LDP Business Magazine July 2011

M O N T H LY R E G I O N A L B U S I N E S S M A G A Z I N E

LDP BUSINESS w w w . l d p b u s i n e s s . c o . u k July 2011

A return to winning ways Liverpool FC managing director sets out his vision for the club

●Selling the city: A tourism masterplan ●Small is beautiful: Halton’s big plans ●Quality space: Birchwood raises the bar

1

Discover new horizons with Cheviot

independent | personal | innovative At Cheviot, one of the UK’s largest independent private client investment management partnerships, we offer a combination of meticulous service and modern investment advice.

We are now welcoming private clients to our new Liverpool office.

Call Nigel Hibbert on 0151 243 2160

Now at 5 St Paul’s Square, Liverpool, L3 9SJ Cheviot Asset Management Limited is authorised and regulated by the Financial Services Authority and is a member firm of the London Stock Exchange. Registered in England Number 1754391. Registered office: 90 Long Acre, London WC2E 9RA

Investments may fall in value and you may get back less than invested.

2

INSIDE 4

LDP

16

NEWS

BUSINESS

Bank backing bus firm

EDITOR Bill Gleeson 0151 472 2319

6 INTERNATIONAL TRADE

bill.gleeson@liverpool.com

Tech firm heads for Florida

DEPUTY BUSINESS EDITOR Tony McDonough 0151 330 4918

9 BIG FEATURE

tony.mcdonough @liverpool.com

The visitor economy

14

BUSINESS WRITERS Alistair Houghton

PROFESSIONAL SECTORS What’s the value of a brand?

alistair.houghton @liverpool.com

16

peter.elson @liverpool.com

Peter Elson

9

BIG INTERVIEW

Ian Ayre, chief managing director of Liverpool Football Club

25 ECONOMIC DEVELOPMENT

Neil Hodgson neil.hodgson @liverpool.com

Alex Turner

alex.turner@liverpool.com

14

HEAD OF IMAGES Barrie Mills

Focus on Halton

barrie.mills@liverpool.com

28 LDP REGIONAL BUSINESS AWARDS

MARKETING EXECUTIVE Cath Reeves 0151 285 8428

30

ADVERTISEMENT DIRECTOR Debbie McGraw

Picture special from the big night

COMMERCIAL PROPERTY

ADVERTISMENT MANAGER Jackie McMahon 0151 330 5077

MEPC Birchwood Park

32 KNOWLEDGE ECONOMY The i-pass opens doors

34 HOW GREEN IS YOUR BUSINESS?

Cities ‘need more green space’

36

30

38

PHOTOGRAPHY Trinity Mirror PUBLISHED BY Trinity Mirror NW2, PO Box 48, Old Hall Street, Liverpool, L69 3EB.

THE LIST

All the key events

38 BUSINESS LUNCH

Filini, in Liverpool

TELEPHONE 0151 227 2000

40

FAX 0151 330 4942

THE NETWORKER

Alistair Houghton on the joy of business meetings

COPYRIGHT

LDP Business is printed monthly and distributed with the Liverpool Daily Post. No part of this publication may be reproduced without permission of the publisher.

42 SOCIAL DIARY

Carolyn Hughes out on the town

ON A visit to Edinburgh last year, I was struck by the hordes of foreign tourists in the city, even though it wasn’t peak season.

As a result of the huge visitor numbers, large parts of the Scottish capital are a classic tourist trap, with wine bars, souvenir, gift and woollen shops and restaurants offering to part visitors from their dosh.

It’s the same elsewhere.

You can’t get into the Royal Shakespeare Theatre, at Stratford-upon-Avon, unless you book well in advance. Oxford’s ancient colleges are besieged by Japanese and Americans, as is the Tower of London and Buckingham Palace. The Highlands and Islands and Great

ADVERTISMENT SALES Neil Johnson 0151 472 2705 Trudie Arlett 0151 472 2476

EDITOR’S LETTER Glen also feature highly on visitors’ itineraries.

Here in Liverpool, we definitely get some overseas visitors, notably on the cruise ships that call in during the summer months and during the Mathew Street festival, in summer. But, outside of a handful of major events such as the Grand National, you can hardly use the word “hordes” to describe the scale of overseas tourism here.

While the city is not a top tourist destination, it nevertheless does have something attractive to offer over and above similar regional British cities.

There is more to induce the cultural tourist to come to Liverpool for the day than there is in Manchester, Leeds or Birmingham.

While they all of have good municipal galleries, like the Walker, none of them have can compete with Tate Liverpool’s summer

exhibitions, such as the Magritte exhibition that has just opened.

Liverpool also scores highly when it comes to sports tourism.

As Liverpool Football Club managing director Ian Ayre discloses in an online video that accompanies our Big Feature, in this edition of LDP Business, 2,500 tickets to watch games at Anfield are sold to overseas fans.

That strikes me as a big proportion of the overall gate.

Not many other places have that sort of pull.

We can’t, however, make that sort of claim when it comes to conference visitors. Other

cities also have something to sell.

Manchester and Birmingham have some great facilities, too. Yet Liverpool’s Arena and Convention Centre has produced a game change in the number of visitors coming to the city.

Liverpool can therefore pitch itself at some mid-point in the tourist market. It’s also a sector that could grow in the future and continue to add to job creation in the city.

We need more tourism, and we need to follow Edinburgh’s lead and find more ways of getting the tourists that do visit the city to spend more, once here.

BILL GLEESON 3

NEWS

Chester nail and beauty salon wins top award

Fiona Green and Liz Barclay, of the salon

CHESTER Nail Salon owner Fiona Green has achieved the Nail Systems International (NSI) Gold Award for excellence in running a successful nail spa.

This award recognises all the systems needed to run a nail and beauty business, including hygiene health and safety employment law and day-to-day management.

Ms Green was awarded her certificate

by NSI managing director Jason Shaw and his co-director, Marie Littlewood.

The award system

was created and devised by Achieved Training, for NSI, to help standardise the nail and beauty business.

“This has been tremendous,” said Mr Shaw, who has been in the nail and beauty business for 25 years.

“The nail business has never had the standards and had to go through the scrutiny that the hairdressing industry does when setting up a salon.”

NSI is the thirdlargest distributor of nail products in the UK, and also distributes throughout the US.

Bank backs purchase of green bus fleet MERSEYSIDE bus and coach operator has won the backing of its bankers to spend £800,000 on fuelefficient vehicles.

Huyton Travel has invested the cash to buy the vehicles after securing funding from NatWest and its asset finance arm Lombard.

The new Optare Solo buses are replacements for older vehicles in the company’s fleet, and are capable of achieving significantly more miles per gallon.

The family-owned business, which was established in 1985 by John Yates, is today owned and run by his sons Paul and John Yates, Jr. Huyton Travel operates a fleet of 80 vehicles and provides commercial and tendered bus services on behalf of Merseytravel in Liverpool, Knowsley and Sefton.

Huyton Travel also provides disabled and school transport services for several local authorities, including Halton, Knowsley and Sefton.

The business employs 140 staff and has an annual turnover of more than £4m.

Julie Thistlewaite, from NatWest commercial bank, and Andrew Thrower, from Lombard, in St Helens, provided the funding.

Ms Thistlewaite, a senior relationship manager at NatWest, said: “Huyton Travel’s forwardlooking approach is one of the reasons why they have been successful for over 25 years.

“The directors are committed to improving the services they offer and we are pleased to be able to help them upgrade their fleet.”

A

4

John Yates, left, and Paul Yates, who run Huyton Travel

Grow How’s reception, in Ince, Cheshire

Aztec completes a fast fit-out LIVERPOOL commercial fit-out contractor, AZTEC, has completed a 16-week industrial refurbishment on behalf of GrowHow UK, working in partnership with BNP Paribas’s Manchester team.

GrowHow, a market leader in fertiliser and nutrient management, instructed AZTEC to refurbish the ground and part first floor office areas of its chemical processing factory in Ince, near Chester.

The full fit-out involved a wide variety of products and materials.

Rob Maxwell, AZTEC managing director, said: “We understood the brief and set to work utilising the full capacity of the space available.

“Working with BNP Paribas and the

client’s own in-house marketing team, we set out to reflect a fresh and modern image.

“GrowHow’s values run hand-in-hand with our own in relation to environmental issues and maximising the building’s efficiency.

“We installed an energy-saving lighting system to decrease CO² emissions, specified 94% recycled furniture, and all materials were carefully selected to be environmentally focused.”

Bill Hulley, of GrowHow, added: “Aztec and BNP worked with us to turn around a refurbishment project that had stalled due to problems with the previous refurbishment company.

“Aztec delivered the project within a tight timescale.”

5

INTERNATIONAL TRADE

BUSINESS MATTERS With Jonathan Main, senior partner at PwC in Liverpool Avoid growing pains IT HAS been a testing time for businesses in our region, but the most resilient organisations have adapted their operating models to take account of tough trading conditions.

Companies are now seeking to raise new finance, consider M&A deals, and improve the efficiency of the funding on their balance sheets as the economy continues its recovery.

Steps towards growth Having survived the recent downturn, growth is now the number one strategic objective for business, followed by cash and working capital management.

The focus on growth and readiness to invest is good news for the UK economy and aligned with the Government’s own growth agenda.

However, the economic recovery over the next few years is expected to be modest. This is largely due to the knock-on effect of public spending cuts to private sector suppliers, and their suppliers in turn.

Organisations are taking a strategic view to ensure that they are best placed to take opportunities to benefit from improving market conditions, however modest they may be.

Realising the cash in your business will help you pursue investment opportunities that arise.

For businesses that have already weathered a gruelling recession, financial reserves to fund the upturn in business levels can be a limiting factor. It is therefore vital that the cash impact of any significant increase in orders is carefully considered in advance.

It is also important to keep banks and other lending partners fully apprised of progress, particularly as increased business activity could place a short-term strain on funds.

Businesses should demonstrate that cash management considerations are being prioritised.

For companies focused on growth, access to additional funds is a prerequisite to doing business.

By putting the right systems and robust procedures in place to monitor working capital now, they can significantly improve their chances of securing any additional finance that may be needed when the time comes.

Many businesses have already undergone a cost reduction exercise; however, a lot more could still be done to free up cash by improving their working capital management.

This can include reviewing payment terms that have been agreed with customers and suppliers, as it may be possible to renegotiate terms to relieve pressure on the cash position of the business.

It is also important to consider more innovative solutions, such as partnering or risk-sharing opportunities on large orders or contracts.

Businesses should not overlook the importance of managing the cash implications of the economic recovery. It is vital to plan carefully for the cash impact of increasing activity levels, to achieve sustainable growth in the years to come.

‘Growth is now the number one strategic business objective’

Focus on cash Entrepreneurial businesses are renowned for being both dynamic and responsive to changes in market and economic conditions. However, increased activity levels, even for highly profitable orders, can adversely impact cash flow because of the requirement to fund increasing working capital requirements.

■ VISIT www.pwc.co.uk/ north – tel: 0151 227 4242

Powering into US market

Acquisition of Florida firm lays platform for EA Technology

“WE UNDERSTAND that the future for our company is in international growth,” says Neil Davies, corporate development director of EA Technology.

“Forty per cent of our business is now international, and in the last five years our turnover has doubled from £9m to £18m.”

The Chester-based power engineering firm decided to adopt a strategy of expanding abroad in 2007 and set up an international team.

That has led to it opening offices in Australia, Abu Dhabi, Shanghai and, most recently, Florida. It also works with nearly 40 distributors to supply its range of instrumental and analytical products to customers around the world.

Mr Davies added: “There is enormous potential for our business in the US, due to the sheer size of the market, and our technology and methodologies are increasingly relevant there.”

It formally moved into the American market last year when it acquired one of its distributors, NoOutage Electrical Testing.

The deal was completed in December with assistance from UK Trade and Investment (UKTI) and the company is now expanding to offer consultancy and analytical services. EA Technology has five staff in Florida and has opened a satellite office on the

west coast, in Oregon. It has plans to expand its presence throughout the country and open further satellite offices in California, Texas, the North East and Midwest in the years ahead, with the long-term ambition being for its US operations to rival the size of its UK business.

Mr Davies added: “It’s early days, but we are already seeing growth in the US and will most

likely exceed our original targets. We are already a year ahead of the goals we set several years ago.”

EA Technology’s innovation has been acknowledged with the company awarded the Queen’s Award for Enterprise.

Group chief executive Robert Davis said: “It is very gratifying to receive this honour, which recognises the absolute importance of innovation in industry.”

LDP

MOBILE

FOR News, Sport and Business on your phone

Text LDP to 67800

LDP CREATIVE

TOO BUSY MANAGING YOUR CASHFLOW TO MANAGE YOUR BUSINESS? Running a business is no mean feat, let alone the relentless pressures of everyday finances.We can help you understand the ins and outs of better cashflow management for a stress-free way to success.

FOR the latest news from the creative sector

www. ldpcreative. co.uk 6

Her Majesty’s Lord Lieutenant for Cheshire, David Briggs, centre, presents the Queen’s Award to EA Technology’s Neil Davies, left, and Robert Davis

For help with managing your cashflow visit www.experian.co.uk/small-business

TO MAKE YOUR BUSINESS A SUCCESS... JUST ADD EXPERIAN

ADVERTORIAL

International trade as a gateway to growth

By Leigh Taylor

AREA DIRECTOR FOR LLOYDS TSB COMMERCIAL IN THE NORTH WEST Manufacturing in the North West was worth an estimated £20 billion and employed 400,000 people in 2010, which makes our region the biggest contributor to this sector in the UK. For many manufacturers in our region, exporting may provide excellent expansion opportunities with an estimated 70 per cent of the world’s growth in the next few years expected to come from emerging markets.

The North West Lloyds TSB Commercial team understands that with so many demands on your time as a business owner, investigating opportunities for exporting growth can often be easier said than done.

Our relationship management team in the North West can help you navigate international payments, from processing foreign currency transactions to more sophisticated payment mechanisms such as letters of credit or bonds and guarantees. They can also introduce you to locally-based international business managers, who specialise in exporting and can take you through international trading challenges.

Having various finance options available is particularly important when you need to manage your cashflow and bridge gaps between issuing invoices and receiving payment. We offer a range of invoice financing facilities, overdrafts and term loans to help you make the most of exporting opportunities.

We worked with our Morecambe-based customer Printed Space, for example, which is now achieving great success overseas with a new flooring product after securing an Enterprise Finance Guarantee (EFG) loan (see case study).

Whether you’re a first time or established exporter, we can help ease the transition into international markets.

To find out how the North West commercial team can help your business expand abroad, please contact me on 07860 309026 or Malcolm Woodall, international business manager on 07739 817 822. Further details can be found on www.lloydstsb.com/business Any property given as security, which may include your home, may be repossessed if you do not keep up repayments on your mortgage or other debts secured on it. All lending is subject to a satisfactory credit assessment.

Factoring, Invoice Discounting, Hire Purchase and Leasing facilities are provided by Lloyds TSB Commercial Finance Limited. When using these products and services your agreement is with a Lloyds Banking Group company whose terms and conditions will apply.

Lloyds TSB Commercial Finance Ltd. Registered office: No. 1, Brookhill Way, Banbury, OX16 3EL, Registered in England and Wales no. 733011.

Lloyds TSB Commercial is a trading name of Lloyds TSB Bank plc and Lloyds TSB Scotland plc and serves customers with an annual turnover of up to £15m.

Authorised and regulated by the Financial Services Authority.

Left to right: Ian Hughes (Lloyds TSB Commercial Relationship Manager) with Michelle and Kristian Holt of Printed Space

Helping international expansion Printed Space specialises in printing digital images onto canvasses, blinds and wall coverings and works with private and commercial clients. Owners Kristian and Michelle Holt started their business from their dining room in 2004, and having moved into new business premises in 2009 are now expanding through international trade.

In January it introduced a new innovative product, Floorink, a printable vinyl cushion floor covering developed with flooring manufacturer Forbo.

Kristian Holt said: “To help with the development and launch costs, we approached Lloyds TSB Commercial and they provided a £50,000 Enterprise Finance Guarantee (EFG) loan.

“This funding helped us first with the development and then with the promotion of the product internationally and we have since sold Floorink to Universal Studios in Singapore. We are also currently working with resellers in Thailand, New Zealand and South Africa.

“As a result of the international interest in the product, we are now looking to double our current workforce of 12 and more than double our turnover this year.

“With our distribution partner Forbo we look forward to turning Floorink into an international brand.We have been Lloyds TSB Commercial customers since we entered the industry and their support since day one, in particular for the new product launch, has proved invaluable in helping us achieve our ambitions.”

7

8

THE BIG FEATURE

Upholding the lure

Liverpool’s city skyline has been transformed over the years – and so has the city’s appeal to tourists, who now flock here in ever-increasing numbers Picture: GAVIN TRAFFORD

▲ ▲

Few cities in the world can boast Liverpool's tourist offering – it has some of the best amenities and attractions for culture vultures and business travellers alike. Ben Rooth discovers more

9

THE BIG FEATURE CONTINUED FROM PAGE 9 HEN it comes to describing the importance of tourism in Liverpool, one simple fact speaks volumes.

Last year, visitors to this city pumped in excess of £2.8bn into our economy.

This amount is around half the value of the total exports sent from the whole of the north west to the USA in 2010.

But there are other figures which also highlight the importance of Liverpool City Region's "visitor economy".

As the tourists flock to Liverpool – by road, rail or air – throughout the year, the sector supports approximately 41,000 jobs.

This figure is expected to increase to 43,000 by the end of 2012 and 55,000 by 2020.

In short, tourism is big business and it plays a vital part in driving both Liverpool's economic wellbeing and that of the north west.

National tourism agency VisitBritain discovered that more than 2.1m overseas visitors were attracted to the North west last year mainly by our potent mix of "sociability, soccer and seaside entertainment".

Of those surveyed, 61% said they spent time while in the area "socialising with the locals" – which was the highest figure for any area of England.

Significantly, 19% of visitors said they had come for a “miscellaneous” purpose, and when researchers looked more closely it emerged 61% of these watched a football match.

Indeed, VisitBritain has discovered that Liverpool is fifth in the top 10 UK "holiday" destinations – leading the way not only in the North west but also in the English regions.

We are placed behind London, Edinburgh, Glasgow and Inverness.

The experts agree that the reasons for Liverpool's success are diverse.

For some, it's our maritime history, world-beating musical heritage, two Premiership football teams and two majestically different cathedrals which provide the initial draw.

Others find the attraction of our superb restaurants and hotels – which cater for every budget – or the £1bn Liverpool One shopping centre the main incentive for a visit.

And then there are the worldclass museums, galleries and theatres, as well as stunning architecture and the spectacular Unesco World Heritage waterfront.

And, from later this month, there will be another major addition to the city's cultural offering when the £72m Museum of Liverpool opens.

Not only will this be the largest newly-built national museum in Britain for over a century, but it will also be the world's first national museum devoted to the history of a regional city.

Lorraine Rogers, chief executive of Merseyside's economic development agency and official tourist board, The Mersey Partnership, said: "I'm sure that the new museum will be a huge attraction and Liverpool

W

10

The largest newly-built national museum in Britain for over a century – the new £72m Museum of Liverpool, which is due to open

‘Business tourism’ booms as soaring number of visitors pumps £2.8bn thoroughly deserves a venue like this to chart its own history.

"And I think that it is a fantastic achievement to have brought this new £72m facility to fruition in the tough economic conditions of the past few years.

"It will also add to the breadth of the overall tourist offering here, which is proving to be a huge success in economic terms.

"I think that tourism is now perceived to be a serious business sector which brings serious amounts of money to the economy – and this is fully recognised by the Government."

And then there's Liverpool's "business tourism" sector.

This has burgeoned over the past decade – particularly with the opening of Liverpool's multi-award winning Arena and Convention Centre (ACC).

And it now looks certain to continue growing apace, following the announcement of the opening of the new 8,100sq metre £40m exhibition and events complex in September, 2014.

This will be adjacent to the ACC – which consists of the Echo Arena and the BT Convention Centre – and will be sub-dividable into three interlinked exhibition halls, each 2,700m² in size.

The extension will also see the development of an on-site 200-bedroom hotel which will be connected to the ACC with a sky bridge – making it the only interconnected arena, convention centre and exhibition facility in Europe.

Carol O'Reilly, of Liverpool Convention Bureau – which champions this city as a venue for conferences – said: "Our

versatility has always been our greatest selling point.

"We have such a diverse range of venues and hotels, all within easy access, and a compact city that enables delegates to get around just as easily on foot.

"We have also recently launched a Delegate Welcome Scheme which is our commitment that the city will provide a memorable welcome that delegates will experience before the event, during their journey to the city and throughout their stay.

"It also builds on the warmth and friendliness of the people of Liverpool, which the destination is so well known for."

Over the past 10 years, £5bn of investment has transformed the city region for both leisure tourists and business visitors.

Yet the common consensus is

that it firmly retains the character and charm for which it is internationally famous.

Nick Brooks-Sykes, director of tourism at the Northwest Regional Development Agency (NWDA) – which will be disbanded next year – said that his organisation's investment had played an important part in improving Merseyside's visitor economy.

He said: "I suppose that, as the NWDA reaches its conclusion, my end-of-term report about Liverpool's visitor economy would be that it is in a very good state – but it has everything to keep fighting for.

"I think that people would be hard-pressed to stand anywhere else in Britain and witness on such a startling scale the positive transformation which Liverpool

THE BIG FEATURE

Airport a gateway for jet-set tourists JLA handled 5m-plus passengers last year

later this month, bringing a new dimension to the city’s tourist appeal Picture: JAMES MALONEY

LIVERPOOL John Lennon Airport (JLA) is one of the Britain's longest-established operational airports and was officially opened on July 1, 1933.

Today, it is firmly established as the UK's tenth busiest airport – and last year it handled over 5m passengers – an increase of around 3% on the previous year.

Passenger numbers have increased ten-fold since 1995.

In recent years, Liverpool has also been one of Britain's fastest-growing regional airports with flights to over 70 destinations.

Air routes into Liverpool were expanded in March, 2009, with a direct link to KLM's main international hub in Schiphol, Amsterdam, making it easier than ever before to travel to Liverpool City Region.

In May, 2010, daily flights between Liverpool John Lennon Airport and Schiphol Airport were increased to four flights.

The service connects Liverpool to more than 100 destinations on KLM's own intercontinental network and over 650 worldwide destinations across KLM's Skyteam partner networks.

This service has been instrumental in opening the Liverpool City Region up to a whole new audience of global travellers.

And the airport is equally well served when it comes to domestic travellers.

UK regional airline, Eastern Airways, introduced its first scheduled flights from Liverpool John Lennon

Flight paths – crowds of passengers make their way through the terminal at JLA . . . now the UK’s tenth-busiest airport Picture: MARTIN BIRCHALL Airport to Aberdeen and Southampton, in July, 2009.

The independent carrier operates three flights each weekday, making travelling to Liverpool City Region from both ends of the country easy and convenient for both business and leisure travellers.

Ryanair, Easyjet and WizzAir also operate into Liverpool JLA. In February this year, easyJet began offering flights to Brussels – recognised as the administrative centre for many international associations.

JLA is owned by Vancouver Airport Services, which acquired a 65% majority share in Peel Airports from The Peel Group including JLA, in June, 2010.

Ongoing investment in facilities has helped to firmly establish JLA not only as a gateway to the North West but also as one of the primary airports in the UK. In addition to the significant tourism benefits it brings to the Liverpool City Region, the airport is now one of Merseyside's major employers.

into city economy and confidence continues to grow in the Liverpool success story has undergone – particularly over the past decade.

"I think that the investment that has flowed into the city's visitor economy has boosted confidence, and this has resulted in the success story that Liverpool has now become.

"I think that the NWDA has facilitated much of the partnership working which has taken place here, and this is a baton for other organisations to now take up.

"Tourism is an immensely competitive sector and – to an extent – a destination is as good as some of the last big events it hosted.

"There's a constant need to keep investing to ensure that your offering remains among the best and, for this reason, the announcement about the new

exhibition and events complex is great for Liverpool."

Peter Stoney, senior fellow in economics at Liverpool University's Management School, expressed his belief that increasing the number of cruise ships docking in the port could bring enhanced benefits to Liverpool's visitor economy.

Mr Stoney said: "Liverpool is now tapping into a new revenue stream from cruise liners.

"There is the potential for thousands of tourists to suddenly converge on the city centre, bringing with them immense benefits for all the restaurants, shops and museums located here.

"But this observation doesn't detract from the very real success that the city has achieved – particularly over the past decade."

The £19m City of Liverpool

Cruise Terminal began operating in 2007, and is capable of handling the world's largest liners.

It has since handled over 68,000 passengers and almost 30,000 crew – generating £5,676,000 for the local economy.

In 2011, a total of 15 vessels will visit the city. Cunard's newest liner, the Queen Elizabeth, will make its maiden call to the city on September 8, where the shipping line was first established 170 years ago.

This will be followed a week later by Cunard's flagship liner the Queen Mary 2, which attracted thousands of spectators when it visited in 2010.

Professor Stoney describes the transformation of the city centre's infrastructure as "remarkable".

He adds: "For a start, there has been a massive increase in the

number of hotels serving the city centre – and this obviously is a direct way of catering for tourists.

"In my opinion, the inward investment which has flowed into the city over the past decade has been brought about by entrepreneurs realising that their efforts would be welcomed.

"This situation has subsequently developed its own momentum and the new hotels, conference venues and other facilities have made Liverpool an attractive destination for large financial services companies to establish a presence.

"Obviously, we are now going through some troubled economic times and while I think that growth in all sectors is likely to slow, I do think that there will continue Peter Stoney – city tapping into new revenue stream to be growth."

11

THE BIG FEATURE

A computer-generated image of how the proposed Exhibition Centre will look alongside the Liverpool Echo Arena and BT Convention Centre, at Kings Dock

Football fans flock to stadium tours FOOTBALL fans from across the world regularly converge on Liverpool to follow the fortunes of one of the city's two premiership teams.

But quite apart from the match day influxes - and the benefits that these bring to the visitor economy - both Liverpool FC and Everton FC have strived to provide tourists with other opportunities to discover more about them.

Last month, Liverpool FC lifted the "large visitor attraction of the year" prize at The Mersey Partnership's Annual Tourism Awards.

It was in recognition of the success of the club's stadium tour.

This allows visitors to enjoy an "interactive experience" in the Anfield Press Room, follow in the footsteps of some of the club's legends and even sit in the same dressing room as the modern

day players. Tom Cassidy, commercial tourism manager at Liverpool FC said at the time: "We've taken a very different approach to the football club as a visitor attraction.

"We've done a lot of hard work and this is only the start.”

There's a lot more we can do and you can never take things for granted.”

Everton's stadium tour has proved equally popular with tourists.

Aintree a tourism front-runner AINTREE Racecourse's Grand National 2011 romped home to win the title of Tourism Event of the Year at the Mersey Partnership's Annual Tourism Awards last month.

This year's race meeting attracted a record-breaking 153,000 visitors over three days and a TV audience of over 600 million worldwide.

This year's winner

12

was Ballabriggs, trained by Donald McCain, son of Red Rum's legendary trainer, Ginger.

The event brought an estimated £10m boom to the Merseyside economy – up from £8.5m in 2010.

Speaking to the LDP at the time of the event, David Andrews, director of visitor economy for tourism body The Mersey Partnership, said that

the event is always excellent for the city region's visitor economy.

He said: "With 2011's capacity crowds, record numbers of visitors and superb weather to showcase the Aintree festival and Liverpool to the world, it's clearly been a bumper weekend.

"The benefits are spread across the hotels, restaurants, bars and shops.”

Centre poised more to ACC LIVERPOOL Arena and Convention Centre have generated more than £400m for the city region's economy since it opened in January, 2008.

The presence of the £164m ACC, on the city's World Heritage waterfront, is a major reason why Liverpool City Region is also fast becoming known as the "capital of conferencing'".

Over the past 3½ years, it has welcomed over 1.9m visitors to 415 events and almost 230,000 delegates to different conferences.

ACC Liverpool's chief executive Bob Prattey said that the venue's success had taken even its senior management by surprise.

He said: "Despite the fact that we opened at the start of one of the worst recessions, we were profitable by the end of year two. I think it's fair to say that Liverpool has never had a facility like this before and it has proved very effective in stimulating regeneration and economic growth.”

Mr Prattey adds that the ACC currently generates £120m worth of economic benefits for Liverpool City Region each year.

He believes that this will grow to £160m per annum when the new exhibition and events complex opens in September 2014.

The new venue is set to be built by a partnership of Liverpool City Council and ACC Liverpool, home to BT Convention Centre and Echo Arena.

In its first year of operation, it is expected to host about 50 events and attract some 250,000 visitors.

Plans include a sky bridge to connect it to the existing facility, making ACC Liverpool the only purpose built interconnected arena, convention centre and exhibition facility in the UK. Funding for the development is set to be raised through borrowing, supported directly from the revenue generated by the centre, so that the development will be at zero cost to tax-payers.

A 200-bed four or five-star hotel is included in the development plans but will be funded separately through the private sector. The 8,100m2 exhibition centre will be wholly owned by Liverpool City Council but will be managed by the existing ACC Liverpool management team.

It will be used to stage both trade and consumer exhibitions, as well as large scale national and international conferences with attached exhibitions, large-scale banquets and concerts for up to 10,000 people standing.

THE BIG FEATURE

Wide appeal of city region’s attractions THE visitor economy across the Liverpool City Region – which includes the districts of Southport, Wirral, St Helens. Knowsley and Halton – has enjoyed massive growth over the past decade.

For example, the Seaside Tourist Industry report shows that tourism in Southport is now worth £94m a year and is responsible for 5,300 jobs.

The town is the eighth highest in the UK for jobs

directly sustained by tourism.

Southport's re-birth as England's "Classic Resort" – following more than £200m investment in recent years – has helped the town buck the trend during the recession.

Steve Christian, Sefton Council's tourism marketing manager, said: "The drift towards ‘staycations’ is set to continue this year, as more people look to holiday at

home. Southport has moved with the times and is now recognised as England's Classic Resort, thanks to the investment in new facilities combined with our traditional seaside attractions.”

Future improvements include the £12m redevelopment of Southport Arts Centre and Atkinson Art Gallery into a state-of-theart cultural centre.

Southport, with its six championship courses,

also stakes a claim to be the "capital" of England's "golf coast" – and the region is home to 19 challenging and picturesque courses.

And those tourists who wish to venture slightly farther afield often opt to discover the Roman walls and amphitheatre in Chester or the coastline of North Wales - both of which are within an hour's drive of Liverpool John Lennon Airport.

Tills keep on ringing as Liverpool One lures millions

to add offer

THERE have been more than 70m visitors to the £1bn Liverpool One development since it opened in May, 2008, and it is widely perceived to have played an instrumental role in boosting this city's visitor economy.

Indeed, more than 10.5m have visited the retail and leisure complex so far this year.

It is officially recognised to be Europe's largest urban regeneration project

and has come to epitomise the rebirth of Liverpool's increasingly vibrant city centre.

To date, Liverpool One has scooped 60 awards and in May it beat off competition from retail and leisure destinations from around the world to win the International Council of Shopping Centre (ICSC)'s "Best-of-the-Best" award at the ICSC VIVA (Vision, Innovation, Value and Achievement) Awards in

Las Vegas. The award honoured the most outstanding examples of retail design and development, sustainability, marketing and community service.

Spanning 42 acres, it features over 160 shops, cafés, restaurants and bars, two hotels and serviced apartments Hilton, Novotel and BridgeStreet Apartments, 600 residential apartments at One Park West, 14-screen Odeon Cinema and new car parks.

Liverpool One also features the five-acre Chavasse Park which has re-established the link between the new city centre and the Albert Dock.

Chavasse Park is now also home to the John Lennon Peace and Harmony Monument.

Chris Bliss, estate director at Liverpool One, said: "Liverpool One is more than a shopping destination, it is a unique lifestyle experience.”

No shortage of hotel rooms as visitor surge continues THERE are now 5,716 hotel rooms in Liverpool – and this figure will increase to 5,966 by the end of this year.

This rapid growth is further placed in context when it is considered that in April 2009, there were 4,474 rooms.

Today, the city boasts establishments which suit all tastes and budgets.

These range from guest houses and big-name brands to stylish boutique hotels and stunning

country houses. In this last category is Knowsley Hall, which is situated within a 2,500-acre estate and is Britain's only 5-star Gold rated stately home which also hosts large-scale conferences.

Among key international brands now present in Liverpool are: Hilton, Malmaison, Radisson Blu, Novotel, Crowne Plaza, Marriott, Hampton by Hilton, Jurys Inn and Ramada Plaza. In 2010,

choice was increased further with independent hotels Heywood House and base2stay, and this year they have been joined by Days Inn Hotel, which opened in April.

Earlier this month, the £15m boutique Hotel Indigo Liverpool opened with a restaurant by renowned chef Marco Pierre White.

Robert Nadler, chief executive of base2stay in Seel Street, said: "It's great that this city has a lot of

hotel rooms because it has an excellent product to sell.

"This was the second hotel we opened after the one in London.

"I think that the opening of the new museum and the new exhibition centre in 2014 will also be good for hoteliers.

"Many hotels in this city find themselves busy at weekends but have some vacancies on weekdays and these two new venues could help with this."

City’s museum offering about to get even better

Bob Prattey – facility has proved very effective

LIVERPOOL has more museums and galleries than any other UK city Region outside of London – and this offering is about to get even better.

National Museums Liverpool (NML) already operates six venues across the City Region – World Museum Liverpool, Walker Art Gallery, International Slavery Museum, Merseyside Maritime Museum, Lady Lever Art Gallery and Sudley House.

These free venues attract over 2.5m visitors a year and on July 19 – 100 years to the day since the neighbouring Royal Liver Building opened its doors – NML will open its seventh venue, the £72m Museum of Liverpool.

It is already anticipated that the new venue will attract more than 750,000 visitors per year.

Situated on Liverpool's waterfront, which is part of the UNESCO World Herit-

age Site, it will become the largest newly-built national museum in Britain for over a century.

It will also become and the world's first national museum devoted to the history of a regional city.

Professor Phil Redmond, chairman of National Museums Liverpool, said: "Liverpool's waterfront is known the world over, and we are pleased that we will soon be welcoming visitors to what is undoubtedly a

stunning addition to that World Heritage Site."

The museum will focus on four main themes of port, creative and sporting history, people and global significance with galleries called The Great Port, Wondrous Place, People's Republic and Global City.

David Fleming, director of National Museums Liverpool said: "The Museum of Liverpool is all about telling the stories of the city and its people. “

13

PROFESSIONAL SECTORS

IN ASSOCIATION WITH

THE SHARPER

INVESTOR

Nigel Hibbert, Partner at Cheviot Asset Management, Liverpool This year has already been marked out as one of global volatility. Nigel Hibbert assesses the impact on investment portfolios POLITICAL upheavals and military flashpoints have dominated the international agenda this year, arriving on the back of a credit crisis that few would dispute changed the world order.

The implications for investors of the events in the Middle East and elsewhere are naturally of profound relevance to investment managers – and the people whose wealth we safeguard.

One perspective is that turbulence has both short and long-term consequences.

The 9/11 attacks, for example, had a seismic impact on geopolitics and left an indelible mark on history.

Yet Stock Markets overcame the turmoil within a mere four weeks.

The fall of the Berlin Wall also comes to mind.

It proved to be a boon to capitalism, contributing to a decade-long surge in stocks, yet those consequences were not assured when radicalism first swept across the Eastern Bloc in 1989.

Economic developments do take time to play out, and markets often remain volatile in the immediate wake of a world crisis. That’s certainly the pattern we see now.

An investment manager can excel when markets are in a tailspin. The key is to be prepared to act decisively and reduce exposures if necessary but, equally, to maintain a level head. That’s about quickly assessing whether the situation at hand has changed the outlook at all and/or whether the market lurch is an over-reaction.

It is also important to consider whether it is appropriate to be “brave” by taking a contrarian stance, because the best investment opportunities are so often borne out of moments of market distress.

When news of a natural disaster somewhere in the world is breaking and equity markets react nervously by falling, it does not necessarily mean that the trading picture has changed for Tesco in any way, and so the share price weakness is anomalous.

Given this reality, clients appreciate hearing about the “science” of our portfolio management (even if they do not profess or wish to fully understand it) and how we establish the balance of where to protect and where to target higher returns.

At the heart of our process is always the management of risk. What’s the backbone of the portfolio? Is there enough diversity to cushion volatility and are our assets sufficiently uncorrelated to help generate the consistent returns we are seeking?

While we want to be pursuing growth opportunities to the full extent of a client’s individual risk profile, we will also always be scrutinising where the risks are placed.

A portfolio’s Fixed Interest content, for example, should be respected as the portfolio’s lower risk element, and a fund manager careful about chasing too much return via, perhaps, low-quality corporate bonds – they are high yield for a reason.

Outside of the current trouble spots, the “BRIC” economies of Brazil, Russia, India and China are relatively free from debt, growing and becoming more advanced. The next tier of nations includes the likes of Mexico, South Korea, South Africa, Indonesia and Taiwan. Each has its own opportunities and risk, and this should be assessed in the context of each individual client’s risk tolerance.

Understanding these patterns and the stresses and opportunities they may create is an integral function of wealth management.

The events of the last few months have given us all much to reappraise.

‘Investment managers can excel when markets are volatile’

14

Wealth manager Rensburg Sheppards rebrands as Investec in the

THE zebra on the 13th floor of Liverpool’s Plaza office block is a sign that things are changing at one of Liverpool’s oldest companies.

The zebra, called Henry, has made its home in the offices of Investec Wealth & Investment – the wealth management company formerly known as Rensburg Sheppards.

Rensburg Sheppards has a proud history in Liverpool stretching back to 1873, when it was able to trace its roots back to the Liverpool Stock Exchange.

The historic Rensburg name may be on the way out, but it’s very much business as usual for the busy team at Investec’s Liverpool office.

The wealth management sector is a key part of Liverpool’s economy. It boasts some long-established companies, but it is a sector that is used to

change and rebranding. In 2006, Liverpool group Tilney was bought by Deutsche Bank.

Today, its Liverpool office, in the iconic Royal Liver Building, operates under the Deutsche Bank brand.

In May, Cheviot Asset Management announced Liverpool would be the site of its first office outside London.

Its wealth management team is based in St Paul’s Square, a stone’s throw from Investec.

Meanwhile, veteran Liverpool wealth management group Rathbone Brothers – which dates its history back to 1742 and itself tried to take over Rensburg in 2005 – is still going strong.

Liverpool is, according to research carried out earlier this year for Professional Liverpool, the biggest UK centre outside London for the wealth management sector.

The report by ComPeer showed Liverpool had £11.6bn of assets under management, ahead of Manchester at £10.7bn, and is the driving force behind the North west’s wealth management sector.

In 2005, Rensburg bought Leeds-based Carr Sheppards Crosthwaite from Investec, having decided to turn down an approach by Rathbones.

In return, Investec took a 47.7% stake in the newly-formed Rensburg Sheppards, before completing a takeover last year in a deal worth £412m.

Jonathan Wragg, UK chief executive of the rebranded Investec Wealth & Investment said: “The name Investec will be synonymous with the enduring values and modern methods that have allowed our business to thrive over many years.

“In addition, the change of

PROFESSIONAL SECTORS

IN ASSOCIATION WITH

LEGALLY

SPEAKING

With Bill Chandler, legal director at law firm Hill Dickinson

Q

THE lease of one of my business premises contains a break clause allowing me to terminate the lease in a few months’ time. Getting out of this lease would save me a significant amount of money over the coming years, but are there any traps I need to avoid when exercising the break clause?

A

From left, Carl Cross, Henry the zebra and Jon Seal relax with the Daily Post

gets its stripes

latest change in Merseyside’s financial sector brand also presents us with new opportunities to grow, as part of an FTSE 100 group that is committed to developing our business.

“After working in association with Investec for several years, we are proud to be adopting their name.”

Jon Seal, director in charge of the Liverpool office, said: “Offering clients a service that is out of the ordinary lies at the heart of the Investec brand, and that is fundamentally what Rensburg Sheppards has always been about.

“We’ve been a constant presence in the city of Liverpool since 1873, making us one of the city’s longest established and largest investment managers, and our rebrand to Investec Wealth & Investment marks a new and very exciting chapter in our story.”

EXERCISING a break clause to terminate a lease sounds straightforward enough, but there are potentially serious and costly perils and pitfalls for a tenant.

The battle of the break clause is a perfect illustration of the pressures on landlords and tenants resulting from the changed economic landscape. As tenants attempt to exercise break clauses to escape ongoing liabilities on properties which are now either over-rented or surplus to requirements, landlords are fearful of another empty property and are fighting to keep tenants on the hook.

The last couple of years have witnessed a flood of court cases concerning break clauses, which can be distilled into the following lessons on how to correctly exercise a break clause:

problems with notices served by the wrong group company, where changes of company name have been involved and by naming only one of two co-tenants.

3. Who is the landlord?

Similarly, ensure that the notice is addressed to and served on the correct and current landlord. In one case, the original landlord had subsequently created an intermediate lease, which interposed a third party between the original landlord and tenant.

4. How must the notice be served?

We have all become accustomed to sending and receiving correspondence and documents electronically, but most leases still require the physical delivery of a hard copy notice. And, in one case, the break notice was invalid, despite being correctly served on the landlord because another clause in the lease required all notices to be copied to a third party fund manager.

‘There are potential perils and pitfalls to a break clause’

1. When must the notice be served?

Most break clauses impose a strict timetable; and remember to allow sufficient time for the notice to actually be served on the landlord before the deadline. Late service may render the notice invalid, a most costly mistake.

2. Who is the tenant?

The notice must be served by or on behalf of the current tenant. Sounds obvious, but recent cases have concerned

5. Are there any conditions?

Any preconditions specified in the lease must be strictly complied with. Rent penalties are usually easy to calculate, but it can be virtually impossible to be certain that a pre-condition requiring compliance with the tenant’s repairing obligations has been satisfied.

The potential cost to a tenant of getting it wrong includes not only paying full rent for the remainder of the term, but also insurance rent, service charges, business rates and other outgoings.

Given the risks involved, tenants may conclude that instructing their solicitor to check the title and serve the notice is a small price to pay for peace of mind.

■ EMAIL: bill.chandler @hilldickinson.com

Deutsche Bank Private Wealth Management, formerly known as Tilney, is based in the Royal Liver Building

15

THE BIG INTERVIEW

A change in the Ayre

BY ALEX TURNER

▲ ▲

Liverpool FC’s managing director, Ian Ayre, is planning the next phase of the club’s commercial development 16

IAN AYRE ON: LIVERPOOL’S RIVALS

‘We are not like Manchester United, we don’t want to have the same culture as them. I would liken us to Barcelona’ E HAS described it as one of the hardest decisions in football – selling the star striker for a record fee mid-season to league rivals.

“It was a necessity for lots of reasons,” said Ian Ayre – although not about the £50m sale of Fernando Torres, but about Marcus Stewart, the goalscoring centre-forward who moved from Huddersfield Town to Ipswich for £2.75m during the 1999-2000 season.

It was at the Yorkshire club that Ayre got involved on the inside of football, after he was brought in as part of a takeover by his former boss and satellite entrepreneur Barry Rubery.

His three years at the McAlpine Stadium impressed on him the importance of the relationship between the owner and manager of the football club.

Current Sunderland AFC manager Steve Bruce was in charge of Huddersfield when Stewart was sold – to the chagrin of the fans, but with the manager’s understanding.

He said: “At that level, there’s a real need for the owner – whoever’s money it is – the owner and the manager to be joined at the hip, it is more fundamental than anywhere.

“Their relationship is most important. I can’t say enough professionally about Steve Bruce in that respect. He took the time to understand what our objectives were as a business, not just as a football club.

“You have got to join the business and the team together.

And I really mean that, fuse it together. It can be sustainable, but only if those two people are on the same level.”

From when he arrived at Anfield, in August, 2007, the Kirkdale-born Liverpool fan was there to see some of the problems that can arise when the team manager and club management are at odds.

It goes unsaid that this has been the case in the recent past at Anfield, with former manager Rafael Benitez at times publicly at odds with the then-owners Tom Hicks and George Gillett, and their chief executives Rick Parry and Christian Purslow.

One of the consequences of that internecine warfare was the indiscriminate use of money, with costly signings being seen as a way to placate fans and the manager, without it appearing that there was a sustainable long-term plan.

That can be seen in the way wages began to swallow an increasingly large chunk of the club’s income. In the three financial years from 2007-09, although wages increased by £23m to £100m, they remained between 56% and 58% of turnover.

Then, in 2009-10, as the

H

IAN AYRE ON: THE NEW OWNERS

‘They really understand how you own, operate and run a sports business. They are very honest about their objectives, they listen – that’s quite fundamental’

Ian Ayre, left, with Jamie Carragher, at Liverpool FC’s Melwood training complex

Americans’ popularity was in freefall, it spiralled up to 66%, after an extra £21m was added to the wage bill in just one year.

“It can get out of kilter by bad spending and poor management, but I don’t see any of that happening now,” said Ayre.

On several occasions, Ayre described these figures, from the recently-published 2010 accounts, as old or out of date and in one respect they are, as they pre-date the takeover by New England Sports Ventures (NESV).

But they also detail the last full financial year as Liverpool’s 2011 accounting year only ends on July 31, while it will be about another 10 months before the figures are made public.

He believes the wages-to-

turnover ratio will be lower this year – although it is safe to assume with the ever-rising wages of Premier League footballers that will be a result of rising turnover, not reduced spending – and he is not concerned that the level is out of control.

“It’s something we are managing and we expect to improve on them and have already,” said Ayre.

“You want to keep it sensible.

It’s round about our competitors: Manchester United, Arsenal.

Obviously Manchester City and Chelsea are beyond those numbers.

“One of the key drivers is the media deals done. You want to be benchmarking yourself against

your true competitors. We know what the right level is.”

Ayre is not shy when it comes to benchmarking Liverpool in the very top bracket of the sporting elite despite, say, the lack of Champions League football which will extend to at least 2½ years by the time Liverpool could next play in the competition at the start of the 2012-13 season.

Or the lack of a domestic title, which was last captured 21 years ago.

Talking in terms of the club as a business and, specifically what he describes as the “category of opportunity”, he puts Liverpool in the top group.

He said: “Anyone who really knows the business of football – Liverpool, Manchester United,

Barcelona and Real Madrid fit into a different category of opportunity than Arsenal, Chelsea, Inter Milan.

“For lots of reasons, Liverpool is a bigger global brand. You don’t do that by winning the league once or signing a player.

“How do we keep the others at bay? We don’t, we are not competing with Manchester United or Barcelona. We know what good is.”

This idea of non-competition is based on the notion that the business development of football clubs, especially overseas, is intrinsically different to other industries.

“It’s not about market share,

CONTINUED ON PAGE 18

17

IAN AYRE ON: TOM HICKS AND GEORGE GILLETT

‘There were a lot of things they were right about.

They were right this is a fantastic football club and they were right there was a great opportunity to maximise the value of this club, they were right it needed a new stadium and new people’ CONTINUED FROM FROM PAGE PAGE 17 16 CONTINUED it’s not like selling widgets. The market is so big. We don’t need to have more fans than Manchester United, we just need to be better at servicing them,” said Ayre, whose business career has seen him work across Asia for many years.

“It doesn’t matter who is first, just how you go about your strategy. I am sure Manchester United are doing some great work in China, but it’s a big place.

“It’s not about what they do. It’s about what we do and doing it right and proper. We have seen dramatic growth in what we do.”

The overseas growth has been given a huge lift by the sponsorship deal with Standard Chartered, which has just completed its first year and is worth up to £81m over four years.

Standard Chartered is headquartered in Singapore and London, and generates about 90% of its revenues from Asia, Africa and the Middle East.

The bank has said the partnership “builds global brand awareness, provides compelling promotional opportunities to help build our business, and creates commercial opportunities for Liverpool FC”.

Ayre said: “It was the biggest in football at the time. People asked ‘How can that be when you haven’t won anything since whenever’. It’s because they are investing in Liverpool Football Club overall, not just what they won today.”

For Ayre, the deal was important not just because of the greatly-increased value generated by the club’s most valuable commercial deal – the 17-year agreement with Carlsberg was worth just £7.2m a year at the end – but also because of what it symbolised.

“For me, it was a stake in the ground for what’s possible for Liverpool. It made a few people sit up and think that we were, if not back, then we were on our way back,” he said. “That was really important to me. That people don’t underestimate where we can go to.”

Things have come a long way since he first took a phone call from a headhunter representing then-owners Tom Hicks and George Gillett more than four years ago.

Ayre had recently left sports marketing group Total Sports Asia.

After almost five years, he had begun talking to private equity funders about an idea he had for a media business. At that stage, he had no plans to return to paid employment.

“I wasn’t interested in the job initially because I didn’t see myself as a commercial director,”

18

Kenny Dalglish, centre, speaking to the press in the trophy room at Anfield with Damien Comolli, left, and Ian Ayre, right he said. “It didn’t feel like a big enough challenge, but I started to realise that I kinda knew the size of the opportunity that Liverpool had, and I remember both Tom and George saying the opportunity was to grow the whole business.

“They said ‘We want you to go and fix this business – not the football, but everything else’.”

After two months of conversations and meetings on both sides of the Atlantic, Ayre was appointed as commercial director of his boyhood club.

“It was my football club and it felt like the right time. There was a lot to do and a lot of opportunity to rebuild the business of the football club so I accepted,” he said. “I was, and still am, very excited by it.”

That is despite the turmoil that

has been an almost ever-present feature of life at Liverpool FC since he arrived.

Although ongoing legal proceedings prevented Ayre from discussing the events and issues relating to the acrimonious change of ownership from the Texan duo Mr Hicks and Mr Gillett to the Boston group NESV, he did offer his verdict on where the former owners went wrong.

He said: “There were a lot of things they were right about.

They were right, this is a fantastic football club, and they were right there was a great opportunity to maximise the value of this club, they were right it needed a new stadium and new people.

“What they got wrong fundamentally was using leveraged finance to run the business and try and develop the

business. It was a) a mistake, and b) because of the timing with the economic climate.

“What we have now is people who really understand how you own, operate and run a sports business.

“They are very honest about their objectives, they listen – that’s quite fundamental. One of my management styles is not to try and do everybody’s job.

“You should set out a plan, a vision, and then empower people to deliver their part of it.”

NESV, now called Fenway Sports Group, has its vision and that has seen a new management team appointed to implement it.

Kenny Dalglish returned to the managerial hot-seat after a 20-year gap in January, and his success as caretaker manager resulted in him being awarded a

three-year contract in May. Damien Comolli has been recruited as director of football.

The triumvirate was completed with the promotion of Ayre from commercial director to managing director in March.

Getting the top job will enable him to continue his work in growing the club’s commercial revenues, a process that began in 2007 with the sinking feeling of “where do I start?”.

Ayre said: “The first thing I would say is that what existed and what I expected was very different.

“The business had been almost entirely out-sourced. All of the assets that you make money with in a football club were being run by other people who weren’t Liverpool Football Club. It didn’t allow Liverpool to operate as a

IAN AYRE ON: THE NAVY

IAN AYRE ON: STEVE BRUCE

‘I can’t say enough professionally about Steve Bruce . . . he took the time to understand what our objectives were as a business, not just as a football club’

‘Some people in Liverpool only face inwards, the Navy gave me an opportunity to face outwards. It taught me that the world is a big place’

Career in media and sport brought boyhood fan to Anfield

collective. When you make a proposition to a fan or a sponsor or anyone else, you need to be able to offer them what they want.

“At the heart is we want to give Liverpool fans what they want – whether it’s tickets, merchandise, media content – you should feel that if you go to that place you should be able to get what you want. When other people are delivering that, it’s much harder to bring it together.

“Because everything was out-sourced, there was very little in terms of management expertise and support.

“Things like customer databases, they weren’t up to date, they weren’t joined up. It was a mess.

“As a fan, I had experienced all of the anecdotal things you hear about, you go online and

everything was always out of stock, hanging on the line when you’re trying to book tickets.

“At the end of the first week, I went home and thought ‘Where do I start?’.”

He started by bringing in people to fill an eight-strong layer of middle management he felt was missing, including a head of partnerships to manage the relationship with sponsors, a head of customer service to have responsibility for the club’s customers, and a head of customer relationship management to manage the customer data effectively.

At the same time, the club bought Granada out of the joint venture LFC TV, while catering and merchandise was also

CONTINUED ON PAGE 20

THE arrival of Ian Ayre ushered in a new era for Liverpool, in more ways than one.

He was born in Kirkdale, in April, 1963, and the following season saw Liverpool win their first league title for 17 years – the first major trophy under Bill Shankly, which kick-started a generation of success.

He left Litherland High in the summer of 1979, in the aftermath of the winter of discontent and the election of Margaret Thatcher – “I didn’t think Liverpool the city had much to offer me,” he said, “I suppose I had my own summer of discontent”.

Drawn away from his home city, he joined the Navy, which took him all over the world, and which he credits with teaching him management and people skills.

As a communications officer, he worked with the emerging satellite technology which was of immediate use on leaving the Navy, as he joined set-top box manufacturer Pace Micro Technology. He worked his way through the company over eight years, ending up as chief executive of the Asian business.

After leaving Pace, he joined up with its co-founder, Barry Rubery, who was looking to buy a football club, which resulted in Ayre running Huddersfield Town.

“Having come from a media technology background, the three things I had learnt about pay-TV was football, movies and porn were driving the business,” said Ayre.

“I didn’t fancy getting into the porn business and I am not a movie star, so it was football.”

While at Huddersfield, a business idea was developed around the collective bargaining of digital rights, which were not being exploited by Football League clubs.

The clubs agreed to cede their new media rights, NTL agreed to invest £250m, and Ayre left to become chief executive of that company,

Ian Ayre launching Liverpool FC’s four-year sponsorship deal with Standard Chartered Bank Picture: VINCENT YU badminton to WWE Premium TV. At its height, wrestling. Strong growth the company had about 86 resulted in six offices being of the professional teams in opened in five years, but the the English and Scottish agency’s owners decided to leagues, with the websites consolidate rather than seek recognisable by the suffix, investment to fund world. significant growth.

However, NTL’s parent “I left and genuinely didn’t company went into Chapter know what I was going to 11 in the US – the American do,” said Ayre, who began to version of administration – develop his own idea for a which resulted in a scaling business. back of its operations.

Then he got a phone call Ayre left and was soon heading back to Asia, to join on behalf of then-Liverpool FC owners Tom Hicks and start-up sports marketing George Gillett and he soon agency, Total Sports Asia. found himself at Anfield, The company ran live about a mile away from events, activated where he was born, with the sponsorships and sold aim of ushering in a new, media rights for a range of commercial era at the club. sports from football to

19

IAN AYRE ON: HIS PLAN FOR LIVERPOOL FC

‘We are just finishing what we have been calling Phase One – improving all of our systems and processes, which have generated that growth in revenue. But really we have only been doing that domestically. The next goal for us is to deliver that to fans all around the world’ CONTINUED FROM FROM PAGE PAGE 19 18 CONTINUED brought in-house: “We started to change the proposition and the ‘that’s the way we have always done it’ culture,” he said.

“They were some of the hardest days commercially.”

Ayre feels that the club, from the owners down, is now in the right state to begin the second phase of its commercial development.

He said: “We are just finishing what we have been calling phase one – improving all of our systems and processes, which have generated that growth in revenue.

But really we have only been doing that domestically.

“The next goal for us is to deliver that to fans all around the world.“ One key difficulty in operating overseas, without putting it too crudely, is finding an efficient way of getting money from fans, of overcoming the issue of the economically-inactive fan.

He said: “In Asia, there are a lot of hardcore Liverpool fans that are just as engaged and passionate but when we add them all up they don’t make a big proportion of the population of Asia.

“A big number of fans – and I don’t mean it disrespectfully – probably feel they are a Liverpool fan three hours a week when Liverpool are on television. That’s when they are most engaged as fans.

“That doesn’t necessarily translate today into revenue or create any transactional revenue today.

“Our challenge is to understand those people.

“With sponsors, our own staff and other initiatives, we need to understand who those people are.

“We need to find out who they are and how we get in touch with them.

“And find out what else they like, other than Liverpool. So what we offer them is a combination of products that are Liverpool and lifestyle-related.

“If we engage them, we think we can understand them more, and there are hundreds of millions of them.

“It’s infinite almost in terms of the size of the opportunity. They are not currently a paying fan but that’s OK, we have to start somewhere and start communicating with them.”

He explains the challenge the club faces by reference to the club’s retail operations. It currently has five outlets – in Liverpool, at Liverpool One, Williamson Square and Anfield, as well as Chester and Belfast – while negotiations are taking place about a store in Southport and Dublin is being actively scouted for a suitable site.

20

Fans in Bangkok watch Liverpool take on Thailand, in 2009. The Asian market is increasingly important to Premier League clubs But trading farther afield presents a different set of problems.

He said: “One of the things that a lot of people don’t understand about football retailing is in Liverpool two out of every three people who walk past our store in Liverpool One are probably Liverpool fans to differing degrees.

“There are millions of fans in Asia. But if you put a store in Shanghai, are there enough fans in Shanghai and are they engaged enough? Is there enough appetite for it?

“Other clubs have tried it, and I am not convinced from what I have heard.

“It may be that the online store should be more locally focused or maybe we will get a concession in a major retailer.”

Building a global business is difficult but, it seems, not as difficult as building a stadium.

One of the big failings of Messrs Hicks and Gillett was their statement that “the spade needs to be in the ground within 60 days” from when they took over.

They raised expectations, but ultimately couldn’t raise the finance to make it happen.

“When you look at what we have done in growing the business, if we had started building that stadium in 2007 we would have been in it now,” said Ayre. “It could have been brilliant, but we have probably set ourselves back several years.

“Without the significant increase in revenues, God knows how much of a mess we would have been in.”

Ayre believes the way the stadium issue has been handled highlights the key difference between the former and current owners.

He added: “Nobody is going to force ourselves or the owners to

make a decision until we know what’s right for the club, because that was partly what went wrong before.

“It’s a really good example of the way we made decisions in the past and the way we make them now. Sometimes people won’t like that it takes a long time. That’s unfortunate but it’s the way that we do it.

“Once a week, someone will ask me what’s happening with the stadium and the answer is ‘We don’t know’.

“The reason we don’t know is that there are still the two solutions. They are a new stadium in Stanley Park or a refurbished Anfield – that obviously comes with all sorts of issues – and there are a million questions to answer.

“The new stadium in the park, it all comes down to the economics, how do we pay it back? It needs a big naming partner.

“Until you get the answer to those questions, it would be wrong and unprofessional for us to make a statement about what we are doing.”

But if fans’ demands and expectations for the stadium are high, they are nothing compared to those for the team. Ayre says that nobody, inside the club at least, is getting carried away.

He said: “Fan expectation is always there. We all want to win all the time. That’s obviously right. I am a fan as well.

“There’s nobody getting carried away about what can be achieved in what timescale. The best we can ask for is the right level of effort.

“The owners have said they want to win. That means a lot of things.

“What does winning mean in year one? And in year two? We don’t want to win once, we want to build consistency.”

ADVERTISING FEATURE

The future is black and white

Investment director Carl Cross, left, and director in charge Jonathan Seal, with Henry the Zebra, at the Investec offices, in The Plaza Building

▲ ▲

Last month, one of Liverpool’s longest standing financial institutions announced a change of name. Investment managers Rensburg Sheppards, a constant presence in the city since 1873, became Investec Wealth & Investment.

21

ADVERTISING FEATURE CONTINUED FROM PAGE 21 HILE Rensburg Sheppards’s identity has changed, its core philosophy and approach – to offer clients a bespoke personal service of the highest quality – remains firmly at the heart of the business.

The rebrand comes after Investec, the Anglo-South African FTSE 100 company, took full ownership of Rensburg Sheppards in June last year, increasing its shareholding from 47 to 100%.

Jonathan Seal, director in charge of Investec Wealth & Investment’s Liverpool office, explained how the relationship with Investec had developed, saying: “We’ve had a relationship with Investec since they sold Carr Sheppards Crosthwaite to Rensburg in 2005.

“Since then, Investec has been a substantial shareholder, before acquiring us fully in 2010. The former chief executive of Rensburg Sheppards, Steve Elliott, also joined us from Investec, and that allowed us to build a very close working dynamic between the two businesses.

“While our name changes, our commitment, focus and team remain exactly the same. For clients, being part of Investec brings additional security and the peace of mind that their assets are managed by a company capitalised at over £2bn.”

W

A firm footing Investec was founded in South Africa in 1974, and has since expanded through a combination of substantial organic growth and a series of strategic acquisitions in South Africa, the United Kingdom and other countries.

The FTSE 100 company now has £12.7bn funds under management (as at March 31, 2011) and a breadth of capabilities across six core business divisions – asset management, property, private banking, investment banking, capital markets and wealth and investment.

In Liverpool, the near 200-strong former Rensburg Sheppards team remains at its Old Hall Street offices and continues to work with many of the region’s high net worth individuals, providing advice on how to meet financial objectives and preserve and enhance wealth.

Investec is the only FTSE100 company that’s still run by two of its founding partners. The values of Steven Koseff and Bernard Kantor remain integral to its daily operations today.

The company’s strapline, “out of the ordinary”, sums this up and is captured in its distinctive brand icon – a zebra.

According to Jon, this “stand out from the crowd” mentality is particularly evident in Investec Wealth & Investment’s approach to client care.

He said: “The biggest criticism levied at bank-owned investment managers tends to be in relation to its product portfolio, with

22

The Investec Wealth & Investment team, formerly Rensburg Sheppards, get friendly with Investec’s iconic zebra. Pictured, left to right: Ca own-brand products pushed onto clients and familiar systems and procedures completely overhauled.

“This just isn’t the case with Investec Wealth & Investment.

Our situation is quite unique.

The client remains firmly at the heart of our business, and that means providing the right products and services to meet their interests and needs.

“We continue to offer a wide range of services, not just Investec’s.”

The UK business is rooted in the philosophy that the best investment advice comes from the strength and capability of its people and the quality of its research.

This, together with very high levels of personal service, has underpinned strong, long-term growth in Investec Wealth &

Investment’s assets under management.

Being wholly owned by Investec, clients benefit from greater financial stability, broader expertise across the group, access to comprehensive research into new and different asset classes and better deals, thanks to greater buying power.

A changing industry Jon has worked in the private client sector since 1988 and has witnessed some of the sector’s biggest changes during that time.

He said: “In the last 25 years, there’s been an explosion in the opportunities available for investors, whatever their risk appetite.

“Commodity funds, Real Estate Investment Trusts (REITS), hedge funds, derivative investments (such as options and

futures) and infrastructure funds have all come to the fore.”

With this growth came an expanded role for the investment manager, highlighting the importance of professional standards and consistent, quality advice.

He added: “You should be able to walk into an office in Glasgow, one in London and here in Liverpool and broadly get the same financial advice based on your specific circumstances. “ To do that, there needs to be some commonality in the way we understand clients’ needs and establish their risk profiles.

“We were the first investment manager in the country to formalise this, using FinaMetrica, an Australian system, which puts customers on a bell curve and identifies how risk averse they are.

“This isn’t about pigeon-holing clients into certain types of investments, rather giving us a starting point for discussion about what’s needed to achieve their end financial goals.”

The suitability of a client’s investments, ensuring they understand what they’re buying and whether it’s appropriate for their needs, is part of the FSA’s Retail Distribution Review (RDR) and the subject of a consultation paper earlier this year.

Jon said: “The RDR‘s new framework will provide a real step change in the way the retail investment market organises itself and manages clients.

“The changes are far reaching and will see an even greater focus on professional standards, transparency and the customer experience, something we’ve always put the utmost focus on.”

ADVERTISING FEATURE

The Rensburg Sheppards’ legacy

Rensburg Sheppards’s relationship with Liverpool institution The Royal Liverpool Philharmonic spans more than a century, and will live on through a series of special performances at the Liverpool Philharmonic later this year Picture: JAMES MALONEY

arl Cross, Paul Hill, Chris Clay, John Sawbridge and Marion Mulcahy Looking to the future, Jon holds the next decade as one of real opportunity, not just for Investec Wealth & Investment but for client investors, too.

He added: “While the last century was certainly all about America, China and India will assume their position as the world’s super economies in the next century, bringing with them a plethora of new, interesting investment opportunities.

“As Investec, we are committed to offering clients a service that really is out of the ordinary, and, with the support of our team and our clients, I’m confident the new brand will command a strong presence in Merseyside and beyond.”

■ The value of investments and the income from them can rise and fall in value. You may not get back the full amount you invested.

Jonathan Seal, director in charge of Investec in Liverpool

IN LIVERPOOL, the Rensburg Sheppards name has always evoked real history.

Henry Rensburg started his stockbroking firm when Liverpool was still a merchant port, after being elected a member of the Liverpool Stock Exchange in 1873.

The Liverpool office has remained a constant player in the city’s business community ever since.

Jon Seal said: “Any sense of disappointment that the Rensburg name is changing is overtaken with optimism and excitement about the future.

“The business we have today is the result of several mergers and acquisitions and, as such, our rebrand to Investec Wealth & Investment is another chapter in our story.

“Henry Rensburg’s legacy is much more than his name; his work laid the

foundations for Liverpool to become the biggest UK centre outside London for the private wealth management sector, employing hundreds of people and managing billions of pounds. That’s a true legacy.”

As well as his contribution to the private client sector in Liverpool, the Rensburg name will also live on through a “Henry Rensburg” series of special performances at the Liverpool Philharmonic later this year.

Rensburg Sheppards’s relationship with Liverpool institution, The Royal Liverpool Philharmonic, spans more than a century, and was renewed in 2010 when Rensburg Sheppards assumed the role of single principal sponsor. The sponsorship has been extended until 2015.

Jon added: “Aside from

the arts, the business has always worked hard to ensure a broader contribution to the city’s fortunes, supporting the work of smaller local charities and community groups too.

“During 2010, Rensburg Sheppards and our staff provided financial and time support to a wide range of organisations, including the Alder Hey Imagine Appeal, the St Francis Xavier junior football team and the Liverpool Welsh Choral.

“We’ve also created a Charitable Endowment Fund, via the Merseyside Community Foundation, with profits and revenues from the fund distributed to local charities on an annual basis.

“As Investec Wealth & Investment, we’ll be looking to continue and build on our charitable works across the region.”

23

ADVERTISING FEATURE

Familiar faces at Investec While the name has changed, the Liverpool team has stayed the same. Here we meet some of the team that makes up Investec Wealth & Investment’s Liverpool office Carl Cross

Marion Mulcahy

Investment director Carl, 39, has been with the business for 16 years, and is one of the Liverpool office’s bestknown faces.

Carl works on the discretionary funds management desk.

He said: “The biggest benefits of the Investec rebrand are the opportunities this affords at every level – from the breadth of expertise available to our clients, to the career progression and training available to our team.

“We’re part of a well-respected global brand and the focus is on continuing the personal services for which Rensburg Sheppards was renowned, as well as adding the strength and resources of a worldwide investment company to our offering.”

Along with working as a fund manager, responsible for private clients, charity and SIPP portfolios, Carl is also the Merseyside area chairman for the

Marion is one of Investec Wealth & Investment’s rising stars.

Promoted to associate investment director in 2010, Marion is currently building her own client portfolio and has also earned herself the enviable reputation as one of Investec’s best networkers.

Marion, 32, joined the former Rensburg Sheppards business in 2006, having previously worked for Numis Securities, as well as WH Ireland and Blankston Sington.

She was the president of The Chartered Institute for Securities and Investment (CISI) from 2008 to 2010, and is passionate about supporting students across the region.

Marion set up the CISI’s five-a-side football team to provide networking for investment trainees and manages Investec’s “Student Week” programme.

A committee member at Merseyside Young Professionals, Marion has also established Investec’s first Liverpool Ladies’ networking group. Marion said: “We had our first event in March and were delighted with the turn-out – more than 50 women from across a wide range of professional services came together for cocktail mixology lessons, pampering

Conservative Party, a trustee of the Liverpool Bluecoat Foundation, and a governor at Liverpool Bluecoat School.

During his time with the firm, Carl has also worked as an equity analyst and associate director of fund management.

■ Carl.cross@investecwin.co.uk

Chris Aitken

Angela Cruise

Chris, 48, is the newly appointed head of financial planning across all 11 of Investec Wealth & Investment’s UK operations.

Financial planning is a growth area for the business, and the 27-strong team has a particular focus on utilising its specialist knowledge of the “at retirement” market – a critical and growing demographic.

Chris said: “Wealth creators are a relatively small part of the population, so the majority of people’s wealth comes when their children leave home, via inheritance or by unlocking pension funds.

“Establishing how we can best support the financial needs of this group is particularly important to protecting individuals’ futures and preserving the nation’s wealth.”

Based in the Liverpool office, Chris works with his team to help set-out, manage and achieve a client’s individual

Angela, 44, is Investec Wealth & Investment’s business development director, responsible for expanding links with intermediary business introducers such as solicitors, accountants and independent financial advisors (IFAs).

She said: “The FSA guidance consultation and Retail Distribution Review (RDR) mean IFAs will face major changes in the way they provide an investment solution for their clients, and, thus, are increasingly working with discretionary investment managers, such as Investec Wealth & Investment, who will provide an active, whole-ofmarket approach.

“Investing in these relationships by building strategic alliances will help to prepare both IFAs and ourselves for the changes. There’s a huge opportunity for all involved.”

Angela holds quarterly IFA lunch briefings as part of her commitment to building quality relationships with

24

financial expectations. Chris joined Rensburg Sheppards in 2001, and was formerly a senior financial planning director.

■ Chris.aitken@investecwin.co.uk

and canapés. It was a great success and we’ll be holding our second event in the autumn.”

Marion’s particular area of interest is in supporting women with their financial endeavours. She added: “The world of investment used to be dominated by men managing the money of men, but that’s shifted dramatically in recent years. I’m particularly interested in helping aspiring and already successful women grow their financial portfolios.”

■ Marion.mulcahy@investecwin.co.uk

advisers across the city.

■ Angela.cruise@investecwin.co.uk

ECONOMIC

DEVELOPMENT

Work is well under way on the Venture Fields complex at Widnes Waterfront, above; with an artist’s impression of the completed development, below

It’s been a real ad-Venture Widnes leisure scheme is the latest in a series of regeneration projects, writes Alex Turner

ALTON may be the smallest of the Liverpool city region authorities, but it is home to some of the most ambitious plans.

After years of planning, the Mersey Gateway is now on the road to being built, which will alleviate congestion on the existing Runcorn Bridge and, it is forecast, bring long-term economic benefits to the whole region.

Three major employment sites – Daresbury Science and Innovation Campus, The Heath Business and Technical Park and the Mersey Multimodal Gateway (3MG) – all have plans to expand

H

which could bring thousands of jobs to those sites, as well as boosting the respective supply chains and communities.

A range of partners have been involved in regenerating Widnes Waterfront, which will soon see leisure developments added to the commercial and industrial schemes that are already in existence.

The opening of an ice rink in the town will add something new, while the revival of Widnes’s rugby league club, which will return to Super League next year after being awarded a three-year licence, will raise the profile of the town.

Widnes Vikings is symptomatic

of much of the resurgence in Halton. It might have a modern twist – the American-style moniker, the cheerleaders and the all-seater stadium were all unheard of a generation ago – but it essentially is the return of something that has always been at the heart of the town.

Take logistics, for example.

It is argued by some that the birthplace of Widnes was Spike Island, which was where the St Helens and Runcorn Gap Railway had its southern terminus.

That was built in 1833, the same year that the Sankey Canal was extended to Spike Island, creating a nineteenth-century multimodal scheme – Widnes Dock was the

first rail-to-ship facility in the world.

Now a twenty-first-century multimodal scheme is establishing the borough as a key logistics hub for the North West.

3MG’s location on the banks of the River Mersey, alongside the West Coast Main Line and near to the M6, M62 and M56 motorways maximises the efficiency of its distribution network.

That was a key attraction for Tesco, and the retailer opened a 528,000 sq ft chilled distribution facility in May, 2010.

Steve O’Connor, chief executive of Stobart Ports, said: “We see the opportunity of all the modes of travel being connected, so there’s

a cohesive plan, which gives a competitive edge particularly when we are trying to attract retailers.

“Tesco have been there just over a year now, that’s about 1,200 jobs.

“The retailers tend to cluster and when one retailer comes in – when they see the whole supply chain is robust and sustainable – they look to see how robust the distribution links are.”

The next phase of development can now begin after the 3MG partners – Stobart Group, Prologis and Halton Borough Council – were awarded £9m from the

CONTINUED ON PAGE 26

25

ECONOMIC DEVELOPMENT . . . HALTON CONTINUED FROM PAGE 25 Regional Growth Fund in April.

The funds will be used on developing rail infrastructure and land remediation to bring brownfield land back into use.

Eventually expansion could result in another 5,000 jobs at the site.

Daresbury Science and Innovation Campus is also the subject of ambitious growth plans, with its 20-year private-public venture estimated to bring 6,000 knowledge-based jobs to Cheshire.

The joint venture between Langtree, the Government’s Science and Technology Facilities Council (STFC), Halton Borough Council and the Northwest Development Agency, has plans to add 1m sq ft of laboratory and commercial space.

That will add to an already-impressive array of knowledge assets at the site, including The Cockroft Institute, which is a national centre of accelerator science, and the Virtual Engineering Centre.

But not all of Halton’s development is in the future.

Widnes Waterfront’s £10m leisure scheme, Venture Fields, is on site and on schedule to welcome its first visitors before the end of the year.

It is the latest development by Widnes Regeneration – a joint venture between developers St Modwen and Halton Borough Council – which has seen the town centre evolve over more than a decade.

“Nothing does happen overnight,” said Michelle Taylor, St Modwen’s northern regional director.“It started to deliver bit by bit. Widnes Regeneration was always intended to be a 10-year plan. We started in 1999 – it has worked, it's got a dynamism going.”

It began by bringing Asda to the town in a major development for the southern end of the town centre, and has moved on to create business parks and the leisure scheme.

The work done by Widnes Regeneration has also attracted other developers to the town, including Stadium Developments, which opened Widnes Shopping Park last year, and Turnstone Business Park developer Priority Sites.

Major retailers B&Q and Tesco have also chosen to relocate into larger stores at the edge of the town centre.

Ms Taylor said: “That was the plan. From a regeneration

Michelle Taylor, St Modwen’s northern regional director

perspective, it means that Widnes has a momentum. The fact that it has the momentum will help see it forward.”

Momentum has been key to making Venture Fields happen, as the credit crunch caused developments around the country to stay forever as architects’ drawings and CGIs. But the success of Widnes Regeneration’s previous schemes and the commitment of the partners means that the scheme has been seen through.

Ms Taylor puts its success down to “a long-term view, a flexible approach and a bloomin’ good partnership”, although admits with a smile that “it is impossible to describe how hard it was to make it work”.

She said: “This scheme came

Bridging the gap . . . the new Widnes-Runcorn crossing, the Mersey Gateway, is now well on the way to being built, to ease congestion on the existing bridge Picture: RICHARD WILLIAMS

26

about when our founding chairman came here, shortly after Widnes Regeneration was formed.

He was very keen on leisure.

“At that time, we could not find enough occupiers to make it work.

It was always an aspiration but we had other things to be doing, so we got on with the jobs we could do.

“But we were always conscious that Widnes didn’t have a proper leisure offer.

“2005 was probably the next incarnation – we designed a smaller scheme, focused around the cinema, restaurant and other uses. The first driver was the cinema.

“Around 2005-06, we started on what we would recognise as Venture Fields today.

“Then the credit crunch hit and

it ground to a halt. That's where the partnership with Halton Borough Council has worked really well. We bring the commercial nous, the council brings the community reasons.

“Because of the effort of Halton Borough Council, this is where we got today.

“The cinema is the same as the one we had five years ago, the bowling operator changed, the ice rink stuck with us, Frankie & Benny’s have been with us for several years.

“It was the funding and the ability to attract Whitbread that made it work.”

Whitbread is behind the 60-bedroom Premier Inn hotel and the Brewers Fayre restaurant, which provided the critical mass to make the site work.

Along with the ice rink, the hotel will pull people in from outside Halton, although providing leisure facilities for the local population has been the key purpose of the development for the joint venture partners.

From a temporary office on the Venture Fields site, Ms Taylor can look at the ongoing construction work with a sense of pride about what has been achieved through patience and determination.

“For 6-7 years, we were the only developer in the town, now there are several. More things are happening,” she said.

“St Modwen as a principle just take the view that we should have schemes where we can make a start.

“In this climate, it's the only way forward at the moment.”

ECONOMIC DEVELOPMENT . . . HALTON

£15m retail scheme moving forward Vector development aims for straight line growth

PLANS have this month been submitted to Halton Borough Council for a £15m retail park in Widnes.

Developer Vector Investments proposes to transform an 8.2 acre brownfield site on the edge of the town centre – opposite Morrisons supermarket and close to Venture Fields.

The Tanhouse Yard development aims to bring 12 new stores to the area, 10 of which would be large retail warehouses, ranging in size from 13,000-35,000 sq ft.

Vector said the new shops would be non-food stores such as clothing, electrical and furniture outlets and could create in the region of 220 jobs, adding that major retailers have already expressed a firm interest in the scheme.

Andy Frost, director at property consultants Jones LangLaSalle, believes there is “healthy demand” for retailers to come to Widnes.

He said: “Our proposals seek to capture this retail demand in a way which benefits local people and the local economy in general.

“Importantly, it will help to draw shoppers back to Widnes who currently travel to other retail parks in places such as Speke and Warrington.

“In so doing, it will also encourage more shoppers to visit and spend in Widnes town centre.

“We have worked closely with the council and local people to make sure we get the proposals right and the reaction to them has so far has been generally very positive.”

Graham Corser, director of Vector’s parent company

CENTRAL VIEW With Ged Gibbons, chief executive of City Central BID FOR those not escaping the British weather this summer, console yourself with the lucky fact that you live in a city with so much to offer.

Museums, galleries, parks and festivals galore await you. And fabulous shopping!

And our street life is set to explode with a riot of colour.

We at City Central BID are hosting Brazilica, Brouhaha and City Wave – surfing without the sea! – to name just three events this July.

But despite these activities, quality is not guaranteed on our streets.

If you’ve watched The Shawshank Redemption, then you’ll recall Andy Dufresne bringing the prison to a standstill when he locked himself in the warden’s room and played a piece of opera on the PA system.

This wonderfully evocative scene of escapism sprang to my mind the other day when walking down Bold Street and was stopped in my tracks by the voice of a lady busker.

Mesmerised, like the inmates at Shawshank, she transported me to another world.

Lifted by this encounter, I walked on with a spring in my step. Then I reached Williamson Square to be assaulted by the noise of a man on a squeezebox!

Talk about from the sublime to the ridiculous. Of course, music is subjective – in the ear of the beholder, so to speak.

But for shoppers, tourists and businesses, the quality of street entertainment can make a huge difference to their experience. And critically, where they decide to shop/visit next time.

After all, who wants to hear Don’t Look Back in Anger for the 50th time? And which parent appreciates a human statue giving your child a lollipop in expectation of something in return?

Over the last few summers, we at City Central BID have noticed a sharp rise in complaints about buskers and it’s clear Liverpool has become a victim of the “welcome all” laissez-faire policy it had for European Capital of Culture.

Now, this is not about demonising buskers. They bring vitality to a city centre.

But a balance needs to be struck. And quality, unlike the weather, can be addressed.

Colleagues at the city council are currently looking at a code of practice which is welcome – but whatever is produced needs to be workable and enforceable.

This issue has many similarities to street charity collectors – or “chuggers”, as they’re called.

For what seems like time immemorial, “chuggers” have operated seven days a week in the city centre across three sites, a situation which means people can be stopped almost every two minutes by strangers asking for their direct debit details.

Again, this practice is a nuisance to shoppers and visitors, and has reached such a point that we have now intervened to curtail this situation.

Again, Liverpool has been a victim, this time for our reputation for generosity towards charities.

But, after negotiations with the Public Funding Regulatory Association (PFRA), we have now agreed a three-day, two-site system.

This makes sense as charities will not be operating in a saturated city, where people will not be tired of seeing collectors.

Ergo, a better chance of raising money.

Logically, this strategy could also apply to our buskers.

And don’t we all want to live in a city where everyone’s a winner?

‘Our street life is set to explode with a riot of colour this summer’

Tanhouse Yard could become a home to major retailers Istithmar P&O Estates, added: “Our aim is to bring new retailers into Widnes town centre that will complement the town’s existing retail offer.

“By delivering a high-quality shopping environment, we aim to encourage shoppers to spend their money more locally, boosting the local economy.”

After a period of public

consultation, Vector submitted an outline planning application, with a decision expected by August.

The site was vacated by logistics firm Wincanton in April last year, and currently hosts a mixture of warehouse buildings, associated transport facilities and open yard areas being used by two remaining tenants.

27

REGIONAL BUSINESS AWARDS

COMMERCIAL DISTRICT UPDATE With Paul Rice, chief executive of the Commercial District

PAUL RICE is in celebratory mood as he looks forward with optimism at a new dawn for Liverpool’s Commercial District FIRSTLY, I’d like to offer an enormous “thank you” to all of those ratepayers who supported us in our successful application for Business Improvement District status.

It was heartening to discover that so many businesses share our ambitions for the area, and we plan to waste little time repaying their faith by delivering real change where it matters most.

One of our first administrative tasks will be to merge the Commercial District Partnership into an autonomous subsidiary of the Liverpool BID Company, which will sit alongside the City Central BID. We aim to hit the ground running by completing projects already instigated by the partnership.

These include a review of the area’s movement strategy, in conjunction with 20/20 Liverpool, and the potential for a new environmental "hit" team to support our successful street concierge service.

The clear difference here is that BID status provides us with the financial muscle to deliver such projects on a much larger scale than ever before.

The new organisation will be managed by an independent operating board, made up of representatives from within the business community.

This board will decide the priorities for activity and

monitor the performance of the BID. A fundamental ethos of the BID business plan is the belief that the levy payers should have a say in where the extra monies should be spent, so we also hope that all businesses in the commercial district will use BID status to its full potential by giving us their input.

A principal benefit of BID status is that the local business community can now have a direct say over which projects should be funded.

We will make this process as straightforward as possible by making ourselves accessible and holding regular consultations with levy payers to ensure their wishes are reflected in our actions.

We are also committed to expanding the reach of our member benefits scheme, and we intend to spend the next few months liaising with businesses across the district to illustrate the advantages of engaging with the programme and making exclusive offers available to businesses in the Commercial District.

This enhanced roll-out is likely to be supported with investment in a number of technological aids, again assisted by our new elevated resources, and we hope to make a further announcement in that regard in the near future.

We want to deliver a step-change in the commercial district, and it’s a very exciting time to live and work here.

We will use every available outlet to keep levy payers informed about our activity, although we hope our achievements will speak for themselves.

Steve Morgan, right, in conversation

From left, guest speaker John Timpson, Daily Post editor Mark Thomas, and awards host and former Daily Post journalist John Sergeant

From left, Steve O’Connor, Dale Foster and Ben Whawell, of Stobart Group, with KPMG’s Ian Goalen

‘So many businesses share our ambitions for the area’

28

Derek Lindsay, left, and Neil Lindsay, of RedX Pharma, celebrate winning the Liverpool John Moores University-sponsored Knowledge Business of the Year Award Liverpool jeweller Boodles won the Medium Business of the Year award.

From left, Jody Wainwright, Alex Wainwright, Nicholas Wainwright and Trinity Mirror NW MD Warren Butcher

REGIONAL BUSINESS AWARDS

THE leaders of the North West’s business community were out in force at this year’s Liverpool Daily Post Darlingtons Group won the O2 Judges’ Regional Business Awards.

Choice Award. Martin McNicholas, left, The event, which and Mandy McNicholas, of Darlingtons, attracted more than 400 are pictured with Ian Hayhoe, of O2 people to Liverpool’s Anglican Cathedral, saw Redrow founder Steve Morgan named DLA Piper Business Person of the Year.

The black-tie event also saw the KPMG Business of the Year award presented to Warrington-based haulage and distribution firm, Stobart Group.

The Liverpool Daily Post Small Business of the Year Jaguar Land Rover (JLR) won the Investment of the Year Award. From left, award went to Wavertreebased security technology Richard Else, of JLR; union convenor Ken Smith; and Max Steinberg, of award group Human Recognition Systems. sponsor Liverpool Vision

Other winners included pharmaceutical research firm RedX Pharma, which won the Liverpool John Moores University Knowledge Business of the Year award.

The United Utilities Green award was won by Bootlebased reusable packaging company Weir & Carmichael, while the Liverpool Chamber of Commerce Export Business of the Year award went to Liverpool-based food supplier, the Real Good Food Company.

The Jaguar Land Rover Corporate Social Responsibility award was presented to Estuary Commerce Park-based housing association Riverside.

CORPORATE ENTERTAINMENT

Dreaming of a winning streak?

A day at the races is a good way to meet contacts, reports Bill Gleeson IN THESE frugal times, most corporate types are tightening their belt and doing less entertainment.

The relative dearth of invites to be wined and dined at art previews, football, county cricket, tennis and golf has not gone unremarked upon.

So it was very nice to receive an invitation from Patrick Tooher, head of public relations at Cooperative Financial Services, to attend Ladies Day at Chester races.

Chester races has become an established part of the social scene locally, and thousands of glamorous racegoers flocked to watch some excellent racing, including two Epsom Derby trials and the Chester Vase. This race was famously once won by Shergar, who then went on to win the Derby. It also featured the catchily named Investec Structured Products Handicap Stakes. It was a good opportunity for the stockbroking firm to underline the name change of its regional arm from Rensburg Sheppards to Investec.

Each day is attended by tens of thousands of racegoers, giving a bustling atmosphere, but also meaning you do have to allow a lot of time to get there, as the traffic congestion around Chester is bad at the best of times, never mind on race days.

The Co-operative had taken a table in one of the marquees that formed part of a tented village. Their marquee filled with other corporates types and general racegoers out to enjoy themselves for the day. One nearby table was full of, to judge by their accents, Dubliners whose wit and

horseracing wisdom was audible for everybody to hear.

Being Ladies Day, all the women were looking splendidly summery, even though the weather was proving a little changeable.

Patrick’s table included several other journalists and members of his press office team. As well as the racing, we talked about mutuality, the good old days on Fleet Street, and much else besides.

Watching the horses thunder by, it struck me how exhilarating it must be to be a jockey galloping along at full speed, pitting your racing wits against your rivals.

As for the betting, I think on balance the vast majority on the Co-op’s table came out roughly evens. There were no high rollers on our table: we generally staked £2.50/ £5 here or there. I got off to a great start, winning about £20 on the first race, but I finished the day just about 10p up as all of the rest of the nags I put my faith in let me down. Next time, I shall bet only on favourites, instead of being tempted by the longer odds. That way, I reckon I’m more likely to be quids in.

It is easy to sit at your table all day and never see a horse. That’s because the bookies offer a table service. They come to you to take your bets and pay your winnings. It’s definitely worth the effort of getting trackside to sample the race-day atmosphere.

I do admit to knowing nothing about horseracing whatsoever. Nevertheless, I enjoyed the day at Chester.

Fred Willetts, ridden by Matthew Cosham, crosses the line in the Raymond Corbett Memorial Handicap Class 2 race, on Chester Racecourse’s Ladies Day

r ace

day hospitality

book your place FOR THE ULTIMATE

in comfort

& LUXURY

chester racecourse

01244 304 606 hospitality.chester-races.com

29

COMMERCIAL PROPERTY

Smaller lettings keep up the

Quality gap with rival parks set to grow wider, says MD, as Warrington’s ‘commercial hub’ MEPC Birchwood Park’s flagship development, Bridgewater Place

WARRINGTON’S MEPC Birchwood Park is one of the biggest business parks in the North West.

Managing director Jonathan Walsh believes it is also one of the best and adds that, in the years to come, the quality gap between it and many of its competitors will grow even wider.

In recent years, it has become synonymous with lettings to blue-chip firms such as AMEC, Atkins, Electricity North West, Rolls-Royce and Serco.

And, in recent months, it has also demonstrated its strength with a raft of lettings to smaller firms.

In the first five months of this year, Birchwood Park has secured lettings totalling 24,000 sq ft – all of them smaller suites.

A total of 24,104 sq ft was let

30

over 19 deals, including 7,925 sq ft to new park occupants from a range of industries, including stationery distribution (Antallis Printall), recruitment and financial consultancy (FSR Group) and insurance services (Nationwide Claims Solutions).

All 10 new tenants took units of 2,000 sq ft or less.

Trade-ups by four existing tenants are included in the deals.

Optimise Internet expanded from 184 to 495 sq ft in Thomson House, while Nuclear Technologies increased its presence at Chadwick House, and Hydrosave UK and Skillray Transport Services UK also traded-up.

The average deal size across the period, of 1,269 sq ft, reflects the trend highlighted in the latest

Warrington Annual Property Review, which pointed to a preponderance of small deals in the town’s 2010 office market.

Mr Walsh said: “Other business parks will switch to offering smaller suites out of necessity but we have been geared up to do this for many years.

“Last year was a quiet year across the board. When a big firm moves, there is a much longer lead-in time.

“But small firms will make decisions on space much quicker – they are often run by entrepreneurs who just want to get on and do it.”

Birchwood Park is home to 150 companies who between them employ more than 4,200 people.

Covering 123 acres, the park is acknowledged as being

Warrington’s commercial hub.

The origins of the Park go back to World War II. Prior to the war, the area was mostly agricultural.

In 1939, much of the farmland was acquired by the Government by compulsory purchase for the construction of Risley Royal Ordnance Factory.

Within 18 months, a huge complex covering 927 acres of prime agricultural land was built, including 1,800 small buildings and a network of roads and railway links.

An average of 22,000 workers were needed to keep the factory in production. Most of these were women, many of whom came over from Ireland and the North-East.

Over one million mines and 500,000 bombs were assembled here. After the war, the site was

used for military storage until the 1950s when it became a key centre for the UK’s nuclear engineering programme and by the early 1970s around 4,500 people were employed there.

This declined when the civil nuclear programme ended in the 1990s, but in 1998 MEPC acquired the park, then known as Birchwood Technology Park.

The following year, the company unveiled its future vision for “the best mixed-use business park in the north of England”.

And so began a period of new development, creating the modern buildings that are key to the park’s success today.

Chadwick House was refurbished and work began on industrial units at Cavendish Place.

COMMERCIAL PROPERTY

momentum at Birchwood

reports more than 24,000 sq ft of lettings in the opening five months of 2011

Jonathan Walsh, managing director of MEPC Birchwood Park, in Warrington By 2000, Birchwood Park was attracting blue-chip companies such as Vodafone and Alfred McAlpine Homes to its Dalton Avenue scheme.

Vodafone commissioned purpose-built offices in a move that would create more than 400 jobs.

In 2002, long-term occupier NNC announced its expansion with the development of a 25,900 sq ft office building at the southern entrance to the park.

In the same year, Sony Ericsson, United Utilities, Core Utility Solutions and A-Plant joined the growing list of occupants.

In 2003, design work began on the £30m Bridgewater Place office scheme.

The first phase of Bridgewater Place was completed in 2005 and

the Department of Work & Pensions took one entire 40,000 sq ft building – the largest office letting in Warrington that year.

In the same year, the park’s conference facilities were refurbished.

In 2009, the 103-bedroom Ramada Encore hotel, situated at the southern entrance to Birchwood Park, opened its doors.

The largest letting that year was to nuclear technology services provider, National Nuclear Laboratory (NNL), which took 17,000 sq ft in Chadwick House.

Mr Walsh says there will be more development in the future and promises ongoing improvements to the existing stock. And he claims this sets Birchwood apart from many other

parks in the North West. He said: “Every year for the last few years – at least up until 2008 – there have been shiny new schemes across the North West.

“That has not been the case for the last couple of years.

“Occupiers are generally very bad at looking after the buildings they rent, and after a while those glitzy new buildings start to look tired and run-down.

“There is not going to be much new development over the next five years and a lot of out-of-town parks are going to end up looking like that.

“In contrast, at Birchwood Park, we have improved the whole environment of the Park year-in, year-out.

“I believe many business Parks will go backwards, but Birchwood

and maybe a few others will get better and better and so the gap is just going to get bigger.”

For more than a decade Birchwood Park has also put great emphasis on its environmental responsibilities.

A decade ago it launched its Green Travel initiative which includes free buses and a car sharing scheme and last year it opened its £60,000 Cycle Centre.

The number of cycle commuters at the park is rising year-on-year and there is a bike user group with more than 300 members. The Cycle Centre extends its existing cycling facilities to include 120 additional lockers, cycle parking, refurbished showers, a drying room, dedicated cycle hire shelter and a cycle repair area.

Bike maintenance classes and surgeries are undertaken regularly by experts from local specialist cycle shop, Cyclehouse.

The Cycle Centre was created in response to feedback from Birchwood Park’s regular occupier travel surveys.

The park already offers a comprehensive network of cycling routes and bike hire facility, and recently undertook a cycling project dedicated to help reduce carbon emissions generated by the park.

At the time of the launch, Mr Walsh said: “MEPC Birchwood Park is dedicated to promoting and facilitating environmentally sustainable travel, and our travel management plan is an area of ongoing investment and competitive advantage.”

31

KNOWLEDGE ECONOMY

Liverpool Science Park, situated adjacent to Liverpool’s Metropolitan Cathedral – collaborating with top regional universities to help graduates

New ‘i-pass’ opens access Neil Hodgson reports on an initiative involving three specialist centres across the region

LIVERPOOL Science Park is collaborating with two of the region’s top universities to encourage the growth of knowledge-based and scientific ventures and budding entrepreneurs.

The Mount Pleasant-based park has launched the “Graduate i-pass” with Manchester Metropolitan University’s business incubator Innospace and the University of Chester’s Riverside Innovation Centre.

Graduate i-pass will allow graduate and start-up tenants to access facilities across the three sites.

A reciprocal agreement has been drawn up between the three organisations setting out the offering, which includes guest day passes, free wireless connection,

32

use of communal facilities and the option to book meeting rooms.

Liverpool Science Park chief executive Chris Musson said: “We are delighted to unveil the Graduate i-pass.

“Each of our organisations shares a deep-rooted commitment to supporting the brightest and best talent starting out in business, and this scheme is about giving a helping hand to those ambitious young firms working hard to establish a presence across the North West.

“Not only does this initiative provide professional bases across multiple premises, but opens up access to our vibrant communities of like-minded knowledge-based companies.”

Last September, Liverpool Science Park opened a Graduate

Enterprise Centre (GEC) exclusively for new and recent graduates starting out in the science and knowledge- based sectors.

The 24-hour facility provides tenants with all the necessary ingredients they need to build a business, including low-cost, short-term lease options.

Mr Musson added: “This is a permanent long-term initiative, primarily aimed at companies based within our Graduate Enterprise Centre and starter pods, with the idea being the scheme will grow as more graduates move in.”

There are 10 graduates in the GEC and this number is expected to grow after the graduation period.

Mr Musson said: “The Graduate

i-pass has been met with great enthusiasm by the existing tenants and has proved quite a draw to companies soon to move into the science park, with the passes now starting to be issued.

“We hope in time to expand the scheme to include other likeminded facilities across the North West.”

Manchester Metropolitan University’s director of enterprise, Ian Jamieson, said: “We’re very pleased to be working with our partners across the region to offer an enhanced service for graduates.

“In the current economic climate, it is vitally important that we stimulate new enterprise and support start-up businesses – this initiative will do both.”

And Charlie Woodcock, The

University of Chester’s executive director of innovation and development, including Riverside Innovation Centre, added: “Graduate i-pass is a great scheme to help support enterprising graduates across the North West and is a good example of innovative support facilities working together.

“With access to three prime city locations, young businesses can benefit from professional premises and the opportunity to network with like-minded entrepreneurs across the region.”

All three locations offer exemplary credentials in the development and encouragement of fledgling knowledge-based ventures.

Liverpool Science Park was launched in 2006 and is currently

KNOWLEDGE ECONOMY

to hi-tech incubator project Chris Musson, chief executive of Liverpool Science Park – committed to nurturing new talent

dedicated to nurturing graduates’ promising science and knowledge-based enterprises the second fastest growing science park in the UK, behind Cambridge Science Park.

It was created to develop and support Liverpool’s commercial knowledge economy and has proved a huge success to date, providing a range of services to nurture embryonic ventures and help them flourish.

Its offer includes flexible, bespoke fit-for-purpose accommodation; versatile leasing arrangements; specialist business support; life science laboratory compatible accommodation; links to the region’s specialist experts; and access to the academic research base.

Located in the heart of the Knowledge Quarter, at the foot of the steps of the Metropolitan Cathedral, Liverpool Science Park

currently comprises two buildings, Innovation Centre 1 (ic1) and Innovation Centre 2 (ic2).

Occupants span a wide range of knowledge-based sectors, including the creative industries, pharmaceuticals, life sciences, ICT, software development and genetics – all at the cutting edge of new technology.

And not only does the facility retain home-grown talent, but it is increasingly attracting companies from outside the region and abroad, from as far afield as Finland and Canada.

The park has twice collected the “Best Science-Based Incubator” award at the International Annual Incubator Conference & Awards, and it is estimated that, with the development of further phases, the Park could support as many as

7,000 local jobs within the next 10 years.

Liverpool Science Park is a joint venture between Liverpool City Council, Liverpool John Moores University and the University of Liverpool and is part financed by the European Union under Merseyside’s Objective One European Regional Development Fund programme, and the Northwest Development Agency.

Innospace is Manchester Metropolitan University’s business incubator for start-ups and new enterprises.

It comprises a community of more than 120 start-up businesses with access to a professional office team and a range of back-up facilities.

Situated in the heart of central Manchester, the incubator facility

says it is specifically geared up to help support people with great business ideas and the commitment to turn them into reality.

It also helps early stage businesses that have been trading for up to 36 months.

In addition, it is fast becoming a hub for social enterprises, with specialist support services and networking available.

It says its Unique Selling Point (USP) is its special emphasis on supporting cutting-edge digital, creative and technology businesses and says it is attracting increasing numbers of overseas entrepreneurs.

Chester’s Riverside Innovation Centre is set to officially open this summer and the university plans to develop it into its own

innovation-focused business start-up facility. Based in part of the former County Hall, next to the River Dee, it will offer “a vibrant environment, specialist support services, access to experts and networking opportunities.”

The university said it will provide a perfect base for entrepreneurs, including recent graduates, to develop their business ideas.

■ FOR more information about the Graduate i-pass, contact Chloe Young, at Liverpool Science Park, on 0151-705 3400 or email: Chloe.

Young@liverpoolsciencepark.co. uk; or Lynn Dwyer, at the Riverside Innovation Centre, on 01244 511227 (l.dwyer@chester. ac.uk); or Richard Deighton at Innospace on 0161-247 3954 (R.Deighton@mmu.ac.uk)

33

IN ASSOCIATION WITH

HOW GREEN IS YOUR BUSINESS?

Cities ‘need more green’ RICS calls on North West developers to help lower temperatures

THE Royal Institution of Chartered Surveyors (RICS) in the North West is urging developers to consider putting more green space into their schemes.

And Liverpool’s St Paul’s Square development is being held up as a “shining example”.

According to an RICS study – Green Infrastructure in Urban Areas – temperatures in the region’s urban areas are currently up to 6°c higher than in rural areas.

It claims this increases the chance of floods, noise and the quality of our air.

The report adds that increasing the amount of green space in the region will help alleviate this problem, as this can lower urban temperatures.

RICS North West spokesman David Inman, a chartered environmental surveyor at environmental consultancy firm DIEM, said: “Green space in towns and cities across the North West is being eroded, as playing fields, gardens and general space increasingly make way for roads and new developments.

“Removing just 10% of the green space from a built-up area in the region could see maximum temperatures increase by as much as 7°C. “The Government, local authorities; land owners and developers need to create and safeguard existing green spaces in the region, and pay greater attention to the growing problem of urban climate change.

“In order to allow for this, the adoption of green infrastructure strategies, that have long-term environmental and economic benefits, should be factored into development plans.”

The latest phase of St Paul’s Square, just off Old Hall Street, in Liverpool city centre, includes a grass roof.

The roof helps to keep the building insulated as well as carbon aware, while also absorbing rainwater and creating a wildlife habitat for local animals.

It recently won the Commercial category at this year’s RICS North West Awards RICS judges were impressed with the development’s green credentials, as well as its quality of finishes and building designs.

Lawn arranger . . . the grass planted on the roof of St Paul's Square, in Liverpool

Train operator installs meters in bid to slash energy bill A TRAIN company operating services between Liverpool and Birmingham is the first in the country to install energy meters into its fleet.

London Midland officials estimate that the move will save up to 20% of its annual £15m electricity bill and reduce its annual total of carbon emissions from

34

98,000 tons to 78,000 tons.

Traditionally, train operators buy electricity from Network Rail using a billing system that estimates the amount of electricity used to power trains and then redistributes any difference back to the company.

The new system means that London Midland will now pay only for the

electricity that it uses and also have the information to be able to reduce energy consumption.

At the same time, the company is looking to work with its train drivers and other staff to make the most of the electricity that they use, in the same way that car drivers can maximise the way they use

a tank of petrol. Mike Haigh, programme director for London Midland, said: “If we know how much electricity we are using, we can start to manage that usage.

“Everyone in the rail industry is aware of the need to make savings and this is an example of an early start.”

Meters move: a London Midland train

IN ASSOCIATION WITH

HOW GREEN IS YOUR BUSINESS?

BSOLAR director and founder Peter Bladen – says the Government’s feed-in tariffs scheme has made solar panels a sound investment

Future looking sunny for solar firm

BSOLAR aims to double in size over next year as tariffs scheme stimulates installations SOLAR energy specialist BSOLAR is enjoying “phenomenal” growth, thanks to the introduction of the Government’s feed-in tariffs scheme.

The Halsall-based firm was launched in April, 2010, and from a standing start has now reached a turnover in excess of £750,000.

And founder and director Peter Bladen says it is on course to break through the £2m barrier by the end of next year.

BSOLAR installs solar energy systems in both homes and

businesses across the North West.

Feed-in tariffs mean that people who install solar panels can sell their excess electricity back to the power companies.

This guaranteed income has made the installations attractive not just to people looking to cut their carbon emissions and power bills, but also to serious investors.

Mr Bladen said: “Solar panels are now one of the most popular green technologies out there.

“Through the Government’s Clean Energy Cash Back scheme, they make one of the best green

investments you can make. It guarantees you 43.3p per KWh of renewable energy generated from the panels, meaning that they give you a healthy annual income and free electricity.”

“Growth has been incredible.

Last year we started the business with just me and my partner.

“Now, 12 months on, we have eight staff, three company vehicles and a turnover close to £1m.”

The average solar panel system costs about £10,000 and, under the government scheme, you will

receive an annual income of around £1,000 for the electricity you generate.

This income is guaranteed for 25 years.

“Solar panels will pay for themselves in 10 years, then you have another 15 years of guaranteed income, which will basically be profit.

“Added to that, you are paid for the electricity you generate irrespective of whether it’s used, which means when the panels are generating during the day you have free electricity which can be

used in the home.” In the last few weeks, BSOLAR has appointed Mike Shwenn as its new warehouse and logistics manager after seeing the number of solar panel installations grow.

Mr Bladen said: “Around 90% of our installations at the moment are domestic. Getting companies to decide to install solar panels is a longer process.

“Banks are definitely open to lending for this kind of investment, and over the next year we are looking to double the business.”

Government to listen to Eco renewables campaign A GOVERNMENT minister has pledged to take up a campaign being led by a Merseyside renewable energy company.

Greg Barker, the Minister of State for Energy and Climate Change, has vowed to discuss the growing chaos surrounding the installation of solar panels with the Department for

Communities and Local Government.

Mr Barker’s intervention follows lobbying by Eco Environments’ director David Hunt, supported by Shadow Energy Ministers Huw Irranca-Davies and Luciana Berger.

The campaign was triggered after a number of local councils, including West

Lancashire Council, told homeowners they needed permission before having solar panels installed.

This is despite Government guidance that planning permission is not required unless someone lives in a listed building or conservation area, and Building Regulations are not needed as long as the homeowner uses a

contractor under the Government’s Competent Person Scheme.

Mr Hunt said: “We are delighted that both a Government minister and two shadow ministers have taken up our campaign, which seeks to bring an end to attempts to make life difficult for homeowners trying to embrace renewable energy solutions.”

David Hunt, of Eco Environments

35

THE NETWORKER

SPONSORED BY MATCHDAY HOSPITALITY AT EVERTON 0151 530 5300

THE BUSINESS LIST Tuesday, July 5

The next 1stuesday breakfast event is at 8am at The Heath Restaurant, The Heath Business and Technical Park. Neil Lancaster, of SOG, will talk about effective marketing. It is £6.50+VAT for Halton Chamber members. To book, contact Nicola Holland on 01928 516142 or email nicolah@haltonchamber.com.

THURSDAY, JULY 7 /JELLYLIVERPOOL

Tuesday, July 5 The DSG Business Owners Club will be focusing on social media at its quarterly meeting. Guest speaker Tim Roberts, managing director of I-COM online marketing agency, will address business owners and managers at the free event, giving them an outline of the dos and don’ts of social media for their business.

It is at Goodison Park from 7.45am. To book, contact Sue Gallagher on 0151 243 1200 or email spg@dsg.uk.com

Wednesday, July 6 The Windmills interactive breakfast session on implementing organisational change will take place from 8am-11.30am at FACT, Wood Street. The seminar will be led by Dr Peter Hawkins and Helen Wakefield.

The event will give attendees an insight into some new creative and effective approaches to change management. To book for the free event, email lynne@windmillsonline.co.uk or call 0844 249 1990.

Wednesday, July 6 Knowsley Chamber of Commerce’s After Hours networking event is being hosted

by O’Connell & Squelch, Stanley Grange, L34 4AR. Networking will take place over canapés, cocktails and drinks. It costs £15+VAT for members and £20+VAT for non-members.

For more details, see www.knowsleychamber.org.uk/ events.aspx

Leaf, on Bold Street – hosting JellyLiverpool’s first anniversary event JELLYLIVERPOOL is for people to get together to work in a different environment from their usual one, whether it be freelancers, homeworkers or just people who want a change of scenery.

Jelly, a monthly event, is marking its first anniversary with a day punctuated by celebrations and prizes.

The free event is being held upstairs in Leaf Tea Shop, on Bold Street.

Wednesday, July 13 Phil Blything, from Glow New Media, will be outlining a range

It aims to bring together like-minded creative people and add in three ingredients – free wifi, free deskspace and free coffee.

Previous events have been attended by developers and

Picture: COLIN LANE

internet types, alongside entrepreneurs, freelancers, writers, artists and designers.

Organisers say that all is required is to “bring your own laptop and a friendly disposition”.

Friday, July 15

of methods that can be used to increase traffic to websites, including how to raise a site’s search ranking and how to use social media, as well as advice about the content of websites.

The Knowsley Chamber event is being held at The Village Hotel, Whiston. It costs £12+VAT for members and £18+VAT for non-members.

To book, visit www.knowsley chamber.org.uk/events.aspx

A one-hour seminar on improving email management techniques is part of Liverpool Chamber of Commerce’s latest 60 really useful minutes series.

The session will go through a series of simple hints and tips on how best to manage email.

It begins at 9am and is free for Liverpool Chamber members and £5 for non-members. To book, visit www.liverpool chamber.org.uk/events.html

Friday, July 15

Stanley Grange, Knowsley

36

The monthly Daresbury Science and Innovation Campus business breakfast network event brings together around 100 people working for hi-tech companies, entrepreneurs, , universities and support

It is from 9am-5pm, with people welcome to spend all day at JellyLiverpool or just drop in throughout the day.

■ FOR more details, see openlabs.org.uk/jelly/ or call Allison Cordner on 0151 231 4777.

Phil Blything

Wednesday, July 20

organisations.

The breakfast is at Daresbury Innovation Centre, starting from 8am. For more details, see www.daresbury sic.co.uk/events

The next Fish! networking event is being held from 5.30-8pm. For more details, contact Joel Jelen at Ubiquity PR at joel@ubiquitypr.co.uk

Waste Manag ement Exper tise

Choose Recycl ing-le the aw d Was ard wi te Man n n i n ageme Total wa g B&M ste man nt with W a a s g t e e Serv ment so Nationw lution ices*: ide serv ice Compe

CONTA CT US: www.b agnallan d

morris.c info@ba g n allandm om 0808 1 orris.com 00 243 4

titive pri ces Improve d recycl ing/reco very rate s

* Liverpool Daily Post Business Awards - Green Business Award (2010) and Environmental Business of the Year Award (2003, 2005 and 2008)

37

THE NETWORKER

SPONSORED BY MATCHDAY HOSPITALITY AT EVERTON 0151 530 5300

BUSINESS LUNCH Tony McDonough samples the Lightning Lunch at Filini, with Maresa Molloy, from Liverpool Chamber T WHAT point did the pre-2008 boom reach its zenith? I would suggest it was one cold winter’s night, early in 2004, when the newly-completed Radisson SAS Hotel, in Old Hall Street, held its official launch party.

I was there and so was this month’s Business Lunch guest, Maresa Molloy, the head of policy at Liverpool Chamber of Commerce.

We both turned up that night expecting the usual canapés and a couple of free drinks.

What we were confronted with was a sight so lavish it would have put the last days of the Roman Empire to shame.

Hundreds laid siege to the free bar like wildebeest at the watering hole, and in each of several rooms in and around the reception area there was a sumptuous feast laid on.

There was Chinese food in one room, Indian in another and in a third an eye and mouth-watering display of seafood.

People gorged themselves to such an extent that by 10.30pm the bar had started to run dry.

Fast forward to June, 2011, and we find ourselves in the midst of a period of strict austerity and when Maresa and I walked into the Radisson’s restaurant, Filini, for lunch we found ourselves wondering: did that night really happen?

On the few occasions I’ve been to Filini, I’ve generally been quite impressed with both the food and the service.

And so it has always been a puzzle why, at least when I’ve been there, it attracts so few lunchtime diners.

On this occasion, when we arrived at 12.30pm, there were literally no other customers there, and by the time we left only two or three other tables were occupied.

Maybe being located at the far end of Old Hall Street people consider it too much out of the way? Anyway, in the spirit of the age of austerity, this month’s Business Lunch was a modest affair.

Filini has launched what it calls its Lightning Lunch.

For just £6.95 a head, diners can choose from a small selection of light meals with a soft drink or tea/coffee

A

38

included. And, if the food hasn’t arrived at your table within 15 minutes of your order being taken, the whole meal is free.

Maresa has worked at Liverpool Chamber for several years and is well connected within the city centre business community.

Having a policy unit is a prerequisite of being an accredited Chamber of Commerce, and Maresa’s role within the organisation is quite a pivotal one.

“We are the representative and lobbying wing of the chamber,” she said.

“A big part of our job is to listen to businesses – our members – and find out the issues that they are facing.

“We have a structure of committees looking at different subject areas. For example, both transport and the environment are big issues for businesses.

“There is also a lot of Government regulation that needs to be looked at to assess what its impact on business is.”

In common with other policy units at chambers across the UK, Maresa and her team produce quarterly economic surveys which provide a snapshot of the state of UK businesses – particularly in the small firms sector.

She added: “That data goes directly to the Bank of England, which then quotes it in its own survey so that data is absolutely vital.

“We also do quite a bit of hosting – people like Government ministers.

“We give our members the opportunity to speak directly to key decision makers.”

Maresa also does quite a bit of travelling across the UK, meeting other chambers, and last week she

Filini, which is located in LIverpool’s Radisson Hotel, in Old Hall Street headed a delegation to London for a high-level discussion on proposals for a high-speed rail line running from London to the Midlands and the North.

Business and civic leaders in the North West are heavily in favour as the potential economic benefits are huge.

However, many people living in rural or semi-rural areas on the proposed route are against it.

Maresa said: “There is a government consultation going on High Speed 2, and we are generating a response to that.

“There is a lot of potential benefit to the Liverpool city region. Yes, the West Coast Main Line has had a lot of improvements, but that will be full to capacity again within five years.

“About 40 people were on

Maresa Molloy

the delegation to London and they included business leaders and MPs and we will meet at Liverpool’s London embassy.”

For her Lightning Lunch, Maresa opted for the cajun and lime chicken salad with a light olive and herb dressing.

I chose the pork sausages in sweet onion gravy with creamed potatoes.

The meals did, indeed, arrive very quickly – in eight minutes – although that wasn’t such a surprise when you consider there weren’t many other diners in that day.

We were both initially concerned that the offerings looked a little small, but I have to say I found my sausage and mash very filling indeed.

Everything was cooked to perfection and the gravy was indeed beautifully sweet.

Maresa also enjoyed her salad, but added that it maybe could

have done with a little more of a “kick”.

I can’t help feeling that, if Filini was located somewhere a little more central – like Castle Street – it would be full of business people most lunchtimes.

The Lightning Lunch seems to be a good idea in terms of getting more people through the door.

Many people in the business community now find they have far less time for lunch than they might have had in the past.

DETAILS Filini Radisson Blu Hotel, 107, Old Hall Street, Liverpool L3 9BD Tel: 0151 966 1500 www.radissonblu.co.uk/ hotel-liverpool

For more information call 0151 530 5300 or visit evertonfc.com/exec

New look for the Dixie Dean Suite

As part of the ongoing commitment to live up to our motto, we are pleased to announce a major refurbishment in the premium Executive Lounge at Goodison Park; the Dixie Dean Suite. No effort will be spared to produce a peerless matchday experience for our members.

And with package prices reduced for 2011/12, the ‘Dixie’ offers a compelling mix of an optimum venue, the highest levels of service and hospitality, and exceptional value for money.

For more information call 0151 530 5300 or visit evertonfc.com/exec

“The new Dixie Dean Suite will give us the platform to deliver an unsurpassed matchday hospitality experience.”

Gareth Billington Executive Head Chef 39

THE NETWORKER

SPONSORED BY MATCHDAY HOSPITALITY AT EVERTON 0151 530 5300

ALISTAIR HOUGHTON . . . in which we board a swan pedalo to escape the infinite meetings vortex S WE pedalled the 6ft-high plastic swan around Duke’s Dock, my mind drifted to the immortal words of that legendary management consultant, Captain Kirk.

“A meeting,” he once opined, “is an event where minutes are taken and hours wasted”.

But the team behind Liverpool’s own swan pedalo could be about to change that forever. Because, they believe, this cheerful vessel could be the meeting venue of the future.

Arts group Re-Dock has bought the pedalo so it can be used by the people of Liverpool for whatever they see fit.

Some of their ideas so far are quite sensible. Using it as a wedding venue, for example, or pedalling it across the English Channel – the busiest shipping lane in the world.

But perhaps their most outlandish suggestion -– at least to the middle management world – is the idea that it could be used for meetings.

You can imagine the gasps of horror from managers, sighing and clutching their hankies to their fevered brows.

“How”, they will cry, in the manner of a despairing heroine in a mediocre bodice-ripper, “can you meet in anything other than a beige cupboard?

“And where,” they will howl, bosoms or more likely beer-bellies heaving, “can I possibly show off my 187 slides on PowerPoint?”

There’s nothing wrong with meeting on water, of course. Rensburg Sheppards is renowned for its annual river cruise, where staff and clients board a Mersey Ferry for the night for

A

furious “networking” that just happens to involve a riverfull of booze.

Pedalling furiously around a dock would be another thing altogether. And yet, it’s a curiously appealing idea, in part because it’s a creative challenge to the corporate meeting culture.

SHORT and productive meeting is a thing of beauty.

It leaves you motivated, focused, and looking ahead with optimism.

But, as any honest Mersey business type will tell you after a swill of Pinot on the HMS Rensburg, that meeting is a rare beast. There are overlong meetings. There are irrelevant meetings. There are indecisive meetings. We, brave workers, have seen them all.

And then there’s the self-feeding meeting cycle, the infinite meetings vortex, a thing of horror.

Every meeting recounts the previous meeting – debates about how many angels can fit on the end of a pin and all – so agendas endlessly shuffle forward incomplete, decisions go unmade, and hours slide by across weeks, in a vicious circle of sleepy heads and bruised egos in beige rooms.

If the sign of creative logjam in pop is musicians writing songs about being in a band then, surely, the best sign of atrophy in any organisation is holding meetings about meetings.

A

HE meeting problem has exercised generations of management thinkers.

Patrick Lencioni has even gone as far as writing a book called Death By Meeting. In it, he says: “Bad meetings exact a toll on the human beings who must endure them,

T

and this goes far beyond mere momentary dissatisfaction. Bad meetings, and what they indicate and provoke in an organisation, generate real human suffering in the form of anger, lethargy, and cynicism.”

Business writer Seth Godin suggested this year that making meetings more expensive would make them cost less. If a business employed a “meeting faerie”, he said, then meetings would only go ahead if their purpose was clearly defined, guests were furnished with biographies of other guests, and the flow of information from agendas to PowerPoints was carefully managed.

Meanwhile, the meeting would be followed up with careful memos listing everything that was decided and every action point.

All that might make meetings cost more to run. But you’d need fewer meetings.

F YOU can’t find that meeting faerie, however, then Liverpool’s swan pedalo could be an ideal solution.

The “stand-up meeting”, where participants aren’t allowed to sit down, is often suggested as a solution to the problem of overlong meetings. But a “swan pedalo meeting”, held at the boat’s summer home in Duke’s Dock, next to the Albert Dock, blows that solution out of the water.

Here’s how I see it. The swan can only take five people – so there’s no worry there’ll be too many speakers.

Anybody who wants to speak has to climb into the front and pedal. That way, they just won’t be able to go on for too long. And if they fall in on the way to the front, then what they said probably wouldn’t have been worth hearing anyway.

If it’s cold or wet, or too hot and sunny, you won’t want to stay out too long. Brevity guaranteed.

There’ll be no flipcharts. No PowerPoints. And you can’t carry reams of paper in case they blow away, so agendas have to be short and committed to memory. And at the top of every agenda – “don’t crash into the dock”.

We can’t avoid the pain of meetings altogether. After all, you have to talk with your colleagues sometime.

So it’s time to turn again to another expert, this time eminent economist JK Galbraith. He once said: “Meetings are indispensable when you don’t want to do anything.”

And, if you’re going to do nothing, there are many worse places than Duke’s Dock. So -– who’s going to be the first to have a swan pedalo meeting?

■ FOR more information, visit www.swanpedalo.org

I

VIDEO: Alistair rides the pedalo Is it a bird? Is it a plane? No, it’s a fully-functioning meetings venue

40

www.bit.ly/swanpedalo

41

SOCIAL DIARY THE NETWORKER

SPONSORED BY MATCHDAY HOSPITALITY AT EVERTON 0151 530 5300

Phil Clemo, Sara Cawley, Huw Roberts, and Michael Barrow, at the Restaurant 1539 party, at Chester Racecourse

CAROLYN HUGHES Heads of Chambers Wyn Lloyd-Jones and Anthony O'Toole at the Chester Racecourse party

TWO of The Northwest's most well-established Barristers Chambers have joined forces to become Linenhall Chambers, based in the heart of Chester.

They celebrated with a fun party held at Restaurant 1539, Chester Racecourse, last week, where fellow barristers, Silks, admin staff and Solicitors from Chester and throughout the Northwest and North Wales attended. The new set of over 70 practitioners includes a number of silks, who between them provide the highest quality service across a broad spectrum of specialist disciplines.

■ DOWNTOWN in Business hosted a dinner

at Alma de Cuba, Liverpool, last week, among some of the city’s most successful business leaders and entrepreneurs.

The dinner was to launch DQ30; an initiative that will form an impressive professional network across the North West region.

■ LIVERPOOL Chamber held its monthly Meet and Eat networking event in the of the Malmaison Hotel.

Guests networked in the sumptuous surroundings of the Plum Bar, before moving in to the restaurant to enjoy food prepared by one of the city's top chefs, followed by further networking.

Jackie Lang, Search Consultancy; Jo Mills, Liverpool Chamber; and Katie Welsh, Search Consultancy, at the Liverpool Chamber Meet and Eat networking event, in the Malmaison hotel

Louise Echlin, Kate Meredith Jones, Jane Woosey, Simon Mills and Gavin Reeves, at the Chester Racecourse party

Andrew Booth, Coutts; Stuart Ross, Alma de Cuba; and Michelle Helsby, Horizon, at the Downtown in Business dinner

42

Victoria Brown, High Performance Consultancy; Vicky Jaycock, ACC Arena and Convention Centre; and Lucy Brady, High Performance Consultancy, at the Downtown in Business dinner

Lisa Bradshaw, Liverpool Biennial; Helen Wilson, Call Print; and Roy Groves, Entwistle Group; at the Chamber networking event

Our MSc students have the edge in today’s competitive job market. Find out why.

Programmes include: Consumer Marketing MSc e-Business Strategy and Systems MSc Economics and Finance MSc Entrepreneurship MSc Finance MSc Human Resources Management MSc International Business MSc Management MSc Operations and Supply Chain Management MSc Find out more at www.liv.ac.uk/managementschool

43

Still at No.1 Full service commercial law firm Hill Dickinson has been recognised with a number of industry accolades over the past 12 months, both locally and nationally.

From our headquarters at No.1 St. Paul’s Square, Liverpool, we work in partnership with clients across a number of business areas; from health, insurance and the public sector, through to corporate, banking and finance, property, employment, transport, marine and retail; delivering a full complement of award-winning legal services, to first class standards.

David Wareing Senior Partner david.wareing@hilldickinson.com Bill Doherty Director of Business Development and Marketing bill.doherty@hilldickinson.com

WINNER

WINNER

Law firm award (six or more partners)

Commercial award

Online initiative of the year

Liverpool Law Society Awards 2011

Liverpool Law Society Awards 2011

Claims Innovation Awards 2011

WINNER

WINNER

WINNER

National law firm of the year

Corporate law firm of the year

Corporate philanthropy award 2010

Legal Business Awards 2010

Insider North West Dealmakers Awards 2010

Spirit of Merseyside Awards

www.hilldickinson.com 44

Contacts: Peter Jackson Managing Partner peter.jackson@hilldickinson.com

WINNER

No.1 St. Paul’s Square, Liverpool, L3 9SJ t: 0151 600 8000