Surrey Business Magazine - issue 48 by Platinum Business

SURREY

BUSINESS THE OFFICIAL SURREY CHAMBERS OF COMMERCE MAGAZINE

INTERNATIONAL WOMEN’S DAY #BREAKTHEBIAS

Dame Ellen MacArthur Dame Cressida Dick Charlie Martin The Guilty Feminist ALISON ROSE NatWest Results

THE BIG STORY

British Chambers of Commerce Director General

SHEVAUN HAVILAND

MOTORING Maserati Levante Trofeo TRAVEL Northcote Manor

DYNAMIC MAGAZINE INSIDE

ISSUE 48 MARCH 2022

SURREY CHAMBERS OF COMMERCE CONNECTING PROMOTING SUPPORTING & REPRESENTING YOU AND YOUR BUSINESS

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M A R C H 2022

CONT ENT S 62

INFLUENCERS FORUM

66 LEGAL

22 Would I lie to you? 26 What can business leaders and HR learn from the Sue Gray report? 38 Why it is important to extend your lease

EVENTS

11 Surrey Chambers of Commerce are proud to announce a new service: Virtual Event Hosting 17 CREST22 Business Awards brings value to being green 24 Brighton & Hove Business Awards 30 Sussex Business Awards 49 Keynote Powerhouse at the Sussex Business Show 52 Surrey Business Awards

INTERVIEW

BIG STORY

62 What are you wearing?

FINANCE

42 British Chamber of Commerce Director General: Shevaun Haviland

INNOVATION

58 From inspiration to execution

TRAVEL

82 A getaway to captivating north Devon and Northcote Manor Hotel and Spa

84 MOTORING

84 Maserati Levante Trofeo

PLATINUM MEDIA GROUP

28 Should I combine my pensions into one pot? 40 Shaping your sustainable future 53 How a digital approach can benefit your business

CHARITY FOCUS

31 Are you looking for a team building activity with a difference?

BUSINESS

13 ‘They said. You Did.’ 32 The biggest security threat to your business could be your employees 34 Putting the feeling back into Business Finance 47 Steps to enviromental management 50 Intellectual property and your new business

ECONOMY

36 NatWest’s market analysis

BUSINESS PROFILE

56 30 years and counting

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

NETWORKING RETURNS We are firing on all cylinders at Surrey Chambers as we start delivering some long-awaited face-to-face events. Our first Members networking evening enticed over 50 people to the new Login Business Lounge workspace in Camberley and our International Women’s Day lunch is proving so popular we have had to move to a bigger venue! In keeping with International Women’s Day, we are delighted to have the Director General of British Chambers of Commerce, Shevaun Haviland, in this magazine. She is a fantastic representative of businesses and successfully influences government policy on behalf of the Chamber network.

LATEST COVID RULE CHANGES

The latest announcements move us closer to pre-pandemic trading conditions. However, for many firms, this move will not be without its challenges and Government must not pass public health decisions onto the business community, who are not public health experts. Our members continue to tell us that access to free testing is key to managing workplace sickness and maintaining consumer confidence.

❛❛ Businesses need clarity if they

are to operate at maximum capacity, as well as keep consumers and employee’s confidence high ❜❜

With the government removing this, companies must still be able to access tests on a cost-effective basis. As a network of Chambers, we will be consulting with Government to help shape the new guidance for businesses that will be developed. It is critical that a variety of issues and scenarios be fully addressed by this. Businesses need clarity if they are to operate at maximum capacity, as well as keep consumers and employees’ confidence high. We also need to understand how Government will respond to further variants of concern – or indeed a future pandemic – and what support would be put in place if new guidance or mandatory restrictions are introduced that have a negative impact on the economy. Firms will only truly be able to ‘Live with Covid’ when they are confident that a plan is in place for future outbreaks. Uncertainty will put a brake on investment and the shadow of the pandemic could continue to loom over our economy for some time to come.

NEW INITIATIVE

We were delighted to announce that we have launched a couple of new initiatives this month. Surrey Business Accelerator is a joint project between the Chambers and a panel of Surrey based business investors and has been set up to support ambitious business leaders who are eager to grow their companies and who are looking for investment and mentoring from experienced businesspeople. Aiming to help revitalise the critical scaleup end of small businesses in Surrey, successful candidates will be provided with valuable financial investment and invaluable business mentoring and experience to boost them to their next level of growth. The initiative is opening with a launch event which is going to be held on the evening of the March 30th at the Login Business Lounge, Camberley. Any

interested business owners are invited to attend, and they will get to meet key people involved with the initiative and receive valuable information and advice. The second new initiative is a virtual hosting service, where we can take the hassle out of running large virtual events and do it on behalf of a business. We have become very experienced at break-out rooms and controlling mute buttons and want to give people the opportunity to focus on their content rather than the mechanics of the meeting. We are constantly looking for ways to support members so any ideas are always welcome. Surrey Chambers of Commerce can be reached on 01483 735540, info@surrey-chambers.co.uk, @surreychambers www.surrey-chambers.co.uk

Louise Punter CEO Surrey Chamber of Commerce

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#CHAMBERBUSINESS At the heart of our local business communities, we've got the understanding, data, insights, services and expertise to support you and your business

SURREY CHAMBERS OF COMMERCE DON'T JUST JOIN - JOIN IN!

We are Surrey's largest not-forprofit business support and networking, organisation

We act as a catalyst by connecting you to opportunities, skills, knowledge and valuable contacts.

All of our services and products are directed by the business community for the business community.

As a member, there are many marketing opportunities available to you, designed to help you maximise your membership

Visit: www.surrey-chambers.co.uk Call: 01483 735540 Please email our Head of Membership for further details sarah.butcher@surrey-chambers.co.uk

CHAMBERS NE WS SUPPORTING PEN INTERNATIONAL WITH TRANSLATION Since 2019, Surrey Translation Bureau (STB), a Surrey-based language service provider, has been working with PEN International, providing translations to help to unite voices that defend freedom of expression. PEN International is a worldwide association of writers, founded in London in 1921. The organisation promotes and defends freedom of expression and human rights for writers, journalists, screenwriters, bloggers, and more who are persecuted because of their work.

“Surrey Translation Bureau is instrumental in allowing us to communicate our message of promoting literature and protecting freedom of expression, both to our global membership and the wider public. It’s important translation work enables us to be as inclusive as possible when raising awareness of our cause, advocating for writers at risk, and fostering collaboration across different geographies. The team is responsive, professional, and a pleasure to work with.” PEN International

Working on a global platform means there is always a need for multilingual translations, whether for speeches, pre-planned reviews, reports, newsletters, or Rapid Action Network (RAN) alerts, press releases, and even prose and poetry.

Five Shetland sheep were set up next to the vaccination centre in the college’s car park to encourage children and young people who were nervous about getting their jabs. Visitors were allowed to pet and feed the sheep after their appointments, and Nescot students were on-hand to explain more about the breed. Nescot appeared on national television and on websites across the country after a group of broadcasters, photographers and reporters spent the day at the college on Saturday.

We have also translated the four resolutions adopted by PEN from English into French and Spanish, with the hope of giving a global voice to the critical situations in Belarus, Israel and the Occupied Palestinian Territories (OPT), Myanmar, and Nicaragua. Furthermore, we are expanding the services we offer to PEN International to include subtitling and transcription. Here at STB, we are proud of the contribution we are making to this global cause and hope to continue our association with PEN International for many years to come.

NESCOT SHEEP SUPPORT CHILDREN GETTING COVID-19 VACCINATIONS Sheep from Nescot’s Animal Care Unit are being used to support young children getting their Covid vaccinations as part of an innovative partnership between the college and the NHS.

One of the projects that STB managed was the translation of the ‘Day of the Imprisoned Writer’ newsletter, which featured compelling stories of writers, activists and poets that have been imprisoned because of their work.

“This is a great initiative, and we’re really proud to be part of it,” said Zoe Brown, Head of Animal Studies and Catering at Nescot. The students have been enjoying answering our younger visitors’ questions about Shetland sheep and showing them how to feed and pet them, as well as being responsible for the animals’ welfare.” Staff at the vaccination centre at Nescot are currently vaccinating young people aged 12 to 15, as well five to 11-year-olds

who are at a higher risk from Covid-19. Catherine Frew-Brown, Compliance Manager at GP Health Partners, wanted to make the experience less stressful for nervous youngsters, and contacted the college for help. The college has an extensive Animal Care Unit, with hundreds of animals ranging from livestock including pigs, donkeys and goats to small mammals such as coatis, rabbits and guinea pigs, to exotic creatures including snakes, spiders and a tortoise. The team decided on Shetland sheep because the breed’s compact size and calm temperament is ideally suited to meeting younger visitors. Nescot offers a range of qualifications in Animal Studies, ranging from Level 1 to a degree in Animal Management. For more information about studying at Nescot, visit www.nescot.ac.uk

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Your first step is to book Your first stepat is the to book your attendance your attendance at the exciting launch event: exciting launch event:

JOIN US on the 30th March 5:30pm-8:30pm at the JOIN US on the 30th March 5:30pm-8:30pm at the Login Business Lounge, 34 Park Street, Camberley, Surrey GU15 3PL Login Business Lounge, 34 Park Street, Camberley, Surrey GU15 3PL Visit surrey-chambers.co.uk/chamber-initiative/surrey-business-accelerator Visit surrey-chambers.co.uk/chamber-initiative/surrey-business-accelerator to register and reserve your complimentary place! to register and reserve your complimentary place!

NEWS SURREY 40 UNDER 40 BUSINESS AWARDS Invest in Surrey is the Inward investment Service for Surrey, established to proactively promote the region as a world-class place to start, grow and relocate a business. We bring together world-class industries, academia, and government partners to support business and growth across the region. We want to recognise the innovative individuals who live or work in Surrey, and showcase the achievements of the next generation of young entrepreneurs and business leaders under the age of 40 across the primary sectors in Surrey. WHAT ARE THE JUDGES LOOKING FOR? We are looking for evidence about the nominee’s most significant business achievements and how their company has benefited from the added value of their intervention. The judging panel will be made up of global business leaders and government partners from across Surrey who will assess applications that demonstrate business achievements that advance the goals and objectives of their respective organisations. WHO CAN APPLY? ■ Nominees must spend most of their work time in the Surrey region or have permanent residence in Surrey. ■ Nominees must be 39 years or younger as of April 2022. ■ You can nominate yourself or be nominated by someone from your company. All nominations require a completed application form which provides evidence of outstanding achievement. This could include examples of developing new concepts, products, or services; delivering sustainable growth and profit margin (e.g. a new market or customer segmentation); finding new and/or innovative solutions to complex challenges; designing new ways of working with customers and suppliers; innovation in tackling environmental/net zero challenges; leading and driving efficiency gains across the business; supporting increased export and international trade performance; leading an innovative marketing or PR campaign; a training or skills development initiative and job creation. Visit https://investinsurrey.co.uk/businessawards-40-under-40/ to learn more

THUNDERBOLT CELEBRATES IT’S NINTH YEAR OF SUCCESSFUL TRADING THIS MONTH Thunderbolt Digital Limited has successfully helped thousands of local businesses over the years to grow their business through successful digital marketing campaigns and custom websites.

at the Surrey Digital Awards in 2018 was a massive success for our team, and encouraged us to continue solidifying ourselves within the Surrey community, and now, on a national level.

Saybhan says “I’ve always believed in building connections with the purpose of helping each other, and in my years of experience running my own business, I’ve As an award-winning digital agency worked continuously to expand and Google Partner, being involved my network”. These connections have paid off, and we are now with the local communities of Surrey County Council’s overflow Surrey has been fantastic for partner. Thunderbolt started expanding the company, and has given us opportunities to work with building quality WordPress a multitude of inspiring people and websites, and is now developing a custom CRM/ERP for a national businesses. business. Over the last four years through its digital strategy and Thunderbolt’s founder, Saybhan marketing, Thunderbolt has helped Delilkhan spent time attending local business NBC Construction local networking events and making acquaintances with those grow into a multi-million turnover company, see the case study who were a part of the same HERE. business community, and as Thunderbolt started to grow and Thunderbolt truly believes that expand its reach, we gradually using networking organisations began to have more and more like the Surrey Chambers helps to inquiries coming in. grow local business contacts and nurtures good business growth. A major highlight over the years has been winning awards. Not just Saybhan Delilkhan because of the physical awards M.D Founder Thunderbolt Digital themselves, but because they Farnham Oﬃce: 01252 413 75 allow us to see our progress. www.wearethunderbolt.com For example, winning five awards Thunderbolt is rapidly approaching nine years of being in business, and looking back, we’ve come a long way since we started out.

By focusing on your finances The last couple of years have presented many challenges for businesses. We’re here to help navigate the next 18 months, with a central hub of resources that will help you and your business move forwards and grow. Start shaping your future.

For more than accountancy, business and financial advice. Call: +44 (0)330 124 1399 Email: enquiries@krestonreeves.com Visit: www.krestonreeves.com/shapingyourfuture

EVENTS

www.surrey-chambers.co.uk

Surrey Chambers of Commerce are proud to announce a new service: Virtual Event Hosting Surrey Chambers of Commerce are delighted to announce a new service – Virtual Event Hosting. Choose from one of three packages and we will promote and organise your virtual event. All you need to do is provide the virtual content, share it with your audiences and we will do the rest. We are living in an ever-changing environment, where some favour meeting virtually over physically. It is often more convenient, quicker, and you don’t even have to travel. Whether you are looking to host a webinar, a networking session or just looking for a virtual environment

to catch-up with clients or colleagues, we can arrange this for you. You can have access to hosting control over a Zoom meeting, or you can let us take the strain and depending on the package of choice, you could host 100+ delegates. Surrey Chambers of Commerce will be able to take bookings for you and depending on the type of virtual event we can also promote the event on our social media platforms, our newsletters, targeted media and on our website. We understand that Zoom membership

isn’t for everyone, and maybe you are just looking for a one-off event. We can set up, take bookings, and run this for you. There is no other virtual event hosting service like ours, and with exclusive prices for Chamber members, we are delighted to be launching what we hope will be a highly sought-after service. If you are interested in learning more about this opportunity, please contact our Events & Marketing Manager Hannah.Joslyn@ surrey-chambers.co.uk

Surrey Chambers Golf Society SCGS 2022 Golf Fixtures

2022 Order of Merit sponsored by: 2022 Nearest the Pin Sponsored by: 22nd March: Foxhills Longcross

SCGS Major: 28th April Tandridge

4 Ball stableford & team event. 9am tee off.

2nd SCGS Golf Major: 4 Ball stableford & team event. Shotgun start.

Sponsored by Commtel

Sponsorship available

Surrey Chambers Of Commerce

@surreychambersofcommerce

@surreychambers

01483 735540

BUSINESS

‘THEY SAID. YOU DID.’ As conversations continue to migrate online, do you find it diﬃcult to engage with your customers and ensure that the lifeblood of your business has the very best experience time after time? Born in 2015, Invotra Consulting’s life goal is to help your organisation to do just this; to better engage with your customers (both internal and external), to help you to understand their digital journey and - through better content and digital communications - help you become the voice of your end user. This may sound complex, but in our experience it all starts with understanding your audience. Who are they, what do they want/need, how are you supporting them and what are the challenges that need to be overcome? So where do we fit in? Invotra Consulting specialise in empowering organisations like yours to: ■ transform your user experience (UX) - how users find and engage with you and your content ■ enhance user accessibility - how easy it is for all customer groups to engage with you – and ■ sculpt your content strategy - how you plan, manage, execute and deliver value adding content to your users. We’ve had the pleasure of working on a range of digital transformation and innovation projects for organisations of all sizes. From local businesses and trusts, through to central government departments including the Houses of Parliament, the Home Office, Department for Work & Pensions (DWP) and the NHS, we’ve applied our know-how to create better journeys and

❛❛ In our experience building a new website or digital application is more than just a pretty design; it needs to be driven by the voice of its users. We’re proud to raise awareness and support organisations to tackle a whole range of issues and to make positive change through digital experiences

❜❜

Jamie Garrett Invotra Consulting Managing Director

empower change that makes a difference – like halving website bounce rates! But what truly sets Invotra Consulting apart is our people. Every member of our team is not only a specialist in their field – UX, Accessibility and Communications - but is passionate about empowering you and your teams to be the voice of your end user. As such we put value in building strong relationships from the outset. As an Executive Partner of the Surrey Chamber of Commerce, Invotra Consulting transform the digital experience of your customers. We’re excited to hear more from you about the challenges and aspirations you have for your digital transformation and communication strategies.

Talk to us about your customer – your goals for their journeys – your content strategy and how to make it more accessible, and finally your aspirations to help your users find what they need, when they need it most. Your customers are your lifeblood; so how are you responding to what they need now and becoming the voice for their future?

For more information: consulting@invotra.com www.invotraconsutling.com

SURRE Y CHAMBERS E VENT CALENDAR MARCH ONWARDS….

INTERNATIONAL WOMEN’S DAY LUNCH

Tuesday March 8th | 12:00 – 15:00 Foxhills Golf Club & Resort, Ottershaw, Chertsey KT16 0EL Surrey Chambers and the Business Women In Surrey (BWIS) Steering Group present our International Women’s Day Lunch 2022. Surrey Chambers celebrate IWD every year, and we engage in thought provoking discussion over a delightful two-course lunch. With our Women in Business initiative, we are proud to host events that continuously question and discuss issues such as gender equality, which are sadly still prevalent in the corporate world. Join us as we #BreakTheBias. Click here to book.

HAVE YOUR CAKE & EAT IT NETWORKING WITH HAMPSHIRE

Wednesday March 16th | 14:30 – 16:30 Audley’s Wood Hotel, Basingstoke RG25 2JT Surrey & Hampshire Chambers of Commerce invite you to Have Your Cake and Eat It! An afternoon tea networking event for businesses located on the Surrey and Hampshire border. After the success of previous HYC events, we are delighted to return after what has been a very diﬃcult couple of years and offer you the perfect opportunity to grow your business connections by meeting a wide range of companies from locations cross-county! Click here

BUSINESS BREAKFAST ELMBRIDGE

Tuesday March 15th | 08:00 – 10:00 Oatlands Park Hotel, Weybridge, KT13 9HB Running from 08:00 – 10:00, our bi-monthly Business Breakfasts are a wonderful opportunity to meet a range of Surrey businesses over a delicious breakfast. With a calendar bursting with interesting and stimulating events, we are sure you will find topics that are current and relevant to you and your business. We are aware that making new contacts is high on your priority list, so start your day with networking, hear from a guest speaker, whilst enjoying breakfast! Click here to book.

SURREY YOUNG PROFESSIONALS NETWORKING

Thursday March 24th | 18:00 - 20:00 The Guildford Harbour Hotel, Guildford, GU1 3DA Surrey Chambers of Commerce are proud to present our Surrey Young Professionals Networking Evenings. Whether you are new to the world of networking or simply wish to brush up on your networking skills, our Surrey Young Professionals Networking series is here to connect you with like-minded people, all over some delicious canapes and cocktails. Click here to book.

NETWORKING SOUTH EAST

MEMBERS NETWORKING EVENING – ELMBRIDGE

Wednesday March 30th | 10:30 – 12:00 Virtual event Surrey, Sussex, Hampshire, Dorset, Kent, and Isle of Wight Chambers of Commerce are delighted to present our third Networking South East virtual networking session on the March 30th. Our first Networking South East launched in May of 2021 and we were delighted not only by the large attendance we had, but also by the value this virtual event gave businesses. This series of events is created to connect the businesses of the southern Counties. Click here to book.

Thursday March 31st | 18:00 – 20:00 Hilton Cobham Hotel, Cobham KT11 1EW Our Members Networking Evenings are a monthly event where we invite our members to join us for networking, welcome drinks, and canapes to catch-up on the happenings of the previous month’s business calendar. Running from 18:00 – 20:00, Members Networking Evenings are the perfect opportunity for an informal, relaxed gathering with members you already have relationships with and those you don’t. Click here to book.

INCREASING ONLINE VISIBILITY:

BUSINESS BREAKFAST

Wednesday April 20th | 10:00 – 12:00 Doubletree by Hilton, Woking, GU21 8EW Join us on the April 20th to hear from fully serviced digital marketing agency, Vooba, who will be outlining the pros and cons of PPC and SEO, looking at how businesses can utilise each of these techniques to position themselves in front of their target audience and gather more leads and conversions. Click here to book.

Tuesday May 17th | 08:00 – 10:00 Hog’s Back Hotel & Spa, Farnham, GU10 1EU Running from 08:00 – 10:00, our bi-monthly Business Breakfasts are a wonderful opportunity to meet a range of Surrey businesses over a delicious breakfast. With a calendar bursting with interesting and stimulating events, we are sure you will find topics that are current and relevant to you and your business. We are aware that making new contacts is high on your priority list, so start your day with networking, hear from a guest speaker, whilst enjoying breakfast! Click here to book.

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FARNHAM

Importing? Exporting? We can help take the stress out of customs declarations for your goods ChamberCustoms is the customs training, advisory and brokerage service delivered through Surrey Chambers of Commerce and across the UK Chamber network. Our customs declaration service is for UK importers and exporters, of all sizes, in every region of the United Kingdom. With direct links to the HMRC Customs handling system and all inventory linked ports, we can guarantee that your goods, no matter where they enter or leave the UK, will be cleared for onward transportation smoothly.

We offer:

A high level of compliance and assurance for customers Confidence on tariff and data entry to remove fiscal risk; backed by the technical expertise of the market leader in this sector A wealth of international trade experience and expertise from across the trusted Chamber of Commerce network Contact the ChamberCustoms team at Surrey Chambers of Commerce now

customs@surrey-chambers.co.uk l 01483 735549 Helping traders to keep on trading

EVENTS

CREST22 Business Awards brings value to being green CREST22 Business Awards – Surrey’s only green business awards – are showing commercial acumen in one of the UK’s wealthiest economies Due to be held on May 19th at the UK head oﬃces of the World Wildlife Fund (WWF) in Woking, CREST22. Open to companies and organisations based or working in Surrey, they are a celebration of business environmental sustainability in Surrey and are integral to headline sponsor, Surrey County Council’s Greener Future programme. Cllr Marisa Heath, Surrey Council’s Cabinet Member for Environment, says: “We’re delighted to be headline sponsor for the CREST awards again this year. It’s a great initiative to shine a light on the fantastic work Surrey businesses are doing to reduce their carbon footprint. Supporting the green economy in Surrey is an essential part of helping us achieve our aim of being a net zero carbon county by 2050.” Returning sponsor Mayer Brown Ltd, is backing the Going Circular Award category for the second year. Andrea Hughes, Mayer Brown Ltd Technical Director says: “We have returned as a

sponsor because of the positive experience of being involved previously. We also wish to be involved in pushing the sustainable agenda within our community, and to applaud the high calibre and credibility of the other organisations involved.” Meanwhile, CREST21 Business Transforming Food Award winner Danielle Bekker says: “The value of the CES consultation through CREST Business Awards has been in helping me to think differently about what we stand for and to better integrate that sustainability message into who we are as a business.” Nick Diprose, Founding Partner of Holdsway, the Efficiency Champion Awards Sponsor for a second year, says: “The CREST Awards raise the profile of the benefits of a positive environmental strategy,” adds Nick. “Using all our available resources – including people – in the most eﬃcient ways possible will have long-lasting and positive results for businesses.

We support the continuous efforts of organisations to seek out more eﬃcient ways of working and today, more than ever, that includes being environmentally sustainable.” Free to enter, the awards work in association with the University of Surrey’s Centre for Environment and Sustainability and the Woking News & Mail. Entrants can enter any of the five award categories: Transforming Food, Going Circular, Efficiency Champion, Sustainability Impact and Smarter Transport. A sixth accolade for 2022 Sustainability Hero is awarded by the judges choice.

For more information about how to enter CREST22 Business Awards, visit https://crestawardssurrey.co.uk/ crest22-applications/. Follow CREST Business Awards on Twitter @CrestBusiness or on LinkedIn.

SURREY CHAMBERS OF COMMERCE

EXECUTIVE PARTNERS & PATRONS

Taylor Wimpey www.taylorwimpey.co.uk

RSM www.rsmuk.com

Charles Russell Speechlys www.charlesrussellspeechlys.com

Royal Holloway University www.royalholloway.ac.uk

Surrey Business School

Woking Borough Council

www.surrey.ac.uk/business-school

www.woking.gov.uk

Akiko Design www.akikodesign.com

Greatest Hits Radio www.planetradio.co.uk

Invotra www.invotra.com

Klarity Works

Haines Watts

www.klarityworks.com

www.hwca.com/accountants-esher

Royal Automobile Club www.royalautomobileclub.co.uk

Foxhills Resort www.foxhills.co.uk

Projectfive www.projectfive.co.uk

Activate Learning www.activatelearning.ac.uk

Invotra Consulting www.invotraconsulting.com

Heathrow Airport www.heathrow.com

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FINANCE

NEW MEMBERS

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

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The Platinum Business Club for Leaders and Innovators in Business

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❛❛ The Platinum Club is unique in the way it is run and the high level guests that attend ❜❜ ALAN HARBER DIRECTOR, LLOYDS BANK

The Platinum Club has been the region’s leading peer-to-peer business networking event for CEOs, Managing Directors and Partners of many of the leading companies across the South East for over 12 years. Limited memberships are available and to apply, please contact maarten@platinummediagroup.co.uk

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LEGAL

WOULD I LIE TO YOU? By Pam Loch, Employment Law Solicitor and Managing Director of Loch Associates Group Have you ever recruited someone who has lied on their CV or overstated their capability? If not, you have perhaps been lucky so far. A survey conducted by Checkster, a reference checking company, found that 78% of candidates admitted they had or would consider misrepresenting themselves to obtain a job. This could be done by blatantly lying or overstating their experience or skillset on their CVs or at interview. Once recruited the truth usually only comes out later when complaints are made, or concerns arise about their performance in the role. Recruiting staff is already an expensive and time -consuming process for employers, without the added risk of taking someone on who cannot do the job. So, what can employers do to avoid recruiting someone who is prepared to be dishonest about their ability to do the role or lie about their professional or academic qualifications, places of education or their previous experience? The good news is that there are a number of steps you can take to minimise that risk. Here are a few things you can do:

n Make job offers conditional: Always make job offers subject to the employee meeting certain requirements. These requirements should include the business receiving two references which are satisfactory to the business, confirmation that the employee has the right to work in the UK and that they hold the qualifications and experience they claim to have. Any condition

which the candidate is required to meet should be explained in the offer letter so that it is clear what requirements the employee needs to satisfy. By doing this it means that if you discover when you are doing your checks the employee has lied or cannot satisfy one of the conditions of the job offer, you can then revoke the offer without being in breach of contract.

Make job offers conditional: Always make job offers subject to the employee meeting certain requirements ❜❜

❛❛

n U se screening checks: Carry out candidate screening checks and p r e - e m p l o y m e n t b a c kg r o u n d checks. Our HR consultants have noticed more employers are now asking us to carry out these checks for them, which is great, as these checks are a cost-effective way to verify that the information a candidate has provided is correct. Again, make any offer conditional on these checks being done.

LEGAL

Recruiting staff is already an expensive and time-consuming process for employers, without the added risk of taking someone on who cannot do the job ❜❜

❛❛

n Interview assessment exercises: Assessments or tests as part of the interview process can enable you to identif y an employee who is misleading you about their skill set. This could involve technical tests to check an area of expertise which they claim to have. Alternatively, it can involve psychometric testing to provide objective assessments about their suitability for the role. n Trial shifts and on the job assessments: A trial shift can be a useful way to assess the candidate’s skills and knowledge as well as how they could fit into the team. Trial shifts are often used in the hospitality and construction sectors, but other employers are now recognising the benefit of work trials and asking candidates to work with them for, say, half a day to assess them on the job.

n Reference checking: I am surprised at how many employers still do not carry out reference checking and also follow up to check their authenticity. Obtaining references is another opportunity to check they did work for the employer, what position they held and how long for. Also, follow up with a phone call to the employer to check if they would employ them again. Once the employee has started employment, it’s important to monitor and manage the probation period effectively. Depending on the job role and seniority of the employee, probationary periods usually last for at least three months and usually for no longer than six months. During this time, you should have regular catch ups to monitor performance and progress. If an employee has overexaggerated their capability, then their performance will be lower than you expected, and it enables you to identify at an early stage if you have issues which could be addressed. Ultimately it may be necessar y to consider dismissing the employee if their performance cannot be improved to a satisfactory level. This can be more easily achieved during the probation period when a shorter notice usually applies too. However, when the

employee has worked continuously for two years, then life becomes more complicated because you have to ensure the decision is reasonable and that a fair process has been followed to avoid successful claims for unfair dismissal being made at that point. If you have established that an employee has lied or purposefully given false information on a job application or CV, then you may be able to dismiss them for gross misconduct and not pay any notice pay. You do still need to be careful though as we do encounter employees who continue to lie. They then offer up a further lie about the reason why they were dismissed, in order to bring discrimination or whistleblowing claims before they reach the two-year service point. Always seek specialist advice when you have uncovered someone who has lied or misled you before dismissing them for gross misconduct. At Loch Associates Group we are a one-stop-shop for people management services and our goal is to find solutions for you. Our HR consultants are experts in dealing with recruiting and onboarding the right employees, while ensuring you comply with your legal obligations. Meanwhile, our employment law solicitors are there for you if things don’t go to plan.

Pam Loch, Employment Law Solicitor and Managing Director of Loch Associates Group

LEGAL

By Rebecca Thornley-Gibson, Employment Parter at DMH Stallard LLP

What can business leaders and HR learn from the Sue Gray report? Never has one investigation report been so eagerly awaited by so many. We are of course talking about Sue Gray’s limited report into the infamous Downing Street alleged “gatherings”. The general findings of that report commissioned by the Cabinet Office make interesting reading for business leaders and HR professionals. It is a sobering reminder of a number of issues that need to be considered when faced with potential misconduct and possible criminal issues involving senior staff. Let’s look at some of those issues.

GRIEVANCES AND WHISTLEBLOWING Sue Gray Report – “Some staff wanted to raise concerns about behaviours they witnessed at work but at the time felt unable to do so.” Where senior staff are involved in potential misconduct it can be difficult for junior staff to raise issues without fear of reprisals or detriment. Grievance policies need to have a clear pathway for escalating concerns beyond the senior manager who may

have been involved in the conduct or who may feel compromised dealing with a complaint raised against their peers. Whilst HR may be able to navigate the sensitivities, consideration should be given to the appointment of an external independent resource where there is potential for later challenge as a result of individuals being ‘protected’. The ability to use external resources will also encourage employees to feel that complaints will be properly considered, giving credibility to organisations promoting transparency and fairness. Where concerns extend to conduct that impacts a wider number of people and relates to potential unlawful behaviour, the grievance process is unlikely to be the right route to follow. All companies should ensure they have a well-publicised and accessible Whistleblowing Policy setting out details of the type of disclosures that are covered and the way in which disclosures should be made. Confidentiality and anonymity are often key requirements for employees who want to raise serious whistleblowing concerns, and without these protections, disclosures are unlikely to surface and poor practices and behaviours are likely to flourish.

LEGAL ALCOHOL AT WORK Sue Gray Report – “Excessive consumption of alcohol is not appropriate in a professional workplace at any time.” Employers have a balancing act between a zero-tolerance approach to alcohol at any work functions and allowing employees to adopt their own common-sense judgment to alcohol consumption in the workplace. Most employers, save for where safety or legislative requirements are in place, don’t ban alcohol during working hours as they take into account the possibility of a client lunch or after work drinks. When the equilibrium of employee judgement is tipped the wrong way however, the alcohol policies are dusted down and we often see the emergence of zero tolerance policies, as demonstrated by the approach of Lloyds of London to the insurance sector “drinking culture” several years ago. If employees are to face disciplinary action due to alcohol consumption at work, employers need to look at not only what their alcohol policies say but also the custom and practice of what has been allowed, who has allowed it and be consistent in their approach with all employees. Allowing leadership to engage in boozy lunches won’t look good when seeking to discipline more junior staff because they’ve enjoyed a pint over lunch with a colleague.

Excessive ❛❛ consumption of alcohol

is not appropriate in a professional workplace at any time ❜❜

Sue Gray report

CRIMINAL INVESTIGATIONS V EMPLOYMENT INVESTIGATIONS Sue Gray Report – “There is significant learning to be drawn from these events which must be addressed immediately across Government. This does not need to wait for the police investigations to be concluded.” Perhaps the most concerning aspect of the report from an employment angle is its brevity and potential to stall individual employment investigations due to the pending Metropolitan Police

investigation. The police will want to question witnesses before individual internal misconduct allegation investigations take place and may request that no further action is taken against individuals pending the outcome of the police investigations, so as not to prejudice the investigation. Even where the employer is not told by the police it cannot proceed with its own internal employment investigations, where there are ongoing criminal proceedings, the employer may have no choice but to wait as a result of an employee request to delay the process. Employees may fear that evidence they give during the course of the internal employee investigation could be used for the purpose of criminal proceedings and prejudice their position in those proceedings. But what if that takes months or even in some cases years for criminal proceedings to be disposed with? Can the employer proceed on the basis of the information they already have, or should they wait and rely on the outcome of the police investigations? A fair disciplinary process includes the need to carry out a fair investigation and not only rely on external police investigations. Therefore, before making any disciplinary decisions the employer needs to show they have carried out a fair and thorough investigation and have given

the employee the opportunity to make their own representations. Sue Gray’s robust statement for the Cabinet Office to take action now shouldn’t be seen as a green light for employers to always take action prior to the conclusion of a criminal investigation. Cultural and organisational changes can be made, but Sue Gray was not recommending individual disciplinary action takes place in respect of employees prior to the police outcome, which could see individuals sanctioned for breach of Covid regulations. Whilst “partygate” will continue to create political headlines for weeks to come, it shouldn’t be forgotten that there are dozens of employees waiting anxiously to see the impact on their continued employment, and those who may be exited are unlikely to go quietly unless they feel they have been treated fairly.

For further advice in relation to the above article, our Employment Group will be able to assist you. Please contact Employment Partner Rebecca Thornley-Gibson by email rebecca.thornley-gibson@ dmhstallard.com or by phone on 020 7822 1582.

FINANCE

SHOULD I COMBINE MY PENSIONS INTO ONE POT? If you’ve worked for several employers throughout your career, you might have accumulated multiple pension plans. You may also have set up personal pensions, especially if you’ve been self-employed or a contractor at some point. Owning multiple pensions can be an administrative burden, but it could also be costing you financially – whether that’s through excessive fees or poor investment performance. Consolidating your pensions into one pot could help you keep track of your finances more easily, reduce charges, and boost how much money you have at retirement. But while there are advantages to pension consolidation, there are potential drawbacks and it’s important to seek advice on whether it’s right for you. To help you get started, here are some of the pros and cons to consider.

PENSION CONSOLIDATION: THE PROS Keeping on top of several pensions can be time-consuming. If you have, say, five pensions, then that’s five lots of investment performance to monitor, five different charges to keep an eye on, and five statements to read through and understand each year. Few people have the time, inclination or even the know-how to do this accurately. For some people, therefore, transferring pensions to one provider may simply be about making their ‘life admin’ more straightforward. You’ll also be paying the administration fees for each of your pensions, which may not be cost-effective. This is especially the case for those providers

operating outdated and uncompetitive charging structures. Fees eat into your investment returns and may ultimately reduce how much money you have at retirement. By combining your pensions, you might be able to save on charges. Fees aren’t everything, however, as you also need to consider the performance of each pension fund. It may be that some of your pensions have poor investment performance, and that moving to a different scheme offers better investment growth potential. Comparing charges and investment performance isn’t easy to do on your own – if you’re at all unsure, speak to an adviser.

PENSION CONSOLIDATION: THE CONS Consolidating your pensions could prove financially detrimental if it means giving up valuable benefits and guarantees. Ones to watch out for include: n Enhanced pension commencement lump sum: this lets you withdraw more than the standard 25% tax-free lump sum when you start accessing your pension n Protected pension age: this enables you to access your pension savings earlier than age 55 (or 57 from April 2028) n G uaranteed annuity rate: this lets you buy an annuity at a set percentage of your accumulated fund, which may be far higher than annuity rates today n Built in life insurance or critical illness cover. These benefits and guarantees aren’t always easy to spot, so it’s worth having your pension plans thoroughly assessed by an adviser. Otherwise, there’s a risk you’ll throw away a valuable perk and end up with less money in retirement. An adviser will also check whether any of your pensions charge large exit fees and, if so, advise whether it makes sense to stay put.

FINANCE

NEXT STEPS Consolidating your pensions isn’t a decision to be taken lightly. The money you’ve built up in pension funds over the years could be substantial, and a seemingly simple decision could turn out to be a mistake and harm your future financial security. On the flipside, making the right decision could mean a bigger pension pot at retirement, and a more comfortable future for you and your family. An adviser can assess your options and advise on the right course of action, so you can feel confident you’re on track for a secure financial future.

TRACING LOST PENSIONS You might have pensions from earlier on in your life that you’ve lost track of, especially if you’ve moved house. They’re not always easy to find, as many pension providers have merged and changed their names over the years. One place to start is the government’s free Pensions Tracing Service. You type in the name of your former employer or pension provider, and it gives the contact details you need to request information on a lost pension.

BEWARE PENSION SCAMS If you decide to have your pensions reviewed, then it’s really important to be wary of pension scams. Unfortunately, even the most financially savvy people can fall victim to scams, potentially losing their life savings. Ensure you reject unsolicited calls, emails and text messages to reduce the chances of being lured in by a scammer. Before moving your pensions, make sure the firm that gave you the advice is regulated by the Financial Conduct Authority and is authorised to give pension advice.

Paul Cannons E: paul.cannons@brewin.co.uk www.brewin.co.uk

The value of investments, and any income from them, can fall and you may get back less than you invested. Tax treatment depends on the individual circumstances of each client and may be subject to change in the future. Information is provided only as an example and is not a recommendation to pursue a particular strategy. Brewin Dolphin Limited is a member of the London Stock Exchange, and is authorised and regulated by the Financial Conduct Authority (Financial Services Register reference number: 124444).Registered office: 12 Smithfield Street, London, EC1A 9BD. Registered in England and Wales – Company number: 2135876. VAT: GB 690 8994 69.

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CHARITY FOCUS

Are you looking for a team-building activity with a difference? Whether you want to get involved to boost staff morale, give back to your local community, or take on a challenge, sign up to Castle Night Trek and you will enjoy a challenging, magical night trek through the grounds of Herstmonceux Castle on Saturday May 14th 2022 Starting at sunset, participants will walk from day to night, reflecting the 24-hour nature of the care and support that Chestnut Tree House offers to local children with life-limiting conditions and their families. Families like Owen’s.

OWEN’S STORY

Gemma and a group of friends have signed up to Castle Night Trek to raise vital funds for Chestnut Tree House, who cared for her son Owen when he died at just seven years old. “Owen loved exploring the outdoors – especially the woods,” says Gemma. “Sadly, he isn’t able to join me on the trek as he died of a brain tumour five years ago, when he was just seven. But we used to go on walks all the time. It’s something that we loved doing together and I feel close to Owen when I go out for a walk. “That’s why I signed up to Castle Night Trek, it really resonated with me as it’s something I know Owen would have loved to have done – especially taking on the challenge in the dark!”

Speaking about why she wants to support Chestnut Tree House, Gemma says “Six weeks before Owen died, Chestnut Tree House became our home, and we were given the most precious time to step back from the illness and the medication and focus on us, our family. “They had space for us all to stay, including my mum who shared a room with my daughter Esther to support with her care as she was only four years old. I couldn’t bear for the children to be separated, and the kindness shown to all of us was endless. The cook even asked Owen what he wanted to eat, every day – usually roast dinners, pâté on toast, olives and ice creams! “Most importantly, Owen stayed in the Hedgehog Room, a room that overlooked the woods, as they knew he’d always loved the outdoors. It’s hard to put into words how important little things like that are. The depth of care and thoughtfulness at Chestnut Tree House is what makes it unique. “It was often hard to accept Owen’s illness and impossible to imagine a

future without him. But Chestnut Tree House would tell me – ‘This is why Chestnut Tree House is here, it’s for people like you’ – and I will be forever grateful to them. “I don’t know what we would have done without Chestnut Tree House. At that extremely difficult time they helped us with everything. Owen stayed in the Stars bereavement suite, and they helped us plan his funeral and made sure that his sister Esther was involved as much as possible. She spent time with Owen once he had passed and helped plan the funeral. Without Chestnut’s support at that time, I don’t think Esther would be where she is today with her grief. “I’ve signed up for Castle Night Trek as I want to fundraise to help Chestnut Tree House. So that they can continue to provide their care and help others through their own difficult journeys.”

Castle Night Trek will take place on Saturday May 14th 2022 at Herstmonceux Castle. The trek is open to everyone aged 14 years and over (participants aged 14-16 years must be accompanied by an adult). Sign up with your team and get your seventh place free! Find out more and register at www.chestnut.org.uk/ castlenighttrek

BUSINESS

The biggest security threat to your business could be your employees By Chris White, Police Detective Inspector and Head of Innovation at The Cyber Resilience Centre for the South East A phrase you may well be familiar with is ‘accidents happen’. Whilst this is also true when it comes to cyber security, an accident could be all it takes for your business to suffer at the hands of a cybercriminal. At The Cyber Resilience Centre for the South East, we receive a weekly round up of cyber incidents that have occurred across the region. These incidents are reported to the police by business owners, with all these incidents causing a level of disruption to the business.

This may be a moderate disruption, or it may have had a huge impact on their service delivery. Many of the incidents that are regularly reported could have been prevented with the implementation of basic cyber security controls. Also last year it was reported that 95% of cybersecurity breaches are caused by human error, meaning that unintentional actions or lack of action led to a security breach taking place. With 54% of small business owners not providing regular training on cyber security, this figure of 95% will only increase.

As a small business owner, you may believe that you have nothing of value to a cybercriminal. Sadly, regardless of the size of your business, you are a source of money, data and are likely to have a reputation all of which are of interest to cybercriminals. The money your business makes could be stolen, your company’s data could be revealed to everyone on the internet, and your brand could be damaged or impersonated. All of these assets can be protected by your employees, who are often the front door or the first line of defence for a small business. It’s rather like a night club having trained security staff on the door to protect other customers and the venue, and to also spot when something isn’t quite right. Regardless of the type of business that you run, the responsibility and need for your employees to be trained appropriately in order to protect your business and raise the alarm when something doesn’t seem right is key. Cyber security has thee areas: people, processes, and technology. When looking at pe ople aspe ct, the

BUSINESS

note to say a massive thank you to the team who delivered a great training session to our staff this week. I have to say, mostly they find IT deadly boring and probably groaned when they saw my email to book into the training session! However, we got some really positive feedback and they all stayed engaged right to the end. I definitely think they all went away feeling much more in control and better placed to identify security risks, for the work and their personal IT security at home – which is really important now that more of them are working remotely too.” Training your employees will come at a cost, whether it’s a financial or time related, but the cost of a cyber-attack is far higher. In fact, businesses on average are spending at least £8,460 to fix the immediate damage and then spend a further day recovering from a cyber incident. With your employees being your first and last lines of defence, isn’t it worth the investment?

The money your ❛❛ business makes could be stolen, your companies’ data could be revealed to everyone on the internet, and your brand could be damaged or impersonated ❜❜ Information Commissioner’s Office (ICO) sets clear expectations that staff are to receive induction training prior to accessing data, which must take place within one month of their start date and they must have refresher training at regular intervals. However, most small businesses do not have the ability or the budgets to run regular cyber security training for their teams. To help bridge the gap of the availability of affordable cyber security training, the police-led Cyber Resilience Centre for the South East can deliver security awareness training. The training is broken down into modules to make it

straightforward for all team members to digest, and these modules can be adapted to specifically suit your business. The content covers security training for you as a person and you as an employee, as our cyber hygiene behaviours can be easily implemented at home and within the workplace environment. The Security Awareness Training that we deliver has been accredited by the Continuing Professional Development (CPD) Certification Service meaning that your employees and your company will receive a certification which can be added to personal training record and your company’s CPD portfolio.

Learn more about the security awareness training service offered by The Cyber Resilience Centre for the South East or discover the full range of services at www.secrc.co.uk/services. If you would like to help guard your business from cyber-attacks in the same way you would protect your premises against fire and flood, we offer free membership. This gives you access to regular simple, easy to follow guidance, tools, and resources as well as the opportunity to have a jargon free 1:1 conversation to help you understand your current business cyber related risks.

We recently delivered the Security Awareness Training to the Thames Valley Partnership who are a charity based in the South East region. The partnership works with organisations operating within the Criminal Justice system and allied services to provide long-term solutions to the problems of crime and social exclusion. A representative from the Thames Valley Partnership said: “Just a short

Learn more and sign up for free at www.secrc.co.uk/membership

BUSINESS

‘Let’s Do Business Finance’ discusses how modern day high street bank loan approval processes have lost the human touch resulting in declining approval rates across the sector

Putting the feeling back into Business Finance Business loans are extremely common, and are normally the first port of call for SMEs when looking to raise capital to grow their business. In 2019 45% of SMEs used external finance, which had increased from the 36% reported in 2018 and this figure is expected to continue to grow. Applying for any business finance used to be a case of making an appointment with your Bank Manager, sitting down for a chat about your plans and going through your forecasts. In the modern world, the relationship between businesses and the bank has become purely transactional. With the rise of technology and developemtn of

algorithims, most of the application process has become automated, with facts and figures making all the decisions, removing the element of gut feeling and belief. This has resulted in mainstream banks mostly opting to fund the larger businesses, or very low risk automated decision making , with SMEs struggling to acquire the financing they need to grow. Barriers such as lacking a track record, credit history, or minimal collateral make lending to smaller enterprises unappealing to traditional lenders, with 40% of loan applications being declined. After facing these repeated setbacks, many SMEs appear

❛❛ I’ve never been able to get funding from a

mainstream bank. It’s been so frustrating as we had a history of repayments, but they just wouldn’t accept it. Something that has been so refreshing in dealing with Let’s Do Business is that you are dealing with a human being that’s actually talking to you, and listening to you, as well as looking at the figures. They look at the whole picture and not just the piece of paper Brendan West, Laptop Station, Eastbourne

❜❜

to have ‘given up’ on growth as it has been reported that ‘In the UK over 73% of SMEs would rather grow more slowly than try to borrow’ , and over one million – or 17% of all SMEs – citing access access to finance as a major obstacle to growth. But like a raincloud after a period of drought, there is a silver lining. Community Development Finance Institutions (CDFIs) like Let’s Do Business Finance, are devoted to servicing those who are overlooked by mainstream lenders, helping them not only with their financing needs, but also with dedicated business support to ensure that they are getting the right product, the right amount and at the right terms. Over the last five years, CDFIs have lent over £1bn to small businesses unable to get finance from the banks. They act as important delivery partners of government programmes such as Start-Up Loans, Coronavirus Business Interruption Scheme (CBILS) and Re c over y Loan S cheme (RL S), supporting the creation, survival and ongoing recovery of SMEs all over the UK.

BUSINESS

Let’s Do Business Finance, which, as an accredited delivery partner of the British Business Bank, provides Start Up Loans, Growth Loans and the Recovery Loan Scheme to businesses across the South East of England. We have a reputation for an individual, human approach to lending. Opting for the ‘old school’ approach to approval, we really get to know our customers, basing the decision not only on what figures say but on the person/people behind the business too. As well as submitting the required paperwork, the application process includes a consultation with an experienced business manager, giving you the chance to really explain your plans and goals, while allowing LDBF the opportunity to really understand your business before a final decision is made.

❛❛ I think Brendan’s comments say it all in terms of our

approach and how we do things. Using technology and algorithms makes sound business sense for shareholders of mainstream lenders and funding platforms, but we’re about getting under the skin of the business to make our decisions. And with the Start Up Loans eligibility criteria expanding to include businesses trading up to 36 months, we’re looking forward to helping even more businesses start up and grow following the effects of the pandemic

❜❜

Sean Dennis, Deputy Chief Executive, Let’s Do Business Group

Our approach at Let’s Do Business Finance is something that is widely commended and respected amongst the business community, resulting in a

host of referrals from previous customers, and repeat borrowing as those businesses continue to grow.

If you are looking to grow your business, but are unsure what business financing might be best for you, then do get in touch by emailing info@ldbgroup.co.uk or visiting our website at www.letsdobusinessfinance.co.uk

ECONOMY

› COM M E N T STUART JOHNSTONE

Managing Director, London and South East, Corporate and Commercial Banking

“January data revealed a positive start to 2022 for the South East amid a quicker expansion in private sector activity. Growth stemmed from greater client demand following the relaxation of virus-related restrictions and increased consumer confidence. At the same time, firms were optimistic following plans to broaden product offerings and hopes to secure greater investment. Meanwhile, head-counts continued to rise sharply as firms sought to grow their output levels in anticipation of higher customer numbers over the course of the year. “There were, however, worries surrounding shortages and price pressures, which has been a common theme over the last year or so. In fact, input price inflation quickened to a near-record high amid surging fuel, energy, transportation, raw material and wage costs. Concerningly, sharp inflationary pressures look set to continue over the course of the year with energy costs rising rapidly.”

NATWEST'S MARKET ANALYSIS NEW BUSINESS INDE X

sa, >50=growth since previous month

DEMAND AND OUTLOOK NEW ORDER GROWTH REBOUNDS IN JANUARY

56.3 Jan ‘22

New business received by private sector firms in the South East rose at a sharp and accelerated pace in January, thereby stretching the current sequence of growth to 11 months. According to panel members, new order growth was underpinned by the relaxation of some virus-related restrictions and higher customer numbers. New orders in the South East rose at that the same pace as seen across the UK as a whole.

60 50 40 30 20 10 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22

FUTURE ACTIVIT Y INDE X

sa, >50=growth expected over next 12 months

79.8 Jan’22

SENTIMENT REMAINS AMONGST STRONGEST IN THE SERIES’ HISTORY

Firms in the South East maintained an optimistic view towards output levels in the year ahead. Panellists mentioned hopes for a return to normality, greater investment, plans to broaden product offerings and improvements in product availability. Despite moderating from December, sentiment was amongst the strongest in the series. Firms in the region were more optimistic than those across the UK as a whole.

70 60 50 40 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 Sources: Natwest, IHS Markit

Sources: Natwest, IHS Markit

ECONOMY EXPORTS EXPORT CLIMATE IMPROVES AT THE JOINT- SOFTEST PACE FOR A YEAR

E X P O R T C L I M AT E I N D E X

sa, >50=growth since previous month

The South East Export Climate Index is calculated by weighting together national PMI output data according to their importance to the manufacturing exports of the South East. This produces an indicator for the economic health of the region’s export markets. The Export Climate Index posted at 52.6 in January, down from 54.3 in December to signal a softer improvement in export conditions. Across the South East’s top five export markets, the Netherlands registered the strongest uplift, followed closely by Ireland. Germany saw a return to expansion while France noted a moderation in output growth. Meanwhile, the US recorded a marginal uptick, and one that was the softest for a-year-and-ahalf.

52.6 Jan ‘22

70 60 50 40 30 20 10 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 Sources: Natwest, IHS Markit

❛❛ January data revealed a positive start

to 2022 for the South East amid a quicker expansion in private sector activity ❜❜

BUSINESS CAPACITY EMPLOYMENT LEVELS RISE SHARPLY IN JANUARY

The upturn in private sector employment in the South East extended into January, with head-counts rising in each month since March 2021. Moreover, the rate of expansion was sharp, accelerated from that in December and was quicker than the long-run series average. Increased investment and efforts to build head-counts in anticipation of greater demand led to the rise, according to panellists. Manufacturers registered a much stronger uplift in staffing levels than service providers.

EMPLOY MENT INDE X

sa, >50=growth since previous month 65

55.2 Jan ‘22

60 55 50 45 40 35 30 25 20 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 Sources: Natwest, IHS Markit

INPUT PRICES INDE X

sa, >50=inflation since previous month

81.1 Jan’22

90 80 70 60 50

PRICES NEAR-RECORD RATE OF INPUT PRICE INFLATION

Private sector companies in the South East registered a marked and accelerated increase in cost burdens during January. In fact, the rate of inflation was the third-steepest in the series history, surpassed only by those seen last October and November. Firms reportedly faced 40% higher prices for raw materials, energy, fuel, transportation and wages. Both service providers and goods producers registered substantial rates of input price inflation, with the latter recording the steeper uplift.

40 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 Sources: Natwest, IHS Markit

LEGAL

Why it is important to extend your lease Are you aware of how many years there are left to run on your lease? If not, do make a point of checking your documents. By Amanda Lee Why is this important? Because properties become unmortgageable if the lease term is allowed to diminish and, as a result, become unmarketable. Mortgage lenders these days will usually require a lease to be extended if the remaining lease term is around 80 or even 90 years. When buying a leasehold property, although the lease terms may have seemed sufficient, we all know how quickly time passes us by.

n First, always check the commencement date under your lease (which will not necessarily align with when you bought the property). n S econdly, it is a common misconception where the leaseholder also owns a share of freehold that the flat has somehow converted to freehold flat, and that you therefore do not need to worry about the lease. This is not the case. A share of freehold only will ever be held with a leasehold interest in a flat and the lease will continue to run down unless you extend it.

LEGAL

Why is this important? Because properties become unmortgageable if the lease term is allowed to diminish, and, as a result, become unmarketable ❜❜

❛❛

n If your lease term is nearing 80 years, do not delay. Once the remaining term under a lease reaches 80 years, an additional element is included in the lease extension premium calculation, called marriage value. In simplified terms, marriage value is the difference in value of the property with or without the extended lease, and 50% of that value is added to the usual calculation. In this respect, it is part of the Government proposal to change leasehold reform that marriage value will be removed from lease extension premium calculations. However, such a proposal has yet to be brought to Parliament to discuss, and we do not know currently when it will be.

n A nother reason you may wish or need to extend your lease would be to remedy unreasonable ground rents. If you have a high or rising/ doubling ground rent under your lease, extending your lease by statutory claim is a good way to remedy and control the rent payable (reducing the rent to a peppercorn). See our Blog at www.mayowynnebaxter.co.uk/resources/2019/07/ doubling-ground-rent-clauses-andndash-how-to-fix-your-lease-and-other-faqs.

n There are other implications in terms of the ground rent payable under your lease if the annual ground rent is £250 or more for properties outside of London, or more than £1,0 0 0 for proper ties within London, (at any time throughout the lease term). For leases that fall into this category, they would be termed an Assured Tenancy in accordance with the Housing Act 1988. As such, and unless your lease contains a specific exclusion, if the Landlord should apply to Court in respect of arrears, the Court would have no jurisdiction or discretion other than to issue an Order that the lease be forfeited. n Finally, consider your plans for the property and your personal circumstances. Do you envisage moving at any point in the future? Might you have to re-finance or remortgage? Do you wish to retain value in the property for inheritance purposes for your family? If the answer is yes or maybe to any of these questions, you should consider extending your lease.

You can find more information on the subject of extending leases on the resources page on our website. Amanda Lee Enfranchisement Executive Direct Dial: 01342 310601 alee@mayowynnebaxter.co.uk

FINANCE

By Jake Standing, Partner and Head of Business Advisory at Kreston Reeves

SHAPING YOUR SUSTAINABLE FUTURE Business priorities naturally change and evolve in response to the political, economic, socio-cultural and technological environments. Sometimes, those priorities need to change almost overnight, as we saw with the pandemic, and in other instances, change will happen over many years. Businesses have over the past decade looked to minimise the impact they have on our planet by reducing their carbon footprint or adopting new sustainable business practices. In our research and report, Shaping your future, over half (51%) told us that they are to a ‘greater extent’ and a further 36% to ‘some extent’ becoming more sustainable and purpose-led. There are many compelling reasons for every organisation to change the way they do business, not least of which is to help protect our precious planet. We will touch on two reasons - attracting and retaining staff and winning new business – in this article. But first, it might be helpful to share the Kreston Reeves journey as a way of illustrating where a business can start and, importantly, measure its progress.

UN SUSTAINABILITY GOALS

It is perhaps a cliché but one with an element of truth in that accountants like to measure activity. That is why when Kreston Reeves started its sustainability journey, we looked to the UN sustainable development goals (SDGs) and standards held by B Corps. There are 17 SDGs in total, with each goal having clear targets and a programme to help businesses achieve that goal. Not all 17 SDGs are relevant or achievable for businesses. Kreston Reeves identified four achievable goals in which to define its progress: ‘Good health and wellbeing’, ‘Quality education’, ‘Reduced inequalities’ and ‘Climate action’. We report on our progress against these SDGs every year, alongside our wider charitable and corporate social responsibility activity in our Impact Report. It is a helpful and well-supported way for any business looking to take or build upon its sustainability journey and has helped set Kreston Reeves apart from its peers.

FINANCE

A STRONG EMPLOYER BRAND

The labour market is heating up, with staff finding it easier to move jobs and with more choice for better flexibility, working conditions and culture/values. With businesses squeezed on many fronts – for example, with increased energy costs, supply chain delays and tax increases – employers need to look beyond wage increases to attract and keep good people. A strong employer brand is critical. Businesses that have strong strong sustainability credentials where they look to make a positive impact on the environment and the communities in which they operate are at a competitive advantage. Employees increasingly want to work for an employer who does the right thing, that treats the environment, businesses in their supply chains, and their own staff in a sustainable and ethical way. This needs to be more than just words – we are alive more than ever to greenwashing – and a commitment to sustainability is a valued and powerful tool.

With businesses ❛❛ squeezed on many

fronts, employers need to look beyond wage increases to attract and keep good people. A strong employer brand is critical ❜❜

COMPETITIVE ADVANTAGE

Equally, the sustainability agenda is now firmly on the minds of customers and clients. Individuals are increasingly making ethical choices in their buying behaviours and businesses expect their suppliers to hold the same high standards they stand for. Service-led businesses and suppliers to the public sector will be particularly alive to this having for many years had to clearly state their sustainability credentials and how they are measured. And whilst this can be considered good practice, it is not unreasonable to expect legislation in the near future that will require businesses to take responsibility and reduce the impact they have on our planet. Businesses that have strong sustainable practices will naturally have a head start if and when faced with legislation.

FURTHER READING

The following resources may help businesses who are on their own sustainability journey: • Kreston Reeves Impact Report www.krestonreeves.com/impact • UN Sustainability Goals https://sdgs.un.org/goals • B Corps https://bcorporation.uk

Jake Standing, Partner and Head of Business Advisory at Kreston Reeves can be contacted by email at jake.standing@krestonreeves.com. Visit www.krestonreeves.com/shapingyourfuture or call us on 0330 124 1399.

BUSINESS The new British Chamber of Commerce Director General, Shevaun Haviland talks to Platinum. By Maarten Hoffmann

BRITISH CHAMBER OF COMMERCE

DIRECTOR GENERAL

After studying Philosophy, Politics and Economics at Oxford University, Shevaun Haviland started her career in consultancy in London and New York before joining the Walt Disney Company. She was based first in London and then Paris, where she oversaw the opening of the second theme park at Disneyland Paris. Following on from this, she started her own company and built Independents United over a period of eight years. Under her leadership, the company leapt to the forefront of the digital revolution, building social media strategies for global businesses. This took her into the world of early EdTech development for a charitable foundation and then later a venture capital (VC) backed start up called Dot Native. She was then head - hunted by Government and spent five years in the Cabinet Office and No.10 managing business partnerships. During this time, she built and ran the Inclusive Economy Partnership, which builds productive alliances between businesses, civil society and government to create a more inclusive society. After an intense interview process, she was revealed as the new Director General of the British Chambers of Commerce in March 2021 and took up her post in late April the same year.

Helping to steer the BCC and the Chamber Net work through the challenges of the Covid pandemic and the reality of our new trading relationship with Europe, has certainly made my first year interesting.

My original hope of getting out to visit as many Chambers across the UK as soon as possible had to become more of a virtual tour as restrictions on our ability to travel waxed and waned. Nevertheless, I was still able to make face-to-face visits to chambers including Greater Birmingham, London, Suffolk, Business West, North East England, Essex, and Glasgow, during COP 26. In all my interactions, both online and in person, I have been incredibly impressed by the knowledge, skill and dedication of Chamber staff to do all they can to make their local businesses a success. This is one of the things that I believe makes our network unique amongst business representative organisations our grassroots connection to the firms we represent. The depth and breadth of that knowledge at the local level means

❛❛ First and foremost must be action to tackle the mounting concern over the ‘cost of doing business’ crisis ❜❜

we can effectively reflect back to governments, policy-makers and politicians real-time insight that makes us invaluable. When you then add to this the 76 international affiliates we have across the world, then we truly are a unique, special and global network. This recognition of our expertise means that over the past year we have been successful in lobbying government for changes to the business rates system, an additional £150m for the Regional Angels investment programme and an extension to the £1 million annual investment allowance. And it meant that when Plan B was introduced shortly before Christmas, we were successful in calling for additional grant funding to support the hardest hit businesses. As all Covid restrictions are now starting to be lifted, we find ourselves focusing on the financial year ahead and the key priorities for the Chamber Network. First and foremost must be action to tackle the mounting concern over the ‘cost of doing business’ crisis. Chambers and their members from across the country have been telling us of surging cost pressures.

BIG STORY

Unless this is addressed, we will continue to see higher inflation and a worsening cost-of-living crisis being faced by people across the country. The cumulative effect of increasing raw material costs, soaring energy bills, rising interest rates and an impending National Insurance hike will all weigh down on firms’ ability to invest, recruit and grow. Coming on the back of the damage done to cashflow from almost two years of restrictions, huge swathes of our business communities are struggling just to keep their heads above water. The BCC’s most recent Quarterly Economic Survey found that almost 1 in 4 firms (23%) reported a decrease in their cashflow at the end of 2021. Recovery from the pandemic and spiralling costs and inflation are not the only challenges that the UK economy faces. Chronic skills shortages and weak investment levels are creating a significant drag on the economic potential and prosperity of our regions and nations. Addressing these critical areas will be vital to both ‘levelling up’ communities around the UK and for the transition to Net Zero. That’s why the BCC will soon be launching Renew, a follow-on from our Restart and Rebuild blueprints published in May 2020 and June 2021 respectively. Renew sets out the key steps we believe the Government must take to address these current pressing issues and create a better businesses environment that will power the recovery from Covid.

❛❛ There is a real

danger that smaller businesses will get left behind unless politicians and business leaders come together to galvanise action ❜❜ Our proposals include steps to ease the impact of surging costs, establishing a contingency framework for the longterm management of the pandemic, boosting business investment and addressing the chronic skills shortage. We’ve listened to the Chamber network on all of these issues, and we believe if the government takes our advice, then the economy will truly have a brighter future where businesses can thrive. Chambers of Commerce were built on international trade, and this is another area which we believe can make a significant contribution to the UK’s longterm prosperity. In January we launched our Trade Manifesto with the aim of doubling the number of UK businesses which export. The UK is bursting with amazing companies offering goods and services that are high quality, sustainable and well designed. There are hundreds of overseas markets which are crying out for what we can offer.

Yet only 10% of UK businesses are currently involved in exporting when our research shows that firms trading overseas are more productive, innovative and resilient. So, it’s vital we now recruit a new generation of exporters to help take our overseas trade to the next level. We are standing at a moment where we can seize the opportunity to be in the vanguard of a world-wide revolution in new technology, digital services and Net Zero innovations. Accredited Chambers of Commerce have all the tools necessary to equip these new recruits and allow them to trade with confidence. Our Chamber Customs service can also provide training, advice and brokerage to help goods clear UK borders with as little fuss as possible. Our research shows that overseas trade fell off a cliff in early 2020; just 8% of UK exporters saw any increase in the second quarter of that year. Almost two years later and the figures are still way below where they need to be, with only around a quar ter repor ting improvement. We are using our entire Global Business Network and will do everything we can to help firms explore the amazing possibilities that are out there. But more also needs to be done by government to support UK companies that have had to battle with rocketing costs, disrupted supplies and reams of new paperwork in Europe. If we all work together to take action, then we can revitalise our export growth and help power the UK’s economic recovery. Throughout all of this it is also vital that we do not lose sight of the UK’s commitment to be Net Zero by 2050. This is a golden thread that must run through all that we do. If we are to achieve that aim then businesses must be put at the heart of the strategy. They will be the ones that create and produce the technology to allow us all to live greener lives and will be vital in driving the consumer behaviour required to reach Net Zero. It will also be business that provides one of the biggest dents in CO2 emissions by making the transition themselves.

BIG STORY will then become much easier for firms to make their plans with confidence and work out how they can finance them. But as a network we must also look to ourselves and consider what we can do to help our membership make this shift. Finally, I want to give a final word of praise to the Chamber Network for the fantastic support we are giving to International Women’s Day (IWD). There are currently 15.5 million women in the UK in work, that’s 71.8% - a higher proportion than in the US, Europe or Japan. The gender employment gap is now down to 6.3 percentage points, the lowest it has ever been. Everyone understands the imperative, but our research also shows that for many firms, especially SMEs which make up around 99% of all UK businesses, reaching Net Zero is not a top priority when they are still struggling to keep their heads above water following the pandemic. There is a real danger that smaller businesses will get left behind unless politicians and business leaders come together to galvanise action.

❛❛ There are currently

We know that many larger firms are reaching out to help smaller businesses within their supply chains to adapt and adjust. The BCC has developed a Net Zero hub, in partnership with O2, to provide businesses with a one-stop shop on everything they need to know about setting and achieving Net Zero targets. Many chambers are also working with their members to help them develop their plans to become carbon neutral.

vehicle charging points will become commonplace; how our freight systems will be decarbonised, and our energy sources diversified and stabilised; and more.

But with so many business sectors making up the economy, the pathway to Net Zero will not be the same in each one – farmers, builders and accountants will all need to take different routes. What we are still lacking from Government is much of the detail about how, in practical terms, the UK will do this. Clarity and certainty will drive confidence to invest. For example, what support will be in place to reduce or spread some of the costs associated with making the transition?

15.5 million women in the UK in work, that’s 71.8% - a higher proportion than in the US, Europe or Japan ❜❜

We must keep up the pressure to get the answers and policy decisions that we need. Once we have that full picture it

At the BCC, we are also working hard to become more representative. Research in 2021 showed just under 40% of our 123 strong chamber and business group network had female CEOs or Director Generals. But there remains much to be done. This year’s IWD theme is #breakthebias and there are still areas we need to focus to help the young girls and women of today to aim higher. Latest research from the FTSE Women Leaders Review reveals just 8% of FTSE 100 CEOs are women and only 13.7% of executive directorships. That’s why the BCC is hosting a special panel event on IWD which will be led by BCC Chair Sarah Howard. It will involve high-profile business leaders discussing what business can do to encourage more women into senior roles in organisations. And I’ll be in conversation with our President Baroness Ruby McGregor-Smith. The BCC will also be publicising activities across the Network to make International Women’s Day a truly chamber-wide event, and make sure we keep the momentum going throughout the rest of the year. But it’s been clear to me from day one, from all of my face-to-face and online conversations with people across our amazing network, that supporting equality, diversity and opportunity is something we are all behind.

We need to know how businesses will be supported to switch from industrial scale heating systems; when electric

BUSINESS

Steps to enviromental management One in five contracts are under review as large businesses struggle to ascertain their scope 3 emissions*. How can LoCASE help your business? With the Steps To Environmental Management scheme The aim of this free business support is to facilitate the reduction of carbon emissions across the South and East by providing training, tools and resources to small and medium enterprises to implement an environmental management system or plan. This is delivered by the LoCASE partnership across three levels: Blue, Silver and Gold. Each SME completes a stage, moves on to the next level and achieves accreditation.

In the SILVER and Gold sessions, we build on the basics from the BLUE level workshop/training and cover the following topics: n Assuring compliance obligations are met n Setting objectives and targets n Measuring environmental performance n Establishing methods of communication and training n Agreeing your roles and responsibilities.

Positive reasons to join the STEM workshops: n It’s free n Even with no prior experience, tools and information are provided to allow an organisation to build an environmental management system from scratch n Those with an existing system can use or borrow from tools provided to update or streamline their existing system n Able to pose questions to staff with background and knowledge in environmental management. n Workshops serve as a good place to network with likeminded organisations n Accreditation recognised by a range of local organisations when tendering for work n O rganisations report implementing energy saving measures and the like to help meet targets set during workshops, often making financial savings n Through the workshops participants are often made aware of other free services or resources available to them, both from other organisations and LoCASE itself, including events such as conferences, grants or subsidised stand spaces at exhibitions.

You’ll again have the chance to share views and experiences with others, helping you move to the next stage of improving your environmental performance further.

The main achievements of the scheme include being recognised by a number of councils across the South East in their pre-qualification questionnaires to satisfy their basic environmental

In the BLUE introductory session, we take firms through what it means to have an environmental policy, what to include in (and how to carry out) a baseline assessment of your activities and impacts. You’ll have the chance to share views and experiences with others, learn more about new opportunities which might be relevant to your operations and ultimately prepare you for moving to the next stage of improving your environmental performance and potentially reducing energy costs. There’ll also be guidance about other support available to you in the region.

requirements. Brighton and Hove, Oxfordshire and Sevenoaks among others have all helped to deliver the scheme. n Over 500 businesses have undertaken at least one level of the scheme. n The scheme has obtained supporting statements from both IEMA (Institute of Environmental Management & Assessment) IEMA (Institute of Environmental Management & Assessment) IEMA (Institute of environmental assessment) and the Carbon Trust. n Businesses can use an environment management plan to deliver energy saving projects and unlock LoCASE funding to support these activities. * Scope 1 and 2 emissions are a mandatory part of reporting for many organisations across the world and relate to systems that are within reasonable control of an entity, such as onsite and purchased energy. Scope 3 emissions are centred on sources of emissions that are more external to a specific organisation, such as those across the supply chain. GET INVOLVED The Low Carbon Across the South and East (LoCASE) programme is designed to help SME businesses across Kent, Greater Essex, Surrey, Sussex, Hampshire and the Solent area make the transition to a low carbon economy. The Programme helps green SMEs grow and improve their resource efficiency through funding and business support. LoCASE is funded by the European Regional Development Fund (ERDF) as part of the European Structural and Investment Funds Growth Programme 2014-2020.

To find out more, visit the website at www.LoCASE.co.uk

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EVENTS

Keynote Powerhouse at the Sussex Business Show Network Xpress’ latest show arrives with a bang in Sussex on May 5th, and it’s the biggest one to date. With a refreshed style and feel, this event further cements the company’s profile on the B2B scene. Director, Sonny Cutting has a strong reputation from hosting trade shows with a twist. He brings together game-themes with pioneering conferences offering innovative B2B services. The combination offers an experience of energy and opportunity.

Bradley Hatchett, Network My Club

Kristina Pereckaite, South East Angels

Network Xpress demonstrates what is possible with the creation of the Sussex Business Show. The hybrid event showcases Sussexbased powerhouse speakers from the local region. It will also bring together twelve masterclass leaders, each who will share invaluable insights. Our opening keynote speakers are ready to deliver an unbeatable series of powerful talks. Please welcome to the stage our keynote speakers: Bradley Hatchett of Network My Club; Penina Shepherd of Acumen Business Law, Kristina Pereckaite of South East Angels; and Sam Thomas of County Business Clubs. The speakers will offer refreshing perspectives on all things business, and will start the day on a high. Bradley Hatchett brings humour and invaluable experience of both the best and worst of networking. Network My Club is a networking organisation spread across the South East. Having delivered hundreds of events, both in-person and online, Bradley has seen it all.

Penina Shepherd, Acumen Business Law Sam Thomas, County Business Clubs In his talk, he will share the principles, mindsets and approaches of the ‘best networkers’. He will debunk the networking myths, and share his own tips to help you build better and longer lasting relationships. So, if you’ve said before that ‘networking doesn’t work’, or you are looking to improve your methods, this talk is for you. Look out for: ‘The mindset to making your networking work.’

investors and how her company, South East Angels do it differently. So, if you’re wondering what you should know about investing, Kristina will not disappoint.

Kristina Pereckaite, the founder of South East Angels, is renowned for her skills and expertise in investment and funding. She will be sharing insights on ‘How investing is shaping our future’.

If you’re looking for inspirational ideas and networking tips, then you’re in the right place. The Sussex Business Show is set to deliver above and beyond.

Her talk covers topics such as how investors should re-evaluate their objectives, how more of us can become

Find out more by visiting sussexbizshow.com for event info or @SussexBizShow on social media. The new County B2B event showcases on May 5th at the South of England Event Centre in West Sussex. Contact Sonny or Lyndsey for details directly on 01273 833 222 or hello@sussexbizshow.com

❛❛ The speakers will offer refreshing perspectives on all things business, and will start the day on a high ❜❜

Penina will pose the question: “What do most people get wrong about business law?” and Sam will speak about “Learning the lessons of failure to define future success.”

BUSINESS

Intellectual property and your new business How to identify intellectual property (IP), understand what type(s) your new business has – and know what to do with it. At the Business and IP Centre (BIPC) Sussex, we work with many start-ups around their intellectual property (IP). We’d be lying if we said every start-up who walked through our doors understood the ‘why’, the ‘when’, or even the ‘what’ of IP beyond having ‘something to do with information.’

The Intellectual Property office (IPO) is the official UK government body responsible for IP rights including patents, designs, trade marks and copyright. Internationally, regulations vary so head to the World Intellectual Property Office (WIPO) for clarity when thinking about your IP abroad.

It’s our mission to help start-ups and growing businesses understand what IP is, what IP their company has, and how to finance or protect it. So, let’s get to grips with the basics here.

So what is IP? How do new businesses recognise their IP? What do they need to do once they know they have IP? Can they register it, protect it and even monetise it?

Each type of IP has different regulations, expiry deadlines and costs involved but fundamentally it refers to creations of the mind, such as inventions; literary and ar tistic works; designs; and symbols, names and images used in commerce. IP is a protectable, physical idea which is an asset of your company if you ever sold it. Plus, IP itself can be licensed or sold, bringing in revenue and working to increase the bottom line. By ‘physical idea’, this means someone cannot simply call the IPO saying they’ve thought up a continuous motion machine – the IPO will ask for diagrams, descriptions and details in order to register it.

BUSINESS DIFFERENT TYPES OF INTELLECTUAL PROPERTY: n Copyright The odd one out, and yet the most common type of IP as it is free and automatically attributed when someone creates something artistic (drawings, paintings, music, literature, films, broadcasts and so on). Copyright is too daily occurring to be registerable like the other types of IP. If you were to doodle something whilst reading this article, it would be copyrighted to you as copyright is automatically assigned regardless of skill or artistic merit. You may have spotted the problem though – it’s so commonly occurring that in this internet age, many people don’t know what the laws are, and infringe (use copyrighted works without permission) with even realising they’re doing it. Moreover, ignorance is not an excuse.

❛❛ It’s our mission to help start-ups and growing businesses understand what IP is, what IP their company has, and how to finance or protect it ❜❜ n Trade Marks Arguably the most common type of registered IP, trade marks (you may be more familiar with the terms brand or logo) is the recognisable visual trading mark of your company and/or service/ product. To emphasise the power of trade marks, you need only think of the golden arches, the big tick, the fruit with the bite taken out of it to realise how strong trade marks can be. And these can include not only a piece a text, colour scheme, image but a jingle, company character or mascot (desert dwelling mammal in a red velvet smoking jacket, anyone?). Do not underestimate the power of trade marks. If you ever sell your company, its trade mark will be a financial asset of your company, not just a pretty picture. After all, brands can be a mark of reputation, trust, and reliability for customers. That kind of loyalty can have value.

n Registered Designs Only applying if your company creates products, this is all about the aesthetics of products. The shape, texture, colour, size and fabric of a handbag, the curves, aesthetics of a chair, even 2D designs like registered patterns. To avoid the chance of people studying their design, changing one detail then registering it as something new, it is common for registered designs to come with a small number of variations on the design, so that the main design and the variations will all be registered and protected, making imitation harder. n Patents Ah, inventions! Registering a patent is the most expensive and longest process of them all. Patents are all about how something new and original functions. The application forms are incredibly specific (which makes sense, as they have to protect your invention). The application must be clearly defined so there can be no excuse for infringement. Expect requirements for detailed diagrams, highly technical descriptive text, and a long list of classes to register in. It’s certainly worth ensuring you have a patent attorney (solicitor) handy to check over your application! To sum it all up, if you’re not sure about the IP your company holds (and believe us, your company has some) get in touch with BIPC Sussex. We can help you identify what is permissible to register, how the registering process

Ice Cream mold and disher. Patented Feb 2, 1897. works, how to speed it along, and conduct a ‘prior art search’ with you if necessary. We can also show you tools to estimate the value of your company’s IP, and how to identify it, protect it, and what to do if an infringement does occur. When it comes to helping you identify IP and finding out how it can work for you, we’re here with free advice and support.

Get in touch today! Email bipc@brighton-hove.gov.uk or visit www.brighton-hove.gov.uk/bipc

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FINANCE

By Daniel Morgan, Managing Partner, Haines Watts Esher

How a digital approach can benefit your business CHANGE IN MINDSET As with any change in your business, it is vital that you communicate this well to your teams. The idea of automation can be intimidating so it’s important that you pitch this not as something that will replace jobs, but something that will allow your people to grow in their role and focus on the more exciting parts of the business. Automation brings efficiency and your people bring the insights based on the information your automation has delivered.

Part of running a successful business is utilising the tools at your disposal. Automation gives your finance team the headspace to focus on insight generation rather than being stuck gathering and processing numbers. But not every business has embraced this change. THE BENEFITS OF IMPLEMENTING AUTOMATION The overall objective of automating your financial processes is to allow you to get more from your data. This is achieved through: n Time saving – your team are freed up to focus on more meaningful work spotting trends and patterns in your numbers while your systems process the data in the background. n Real-time reporting – when automation is set up well, you have up-to-date, real-time financial data. This gives you a clearer picture of your finances and can focus on pivotal parts of the business, like sales, revenues and costs etc. n Reducing human error – by automating the data-entry process, you also remove the potential for mistakes. It’s extremely rare for the software to get the calculations wrong, so by opting for an automated process you reduce the human errors and improve the overall quality of your business data. These tangible benefits lead to greater knowledge of your business and its strengths and weaknesses which allow you to look to the future more accurately.

IMPROVED FORECASTING One of the key benefi ts of setting up a clean, streamlined digital business system is the impact it has on your ability to deliver deep forecasting – and offer a line of sight of both the positives and the negatives in your numbers. Your reporting can be tailored to track relevant subsections such as region, branch or product. And this deeper view of your numbers is a bonus when it comes to monthly board meetings, understanding performance and making the most informed decisions. Forecasting is about being able to demonstrate what you actually know vs what you think you know – and having the data and evidence to back it up. Even using the simplest forecast templates, you can start to spot opportunities and resolve key financial challenges. Having the ability to deliver more positive outcomes and to get in better control of the next stage of the business.

In order for your digital systems to deliver valuable reports your teams will need to embrace the data with confi dence. This means that implementation will be the key to the success of your digital transformation. Working with an experienced advisor can be really beneficial here. It is also important to measure where the gaps are in your teams’ capabilities. You’ll need to look at both the traditional functional skills of the role as well as soft skills around strategy. This may result in new hires or additional training of your existing people so that your teams can flex and grow with your business.

If you want to discuss how a digital approach can benefit your business, get in touch. www.hwca.com/accountants-esher T: 020 8549 5137 E: esher@hwca.com

March Case Study Course check Achieving recurring revenue is often seen as a rite of passage for a successful scale-up business. Here’s how Chris Wigglesworth did just that, going from a freelance consultant at British Gas, to cofounder of subscription-based software business Coursecheck. Coursecheck is a Brighton-based software business that provides evaluation and survey platforms designed specifically for anyone running training courses. The idea for Coursecheck came about when Chris gained the first-hand experience of running a training business - he found that collecting feedback from people at the end of a course was labour intensive and often delivered little value to the training business. Seeing this pain point in the market, Chris set up Coursecheck as an affordable off-the-shelf survey tool, targeted directly at business organising training courses. Chris started out on his entrepreneurial journey as a freelance consultant at British Gas, before an opportunity arose to form a company to take on larger IT projects. When asked about his motivations for starting and growing a new business, Chris tells us that he is excited by the idea of creating a successful subscriptionbased software business, and particularly enjoys working with highly-motivated people in the course of doing so.

Today, Coursecheck enjoys the custom of many loyal customers. Looking forward, Chris tells us that the next goal would be to scale up the business, and the company is currently seeking the most efficient way to achieve this. In a notable development, Chris is now speaking with potential partners in Australia. Looking further on the horizon, Chris plans for Coursecheck to gain the attention of potential investors. Says Chris, any business with recurring revenues has the potential to be hugely valuable - and hopes that one day, Coursecheck would get some knocks on the door. As with any business venture, Coursecheck has faced its fair share of challenges along the way. Chris points out that sales is the lifeblood of any business, and that it has been particularly challenging finding the right mix of people to drive sales. Looking back on his journey so far, Chris says that one thing that he would change would be to re-invest the capital raised at a faster pace, and tells us that doing so could possibly have accelerated the growth of Coursecheck earlier. As an entrepreneur on the NatWest Accelerator, Chris found the coaching sessions particularly useful - according to Chris, he was able to discuss the

challenges facing his business with his Acceleration Manager, and guiding him find answers himself. More importantly, the increased accountability associated with answering to a coach meant that Chris and team were always driven to get things done according to plan. To entrepreneurs who are just starting out, Chris offers the advice that we are all eventually going to make mistakes - and that one would do well to accept that from the outset. He explains that it is much better to act promptly once we know we’ve got it wrong, so that we can shift quickly to a different approach. After all, it is easier to make such changes as while a business is still small, and early-stage entrepreneurs would do well to take full advantage. He also reminds us that at the end of the day, it is all about the customer - after all, what Chris finds most rewarding as an entrepreneur is hearing how much his customers love Coursecheck, and seeing his team get a kick out of such feedback too. If you know anyone running training courses, Chris and team would love to help them use customer feedback to improve quality and win new business. Find out more at Coursecheck.com

Selling, buying or starting a business? Call us on 0800 84 94 101 Offices across Sussex

www.mayowynnebaxter.co.uk

BUSINESS PROFILE

30 YEARS AND COUNTING Haulaway Limited celebrated its 30th Anniversary in June 2021. Owner Colin Holloway is assisted by his wife Julie and three children – Lisa as office manager, Sam as logistics manager and Cara heads up HR and along with approximately 45 loyal staff there has been a steady growth of the company. Our opinion has always been that a key factor of success in a company is a great team of workers, many of whom have been with us for over 15 years. We feel it is important to look after our employees and we see them as an extension of our family. Indeed, pre-pandemic, team-building activities were often held. The company started with a single Tipper truck hauling aggregate and various other materials. We then purchased a concrete crusher servicing the construction industr y in the surrounding area. Soon after we

decided to venture into the waste industry and in 1997, our current premises were purchased. The necessary license was obtained from the EA and the exciting work began on building our Waste Transfer Station. Initially with an open area for the sorting and storage of skips along with the crusher, we then progressed to put the majority of the site undercover. Not long after, a large investment was needed in the form of a picking line with different bays to segre-

gate the different waste streams in order to recycle a large proportion of the waste that was brought onto site. We also run a door-to-door service for our local residents in Hailsham collecting paper and cardboard which is brought back to the depot and baled and sold, and a donation is made every month to a local charity St Wilfrid’s Hospice. We also sponsor the local rugby and youth football team amongst other organisations as giving something back to the community is of great importance to the family. With an ever-increasing fleet of skip lorries together with a Grab, roll-on roll-off lorry, over 900 skips, and a customer base in excess of 500 companies, it soon meant that the Hailsham Depot was running at full capacity and in order to progress further investment was needed.

BUSINESS PROFILE needed to run the facility and by January this year, the site was fully up and running.

❛❛ In 2007 a large site a couple of miles from the

Hailsham Depot was purchased, the vision was to enable the company to recycle as many different waste streams as possible❜❜ In 2007, a large site a couple of miles from the Hailsham Depot was purchased and the vision was to enable the company to recycle as many different waste streams as possible. Planning permission was obtained for a 1,000 sqm building and construction was soon underway, baling recyclables on a small scale. It soon became clear that a much larger building was required in order to service the South East’s needs for recycling. Haulaway is very focused on sustainability and so a fur ther planning application was submitted and with assistance from East Sussex County Council and plan-

ning consultants, Waterman Group, this was achieved. In order to take on such a huge project, funding was required. We were introduced to our local NatWest team in Brighton, led by Dan Sibley and his colleagues. They really took the time to understand our requirements and fully supported us along our journey. In turn, we built a 4,500 sqm building and fully developed the whole of the site. On November 21st, a 51-metre long picking line was installed by Kiverco, along with various pieces of new plant

We also run six 44-tonne artic walking floors enabling us to haul the local Council Dry Mixed Recyclables (DMR) to various sites and on return, collect hard plastics from different areas. These are then brought back to our facility where we sort and separate the different polymers to be baled for further recycling. Cardboard is also baled on a large scale and sent for export to various countries. We currently collect mixed plastics from seven regions in the South East, either under our own transport or direct supply from leading PLC operations and independent waste companies, they are: East Sussex, West Sussex, Surrey, South London, East London, West Berkshire and Kent. We have had enquiries from all over the country so looking ahead to the future, there seems to be no limit to the potential for growth within the company.

Contact: Premier House, Apex Way, Hailsham, East Sussex, BN27 3WA www.haulaway.co.uk

INNOVATION

FROM INSPIRATION TO EXECUTION Get a free crash course in innovation with the Lean Innovation Series

The ultimate aim is to provide a springboard for Covid recovery by building a stronger community of SMEs, a support network and the tools, resources and impetus to keep testing new ideas in the face of a difficult climate for businesses.

Sussex Innovation is on a mission to inspire entrepreneurs, sole traders, micro-businesses and team leads across the region. Filming has begun on a new ‘Lean Innovation’ TV series, which will spotlight insights, thought leadership and innovation case studies from some of the most successful business leaders in East Sussex.

“There’s a lot of mystique around the word ‘innovation’, which we want to dispel,” says Head of Innovation and Consultancy, Tanya Popeau. “We see the purpose of this Lean Innovation Series as demonstrating that any busi-

Back in the Lean Innovation studio, host Doug Faulkner speaks to these entrepreneurs alongside Sussex Innovation’s coaching and consultancy team, with experts from the University of Sussex Business School sharing cutting-edge business management theory. Later this month, the full series of eight episodes will be made available free of charge to 600 businesspeople from across the county, supplemented by an online peer-to-peer networking and collaboration platform, and coaching sessions with the Sussex Innovation team. The programme is being financed by the UK Community Renewal Fund, as part of the UK Government’s response for small businesses impacted by the pandemic.

ness – from any sector, at any size or stage of their journey – can and should learn to think innovatively. “It’s not always about inventing a new product from whole cloth, or revolutionising an industry. For the series we spoke to innovators from all walks of life to show how they considered and developed their offering over time, and how any business owner could do the same by familiarising themselves with a few fundamental principles.”

INNOVATION

normalised – first, gradually over more than 15 years, and then again, rapidly, during the pandemic. “When we opened Lust!, the way sex is portrayed in here didn’t exist out there,” says co-founder, Calandra Balfour. “It was either a closed sex shop that was aimed and targeted towards men, or a ‘frills and frou-frou’ boutique. I just wanted somewhere that was fresh and fun, because that’s how I see sex… It’s that constant entrepreneurial thing of looking at the market to see what’s missing – am I being spoken to, am I getting what I want?”

❛❛ We see the purpose of this Lean Innovation

Series as demonstrating that any business – from any sector, at any size or stage of their journey – can and should learn to think innovatively. ❜❜ The programme is designed to offer a grounding in innovation theory and practice that could be applied in any business – from a sole trader or contractor building their enterprise, to management teams in larger companies looking to refresh their skillset. Some of the businesses that have shared their journeys to success for the series include highway construction company Roadways, women’s sexual wellness company Knude Society and online art retailer King & McGaw. James Bailey and Victoria Vasilauskaite explain how they went about bringing fresh talent, cutting-edge R&D and sustainable practices into a 50-year-old business since acquiring Roadways five years ago. “When we got into the construction industry, a lot of what we found was against our personal values,” says Victoria. “The way people are treated, the way the environment is treated, the lack of innovation…a lot of the change started with us finding a way to enjoy what we do.”

“Most companies saw a 60% rise in revenue over the first couple of lockdowns,” continues Emma Brown of Knude Society. “People have opened the door to this conversation, they’ve been willing to test the waters on social media and speak on sexual wellness. There’s no other thing that’s been like it in the last 50, 60 years in terms of sex innovation.”

“The change we’re looking for is for clients to recognise that the cheapest price doesn’t always give them the most value,” continues James. “With the cheapest price you can’t afford to hire a graduate chemist and cut CO2. You can’t even afford to have a strategic conversation and say ‘actually, have you thought about doing it this way, because you might save 20%?’” Meanwhile, a conversation between the founders of independent sex store Lust! and online sexual wellness company Knude Society highlights the value of understanding and responding to changing trends in your sector. Sex-positive attitudes and discussion of female pleasure have become more

If you’re a registered business with an address in East Sussex, you can register for the Lean Innovation Series completely free of charge here. This project is funded by the UK Government through the UK Community Renewal Fund.

‘Face Media Group’

INTERVIEW

What are you wearing? Danielle Reynolds

Rachel Watkyn

Sadly not, as truly sustainable sportswear is difficult to make, let alone track down and buy. This is where Rachel and Danielle come in. Rachel set up Tiny Box in 2008 to make recyclable, high quality and beautiful packaging to match the quality and ethics of the product being wrapped. It came about because Rachel couldn’t find anything to pack her range of ethical, Fair Trade jewellery in. A frustrated entrepreneur can sniff out an opportunity the way a dog can detect a discarded chicken drumstick three streets away so after a lot of research, Tiny Box was born. Fourteen years later the company has a £10m turnover and Rachel has spotted another eco-friendly gap. www.tinyboxcompany.co.uk

I interviewed Rachel Watkyn from Tiny Box Company and Danielle Reynolds from DVR Equestrian, two stellar businesswomen, about their new joint venture Aire Activewear, an eCommerce business that brings together small brands who make properly sustainable activewear for sale all in one place. Simplicity itself, I thought, a gentle eco story, pats on the back all around and home in time for tea and an organic shortbread finger. By Kate Bendix

Danielle is no shirker either. She studied fashion and business then freelanced for sportswear brands, and taught maths on the side. I mean, why wouldn’t you? In 2017, Danielle was a finalist in the Santander University of Brighton Ideas competition, sponsored by MDHUB; the prize, a year’s MDHUB membership. Off the back of this success and with MDHUB’s support she grabbed the reins

and started her own brand of sustainable equestrian wear, DVR Equestrian. Danielle is passionate about making top quality sustainable and ethical clothing. She ploughs these values into her products and says “My generation assumes that sustainable fabrics and clothing should be a given, I never realised it was a concept that needed promoting.” www.dvrequestrian.com

❛❛ In 2017, Danielle was a finalist

in the Santander University of Brighton Ideas competition, sponsored by MDHUB ❜❜

INTERVIEW

So, where did you two meet? Danielle: I met Rachel at an MDHUB peer group. I was a bit intimidated surrounded by these successful women entrepreneurs then I met Rachel, told her what I did and she was all ears. She’s become my mentor. How did the business come about? Danielle: We got talking about the possibility of Rachel investing in DVR but during Rachel’s research she spotted a much bigger niche for a multi-brand retailer for sustainable activewear. She said, “I don’t want to invest in you at the moment. I don’t know enough about the equine activewear industry but I have something in mind.” When she told me her idea it was so obvious.

Danielle: I come at it from the point of product. When it comes to sustainable fashion you look at longevity. I’ve got an eye for detail and make sure we’re getting that right. Rachel: I was researching the equestrian wear market and I said “what about the rest of the market? I Googled ‘sustainable activewear’ ‘sustainable sportswear’ and all that came up was lists of articles about tiny sustainable brands. There was nothing there that shouted out ‘we only sell sustainable activewear’. I couldn’t believe there wasn’t a single major player in the sustainable activewear market.

Rachel: I know nothing about fashion. I just love business, and it can be anything. I’ve always run my business in an ethical, social and moral way. Obviously, you need profit but it’s doing it with a positive impact.

INTERVIEW How is Aire Activewear different? Rachel: The only people doing sustainability, who are making good products, are the small brands that have started out with that in mind. We are bringing these companies together buying the products ourselves and offering them on a B2C platform. The point of Aire Activewear is to offer these companies a choice. We’re positioning ourselves at a price point similar to Sweat Betty or Lulu Lemon and saying to consumers – ‘look, there is another way.’ Danielle: We still want the business to be about beautifully selected collections and a great shopping experience. We also want customers to shop by what they care about so we have our ‘shop by values’ as a feature. Some customers choose ‘Made in England’ because they care about working conditions. Some want to change to wearing recycled fabrics. That step for them could be a direct one from fast fashion.

❛❛ Fourteen years

later the company has a £10m turnover and Rachel has spotted another eco-friendly gap ❜❜

How do you select your products? Danielle: We do our own research into the brands and meet with them. We check certifications, the fabrics they’re using, sustainability and their transparency. On the hoodie Rachel’s wearing on our Zoom call. “This is from our range that I’m testing” Danielle: I very much struggle giving samples to Rachel knowing I’m never going to see them again !” And, there’s always the argument for using longevity for sustainability. Rachel: If you have a pair of leggings made of organic bamboo it will need Lycra added. Once you add Lycra it becomes non recyclable. If you use a recycled fabric like Econyl instead it’s still unrecyclable but the longevity is probably five times longer. Rachel is indignant. In the late eighties, I would pay £50 for a pair of jeans, then production moved overseas and now cheap clothes are the norm. Back then we bought twelve new pieces of clothes a year, now it’s twelve a month, on average. Danielle: That £50 pair of jeans back then meant you wouldn’t have thought ‘I’ll have them in every colour’. We need to spend more and buy less.

What about targets? Rachel: We’re aiming for £250k sales in the first year and we’d like to hit the million pound mark in three years. We want sustainable growth and for it to become self-funding as soon as possible. How does it work between you two? Rachel: We come at it from different angles. I see it as a commodity, Danielle’s all about the product. We’ll sit in meetings and for me, it could just as well be about boxes. Danielle sees it as a way of bringing products to market which are as sustainable as possible, and giving customers the choice of what to buy based on what’s important to them. In what ways has MDHUB supported you over the years? Danielle: Being an entrepreneur, it’s a lonely place, it’s hard to keep the momentum up. MDHUB motivates me. It’s helped me massively around my selfconfidence and self-belief. Being around MDs of big businesses where you know them personally and you get their authenticity, these are everyday people. There’s no reason I can’t be as successful and I can’t achieve everything I want to. I love my regular MDHUB group and being around women entrepreneurs; I can see myself reflected back and there’s just something really empowering about it. Rachel: It’s like having a huge non exec board without the expense of having to pay them all! The thing that MDHUB does for me, and the thing I struggle with most, is morals and ethics in business because they always cross over. You always end up with a situation where you ask ‘is that morally the right thing to do, it might be the best thing for the business but is that morally right?’ Being on a panel of women helps me work processes through when you hit those dilemmas. I think that’s where MDHUB is really good for me, it’s a great sounding board. It’s a shared network of different expertise. And I found Danielle! She’s a brilliant woman and entrepreneur.

INTERVIEW How do you think MDHUB is going to be able to help in the future? Rachel: We hope that everyone in MDHUB will totally buy into our new business and tell all their friends and relatives because as I said, it’s never been all about the profit, it’s about trying to make a change. Then we would have a small army of changees behind us. Danielle: It’s everything that the MDHUB has already been and stands for. I know they’re particularly helpful in terms of being at a crossroads and in selling businesses. So at some point…it’s the support of people who have been there and done that.

Rachel: I couldn’t have done this without Danielle. I just don’t have the fashion knowledge or the patience. The way the fashion industry works. I mean, ordering a year in advance in a ‘just in time’ world, what’s that all about? I’m always learning on the job. Danielle: And I couldn’t have done it without Rachel. I wouldn’t have had the idea. We take on and appreciate each other’s backgrounds. There has been a lot of learning on both sides and Rachel’s really good at listening. It has been a seamless process because Rachel is always keen to learn and listen.

I met Rachel at an MDHUB peer group. I was a bit intimidated surrounded by these successful women entrepreneurs, then I met Rachel ❜❜

❛❛

The last word Rachel: We want Aire Activewear to be a platform to create noise for the small companies that are trying to change but don’t have the weight behind them. And Danielle: I can’t remember the exact words but we want to encourage people to change one thing and not try to be perfect at it every time. As an inquisitive journalist, l am driven to find out who coined the phrase and why Danielle found it powerful enough to mention. I found it and it fits perfectly with Rachel and Danielle’s ethos. “We don’t need a handful of people doing zero waste perfectly. We need millions of people doing it imperfectly.” Anne-Marie Bonneau.

Aire Activewear launches on April 1st 2022 – www.aireactive.co.uk Rachel and Danielle were in conversation with fellow MDHUB Member – Kate Bendix – Writer/Author and owner of www.wormcountsfordogs.co.uk To find out more about how the MDHUB can help you as a Business Leader visit www.mdhub.co.uk

INFLUENCERS FORUM Welcome to the Influencers Forum. Stakeholders are increasingly forming their decisions based on environmental, social, and governance (ESG) credentials. Consumers are choosing brands for their ethical behaviour and their record on climate change. Investors are favouring businesses with robust ESG frameworks, and governments are implementing regulations requiring organisations to increase transparency in areas such as diversity, equal pay, carbon emissions and modern slavery. That makes ESG efforts crucial to long term value, creation and growth. I’m joined by Anya Ledwith from Eshcon, Richard Freeman from always possible. Phil Green from MDHUB, and James Peach and Dan Firmager, both from Kreston Reeves.

MAARTEN HOFFMANN The Platinum Publisher

Maarten Hoffmann is the facilitator for the Platinum Influencer Forums

INFLUENCERS FORUM

DAN FIRMAGER

ANYA LEDWITH

PHIL GREEN

Dan is a member of the firm’s charity and not-for-profit team and has a keen interest in the environment. He is passionate about giving something back to the community and has a leadership role in the firm’s Corporate Social Responsibility (CSR) having recently led and achieved Kreston Reeves to be a carbon neutral organisation. He also had an integral role creating both Kreston Reeves’ very first CSR Impact Report (the second released in 2021).

Anya has a mission to make environmental management the business norm.

Phil is a director of MDHUB and has spent thousands of hours in detailed discussions with entrepreneurial MDs. Understanding those MDs, their fears and downright bravery in starting and growing businesses inspires MDHUB. Phil is also a director of Laquna Limited and a Non-Executive Director of an environmental consultancy group.

Audit Senior Kreston Reeves

dan.firmager@krestonreeves.com www.krestonreeves.com

Founder Eshcon Ltd

Founder of award-winning consultancy Eshcon, Anya works with start-ups, fast growth and corporates on ISO 14001 Environmental Management Systems (EMS), SECR carbon reporting, Net Zero and ESOS energy audits. Anya’s guidance helps clients embed the environment into core business activities and so gives them the results they are looking for: real improvements and commercial benefits.

Director MDHUB

phil.green@mdhub.co.uk www. mdhub.co.uk

info@eshcon.co.uk www.eshcon.co.uk

RICHARD FREEMAN

JAMES PEACH.

Managing Director, always possible

Audit Partner, Kreston Reeves

Richard is CEO and founder of award-winning Sussex-based development consultancy, always possible. He is a specialist in organisational strategy, and helping growing businesses and charities to benefit from widening their engagement, influence and social impact. Richard and his team also provide independent research and facilitation to the public sector, enabling innovation in design, project planning and communications.

James is the Head of Corporate Social Responsibility (CSR) at Kreston Reeves and is proud of the recent achievements of the CSR representatives, based across all offices. He considers the firm has a huge role to play in educating its employees, clients and contacts about the importance of CSR and the benefits it can have to both business and society.

Richard is the host of The Possibility Club podcast, in which he interviews business, political, science and cultural leaders about their approach to change.

James is also an office Staff Partner and is involved in the ongoing support and development of colleagues in line with the firm’s culture and values.. He is passionate about helping people reach their full potential.

ideas@alwayspossible.co.uk www.alwayspossible.co.uk

james.peach@krestonreeves.com www.krestonreeves.com

LESLEY ALCOCK Commercial Director Platinum Media Group

Lesley is a marketing professional, having spent many years with Capital Radio in London and the Observer Newspaper, and was instrumental in the launch of the Observer Magazine. The Platinum Media Group is the largest circulation business publishing group in the UK, reaching up to 720,000 readers each month across three titles. T: 07767 613707 lesley@platinummediagroup.co.uk www.platinummediagroup.co.uk

INFLUENCERS FORUM

Can I come to you first Anya if I may? How important is corporate social responsibility (CSR) and ESG to companies? And how do we get there? AL: Having good environmental and social governance within an organisation is absolutely key to any business nowadays. There are so many commercial benefits to be gained, from improving your processes, finding efficiencies, and cost savings through to engaging with your customers and staff. As for getting into it, ask the experts. Read this magazine and come up with various ideas! But this is more than just doing some nice things on the side. It’s about changing your processes to embed ESG within your organisation to get the true benefits. Those are things we need to instil within companies. It’s not really a change of process. In many cases, it’s a brand new process, isn’t it? AL: It’s not necessarily a brand new process. I work a lot with businesses on carbon. In order to calculate your carbon emissions and set net zero targets, you need to understand the energy that you’re using in your buildings, and business travel and so on.

James, how far down this road is Kreston Reeves in terms of ESG? JP: Not as far as we’d like to be. We’ve done a lot of work in this area. The real standout point from a professional services firm is that we have probably done a lot more than other firms of our size. We’ve always been proud of what we’ve done in the CSR arena. But it’s only really been the last couple of years that we’ve spent totally focussing on it. We’ve developed CSR impact reports over the last couple of years. And it’s only when you produce them that you actually see all the good things you’ve done. Whether you want to focus on environmental issues, social matters, inequalities, diversity, there’s a lot to prioritise. But ultimately, we’ve seen some real benefits over the last couple of years in terms of helping with our people engagements, client engagements, and to some extent, with recruitment and retention of staff.

I find in some situations, the consumers are actually educating businesses in their demands, because the consumer base seems to be getting stronger in their demands of companies. Richard, you’re quite involved in this environment. How important is ESG or CSR to our future? RF: There is no future without it. Being conscious of the decisions you’re making as an organisation is very important from top to bottom. I work with a lot of smaller businesses, scaling businesses, and ambitious SMEs that don’t have much of their ESG or CSR infrastructure in place yet. So it’s quite an exciting time to look at how they might do things differently compared to 10 years ago. Data is critical. We’ve looked recently at the West Sussex coastal strip as a snapshot of how businesses are looking at this particular issue. 80% declared that they were doing something to reduce their carbon footprint, but 55% didn’t know what their carbon footprint was. So there’s a complete dissonance between what people are reporting they do without actually understanding the impact they’re having. PG: What I’m seeing now with certain clients regarding the supply chain is they are being forced by their customers to implement ESG. And the customers, particularly big customers like supermarkets, are basically saying to them ‘…we have a problem. But actually, it’s your problem. So you tell us what you’re doing, and what we can then do is report to our shareholders about how brilliant we are, because we’re actually looking at scope three emissions’, for instance. And I think for small companies, this is going to be an issue because they will just get that problem thrown at them by big customers and get told to ‘solve it for us’. The other issue is that this should all come from a risk perspective. I recently heard about an institutional investor who said they will not look at any proposal unless it has an ESG audit alongside it already, before the proposal goes out. So anybody looking at the finances has got to get their ESG house in order first.

INFLUENCERS FORUM

RF: It’s the same with public sector procurement. It’s going to become more important in terms of the threshold to be able to deliver any goods and services to the public. PG: An environment analyst called recently, mentioning a similar sort of thing. And they were talking about companies needing to look at the environmental impact of their projects. You have to think about how things are going to affect the environment, as well as your own direct impacts from scope one, two, and three.

The real standout point from a professional services firm is that we have probably done a lot more than other firms of our size ❜❜

❛❛

AL: The larger clients that I work with are beginning to engage far more with their supply chain. They’re saying, ‘Okay, we don’t have all the answers yet. This is fairly new, especially on the social side of things.’ But on the carbon emissions, it’s a developing methodology. None of the big businesses have all the answers, but they do need to take their supply chain with them, rather than fingerwagging at them saying ‘you’ve got to do it.’ This is a great opportunity for all businesses to understand how their organisation works, learn together, put in those efficiencies, focus on where they can improve, and then shout about it. PG: My point was really that it will be forced upon businesses if they don’t do something. So step one is ‘do something’ if you can. But step two is if you don’t, they will start saying ‘we need this from you or you won’t be on the list because you can’t supply this information’.

INFLUENCERS FORUM

The ’Scope’ terms first appeared in the Green House Gas Protocol of 2001 and are the basis for mandatory greenhouse gas (GHG) reporting in the UK. Scope 1 — The (GHG) emissions that a company makes directly — for example while running its boilers and vehicles. Scope 2 — These are the emissions a company makes indirectly – like when the electricity or energy it buys for heating and cooling buildings, is being produced on its behalf. Scope 3 — In this category go all the emissions associated, not with the company itself, but that the organisation is indirectly responsible for, up and down its supply chain. For example, from buying products from its suppliers, and from its products when customers use them. In terms of emissions, Scope 3 is nearly always the largest.

What I’m seeing now with certain clients regarding the supply chain is they are being forced by their customers to implement ESG ❜❜

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And I think for small companies, this is going to be an issue because they will just get that problem thrown at them by big customers and get told to ‘solve it for us’ ❜❜

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Smaller companies could gain a competitive advantage by offering the same product or service as a competitor but in a more responsible way. And that can then become a marketing tool. Dan, you’ve been quite involved in this with Kreston Reeves, what’s your point of view on this? DF: There’s a big difference between CSR and ESG. With ESG, there’s generally more influence on what governance processes you have in place. It’s generally a more involved process throughout the business and down to how you interact with supply chain or any stakeholder. CSR is generally seen more as what are you doing to fundraise for charity. You might do some volunteering days, and it touches on the environment. But ESG is the way that the business world is starting to go. You see the rise of processes such as B Corp where that very much is an ESG, rather than a CSR focus. A lot of businesses can benefit from this. We did an interview with Brewin Dolphin, the investment firm, a few months back. I was fascinated by the impact of ESG investments, with trillions in investment money going towards ESG companies’ investments rather than the highest returns. ESG-orientated investing has experienced a large rise. Global sustainable investment now tops $30 trillion. James, do you agree that one of the top lines here - apart from what a company can do - is the power of the investor to take funds out of carbon investments and put them into ESG funds? JP: There are still some individual investors that will be looking after just profit-making investment, and so will go after whatever company that will pay out the most money. But there’s definitely a shift on that; It’s really only been the last three years that I’ve seen that change from people investing in companies with strong ESG credentials. Ultimately, with a firm like Kreston Reeves, we want to be measured by how well we’re performing. The problem with ESG is when you go further down the chain, it’s difficult for you to really measure how you are performing from an ESG perspective. We can assess ourselves internally. We may have the ability to engage with a consultant like Anya to measure our CO2 emissions. But that’s just a small part of the whole picture.

Phil, are you seeing more ESG investments opportunities out there, or more take up of them? PG: What I’m seeing, talking to investors, is they’re looking to push money in that direction, and actively avoid the ones that don’t have good ESG profiles. But in the world of three letter acronyms, the SDG also comes up because a lot of investors looking at the Sustainable Development Goals, which are a bit broader again, and incorporate a lot of ESG stuff. There are a couple of specialists out there who will only invest in the circular economy, which is another variation of what we’re talking about. But certainly, three or four conversations in the last month have just been about the environmental credentials of the investments. I think anybody who’s ignoring it is living in a bit of a fool’s paradise at the moment. RF: That’s where things like B Corp status takes a while, but presents a framework that’s tangible. People are starting to see how that is attracting investment. I’m thinking of Higgidy, the pie manufacturer in Shoreham. They announced recently that they’ve just got a £10m investment to expand the site. They got B Corp status last year, so they’re a good example of where that’s driving investment. PG: That’s an interesting example. Even on that expansion, they’re building and expanding that site. Things like concrete have a horrendous environmental impact. Does that come into consideration? RF: Probably not yet. But I will fly the flag for local innovation companies like Roadways, the civil engineering company, who have just set up their innovation centre in Brighton. They’re focused on at least halving the carbon emissions of concrete, and they want to go global. They’ve gone from being a company that just sorts out the potholes to being global innovators.

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Roadways were recognised in this by becoming the Company of the Year at the Sussex Business Awards last year. What was fascinating, talking to the CEO of Roadways was that nobody wanted to pay the extra it costs to do it the Roadways way. And that’s another problem. For instance, one product that’s £100 in one shop, is £105 in the next one, because it’s more sustainable, hasn’t made as many sales historically. Is that changing? AL: I am seeing a definite shift in customer behaviour. But also staff are very much interested in working for a sustainable organisation. So while it is difficult to get people to put their money where their mouth is to shell out for what could be perceived as a more expensive environmental product, actually, people want to work with an organisation that reflects their values. But does it always have to be more expensive? Are you just purchasing an item or raw material that has the green credentials without looking at your own manufacturing processes to reduce wastage? The best unit of electricity is the ‘Nega-Watt’, the unit the kWh of electricity that you don’t use. So go for those savings, and if you do have to use a slightly more expensive raw material that has, say, low-embodied carbon in the concrete, then hopefully you can bring your product to market which is comparable with the competitors. But you’ll still have that sustainability message to push forward. JP: Talking of staff, we’re seeing demands on all sorts of things. It’s good to see the younger generation coming through. We take on a lot of graduates; the millennials or ‘Generation Z’ that are coming through. There’s no denying they’ve got a great appetite for seeing what’s going on in the world in terms of climate action, or social responsibilities. A lot of people, when they go onto our website, have actually signposted our CSR report. That’s one of the big questions they ask us. They’ll flag that and see the things we’re doing in the area with the local charities, schools etc.

You see the rise of processes such as B Corp where that very much is an ESG, rather than a CSR focus. A lot of businesses can benefit from this❜❜

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Dan, you’re fairly new to Kreston Reeves. Was that an important factor for you before you joined? DF: I joined five years ago, though I feel that the real change has been in the last three years. You have a generation of people coming out of university where this is being spoken about more now than when I was at school just six or seven years ago. We didn’t hear about it at school, whereas I know that it’s in the curriculum now. There are various groups and societies around universities that campaign for these kinds of things. So now you’ve got a generation that expect a similar stance from companies.

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This is something that employers are going to have to catch up with very quickly. Not only can you lose employees, but you can lose clients. Many businesses are so busy with their nose to the grindstone that they just don’t have the capacity remaining to turn their company into an environmental company. For some of them, it can be a load too heavy to bear. Do you come across this, Anya? AL: I think companies might have a difficulty getting started. But once they realise the benefits, they’re really excited to do it. Don’t be put off by thinking that you’ve got to do everything all at once. So the best thing to get started is to calculate your carbon footprint, gather the data, understand the issues, and use that footprint to focus where you can make the biggest emission - and cost - savings. You can expand as you go on, but focus on one thing get started, get some low hanging fruits, get excited, and shout about your achievements. How does one calculate their carbon footprint? AL: Collect electricity and gas readings from your buildings; look at your business travel. For instance, how many litres of diesel do you use in your company cars or how many miles were travelled by staff using their own car? How much waste are you producing? How much water are you using? How much do you purchase? And so on. Get that data together, and do some calculations using an emissions factor for each one of those items. Then you’ll get a single figure at the end in tonnes of carbon dioxide. From there, you can focus on where you can reduce your emissions.

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Then you have a connecting issue of reducing business travel. This has a huge knock-on effect for the airline industry. It’s trying to be as clean as possible. But until the advent of the electric aeroplane - which is coming you end up with many sectors of business in the squeeze in the middle. There’s only so much they can do to reduce their carbon footprint. Yet businesses are told - quite rightly - that if one of your biggest carbon emitters is business travel, cut it down. Are we going to see large sectors of business just disappear from this pressure? RF: It doesn’t need to. It’s about understanding what it is you’re measuring, and what you’re aiming for. There’s a real confusion about the difference between carbon neutral and net zero. They’re often used interchangeably. Carbon neutrality is around ensuring that the carbon you emit is offset. Carbon net zero is cutting your emissions by at least 90%. It’s going to be completely unrealistic for many companies in the next five or six years to get to net zero. The UK’s ambitions are to get to 75% reduction by 2030. So companies can start with carbon neutrality which is far more achievable within a short space of time once you understand your carbon footprint. You can start to build targets from there. DF: We started with the carbon neutral point, rather than going straight to net zero, and it’s actually a good way of getting people involved. You can start to develop an understanding and a culture where people want to be accountable for the emissions that they’re producing. You’ve also got the change in behaviour where there’s a switch to electric travel; a lot of people are switching towards electric cars. Each year, we’re seeing an increase in the number of new electric cars being sold. If you then gather that data about your workforce, you’re instantly starting to cut back on the emissions you’re producing as an organisation.

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Taking a company like Jaguar Land Rover - at present, they only produce one electric car, their sales have fallen through the floor, and are in terrible trouble because of it. So JLR are screaming at their owners to help stay afloat, but the real life aspect is that it directly affects 40,000 employees in the UK, plus the myriad companies who rely on JLR for product services. One could argue that it’s for JLR to keep up with the changing demand, but It also means that, for now, they are falling down the middle. Richard, what do we do about those companies who fall down the middle during this rush to sustainability? RF: We need to be honest and say that this is about systemic change, and that’s not an easy thing to do. There are going to be uncomfortable conversations, and there are going to be working practices and strategic plans that need to be ripped up and re-written. But it doesn’t need to be as apocalyptic as you’ve set out. We should be looking at all eventualities. We’ve got a window at the moment. We talked earlier about private sector investments and where that’s starting to follow more down the ESG line. There’s a lot of investment from the public sector as well, and there needs to be because this is about a collective shift towards a new way of living. There’s more money than there’s ever been to incentivise companies to change the way they work. In Sussex, £7m has been granted towards education to look at completely revolutionising green skills. There’s going to be a ‘Decarbonisation Academy’, there’s going to be investment in employing hundreds of young people and training them to work on battery technologies. There’s going to be a new innovation centre in Crawley, which is going to work very closely with Gatwick Airport on sustainable aviation.

With companies rushing to get their ESG credentials out there, large companies have dozens of social, community or environmental projects in motion at any one time. Does that cause a muddle? Anya, do you find some large companies get muddled up with the rush to achieve these goals? AL: We need to make sure that any messaging that we’re giving out to customers and other stakeholders is accurate. It comes down to understanding what an organisation is doing, and whether they are messaging it correctly. When you’re bringing in the social element of the ESG, that is less understood. It’s less about a rush to get the message out there, and more about making sure the messaging they’re giving isn’t ambiguous.

Do you have a coherent policy within Kreston Reeves, James, as to your targets and goals? JP: We do. Dan and I have been aware that anything you do in this arena needs to be clear and transparent. We haven’t spoken about greenwashing. Many firms have done things well over the years, but I think there’s an element of greenwashing with what they say or do. From our perspective, we’ve tried to make sure that whenever we’ve published anything about what we’ve done, we can back it up publicly. Other firms have done it, said ‘we’ve done it’, ticked the box, and just moved on. You need to be open and upfront, and don’t try and hoodwink people.

In seven years I’ve seen a shift from our clients saying ‘how can you help us look good?’ to ‘how can you help us be good?’ ❜❜

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Greenwashing usually gets called out quite quickly. Have you come across much of it, Phil? PG: Less so now than before. There was a rush to get your credentials out there four or five years ago, and people made mistakes. But it’s less now partly because of the teams in the companies, they won’t stand for it. There’s always some risk, but people will find you out. RF: In seven years I’ve seen a shift from our clients saying ‘how can you help us look good?’ to ‘how can you help us be good?’

One of the major things that has been going on is this – the culture of a throwaway society. Anya, there’s been quite a lot of a chat about fixing this, but I don’t see it being fixed. Maybe it’s coming, but is that culture going to disappear? AL: It’s coming. We haven’t been as good as we should have been, in terms of fixing the throwaway society that we currently live in. We’ve got used to cheap products. But if you think about the rising price of raw materials, the rising price of energy, those sorts of things are going to make the throwaway society less economic. Items are going to get more expensive to buy in the first place. But that’s good from a circular economy point of view.

The way that this is being driven by the consumer is unstoppable, and it’s forcing every company into doing the right thing. What are the key messages for companies? How do companies go about jumping on board to make sure that they are at the top of the tree when it comes to their ESG credentials? RF: Look up and look out. Don’t sit there in a little bubble in your boardroom thinking that you have to solve this all by yourself. There’s lots of resources and examples of good practice out there. Another mindset shift is around collaboration rather than competition because we’ve all got to get this right. It’s not that just one or two businesses are going to have the advantage because they’re green, and no one else is - we’ve all got to get it right. It’s a collective mission. AL: That’s a really good point. Collaborative working is a really good idea. We’re working with a logistics company, and they’re hoping to do some pilot projects of alternative fuels for HGVs, along with the Road Hauliers’ Association. So they’re getting involved in a collaborative project with the industry association. From there, see if some best practices can be shared, because we’re all going to benefit from it.

PG: The exciting thing is when we get the design into design-led. Apple have announced the new iPhones are going to have to be repairable by the people who own them. When you design with that circular economy angle, so you’ve got repairs, and then ultimately they’re very easy to be reused, ideally first - then recycled. DF: On Dragons’ Den recently, there was a company that was essentially renting children’s clothes to families, which they then can send back, and they get reused. This is rather than going out buying something and then your child grows, and then you have to throw it away. It’s actually a multi-billion dollar industry in the US already. It’s just not here in the UK yet. Those kind of movements are indications that this is going to grow.

This is something that employers are going to have to catch up with very quickly. Not only can you lose employees, but you can lose clients ❜❜

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There are great marketing efforts happening that are tremendous. There’s a major US water company that achieved cost savings of $180 million a year thanks to clean initiatives. That’s a great marketing tool once you get your house in order. There is so much work to be done here within any given company, is it important to have a head of ESG or CSR? Or are thoughts of your staff enough? AL: I always recommend having a ‘champion’ at board level even if they don’t have the direct job title as ‘Head of Environment’ or ‘Head of Carbon’. Having the responsibilities and knowing where the buck stops is an important point.

Is Anya referring to what you do at Kreston Reeves, Dan – a kind of leader on sustainability? DF: James has the title ‘Head of CSR’. But what he’s been very good at is allowing me, who has enthusiasm and passion, to support and help him lead that. Ultimately, I feel that having a head figure is the best starting point, then allowing any others with that determination to get involved and make a success of it. JP: Dan’s right. I am, ‘Head of CSR’. But the point about needing someone to lead it is you don’t want it all to fall on your shoulders. You do need to get an individual to drive it, take it forward, to try and spearhead it. We’ve set up CSR representatives across all our offices, and try to use their knowledge to come up with the ideas. It’s about empowering people; to get everyone working as a team. That has a long-term beneficial impact on the business. Going back to cost, there’s the immediate cost if you do anything now. But compare that to the cost impact if you don’t do anything in years to come. PG: To harness that enthusiasm with someone who’s probably interested in the whole subject outside of work means that you’re looking forward. So ultimately, looking forward and looking at things like that, you need to harness the people who’ve got that enthusiasm to do it. AL: Regarding the position on the board, the board’s remit is to understand risks and opportunities for business. So they need to be thinking ahead from a business strategy point of view. They need to understand the challenges, be they legislative, commercial or pressures from the market. That’s just as relevant for any sized business.

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Are you finding much resistance, or has the corporate world pretty much rolled over and accepted this as fact? AL: There is a certain amount of resistance, mainly because not everybody understands. But all business owners know that we ought to be better at proper planning, proper strategy, proper risk analysis.

We did an Influencers Forum a couple of months back on the subject of the supply chain. People are desperately trying to shorten their supply chain, not only from the common sense point of view if there’s another pandemic, but from the point of view that one of the worst carbon emitters is commercial shipping. Do you find Phil, that people are focusing on their supply chain from a sustainability as well as an economic point of view? PG: Absolutely. I’ve got a client who is about to invest in UK manufacturing for a product that they’ve been shipping from China for the last 15 years. So it’ll be somewhere in the order of a £3m-£5m investment to get that going, including skills training for staff. Conversely, they’re still looking at another client who’s supplying UK-grown produce. There’s still a point where this customer has said, ‘actually, I can get it cheaper by flying it in from Morocco.’ And that’s a difficult one for them, especially with energy prices at the moment. But generally there is a move towards UK supply for produce that can be grown here sensibly. But you’ve got to balance that against the costs of growing here. JP: We have a mixed bag on that. We’ve had many issues the last year or two in terms of supply chain. It’s a bit like the whole thing with CSR - you know how quickly people are moving on it, you’ve got to be careful. You can move too quickly and make mistakes. But we’ve seen some clients that have looked to rebase their business in the UK, just to help reduce that supply chain. It’s quite a big shift for some of the businesses, and it’s something they don’t want to rush at.

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It’s less about a rush to get the message out there, and more about making sure the messaging they’re giving isn’t ambiguous ❜❜

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The nervousness with Phil’s clients he mentioned is that it might put a couple of quid on the retail price of the object. So now you have the consumer, who talks a very good game to get the cheapest deal in the high street. Richard, I’m sure you have ideas on how that gap can be bridged… RF: I go back to this idea of systemic change. We have to pay more for things, and we’re going have to make more things locally. This means we’re going have to rethink the way that we live our lives and the way that we work, and the way that we build businesses. But as long as everybody’s facing in the same direction, and that there is a bit more of a joined up approach to it, it’s a massive opportunity for this country. We used to be very good at it, and then we outsourced it all. There’s a whole skill space; a whole culture that we need to rebuild. But if we get that right, and put some investment into that, then we will be creating genuinely meaningful employment. We’ve got an opportunity to create the blueprint for the future of manufacturing. Where we’ve been outsourcing it too often in Asia, they’ve now got creaking huge factories and real estate that won’t be fit for purpose for us. So we’ve got an opportunity to build some new things and to re-purpose some existing commercial real estate. And it doesn’t have to be on a massive scale. There are ways of doing micro manufacturing. And talking about produce, there are many ways we can reuse the high streets differently. They don’t all have to be retail, it could be making things and selling them on the same site. There’s all sorts of really interesting things we’ve got an opportunity to do, cutting down that journey of goods. We’ve just got to be bold, and take a few risks.

As a subject close to my heart, is any of this too late? Are we able to turn this planet around? Or has Mother Nature got hold of us and is going to rip us apart, regardless of what we do from now on? AL: It is not too late. Those peddling the narrative that it’s too late to start is a new form of climate denialism. It means that investments and opportunities will be missed just because they tend to be protecting their own interests. It would have been brilliant if we’d done this 20 years ago. I’ve been in this field for 25 years, and I haven’t seen as great a progress as I’ve wanted. But I have seen massive change in the last three years. So if we all do something very significant, we will have a have a chance. RF: I agree. It’s not too late. But we’ve made it more complicated and expensive than it should have been. And there are some things we’re now finding are going to be a lot harder than if we’d got our heads around this 20 years ago, when some people were advocating it. PG: It’s too late if we want to live the same lifestyle we’ve lived for the last 40 years; we’ve got to change. There are some amazing opportunities out there; some really exciting times ahead, if we do make the change. JP: It’s not too late. There is a real momentum at the moment. If you go back 10 years, there was less going on in this arena. We’ve got a real opportunity to embrace this now. All those acronyms, however you want to frame it, the more we become aware of it, the more we can share that in business. DF: We’ve seen the public push governments into changing meaningful legislation before - thinking of the suffragettes here - so I’m sure that we’ll get there eventually.

We all hope you’re right. I do find that sometimes this discussion is held at a level slightly higher than the understanding of the average person. So it is important to make it simpler. ESG and CSR, for example, are banded about, but last year when we asked for people’s opinions on it, 63% had no idea what they stood for. Meanwhile, I appreciate your time with this conversation. And thank you very much for joining me.

Business & IP Centre Brighton & Hove

PEST CONTROL

Surrey based Cleankill Pest Control is strengthening its operations in West Sussex and Hampshire with the acquisition of privately owned family company Des Bone Ltd.

Cleankill increases foothold in West Sussex Owners Ann and Richard Bone approached Cleankill when the couple decided to retire as they wanted to sell the business to a company with a similar ethos and working practices. Richard has worked in the pest control industry for around 40 years. His career included a spell at well-known, quality pest control company Boxhill and Headley, owned by Tony Harman, after which he launched his family business.

from our purchase last year of TotalCare and completes another piece of the jigsaw in the area between Surrey and Bristol.

Des Bone Ltd is well established in West Sussex where the company looks after several high-profile heritage sites. Des Bone Technician Deborah Boulton will join the Cleankill team, becoming the company’s first female technician. Richard Bone will stay on as technician consultant to ensure a smooth transition of work to Cleankill and to help develop the portfolio in the area.

“In addition, we are delighted to welcome Deborah to the Cleankill family as well as two new experienced technicians. Sam was an excellent technician in the area and is looking forward to his new role as a surveyor.”

“As well as bringing in some excellent customers with general pest prevention contracts for things like rodents and insects, there is an exciting opportunity to introduce our excellent bird work services to these clients.

Award-winning Cleankill Pest Control now employs more than 50 staff and

Launched in 1995, Cleankill Pest Control has grown year on year and now has several thousand clients throughout London, Bristol, Buckinghamshire, the South East and across the UK. The company’s head office is in Croydon, Surrey, with local offices in Hove and Seaford, East Sussex. It is the only pest control company in England with the Gold Investors in People accreditation.

Other steps to strengthen the service in West Sussex include the promotion of Cleankill Technician Sam Boylett to Surveyor for the area and the appointment of two new technicians to cover West Sussex who have joined from a larger household name company. Cleankill Managing Director Paul Bates explains: “This significant investment in our operations covering the RH postcode and Hampshire area follows on

deals with the full range of public health pests, such as mice, rats, cockroaches, and pest birds. Cleankill believes in prevention rather than destruction and within the industry is recognised as a leader in the delivery of effective, innovative and ‘green’ pest control solutions.

Sam Boylett

Cleankill believes in prevention rather than destruction and within the industry is recognised as a leader in the delivery of effective, innovative and ‘green’ pest control solutions ❜❜

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For a free survey or cost comparison go to www.cleankill.co.uk or email info@cleankill.co.uk

TRAVEL

A getaway to captivating north Devon and Northcote Manor Hotel and Spa

By Tess De Klerk

The Twin Peaks soundtrack by Angelo Badalamenti would have been the perfect score for our meandering drive through the hills of north Devon. I always feel that way when driving through misty mountains where the atmosphere lends itself to fairytales and mystery. That morning I half expected us to be flagged down by some mystical creature complaining about the noise of our V8 Maserati engine disturbing the peace of their tranquil land. A creature did actually appear but with a blue flashing light and an attitude, but l will leave our Motoring Editor to explain that one!

Fortunately we were met with genuine friendliness everywhere else we went in stunningn north Devon. Except perhaps

at the private toll road leading to the breathtaking Crow Point peninsula of Taw and Torridge estuary where we didn’t have £2 in coins and had to turn around to go and find change in town. It was well worth it though. Crow Point is a seemingly endless sandy beach with low dunes formed near the confluence of the Taw and Torridge rivers. The beach looks across the River Taw to Instow Sands and Appledore and is an unspoilt haven of natural beauty and wildlife. A mustsee when visiting this part of the world and honestly, the quaint little toll bridge actually only added to its charm.

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Our hotel was lovely too. Northcote Manor is an 18th-century country manor hotel set in the foothills of Exmoor National Park with sweeping views over the Taw Valley. The surrounding woodlands are wild and dense and have been hunting grounds through the ages. Northcote’s history dates back to around 1000 AD when a Benedictine monastery stood on the site until the dissolution of monasteries in 1539 meant that it became crown property. Later Henry VIII owned it for 21 years. It is believed that the part of the wall of the walled garden is still from the original monastery! The facade of this historic building is beautiful, both opulent and austere and the inside is warm and welcoming albeit

Northcote Manor is an 18th-century country manor hotel set in the foothills of Exmoor National Park ❜❜

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a bit dated. I loved the original oak staircase – a testament to the quality of workmanship by ye olde artisans of Georgian times. There are lovely classic lounge areas with comfy furniture and some with roaring log fires inviting you to simply relax and enjoy. I appreciated that the atmosphere wasn’t stuffy thanks to the lovely staff who managed to be professional as well as warm and welcoming. Guest rooms are located in the area of the hotel that was added to in the middle of the 19th century as well as a modern wing added more recently. We stayed in the Honeysuckle classic room in the new wing; our room was spacious, very clean and comfortable. The hotel was near fully booked during our visit therefore I wasn’t able to view other rooms but photos of other rooms reveal a mixed bag of decor. Formal fine-dining was par for the course although not the finest l have ever tasted, it was very good with excellent service. The cream tea served in front of crackling fires or on the front lawn when the weather permits is something not to be missed. We especially enjoyed the spa with its stunning views and exceptional staff nothing was too much for them! The spa isn’t grand or flashy but that didn’t detract from the clean design, fantastic pool and large jacuzzi. The entire spa

area was immaculately clean and well maintained, which I appreciate. They had designed a particularly clever mirrored ceiling with a slight tint and that made the ceiling appear to be two stories high and a dramatic effect. Well thought out and designed. Ultimately we found that Northcote Manor Hotel and Spa offers a quintessentially British escape to the countryside, mixed with history, mystery and a touch of romance too. Bed and Breakfast starts from £200 PRPN Bed, Breakfast and Dinner from £290 PRPN

MASERATI LEVANTE TROFEO

By Maarten Hoffmann, Senior Motoring Editor Who needs another fast SUV? I do, especially when it’s Maserati’s most powerful production car in its history. How do they do this? Easy really, you whip the engine out of the Ferrari 488 and pop it in here. Add that to the 4x4 system from the Alfa Q4 and a bit of ‘suspicious’ switch gear from Chrysler and you have the Levante Trofeo. It’s a barnstormer. The Levante is also the company’s best selling model as it is flying off the shelves in the US and China – with no reason why it won’t do really well here. The key is the engine and performance.

Ferrari’s 583bhp, 3.8-litre, twin-turbo V8 offers 0-62 in 4.1 seconds and tops out at 190mph – that’s just before you hear ‘who do you think you are – Stirling Moss? You’re nicked. (And I was, but that’s another story!)

So what makes the Trofeo (Trophy) different from the standard Levante? Well, big 22-inch wheels, different front and rear bumpers with bigger apertures, a different grille, the super-cool trident on the C-pillar, a couple of bonnet gashes the Trofeo is actually pretty subtle for a car of this type. It’s probably one of the best-looking of the full-sized SUVs, and the extra changes don’t spoil it. It has to be driven in Corsa mode (track) as that is where all the toys come out to play. The exhaust note sends that all-too familiar shiver up my back – it really never gets old. The motor pulsates

MOTORING

TECH STUFF MODEL TESTED: Levante Trofeo ENGINE: TWIN-TURBO 3.8-litre V8 POWER: 583bhp SPEED: 0-62 - 4.1 seconds TOP: 190mph ECONOMY: 17.8mpg PRICE: £125,370 AS TESTED: £151,485

through the body on tick-over, its bass audible through the exhaust even at low revs. Roll the window down and the gravelly texture of the pipework is louder still with the deep note becoming more songlike towards 7,000rpm. Although the volume at full-chat is noticeably lower than before, it remains the most naturally tuneful model in its class. And the speakers play no part in it. Oh, and it has launch control that bans any hint of wheel-spin and just rockets you into the rapidly advancing horizon. Inside you have great new seats, massive paddle shifts that ensure you never miss

a gear, with an 8.3-inch screen and a corking 17-speaker Bowers & Wilkins stereo as standard – and a beautiful real live clock. Switchgear is all at hand and easy to use and in general, it is a really nice place to be.

I drove with our Travel Editor to Northcote Manor in Devon for the weekend so that she could review the hotel and l the car. Over 516 miles, it was a thundering joy to drive and another 516 miles would have been welcomed. The pretty constant pull from the engine never stops as if it will exceed its 190mph by another 190. There are few models it will not take from the lights and far better than that, is the look of total confusion on he other drivers face as this 2,170kg SUV disappears into the distance – even a Ferrari 488 would get a shock.

Sandown Mercedes-Benz At Sandown, we pride ourselves on excellent customer service. Our dedication to customer care and quality stretches beyond the forecourt, with specialists always on-hand to help you at our Sandown Mercedes-Benz Retailers. Please be assured that we have always prioritised the safety of both our customers and staff. We have taken all the necessary steps to enable you to deal with our sales, service and parts teams safely and in full compliance with the latest government’s guidance.

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THE BUSINESS MAGAZINE FOR WOMEN

Mar | Apr 2022 #15

INTERNATIONAL WOMEN’S DAY #BREAKTHEBIAS Dame Ellen MacArthur Dame Cressida Dick The Guilty Feminist ALISON ROSE NatWest Results

CHARLIE MARTIN

TRANS LIVES MATTER

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cont ent s 12

BIG STORY Charlie Martin

The Dynamic Awards Open for entries 10 IWD 2022 campaign theme: #BreakTheBias BIG STORY 12 Charlie Martin: Under starters orders 16 Expanding mentoring and networking 18 ‘Self’ isn’t selfish – what the new divorce bill means for women’s financial futures

20 Dame Cressida Dick: Failed by weak men 24 A strong performance 26 Dame Ellen MacArthur: The circular economy 27 The guilty feminist 28 Agile futures 30 Avoid the mid-life spread by maintaining muscle mass 32 Female-owned retreats – for women by women

34 MOTORING The calm after the storm

34 MOTORING

MEET THE STEERING COMMITTEE

Our illustrious steering committee guide the editorial tone of the magazine

JULIE KAPSALIS CEO Chichester / Crawley College Group

FAYE LONG Regional Director NatWest Group

ROSEMARY FRENCH OBE Executive Director Gatwick Diamond Initiative

EMMA LANE Director Allied Irish Bank

PAM LOCH Managing Director Loch Associates

ABIGAIL OWEN Senior Corporate Counsel DMH Stallard

ALISON ADDY Community Officer Gatwick Airport

LOUISE PUNTER CEO Surrey Chambers of Commerce

MAXINE REID Partner Quantuma

LESLEY ALCOCK Commercial Director The Platinum Media Group

MAARTEN HOFFMANN CEO/Publisher The Platinum Media Group

ALISON JONES Partner Kreston Reeves

FIONA SHAFER Managing Director MD HUB

ZOE RUDLING Partner RSM

FIONA GRAVES Events Director The Platinum Media Group

welc ome

FROM ROSEMARY FRENCH OBE Chair of the Dynamic Steering Committee ROSEMARY’S OBE WAS AWARDED FOR SERVICES TO WOMEN IN BUSINESS

Welcome to this spring issue of Dynamic, celebrating International Women’s Day 2022. The timing is excellent because at last, after a difficult two years, women can network again with likeminded colleagues, outside of an online environment. We can renew business relationships and make new connections on a one-to-one or group basis. We can access and share information, consider career opportunities, and get fresh ideas and new perspectives. But most importantly we can rebuild our confidence, talking with women who have achieved their business goals despite the biases that they faced. The #BreaktheBias theme of International Women’s Day recognises that it is not enough to break through the glass ceiling,

we must disrupt the culture that created it. #BreaktheBias reminds us that women are like round pegs who will achieve more when not shoved and squeezed into the square peg holes of stereotypical customs in education, sport, and business. Regrettably, this will not be accomplished without changing the culture of physical violence, and emotional, financial, and sexual abuse against women domestically and in public settings. We must continue to lobby our government to bring into statute adequate legislation to aim to eradicate the incidences and to ensure our police and health services are trained to recognise such abuse and act. We have a long way to go in the UK and even further around the world.

Contacts PUBLISHER/EDITOR: MAARTEN HOFFMANN maarten@platinummediagroup.co.uk COMMERCIAL DIRECTOR: LESLEY ALCOCK lesley@platinummediagroup.co.uk EVENTS DIRECTOR: FIONA GRAVES fiona@platinummediagroup.co.uk TRAVEL EDITOR: TESS DE KLERK tess@platinummediagroup.co.uk HEAD OF DESIGN: MICHELLE SHAKESBY design@platinummediagroup.co.uk PROOFING: ALAN WARES alan@platinummediagroup.co.uk

WWW.PLATINUMMEDIAGROUP.CO.UK DISCLAIMER All rights reserved. The views expressed in this publication are not necessarily those of the publisher. The publisher cannot accept responsibility for any errors or omissions relating to advertising or editorial. The publisher reserves the right to change or amend any competitions or prizes offered. No part of this publication may be reproduced without prior written consent from the publisher. No responsibility is taken for unsolicited materials or the return of these materials whilst in transit. Dynamic Magazine is owned and published by The Platinum Media Group.

GENDER PAY GAP Analysis conducted by company information platform, DueDil, has revealed that just 13% of women currently hold directorships in top UK companies that fall outside the Gender Pay Gap reporting threshold. DueDil analysed the top 1,000 companies by turnover with employees of between 200 – 249, therefore below the legal threshold for reporting. These companies are amongst some of the largest in the UK, collectively turning over £107 billion and employ around 224,000 people. These findings come ahead of the April 4th deadline, where all companies with more than 250 employees must disclose their gender pay gap to the Government Equalities Office. The figures also fall well below the percentage of female held directorships on FTSE 100 and FTSE 250 boards, which were 28% and 23% respectively, according to a report by the Cranfield School of Management.

{up f r o n t } Small business insurer Simply Business has revealed the most common locations for female-led businesses across the UK.

All the latest bulletins from the world of business

FUNDING GAP Seeking funding for her fintech start-up Snoop, the former Virgin Money boss Jayne-Anne Gadhia received a blunt response from a venture capital partner of a big US firm: companies led by women just do not tend to attract the same funding as those run by men. Despite a successful record from a decade in charge of the UK lender and parts of Northern Rock, she walked out empty-handed. Two years later, Snoop has completed a £47m fundraising after securing the backing of Salesforce and the Paulson group. But Gadhia’s initial struggle is a story familiar to many female business founders. Data show that women-led companies find it harder to raise initial funds than those started by men and face further hurdles convincing investors to back their growth. A recent Financial Times list of the top UK 100 entrepreneurs, based on revenues and valuations of their companies, showed a striking underrepresentation of women. There are some signs that this is changing, with founders pointing to an improving pipeline of female-led start-ups, many of whom are disrupters and innovators in their field.

TOP LOCATIONS The new research found that London remains the small business capital, with the greatest number of female-led businesses of the UK’s biggest cities. Birmingham and Leicester followed close behind, indicating that the Midlands Engine is creating an environment that supports female entrepreneurs. Top 10 cities by number of female business owners and tradespeople: 1. London 2. Birmingham 3. Leicester 4. Liverpool 5. Bristol 6. Edinburgh 7. Manchester 8. Glasgow 9. Exeter 10. Sheffield Simply Business analysed over 425,000 small businesses across over 1,000 different trades on their customer base and found that accountancy was the fastest growing type of business for female entrepreneurs, with 16 times the number of female-run accountancy businesses in 2017 than there were in 2014.

N E WS

ROSE REVIEW

WALL STREET Citigroup CEO Jane Fraser earned $22.5 million in her first year as the first woman to lead one of Wall Street’s four major banks. The company’s shares fell 2% in 2021 and its stock has risen less than 1% during her tenure, The Wall Street Journal reported. Fraser took over from Michael Corbat on March 1st, 2021. Corbat was paid $24 million in 2018 and 2019, but took a pay cut to $19.04 million in 2020 after regulators fined the company $400 million for risk-management failures.

The Alison Rose Review into Female Entrepreneurship, first published in March 2019, demonstrated that up to £250 billion of new value (equivalent to one million SME businesses) could be added to the UK economy if women started and scaled new businesses at the same rate as UK men. The pandemic has compounded the difficulties and expanded the obstacles faced by many women in starting, continuing and scaling their business. Research by NatWest found that more than threequarters (77%) of female business owners found managing their business in the pandemic stressful, compared to 55% of male entrepreneurs. Women are also 17% more likely than men to struggle balancing business demands with family life. Recent research commissioned by NatWest in conjunction with YouGov also showed that: ◗ 1 in 10 female entrepreneurs plan to start a business in 2021; ◗ 55% of female business leaders would not recommend starting a business in their sector in 2021; ◗ Female entrepreneurs and business owners are 17% more likely to struggle balancing business with family life during the pandemic; and, ◗ Nearly three quarters (71%) of female business owners and entrepreneurs found managing their business stressful during the pandemic, compared with just over half of males (55%).

The woman who does not require validation from anyone is the most feared individual on the planet Mohadesa Najumi Afghan immigrant, BA in Politics & History

HEALTH TRACKER

Wellness startup Bellabeat, which operates women’s-only health trackers, is seeking Food and Drug Administration (FDA) approval in the USA that would allow doctors to monitor their patients’ menstrual cycles in the treatment of infertility, postpartum depression and menopause. Bellabeat Inc. submitted an application to the FDA last month for its latest product, the Bellabeat Ivy. The bracelet monitors the body’s reactions and daily habits continuously through a series of advanced sensors. FDA approval will allow the use of all Ivy features, such as recording cardiac activity and breathing, sleep, menstrual cycle, and all other indicators of complete psychophysical condition, in clinics and offices as a verified medical product. Key features of the Bellabeat Ivy include a daily readiness score; a wellness score; heart rate and fitness level tracker; respiratory rate; cardiac coherence; hydration; menstrual cycle tracker; activity tracker; and a sleep tracker. The app also provides meditations, dietary suggestions and recipes.

INTER NATIONA L WOMEN’S DAY

International Women’s Day (March 8th is a global day celebrating the social, economic, cultural, and political achievements of women. The day also marks a call to action for accelerating women’s equality. IWD has occurred for well over a century, with the first IWD gathering in 1911 supported by over a million people. Today, IWD belongs to all groups collectively everywhere. IWD is not country, group or organisation-specific.

IWD 2022 CAMPAIGN THEME: #BREAKTHEBIAS l I magine a gender equal world. lA world free of bias, stereotypes, and discrimination. lA world that is diverse, equitable, and inclusive. lA world where difference is valued and celebrated. lT ogether we can forge women’s equality. Collectively we can all #BreakTheBias.

INTER NATIONA L WOMEN’S DAY

Individually, we’re all responsible for our own thoughts and actions – all day, every day. lW e can break the bias in our communities. lW e can break the bias in our workplaces. l We can break the bias in our schools, colleges and universities. lT ogether, we can all break the bias – on International Women’s Day (IWD) and beyond. Whether deliberate or unconscious, bias makes it difficult for women to move ahead. Knowing that bias exists isn’t enough, action is needed to level the playing field. Are you in? Will you actively call out gender bias, discrimination and stereotyping each time you see it? Will you help break the bias? Cross your arms to show solidarity.

BIG

STORY

Charlie Martin represents a paradigm shift in motorsport that has never been seen before. By Maarten Hoffmann

UNDER STARTER’S ORDERS As a transgender woman in motorsport, Charlie occupies a unique role both within her sport and the LGBTQ+ community, making her a perfect fit for brands looking for a strong and charismatic ambassador who can champion their ability to challenge the status quo. In 2020 she made LGBTQ+ history in the ADAC TOTAL 24 Nürburgring-Rennen, one of motor racing’s toughest endurance races. She has captured the imagination of people around the world, her story has been shared on national television, in the national news, and in some of the most prestigious international publications.

BIG

STORY

BIG

STORY

Charlie’s fearlessness both in and out of the car make her one of the most eye-catching and engaging drivers competing in international motor racing today. Her tenacity and selfbelief have helped her to overcome the impossible and push for change when the odds were stacked against her. In a sport sadly lacking visible diversity, she stands out. She is changing perceptions and championing inclusivity. Her ambition is to make history as the first transgender driver at the 24 Hours of Le Mans, the world’s oldest and greatest endurance race. Guinness World Records have confirmed that

they will classify this as a World Record due to the cultural significance of such an achievement. Charlie’s brand of positivity has helped her build a highly engaged following across her social channels, totalling over 50,000 people. Whether she’s trail running, abseiling down, free riding through powder on her snowboard, heading off on surfing road trips or simply sharing her

thoughts on life and the ideals she stands for, these are all activities that are synonymous with her brand that can easily be linked to her partnerships. Having built a highly engaged audience across social media, Charlie has worked consistently with household names such as Sky, Formula E, and BMW Group as well as established esports brands like Thrustmaster, ASUS ROG, and Trak Racer. A high percentage of her followers are female (Instagram 33%) and her standing as a role model within the LGBTQ+ community enables her to reach a diverse demographic as a trusted voice. Blazing a trail and breaking new ground in motorsport has meant being constantly in the media spotlight. Since coming out in 2018, Charlie has been using her platform to improve transgender awareness and acceptance in the world, and is frequently interviewed on national news as a

BIG

STORY

Her ambition is to make history as the first transgender driver at the 24 Hours of Le Mans

trusted voice for the community on inclusion within sport. She was named as the first Stonewall Sports Champion by Europe’s leading LGBTQ+ charity, and also works as a patron for Mermaids, and an ambassador for Athlete Ally and Racing Pride. In 2020 she was shortlisted for two awards (British LGBT Awards: Sports Personality of the year, and DIVA Magazine: Sports Star), and featured in the Attitude 101, Pride Power and Out100 lists.. In 2021, British Vogue included her in the Vogue 25, a celebration of inspirational woman shaping 2021 and beyond. We caught up with Charlie to ask what International Women’s Day means to her: “I feel that IWD is about looking at the landscape and the progress we still need to making in achieving equal rights for women. There are so many issues that still need to be tackled, such as equal pay for equal work

(women lose $2.9 trillion every year) and the lack of women at C level management to simply creating more equal opportunities for young girls around the world. Of course it’s also a

celebration of inspiring women, it’s about supporting one another and empowering positive change.”

M E N TOR I NG

By Rosemary French OBE

Expanding mentoring & networking As we await a second update of the Rose Review on Female Entrepreneurship, I thought it would be useful to share how I took on board one of the recommendations in Alison Rose’s original 2019 report. I read it with delight, supporting all of her initiatives but I was moving towards the end of my full-time career, how could I contribute now that I was out of the cut and thrust of business routine? I noted that one initiative of the review was ‘Expanding Mentoring and Networking’ and I realised that I could still give more to help women succeed in business. In my private sector business career, there was not an established mentoring system in which more experienced men and women were encouraged to mentor others. Looking back, I realise that I did have a mentor in my boyfriend of the time who was already a Corporate Director. He cut out a newspaper advert and encouraged me to apply for my first Director’s role at twice my current salary. I would never have dreamed of making such a jump without his confidence that I could do the job. Now that I recognise his mentoring role in my career acceleration, I kick myself now, realising that I could have introduced such staff mentoring

programmes over the next 30 years when I was the leader. Certainly, when I joined the not-for-profit sector, we introduced and regularly offered external professional coaching programmes and peer-to-peer learning networks to staff. At Business Link we even introduced an online mentoring programme for SMEs which was ahead of its time. I wonder if I saw mentoring as second best, more informal, less ‘teaching,’ more ‘listening.’ On request, I did sporadically mentor colleagues in and outside my organisation, but it was on an ad hoc, ‘let’s have a coffee and a chat’ basis rather than planning how mentoring could help us both to develop.

I also wonder if there was an element of embarrassment and imposter syndrome on my part when someone asked me to mentor them. “Why me? I am not qualified, surely there are more knowledgeable people than me? This is not my sector.’’ Of course, the perennial, ‘I don’t have time’ was also a stock answer. The reality is that these were excuses, not reasons. We all have more time, skills, and knowledge than we think, and most of us can learn to be a good mentor. So, I decided that if I was asked again to mentor a businesswoman that I should take it as a compliment and give it a go. The first lockdown gave me time to read what I could find on the subject. I did not have to wait long before a former global HR Director approached me to mentor for Brave Starts, a notfor-profit targeted at people wanting to change careers over 50 years of age. Online meetings had become the norm and were ideal for me to talk with clients all over the UK. Then, a business in my local Chamber led by two women, approached me, saying that they were at a crossroads of growth and needed advice. And a businesswoman who had entered the Reigate & Banstead Borough Council’s wonderful Dragon’s

Now that I recognise his mentoring role in my career acceleration, I kick myself, realising that I could have introduced such staff mentoring programmes over 30 years ago

Den, where I have been a judge for seven years, contacted me out of the blue asking for help on an international trade question. Finally, as lockdown lifted, I spoke at a business conference and was approached by one of the attendees who gave compelling reasons why she would like me to mentor her. How could I refuse? I had not advertised for any of these approaches and indeed only recently have added volunteer mentoring to my LinkedIn profile although I have enough mentees for the time being with monthly hourly meetings scheduled. I have been surprised about how much I have learned from my mentees. I have learned to really listen while they offload their problems. Certainly, it has been easier because I know I do not

have a deadline to meet in my day job hanging over the conversation. They usually have a planned long list of issues which I tend to shorten to concentrate on one or two subjects during each session so I can reduce the tasks to be achieved before the next meeting. Often, once they have understood how the challenge is actually an opportunity, they realise that they knew the solution already. They want and appreciate an independent sounding board who throws in a few ideas from their own experience. Everybody’s personal goals in business and life are different and I have learned just how younger generations see things and expect far more diversity, equality, and inclusion than I ever could imagine during my working life.

I have learned about new business sectors, and although some of the techie stuff is beyond me, I can usually apply tried and trusted experience of good management skills. These relationships can be quite intimate. I always leave time to chat towards the end. Online it is easy to bring in the dog, the baby or even have a coffee together. Soon we can also have face-to-face meetings again although I admit that it is very time convenient to both mentor and mentee to talk online, often at the end of the working day. I never put myself forward as either knowing all of the answers or indeed any of the answers but approach the question along the lines of ‘what if you tried this’. After 43 years in the private and not-for-profit sector, I have usually come across a similar issue. I also ensure that I provide links to more knowledgeable online sources such as gov.uk which contains a wealth of information which I wish I’d had. I doubt that my small part in business will leave a legacy, but at least I feel good and hopefully will have some stake in the future shaping tomorrow’s female leaders. Leaders in that gender equal world, free of bias, stereotypes, and discrimination. #BreaktheBias.

Samantha Kaye from Wellesley Wealth Advisory discusses the new divorce legislation and the importance of using a financial adviser to help with the settlement.

‘Self’ isn’t selﬁsh – what the new divorce bill means for women’s ﬁnancial futures This spring marks the biggest shakeup of divorce laws since the 1960s. Having been delayed from the autumn, the Divorce, Dissolution and Separation Act 2020 (or ‘No-fault Divorce Bill’) is set to come into play on April 6th 2022. The change has been universally welcomed, but what does it mean for divorced women’s financial futures?

THE NO-BLAME GAME

The new act seeks, in short, to reduce family conflict and speed up the divorce process – putting an end to needless “blame games” by giving a spouse or couple the power to make a statement of irretrievable breakdown. Currently, one party has to make accusations about the other’s conduct,

or otherwise face years of separation before a divorce is granted, so the change is designed to reduce conflict, and help families move forward as constructively as possible. But, it’s important to remember that divorced women still risk financial vulnerability. We’re all aware of the gender pay gap, but it’s only part of the picture. Having babies, raising children, running a household and caring for older family members can further hinder women’s earning, saving and investing potential, meaning that they are likely to retire with a 40.3% smaller pension pot than the average man’s.1 And divorce can make the picture even less rosy – divorced women’s median pension wealth at retirement is just 25% of that of their male counterparts.2

A financial adviser can help you stay ahead of the planning game, rather than leaving it all to sort upon divorce, so you’re not caught on the back foot

PROMOT IONA L

PLANNING AHEAD IS SMART, NOT PESSIMISTIC

In a happy marriage, you could be forgiven for not having divorce as a hot topic of conversation with your partner. However, there’s actually some merit in having that chat, with a view to future-proofing your retirement plan. That way, you’ve both covered all bases should the worst come to the worst. A financial adviser can help you stay ahead of the planning game, rather than leaving it all to sort upon divorce, so you’re not caught on the back foot. Remember, ladies: ‘Self’ isn’t selfish! And, should the worst happen, it’s

FE AT U R E

important to take financial advice during the divorce proceedings. I’ve previously written about the importance of ladies having a financial adviser on their power teams, and financial guidance can really come into its own in ensuring that all aspects of a divorce settlement are covered – and for that all-important guidance and stability. Contact me today for a no-obligation chat! Sources: 1 Achieving Gender Equality in Pensions, Prospect 2020 2 NOW: Pensions, 2020

The value of an investment with St. James’s Place will be directly linked to the performance of the funds selected and may fall as well as rise. You may get back less than the amount invested. The levels and bases of taxation, and reliefs from taxation, can change at any time and are generally dependent on individual circumstances. Wellesley Wealth Advisory is an Appointed Representative of and represents only St. James’s Place Wealth Management plc (which is authorised and regulated by the Financial Conduct Authority) for the purpose of advising solely on the Groups wealth management products and services, more details of which are set out on the Groups website www.sjp.co.uk/products. Wellesley Wealth Advisory is a trading name of Wellesley Investment Management Ltd.

◗ Samantha Kaye Chartered Financial Planner | Adviser Wellesley House, 50 Victoria Road, Burgess Hill, West Sussex RH15 9LH T: 01444 849809 samantha.kaye@sjpp.co.uk www.wellesleywa.co.uk

FE AT U R E

FAILED BY WEAK MEN By Alan Wares Dame Cressida Dick’s tenure as the Metropolitan Police Service (MPS) Commissioner came to an end with her dramatic resignation in February 2022. Did she jump, was she pushed or did she fall down the stairs? People who were quick to criticise her controversial time at the head of the most widelyknown police force in the world, suddenly did a volte-face and started blaming the male individuals, culture and politics to which the Commissioner of the MPS must duck and dive through in order to do their job. Where did it go wrong? Did it ever go right? And can anyone actually fix the toxic nature pervading through so much of the MPS culture – a culture which others still are saying led to her resignation. Cressida Rose Dick was born in Oxford in October 1960, the third of three children. Her father, Marcus, was a tutor at Oxford University. He died when Cressida was 10. Her mother, Cecilia was an Oxford historian.

Cressida herself gained a BA in Agriculture and Forest Sciences at Balliol College, Oxford. She joined the Met Police as what was known then as a WPC in 1983 (the ‘W’ or ‘Woman’ prefix was made obsolete in 1999). Apart from six years at Thames Valley Police and a couple of years at the Foreign Office – Dame Cressida spent her entire police career within the Met. At every stage of her careerpromotion, from Constable all the way to the very top, Cressida Dick was “The first woman in the Metropolitan Police Service to…” At virtually every level, she led the way for women within the police force. She ultimately rose to the rank of Commissioner of the Metropolitan Police - the highest-level police rank in England – in 2017, upon the recommendation of then Home Secretary Amber Rudd. In England, Her Majesty, The Queen appoints the Commissioner, upon the recommendation of the Home Secretary, in consultation with the Mayor of London.

She inherited an impossible job, maybe even a toxic job, one which most of her predecessors have failed to effectively come to grips with

COMMISSIONER OF POLICE – A POISONED CHALICE?

Policing in the UK is ‘by consent’. This is a long-standing, nationwide philosophy going back to the days of Robert Peel when he started the MPS in 1829. It has always been accepted to mean that the police base their legitimacy on having the confidence of the public, rather than imposing order through sheer force alone. The London Met has a long and illustrious history. However, there are some aspects of it that it has struggled to come to terms with. Even in relatively recent history, protection rackets run by Met officers were being offered to Soho shops selling adult material; Operation Countryman – a four-year investigation into corrupt officers - was thwarted at every turn by the then Commissioner McNee and the then DPP. There was the MacPherson report of 1999 into the murder of Stephen Lawrence, which was damning of the police as ‘institutionally racist’. And on, and on. It’s into this bear pit that Cressida Dick – or any Commissioner - has had to step into and seek to resolve all the ills associated with the worst aspects of policing. The Commissioner, upon taking up their role, has a political (with a small ‘p’) choice to make - where there is conflict, do they show loyalty to their officers, or to the general public? For all the while there are - to use a Hastingsism here - ‘bent coppers’, the idea of ‘policing by consent’ will hold only the merest of credibility to the general public. The situation has been made so much worse for every police force by the then

FE AT U R E

Home Secretary Theresa May’s decimation, not just of police officers, but of support staff, the CPS and the judicial system as a whole. 21,000 police officers were lost to police budget cuts from 2010 to 2015, and London suffered as badly as any force in England and Wales. With budgets stretched, the notion of community policeman - the ultimate in ‘policing by consent’ - was seriously under threat. And that, especially according to five of Dame Cressida’s predecessors as Commissioner in a 2019 joint letter to The Times, set a dangerous precedent. At every turn, the MPS, probably

against its will, is being more stretched and more politicised - whether from within or without, whether from MPs or from the public. The trick is to keep the public, politicians AND the serving officers on board with Peel’s philosophy of ‘policing by consent’. Obviously, Dame Cressida is not personally responsible for the corruption carried out by her officers, whether individually nor institutionally. Nor can she be any way blamed for the behaviour of the likes of Daniel Couzens, the serving MPS officer found guilty of the rape and murder of Sarah Everard in 2021. That would be ludicrous.

But she did sit at the summit of a police force which, after so many reviews calling the service ‘Institutionally racist’ (the 1999 MacPherson report into the murder of Stephen Lawrence), ‘institutionally corrupt’ (the 2021 O’Loan report into the 1987 murder of Daniel Morgan), ‘disgraceful’ (the 2022 Sal Naseem / IOPC report into the behaviour of officers at Charing Cross police station from 2016-18), and for which she has had to apologise so many times. Ultimately, her resignation was seen as being more at the political end of the scale. It was brought about by her losing the confidence of the Mayor of London, Sadiq Khan. The Naseem report on behalf of the Independent Office for Police Conduct (IOPC) into the behaviour of some PCs at London’s Charing Cross Police Station, where racism, misogyny, discrimination and corruption dating back to a period between 2016 and 2018, was damning in itself. However, the London mayor – whose office the Commissioner for the MPS must report to – wasn’t satisfied with Dame Cressida’s response into how this was going to be remedied. A little surprisingly, the political fallout of her resignation has not strictly fallen across gender nor party lines. While much finger-pointing has been made towards Sadiq Khan for the straw which broke the camel’s back, some Conservatives – especially those caught up in Operation Midland – were happy to see her go. Other Conservatives have criticised Khan’s behaviour (‘it should have been done behind closed doors’

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complained one Tory backbencher), though the opinion on her resignation itself has been left hanging. Where the story does seem to edge towards party political lines is the Met being seen to be too close, and hence reluctant, to investigate the alleged parties at No.10 Downing Street while the rest of the country was on lockdown in 2020 and 2021. Here, to have what appears to be one rule for some, and none for others, the MPS has done the one thing it should never be allowed to do - it has taken on the appearance of taking sides. The original decision not to investigate looks from the outside dangerously political - and it was one taken by Dame Cressida herself. This has been seen as damaging to those high up in government who wished to keep the story quiet, the MPS, and Dame Cressida herself. It certainly didn’t help with her standing with the general public. The vigil on Clapham Common following the murder of Sarah Everard clearly breached the notion of policing by consent. While technically, the vigil broke lockdown rules, the reaction of the police attending appeared heavyhanded, and was much criticised – including by the Home Secretary, Pritti Patel. A report later cleared the Met of any wrong-doing. However, as they are being sued, this story is now sub judice; it’s probably wise to leave it there for now.

LOYALTY IN THE RANKS

With her own charge sheet being a long as it is, how did Dame Cressida Dick, with so many people offering up intense criticism of her personally, and the Met generally, manage to stay in her job so long? One major point - often overlooked – is that, of all the MPS officers who are out there, the vast majority serve the public with the correct professionalism, diligence and integrity expected of those in the position. Unfortunately, far too many commentators would have you believe otherwise. And those officers, the ones whose stories aren’t heard; the ones we don’t hear about, or maybe even are taken for

granted, find the support coming from the top of the service very helpful and re-assuring. Within all ranks of the MPS, the support for Dame Cressida has been loyal and solid. They see her as a good person, a caring leader, and ‘one of them’. Dame Cressida Dick is a copper – a copper’s copper, even. For all the negativity surrounding her leadership, one story which bucks the ongoing critical narrative is of Dame Cressida’s care for her rank and file officers; someone who would take time out for those within the service. A serving female police officer - a constable – from outside the Met was married to a serving MPS officer. The wedding was in 2017, but sadly the husband succumbed to cancer in early 2021. Around this time, the widow was asked if she would take a phone call from ‘Commissioner Cressida Dick’. “Hello, Alison*. Cress, here. I’ve heard about your situation, and David’s* passing, and wanted to offer my fullest condolences to you…” “Er… good afternoon, Ma’am” “Oh, don’t call me Ma’am. Call me Cress…” They then had a half hour’s chat about everything from loss, to life, love, football, and all points in-between. That the Commissioner of the Metropolitan Police Service would take out half an hour of their day to console a police officer at the time of their most savage

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In the final analysis, while her errors and subsequent apologies have dominated the headlines, her credits and ‘successes’ in the police force are shamefully overlooked

emotional pain is testimony to a leader who clearly cared for her fellow professionals. They finished the call by Dame Cressida saying that “… you have my phone number, Alison*. Do call me any time you need me.” “Is that a good idea, Ma’am, er… Cress? I could end up drunk-texting you late at night, or my backside accidentally call you…” “Ha, ha! No, keep my number. I’d be happy to have a chat with you again, if you’d like to.” And she did. Later in the year, Alison* was invited to join the senior officers at Westminster Abbey for the force’s annual Carol service. Carols weren’t really her thing, but she appreciated Dame Cressida’s support and care enough that she happily accepted. The loyalty which Dame Cressida engenders in her officers, given that she also oversees the country’s counterterrorism, security for the Royal family, and an unwilling political pawn, has led to many - if not the majority - of those officers to be angry and upset about what they see as her enforced resignation. The Charing Cross report scandal, and the subsequent resignation of Dame Cressida Dick, have been deeply damaging for a variety of reasons, depending on the viewpoint on which you stand. As one former, wellrespected officer put it, having taken

the temperature among serving officers, commented, “All looking to leave policing except the last few who are pension trapped. This has really damaged morale.” Conversely, there are those among the force who believe Dame Cressida was too defensive of the Met, and not focused enough on communicating the depth of its ongoing cultural issues. The Met’s response, especially after Charing Cross report, is to ask Baroness Louise Casey, a respected public policy trouble-shooter, to hunt down ‘bad attitudes’ within its ranks - and get rid of them. She was due to start in 2021, but illhealth has delayed her work. One issue she is expected to deal with early on is that it can be difficult to get rid of bad officers. Police employment rights are well protected, partly as a counterbalance to the fact that police in the UK are not allowed to go on strike. It was felt by many that, between them, Casey and Dick would have been effective in getting on with that particular job. Now that task will have to fall to Dick’s successor.

TRAILBLAZER

Dame Cressida Dick resigned her post in February 2022, though will remain in place until her successor is found, and she can ensure a smooth handover. She inherited an impossible job, maybe even a toxic job, one which most of her predecessors have failed to effectively come to grips with - and almost certainly one which many of her successors will also struggle with. In the final analysis, while her errors and subsequent apologies have dominated the headlines, her credits and ‘successes’ in the police force are shamefully overlooked. In 2001, she introduced the diversity directorate within the Met. In 2003, she was tasked with heading up Operation Trident, which specifically investigated gangand gun-related crime. As head of the unit, she was credited for reducing crime among so-called ‘Yardie drug gangs’. She was put in charge of security for the London 2012 Olympics - a major international event, utilising 40,000 security personnel from many services. Police officers were encouraged to mingle and join with the crowds, and faith and respect in the police by the public was reinforced. The Games passed off largely without incident. Cressida Dick was awarded the Queen’s Police Medal in the 2010 New Year’s Honours List, and she was appointed a Commander of the Order of the British Empire (CBE) in 2015 for services to policing. In 2019, she was promoted to Dame Commander of the Order of the British Empire (DBE) in Theresa May’s resignation honours. That Cressida Dick, as a woman; indeed as a homosexual woman in the Metropolitan Police Service, rose through the ranks to head an institution both revered and yet troubled in a history of over sexism is an absolutely astonishing achievement. This should never be overlooked. Indeed, it should be celebrated. * Not their real names.

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Following on from the NatWest Group’s 2021 annual results, a statement from NatWest CEO, Alison Rose

A STRONG PERFORMANCE “NatWest Group delivered a strong performance in 2021 as we returned to profitability, made progress against our strategy and distributed more than £3.8bn of capital to our shareholders, including £1.7bn to the taxpayer. We are acutely aware of the challenges that many people, families and businesses continue to face up and down the country and are working alongside our customers to provide the support they need – whether that is managing their money better, saving

for a house or retirement or starting or growing a new business – as well as playing a leading role in the transition to net zero. As our economy recovers and the trend towards digital services accelerates, we are investing to deliver long term value in the bank and drive sustainable growth. We will do this by building closer and deeper relationships with our customers and by supporting their evolving needs and expectations at every stage of their lives.”

2021 FINANCIALS OPERATING PROFIT £4.3bn – for the whole group. ◗ Up from loss of £351m in 2020. ◗ £4.0bn – operating profit for the continuing group. Impairment release of £1.3bn, compared to a charge of £3.2bn in 2020 £341m – Q4 impairment release. GROWTH Net lending up £7.8bn (2.6%) on FY2020 (UK and RBSI retail and commercial businesses, excluding government support schemes). COSTS Cost reduction of £256m (4.0%) on FY2120 (ex OLD and Ulster Bank direct costs).

CAPITAL CET1 ratio of 18.2%. ◗ Down from 18.7% at Q3 - result of capital distributions and reduced RWAs. CAPITAL RETURNS £3.8bn of distributions announced for 2021. ◗ £1.2bn dividends - £846m final (7.5p/share), £347m interim (3p/share). ◗ £1.5bn on market buy-backs – £750m executed + additional £750m announced today. ◗ £1.1bn directed buy back in March 2021. ◗ Total of £1.7bn back to UK government in dividends and buybacks for 2021.

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OUTLOOK INCOME In 2022, we expect income excluding notable items to be above £11.0 billion in the Go-forward group. COSTS We plan to invest around £3 billion over 2021 to 2023 but, with continuing simplification, we plan to reduce Goforward group operating expenses, excluding litigation and conduct costs, by around 3% in both 2022 and 2023. IMPAIRMENTS As a result of positive actions to change the shape of our book in recent years, we expect our through-the-cycle impairment loss rate to be around 20 - 30 basis points. We expect our 2022 and 2023 impairment charge to be lower than our through the cycle loss rate. CAPITAL We aim to end 2022 with a CET1 ratio of around 14% and target a ratio of 13-14% by 2023. RETURNS In 2023, we expect to achieve a return on tangible equity of comfortably above 10% for the Group. RWA Across 2022 and 2023, we expect movements in RWAs to largely reflect lending growth and our phased withdrawal from the Republic of Ireland.

NatWest Group delivered a strong performance in 2021 as we returned to profitability

DIVIDENDS AND PAY-OUTS We intend to maintain ordinary dividends of around 40% of attributable profit and to distribute a minimum of £1 billion in each of 2022 and 2023 via a combination of ordinary and special dividends. We intend to maintain capacity to participate in directed buybacks of the UK Government stake, recognising that any exercise of this authority would be dependent upon HMT’s intentions and is limited to 4.99% of issued share capital in any 12-month period. We will consider further on-market buybacks, in addition to the £750 million announced, as part of our overall capital distribution approach as well as inorganic opportunities provided they are consistent with our strategy and have a strong shareholder value case. ULSTER BANK ROI We have made good progress on our phased withdrawal from the Republic of Ireland and expect the majority of the Allied Irish Banks and Permanent TSB asset sales to be largely complete by the end of 2022 and deposits to reduce over a longer timescale. We would expect income and RWAs to follow the balance sheet trajectory. We expect the cost base to reduce over time and anticipate other operating expenses, excluding withdrawal related costs, in 2023 will be around €200 million lower than 2021. We expect to incur disposal losses through income of around €300 million in 2022 and withdrawal related costs of around €600 million across 2022-24, with around €500 million incurred by the end of 2023. We expect the phased withdrawal to be capital accretive.

◗ www.natwest.co.uk

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FOCUS

THE CIRCULAR ECONOMY Dame Ellen MacArthur dazzles delegates on the final day of the Oxford Farming Conference Known as the record-beating sailor who solo-circumnavigated the world, Dame Ellen MacArthur is now making waves with her charitable work centred on the circular economy. Speaking to delegates on the final day of the 2022 Oxford Farming Conference (OFC), Dame Ellen explained how circularity can align with food, farming and agriculture. A circular economy decouples economic activity from the consumption of finite resources and Dame Ellen encouraged the audience to take greater interest in this resilient system, which is good for business, good for people and good for the environment. “When you set off on a boat around the world, you take with you everything you need for your survival. That’s food, fuel, spare circuit boards and equipment, and when you leave for that two-to-three-month long journey, you manage everything you have and develop this overwhelming understanding of what it is to have finite resources. “When I broke the record and set foot on the finish line it really hit me that, actually, our world is no different.”

Since leaving racing, Dame Ellen has committed herself to researching circular economies. In 2021, the Ellen MacArthur Foundation launched The Big Food Redesign report which explores the ways in which food products can be designed in closer collaboration with farmers, for nature. “When you look at the economy today, it is a result of the industrial revolution. We take a material out of the ground, we make something out of it, and we throw it away. When we look at farming, we use vast amounts of chemical fertilisers to help us to grow the products and you could call that a linear system because you’re putting finite materials into that system, and a

linear system is a race to the bottom. Circular economy changes everything because it’s a race to the top. “We need to change the system, so it works better for nature, works better farmers, invests in the farmer’s land rather than degrading it, and is an endto-end system that involves the farmer and the consumer.” The Oxford Farming Conference welcomed more than 1,000 delegates virtually over three days who participated in a varied programme which included international speakers and sessions covering trade, politics, science, climate and technology, to name but a few.

◗ Principal Sponsors of the OFC include Eden Search & Select, Fendt, Marks & Spencer, Savills, The Institute of Agriculture and Horticulture (TIAH), and the WWF and Tesco Partnership. All sessions are available to watch back through OFC’s on-demand channel and can be accessed by purchasing a digital ticket via www.ofc.org.uk

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THE GUILTY FEMINIST Brighton Dome, March 5th 2022 Since its launch in 2016, The Guilty Feminist has grown to become less of a podcast and more of a global phenomenon. With over 95 million downloads in six years, with a Sunday Times bestselling book, The Guilty Feminist is part comedy, part deepdive discussion, and part activism. https://guiltyfeminist.com/2022-liveuk-tour/ The Guilty Feminist is a show in which we explore our noble goals as 21st century feminists and our hypocrisies and insecurities which undermine them.

Very funny... pure, guilt-free pleasure The Guardian

Essential for the planet Emma Thompson

Hilarious, irreverent, eternally surprising, classy as hell, genius. They always have fascinating guests, don’t pull any punches and are screamingly funny Phoebe Waller-Bridge TOUR DATES DEBORAH FRANCES-WHITE

Deborah Frances-White is a Londonbased comedian, author and screenwriter and entrepreneur who also delivers corporate seminars on subjects including charisma, diversity, and inclusion. She hosts The Guilty Feminist – the podcast in which we explore our noble goals as 21st century feminists and our hypocrisies and insecurities which undermine them. Deborah writes regularly for The Guardian and has also written for numerous other publications including Vogue and she has been interviewed for Harpers Bazaar, Marie Claire, and the New York Times – primarily on the topic of achieving gender equality. Deborah has twice graced the cover of Stylist – most recently as the Guest Editor for international Women’s day in 2021

MARCH 5th Brighton Dome 6th Nottingham Theatre Royal 20th Oxford New Theatre 30th Bath Forum APRIL 9th Cambridge Corn Exchange 10th Northampton Derngate 22nd Liverpool Philharmonic Hall 23rd Sheffield Octagon 24th Stratford RSC MAY 8th Reading Hexagon 15th Canterbury Marlowe 19th York Barbican 27th Birmingham The Alexandra JUNE 4th Cardiff St Davids Hall 16th Newcastle Tyne Theatre 17th Manchester Salford Lowry 18th Glasgow Pavilion JULY 1st London Eventim Apollo

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International Women’s Day takes place on Tuesday March 8th and this year’s theme is #BreakTheBias. This event shines the spotlight on women in all walks of life and there is no doubt it has helped to bring about change to everyday working lives. By Alison Jones, Partner, Kreston Reeves

AGILE FUTURES A big change to working lives which we have seen for women (and men) over the last two years is the move to more agile and hybrid working and we have learned that many people can do their jobs remotely from home with greater success and efficiency. It is something which we have implemented with great success across Kreston Reeves and I’m a firm supporter. I suspect the pandemic has just accelerated this process for many firms, but I’m still surprised to see that some are pushing back against it. Here in the UK, it is thought around 90% of businesses are now offering alternative approaches to traditional ways of working and there is also a clear business case for it. Recent research by The Agile Future Forum and McKinsey & Company highlights that benefits to a business could be the equivalent of 3-13% of workforce costs, which at a time when inflation is causing concern in many sectors, would provide an extra boost for many firms. So, what are the benefits of more agile working and is it right for your business?

◗ It will help you to recruit and retain your workforce in the future, in particular retaining workers, typically women who may leave the workforce due to childcare and other caring responsibilities at different points in their lives. ◗ It can increase productivity and create a more performance-driven culture. ◗ Along with technology it is helping businesses to reduce their carbon footprint such as reducing travel to meetings, office footprints etc

◗ It will reduce the cost of employing your workforce with the need for a smaller office base and allow you to scale up your business more easily without needing to move or take on new premises. ◗ It is allowing businesses to build a new relationship with their teams, one based on greater trust and more collaboration. But not all employees are the same and a bad experience of agile working could make business leaders question whether it is worth it. So what can you do to make it successful for your business? Within your business-planning process, it is important to develop a strategy for how agile working can be incorporated, the roles where it has most relevance and benefit and how you can allow people to progress their career and learn from their colleagues around them whilst still adopting agile working. Secondly look at what is holding your business back, what or who are the stumbling blocks and how can these be overcome.

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Agile working for all will also help to reduce the possibility in the future of bias creeping into your business Consider if it would be beneficial to have a pilot scheme which will allow you to look at and review everything – pros, cons, costs, savings etc. Consult with your staff and explain how you propose more agile working and have an open and frank conversation with them to allay any concerns. Provide training, guidance, and ongoing support for managers so they are on board with and able to deliver your vision of agile working. Agile working for all will also help to reduce the possibility in the future of bias creeping into your business. For example, it will help reduce the risk that a woman might be passed over for promotion if they want more agile working. Women won’t be seen to be

less committed to their job if they want to work flexibly if it is offered to everyone. And more women especially are more likely to be hired in the future if they are able to work flexibly. Let’s face it, we have done this for

the last two years, so why return to ‘normal’? Thinking ahead to how you can make a difference this year (whether as part of International Women’s Day or another time), individually ‘us women’ can also help through sharing our knowledge and experience. I just want to share a brief example. A few years ago, I was involved with a mentoring scheme which matched business women here in the UK with women in Africa who were looking to set up a business and needed help and access to knowledge and experience. A lack of business knowledge was holding my mentee back. She was making cakes to sell but hadn’t written down recipes, had no budget, or projections, hadn’t fully thought through her sales price etc. She just wanted to make cakes. I helped this lady and her fledgling business which was always going to be a small business and it also provided an opportunity for me to learn how to apply my business knowledge and experience in a very different market and culture and to be more aware of the challenges she faced as a female entrepreneur. Experiences like this have made me more determined to share knowledge, to put people in touch and to use my network of contacts to help others to open doors for them and their business, whatever its size. This year let’s all take a moment to think about the difference we can make to those around us, especially other women, locally, nationally, and internationally.

If you would like to discuss the challenges and opportunities that your business is facing, please get in touch. As I mentioned earlier, my purpose is to help you achieve your goals and I would love to hear all about yours and help shape your future. ◗ Alison Jones is a Partner at Kreston Reeves and can be contacted at alison.jones@krestonreeves.com Visit www.krestonreeves.com or call us on 0330 124 1399.

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Avoid the mid-life spread by maintaining muscle mass By Tess de Klerk It is often the case that we notice a different pattern of weight gain from approximately age 40 and onwards; fat tends to settle around the abdomen more than it did in let’s say our 30s. I don’t believe that it’s helpful or healthy to fight a constant battle to try to fit into a favourite pair of jeans from our 20s – in fact quite the opposite! At some point, we just need to get more comfortable with the idea that our bodies will change as we get older, and that’s OK. It doesn’t mean waving the flag of surrender though. If we value our health then it’s important to acknowledge that this pattern of fat distribution carries a greatly increased risk of diabetes, heart disease and high blood pressure. A study published in July 2019 in JAMA Open Network found that perimenopausal weight gain around the middle – even if you haven’t gained any weight elsewhere

Another startling statistic comes from Breastcancer.org which states that women with low muscle mass were about 40% more likely to die from breast cancer or another health issuethan women who didn’t have low muscle mass

– puts you at the same risk for cardiovascular disease as being obese and having a thick waistline. Fortunately midlife and midline weight gain is not inevitable and not that different from weight gain at any other time of life. Aside from the change in fat distribution for women, the basic laws of biology apply – consuming more than expending will result in weight gain. Interestingly this weight gain is not a result of a slowing metabolism! A recent study led by Duke University and published in the journal Science debunked the long-

held belief that metabolism tanks after age 40. The study confirmed that metabolism does shift at different stages in life, but middle age is not one of them. Metabolic rate remains roughly consistent in adulthood and seems to turn southward only around the age of 60. In other words, it likely only feels like middle-age spread because that is when your extended waistline becomes noticeable due to a possible change in fat distribution but the weight gain didn’t happen overnight and may have been creeping up on you for years.

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USE WEIGHTS TO WARD OFF MUSCLE DECLINE

Nevertheless, the years of perimenopause and menopause itself can take their toll on muscle mass and a decrease in muscle mass means a decrease in metabolic rate and can mean an increase in fat deposits. Alarmingly, low muscle mass comes with other serious risks too such as an increased risk of osteoporosis. As an orthopaedic surgeon once told me, ‘the bones are only as strong as the muscles that support them’. Another startling statistic comes from Breastcancer.org which states that women with low muscle mass were about 40% more likely to die from breast cancer or another health issue than women who didn’t have low muscle mass. (www.breastcancer.org/ research-news/women-w-low-musclemass-have-worse-survival)

Clearly, maintaining a healthy muscle mass in midlife and into old age is paramount in maintaining a healthy BMI and staving off disease. Strength training is essential from your forties onwards. Why? The proteins that prompt muscle contraction have a lot of oestrogen receptors says Dr Stacy Sims the acclaimed author of ROAR, the physiology-based nutrition and training guide specifically designed for women, ‘when oestrogen tanks in perimenopause, your muscles’ ability to properly engage takes quite a hit. Lifting heavier weights forces strong muscle contractions, which makes up for lack of oestrogen.’ The issue is that many of us are not already routinely lifting weights in our daily lives! It can be hard to find

the time and the weight lifting area in the gym can be intimidating or just plain annoying. Perhaps start by using weights at home, lifting when watching tele, squatting while cooking, anywhere you can, really but it is important to push yourself. Dr Sims suggests building up to a weight with which you can do four or five sets, of maximum six repetitions in each set. If you feel yourself failing in your fifth set then you’ll probably be lifting enough. Always maintain good form and if you’re not sure what that entails then I strongly suggest working with a personal trainer. You’ve got nothing to lose and much to gain.

THE PROTEIN QUESTION Recommended amounts of daily dietary protein intake differ - according to the NHS it’s 075g per kg of body weight. In the States, it’s 80g. The EU Society for Clinical Nutrition suggests 1g -1.2g. Experts in the field of protein and ageing recommend a protein intake between 1.2 and 2.2g or higher for elderly adults with the recommendation of 2.2g being for age 75 and over. What is clear is that ageing (or a sedentary lifestyle at any age) causes reduced anabolic sensitivity meaning that skeletal muscle becomes less sensitive to such stimuli as daily protein and exercise therefore ageing and longevity experts recommend upping your protein intake over passing years.

LENTILS 4g of protein per 50g (cooked)

All in moderation though! I found an average recommendation of 1.2g per kg of body weight for women. For reference – a chicken breast contains approximately 30g of protein. EGGS 6g of protein per large egg

ALMONDS 3g of protein per 14g.

Female-owned retreats – for women by women We explore four fabulous female-owned health and wellbeing retreats in celebration of International Women’s day. Tess De Klerk, Travel and Health Editor

BIG SKY YOGA RETREATS If you’ve been yearning for more space – mental space to think, physical space to move, and spiritual space to reconnect with nature then Big Sky Yoga Retreats is for you. The Dude Ranch Cowgirl Yoga retreat for women is designed to deepen your yoga practice, realign your body, steady your mind, and explore the magical horse-human connection in and out of the saddle. Where Yeehhaw Meets Namaste – American, yes! This specific retreat is hosted on a family-owned ranch in the marvellous state of Montana but Big Sky Retreats also offer similar getaways in Patagonia, Costa Rica and Sicily. Their retreats are known for their uniqueness, authenticity and allaround reinvigorating powers. Margaret Burns Vap is the founder of Big Sky Yoga Retreats and creator of Cowgirl Yoga™. She ultimately swapped her hectic New York City life and a corporate career with L’Oreal for britches and expansive Montana skies in pursuit of her dream life. She and her team are driven to find as many ways as possible to incorporate the connection to yoga and horses, and yoga and nature. ◗ https://bigskyyogaretreats.com

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PLATINUM HEALING Platinum Healing hosts retreats offering a wide array of programmes which include an impressive list of therapies to heal mind and body. Top-notch therapists are available to provide everything from traditional massage to regression therapy to DNA and Functional testing. Retreats are held in Glastonbury, Kent and Leicestershire with Glastonbury being the beautiful, slightly rustic option, Kent the fabulous 4* spa resort option and Leicester being the option that will fulfil all your royal fantasies! Expect to feel as pampered as a princess if you’re lucky enough to find

yourself at the exclusive 5* Healing Retreats at Belvoir Castle – the very same stately home that was used to Replicate Windsor Castle in The Crown. Award-winning Platinum Healing was founded by Kate Tyler who is passionate about empowering people to be the healthiest and greatest version of themselves. Kate is not only a clinical hypnotherapist, psychotherapist, life coach and yoga expert but also adds best-selling author to her credentials. ◗ www.platinum-healing.com

GODDESS RETREATS Goddess Retreats have been offering award-winning Women’s Wellness Retreats since 2003 and are a trusted choice for groups, solo travellers and mothers and daughters seeking time together. The focus for Goddess Retreats is FUN, fun in the sun that is, in beautiful Bali. They’ve created various retreats for novice surfers, yoga lovers, fitness enthusiasts (and those wanting to get fit) and overall wellness retreats for any woman feeling the need to focus on health and pampering. Expect a lush oasis for nurturing, nourishing and selfdiscovery and walk away reconnected to your inner goddess. Goddess Retreats also gives back by

supporting the fantastic Bali Wise R.O.L.E programme which Bali empowers marginalised women through skills and education as a means to develop sustainable communities in Indonesia. Goddess Retreats was born from Chelsea Ross’s love of surfing and her passion for creating positive experiences for women. Back then the sport was essentially a boys’ club and not easily accessible or encouraged for women. Chelsea has contributed to making surfing accessible to women of all ages, shapes, sizes and backgrounds.

ACORN WELLNESS RETREAT Acorn Wellness is one of the very few non-profit retreats I have come across in the Health & Wellness industry; it uses profits to support people affected by cancer and has relationships with Macmillan and The Haven charities. This deeply peaceful retreat, nestled in the breathtaking Nidderdale countryside in Yorkshire, offers day retreats, events and overnight stays with a focus on empowering individuals to embrace their life fully and optimise their health with a holistic approach – mind, body and soul. Bespoke retreats or exclusive use can be arranged where guests can create their own retreat programme to include healing modalities such as yoga, sound healing, mindfulness etc. Growth Pod is a branch of the Acorn tree that provide individuals and businesses opportunities for team building, leadership training and wellness strategies through coaching, training & consultancy. Founder and owner, Katie Kavanagh, was inspired to create Acorn after witnessing the effect of healthier lifestyles on her own family, including her husband, a cancer survivor. Katie has a natural drive to support others and created her haven with the vision for every person to come as they are, explore what they can be and find their unique path of self-discovery. ◗ www.acornwellness.co.uk

◗ www.goddessretreats.com

THE CALM AFTER THE STORM By Motoring Editor, Fiona Shafer, MD of MDHUB A handy metaphor for so many aspects of our collective lives in the past two years. This is not the first time during this period of global upheaval that a car has arrived for review during seriously inclement weather. Honda’s latest CR-V Hybrid probably got dealt the worst deal, as it arrived on the eve of Storm Eunice swishing her tails of destruction around the south-east. As a motoring writer, even though the cars do not belong to me, I always feel a rather overwhelming sense of responsibility to protect the cars that I have been entrusted with to make sure no harm comes to them. I feel I have been more than tested in that department, especially as I have

the annual worry of my neighbours four very handsome but alarmingly swaying, 60ft Scots pines looming over my driveway. I never thought I would describe any car as calm but I am going to bestow that particular honour on the Honda 2.0i – MMD SR Hybrid e-CVT. Let’s

call it the Calm Car, to save on trying to recall all the model details – far easier and more interesting to impart to interested parties. And hopefully, you will ask why? I must caveat all this rationale with the fact that my very candid first impressions were that the Calm Car was all rather dull and unexciting but it was the first hybrid that I had driven, so curiosity prevailed. If not yet quite up to speed – in a hybrid model, the electric motor powers

This is not the first time during this period of global upheaval that a car has arrived for review during seriously inclement weather

MOTOR I NG

THE VERDICT YAY

the wheels with the petrol engine acting as an electricity generator, with the excess energy being diverted back to the battery pack for use later. So, when Storm Eunice finally calmed down around 4.30 pm, I ventured out onto what may well have been the most silent A272 since the depths of lockdown. In fact, I got the feeling I may actually have been the first car out of the village, as there was nobody to be seen. And it all went rather well from there. This is how Honda describes its latest wunderkind. Since the instroduction of the first-generation model in 1995, the Honda CR-V has gone on to become the world’s best-selling SUV. This is the first hybrid version of that best-seller. The latest evolution of the model has been developed to exceed the expectations of customers, with enhanced and unique characteristics and the introduction of the first hybrid version of the car. The 2021 hybrid utilises the standard car’s fresh and sophisticated exterior design.

STATS

◗ Finally learning to understand the technology behind the car. ◗ Economy and Emissions of a combined car (CO 2 g/km) – part electric/part petrol ◗ Probably one of the easiest cars I have ever driven. ◗ Super cool phone charging pad – you just lay the phone on top of it and it charges. ◗ It feels safe, reliable, calm and unexciting. ◗ Front and rear curtain airbags with x 4 in the front. ◗ Emergency Call button ◗ Heated front and rear seats. ◗ Opening panoramic glass roof.

NAY

◗ Push button gear changing is unnecessarily very awkward. ◗ The build quality feels very tinny when closing the doors. ◗ Design of arm rests in front and back are all very awkward for access. ◗ Moulding holders in door compartments are not ergonomic. ◗ Infotainment system is really very disappointing and not intuitive. ◗ When travelling at a higher speed the revs are very loud and disconcerting – the sound is reminiscent of driving a manual in the wrong gear. ◗ It is very conservative.

7.5/10

If you are looking for a very reliable, environmentally sound, no frills, work horse of a AWD estate, with low emissions and no range anxiety, that you can potentially fit your entire life into, this could be for you. It could provide a rather good, long term investment. The broader, muscular (not sure I would agree with that) wheel arches and sharper contours on the bonnet and rear quarters remain, as does the latest Honda family ‘face’ (interesting) with a signature headlight graphic unique to the CR-V which actually looked

Model tested: 2.0i-MMD SR AWD Hybrid e-CVT (phew) Engine: 2.0-litre Power: 135 kW/184hp Speed: 9.2 secs. Top: 112mph Economy: 40.0 mpg upwards Price from: £31,470 As tested: £41,070

pretty ordinary to me. Discreet Hybrid badging was the only differentiator (it is such a shame that this technology is downplayed by Honda….) Inside further raises the bar in terms of interior quality through additional sound proofing and a drive train to create as little NVH (to describe Noise, Vibration and Harshness – no wonder they use initials as it’s not the most welcoming marketing parlance) as is perceptible but I’m not sure I quite agree with that, especially at high speeds. A unique powertrain sits at the heart of the car, with an Atkinson – cycle IC engine. Pay attention – this is a history alert you might want to impress somebody with – the Atkinson-cycle engine is an internal combustion engine invented by British engineer, James Atkinson in 1882, designed to provide power at the expense of power density (I’m even convincing myself l know what I’m talking about!). It was originally seen exclusively in early Hybrid engines such as the Toyota Prius.

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