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Article Title
Welcome 200 years of strong relationships Watson Burton’s two hundredth anniversary is proof that strong working relationships can produce remarkable results. The closer the relationship the easier it is to adapt to change over the years and thrive.
Essential, special relationships are much in the news. The acres of headline coverage reflect the importance and power of partnerships that work. That understanding lies at the heart of Watson Burton’s approach to doing business with clients. We work hard to build relationships with clients, relationships that make a difference to their businesses. We take time to understand how their organisations work, and help them succeed through informed, practical and thoughtful advice. In this very special year for our law firm, I would like to thank all our clients. Some clients are new to Watson Burton, but more have relationships with us stretching back many years or decades.
This 200th anniversary edition of Briefly Legal is packed with interviews and articles that illustrate our collaborative approach and high-quality skills. Special thanks go to those clients who have taken the time to share details of their organisations and projects, which help to illustrate the breadth of expertise Watson Burton has to offer. We are proud of our top quality legal services, fit for the 21st century, and of the heritage on which Watson Burton has built a distinctive firm. Strong relationships with valued clients underpin our plans and will continue to do for the next hundred years - at least! Gillian Hall Senior Partner Watson Burton
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Contents
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Shanks wastes no time in UK growth Ian Goodfellow, MD, sets out the aims, challenges and key projects for Shanks Waste Management UK
14 North-South divide for 22 Tackling disputes funding
at work
We talk to three venture capitalists in London, Yorkshire and Newcastle about the prospects of venture capital funds for UK businesses
Chris Graham looks at ‘Resolving Workplace Disputes’
Cont 8
Building better buying power
Roddy Gordon examines the radical overhaul of public sector construction procurement which will be rolled out this year.
10 Venture for growth
Chief executives from three of the UK’s media technology companies answer our questions about venture funding.
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16 Clearing the way for bribery act
David Jones discusses the Bribery Act which comes into force this summer and how it affects businesses
18 Atkins advancing worldwide Anne Randall, Group Legal Director at Atkins plc, one of the world’s leading engineering and design consultancies, discusses the company’s growing international presence.
24 SAP UK
Tim Noble, MD of SAP UK & Ireland looks at the impact of mobile technology on business
26 200 years of Watson Burton The firm’s proud history and current achievements
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Contents
30 Building Barnsley
40 Delivering superb
48 Hitting the right notes
for its future
service
with Northern Chords
Andrew Fairest, Director of Property Development at Barnsley College sets out the prospects for the ‘Outstanding’ College
Stuart Clarke of Hiscox and Richard Palmer of Watson Burton set out the ways in which their firms provide first class client service
The Northern Chords Festival details
34 Train to win Gillian Hall examines the schemes aimed at 18-24 year olds
ents 36 Landid’s wizard deals
Landid joint owner Trevor Silver sets out Landid’s priorities and major projects.
38 Propelling property post-recession Barney Frith discusses schemes such as Enterprise Zones and planning law changes
42 Bellway building strongly
The qualities that lie behind Bellway’s continued success, as discussed by Peter Stoker, Bellway’ s commercial director
50 English Common fLAWS Strange legal facts and where to find out more about them
46 Our winning formula Chief Executive Officer Patrick Harwood sets out the firm’s future strategy for success
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Shanks wastes no time in UK growth
Shanks wastes no In what has been a particularly busy year for Shanks Waste Management UK, the company has won major new contracts and begun work on two waste management plants. In this article, Ian Goodfellow, MD, sets out the aims, challenges and key projects for the company moving forward. Ian Goodfellow, Managing Director, Shanks Waste Management UK
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we specialise in at Shanks is recycling and turning waste into energy. One of our key aims in the UK is to establish a network of organic waste treatment hubs. This year we have made big steps forward with that aim by driving forward major facilities at Cumbernauld, Glasgow and Aylesbury in Buckinghamshire. We were also delighted to be named preferred bidder for the £750 million Barnsley, Doncaster and Rotherham Waste Partnership, a 25-year PFI residual waste management this year. The news followed our success in winning the contract with Cumbria County Council’s 25-year Public Private Partnership waste management project.
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We employ 879 staff at Shanks UK, based in Milton Keynes. Shanks Group Plc is Europe’s largest listed independent waste management business and we have tough targets to achieve each year to keep that leading position. I believe our company is adapting well to challenging times brought about by the global economic downturn, which has affected the production levels and confidence of many public and private sector organisations. We have used this time as an opportunity to focus on the products and services most in demand from customers, and are moving forward strongly with them as a result. In the last year or two we have aligned interests to create a strong business model
for Shanks UK going forward. If I were to summarise I’d say we have a much more intelligent way of looking at risk and managing it. The market is changing. There’s an opportunity to treat waste from food, retailers or manufacturers in highly regulated industries. More than three billion tonnes of waste is produced across Europe each year - which equates to six tonnes for every man, woman and child. In the UK, where the amount of waste going to landfill is still 50%, the government is increasing tax year on year. Landfill tax is currently £48 a tonne and will rise to £80 a tonne by 2014.
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Shanks wastes no time in UK growth
time in UK growth We are seeing initiatives beginning in the UK which address the huge amount of energy locked up in waste which can be converted into electricity. Our infrastructure is integrating some of these new initiatives to keep waste management cost-effective.
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Another topic high on my agenda is public engagement. One of my responsibilities as managing director is to develop partnerships and try to satisfy the competitive tensions between client, Shanks, shareholders, investors and banks.
We all have to manage our waste, as individuals and businesses, and the UK still has some way to go to meet stringent recycling targets
The Aylesbury anaerobic digestion plant we are building will treat food and organic waste from the retail and catering sectors. Once it is fully operational, the plant will produce two megawatts of renewable energy which will be used to power other businesses at the Westcott Venture Park, the location of the plant. It will also process waste from other Shanks recycling facilities. This facility will provide our customers with a long term sustainable solution for the recycling of their organic waste and it is clear evidence of our commitment to the generation of renewable energy utilising our Orgaworld AD technology.
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It’s very important to us to constantly communicate clearly with each of our audiences, especially the public. Many residents are wary of waste management facilities being built in their region. There are huge misperceptions. We have to make it clear, for example, that all waste is trucked away so proposed plants do not mean more vehicles on the roads, and clarify that in a highly regulated industry there are no adverse health issues for local people from waste management plants.
have to manage our waste, as individuals and businesses, and the UK still has some way to go to meet stringent recycling targets. External advisers are important to us in helping us reach our business targets. We work with people we trust who will provide the quality of work we require. Watson Burton has been involved with us through a number of major transactions. We’ve worked with head of corporate Duncan Reid for many years and thoroughly enjoy it. Duncan takes the time to really understand the transaction and why we’re doing it, which makes all the difference to the deal. He’s highly professional and becomes a real member of our team, while remaining objective at all times. He’s also an extremely nice bloke, and we enjoy his company. I believe Shanks’ position as the UK’s leading company in the infrastructure, management and collection of waste is growing stronger with its recent contract wins. Its expertise in anaerobic digestion hubs is illustrated with the two new facilities under construction. A third may soon be announced in the south of England. I look forward to the prospect of rolling out new projects and waste treatment hubs in the next few years. We are currently managing more than 1.5 million tonnes of UK municipal waste. With the number of proposed projects still in the pipeline I’m confident we will be managing even more in the future.
Most important to us is to ensure local communities are involved and aware of how they can reduce waste by recycling. We all
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Building better buying power
BUILDING BETTER BUYING POWER Roddy Gordon, Head of the construction and engineering group
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Building better buying power
A radical overhaul of public sector construction procurement will be rolled out this year. The construction section of the government’s ‘Plan for Growth’, announced alongside the budget, will introduce measures which aim to cut the cost of public procurement by 20%. Treasury said it “will enable the construction industry to focus on bringing forward innovative solutions, rather than participating in bureaucratic and wasteful procurement processes.”
found that the procurement process needed to be made more efficient to encourage innovation and participation by SMEs.
The
The Government wants to encourage standardisation rather than bespoke designs. It also plans to set clear criteria for asset performance and introduce new models of procurement.
Key measures include a new website called the Contracts Finder for organisations looking for public contracts over £10,000. From now on, all businesses and charities need to do is to specify which contracts they are interested in and details will be emailed free of charge.
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Contractors have been pushing government for greater clarity over capital spending, and as a first step the government has pledged to publish a two year rolling review of projects every quarter to improve forward planning of public work. These will be published as part of the National Infrastructure Plan 2011. All central Government departments will be involved in setting out funded projects on the public sector construction database. The changes to procurement for the construction sector follow the publication in February 2011 of a series of measures to help small and medium-sized firms compete for billions of pounds worth of central government contracts.
The measures aim to open up the system to new providers and modernise public services. The government believes the new procurement package will give small businesses and charities a better chance of winning government business. It claims the new measures will make procurement ‘more transparent than ever before’. SMEs (small and medium-sized enterprises), despite accounting for 50% of the turnover of the UK’s business economy, currently only win 5-10% of public sector work, according to the government. The construction industry has broadly welcomed the changes. The National Federation of Builders and the National Specialist Contractors Council (NSCC) have both said that firms could save a significant amount of money through the streamlined procedure. NSCC predicted that “up to £250 million could be saved in the sector each year, with organisations offered a simplified way of completing prequalifying questionnaires.”
The measures aim to open up the system to new providers and modernise public services
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Small businesses will be heartened by the fact that time-consuming pre-qualification questionnaires (PQQs) will no longer be required for contracts with a value of less than £10,000. Many smaller firms have said that they were put off the procurement process because of PQQs, which frequently demand many hours to complete extremely lengthy documents. PQQs will, however, still be required for larger contracts. New open access procurement panels were launched in April. These are designed to provide innovative smaller companies with the chance to present their services to the government, echoing the style of the ‘Dragons’ Den’ programme.
The panels are chaired by Stephen Allcott, the government’s Crown Commercial Representative for SMEs, and will offer opportunities to smaller businesses even if there are no relevant tender opportunities. The focus on procurement includes a number of other national measures such as an interchange programme for business people to be seconded into government procurement teams. It also introduces ‘mystery shoppers’ who will provide a supplier feedback service to government to tell it of contracts they do not understand or alert it to other negative issues. In April, the government began trialling new ways of buying in the Education Department, the Home Office and the Cabinet Office. If these are seen to be successful, they will then be rolled out across Whitehall by next January. How the UK’s new procurement measures will play out in practice within the restrictions of the European public procurement regime remains to be seen. The changes to public sector construction procurement, particularly the pipeline rolling review of projects, will provide the industry with a degree of certainty at an important time. Any measures which manage to increase the efficiency and streamline timescales in procurement must only be good news for the construction industry, SMEs, charities and local authorities.
Find out how the projects and procurement team can help you by getting in touch with Roddy Gordon, Call 0845 901 0926 or send an email to roddy.gordon@watsonburton.com
The changes coincide with the publication of the Lean Review, conducted by Minister for the Cabinet Office, Frances Maude, which
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Venture for growth
Venture
for
Growth Duncan Reid, Head of private equity group, Watson Burton
Finding funding for new businesses is particularly tough in a downturn.
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Venture for growth
The latest figures from the British Private Equity and Venture Capital Association show that venture capital investment in early-stage UK businesses dropped by almost a third last year. The value of later-stage deals for more established businesses, however, jumped from £4.8bn in 2009 to £8.2bn in 2010 - to ‘levels not seen since 2008’.
We
talked to three of the UK’s most dynamic media technology businesses about the importance of venture capital funding to their companies and the UK’s future economic growth. The three chief executives discuss their first hand experience of venture capital funding, and the impact it has had on their firms. The three chief executives are:
Francis Charig Chief Executive and Founder of Antix Game Player, based in Reading Francis, a World Economic Forum Technology Pioneer, has raised almost $100m in capital investment, is an Ernst & Young Entrepreneur of the Year semi-finalist and is the former Chairman of the Open Contents Platform Association, headquartered in Tokyo. Prior to forming Antix, Francis was the cofounder, Chairman & Chief Executive of Tao Group, the pioneer of binary portable, high performance multimedia software. He has acted as consultant to blue chips including Dow Jones and IBM and was the Head of the Trading Systems Business Unit at the London Stock Exchange, successfully launching and deploying the world's first digital front office trading system. Antix is a media player for high performance games that consumers can play, copy across their various devices and then share with friends and family either over the network or offnetwork in close proximity.
Paul Rawlings Co-Founder and Chief Executive officer of Screenreach, Newcastle upon Tyne Paul co-founded ScreenReach Interactive and created the Screach Product from his experience in digital signage and interactive technology. Paul began his career creating EPOS, sales order processing and marketing systems for businesses including Burger King and Dixons. In 2009 he built Twitter based businesses which included Twe2, a free SMS provider for Twitter, and a social auction website Tweba. Screenreach is a unique tool that allows businesses to create realtime interactive experiences for customers via the Screach Mobile Application - wherever, whenever and in whatever media you choose. Using Screach the smart phone can become games controllers, quiz answer pads, voting and polling tools, bingo cards and roulette tables - the possibilities are limited by imagination alone.
Tod Yeadon Chief Executive Officer, Quick.tv, Newcastle upon Tyne Tod Yeadon has spent most of his career working in new media, licensing content and establishing terms for the regular acquisition of rights from the record industry. He has published content on disk, via satellite and online, largely for retail TV networks and digital signage. Quick.tv is an award-winning video application for online video publishers to add interactive and dynamic features to content. Every video has a purpose, whether it's to sell, inform or entertain. Quick.tv will deliver that objective more effectively than previously possible by prompting viewers to click on what they see when they see it, improving sales and engagement rates and delivering value to both publishers and viewers. Quick.tv is accessed online through any browser without the need for downloads or encoding.
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Venture for growth
Q A
In the current economic climate, did you find it difficult to obtain funding for your venture? Francis Charig We are an experienced team and found the latest round the most difficult so far having been raising funds for various ventures consistently over 20 years. Conventional sources were simply not available, far too risk averse. Seed capital from north east sources were easier in the earlier years and it seems that the problem is the step from seed funding to Series A or B.
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So long as you keep the burn rate down and some cash in the bank you are still in the game
Paul Rawlings In the current climate it wasn’t too difficult to achieve funding for Screenreach. The problem I think isn’t that of money it is that of finding the right money. It has been critical to our success to date that we surrounded ourselves with the right people. We do this from investors all the way down to the people we employ.
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Tod Yeadon Yes, it was difficult to find funding but having tried both in London and the north-east it was a better experience.
Q A
In what ways has the funding received impacted your business? Tod Yeadon The business would not exist without funding. Paul Rawlings The impact of the funding on the business has happened in two ways. As well as having funds in the business which have allowed us to actively chase business across the globe and launch Screenreach on the international stage, having the right money has opened doors for us that would previously have been closed. Francis Charig The raising of funds slowed development of the business as key management resources had to be applied to the financing. Post funding we can now concentrate on the core sales, marketing and technology development.
Q A
In what way has the funding provided you with a competitive advantage within the sector in which you operate? Paul Rawlings We raised money pretty quickly. I think investors saw the potential in the product and the process was completed quickly and effectively. We surrounded ourselves with some great people from our lawyers to the people internally in Screenreach who handled the transaction so the process was seamless. Best advice has been ‘Aim High’. Francis Charig Antix has received regional funding from Asia which has given access to key markets around China and major time to market and cost of sale benefits in that region. Tod Yeadon The funding has not given a competitive advantage in any way other than providing the financial resource to develop and market our service.
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Q A
What was the most / least useful piece of advice provided to you by external parties in completing the transaction? Francis Charig From a broker: ‘Make yourself highly profitable and I can raise money for you.’ Antix response: ‘If we can make ourselves highly profitable, we don’t need your help.’ Paul Rawlings Go for it.
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Venture for growth
Q A
What advice do you have for anyone who is contemplating applying for funding postrecession? Paul Rawlings Screenreach was part of an accelerator programme called the Difference Engine. This was a unique approach to raising money where teams were given a small amount of capital in return for equity. The teams were put in a room for 13 weeks and given access to a group of 80 mentors to see what transpired. What actually materialised was that the money didn’t turn out to be the most beneficial part of the programme, it was the access to the mentor network which helped accelerate the businesses Tod Yeadon The best advice is to treat the money as your own, that is, don’t waste a penny of it and keep overheads and costs very tight indeed, at least until you exceed monthly break even. This buys you the most valuable of assets, time, because things never run in line with the business plan. So long as you keep the burn rate down and some cash in the bank you are still in the game. Francis Charig Be prepared to look for unconventional sources of finance - particularly think Asia.
Q A
How do you think your region’s access to capital has been affected in recent years and have you seen any innovative new financing methods as a result of this? Francis Charig There appears to be far less money available to those looking for Series A rounds and little that is creative. Tod Yeadon I haven’t been here long enough to give insight into this, although there have clearly been cutbacks lately without much in the way of new funding schemes to replace them.
Q A
How does the future look in your region for start ups and business growth in terms of access to venture capital? Francis Charig It seems quite unhealthy for my kind of company yet this should be one of the major growth engines in a period of recession. I think we have been lucky, maybe justifiably lucky, but lucky nevertheless.
Q A
Has the funding enabled you to expand your business? Francis Charig Antix is expanding its Asian operations and partner network on the back of its funding and consolidated its major business and engineering teams under one roof. Paul Rawlings Funding has enabled to expand our business both here in the UK and in America. We have just launched our New York office with our first American employee. Tod Yeadon The funding is the business; expansion now has to come from sales income.
Paul Rawlings Hopefully there will be more programmes like the Difference Engine that don’t simply give you money, but also put resources behind the businesses and teach businesses how to fly or fail fast. Tod Yeadon I haven’t looked into this recently but would guess it’s still better in the north east than elsewhere. A clear focus on profit is needed, with all involved in the chain benefitting or losing according to their rate of success.
Find out how the private equity group can help you by getting in touch with Duncan Reid. Call 0845 901 0954 or send an email to duncan.reid@watsonburton.com
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North South divide for funding
North-South divide for funding
From left to right: Stuart Veale, Ian Richards, Craig Hopwood Stuart Veale heads the London office of Beringea and sits on the investment committees of several of the firm’s funds. In that capacity, he takes a lead role in investment sourcing, evaluation and execution activities. He also supports investments as a board member for a number of portfolio companies including Espresso Group Limited.
Ian Richards is Director of Northstar Ventures in Newcastle. Ian became a director in 2010 with responsibility for all of the Northstar Funds investments. In addition to managing specific assets Ian also makes new investments.
Craig Hopwood is an Investment Director at Northstar Equity Investors and is based in Yorkshire. He is head of the £48m Finance Yorkshire Equity Fund which provides growth capital funding to businesses in the Yorkshire and Humberside region.
Is there a north-south divide for companies looking for venture capital funding? Business Secretary Vince Cable recently stated that the northsouth divide was narrowing thanks to cash investments from government. We talked to three venture capitalists in London, Yorkshire and Newcastle to see how the economic downturn has affected the prospects of businesses looking for venture capital funds across the UK.
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Strong initial indicators of success in a company are the management team and their track record
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The
good news is that all three ccompanies are upbeat about the prospects for venture capital funding in their region over the next three years. Craig Hopwood of Northstar in Yorkshire said: “There are a number of good venture capital houses with funds to invest and a desire to build their presence. Our experience from speaking to businesses in and around Leeds is that obtaining the right kind of funding remains challenging so we expect demand to remain strong.”
Stuart Veale of London-based Beringea agreed with that assessment. He said: “The outlook for rapidly growing small companies looking for equity funding is excellent. Venture Capital Trusts raised over £300 million in the 2010/11 tax year, to add to a similar amount raised in the previous year, and Venture Capital Trust managers are aiming to invest at least 70% of this money in small UK businesses over the next two to three years.” In the north east, Ian Richards of Northstar also sees reason for optimism. “Over the
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North South divide for funding
next three years, SMEs in the region will continue to benefit from access to the £125m Finance for Business North East programme, a suite of six well-structured investment funds. Northstar manages two of these funds and the investment period continues until the end of 2014. However, it is important that both public and private sector organisations consider how the local investment landscape will take shape once these funds have been invested,” he said.
Lack of robust research into this area can lead to misleading projections at their allimportant opportunity to pitch.” Craig Hopwood understands the tensions felt by new businesses pitching for the first time. He said: “Preparing a business for fund raising and the actual process itself is not an easy task. From our own experience, I would say that problem areas often include not explaining clearly and simply enough what the business does, how/why it is going to grow and not having a set of well thought through integrated financial projections.”
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Some owners of innovative start ups have argued that venture capitalists are proving to be less bold in investing with unknown companies post-recession. We asked the venture capital mangers if they were more likely to back proven business models rather than unique propositions? London-based Stuart Veale strongly refuted the suggestion. He said: “Venture Capitalists are always looking for unique business models which cannot be replicated by competitors. However, they will also be looking for evidence that there is market demand for the product or service.” In Newcastle Ian Richards accepts that: “Generally, the Finance for Business North East funds are structured to promote early returns to the holding fund, and this may favour proven business models. However, funds at the early stage end of the spectrum such as Northstar’s Proof of Concept and Accelerator Funds have more latitude to consider unique and innovative propositions, as our portfolio of high growth businesses demonstrates.” In Yorkshire, Craig Hopwood believes that it is difficult to generalise. He said: “It really depends on the appetite for risk and the perceived returns available. Certainly in the more mainstream buy-out market, there has been a move towards higher quality opportunities where possible.”
PITCH ADVICE For those enterprises which intend to pitch to venture capital companies to win their support, the venture capitalists highlight the need to take time to prepare a strong financial plan and communicate clearly and confidently. Stuart Veale and Ian Richards emphasise the need for thorough research. Stuart said: “A common weakness is that entrepreneurs do not have sufficient grasp of the financial aspects of the business. Investors want to see a financial plan which sets out how their investment will be used and what the forecast sales and profits arising from this investment will be.” Ian added: “In my experience, entrepreneurs have a tendency to be overly ambitious when presenting financial forecasts. They can misunderstand the routes to market.
There will always be competition for good, globally scalable ideas
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Strong initial indicators of success in a company are, for Stuart and Craig, the management team and their track record and initial sales successes. Ian adds: “Ideally, a company would be able to demonstrate convincing early market traction for their proposition; they would be able to clearly elaborate how they would get their innovation to the market place and prove a ready interest. This would indicate a good chance of profitability and the potential for producing returns on investment.
FIRST STEPS We asked the venture capitalists what mistakes entrepreneurs should try to avoid in the critical early stages of their new business. Stuart was clear: “A focus on cash flow is vital” he said. “One of the best ways of boosting cash flow is to minimise the amount of cash tied up in working capital, for example by making sure that customers pay on time.” Craig agrees, and adds: “Other areas would include having a well set out plan/budget, clear and timely financial reporting/KPIs and adequate funding headroom/facilities.”
Flexibility and a strong team are top priorities for Ian. He said: “I would advise entrepreneurs to take the time to build a good robust team around them, as in the early stages of building a company entrepreneurs can be in danger of trying to take on too much. They should be flexible with their business planning and open to taking advice.” Some venture capitalists have said in the past that “there’s too much money chasing too few ideas”. We asked our three experienced fund managers if, in their experience, the situation had reversed in recent months. In London, Stuart can see a “significant increase in the number of businesses seeking equity funding”, while in Yorkshire and Newcastle the situation remains the same with, as Craig said: “It is certainly the case that there are plenty of funds to be invested and there are not enough good quality opportunities available. Those that are of a high quality should be able to readily source competitive funding offers from the market; those that aren’t are likely to find it much more difficult.” Ian agrees that he hasn’t “seen evidence of this situation reversing” although he said “there will always be competition for good, globally scalable ideas. The Finance for Business North East funds have meant that there is still money available for investment throughout the north east region for SMEs at various stages of development. At Northstar, applications to our POC and Accelerator Funds are strong.” The signs of confidence being experienced by venture capital funds mangers across London, Yorkshire and Newcastle are encouraging for UK businesses in general. The confirmation that funds are available for innovative new businesses and proven business models across the UK means that we could see momentum growing significantly in the next three years.
Duncan Reid, Head of Private Equity For more information contact Duncan Reid, 0845 901 0954 or send an email to duncan.reid@watsonburton.com
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Clearing the way for bribery act
Clearing the way for
bribery act The Bribery Act comes into force this summer. Concerns about the practicalities of implementing this bill have been addressed in part by the government’s long-awaited guidance, published in March. one point the CBI called the draft guidelines ‘not fit for purpose’. The guidance aims to quash fears that the approach of the Act was ‘anti-business’ by providing more detail around problem areas such as facilitation payments and corporate hospitality, and clarifying the circumstances under which a person is considered ‘associated’ with a company if a bribe is made.
At
The guidance seeks to reassure well managed companies that they will not suffer the full force of the law if they admit to a single incident of improper conduct. It also states that ‘reasonable and proportionate’ corporate hospitality will not
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be affected by the Act. Justice Secretary Kenneth Clarke said: “The guidance makes clear that no one is going to try to stop businesses getting to know their clients by taking them to events like Wimbledon, Twickenham or the Grand Prix. Reasonable hospitality to meet, network and improve relationships with customers is a normal part of business.” Extraordinary, lavish payments or gifts, or those which may be small but in context are influential, such as at the time of a tender proposal, will be considered under the Act. Gifts which are concealed or have nothing to do with legitimate business could also face prosecution.
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Clearing the way for bribery act
For businesses which operate internationally there has been considerable consternation about facilitation payments, which in some parts of the world are seen as an expected part of doing trade. A facilitation payment is often a sweetener to encourage public officials to loosen red tape, or pay an official for a function they should carry out as part of their normal responsibilities. The practicalities of bringing every facilitatory payment from all jurisdictions worldwide before the courts have been addressed in part by the guidance. Unlike US legislation, the UK Bribery Act makes such payments illegal. This remains the case, although it appears that the government realises that trying to eradicate a global problem overnight could clog up the judicial process and slow down businesses. It differentiates between large or repeated payments, planned payments, or those accepted as a standard way of conducting business (pre-meditation), and those that are small or self-reported to the Serious Fraud Office (SFO). If there is a proactive approach to anticorruption, or if a company can illustrate that it was in a vulnerable position, there will be a tendency towards a public interest decision not to prosecute.
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that small companies could still meet the requirements of the Act if they verbally brief their staff on anti-bribery policies rather than produce reams of written measures.
some have been renamed. The government says these will enable it to clamp down on corruption without being burdensome to business.
The guidance writes: “Small organisations are unlikely to need procedures that are as extensive as those of a large multi-national organisation. A very small business may be able to rely heavily on periodic oral briefings to communicate its policies while a large one may need to rely on extensive written communication.”
The principles are:
The one term which remains unchanged is “associated persons”. This definition is deliberately broad to include the actions of agents, contractors or sub-contractors of a company. All UK companies are warned that they will have to ensure contractors and sub-contractors adopt anti-bribery measures to avoid prosecution. In the construction industry “associated persons” will also include project advisers such as architects or project managers. The construction sector faces specific problems in adapting to the Act because of the interlinking web of relationships which constitute many construction projects and joint ventures, and because many construction and infrastructure companies have overseas operations.
Reasonable hospitality to meet, network and improve relationships with customers is a normal part of business
The lack of clarification about terms within the Bribery Act such as ‘adequate procedures’, has been flagged up by many businesses as worryingly imprecise because they could unwittingly commit a corporate offence. The guidance now clarifies what the Act means by this term, and states that it will be considered in the light of the size and kind of company involved. The guidance states
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• Proportionate procedures • Top-level commitment • Risk assessment • Due diligence • Communication (including training) • Monitoring and review The guidance indicates that the government has heeded businesses’ call to ‘get real’ and that it, together with the Serious Fraud Office and Public Prosecutions joint prosecution guidance on the Act, has produced more clarity and detail in important areas particularly corporate hospitality and facilitation payments. Overall, the guidance can be taken as better news for business. It emphasises a common sense approach from both government and organisations, with businesses taking a proportionate approach when implementing anti-bribery procedures, and government being equally balanced in corporate hospitality considerations. Its weakness is that it is still the most onerous anti-bribery legislation in the world, runs the risk of making the UK uncompetitive in the global market and relies too heavily on hoping that the SFO and judges will adopt the spirit of the guidelines rather than the wording of the statute.
Altering existing joint ventures to adapt to the Act could pose a problem for this sector. It is far from clear whether project partnership agreements, which are often used to establish behavioural standards between all parties on construction projects, would satisfy the terms of the Bribery Act. The guidance maintains the same six principles included in the draft, although
David Jones David Jones is a consultant in Watson Burton’s construction and engineering group. To contact David, ring 0845 901 0928 or send him an email at david.jones@watsonburton.com
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Atkins advancing worldwide
Atkins advancing worldwide 18
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Atkins advancing worldwide
Atkins, one of the world’s leading engineering and design consultancies, is expanding its global presence. Nine months ago it completed the acquisition of USbased PBSJ, the largest acquisition in the company's history, and followed that with news of a strategic alliance to create a 50/50 nuclear engineering joint venture between Atkins and Assystem of France.
Epsom
-based Atkins employs around 17,500 staff based in the UK, Middle East, USA, China, Hong Kong and Europe. Watson Burton has worked with Atkins for over six years. Anne Randall, Atkins’ Group Legal Director acknowledges the changing role of Atkins. She said: “For many years we have been primarily a UK-based business with some
overseas work. Now the focus has shifted to international activities. We have restructured the Group to reflect that, with four regional sectors that cover the UK, North America, the Middle East and Europe/China. We’re involved across many sectors worldwide including highways, transportation, rail, water, environment, building design, defence and aerospace, aviation, nuclear, oil and gas.” The legal team in the US has just completed the re-branding of PBSJ as Atkins North
America. Anne believes acquisitions of this size are unusual for Atkins. She said: “We don’t buy just to get bigger, but to add value. We have always been careful about the companies we acquire, and each one has to be a strategic fit. We were looking to get into America for a year before we started talking to PBSJ. What sealed the deal for us was the similarity and culture of the two businesses.”
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Atkins advancing worldwide
Legal expertise For Anne, who joined Atkins 11 years ago and has been Group Legal Director for eight years, the significant size of the latest acquisitions and range of new contracts are grist to the mill for her experienced legal team. She said: “For us the changes are, in essence, more of the same. We’ve always looked after major contracts internally and the latest acquisition, despite being the largest on record for Atkins, is dealt with in the same way as all our previous acquisitions, and we’re used to those. “To reflect the international focus, however, we have expanded the legal team recently, and that has helped to cope with the extra work.” The Atkins legal team has six staff in the UK, six in the US and two in the Middle East. Anne notes that travel has had to increase to match momentum overseas,
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and she is encouraging some of the UK team to experience the practicalities of working with other jurisdictions at first hand. She is aware that the Bribery Act comes into force in July, with wide implications for international firms, and how it will be implemented in different jurisdictions.
UK projects Atkins is carrying out a number of high profile projects across the UK. Anne said: “We are busy with major projects such as the 2012 Olympic Park and the widening of the M25. We are also working with Crossrail in London and have lengthy contracts with some County Councils.” She is proud of Atkins’ high standards and its commitment to sustainability. The company is leading the industry with its ‘carbon critical design’ which embeds carbon reduction into building and infrastructure design. A hotel project in Dubai will use half the energy of a traditional high quality commercial building
because Atkins has designed the fabric, mechanical and electrical systems of the structure to minimise energy throughout the lifespan of the building. Anne comments: “We’re also proud of our work with the Olympics 2012. We managed the delivery of the enabling works for the 2012 Games and achieved over 90% reuse rates for demolition material, which is a fantastic result.” Before joining Atkins, Anne Randall was a practising solicitor in a law firm. She said: “There’s a huge difference between working for a law firm and for an in-house legal department. The most enjoyable aspect of in-house work is sharing every aspect of your client’s work. In a law firm you come in and out of a project rather than living with it day after day. I work with projects from start to finish, and it builds a real pride in working for the company.”
We’ve found Watson Burton to be extremely responsive, very good value for money and with the quality of people we can trust
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Bahrain World Trade Centre
Advising Atkins
Advising Atkins
Anne is aware of the strengths law firms can bring to in-house teams and has carefully chosen a small number of leading UK legal advisers to work with Atkins. Watson Burton is the sole adviser for all employment related issues, and it is also working with Atkins on professional indemnity claims advice.
She comments: “We began using Chris Graham for some of our employment work and were so impressed with the strength and depth of his and his team’s expertise that Watson Burton is now the sole provider of all our employment work across the UK. The relationship has grown over the years and Chris is now a very trusted
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Atkins advancing worldwide
adviser and colleague. He handles strategically important work of the highest level for Atkins across the UK and he and his team are absolutely fantastic.
with his performance. It’s very difficult when you’re advising on claims which involve stressed situations, but Warren always puts people at their ease.
“Chris also understands our company and its structure extremely well, and that’s key for us.
“We’ve found Watson Burton to be extremely responsive, very good value for money and
We are very busy people and we look for legal advisers who act as an extension of the company, so when we give them work, however complex, we know they will carry it out quickly and well. “More recently we’ve also brought in construction lawyers from Watson Burton, headed by partner Warren Kemp. He is a stand out guy, and we are extremely happy
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with the quality of people we can trust. Whatever work we give to them we know it will be carried out very well, and we can always get hold of them, which you can’t say for all law firms. We tend to stick with advisers we trust.”
Atkins is leading the industry with its ‘carbon critical design’ which embeds carbon reduction into building and infrastructure design
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Tackling disputes at work
Christopher Graham, head of employment law, looks at the issues involved.
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dismissal claims lodged at the Employment Tribunal soared to 236,100 during 200910 - an all-time high. Employers’ organisations have been increasingly vocal in expressing their concerns to government about the complexity and cost
Unfair
of managing such disputes. These criticisms have been directly addressed in new government proposals, ‘Resolving Workplace Disputes’, which aim to change the rules on claiming unfair dismissal. The government claims that the proposals have been put forward to reduce
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Tackling disputes at work
employment regulation and kick-start jobs growth by enabling workplace disputes to be resolved as early and easily as possible. Twenty per cent of claims at the Employment Appeal Tribunal, the highest proportion of any claims, concern unfair dismissal cases. Increasing the qualifying period for employees to be able to bring a claim for unfair dismissal from one to two years could result in 3,700 to 4,700 fewer Employment Tribunal cases each year according to the government. However, critics suggest that the impact would in fact be to increase the number of discrimination claims brought by aggrieved employees who would otherwise be disenfranchised by the change. Employment Tribunals were brought in from 1964 as a way of resolving employment disputes quickly and informally. They were set up as forums with a panel of three people including a Judge and two nonlegal or ‘lay’ members, who represent the point of view of employers or employees. Times have changed considerably since those days, however, and employment law is now much more regulated and complex, including anti-discrimination measures as well as a raft of issues originating from EU regulations. As a result, small businesses in particular have complained that the Employment Tribunal system is placing great strains on business growth, and is making it too easy for staff to bring unjustified claims which cost considerable time and money. These worries have been exacerbated during the recent economic downturn. Last year the cost of Tribunal claims to each business was, on average, £4000 together with the input of senior management time at a crucial time for business survival.
Moving the threshold from one to two years as recommended in ‘Resolving Workplace Disputes’ is not seen as the best way forward by some critics. Nigel Meager, Director of the Institute of Employment Studies is not persuaded that it will have any significant effect. He said: “I’m not convinced this will have any impact on employment or creating jobs. Any competent employer
Tribunal process gets under way. This would help parties better understand the time and costs involved in a tribunal before being committed to that route, as well as giving an opportunity for early resolution of the dispute. The proposals aim to speed up the tribunal process by allowing Judges to sit alone in cases of unfair dismissal, and reducing the role of non-legal members.
Any competent employer is going to be able to make a decision about a new employee’s performance within a year of hiring them is going to be able to make a decision about a new employee’s performance within a year of hiring them. It is not clear what extra advantage there will be from having two years.”
Employers who have breached employment rights may have to pay an automatic financial penalty as well as compensation, possibly as much as half the total award made to the claimant, up to a maximum of £5000, paid to the Exchequer, with a discount of up to one half for early payment. The aim is clear - to promote the resolution of a dispute by a quick settlement rather than through the tribunal.
early resolution of workplace disputes without having to go to an employment tribunal. They may also feel more confident about hiring employees because of the increased qualifying period before employees can bring a claim for unfair dismissal. If a dispute progresses to a Tribunal it is reassuring that the proposals aim to make the process more user friendly and as speedy as possible. However, employers should be aware of the financial consequence that could lie ahead if they lost a claim. The Resolving Workplace Disputes document is undoubtedly full of good ideas to reduce tribunal claims, particularly weak, unjustifiable cases. It is worth pointing out that for very weak cases it is already possible to have claims dismissed, or obtain costs warnings or deposit orders under existing rules. This option is under-used by business and many advisers.
Resolving Workplace Disputes also proposes that people will be charged a fee to lodge a Tribunal claim against an employer. This has been broadly welcomed by Taking expert advice as early as employers, who believe that if a possible is the best possible course cost is introduced, groundless to repair relationships and resolve claims would be discouraged. Employers could benefit from However, some employers have measures introduced as a result disputes without financial penalties. questioned whether it could be of these proposals which aim for an effective deterrent when compared with the maximum award for unfair dismissal. Other Find out how the Employment team can help critics question why a fee should you by getting in touch with Christopher not also be paid to defend claims, Graham, call 0845 901 2033 or send an email and whether the immediate impact of such a fee would be to to christopher.graham@watsonburton.com act as a recruiting tool for Trade Union membership. The government is consulting on this proposal in more detail. The proposals also state that all unfair dismissal clams should first go to the Advisory, Conciliation and Arbitration Service (ACAS) to try conciliation before the
Christopher Graham, Head of Employment Law
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Nine out of ten businesses believe mobile technology drives cost savings
Nine out of ten... ...businesses believe mobile technology ...drives cost savings
SAP, the market and technology leader in business management software, has carried out major research which indicates a significant shift from businesses towards mobile IT solutions over the next three years. Tim Noble of SAP UK & Ireland explains the impact of the research findings on businesses of all sizes and sectors.
Tim Noble, Managing Director of SAP UK & Ireland
m
obile technology answers the
demand for accurate real-time information which is now expected anywhere, at anytime, for greater customer service, improved business flexibility, and increased productivity. Organisations are increasingly turning to mobile solutions to innovate, reduce costs and increase productivity according to the findings
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of our new survey of IT decision makers across 320 UK businesses of all sizes in the manufacturing, retail, public sector and financial services sectors. In the survey we conducted earlier this year 94% of the businesses we contacted said that if they weren’t already doing so they planned to put in place mobile business technology over the next two or three years.
Mobile gives the edge The move towards mobile technology and workforce illustrates businesses’ need to innovate in order to increase competitive edge, productivity and ultimately profitability. It is also led by demand from the end user who increasingly wants access to business critical applications on the go.
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Nine out of ten businesses believe mobile technology drives cost savings
From our research it’s clear that we are going to see British companies becoming increasingly mobile for business. In some cases the number will almost double within the next two or three years. Mobile business technology, from mobile business intelligence and business analytics, to customer relationship management and enterprise resource planning are all soaring up the agenda of today’s UK businesses. When we asked businesses what the main drivers were for increasing their use of mobile solutions, top of the list was increased productivity (53%), while over a third stated reduced costs and a further 38% cited improved customer service. A third of companies expect between 20% and 30%
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of their employees to be mobile in two or three years time compared with only 4% now - so it’s no surprise that they are starting to invest in on-device solutions. Of those companies which have already embraced mobile technology, two-thirds felt that moving to a more mobile workforce has had a positive impact on employee productivity, with around a 16% rise in output. Respondents also stated that a 12% operational expenditure saving could be made if an additional quarter of the workforce was made mobile. The majority of those surveyed said they feel their mobile workforce is better able to do their job, at least to some extent, and around two thirds said that it brings a greater level of job satisfaction.
...need to innovate in order to increase competitive edge, productivity and ultimately profitability
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sector trends The trends across sectors are interesting. In manufacturing, the majority of companies are either already using or are planning to implement mobile devices. They see the biggest benefit in increased efficiency and productivity in customer service and communication. In retail, even though almost half of the businesses do not yet have mobile applications to, for example, allow customers to view product catalogues, only a tenth said they do not plan to develop or release a mobile application within the next two or three years. Retail’s response crystallises the dramatically rapid shift towards innovation through mobile devices in business. Almost all retail businesses said that mobile applications would increase brand loyalty. Financial services organisations believe the best use of mobile technology will be to bring business right to the customer door step by using the latest tablet PC, smart phone or laptop technology, equipped with high-speed wireless connectivity. Public sector organisations, despite budget cuts, will continue to drive forward more mobile workforces, according to two thirds of the respondents. A smaller percentage also believe that mobile technology could lead to cost reduction to tax payers. The results we are seeing, therefore, are clear. The future for businesses in private and public sector organisations, large and small, undoubtedly includes mobile technology.
First hand experience oF sap
Gareth Yates, Watson Burton associate, has been seconded to SAP’s London base during the past year. He said: “It’s refreshing to see the priorities and pressures of legal services from a client’s point of view, and tackle the range of issues that have to be resolved by in-house legal teams. I’ve been advising SAP for more than six years, and have a strong understanding of how the organisation works and how well it is performing in its key markets. My firsthand experience as both an external adviser at Watson Burton and an in house practitioner has undoubtedly strengthened my knowledge of SAP’s approach, culture and plans for the future.” Paul Phillips, General Counsel, UK & Ireland, SAP said: “Gareth’s breadth of experience has been extremely helpful to the legal team at SAP. He has worked well on negotiating contracts and advising on litigation and some of the critical work undertaken by our in house team. It’s good to know that Gareth has the depth of knowledge, understanding and commitment to our success that can make all the difference to the effectiveness of our legal services.”
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200 years young
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© Newcastle City Library
200 years young
200 years in existence as an established legal practice is a great achievement. As the firm celebrates reaching this unique milestone, we consider our accomplishments since 1811 and the key ingredients of our evolution.
Pilgrim Street c1910 - the home of Watson Burton until 1960s
200 years in the making Watson Burton’s
origins date back to the Victorian era, when the firm was founded and established in Newcastle upon Tyne in 1811. Under the management of Joseph and Robert Spence Watson, the 1800s saw the firm begin to work with some great innovators, most notably advising Joseph Swan on the patent protection of the carbon filament light bulb. Swan, whose patent led to the creation of products which have changed home and business life throughout the world, was the inventor of the electric light bulb, patenting his a year before Thomas Edison. Shortly after that Swan’s Gateshead home became the first in the world to have working light bulbs installed. Robert Spence Watson was an influential figure during a distinguished chapter of the firm’s history.
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200 years young
Towards the end of the nineteenth century, the pioneering firm began to cement its reputation, with Spence Watson successfully instigating the settlement of trade disputes by arbitration, and was sole umpire on 47 occasions in such disputes between 1884 and 1904. In 1909 the offices of Watson, Burton and Corder, Solicitors and Commissioners for Oaths were based at Pilgrim House, 139 Pilgrim Street, Newcastle, where they remained until the early 1960s. In the twenty first century, the firm continues to evolve and build on the legacy created over the past 200 years as we work with exciting, innovative organisations across a range of sectors. A good example of this is the recent
work undertaken on behalf of Northumberlandbased Avid Technology Group. The company is designing and producing electric vehicles, propelling the North East to the forefront as a global hub for electric cars. More recently, a carefully planned, long-term strategy saw the firm extend its national reach. In 2004, Watson Burton moved to state of the art offices in Newcastle city centre. This was swiftly followed by the opening of a Leeds office in 2005 and the London office in 2007. It was then that the firm made the decision to focus on its core service offerings of construction and international engineering projects, employment, corporate, insurance, and real estate.
This strategy has seen the firm successfully attract a raft of major new regional, national and international clients including Atkins, Federal Signal, Bellway Group, Narec, the Nuclear Decommissioning Authority and Bannatyne. Looking to the future the firm aims to deliver clear practical advice to clients across the country, providing them with practical solutions to meet their strategic business objectives. Key to the firm’s success is a combination of commercial and technical experience delivered with a personal touch, which forms the foundation of many long-standing client relationships.
W
atson Burton’s origins date back to the Victorian era, when the firm was founded and established in Newcastle upon Tyne in 1811
State of the art offices in Newcastle since 2004
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The Leeds office, opened in 2005
The Gherkin, home to Watson Burton since 2007
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200 years young
R
obert Spence Watson - profile of an influential figure
Robert
Spence Watson was born 8 June 1837 at 10 Claremont Place, Gateshead and was the second child of Joseph and Sarah Watson. He began his education in 1846 as a pupil of Dr. Collingwood Bruce then moved onto to study at Bootham School, York, at the age of 11, where he remained until he was 15. From a young age Spence Watson showed academic acumen, noted as the only boy who was able to spell 99 out of 100 words in a spelling test at Bootham, with the one wrong word being ‘fuchsia’.
R
obert Spence Watson was not only an important part of the firm’s history, but also a pioneer in establishing the North East’s national profile as a region for education, culture and diversity
Just before his 16th birthday in 1853, Spence Watson began studying at University College, London, where he tied for the 1853 English Literature prize. To his later regret, he decided not to complete the course and swiftly made his way back home to the North East. 1853 was a busy year for Spence Watson. His time spent in London saw him progress with his career as he gave his first budget speech to the House of Commons and it also saw him travel abroad for the first time - a pastime that later became a regular feature within his life. In 1856, Spence Watson had a large share in the management of the Newcastle Black Shoe Brigade, which often meant rough and dirty work at midnight with vagrants and young thieves, many of whom later became competent and honest workmen as a result of his influence. After studying in London for a couple of years, Spence Watson moved back to the North East in 1860 and was admitted to practice as a lawyer. This achievement led him to begin a legal practice with his father, trading as J. & R S Watson, where he remained a practising lawyer for the rest of his life. Spence Watson had an immense passion for the arts and education which resulted in him becoming the Secretary to the Newcastle Literary & Philosophical Society in 1862 - a post which he held for 31 years. He used this position to exert great influence on the region and further afield to help establish the Lit & Phil. As a result of the hard work of him and others the Lit & Phil is now established as the UK’s largest independent library outside of London, housing more than 150,000 books as well as a music and DVD library.
As Spence Watson’s increased interest in education came to the fore, 1868 saw the start of him publishing his work, with the first paper entitled “A Plan for Making the society more extensively useful, as an educational institution”. In 1871, Spence Watson help to found the Durham College of Science, which later became Armstrong College, and developed into Newcastle University. He became its first president in 1910. Any educational movement could depend on Spence Watson’s support. He led the way in university extension for the north and in the creation of the Newcastle Free Public Library. After the death of his father in 1875, Robert, Elizabeth and their children moved into the Watson family home at Bensham grove, Gateshead, where they remained for the rest of their lives. As the recognised arbitrator in the coal trade in the North, Earl Spencer described him in 1891 as “perhaps the greatest living authority in England on labour questions.” In 1901 Spence Watson became President of the Lit and Phil, where he documented the full history of the Society, which is now on display in the library and he remained in this post up until his death in 1911. He was a lifelong Quaker, an active member of the liberal party, and became a member of the Privy Council in 1907. This year is unique in the fact that it marks two milestones - the 200th anniversary since the creation of Watson Burton and the centenary of the death of the firm’s most extraordinary character, Robert Spence Watson. This man is not only an important part of the firm’s history, but also a pioneer in establishing the North East’s national profile as a region for education, culture and diversity. Gillian Hall, Senior Partner at Watson Burton, said: “Spence Watson was a formidable arbitrator, orator and advocate of justice. He is an inspirational figure whose legacy has shaped our firm and a man whose clear vision, commitment and energy we do well to follow today.”
On 9 June 1863, Robert Spence Watson married Elizabeth Richardson at the Friends’ meeting house, Pilgrim Street, Newcastle and the couple went on to have six children together.
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Building Barnsley for its future
Building Barnsley for its future We
have to thank our legal advisers Watson Burton who have been working with us throughout the construction of what is now the largest building in Barnsley.
Barnsley College has expanded significantly over the years, and now enrols around 8,000 full and part-time learners. We were fast growing out of our old buildings and some were not equipped with the standard of modern technology our students rightly expect. The route to superb new buildings had a few knotty challenges along the way, but we are now almost at the end of the project and believe that it has been immensely worthwhile. We have also had to respond to the economic downturn in keeping the project and construction costs on track. Smart solutions to meet cost reduction requirements while maintaining high quality included reducing waste by recycling demolition debris for reuse as a piling mat, using off-site construction wherever possible, altering internal finishes and using different cladding systems. As a result the project has kept to time and budget and achieved its desired BREEAM (Building Research Establishment Environment Assessment Method) ‘Very Good’ rating. Our new landmark college building is seven storeys high. The main building is backed by a series of adjoining buildings and courtyards, all designed to support work-based learning, with learning resources in realistic work-like environments.
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Church Street view
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Building Barnsley for its future
We have much to celebrate at Barnsley College. We were delighted to be rated ‘outstanding’ in a recent Ofsted inspection, and the College will soon mark the completion of a multi-million pound redevelopment programme. It has brought together a number of campuses to create a landmark building in the town centre which will be the main campus at Old Mill Lane.
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Building Barnsley for its future
Work has also begun on the Think Low Carbon (TLC) Centre which aims to create an internationally recognised centre of excellence in low carbon innovation. The project will drive forward research and development skills for environmental technologies, enabling businesses to exploit emerging markets in this sector. Our Ofsted rating means we are one of only four colleges of further education in the country to receive a rating of ‘outstanding’. The report awarded the college the highest possible grade in 20 out of 22 criteria. Ofsted stated that: ‘The college provides an inspirational resource for the Barnsley community and a transformational one for many learners’ , ‘Learners make outstanding progress at the college, and for many, the period they spend at the college represents a life-transforming journey’ and ‘teaching is often inspirational’. The fact that Barnsley has a tertiary system eliminates competition from small school sixth-forms and creates economies of scale for the college.
We have worked hard to build on these advantages to provide the best possible quality of education for Barnsley students. Employers have praised our use of labour market intelligence to provide the most relevant courses and the work we carry out to find candidates for hard-to-fill jobs. Even our students have been generous with their praise, from the “consistently enjoyable” lessons to the quality of canteen food! The college now has a fantastic 21st century building for the town of Barnsley combined with the excellent teaching and learning we provide for our students. Our facilities include music technology labs, sound studios, fine art and exhibition studios, multimedia and graphics suites, and workshops for wood, metal and jewellery. We have a college to be proud of, and increasing success rates for our students. With the new
This has been a hugely important project for the College and the town. It creates a new focal point for Barnsley and underpins the importance of the College to the economy of the wider region
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Hudd Road view
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Building Barnsley for its future
The new Old Mill Lane building will mean we can look forward with confidence in our facilities for post-16 education and training for young people, adults and the business community for many years to come
buildings we are well on track to cementing our position as one of the UK’s outstanding colleges. Construction work on the college’s new build began in September 2010 and will be completed in autumn 2011. We recognise the value that Watson Burton has brought to the scheme. Warren Kemp and the team have been totally committed to the project from the outset, and Warren’s advice and collaborative approach has provided real value and expertise which helped to pave the way to successful completion. This has been a hugely important project for the College and the town. It creates a new focal point for Barnsley and underpins the importance of the college to the economy of the wider region.
Andrew Fairest, Director of Property Development, Barnsley College
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Train to win
Train to win Government
funded work experience places will increase from 20,000 to 100,000 by 2013, to help more 18-21 year olds take part in eight weeks of unpaid work. The government is also providing half the cost of an extra 50,000 apprenticeships over the next four years, bringing the total to 250,000. The creation of university technical colleges, which were announced in this year’s budget, aim to strengthen technical skills in young people. Chancellor of the Exchequer George Osborne also said that nine new university centres would be created to encourage innovative manufacturing. The university technical colleges are based on Germany’s Realschule, where employers and universities work together to create schools for 14 to 18 year olds which focus on engineering and construction. They will be run as academies. Universities statistics for 2009-2010 show that 2.5 million students are studying at UK universities - a rise of over four per cent in a year. The steep rise in tuition fees from 2012 could dampen the remarkable popularity of universities for UK and international students in future years.
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This means that despite the political emphasis on education and training there may be more 16-24 year olds looking to find an accessible first step towards a career outside of universities in the future. Apprenticeships may help to fill that gap. Their long tradition brings together vocational training and life skills. The best apprenticeships provide valuable mentoring and long-term firsthand experience of a career route, while learning how to work within a team and build relationships with others. They are a great way in which to learn a trade or profession, and are in need of a longer spotlight than the annual ‘Apprenticeship Week’ to reveal their value to young people and employers. The current and last government both pledged significant financial support for apprenticeships, but it remains difficult to sign up sufficient businesses to make all potential places viable. Only 8% of UK employers offer apprenticeships compared to 25% in Switzerland and Germany. The government plans to create 400,000 apprenticeships a year from 2014-15, and requires smaller companies to take on
apprentices as well as larger organisations such as Morrisons and the Co-op which have well-established programmes involving thousands of young people each year. The problem is that many smaller businesses are still suffering from a lack of confidence and a cautious approach to financing any scheme which is not seen as central to the business. Training is, unfortunately, seen by some as being a cost rather than an investment. Watson Burton clients across many sectors benefit from qualified, motivated employees, and skills training and updating can have a dramatic effect on productivity, morale and future growth. We have continued to employ trainee solicitors throughout the economic downturn because they are key to the success of our teams, and they bring fresh talent, energy and ideas to our work. There have been some creative campaigns across the country to extend the number of training and apprenticeship places available. It is heartening to read of campaigns in Wiltshire, Suffolk, Gloucestershire, Somerset and the North East to find 100 apprenticeships in 100 days.
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Train to win
A government report released last month revealed that a record number of 16 to 24 year olds are ‘neets’ - not in education, employment or training. This worrying statistic emerged as a flurry of initiatives from colleges, employers and government were announced to help stem the rise in youth unemployment. The North East has proved to be the most successful such campaign in the UK. Instead of the targeted 100, it has created 1,355 apprenticeships in 100 days, surpassing ‘the wildest dreams’ of the organisations behind the campaign, the North East Chamber of Commerce (NECC) and The Journal newspaper, in association with the National Apprenticeship Scheme. The Journal said: “The campaign also helped to dispel the myth that apprenticeships are the mainstay of skilled trades, such as construction and engineering. In fact, almost half of the 1,355 apprentices follow programmes in either business administration, customer services, sales and telesales.”
The scheme is similar to sandwich courses in this country, or internments. The difference is that all students are paid, and all placements are in targeted disciplines, following the career choice of the students. The length of the time spent in business or industry is, in effect, an apprenticeship in a chosen field. Co-operative education is a flourishing, valuable facet of school and university and often leads to job opportunities.
Numerous, disparate schemes, all aimed at bridging the gap between education and employment, could be creatively combined and offered as a way forward for bright, able people to take their first step in business. By working together to produce an initiative which is effective and inclusive, we can help the next generation of talented people and money-spinning companies begin and stay in the UK.
Investing in our young people through first-hand experience of work means that companies are making an investment in the future of their region. We need a bolder approach to capture the best of our current and future talent and develop the next generation of business leaders.
NECC said: “Apprenticeships are just as viable an option as university - and both routes can take someone to the top of a business.” This is so true. It reminds me of co-operative education, which thrives in Canada and America. It combines traditional teaching with work experience in schemes which can last up to two years. The placements count towards academic credits.
Gillian Hall Find out how the Education team can help you by getting in touch with Gillian Hall, Call 0845 901 0955 or send an email to gillian.hall@watsonburton.com
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Landid’s wizard deals
Landid’s developments include The Making of Harry Potter within Warner Bros studios redevelopment near Watford, the award winning Leatherhead Park in Surrey and Doxford International at Sunderland
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Landid’s wizard deals
Landid may be only five years old but it has already amassed an array of awards for its dealmaking, ‘green’ and developer credentials.
Joint
owner Trevor Silver has blended his passion for green buildings with innovative engineering solutions. Together these bring eco-friendly techniques to office developments which aim to be cost-effective for both occupier and developer. Trevor set up Landid in 2005 with Stephen Morgan after more than a decade of spearheading Leeds-based Akeler Developments. Stephen Morgan sums up the company’s progress: “Our story is a successful one, with 10 projects over five years, and over six million sq ft developed - and counting.” While at Akeler Trevor Silver developed Doxford International, a hugely successful Enterprise Zone in Sunderland, which has attracted high profile tenants including Nike, T-mobile, Arriva and Barclays. Each of its buildings is BREEAM (Building Research Establishment Environmental Assessment Method) excellent rating, including the innovative Solar Building with its passive solar design, wall of photovoltaic cells, enhanced air quality, natural ventilation and night-time cooling. London-based Landid builds on Trevor Silver’s reputation for successful green developments and out of town office parks. The company straddles property development and asset management, often combining the two as ‘development management’. The high profile schemes it has created or brought back to life include the Leatherhead Office Park, pre-let to Unilever, and awarded Property Week’s ‘Deal of the Year’ in 2009, and the Ark, a comprehensive refurbishment of one of London’s most iconic buildings, originally designed by architect Ralph Erskine. Most recently Warner Bros has chosen Landid to carry out the £120 million redevelopment of its studios near Watford. The film makers have
produced eight Harry Potter films and other blockbusters, including The Dark Knight, Sherlock Holmes and Inception at Leavesden, Watford. The studios have attracted £1.9billion in production budgets during the last decade. When it opens next year, Warner Bros Studios at Leavesden is set to be one of the largest studio production complexes in Europe. Trevor Silver is excited at the prospect of creating The Making of Harry Potter as part of the project. He said: “We are refurbishing around 750,000 sq ft of studios and office workshops, and developing two new sound stages to house and display many of the unique sets, animatronics, costumes, creatures and props from landmark Warner Bros films shot in the UK.
Trevor Silver is excited at the prospect at creating the Making of Harry Potter
Landid is also looking outside the UK for projects. “We will always build high quality developments, and keep sustainability at the top of the agenda. There may be interesting, challenging projects in new continents for Landid which could take our work to a new level.” Trevor Silver has worked with Watson Burton real estate partner Barney Frith since setting up Akeler, and sees Barney and the law firm’s real estate lawyers as a valuable part of Landid’s team. Watson Burton’s real estate specialists have a strong track record in handling negotiations for major commercial schemes. Key to their success is a combination of commercial and technical experience delivered with a personal touch, which forms the foundation of many long-standing client relationships. Trevor Silver said: “My approach is to have a small core team and outsource work to trusted advisers. That is the way to work: lean and hungry, with few mouths to feed. “We have been helped through complex deals and large contracts by Barney and the team, and really value their expert input and absolute commitment to our success.”
“The first display will be a behind-the-scenes look at the Harry Potter movie series, and is bound to be hugely popular with fans of all ages.” Although Landid is moving ahead strongly, Trevor is realistic about the pace of recovery of the property market in the UK. “It has been a tough couple of years for everyone concerned with commercial development. This year we can see some recovery, but we’ve had to be pragmatic, efficient and quick on our feet to make the most of those opportunities which have come along.”
Trevor Silver
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Propelling property post-recession
Propelling property postrecession Barney Frith, Real Estate partner
Even
though the fine detail is still being pored over, the new Enterprize zone initiatives are receiving a cautious welcome from a wary property sector.
all business rates growth within the EZ for 25 years, to support local economies.
NEW ZONES
Eleven zones have already been announced at Birmingham and Solihull, Leeds City Region, Sheffield City Region, Liverpool Enterprise Zones made a significant difference City Region, Greater Manchester, West of to long-term commercial investment of a England, Tees Valley, North East, the Black number of UK cities in the 1980s. The highly Country, Derby, Derbyshire, Nottingham successful Doxford international scheme in and Nottinghamshire and in London, possibly Sunderland, developed by Akeler, one of the Royal Docks. A further 10 will be whose founding directors now owns Landid, identified through a competitive bid process. (see article on page 36) created real impact The main criticism facing enterprise zones for the North East. The benefits of simple is that they risk shifting business from one planning rules, tax breaks and superfast broadband may yet again boost investment area to another, rather than encouraging new investment to the region and start-up in areas that need it most. businesses. The speedy planning process does The new enterprise zones offer a business not necessarily lead to speedy occupation. discount rate of up to £275,000 over five Even so, they may spark growth of businesses years for occupiers, if they move in over the and regional confidence. course of this parliament. The government Brownfield sites, on which many of the 1980s is also considering enhancing capital Enterprise Zones were built, will not now allowances for plant and machinery in the EZs. Local authorities will be able to retain be the target of 60% of all residential
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development, as the Government initially asserted. George Osborne said: “We will retain the existing controls on greenbelt, but we will remove the nationally imposed targets on the use of previously developed land.” He went on to say that the government would “localise choice” about the use of brownfield sites.
FLEXIBLE PLANNING Local planning authorities may also have more flexibility about proposals for new housing development on greenfield sites, other than Green Belt land, Sites of Scientific Interest and Areas of Outstanding Natural Beauty. The proposals to amend planning laws to actively encourage sustainable development, cut congestion in the planning application process and enable easier conversions of commercial premises to residential units are all welcome moves to speed planning approvals. ‘Yes’ is intended to be the default answer to
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Propelling property post-recession
Enterprise Zones head the list of positive initiatives for the commercial property sector in this year’s budget for growth’. The amendments to planning law to encourage sustainable development, a consultation on REIT (Real Estate Investment Trust) rules to increase their appeal and the creation of 21 new Enterprise Zones create a package which aims to boost property development in the UK.
urban development from local planning authorities. The Government has made clear that it intends planners to put growth and jobs first, and review planning agreements.
FIRST-BUY HOUSING In the residential property sector the £250 million shared equity fund - which echoes much of the last government’s HomeBuy Direct initiative - is targeted at first time buyers. The “FirstBuy programme” intends to assist 10,000 homeowners with equity investments jointly funded with house builders. By accelerating planning approval and putting in place ‘build now and pay later’ schemes the Government also hopes to boost the building of more houses on disused public land, such as military sites, to address chronic housing shortages. As with many of the proposals within the Budget the detail of this scheme has yet to be set out. If anything, real estate is becoming more complex for those involved with it, and the market still presents significant challenges.
SEEK ADVICE Expert legal advice from people who understand the changes in real estate and their implications for future commercial success is more important than ever for developers, landowners and occupiers.
The work Watson Burton is currently carrying out with clients across the UK reflects this. The firm’s senior level team of property and planning experts has the experience to help clients through complex, evolving legislation.
Find out how the Real Estate team can help you by getting in touch with Barney Frith, Call 0845 901 2068 or send an email to barney.frith@watsonburton.com
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Delivering superb service
Delivering superb service
In the highly competitive insurance and legal markets, delivering top quality service can set one provider apart from its competitors. Richard Palmer, Head of Dispute Resolution at Watson Burton, talks to Stuart Clarke, Head of Professional Claims at Hiscox Insurance Company, about the ways in which their respective organisations differentiate themselves by focusing on first class service delivery. Richard Palmer - Service delivery is central to every part of our work at Watson Burton. I believe that new clients come to us expecting technical excellence and integrity in our fields of expertise - much as policyholders will expect insurance companies to understand the detail of a claim and to be able to give advice about the best way to deal with it. What sets certain organisations apart, however, is genuine added value. I admire Hiscox’s strong reputation for commitment to customer service, and believe we are alike in our approach to service delivery. Stuart Clarke - It’s true that it is more and more difficult for insurance companies and professional services firms to differentiate based solely on the products and services they provide. What has to be clearly understood by customers is what companies stand for - what their values, beliefs and standards are - in all aspects of their work. Richard Palmer - That understanding has to begin with
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everyone who works within a firm. A unified culture which involves and motivates staff is incredibly powerful. How does Hiscox engage with its staff, particularly as your company crosses continents? Stuart Clarke - We work hard to communicate consistently with all of our claims underwriters, to provide strong leadership and first class operational support and training for them. They are the reason for our success, so they are central to our business strategy. Practising what we preach - acting with integrity and trustworthiness with each of our staff as we do with individual customers - makes a huge difference to company culture and staff retention. Our personnel are our ambassadors who have first hand knowledge of how we do business, and help us drive it forward. An outstanding claims team, centred on service, is integral to our business. It is the best way to differentiate ourselves from our competition and underpins the
Hiscox core values and brand which lives by its claims promise and performance. Richard Palmer - Developing one-to-one trust with clients is pivotal. We believe it begins with a central commitment to client care, and to ensuring there are no surprises with time or budget. Recommending and agreeing a strategy at the outset to deal with a claim or transaction is essential and our ability to look not only at the legal but also the commercial factors is something greatly appreciated by our clients. Flexibility, I’ve found, is also very important. Working in partnership with clients to meet head on anything unexpected is key and one has to be able to present solutions quickly and genuinely care about a client’s situation. That is how client trust is won and maintained, which is central to building a long term relationship. Stuart Clarke - As you say, trust with and respect for our customers is pivotal. Our approach is that we are always as good as our word -
no nit picking, no empty promises, no delays. We adopt this approach universally, not only to our customers but to anyone we deal with and as you know, we expect our external service providers to do likewise. I also agree that being quick to respond and ready to offer sensible solutions is appreciated by customers. Intelligent thinking is an integral part of the service package from teams who are constantly striving to improve by pushing the boundaries of service delivery in an environment where being good is not good enough. Richard Palmer - Yes, that’s where proactive people can offer creative ways forward. There’s usually a shorter and a longer way of getting the best results and sometimes doing something different can overcome an impasse. I know that Hiscox shares that view and that you encourage your claims underwriters not just to accept the conventional way of doing things but rather to have the courage to look at things differently.
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Delivering superb service
It is hardly surprising that since both Watson Burton and Hiscox share so many values that Hiscox is happy to instruct Watson Burton across a broad range of professional indemnity claims from policyholders on a nationwide basis.
From left to right: Richard Palmer and Stuart Clarke
Stuart Clarke, Hiscox Persistence and resilience are also important. What you and I deal with are often matters which could dramatically affect the reputation or livelihood of a company. It’s so important to guide clients from the beginning and see things through to the end. At times, this can also involve challenging our clients in order to properly support them and we have to be sensitive but firm in our approach to provide real added value. Stuart Clarke - Yes, some cases can be detailed and lengthy, and
need consistency of commitment and quality throughout that time. We sum that up at Hiscox by saying “see things through thoroughly” and we actively live up to that commitment. It is important to us to ensure that all claims are led and owned not just physically but emotionally; that is how we ensure excellence in the execution of everything we do. Richard Palmer - It’s good to know that in both our cases the reality of Hiscox and Watson Burton matches the rhetoric.
Exceptional service delivery really does provide a “point of difference” for those who commit to and embrace client care at the core of everything they do. Although different types of organisations, Hiscox and Watson Burton have
both adopted, and benefitted from, this same approach to servicing their clients and will continue to grow their businesses by doing so.
Find out how the Dispute Resolution team can help you by getting in touch with Richard Palmer, Call 0845 901 0944 or send an email to richard.palmer@watsonburton.com
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Bellway building strongly
BELLWAY BUILDING
STRONGLY Low gearing, organic growth and shrewd decision-making lie behind Bellway’s continued success, according to Peter Stoker, Bellway’s commercial director, who joined the company 30 years ago.
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Bellway building strongly
“When
I started, the company was involved in a variety of boat building, electrical contracting, plant hire and car parking. We’ve seen Bellway become much more focused in recent years, with great results.” Watson Burton is currently working with Bellway on developments throughout the UK, including two major projects along the Thames. The legal team is advising on the £3.5 billion Barking Riverside scheme and the £5 billion Greenwich Peninsula, London’s largest single regeneration project, which was kick-started with a £35 million residential scheme by Bellway.
“
We have enjoyed the quality of work and the good company of its partners, who work with us to achieve our goals
The 80 hectare Greenwich Pensinsula development aims to create a new riverside community for London. All the Bellway homes will have a Building Research Establishment’s EcoHomes ‘excellent’ rating, and Bellway is investigating ways in which to include further renewable energy initiatives as part of this development. Watson Burton has been advising
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on this and other strategically important UKwide projects for Bellway from the outset.
Watson Burton and Bellway have been working in partnership for over 20 years, with the law firm providing multiple services to the house builder, including real estate, construction and commercial contracts.
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Bellway building strongly
Bellway’s Norman Fada with Watson Burton's Barney Frith at the Yarm Road scheme, Stockton
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Bellway building strongly
Watson Burton acts as part of our nationwide team. As a result, Roddy and the team have helped to create a uniform system, speeding up procedures, saving Bellway valuable time and money
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Brian Armstrong, Group Legal Advisor BELLWAY GROUP
Bellway began in 1946 as John T Bell and Sons. The Bells quickly built a reputation for affordably priced housing. At the same time, the company launched a commercial development business which continued to grow over the next two decades.
The divisions each decide on housing types and design, materials and purchasing, construction methods, pricing, and sales. Bellway’s longestablished slogan of “the local, national housebuilder” crystallises the self-directed approach of the company’s regional divisions.
relationship with his appointment as head of legal at Bellway. His role includes commercial and legal responsibilities, and he welcomes the opportunity to continue the close partnership between the law firm and the housebuilder in the future.
ADDED VALUE
Since Peter Stoker joined the company in 1981 he has helped to drive forward its focus on high quality low cost housing and brownfield site developments across the UK.
Simon said: “I think it’s evident to clients that the lawyers at Watson Burton genuinely enjoy practising law and offer a thoughtful and professional service. The team builds strong relationships with clients and makes a significant investment of effort in creating successful long term friendships. It is a pleasure to experience the service delivered by Watson Burton from a client’s perspective.”
In the 1960s the burgeoning housebuilding company secured its position by offering residents added value, including options such as central heating, insulation, and fully equipped kitchens, complete with washing machines. Its ambitions and turnover continued to grow. At the end of that decade Bell helped to build an entire new town - Cramlington, in Northumberland - the first British town ever to be constructed by private companies. In 1979, the residential and commercial business was split from the parent and floated on the Stock Exchange. Over the next decade, Bellway Homes became a national presence while keeping its corporate headquarters in Newcastle. Peter Stoker said: “We’ve been committed to our Newcastle headquarters from the outset. Over the years we’ve been encouraged to move south, but unlike many other businesses we don’t need to have a high street presence or a City of London headquarters.
TARGETED RESPONSE “We now have 13 divisions, which more or less cover the UK. Each division is autonomous, with its own head office. By decentralising each division we are able to respond better to local markets.”
As well as acting for key schemes in the south east, Watson Burton’s construction and real estate lawyers have also advised Bellway on its national ground rent portfolio disposals and many schemes throughout the north east and Yorkshire including the Yarm Road scheme, Stockton; Cleadon Park, South Shields; Whinney Banks, Middlesbrough and Ochre Yards at Gateshead.
STRONG RELATIONSHIPS Peter Stoker is generous in his praise of Watson Burton’s specialist advice to Bellway. He said: “We’ve been well served by Watson Burton over the years, and their input has grown as Bellway has grown. We have enjoyed the quality of work and the good company of its partners, who work with us to achieve our goals.” Norman Fada, Bellway’s north east land director agrees. He said: “Like us, the firm has national quality specialists operating from its offices across the UK. Barney Frith and the legal team are valued because of their ability to always get the job done.” Simon Scougall, until recently head of real estate at Watson Burton continues that close
PLANNING FOR GROWTH Peter Stoker sees Bellway’s next few years as exciting and challenging. He said: “We still want to grow, and to be back to volumes of new build homes of up to 10,000 a year. We will achieve that through gradual expansion. “Much of our progress will depend upon when the banks relax on new mortgage lending criteria. The problem at the moment is that it’s tricky for first time buyers to find the level of deposit they’re being asked for, and first time buyers are our core market. The government has brought out new initiatives in which the builder and government both take a share in the property, but such schemes don’t help if mortgages can’t be accessed by potential buyers.” Bellway’s strong performance in 2011, healthy forward sales and thriving projects across the country augur well for its future robust health.
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Our winning formula
Our winning Chief Executive Officer Patrick Harwood outlines some of the firm’s future objectives as Watson Burton moves forward with confidence and ambition as a dynamic, national firm of quality.
It
is a source of great pride for all at Watson Burton to have reached our 200th anniversary. This milestone provides us - and our clients - with a wonderful opportunity to reflect and to celebrate. The foundations of our evolution and resilience over two centuries have been our unwavering commitment to clients and our ability to achieve results that matter to them, however complex the problem.
A business with a defined strategy In business, we are clear-sighted in our own commercial strategy and have proven ourselves to be versatile, sustainable and proactive in our approach through the years. Throughout our trading history we have enjoyed, and benefitted greatly from, the commitment and loyalty of many great clients. Our enduring priority is to strive for excellence and ensure that we meet, if not exceed, the expectations of our clients. We recognise that in order to provide the best quality service for our clients, we must
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Our winning formula
formula continually adapt and improve our service offerings to meet the ever-changing demands faced by clients in the many marketplaces in which they operate.
Five strategic priorities In the previous edition of Briefly Legal, I outlined the five key priorities that have been identified by the firm’s ownership group, aimed at underpinning the further consolidation of our position as a national firm of quality. These are:
As a firm, we understand that when our clients enter a new phase of their business, they need the support of advisers who not only know their subject, but have a passion • Our clients for finding successful business solutions. We • Our market position believe that our longevity can be attributed • Our people • Our common purpose • Our new start
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Watson Burton aims to make a genuine and discernible difference to a client’s business, talking through issues and exploring possibilities to provide sound, independent advice
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in large part to that passion and commitment. Every client we serve receives commercially focused, personal attention from the team at a senior level. Our lawyers work hard to be recognised as a valuable extension of the client’s own core team. Watson Burton strives to make a genuine and discernible difference to a client’s business, talking through issues and exploring possibilities to provide sound, independent advice. In the fast-changing, complicated sectors in which we work. We pride ourselves in being pro-active in dealing with problems before they arise, rather than reacting to them once they have occurred. Over recent years, most businesses have experienced tough trading conditions across most sectors. Throughout this time, Watson Burton has remained flexible to businesses’ changing requirements and, as a result, we have won some very exciting and challenging new instructions from new public and private sector clients.
Moving confidently into our third century in business, we have now started implementing projects to ensure that we position ourselves solidly and substantially in relation to our five strategic priorities, supporting our ambitions to grow and develop the business over the next five years. As a firm, we are delivering our client centric strategy through our relationship management programme. This project is designed to ensure that the firm continues to undertake a focused, strategic approach to maintaining and developing our client relationships, with the aim of remaining flexible in adapting our service provision to clients ever-changing legal and commercial requirements. Our relationship based approach will continue to deepen our understanding of our clients, enabling the firm to establish a benchmarked level of service. Our intention moving forward is to introduce a number of customer satisfaction projects, underwriting our commitment to continue developing and delivering high quality, nationally recognised levels of expertise for all of the firm’s clients. Our People are another of our key priorities. We take enourmous pride in acknowledging that our talented lawyers and dedicated support team are undoubtedly our greatest asset and we value the hard work and commitment of each of them. As the firm continues to evolve we have been able to seize the opportunity to recruit gifted lawyers into our core business areas whilst also
encouraging the professional development of our people internally. As Watson Burton continues to cement its position as a national firm of quality, our “200 years young” promotional campaign, which is ongoing throughout the year provides some opportunity for proud reflection. This campaign features across a wide range of platforms, from print to digital media and will encompass some fascinating case studies from some of our highly successful national client relationships such as Bellway Group, the Nuclear Decommissioning Authority and Lloyds TSB. As our 200th year progresses, we will be inviting our clients to join us for a very special birthday party by way of a sincere “thank you” for their continuing support of Watson Burton over so many years. We will be celebrating our 200th anniversary properly with our clients, our friends, when we host a birthday party later this year. We passionately believe that our five year focus on our key priorities will ensure that our relationships with our clients and personnel will continue to flourish in unison with the growth and development of our business.
Looking to the future After 200 exciting and successful years, Watson Burton remains a commercial law firm that continuously evolves through relationships with our clients and the marketplace. The commerciality of our approach and the high quality of our lawyers means that organisations across the country know they will receive first-rate expertise and uncompromising support and advice, always designed to add value to their business and achieve their strategic objectives. Although the economic environment will remain challenging for some time to come, we are determined and able to move forward confidently and optimistically reflecting on the achievements of the last 200 years and embracing the opportunities of the next 200.
Find out how Watson Burton can help your business by getting in touch with Patrick Harwood. Call 0845 901 2091 or send an email to patrick.harwood@watsonburton.com
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Hitting the right notes with Northern Chords
Hitting the right notes with Northern Chords 48
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Hitting the right notes with Northern Chords
As part of our commitment to the development of young enterprise, the firm recently announced that it is to once again sponsor the North East’s most exciting chamber music festival, Northern Chords.
The
festival, now in its third year, hosted five concerts between Friday 17 June and Tuesday 21 June at some of the North East’s most prestigious venues, including St Mary’s Church, Whickham, St. Andrew’s Church, Corbridge and The Sage, Gateshead. Rapidly establishing itself as one of the major music events of the year within the region, the concerts featured some of the finest young musicians from the UK and beyond, with award winning artists participating, including BBC Radio 3 New Generation Artist Ben Johnson and internationally acclaimed pianist Sasha Grynyuk. This year, as part of the festival’s community outreach programme, Northern Chords organisers further expanded on previous initiatives through the introduction of a composition project and series of master classes for youngsters within the music department at Newcastle University, as well as working
alongside Central Newcastle High School Girls Choir with regards to a performance at The Sage, Gateshead. The festival also launched the second in its series of the Northern Chords Young Musician of the Year Competition, which offered the region’s budding chamber musicians the opportunity to compete for a performance slot at The Sage, Gateshead. This year also saw Northern Chords host a unique celebratory concert, which was created around the theme of 200th anniversaries Watson Burton’s formation as a leading legal practice and the 200th anniversary of Franz Liszt, the most renowned piano virtuoso of his time. Northern Chords is the brainchild of 23-year-old musical protégé Jonathan Bloxham who originated from Whickham in Gateshead.
Jonathan’s formative education took place within the region with him successfully gaining a position at the prestigious Yehudi Menuin School in Surrey at the age of 16. Since then his musical career has taken off as he went on to study at the Royal College of Music and the Guildhall School of Music and Drama. Now in demand as a conductor as well as a musician Jonathan’s career is progressing from strength to strength. As a firm, Watson Burton has been keen supporters of both Jonathan and the festival since its initial inception, acting as Principal Sponsor. Gillian Hall, Senior Partner at Watson Burton said: “As a national firm with strong roots in the North East, we take great pride in supporting this unique event, which we believe epitomises all that is special about young enterprise in the region”
For further details on the Northern Chords festival, please visit their website at nothernchords.com
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English Common fLAWs
English Common F LAWs As part of the firm’s 200th anniversary celebrations, we are inviting you to share in the rich and often strange legal landscape that has evolved in England since the dawn of our legal practice in 1811 and beyond.
Watson
Burton’s English Common fLAWs campaign will use Twitter as an outlet for the communication of some of the most unusual, comical and peculiar legal facts spanning the last 200 years and beyond. The facts, which will be posted on a daily basis via the firm’s Twitter page, are not necessarily all true and the challenge will be for you to correctly identify which of them is true and which is false. Starting 1 July one ‘fact’ will be tweeted every weekday. The first of Watson Burton’s followers to respond with the correct answer will receive a prize of half a case of wine. Over the course of the campaign, participants who respond with six or more correct
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answers will automatically be entered into a prize draw to win dinner for two at a restaurant of their choice to the value of £250, with a further £250 being donated to a registered charity selected by the winner.
to the ever-changing business environment, which for us has involved embracing the opportunities presented by social media.
Watson Burton’s Twitter page acts as a news portal. It makes any legal updates that are Participation in the campaign requires users published by the firm immediately available to “follow” Watson Burton’s Twitter page as online via a platform that is accessible this will enable you to enter the competition anywhere at anytime. by replying either ‘true’ or ‘false’ to the The firm’s aim is to keep you ahead of the legal fact that is tweeted. game by providing you with early warnings on upcoming legislation that affects you A wealth of experience with and the everyday running of your business, an eye on the future … so please feel free to follow us on Twitter at twitter.com/watsonburton. Watson Burton is committed to delivering a quality service to meet, and hopefully Be sure you are online between 10 exceed, the expectations of our clients. With and 11am on 1 July for your chance a vast amount of experience in advising a to win! range of sectors, we are flexible in adapting
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