’s growth plans was the creation of a custom-built warming cabinet, enabling pubs to sell heated pork scratchings. John knew that the key to the success of the business would be securing repeat orders and, in a bid to avoid single use plastics, he provided his customers with washable, porcelain dishes.
When the Covid-19 pandemic prevented the pub industry from opening,
“WE KNEW THAT FOR OUR BUSINESS TO SUCCEED IT WAS IMPORTANT TO GET EVERYTHING RIGHT FROM DAY ONE. LAUNCHPAD HAS PROVIDED A CONSTANT SOURCE OF SUPPORT THROUGHOUT OUR BUSINESS JOURNEY, AND THE HELP WE’VE RECEIVED HAS HELPED US TO LAY THE FOUNDATIONS FOR SIGNIFICANT FUTURE GROWTH.” JOHN WALKER
Beerpig lost its entire customer base overnight. With Beerpig’s headquarters brimming with pork scratchings, John and business partner David spotted an opportunity to diversify and began to sell surplus stock online via their website and Amazon, immediately receiving rave reviews from pork scratching fans from
across the UK.
Despite facing a challenging start to their business journey, Beerpig has enjoyed a significant period of growth. The number of pubs stocking their products has risen dramatically, and today Beerpig pork crackling can be found in over 1000 outlets throughout the UK.
businesses act as a catalyst towards driving innovation, create skilled jobs and also play a vital role in building a dynamic regional economy.
Doncaster-based entrepreneur Helen Slade launched her Yorkshirethemed gift shop Peppers of Yorkshire in 2021. Headquartered at Yorkshire Wildlife Park, Helen’s business celebrates the best of all things associated with the white rose county.
Having previously spent time working at both Doncaster Airport and the Yorkshire Wildlife Park, Helen felt there was an opportunity to tap into the leisure and tourism sector by showcasing the work of Yorkshire-based artists and authors and food producers to leave them with a lasting memory of their time in South Yorkshire.
When she learned of Yorkshire Wildlife Park’s plans to launch a dedicated retail offering in the form of The Hive, Helen decided it was a now or never moment and she contacted
Launchpad for advice.
Unsure what was involved in running a business, Helen signed up for an intensive three-day workshop delivered by Doncaster Chamber. The course helped her to understand many of the vital skills needed to run a successful retail business and, after delaying the launch of her business due to the impact of Covid-19, today, Peppers of Yorkshire provides a sanctuary for everything associated with Yorkshire.
Since opening her business, Helen hasn’t looked back. She has developed a loyal customer base and has received rave reviews for her unusual collection of Yorkshirethemed goods, which includes some unique items only available within the store.
“I HAD A CLEAR IDEA OF WHAT I WANTED TO ACHIEVE; I JUST DIDN’T KNOW WHAT I NEEDED TO DO TO MAKE MY IDEA A REALITY. THE WORKSHOPS I’VE TAKEN PART IN HAVE HELPED TO PROVIDE FOCUS FOR MY BUSINESS IDEA, WHILST THE ONE-TO-ONE SESSIONS HAVE BEEN INVALUABLE.”
HELEN SLADE
> Rotherham or mastering SEO and Social Media Marketing in Sheffield.
With many of the sessions delivered online, Launchpad aimed to end the postcode lottery associated within business support. Since 2019 the programme has played a direct role in helping 1149 would-be business owners to take the first steps towards launching their own business.
Funded through the European Regional Development Fund (ERDF), the Launchpad programme was based around helping businesses to access business support, with 73% of all participants reporting that the help received through Launchpad has had a positive impact on their business journey.
A recent report commissioned by Enterprising Barnsley revealed that despite challenges posed during the Covid-19 pandemic and the more recent cost of living crisis, the numbers of new businesses that opened their doors in the region have continued to grow for each of the past three years.
Of those businesses that successfully opened their doors, as a direct result of Launchpad support, more than 206 new jobs have been created. Nearly a third of all beneficiaries of Launchpad were unemployed at the time they joined the programme, with many not only exploring the concept of self-employment, but laying the foundations to build, grow and scale business ventures in an incredibly diverse range of sectors.
According to research produced on behalf of Enterprising Barnsley, Launchpad has not only helped to inspire and equip would-be entrepreneurs with the skills to succeed in business, but it is also helping to drive growth within the local economy. With self-employed individuals using the programme as a way to upskill and grow, and new businesses opening their doors, the support delivered through Launchpad has added a staggering £33.5 million
The opening of Juno Books was the culmination of a lifelong dream for Rosie May and Sarah Scales, who built their friendship on a shared love of literature. Over the years, the duo frequently talked about working together and running an independent bookshop, but the idea of self-employment seemed like a distant dream.
When the friends both found themselves furloughed at the height of the Covid-19 pandemic, they decided to launch an Instagram account to celebrate the books of female and LGBT authors, who they felt were producing interesting work.
To their surprise, the account started to receive positive feedback, and with follower numbers growing, they decided to try their hand at selling a small selection of books online.
They began researching their idea further and spent time
per annum to the local economy, achieved not only through the creation of new start-up businesses, but also as direct result of employment opportunities created within those companies.
At its heart Launchpad recognised that although there are many reasons individuals choose to explore the world of self-employment, one of the most common problems new business owners faced was not only how to run a company, but where to turn for advice.
What does it take to start a new business?
Ask anyone who has taken the plunge into self-employment, and they’ll tell you that it can be like riding a roller-coaster. There can be some amazing highs and of course a few sleepless nights along the way too.
For many people, starting their own business, isn’t something that happens overnight. When it comes to launching a new business, research and preparation is vital: from learning about who your customers might be, to ensuring the business idea is profitable enough to sustain your lifestyle.
And then there’s business itself: For some, it’s about seizing a new opportunity in the marketplace, for others it’s about creating a better work-life balance and in some cases, it’s about earning a living based around a passion in their life.
Whatever the reasons behind choosing to launch a new business, the prospect can be a daunting one. At its heart, Launchpad was designed to help anyone thinking of starting a new business to develop their ideas, assess its viability and understand the steps they need to take to put their plans into action. Although every business is very different, the Enterprising Barnsley report recognised that many would-be entrepreneurs said working with Launchpad helped to give them motivation, focus and encouragement to believe in
talking to owners of other independent bookshops.
Still feeling unsure about the prospect of selfemployment, the duo also reached out to Launchpad to find out more about the very different challenges they would face running their own business.
After taking part in several workshops, as well as one-to-one sessions with business adviser Katie Keates, Sarah and Rosie produced a ten-point manifesto, built around supporting independent publishing houses and creating a safe haven where equality is celebrated, and marginalised members of society are welcomed.
With online sales progressing well, Sarah and Rosie decided to take the next step in their business journey: finding the perfect premises for their business. The quest proved to be far
from straightforward and the search took two years to complete.
When they secured the lease on a property in Sheffield’s Chapel Walk, to their surprise they discovered that the premises they had chosen had not only previously operated as a bookshop back in the 1930s, but prior to this, the location is believed to have once formed part of a property used by the Sheffield suffragette movement!
Since opening the doors to Juno Books, Sarah and Rosie are hoping to follow in the footsteps of the suffragettes by providing a safe and inclusive environment for South Yorkshire’s LGBT community. Today, the bookshop hosts regular reading groups and meet the author events.
“WE KNEW THAT STARTING A BUSINESS WOULD BE A LIFE CHANGING EXPERIENCE, AND WE NEEDED TO GO INTO IT WITH OUR EYES WIDE OPEN. NEITHER OF US HAD A BACKGROUND IN BUSINESS, AND ALTHOUGH WE FELT THERE WAS DEMAND FOR OUR UNIQUE BOOKSHOP, WE KNEW WE NEEDED TO UNDERSTAND WHAT IT TAKES TO RUN A BUSINESS. LAUNCHPAD GAVE US THE CONFIDENCE TO BELIEVE IN OUR IDEAS.” SARAH SCALES
their ideas, as well as equipping them with the vital skills and knowledge to succeed in their chosen vocations.
It is this unique approach that has seen Launchpad help aspiring entrepreneurs lay the foundations for future growth by equipping them with the vital skills needed to unlock their full potential, whilst crucially helping new business owners to successfully navigate their way through their allimportant first few years of trading.
Funding has been secured through the UK Shared Prosperity Fund to extend the Launchpad programme. The next phase of the programme will be delivered exclusively in South Yorkshire and available to anyone who lives or works in Sheffield, Barnsley, Doncaster and Rotherham.
A list of free-to-attend workshops can be accessed via the Launchpad website scrlaunchpad.co.uk, and anyone interested in accessing support through the programme should contact either Enterprising Barnsley, Business Doncaster, Business Sheffield or RiDO.
Swapping bandages for broomsticks may not be a natural career change, but after dedicating nearly 40 years to nursing, Pearl Armstrong decided to create a sanctuary dedicated to exploring the mystical and magical in Barnsley’s town centre.
The Yorkshire Witch opened its doors at Halloween 2021, and since that time her unique collection of healing crystals, books and even potions are being used to challenge everything you thought you knew about the world of witchcraft and has quickly become an instant hit with aspiring witches and seasoned spell-casters alike.
Acutely aware that she had no previous experience of running a business, Pearl reached out to Launchpad for help, where she took part in social media and financial planning courses, as well
as benefitting from one-toone help from experienced business adviser Nicole Harte.
The experience gave her confidence to secure a lease on a former hair salon, and Pearl wasted no time in transforming it into a sanctuary dedicated to celebrating witchcraft and wiccan. Inside, visitors can treat themselves to specially created spell bottles, learn more about witchcraft and the healing properties of crystals, as well as enjoying a unique blend of coffee, served in a cauldron-shaped cup, which was created for Pearl’s fledgling business.
Since opening the doors to her business at Halloween, Pearl’s has recruited her three daughters to help her. However, perhaps more remarkably, she continues to balance the pressures of running her own business with working on the wards in her local hospital.
HEADLINE FIGURES:
73% OF LAUNCHPAD PARTICIPANTS SAID THE PROGRAMME HAD A POSITIVE IMPACT ON THEIR BUSINESS
210 NEW BUSINESSES CREATED
730 EXISTING BUSINESSES SUPPORTED TO GROW AND DEVELOP
1149 INDIVIDUALS RECEIVED HELP TO DEVELOP THEIR BUSINESS IDEAS
206 NEW JOBS CREATED BY BUSINESSES SUPPORTED BY LAUNCHPAD
£33.5M INCREASE IN GVA PER ANNUM
£4.9M ERDF FUNDING SECURED
“THE LAUNCHPAD PROGRAMME DIDN’T JUST HELP ME TO UNDERSTAND WHAT IT TAKES TO RUN A BUSINESS, IT GAVE ME AN OPPORTUNITY TO EXPLORE AND DEVELOP MY IDEAS. THERE’S A REAL SENSE OF COMMUNITY ON THE PROGRAMME, AND NICOLE AND THE LAUNCHPAD TEAM HAVE BEEN AMAZING. THEY ARE ALWAYS ON HAND WHEN I’VE GOT A QUESTION AND HAVE GIVEN ME THE BELIEF AND ENCOURAGEMENT TO BELIEVE THAT MY IDEA FOR A BUSINESS COULD WORK.” – PEARL ARMSTRONG
When news that UBX Boxing and Strength had launched on the site of what used to be Box Barre on Ecclesall Road, unLTD sent down two of the team most in need of a workout to see how it differed from other HIIT workouts. Phil Turner tells us why he’ll be going back for more…
Founded in the UK by four-time world champion boxer Danny Green, UBX is not quite like other boxing gyms or HIIT workouts. It features 12x3 minute stations, with an emphasis on boxing throughout – but by having no set class times and a team of personal trainers on hand to guide you, there’s an essential mix of flexibility and motivation.
It comes at a bit of a price – one-off sessions are £20 or a monthly pass is £140 –so while it’s cheaper than a personal trainer, those of you used to paying for a gym membership may need to bite the bullet a bit. That said, there are a range of other options outside of these so you should find something you can tailor to suit your budget and training regime. They’ve recently launched the 28 Day Results Pack which is £100 and includes a meal plan and nutrition guide as well as the usual unlimited access to the gym or you can buy packs of classes at a reduced rate, 5 visits for £70 or 10 visits for £135, for example.
And from our experience, you certainly get value for money and what really sets UBX apart is the fact there are no set sessions and its open regular hours (weekdays 6am-10am/12pm2pm and 4pm-8pm; weekends 8am-12pm) so you can swing by at your convenience and get a hardcore HIIT workout with often one to one coaching. Throw in the fact that the workouts change daily to keep it interesting and the staff are all super friendly and helpful, and we were suitably impressed.
For anyone who is a regular gym goer but lacks the motivation to drive themselves as hard as they should, this is a really viable alternative. There’s no contract, no need to book and parking is pretty easy (the Co-Op car park over the road has a free one hour limit so as long as you don’t loiter, that should be plenty of time).
General Manager, Sheridan Turner, formerly General Manager at Trib3 Leeds heads up the team on site, while Neil Rushby, joint owner with his wife Kirsty, has over 30 years of experience in IT, working for a £1billion software company where he was responsible for customer success. Rushby is excited about bringing the latest state of the art health experience to Sheffield.
Neil Rushby, says: “Having experienced the mental and physical benefits of boxing
myself and being part of the success of UBX Media City as an investor, I got the opportunity to bring the first UBX to Sheffield. In my former career where I was responsible for over delivering for customers, the aim of the gym is to ensure everybody leaves with a great experience that will always leave them wanting to come back for more.”
He continues: “I am proud to be at the forefront of this innovative Australian brand in Sheffield. We listened to local demands for flexibility with fitness classes and we recognise people have busy lives. We are open seven days a week and members can do the classes on their own schedule, with the support of the expert coaching team who push each person at their own pace and ability. There is no better way to achieve optimum health than with
boxing and HIIT.”
Sheridan Turner, General Manager, said: “Ecclesall Road is Sheffield’s hot spot for entertainment with restaurants, art and culture, but most importantly it’s a diverse community of amazing people. It’s the perfect place to bring real fitness results to the community, sharing our own knowledge during the incredible UBX classes!”
UBX Training Co-Founder and former boxer Danny Green said: “As you never have to book in for your workout, you’ll no longer be at the mercy of waitlists or late class charges – a barrier many people usually find across traditional gyms. The sessions are designed to be convenient, effective and addictive, to be enjoyed by anyone at any level.”
UBX Sheffield is located at 844 Ecclesall Road, Sheffield, S11 8TD.
Michelle Garrett from Olive May Floral Design has loved flowers since childhood. She has fond memories of seeing the daffodils and roses in her Grandma Olive’s flowerbeds. And, as a child, Michelle would often pop into the local florist shop on the high street. Not to buy, but to simply to look at the flowers and chat with the owner.
Then, several years later, Michelle stumbled across her dream job.
“Meeting with the florist before my wedding made me realise how much I’d love to do the same. I booked on some amazing floral training courses with Tallulah Rose and Leafy Couture. Then began a business called ‘Beautiful Floral Styling’. I was working full-time, so spent every holiday and hour of spare time on the business. It wasn’t a sustainable way to work, and in the end, I had to let the business go.”
But the dream of running a floristry business stayed in the back of Michelle’s mind. When a friend died suddenly in 2020, she realised that life was too short not to follow her passion. Michelle revived her business, giving it a new name and rebrand. Olive May Floral Design is named in honour of her two grandmas, Olive, and May, who both loved flowers. Her website shares their pictures and the inspiration behind the name.
Michelle currently provides floristry for weddings and events. But she’s recently trained in sympathy flowers
and will be adding that as a service soon. She also wants to work with corporates and is planning wellbeing workshops.
Looking back over her years of training, Michelle can see a huge change in how her designs have developed. And she credits the different courses with helping her find her own style.
“I’ve trained with some of the best flower schools in the country. Each has been different. But I’ve found my own vibe now with natural, scented, textured flowers.”
When working with clients, Michelle has a very customer-focused approach. It all begins with an initial consultation to uncover their vision and ideas. Then, she arranges another consultation
a couple of months before the event. This could be one or two years after the first meeting, so it’s important to check for any changes.
“Two years is a long time and, often, clients can have changed their mind. One bride had a complete colour palette change. So, by having a second consultation, I can make sure they’re happy with the final flowers.”
When Michelle resurrected her business in 2020, it was from a 6x12ft shed in the garden. But soon, everything began overspilling into the house. And she was using pubs and coffee shops for consultation meetings.
Michelle began looking at the different options available in the area. Her husband Neil, founder of Ginger Fox Studio, had been a previous tenant at The Business Village so it was high on the list.
“Neil had nothing but praise for the support offered by Lyndsey and Kevin at The Business Village. It’s also a central location with great motorway links. Any of my clients coming from Sheffield or Leeds can get here easily, and park for free. I have 24/7 access too, which is vital as floral deliveries for events can arrive as early as 4am on the day.”
Michelle is renting a unit which has enough table space to make up the floral displays for her clients. And it’s right next to a parking area which is perfect for loading her van with flowers. She’s also been able to create a relaxing area to invite clients for meetings.
Michelle’s dream is to run her business full-time. She also has ambitions to move into a bigger space at The Business Village in the future.
“I’d love to run workshops and events from my own space, rather than having to book venues elsewhere. I want my business to give me a comfortable income and for people to enjoy my designs. I always aim to give my clients excellent customer service, and to source the best flowers I can find.”
Get in touch with Michelle at Olive May Floral Design:www. olivemayfloraldesign.com
We provide small businesses with a supportive environment that nurtures business growth with our wide range of meeting and office space in Barnsley.
BUSINESS
It’s difficult to overstate the importance of purpose in business. Profit may enable a business, but purpose is what drives it.
Historically, a business’ purpose has been to maximise shareholder value. However, the world is changing and more corporate governance policies are highlighting the importance of nonshareholding stakeholders, such as their people, local communities and the environment.
B Corporations are a product of this shift in values – redefining what it means to be successful in business and using their business as a force for good. As a certified B Corporation we are legally required to consider the impact of business decisions on our people, customers, suppliers, communities and the planet.
Since launching in 2007, more than 6,900 companies working in 161 industries worldwide have achieved the certification and, as more leaders recognise that businesses need to play their role in driving societal and environmental change, the number of companies actively seeking B Corporation status is growing. Part of the B Corporation certification process is identifying and shedding light on hidden areas that need improvement when compared to peers. Benchmarking performance can help accelerate further change.
Certification signals
our commitment to transparency through publicly publishing results. It shows our clients that we have met the highest verified standards of social and environmental performance, public transparency and legal accountability.
The younger workforce is increasingly demanding that business should improve society and B Corporation status is a shorthand indicator of intent. With the war on talent raging on, the accreditation will set us apart when it comes to attracting applicants who want more meaning in their
careers – helping us to build a strong culture, improve employee engagement and retain top talent.
The conventional wisdom when it comes to business is that there is a choice to be made between making money and doing ‘good’. This is, however, a false dichotomy. It is a misconception to say B Corporations have to stop being as profitable. Not only is it the right thing to do, but it forms part of a sustainable hard-wired business strategy.
Our clients, people, stakeholders and communities are asking
questions surrounding social and environmental performance, transparency and accountability.
Achieving B Corporation certification is a good way of making sure that we are living up to society’s standards, while ensuring our business understands the impact of its decisions and behaviours.
The pandemic has taught us the excuses of our previous paradigms are no longer valid. We must each create ripples to join a wave of much-needed change – highlighting that good business can be both purposeful and profitable.
The team at Blundells Estate and Letting Agents were going for gold as they took on an office Olympics challenge, raising £2,250 for Sheffield Children’s.
The team organised a series of activities across their ten branches and Property Management Centre in South Yorkshire including an egg and spoon race, car park long jump, endurance skipping and planking.
Dubbed the inaugural Office Olympic Marathon, there were eight coordinated ‘events’ that took place across eight hours.
Fiona O’Connell, Mortgage & Protection Consultant at Blundells, said: “I wanted to do something for Sheffield Children’s after my family had to use the hospital over the last year.
“It is a truly amazing place, and we are so lucky to have this in Sheffield. It is something Blundells has always supported over the years, and I decided to get the help of my team and company to raise funds and keep this as a leading facility in our local area.
“I’m so proud to be able to help.”
This year Sheffield cancer charity Cavendish Cancer Care is celebrating 30 years of supporting people affected by cancer. The charity recently hosted a 30th birthday bash at Cutler’s Hall in Sheffield, which raised £65,000 thanks to generous corporate and individual supporters.
The party included a live auction hosted by Cavendish’s Chairman and well-known local businessman David Grey MBE, followed by a brilliant live set from party band Undercovered. In 2022 the charity helped almost 1500 affected by cancer and thanks to a new strategic plan, it has plans to expand its services to assist even more people in need.
Emma Draper, who became Chief Executive at Cavendish in 2019, said; “We’re thrilled to be celebrating 30 years of providing our service, and its’s testament that the brilliant people who’ve given their time and effort over the past 30 years that we can celebrate this milestone.
Biz Kids is the unique annual opportunity for city primary schools and businesses to work together in support of St Luke’s Hospice.
Schools are provided with £100 seed fund - sponsored by Active Kids Sport Sheffield - and the young entrepreneurs then have two half terms to raise as much as possible.
When the final totals have been added up, there are also three awards
for the budding business brains to look forward to.
“This is a fantastic opportunity for schools to fulfil curriculum objectives whilst supporting families across Sheffield affected by terminal illness,” said St Luke’s Community Fundraiser Ellie Matthews.
“Every year we are amazed at the ingenuity and enthusiasm shown by our young Biz Kids.”
“The past few years have certainly had their challenges for us due to the Covid-19 pandemic but as a result we’ve developed new ways to deliver more of our services online and we’ve developed our popular Cavendish Wellbeing service, which offers cancer awareness, wellbeing sessions and mental health training to corporate businesses.”
The charity offers a wide range of complementary therapies, counselling, children’s therapy, and online support sessions completely free of charge to anyone affected by cancer.
ST LUKE’S BIZ KIDS ARE BACK!
The highly anticipated Comedy Night hosted by The Children’s Hospital Charity patrons Jon Richardson and Lucy Beaumont has raised over £70,000 and counting for Sheffield Children’s NHS Foundation Trust.
Taking place on Thursday 13th July at Sheffield City Hall, over 2,000 people attended the event sponsored by Bakewell Retreats, SCE and Ackroyd & Abbott.
Husband and wife duo and stars of Meet the Richardson’s hosted the Comedy Night to raise vital funds for Sheffield Children’s, inviting the best in the business to perform at no cost with all profits going to making Sheffield Children’s.
With a stellar lineup of Jon, Lucy, Tom Davis, Sarah Millican, Daliso Chaponda, Rosie Jones and Seann Walsh dedicating their time and performances to Sheffield Children’s, the seven comedians had the audience roaring with laughter.
Jon Richardson said, “It was amazing to see the City Hall full to the rafters and know all the money was going to Sheffield Children’s. I’m certain that will be the best comedy show in Sheffield this year and already can’t wait to get planning the next one.”
Lucy Beaumont added: “We’ve been patrons of the Charity for a year and a half now, and we’ve seen firsthand how the money raised from supporters makes a massive difference. We’re proud of Sheffield Children’s and every penny raised will go towards making it better for those that visit.”
John Armstrong, CEO of The Children’s Hospital Charity said: “It was amazing to see so many people there supporting Sheffield Children’s. With parents and loved ones of patients in the audience, it was a very special evening.
“We can’t thank our sponsors, volunteers, Jon, Lucy, and their friends enough for supporting us. Being the first of an annual event, we already can’t wait until next year.”
Do you work in partnership with the Corporate World and secure a stream of funding through sponsorship, corporate social responsibility (CSR) or regular donations? If not – why not? You’re scared of them, aren’t you? Scared that they won’t want to give to your good cause, and you will feel embarrassed and stupid for asking in the first place!
Fundraising is all about posture – raising your profile and understanding that you have as much right to attend a business networking, awards ceremony or event as any “proper” company. Just because you are a charity or non-profit, doesn’t mean that you aren’t as good as any company who do. What you have to do is not beg and not selfdeprecate by playing your organisation down as not being as worthy as them.
You need to identify and recognise what you can bring to them –
Do they need to work with a non-profit to satisfy their CSR policy?
Do they need the Tax relief given for CSR?
Would it benefit them to promote their company name by association with a non-profit organisation?
Do they have a Charity of
Give
the Year currently?
Do their staff want to volunteer or fundraise in or for a non-profit organisations, but the company has no connections with charities currently?
Do you have something that they need? Can you provide information to them as a business – Mental Health First Aid Training? Information and guidance on recognizing domestic abuse in the workforce?
Do you need a sponsor for a new vehicle for your non-profit which could be paid for by a commercial business?
Preparation is the key to approaching the commercial sector as a non-profit, knowing what you want from them, preparation of what they can do (sponsorship forms, leaflet templates for cakesales, sky dives, silent disco marathons, whatever it is – do the leg work for them – determine what they are aiming to raise for you at the start - they have no excuse not to do the work for you then).
Add corporate funding into your mix of funding streams to take the pressure off community and grant funding streams which are harder to secure these days.
I would like to tell you a little story about me. My name is Myla-Mae and I am nine years old. I came to Sheffield Children’s Hospital when I was four years old and it became my second home. I had an illness called aplastic anaemia, which my parents had never heard of.
For everyone here, it means my bone marrow is completely empty. I had no immune system, no platelets; no white or red blood cells running through my body. I was very poorly and my only chance of getting better was a bone marrow transplant.
The nurses and the doctors and all of the staff at the hospital were amazing
and eventually made me better after five long years.
The hospital and my donor, Jack, are the reason I’m here today telling you my story. I have nothing but happy memories from my time living at the hospital - and what an incredible transformation the new ward has made! It makes families’ lives a little bit easier when going through very tough times. If it wasn’t for people like all of you, it wouldn’t be possible to have the best hospital in the world.
I would like to say a big thank you from all of us children. We are so grateful for such generous, kind people who make being poorly a little bit better. Thank you all for your donations and all of your support. We are so lucky to have you.
Myla recently told her story at The Children’s Hospital Charity’s Children’s Champions exclusive membership club launch event. To find out how you can become a Children’s Champion, visit tchc.org. uk/childrens-champions or email caitlin@tchc.org.uk to find out more.
This year's expo promises to be bigger and better than ever before, with over 60 exhibitors showcasing the latest products and services from a wide range of industries including IT, healthcare, �nance, training, marketing and more.
You'll have the chance to forge new partnerships, �nd new clients, and explore new markets - all in one place.
On Tuesday 27th June, First Intuition Yorkshire held a round table discussion with business leaders from the finance profession. The purpose of this session was to engage with recruiting businesses, to understand their struggles within the sector. We wanted to identify what issues they were having around recruitment, retention and the culture of new employees.
There was a selection of small, large, new and established businesses in attendance which enabled us to gain valuable information from businesses around the local area. The feelings throughout every business was that there was a huge issue in recruitment –finding the right fit and the right attitude seemed to prove difficult. Once they had been successful in recruiting the right person, most struggled to keep them as other companies would poach with bigger and better offers.
20 years ago, a training contract with an accountancy firm meant that you felt locked in with that firm. You would stay the whole time and ensure you kept up with your studies – now, that commitment to one employer is no longer prevalent and young people are more likely to ‘job hop’ than ever before. There has been a cultural shift that seems to have happened over a very short period – people used to stay in positions, wanting to
climb that corporate ladder. What seems like long term to those in the profession 20 years ago, is nowhere like what the young people of today see. When we say ‘long term’, we are thinking of the next 10 years, whereas the young people of today are thinking 1, maybe 2 years.
This shift in thinking has also made it so that the average young person will expect to carve out 15 careers in their lifetime as opposed to the older generation with maybe 1 or 2. Is this a combination of Covid, the generational shift, lack of forward thinking or is it a sign of the times and what can we do to ensure that we recruit good staff and retain them. The new blood that is coming into the profession will be the business leaders of the future, so how can we nurture and train them to be that forward thinking professional?
Some of the businesses are happy with their recruitment and retention and they put it down to the fact that they are known as a ‘good’ company to train with and progress. The issues they face are the challenges on specialisms especially around payroll and tax. These succession problems are faced by many and can be down to the fact that people will move from practice to industry. Industry can offer larger financial packages and better benefits than those in practice, so people leave the practice firm once trained and once again the
recruitment piece begins again.
Another thoughtful insight was about whether senior partners in firms have lost touch with what the younger generation want from employment? Many of the people today had young teams and the benefits packages that seemed important to them were around mental health, well-being hours and referral bonus’. Young people weren’t interested in the pension schemes and the work life balance – if anything the work life balance swayed more to life than work!
The core theme seemed to concentrate on apprenticeships and the importance of that support from the partners. Investment in teams was apparent and they discussed how there would be no business without a team. A huge piece of work undertaken by one member was an anonymous survey that asked the team – ‘What do you want?’ An ingenious idea that might pave the way for some radical ideas that could be implemented. The business wanted to know what they were “missing”, how could they keep their star employees. First Intuition CEO, Gareth John, mentioned that a senior partner at one of the big 4 had done something similar and the results were interesting: 1, They loved their job; 2, they were proud to work there; 3, they were still going to leave in 12 months. So, what is it that makes those people move on? What are we missing?
Ultimately, the current generation want paying for a job that they are doing now. They don’t want the carrot to be dangled in front of them saying ‘look where you can be in 10 years’. They want it now, is it impatience or are they really ambitious?
Another important fact raised by Gareth was how the average length of time spent in a role for a 20-year-old is now 2.4 years. This wouldn’t even see them to the end of the Level 7 apprenticeship – so it seems that the shift in recruiting is going to a challenge for a while, if not forever. The open forum of LinkedIn for recruiters and even other businesses allows young
people to be in the shop window, opening avenues for discussion, even if they weren’t looking for their next role. Is social media to blame for the shift? Do we need to start thinking way outside the box?
For the smaller, younger firms the struggle is real when it comes to retention. The larger firms have the money to throw at the new recruits, offering to clear the penalties for moving to a new company. There isn’t the incentive to stay for fear of moving lands you with a training bill. This will now be covered by the new firm, along with the promise of more money and bigger benefits. The industry is now struggling to recruit at all levels and demand is increasing, this means a lot more money for less work? Are the younger generation just more clued up on the world of work and what is happening out there, that they are holding out for as
much as they can get? Lots of different discussions, surveys, roundtables, conferences etc have all discussed that point and I think there is a need to get the young people in to tell us what they want! All teams and members of the team are different. They all are motivated by different things – do we need to individualise things? One other point that was mentioned was around postCovid and the decline in the work ethic. Pre-Covid, people might stay that extra 15 minutes to help out in busy periods; now, 5pm on the dot and people are out of the door whether work is completed or not! We need to find that right balance of work, study and life. As said previously, the shift is more to the personal and I think this is a larger piece of work. People don’t want to study on a weekend – even though the succeed in their exams would be
beneficial to them?
To conclude, every business in the industry is facing the same or similar concerns. Investment in teams is crucial and some more around social skills, communication and problem solving in the first instance would be useful to new recruits. Simple lessons around how to work emails and even answer a phone would be useful – it would inspire confidence and generate a need to do better. Can we solve the industry problems ourselves? In short, no. But we will go a long way to ensure we support our local businesses by implementing what they see as important.
Furthermore, another piece of work with the new apprentices in the businesses might be beneficial. This way we could understand what it is they are moving on for, what drives their ambitions?
Let us know your thoughts on this subject at bd.yorkshire@fi.co.uk
Josh Weston, RICS Young Building Surveyor of the Year and Lead Director at Fourth Wall Building Consultancy, urges buyers to have a survey completed before purchasing a property.
Building defects can be misinterpreted or missed entirely. Surveys can detect issues that allow buyers to have all the facts before completing their purchase and ensure they are paying the right price for the state of the property.
The average homeowner could save an average of £5000 just by making sure they get a home survey by an RICS Chartered Surveyor. A full structural RICS home survey level 3 will cost you up to £1,500 and starts at £630 depending on the value of the house.
Here are the five most common issues and the average cost of fixing them*:
Well-known signs of damp are flaking paint and staining or blistering to walls. However, signs of the risk of future issues can be less obvious even where finishes look in good condition. Left unresolved, the build-up of moisture can cause damage to other elements of the building.
If misdiagnosed this can lead to unnecessary repairs which treat the symptom rather than the cause. A damp-proofing course can cost upwards of £60 per square metre with an average course costing £850, external walls £1500 and injection damp proofing in the region of £3500. Damp masonry will often go on to affect timber floors and joinery, which can cost upwards of £7000 to replace.
Issues such as cracks, warped door and window
frames and leaning walls are some of the many structural issues that you need to look out for. Usually down to a lack of knowledge of traditional construction and building materials, severe structural issues can lead to not being able to get a mortgage for the property or even demolition. The average subsidence correction costs around £12,500 which can be a huge percentage of your moving costs.
Wear and tear can mean insulation wears away over time. Wires become loose and previous owners may have alterations that would not pass today’s safety standards. Outdated wiring in your house is not only a massive safety hazard and can leave you without power
but could cost you around £6,225 for a 3-bedroom house.
Having a roof over your head could become costly if you find issues once you’ve purchased the property. You can be looking at costs around £210 per sq. metre. In the UK you can expect tiles to be blown off or damaged due to British weather which can lead to leaking. Besides the cost, this can have massive knock-on effects on other parts of the property. It’s important to not only spot immediate issues but understand the age of the covering and how long it is likely to last before it needs replacing.
THERMAL PERFORMANCE
Spray foam insulation has
commonly been used for a long time but brings with it a series of issues, often hiding a myriad of problems that can affect the building fabric and whether a property is mortgageable. If not properly designed or installed correctly, this can affect any gain in thermal performance and cause damage to the property in a lot of cases.
While it is great people are taking onboard energysaving measures, we’re seeing more and more DIY alterations causing problems as people try to save money. Basic loft insulation can cost £500, cavity wall insulation around £1400 and the removal of foam insulation can be around £3200.
*according to BCIS data and previous project tenders.
After recently ramping up its UK operations, Zunikh’s founder and CEO, Shakeel Adli, has been appointed to the UKIFC Advisory board.
In this new role Shakeel will be lending his experience to help to promote and enhance the global Islamic finance industry.
Established in 2005, the Islamic Finance Council (UKIFC) is a not-forprofit organisation focussed on the establishment, promotion and regulation of Islamic finance.
It promotes co-ordination between Islamic finance and the broader ethical finance arena, whilst improving awareness and understanding of the world of Islamic finance.
Shakeel Adli, Founder and CEO of Zunikh, said: “I am honoured to be appointed to the UKIFC Advisory board and cannot wait to get started building relationships to promote the awareness of Islamic finance.
Experienced sales professional Clare Buttery has joined NLT Training Services as Business Development Executive. Her appointment represents significant business growth for the Chesterfield-based training provider.
Clare brings a wealth of business development experience to her new role, having held senior sales roles at a range of businesses, including Coca Cola, Veolia UK, Molson Coors and Cadbury Plc.
Within the Business Development role Clare will ensure that businesses and individuals are aware of NLT’s portfolio of more than 100 short online courses, as well as its range of CMIaccredited leadership and management courses. She will also assist organisations identify future talent within their workforce, matching them with training and development packages.
Commenting on her new role with NLT Clare said: “My own career has been driven by excellent training delivered at key moments by quality providers, so I am passionate about helping employers with their training needs.”
An innovative design and additive manufacturing business based in Rotherham has added a key appointment to its team.
Dr Clint Bainbridge, from Chesterfield, has joined Addition Design’s AddParts team as a 3D printing technician which sees him take responsibility for the smooth-running of the print process and delivering customer requirements to spec and on time.
Dr Bainbridge said: “As a material scientist, I’m interested in learning all about additive manufacturing and design for additive manufacture. As part of my new role, I’m looking forward to processing the prints for our customersfrom parts for customer products to virtual inventory of digital spares which customers have stored on our portal.
Sheffield-based recruiter Benchmark has announced Natalie Salvato has joined the team.
Natalie boasts seven years’ experience working within recruitment, specialising in IT, Tech, and commercial roles.
Her arrival propels
Benchmark to new heights, bringing IT and Tech back into the business, as well as working alongside MD Rebecca Morris on commercial positions.
Benchmark Managing Director Rebecca Morris said: “It is such a pleasure to welcome Nat to
Benchmark – we have known each other for a couple of years now, and we share the same passion, drive, and ethics for recruitment. There is no doubt in my mind that Nat is the right person to help me to take Benchmark to the next level – it’s going to be amazing!”
The Peak District National Park Authority has announced a new chair, following its Annual General Meeting held on Friday 7th July.
Ken Smith, a Secretary of Stateappointed Member will take up the position following the stepping down of Andrew McCloy after five years in the role and 12 years as an elected Member at the Authority. James Berresford will continue as deputy chair.
Newly appointed chair Ken Smith was formerly the Authority’s lead on Cultural Heritage, a role held at the end of an
Ken Smith said: “Our national parks have a multiplicity of local, regional and national issues that impact upon them. This is perhaps no more evident than here in the Peak District where there is a constant balancing act between the needs of the visitor, those who live, work and do business here, and the duties rightly placed upon us as an Authority to safeguard landscapes and our natural and cultural heritage in the face of global issues such as climate change.
The Foundry Sheffield has announced two major new appointments as its range of activities at Sheffield’s famous Victoria Hall continues to expand.
The Foundry Sheffield is the charitable organisation that has been running the celebrated Norfolk Street listed building since 2015, ensuring its safety and operating it in the interests of all tenants, users and visitors, with the ultimate aim of improving the lives of
people throughout the city.
It has now been confirmed that Organisation Manager Rose Durant has been appointed Chief Executive while Tom Rattigan, previously the site’s Building Manager has become Building Development and Operations Manager.
In addition, there is a new face for the team with the appointment of Kate Leatham as Events and Administration Assistant.
Planning & Design Practice are excited to announce further expansion of its architectural team with the addition of Senior Architect David Symons.
David is an RIBA Chartered Architect who studied architecture at the University of Nottingham, and with experience working in practice in both the UK and Canada.
On joining the practice, David Symons, Senior Architect at Planning & Design said: “Having experience working on projects from the smallest to largest scale, it is great to be joining the Planning & Design team to assist with a strong existing portfolio of varied projects and during a period of growth in domestic enquiries and larger developer schemes.
Frenchgate Shopping Centre, in Doncaster, has appointed a new centre manager to take charge of the 800,000 sq. ft retail and leisure destination in the heart of the city centre.
Howden-based Corinne Mycock, aged 56, joins Frenchgate from Trinity Leeds shopping centre where she has been central operations manager for the last eight years.
Commenting on her new role at Frenchgate Corinne said: “I am thrilled to become the new centre manager for Frenchgate. It’s a brand-new challenge, and it’s fantastic to be working alongside the established team here at the Centre.”
In a recent visit to Sheffield Hallam University, the Secretary of State for Education, Rt Hon Gillian Keegan MP, praised the university’s degree apprenticeship provision as “ground-breaking.” Ms Keegan, a former apprentice herself, engaged with a group of degree apprentices working for various South Yorkshire businesses while pursuing their studies at Sheffield Hallam.
During a round table discussion, apprentices shared their personal experiences of undertaking degree apprenticeships and offered insights on encouraging more young people to follow a similar career path. The visit coincided with the Northern Powerhouse Education Employment and Skills Summit, which brought together leaders from across
the North to address regional disparities in productivity, incomes, job opportunities, skills, and employment.
Sheffield Hallam today stands as one of the country’s major providers of degree apprenticeships, collaborating with over 570 local and national employers. The university’s degree apprenticeship portfolio is meticulously crafted in partnership with employers and regional policymakers, aiming to bridge skills gaps in the local and national economy and foster social mobility.
Presently, more than 3,000 apprentices are enrolled at Sheffield Hallam, pursuing courses in health, digital technology, construction and management. 45% of the university’s apprentices hail from disadvantaged areas, surpassing the national average of 34%. Many
of these apprentices are first-generation universitygoers, and the degree apprenticeship programme has granted them access to higher education that would have otherwise been out of reach.
The Education Secretary, Gillian Keegan, expressed her commitment to leveling up all regions of the country and highlighted the enormous opportunities that these pioneering courses offer. She acknowledged the significant role played by esteemed universities like Sheffield Hallam and their collaboration with businesses in nurturing and developing future talent.
Professor Sir Chris Husbands, Vice-Chancellor of Sheffield Hallam University, expressed his delight at welcoming the Education Secretary and introducing her to some of the degree
apprentices. He emphasized the university’s growing portfolio in crucial sectors and the collaborative design of degree apprenticeships with industry, which is driving local, regional and national opportunities and success.
Degree apprenticeships offer a unique earn-andlearn path to a degree qualification. Apprentices work while studying part-time at the university, remaining employed throughout the program and dividing their time between academic pursuits and practical experience with their employers.
As a champion of social mobility and a driving force behind groundbreaking educational programmes, we’d like to tip our hat to the work Sheffield Hallam does in continuing to shape the future of higher education and workforce development.
