Well Connected Liverpool Business Magazine March 2020

Well

Connected March 2020

Official Magazine for Liverpool Chamber

INSIDE...

• Liverpool Must Be The Capital of Social Change • Metro Mayor Steve Rotheram cites national need for Mersey Tidal Power Project • 170 years of the Liverpool Chamber

Bootle’s sleeping giant is stirring CEO Roy Williams of The Sovini Group tells us why

Liverpool Chamber

Connect Support Thrive.

Reasons to Love Liverpool ONE Reason #6:

Gift Cards - the perfect reward THE WHITE COMPANY LONDON

Shopping, Restaurants and Entertainment by the Waterfront

WELCOME & CONTENTS

Welcome to the Spring edition of Liverpool Chamber’s Well Connected magazine.

This edition features an excellent collection of features and case studies from across the Chamber network, particularly focusing on technology and innovation within Liverpool City Region businesses. We are currently experiencing some seismic economic events, with the UK’s continued exit from the European Union, the impact of the Coronavirus outbreak on global markets and of course the implementation of a policy agenda by a new government amidst a radically altered electoral map.

Closer to home, the elections for both Liverpool City and Metropolitan Mayors is rapidly approaching as is the publication

of the Local Industrial Strategy.

Implementation of the Growth Platform is also ongoing, the new source of coordinated business support in the City Region.

Amidst the multitude of macro-economic and local developments, businesses continue to report a challenging trading environment with talent attraction and retention remaining tough, market stability in flux and capacity at a premium. Yet many businesses featured in this edition have successfully adapted thanks to innovative use of technology.

Business purpose remains a core element of our Chamber and our members, including

our front cover featured company, Sovini. As the Good Business Festival approaches in October, we will be featuring more examples of some other excellent local business initiatives.

I am delighted that we are also using this edition of Well Connected to launch the Chamber’s 170th anniversary year. As our organisation continues to adapt in response to this changing environment once again, we briefly reflect on our use of historical purpose as the driving force for our future. I hope you enjoy reading this edition and thank you for supporting the Chamber and it’s work on behalf of businesses in Liverpool City Region.

Regards Paul Cherpeau CEO

Find Inside Page 16 Responsible Business

Leading the way through innovation and investment

Page 20 Digital

Emerging Technologies and the importance of Data

Enquiries Liverpool Chamber Number One Old Hall Street, Liverpool L3 9HG t: 0151 227 1234 e: membership@liverpoolchamber.org.uk w: www.liverpoolchamber.org.uk Publisher Benham Publishing Limited, Aintree Building, Aintree Way, Aintree Business Park, Liverpool L9 5AQ t: 0151 236 4141 e: admin@benhampublishing.com w: www.benhampublishing.com

Liverpool Chamber

4-5 Economy 7 Skills 8 Membership Update 9 New Members 11 Chamber in the City 14 Members News 15 Voice of Business 16-18 Responsible Business 19-20 Digital 21 Regeneration 22 Clarke Energy 24 Cover FeatureTransport 26-27 Cover FeatureGrowth

28-29

Cover Feature-170 Years of the Liverpool Chamber 30 Environment 31-32 Health & Wellbeing 35 International 38 Comment 39 Ask the Expert 40-41 Skills 42-43 Growth 44 Members News 45 Environment 46-47 Chamber Events 48 Ask the Expert 49

Staff Directory

50

5 Minutes with...

Published March 2020 © Benham Publishing Media No. 1766 Editorial Content Manager Annette McGarry e: editorial@liverpoolchamber.org.uk Advertising and Features Karen Hall Tel: 0151 236 4141 e: karen@benhampublishing.com Advertising Sales Catherine McCarthy e: catherine@benhampublishing.com Studio Peter Wilkinson e: peter@benhampublishing.com

@LpoolChamber

@LiverpoolChamber

Page 24 Transport

Making Business Connections Easier

Page 28 170 years of the Liverpool Chamber

Disclaimer Well Connected is mailed without charge to all Chamber members and distributed at all Chamber events. All correspondence should be addressed to the Editorat Liverpool Chamber.

Views expressed in publication are not necessarily those of Liverpool Chamber. Reprinting in whole or part is forbidden except by permission of the Editor. © 2020. Whilst every effort is made to ensure the accuracy and reliability of material published in this journal, Benham Publishing and its agents can accept no responsibility for the veracity of claims made by contributions in advertising or editorial content. Benham Publishing cannot be held responsible for any inaccuracies in web or email links supplied to us.

Liverpool Chamber

3

ISSN 2398-4406 ISSN 2398-4406 ISSN 2398-4406

BCC ECONOMICS BCC BCCECONOMICS ECONOMICS

BRITISH CHAMBERS OF COMMERCE

LOOKING AHEAD business costs and a slowing global economy. The balance of SURVEY firms reporting improved cash flow – a key indicator QUARTERLY ECONOMIC Q4 2019 of the health of businesses –ECONOMIC remains very weak across both manufacturing and service Indicators for QUARTERLY ECONOMIC SURVEY Q4 2019 QUARTERLY SURVEY Q4sectors.

2019 BRITISH CHAMBERS OF COMMERCE BRITISH The survey CHAMBERS of over 6,400 firms, OF employing COMMERCE more than 800,000 people, points to continued stagnation amid rising BRITISH CHAMBERS OF COMMERCE The British of Commerce’s Quarterly Economic Survey – in thirtieth – largest improvements across business confidence show continuing downward trends.

The British Chambers Chambers ofinvestment Commerce’sand Quarterly Economic Surveyalso – now now in its its thirtieth year year – is is the the UK’s UK’s largest private private sector survey of business sentiment and a leading indicator of UK GDP growth.

The results for Q4 2019 reveal that the The British Chambers of Commerce’s Quarterly Economic Survey – now in its thirtieth year – is the UK’s largest private sector survey of business sentiment and a leading indicator of UK GDP growth.

The results for Q4 2019 reveal that the The British Chambers of Commerce’s Quarterly Economic Survey – now in its thirtieth year – is the UK’s largest private UK economy 2019 in stagnation amid continued uncertainty, rising business costs and a slowing global sector surveyended of business sentiment and a leading indicator of UK GDP growth.

The results for Q4 2019 revealeconomy. that the UK economy ended 2019 in stagnation amid continued uncertainty, rising business costs and a slowing global economy. sector survey of business sentiment and a leading indicator of UK GDP growth.

Thefacing results for Q4 2019 reveal that the Firms pressures to raise prices due to UK economy ended 2019 in stagnation amid continued uncertainty, rising business costs and a slowing global economy.

the following factors: UK economy ended 2019 in 0% stagnation amid continued uncertainty, rising business costs and a slowing global economy.

0%

“ ““

Manufacturing Sector

+25%

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-25% -25% The results results indicate indicate that the the UK UK economy economy limped limped through the the final final quarter quarter of of 2019.

2019. The The fourth fourth quarter quarter was was The that through Service Sector 72% quarter characterised by a a broad-based broad-based slowdownlimped in the the dominant dominant services sector of with all key key indicators weakening in the the The results indicate that the UK economy through the final quarter 2019.

Theindicators fourth was in characterised by slowdown in services sector with all weakening The characterised results -50% indicate the UK economy limped through the final quarter of 2019.

The fourth quarter wasin the -50% in the quarter, amid sluggish sluggish household expenditure and crippling cost pressures. +50% +50% by that a broad-based slowdown dominant services sector with all key indicators weakening quarter, amid household expenditure and crippling cost pressures.

59% characterised by sluggish a broad-based slowdown in the dominant sector with all key indicators weakening in the quarter, amid household expenditure and cripplingservices cost pressures.

Despite some improvements, indicators in the manufacturing sector remain very weak by historic standards, Despite some improvements, indicators in theand manufacturing sector remain very weak by historic standards, 46% quarter, sluggish household expenditure crippling cost and amid withsome indicators for domestic domestic and export export orders continuing topressures. contract, the near-term outlook for the the sector sector Despite improvements, indicators in the manufacturing sector remainthe very weak by outlook historic standards, and orders continuing to contract, near-term for and with indicators for -75% +75% +75% -75% remains challenging.

A domestic faltering service sector, together with listless listless manufacturing activity, points tostandards, a downbeat 33% for and export continuing to contract, near-term outlook the sector and some withchallenging. indicators for Despite improvements, indicators insector, the orders manufacturing sector remainthe very weak by historic remains A faltering service together with manufacturing activity, points to a downbeat 28% 29% 28% out-turn for UK GDP growth in the fourth quarter of 2019. challenging.

A faltering service sector, together with listless manufacturing activity, outlook points tofor a downbeat export orders continuing to contract, the near-term the sector and remains with indicators for domestic out-turn for UK GDP growth in and the fourth quarter of 2019.

19% out-turn for UK GDP growth inservice the fourth quarter of 2019. remains challenging.

A faltering sector, together with listless manufacturing activity, points to a downbeat +100% +100% -100% -100%

+29%

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Prices

“ “ “

Suren Thiru Head ofexpect Economics, British Chambers of Commerce ...of service firms expect their prices ...of manufacturers Suren Head of Economics, British Chambers of Commerce out-turn forThiru UK GDP growth intheir theprices fourth quarter ofup 2019. to increase, from of +28% in Q3 2019 to increase, unchanged from Q3 2019 British Suren Thiru Head of Economics, Chambers Commerce

AT A GLANCE GLANCE AT AT A A GLANCE

Pay settlements

Raw materials Financial costs

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Suren Thiru Head of Economics, British Chambers of Commerce Positive balance (+) = growth | Negative balance (-) = contraction 0%

0%

AT A GLANCE +25%

xport Orders Domestic Sales Export Sales Export Export Export Orders Orders Orders Export Domestic Domestic Domestic Sales Sales Sales Export Export Sales Sales Confidence Investment CashSales Flow

-25%

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improved UK 2008 GDP growth vs. QESdomestic balance sales of firms reporting 20% EU ref improved domestic sales

recession 2008 recession 10% UK2008 GDP growth recession

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+11% +11% +11%

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down domestic from +15%sales in Q3 increased in 2019 Q4 2019, down from +15% in0%Q3 2019 +100%

up from 0% insales Q3 2019 increased domestic in Q4 2019, up from 0% in0%Q3 2019+100%

-100%

0% -25% ...of service firms reported +25% 0%sales in Q4 +25% 2019, increased -25%domestic 0% in Q3 2019 down +25% -25% from +15%

0% -25% ...of manufacturers reported +25% 0% -25% increased domestic sales in Q4+25% 2019, up from 0% in 0% Q3 2019 +25% -25%

Balance of firms reporting improved cash flow

GDP Growth Service Sector QES 2009 2011 2013 QES2015 Manufacturing 2017 2019 -40%2007 30% GDP Sector QESimproved Manufacturing QESGDP % -1.5% Balance of Service firms reporting export sales QESGrowth % Growth (ONS) 50% Balance Balance of firms reporting improved export sales -2.0% -60% 20% 50%2007 Balance export 2009 of firms 2011 reporting 2013 improved 2015 2017 sales 2019 40% 50% 40%

GDP Service Sector QES Manufacturing QES 10% Growth 40% 30% 20% 0% Balance of firms reporting improved export sales 30% -50% -50% +50% +50% 20% 0% 0% 10% 50% -50% -50% +50% +50% 20% -10% 10% +25% +25% -25% -25% 0% -75% -75% +75% +75% 40% 10% -75% +75% -75% +75% 0% -20% -10% 30% -75% +75% -75% +75% 0% -10% -20% -50% +50% +50% -75% +75% -75% +75% 20% -30% +100%-10% +100% -100% -100% -20% -30% +100% +100% -100% -100% QES % ...of manufacturers reported ...of service firms reported % 10% QES ...of manufacturers ...of service firms -40% Balance -20% improved cash flow reported in Q4 2019, up improved cash reported flow in Q4+100% 2019, -40% -30% Balance +100% -100% -100% QES % 2007 2009 2011 2013 2015 2017 2019 improvedfrom export sales in Q4 2019, improved export sales in Q4 2019, -7% in Q3 2019 2007 2009 2011 2013 2015 2017 2019 0% firms reported down from +5% in Q3 2019 -30% -100%...of manufacturers reported +100% -100% ...of service Balance Manufacturing Sector QES Service Sector QES -40% QES up from +3% in Q3 2019 down from +6% in Q3 2019 +100% % Manufacturing Sector QES Service Sector QES improved export sales reported in Q4 2019, improved export salesreported in Q4 2019, +75% +75% -75% ...of manufacturers ...of service firms 2007 2009 2011 2013 2015 2017 2019 -10% Balance -40% up from +3%sales in Q3 down from +6% in Q3 2019 improved export in2019 Q4 2019, improved export sales in Q4 2019, Manufacturing Sector QES Service Sector 2007 2009 2011 2013 2015 2017QES 2019 -50%

-50% -25%

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...of manufacturers reported 0% +25% improved-25% export sales in Q4 2019, -25% +3% in Q3 2019 +25% -50% up from -50%

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Balance of GDP firmsSector reporting export orders Manufacturing QES Service Sector UK growth andimproved QES balance ofQES firms confident 2.0% their turnover willexport increase Balance of firms reporting improved orders QES % 40% 50% 60%Balance of firms reporting improved export orders 1.5%

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4

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QES balance of firms (-) reporting 30% Positive balance (+) growth Negative balance = contraction UK GDP growth vs. QES balance of firms reporting 2.0% 60%

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QES balance of firms reporting 1.5% EU ref -50% 0% -50% 0% +50% +50% 1.0% 40% 20% 60% -50% -50% improved domestic sales +50% +50% 0.5% 2.0% +25% +25% -25% -25% 20% 1.0% 0% -50% 0.5% +50% +50% +75% -75% +75%-50%-75% 2008 EU ref 20% 0% 0.0% 1.5% 40% 0.5% recession 0% 0.0% -10% +75% -75% +75% -75% -0.5% 1.0% -50% 0% 0.0% -20% +50% +50% +75% -75% +75% -75% -0.5% 20% -20% -20% +100% -1.0% 0.5% -100% +100% -100% +75% -75% +75% -75% -0.5% QES % ...of service firms increased -40% -1.0% ...of manufacturers increased -20% Balance -1.5% 0.0% +100% -100% GDP % -1.0% -30% -100%investment in training in Q4+100% 0% QES investment in training in Q4 -40% % 2019, Growth GDP (ONS) service firms reported 2009 2011 2013 2015 2017 2019 +100% Balance % -1.5% -100% ...of manufacturers 2019, down from +13% in Q3 2019-40% QES %2007 up from +8% inreported Q3 2019+100% -75% -100% ...of -2.0% -60% +75% increased domestic sales in Q4 2019, +75% Manufacturing Sector2015 QES Service Sector Growth GDP (ONS) -1.5% -0.5% increased domestic sales in Q4 2019, Balance -100% ...of service firms reported +100% % QES -100% ...of manufacturers reported+100% 2007 2011 2013 2017 2019 QES % 2009 -20% -2.0% -60% down from +15% inreported Q3 from 0% insales Q3reported 2019 increased domestic sales in 2019 Q4 2019, increased domestic in Q4 2019, Growth 2019 (ONS) ...of service firms ...ofup manufacturers Balance GDP Growth Service Sector QES 2009 2011 2013 QES2015 Manufacturing 2017 -2.0% -1.0% -60%2007 +25%

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Positive balance (+) = growth | Negative balanceinvestment (-) = contraction Balance of firms increasing in training 40%= growth | Negative balance (-) = contraction Positive balance (+)

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Balance -40% 50% 30% 40% 2007 2009 2011 2013 40% +50% 40% Manufacturing Sector QES 20% 30% 30% 10% 20% 20% 0% 10%

50%

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Balance of firms reporting improved export orders

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-10% -30% GDP % -20% -60% +100% -50% -100% QES %QES % +50%+100% +50% 20% ...of service firms reported ...of manufacturers manufacturers reported Growth (ONS) ...of are confident ...of service firms are confident -40% Balance -20% Balance +100% -30% -100% -80% +100% increased export in Q4 2019, -100% improved export orders ininQ4 turnover will increase the2019, next 12 turnover willorders increase in the next 12 10%2007 2017 2019 2019 QES2007 % 2009 20092011 2011 2013 2013 20152015 2017 service firms manufacturers reported down from +1% inreported Q3 2019 +100% -30% Balance Manufacturing Sector QES -100% ...of unchanged from Q3 2019 -100% ...of Sector QES months, up from +25% in Q3+100% 2019 months, up from +30% Q3 2019 -40% QES % GDP Growth Service Sector Service QES Manufacturing QES increased export orders in Q4in2019, improved export ordersreported in Q4 2019, ...of service firms reported ...of manufacturers 0% 2007 2011 2013 2015 2017 2019 Balance 2009 downexport from +1% in Q3 unchanged Q3 increased orders in 2019 Q4 2019, +75% -40% improved export from orders in2019 Q4 2019, Manufacturing Sector QES Service Sector +75% -75% 2007 2009 2011 2013 2015 2017QES 2019

-1.5% -2.0%

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unchanged from Q3 2019

Manufacturing Sector QES

Service Sector QES

-20% +100%

...of manufacturers reported improved export orders in Q4 2019, unchanged from Q3 2019

-100%

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...of service firms reported increased export orders in Q4 2019, down from +1% in Q3 2019

-30% QES % | @britishchambers Balance -40%www.britishchambers.org.uk www.britishchambers.org.uk | @britishchambers 2007 2009 2011 2013 2015 2017 2019

BRITISH CHAMBERS OF COMMERCE

ECONOMY

LOOKING AHEAD BRITISH CHAMBERS OF COMMERCE The survey of over 6,400 firms, employing more than 800,000 people, points to continued stagnation amid rising business costs and a slowing global economy. The balance of firms reporting improved cash flow – a key indicator LOOKING AHEAD of the health of businesses – remains very weak across both manufacturing and service sectors. Indicators for

The survey of over 6,400 firms, employing more than 800,000 people, points todownward continuedtrends. stagnation amid rising improvements across investment and business confidence also show continuing business costs and a slowing global economy. The balance of firms reporting improved cash flow – a key indicator of the health of businesses – remains very weak across both manufacturing and service sectors. Indicators for Firms facing downward pressures to raise prices due to improvements across investment and business confidence also show continuing trends. the following factors: 0%

0%

+25%

-25%

Manufacturing Sector

+25%

-25%

Service Sector

0%

-50%

+50% +75%

+50%

Manufacturing Sector 59%

+50% +75%

28% 29%

+35% ...of manufacturers expect their prices +100%

-100% -75%

+75%

to increase, unchanged from Q3 2019

+100%

-100%

...of manufacturers expect their prices 0% to increase, unchanged from Q3 2019

+29% ...of service firms expect their prices

+75%

28% 29% Pay settlements

to increase, up from +28% in Q3 2019

Investment Investment

0%

...of service firms expect their prices 0% to increase, up from +28% in Q3 2019

+50%

+50% +75%

+11%

-100% -75%

0%

-50%

+100%

...of manufacturers increased investment in training in Q4 2019, up from +8% in Q3 2019

+75%

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...of manufacturers increased investment in training in Q4 2019, 0% up from +8% in Q3 2019

+50%

Other overheads

Pay settlements

+50% +75%

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Balance of firms increasing investment in training

20% 40%

+100%

+75%

...of service firms increased investment in training in Q4 2019, down from +13% in Q3 2019

+100%

-100%

...of service firms increased investment in training in Q4 0% 2019, down from +13% in Q3 2019

-20% 0%

QES %

Balance -30% -10% 2007 2009 2011 2013 Manufacturing Sector QES -20%

2015 2017 2019 Service Sector QES

QES %

-30% Balance Balance of firms reporting improved cash flow 2009 2011 2013 2015 2017 2019 30% 2007 Manufacturing Sector QES Service Sector QES

+25%

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0% 20% -10% 10%

+11%

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Raw materials Financial costs

10% 30%

+11%

-50% -75%

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33% 28% Raw materials Financial costs 19%

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46%

Balance of firms increasing investment in training 40%

+25%

-25%

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-25%

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30% -50%

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Service Sector 46%

72%

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Firms facing pressures to raise prices due to 72% the following factors:

+25%

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-50%

+25%

-25%

Prices Prices

+50%

0%

20% 0%

Confidence CashCash Confidence FlowFlow

-50%

+50% +25%

-25%

+50% +75%

+1%

-100% -75%

+100%

...of manufacturers reported improved cash flow in Q4 2019, up from -7% in Q3 2019

+75%

+100%

-100%

...of manufacturers reported improved cash flow in Q4 2019, up 0% from -7% in Q3 2019 +25%

-25%

+50% +25%

-25%

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-50% -75%

0%

-50%

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+100%

...of service firms reported improved cash flow in Q4 2019, down from +5% in Q3 2019

+75%

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...of service firms reported improved cash0%flow in Q4 2019, down from +5% in Q3 2019 +25%

-25%

-10% 10% -20% 0%

+2%

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Balance of firms reporting improved cash flow

0% 20%

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-50% -75%

10% 30%

-30% -10% QES % -40% -20% Balance 2007 2009 2011 2013 Manufacturing Sector QES -30%

2015 2017 2019 Service Sector QES

QES % -40% Balance of firms confident 2007 UK GDP 2009growth 2011and QES 2013balance 2015 2017 2019 80% 2.0% theirSector turnover Manufacturing QES will increase Service Sector QES 60%

0%

-50%

-50% -75%

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+50% +25%

-25%

+27% +27%

+50% +75%

+100%

...of manufacturers are confident turnover will increase in the next 12 months, up from +25% in Q3 2019 -100%

+75%

+100%

...of manufacturers are confident turnover will increase in the next 12 months, up from +25% in Q3 2019

1.5%

UK GDP growth and QES balance of firms confident 40% 1.0% -50% +50% 80% 2.0% their turnover will increase +25% -25% 20% 0.5% 60% 1.5% 0% 0.0% 40% 1.0% -50% +50% -75% +75% -20% -0.5% 20% 0.5% -40% -1.0% 0% 0.0% -60% QES % GDP % -1.5% +100% -100% -75% +75% -20% -0.5% Growth (ONS) ...of service firms are confident Balance -80% -2.0% turnover will increase in the next 12 2007 2009 2011 2013 2015 2017 2019 -40% -1.0% months, up from +30% in Q3 2019 GDP Growth Service Sector QES Manufacturing QES -60% -1.5% GDP % +100% -100% QES % Growth (ONS) ...of service firms are confident Balance -2.0% -80% turnover will increase in the next 12 2007 2009 2011 2013 2015 2017 2019 0%

+32%

+32%

months, up from +30% in Q3 2019

GDP Growth

Service Sector QES

Manufacturing QES

www.britishchambers.org.uk | @britishchambers

5 www.britishchambers.org.uk | @britishchambers

STRAWBERRY FIELD NOW OPEN

Opening the gates for good

Immortalised by John Lennon in The Beatles hit, ‘Strawberry Fields Forever’, the iconic red gates are open to the public for the first time. With an exhibition where you can learn more about the history of the site, a café, STRAWBERRY FIELD NOW OPEN shop, gardens and a Steps to Work programme Immortalised by John Lennon in The Beatles hit, for young with learning disabilities and ‘Strawberry Fields adults Forever’, the iconic red gates are open to the barriers public for theto firstemployment. time. With an exhibition other where you can learn more about the history of the site, a café, shop, gardens and a Steps to Work programme for young adults with learning disabilities and other barriers to employment.

For more information and to book tickets visit:

/StrawberryFieldLiverpool

www.strawberryfieldliverpool.com

@strawberryfield

#GatesOpenForGood

@strawberryfieldliverpooluk

The Salvation Army is a Church and registered Charity in England (214779), Wales (214779), Scotland (SC009359) and the Republic of Ireland (CHY6399)

LOOKING TO START OR PROGRESS YOUR CAREER IN HR? For more information and to book tickets visit:

/StrawberryFieldLiverpool

@strawberryfield Develop as a practitioner with our range of flexible,www.strawberryfieldliverpool.com CIPD approved courses that lead to a recognised

@strawberryfieldliverpooluk

#GatesOpenForGood professional qualification. Part time teaching options make it easier to study whilst in employment and our networking opportunities enable you to get connected.

The Salvation Army is a Church and registered Charity in England (214779), Wales (214779), Scotland (SC009359) and the Republic of Ireland (CHY6399)

PROGRAMMES AVAILABLE IN 2020

OPEN EVENINGS

CPD in Human Resource Management (1 year, part time) (Level 5 Associate Intermediate standards)

Meet the team and discuss your requirements at one of our open evenings. Each one is located in the Redmonds Building, Brownlow Hill, L3 5UG, 4.00pm until 7.00pm

BA Human Resource Management (3 years, full time) (Level 5 Associate Intermediate standards)

DATES: Wednesday 18th March 2020

MA Human Resource Management (1-2 years depending on route. Full time, part time and top up programme available for those with a level 7 CIPD qualification) (Level 7 Advanced standards)

LIVERPOOL BUSINESS SCHOOL 6

Wednesday 20th May 2020 Wednesday 17th June 2020 Wednesday 2nd September 2020

FIND OUT MORE ABOUT OUR COURSES AND EVENTS: ljmu.ac.uk/LBS

SKILLS

Introducing New Skills and Fresh Ideas with Apprenticeship schemes With the growing importance of apprenticeship schemes across the region and indeed nationally, two local apprentices talk about their own experiences.

Nathan Taylor recently joined Liverpool Chamber as an apprentice in the Administration department and Sean Sturgeon is a Digital Marketing Apprentice at FourSquare Group Ltd, the compliance package providers supporting independent businesses.

Sean Sturgeon Nathan Taylor

quickly learnt that having an efficient and well-run admin function helps to create a solid foundation for all Chamber processes, particularly in making sure that our information is up to date. This is a key element in providing a high quality service for all our members and partners.

The Chamber provides on the job training, and assists in completing all aspects of my apprenticeship work including the theory worksheets. The staff at the Chamber also offer first-hand experience of apprenticeships and are available to provide help whenever I need it as well as sharing their wider experiences.

Apprenticeships provide young people

Nathan Taylor who joined the Chamber as an apprentice Administration Assistant in November tells us why he chose an apprenticeship.

“I am currently completing a level 3 apprenticeship in Business Administration at Liverpool Chamber of Commerce.

My responsibilities include providing wider administration support for multiple departments, such as International Trade, Membership and Events. I have

Liverpool Chamber

with the necessary skills for career progression and it has also allowed me to ‘earn while I learn’. I discovered that university wasn’t the right option for me so this was the logical next step and I have no regrets about the choice I made.

So if I could give any advice to those considering an apprenticeship, I would say go for it! Get your foot in the door of a reputable company - you never know where it might lead.”

In August, Sean Sturgeon joined Foursquare Group as a Digital Marketing Apprentice and provides his thoughts on his apprenticeship so far: “The apprenticeship has been such a challenging yet rewarding experience so far. Being able to implement creative strategies to help the growth of Foursquare Group has been so exciting to be a part of. My overall goal is to ensure consistent growth of the company’s website rankings across search engines as well as our social media feeds. In order to do this, there are key tasks that must be completed in order to see consistent growth such as ensuring fresh daily content on the website and social media feeds.

Foursquare has allowed me to reassess what I thought I knew about digital marketing giving me a truly fresh start. This role as Digital Marketing Apprentice is great for me as by the end I will be a qualified digital marketer, allowing this to be the base for my career – hopefully to carry on with Foursquare Group and the amazing work we are doing.

7

MEMBERS UPDATE

UPDATE

Aim Target Goal Objective Purpose Destination

MEMBERSHIP

So far this year we are delighted to welcome 27 new Chamber members into the fold.

Covering a range of sectors and each with a brilliant story to tell, we can’t wait to work with you to help your businesses thrive and grow. We are always amazed at the diverse nature of our membership and we have highlighted just a few below.

Hugh Baird College Hugh Baird College is a further education College and University Centre situated in Bootle. They are one of the largest providers of education and training in the region, delivering over 300 courses to more than 5,000 learners. The College provides courses from entry level to level 3, A-levels, apprenticeships, industry related degrees and professional qualifications. The College approached Liverpool Chamber to develop new business partnerships and offer training support to members. For more information, contact shulah.jones@ hughbaird.ac.uk

Chasing the Stigma Comedian and writer Jake Mills battled depression in 2013, culminating in an attempt to take his own life shortly afterwards. Thankfully recovery followed, which involved opening up about his experiences on social media leading to the creation of Chasing the Stigma, a Mental Health Charity which aims to normalise and humanise Mental Illness. Along with support from long term members, Mashbo, they are now launching ‘Hub of Hope’, a national mental health database

which brings together organisations and charities, large and small, from across the country who offer mental health advice and support. To find out more simply visit www.hubofhope.co.uk

Lu Ban Restaurant Part of the Cains Brewery Village off Stanhope Street, Lu Ban Restaurant is a far from average Chinese Restaurant.

With beautifully presented authentic food prepared using traditional Chinese methods and skills, it also offers intimate and immersive private dining experiences at their Tianjin Food Lab. Lu Ban will also provide the venue for March’s ever popular WellConnected event where attending members will get to experience all these delights for themselves. For more information on our upcoming events programme contact events@liverpoolchamber.org.uk and sign up to our weekly newsletter.

20 Chapel Street from their headquarters in Manchester, they approached Liverpool Chamber to identify potential ways we could work together. Covering a multitude of disciplines, Freeths will be channelling in on the support they can provide our members when it comes to the minefield which is HR, delivering our new ‘HR Matters’ workshops throughout March, April and May. For more information contact events@liverpoolchamber.org.uk

Parthenon Facilities Management Parthenon Facilities Management Ltd have over 100 years experience in the cleaning industry. With a healthy balance of ‘old and new school’ managers providing a healthy balance of experience and fresh ideas, the company are reknowned for reliability and efficiency. Parthenon hope to build on their recent growth in the UK marketplace via our new strategic partnership arrangement.

Freeths LLP After recently establishing themselves in the Liverpool area following their move to

JOIN TODAY

Connect Support Thrive.

For more information on how you can benefit from Chamber membership, whether through targeted networking events, accessing information and support, promoting your business through our media channels or getting involved in the work we do around policy and advocacy, get in touch with the team via membership@liverpoolchamber.org.uk

or call us on 0151 227 1234.

8

NEW MEMBERS

Welcome

to our new Chamber Members International Coaching Academy 0151 705 3004 internationalcoachingacademy.org

Connect Support Thrive.

RAMPWORX YOUTH VILLAGE 2000 0151 530 1500 rampworx.com

Revival Digital Marketing Solutions Parthenon Facilities Management 0151 329 0329 parthenonfml.co.uk Hugh Baird College 0151 353 4444 hughbaird.ac.uk

07375 543619 revivaldms.com Costco Wholesale 0151 224 7675 costco.co.uk Scale Logistics Limited 0151 207 8488 scaledistribution.co.uk Love2shop Business Services 07720 095094 love2shopbusiness.co.uk

Progressive Group International 07438 107582 pgisecurity.uk Intersky 01695 420 586 interskygroup.com

Liverpool Chamber

Chasing The Stigma chasingthestigma.co.uk Lu Ban Restaurant

Dolphin Removals and Storage Ltd 0151 931 4441 dolphinremovals.co.uk Allan Controls and Automation Ltd 0151 363 9602 Randr Safety Systems Ltd 0151 427 1678 randrsafetysystems.com Matthews & Goodman (Member Plus) 0151 236 4552 matthews-goodman.co.uk Freeths LLP (Member Plus) 0115 936 9369 freeths.co.uk

0151 315 8888 lubanrestaurant.co.uk

9

With over 20 years recruitment experience, I am sure we will be your first and last stop

All your recruitment needs in one place Office support staff Business development & sales Call Centre Temporary Permanent Temp to Perm

TALK TO US T: 0333 577 0803

E: jobs@alphaandomegarecruitment.co.uk W: www.alphaandomegarecruitment.co.uk

CHAMBER IN THE CITY

Bid and Tender Writing Masterclass at Liverpool Chamber We recently teamed up with Caroline Swailes to deliver a crucial training session on bidwriting. Caroline is an expert in drawing out the engaging, inspiring and investable stories from businesses to aid their project success.

In a highly competitive market, it is ever more crucial to ensure your bid captures the hearts and minds of the funders.

This masterclass was designed to help members write the most compelling pitch by using your USP to show the drive, desire and passion that investors want to be a part of. The session was attended by partners including Wray Bros, Open Awards and Vision One and was extremely well-received.

Attendee Feedback: Sandra Blower, Sefton Women’s and Children’s Aid “The Bid Writing Workshop helped me to gain perspective on how to approach bid writing and understand what makes a bid stand out. I am looking forward to trying out these tips and advice soon.”

Helen Mole, Vision One “I found the masterclass to be informative and useful tips for when writing a bid or tender. The group was very engaged and interested.”

Chamber in the City Facebook We had the great privilege of having key members from the Facebook team fly in to deliver Boost with Facebook. The duo Matt Evans and Martina Barducci shared not only their expert knowledge but their passion for growing businesses on one of the most popular and well used social media platforms. This series of Facebook training events has been touring the Chambers of Commerce across the UK and we are delighted to say that Liverpool had the biggest audience so far!

Delegates, included staff from Foursquare Limited, who had great feedback from the event:

Business Growth Programme Series of Events The Business Growth Programme is an ERDF funded business support project delivered

by Liverpool Chamber of Commerce designed to build confidence and capacity in local SMEs by providing advice, guidance and information to provide a clear route to growth and sustainability.

The events are designed and funded for you to help you train, grow and boost your business. Below are the list of the events for 2020, which will be delivered over a 12 hour timeframe.

“The Facebook event was so insightful and a tremendous help. The amount of tools I discovered to help improve the business’s marketing was truly outstanding’.

• Business Plan writing, managing and updating

WellConnected

• Marketing & Digital Skills

Our February event was the first ever event to be held at the new social club PINS. Not only was it held at brand new venue, previously unseen by the general public it also had the highest number of attendees on the WellConnected record. Our members are at the forefront of these events and this was no exception. Guests heard from Sefton Women & Children’s Aid, Bathgate Business Finance, Butterworth Spengler, CGI, Hi-impact and of course PINS. Amber Ellis, Business Development Manager, PINS “What a morning for the Chamber of Commerce #WellConnected networking events at PINS Social Club.

Our first event in PINS!...”

• Bid/Tender Writing

• Leadership • Sales training • HR Matter • HM Business Growth – Future proofing, expansion, diversifying, partnerships Alongside the events you will be given oneto-one support with our Business Growth Programme Manager who will guide you through the paperwork, signpost you to additional help and/or funding and be on hand to answer any growth related questions. Everything you need to help you reach your business goals.

11

SP Energy Networks drives electric transport forward with Charge Project When Ofgem announced earlier last month that the UK needed a network that could support 10 million electric vehicles (EVs) by 2030, motorists were not the only ones to take notice. SP Energy Networks (SPEN) and its partners in the Charge Project are already a year into an extensive four-year programme to accelerate deployment of public charging infrastructure across the SP-MANWEB region.

The Charge Project brings together experts from transport planning and electricity networks, as well as charging-technology innovators, to translate the vision for easy EV charging into a reality for drivers in West Cheshire, North Wales, and Merseyside. The government is looking to speed up the transition away from fossil fuels as early as 2032 and implement the “road to zero”, a long-term strategy to transition to zeroemission road transport. For this, reliable, readily available on-street and other publicly accessible charge points will require well-planned decisions now from property developers, forecourt operators, local authorities, and electricity networks.

SPEN is bringing these stakeholders together to encourage informed investment based on research into vehicle demand and consumer driving habits.

While it is expected that the majority of EV charging will take place at home and in the workplace, there will also be a need for on-street charging, as well as facilities for charging at public destinations such as leisure and shopping centres, tourist attractions, and fillingstation forecourts. Through the Charge Project, SPEN will gain better understanding of how increased demand for electricity from transport will impact the network, considering locations, the hardware installed, usage patterns, and whether smart charging arrangements can be used.

The Charge Project’s research will benefit regional development, giving West Cheshire and North Wales businesses, infrastructure investors, and local authorities a head start on planning to accommodate the growing number of EV drivers working in, living in, and visiting the region.

THREE COMMON QUESTIONS How will the growth of electric vehicles change the relationship between transport planning and the electricity network over the next 30 years?

The Charge Project is modelling how, where, and when the uptake of EVs will impact the electricity network. The transport model built by project partner PTV estimates the potential volume of EVs that will drive on the road network in the SP-MANWEB licence area; where they are likely to park and for how long; and the distances these vehicles are likely to travel. These results will be presented as “heat maps” from 2020 to 2050, which will show how demand for charging could increase with time across the region.

What smart charging solutions will be able to coexist with, and eventually replace, the petrol and diesel filling stations that drive the refuelling industry today?

As investors and developers look to make the major capital investments necessary to ensure timely, cost-effective development of driverfocused EV infrastructure in the region, Charge Project partner Smarter Grid Solutions is developing, trialling and assessing the role of various smart charging solutions for EV infrastructure. Practically and economically, smart charging solutions to maximise use of existing electricity network infrastructure will cut down on the cost and disruption of connecting charge points. Developing and trialling smart charging solutions now will ensure modern charge points are future-proofed and able respond to external signals to avoid network overloads. The trials the Charge Project will conduct over the next 24 months will assess the performance of a range of smart charging solutions and their impact on customers’ ability to charge their EVs and the business case for investors.

How will electric vehicle infrastructure providers access the learning from the Charge Project?

The Charge Project’s research and technology trials will culminate in the “ConnectMore” web app. Currently being developed by EA Technology, the tool will offer infrastructure providers a simple, user-friendly interface with which to find information. It will be able to give the likely demand for chargers at any location, the type of charger or chargers required, the available network capacity, connection options based on smart charging solutions, and an indicative cost for each of the connection options. ConnectMore will encourage wider deployment of EV chargers by bringing together the key considerations for an installation into a single app. It will also enable customers to make their own connection assessments, explore multiple options, and consider the cost implications quickly.

The Charge Project has a big vision to prepare the region for a future driven by electric vehicles. SPEN and its partners are working alongside regional stakeholders at each step; they recognise the opportunity to access valuable information that will help shape the deployment of chargers on the road and across the electricity network.

Working together with investors, local authorities, forecourt owners, and developers, the Charge Project will deliver a viable, best-in-class model to show how EV charging infrastructure can develop rapidly and deliver economic and environmental benefits across the UK.

PROJECT PARTNERS

SP Energy Networks are preparing for the electrification of the heat network as the UK moves towards Net Zero Space heating and hot water, predominantly from fossil fuels, account for 21% of UK carbon emissions. De-carbonising heat is essential to meet carbon reduction targets.

Estimated UK Emissions Attributable to Heating, 2016

Industrial Processes

14% Cooking

2%

Large scale electrification of heating will significantly increase load on the electricity network. Major investment in electricity networks may be required.

Hot Water

4%

Transport

27%

Heat

37%

468

MtC2Oe

Space Heating (and cooling)

17%

Buildings & Industry (non heat)

16%

THE PROJECT • It is expected with the introduction of Electric Heating the network requirement will treble • A large scale trial involving 300 – 500 homes • Demonstrate what is practicable in terms of reducing energy consumption for heating through improving building fabric • Demonstrate how phase-change thermal store technology can be used, in conjunction with a heat pump, to shift and smooth peak demand • To demonstrate to what extent Solar PV + battery can further reduce grid demand for heating • To investigate and demonstrate to what extent aggregated demand can be smoothed across a number of homes and the use of low carbon electricity can be maximised using a smart control system

PROJECT PARTNERS

Agriculture, LULUCF and Waste Other

11%

8%

Off-gas grid properties are an early priority for electrification.

A Delta EE study found that in a 1-in-20 winter:

41%

only

of properties can be electrified before network limits are exceeded.

The project will deliver network solutions to enable the large scale uptake of electric heating We are looking for any business , housing developments or projects which will be installing electric heating. We would like to work together with you on this exciting innovative project, to allow us to test and monitor new technology to prepare for decarbonisation as we move to space heating.

Please contact us on : gettingconnectupdate@spenergynetworks.co.uk

MEMBERS NEWS

Experienced project manager appointed to bolster Steven Hunt & Associates’ team Liverpool-based mechanical and electrical engineering consultancy, Steven Hunt & Associates has appointed experienced project manager Martin Tunnicliffe, with the former Liverpool University graduate boasting over four decades worth of experience in the industry.

The current chair for the CIBSE Merseyside & North Wales region, Tunnicliffe will work closely with the existing project management team of Dave Norcross, Chris Powell and Dominic Sibbring, with his wealth of leisure experience set to reinforce the firm’s skill set in the growing market.

Steven Hunt, managing director at Steven Hunt & Associates, commented: “Martin has great passion for the industry and his level of skill and knowledge in the field is unquestionable, making him the perfect candidate for the role. He will play a valuable role in our already strong project management team, working across all projects.

Tunnicliffe joins the firm having recently been the director at engineers, Patrick Parsons, and before that, head of building services at Cheshire-based DarntonB3 Building Services.

“All members of the SHA team have been meticulously hand-picked over the years.

We recruit the best of the best and carefully cultivate them over a long time to provide the unrivalled client service we are renowned for.

Martin’s appointment certainly strengthens this position.”

Martin Tunnicliffe, project manager at Steven Hunt & Associates, said: “You only have to look at Steven Hunt & Associates’ project portfolio and be aware of its reputation to know what this company is all about - a growing firm, with its people firmly at the heart of what it does, and what it does so well. I’m looking forward to getting stuck in and working with Steve and his great team.”

For more information about Steven Hunt & Associates visit www.stevenhunt.com

SP Energy Networks reveals world-leading technology trial Electricity distributor SP Energy Networks has the world’s only technology that can spot realtime levels of electrical surges in the network, by using two prototype monitors.

replacement in substations, which becomes necessary when the fault level is exceeded. This could save millions of pounds on repairs, hours of engineer labour and closed substations.

The prototype Real Time Fault Level Monitors help SP Energy Networks actively manage its network by measuring and managing the fault level (short circuit capacity) of electric power supply in real time. The trials are currently taking place in substations across Chester, Warrington and Liverpool in 2020.

The industry leading technology will allow for greater visibility of the entire electrical network at any given time as well as the ability to accommodate more renewable generation sources as the UK shifts to more sustainable energy to support the race to net zero.

The technology will enable new connections to be added to the network at a much lower cost. SP Energy Networks estimates that rolling out the tech across its electricity network could potentially save £5 million per year, with huge potential savings nationally too.

Scott Mathieson, Network Planning and Regulation Director at SP Energy Networks said: “This technology is a game changer.

In less than 20-seconds we can see the exact, real-time short circuit capacity of our electricity network and work out how to fix any problems.

A 20-second reading from the Real Time Fault Level Monitor could remove the need for expensive and time-consuming switchgear

“I’m proud that SP Energy Networks is leading the industry by supporting the development of

this technology and running the first ever trial of the technology. The potential benefits for our customers are massive – improved resilience of the network, faster renewables connections, reduced costs and a more efficient network.”

SP Energy Networks has invested £140,000 to partner with Outram Research on this 12-month trial. Outram Research has been working for the last decade to produce the prototypes following SP Energy Networks approaching its research and development team in 2010.

SP Energy Networks owns and manages overhead and underground powerlines in Merseyside, Cheshire, North Wales, North Shropshire and Central and Southern Scotland. For more information about SP Energy Networks and its services, visit: spenergynetworks.co.uk.

Do you have a spare room available for this Summer 2020?

We are recruiting homestay hosts available from June until the end of August.

Liverpool School of English is the largest and longest established language school in Liverpool. Since 1999, we have provided expert English language training in a stimulating and supportive environment.

If you can provide a bedroom, meals and a warm, friendly and caring homestay, contact us today!

We pay up to £155 per week

Guaranteed income for your commitment.

You can find more information on our website: www.lse.uk.net/accommodation/become-a-host-family Terms apply.

www.lse.uk.net 14

0151 706 0730

info@lse.uk.net

Liverpool School of English, 50-54 Mount Pleasant, Liverpool, L3 5SD

VOICE OF BUSINESS

2020 is already shaping up to be a busy year with a raft of announcements at both national and local level, most of which will impact on your business in one way or another.

Whilst there is a genuine commitment by policy makers to engage businesses, with some more successful than others, there is often a lack of understanding of the wider pressures that small businesses in particular, face on a daily basis. Policy is often made in departmental silos without joining the dots or understanding the cumulative impact of what on the surface seems to be a relatively minor change. It is a point we consistently make at a local and national

Voice of Business Providing a true, trusted and authentic voice for our members.

level, challenging assumptions about how businesses operate.

We should however welcome the opportunity to engage, whether through local consultations or national surveys and whilst it is easy to be cynical about whether or not your contribution makes any difference, we would urge you, where practical, to take five minutes to make sure your voice is heard by local and national politicians.

QES Breakfast Briefing: Growth Opportunities in a Low Carbon Economy At the Quarterly Economic Survey business breakfast briefing in January we focussed on growth opportunities in the low carbon economy. We had a fascinating discussion, which provided some surprising facts as well as dispelling some myths. Our expert panellists from SP Energy Networks, Mashbo, Peel Land & Property and ULEMCo also highlighted what had been their own business motivation, what they saw as the main growth opportunities as well as the challenges, including the adaptability of existing business models.

We will be sharing the results of the British Chambers of Commerce Net Zero survey in the next few months, which will help to inform our programme in 2020 and beyond, focussing on how we can work with you to address some of the practical issues identified through the survey.

Our regular QES breakfast briefing is a great opportunity to find out more about topical issues in the city region which impact on your business as well as analysing the local results of the QES survey. If you would like to join us at the next briefing on Friday 24 April please contact events@liverpoolchamber.org.uk

School Business Network Our CEO, Paul Cherpeau, was delighted to represent the local business community at the launch of the City Plan for Liverpool on 6 February. Paul was particularly impressed by the young people invited to the launch to set out their aspirations for the city, including equal access for all to education and employment opportunities. The Chamber has been closely engaged in the development of the Plan and will be continuing to work with partners across a range of initiatives to make those aspirations a reality.

One of the ways in which we are doing this is via our School Business Network, addressing some fundamental barriers to school and business engagement through better communication and co-ordination. At an event on 17 March we will be inviting businesses and partners to share best practice, showcase their own activities and learn more about other initiatives. We are really excited about the potential for future collaboration and how this will positively impact on both business and our future talent.

If you would like to find out more about any of the above or our policy work more generally, please contact Michelle Cameron, Senior Policy and Communications Advisor michelle.cameron@liverpoolchamber.org.uk Make sure you subscribe to our weekly e-newsletter for the latest policy and member news http:/ /eepurl.com/gD0UWf

15

RESPONSIBLE BUSINESS

Leading the way through innovation and investment Whether investing in people, technology or capital infrastructure, our local businesses are taking an innovative and sustainable approach to improve both their operations and how they engage with customers. All three of the businesses featured below have responsible business at their core, whether focussing on the environment, the workplace, the communities they engage with or their client base.

Reductions in CO2 emissions can come from smarter flight operations, new aircraft and engine technology and the use of sustainable aviation fuels. Modernising UK airspace will help too, and we are currently consulting with the public over how we might change flight paths in relation to aircraft operating to and from the Airport which will improve aircraft efficiency and ensure that the highways of the sky are fit for purpose.”

First of new Merseyrail trains welcomed to the Liverpool City Region

LJLA looking to the future As new technologies evolve within the aviation industry it’s important to look at how they can be best utilised within the business.

According to Robin Tudor, Head of PR and Communications at LJLA “Technology in our industry is as dynamic as it is in other industries bringing benefits in relation to the environment, the passenger experience or simply helping to control costs associated with running the business.

At LJLA, the airport experience is something that we have been focussing on in recent years with our faster easier friendlier strapline at the core of this.

The latest face recognition technology is now helping us to improve this further as we track passenger movements through the terminal. The right information is now available at the right time, helping us to better understand passenger behaviours so that we can better manage the terminal in order to improve the passenger experience – be that from staffing levels to cleaning schedules.

16

Even Artificial Intelligence (AI) is starting to have a role at airports. We will soon see a cleaning robot on the LJLA terminal concourses freeing up staff to prioritise on other cleaning needs at the same time as camera based AI monitoring the most efficient way to service aircraft. This will be beneficial for the low cost airline market in particular, with short aircraft turnaround times a priority.

Within the next 5-10 years the airport passenger experience could even be ‘contactless’, with most passenger processes performed through face recognition, reducing the need for passenger contact with airport staff from arriving at the terminal to boarding their flight.

However, this is an ever-changing industry and one of our priorities must be to address the issue of climate change with our partners and look at ways to support this international challenge. LJLA is a member of the UK Sustainable Aviation coalition and we recently signed a pledge committing to cut carbon emissions to zero by 2050.

The first of the brand-new, publicly owned Merseyrail trains for the Liverpool City Region has been welcomed ahead of their roll out later this year.

The train was unveiled at a newly redeveloped Stadler rail depot in Kirkdale – bringing jobs and apprenticeships to local people – where it will undergo testing.

The new Class 777 train has travelled from Stadler’s factory in Switzerland to its new home in Liverpool City Region. It is the first of 52 trains to be delivered over the course of the next year.

The trains have been designed specifically for the Merseyrail network, so they need to go through thorough testing to make

RESPONSIBLE BUSINESS

Unlike other fleets in the UK, which are leased from private companies, these will be publicly owned by the combined authority, and have been designed around the needs of local people.

Key features of the new trains include free Wi-Fi, more cycle storage and wider seats.

They will also feature pioneering sliding step technology, which will allow unassisted access for wheelchair users and those with bikes or buggies – a first for the UK. The new trains will also carry up to 50% more passengers and have bright, open carriages and live digital CCTV for added security.

The Combined Authority has also approved funding to fit the trains with batteries that could allow them to travel beyond the current network to new destinations including Widnes, Skelmersdale and Warrington. Mechanical testing will be taking place across the Merseyrail network, so passengers may spot the new trains over the next few months.

How Kier are investing in the local supply chain to deliver social impact Kier Regional Building North West is committed to creating stronger and more collaborative supply chain partnerships, resilient teams and ensuring we leave a positive legacy in Liverpool City Region (LCR) communities where we operate with the help of our supply chain.

Social Responsibility (CSR) Grades Corporate Social ResponsibilityCorporate (CSR) Grades

Apprenticeships Community engagement Engagement with the local supply chain – (i.e. use of local tier 2/3 subcontractors/ material & plant suppliers) Job creation Training and development No Rating 32%

Having a CSR statement

Bronze 43%

Silver 22%

Gold 3%

The return rate was incredible with a clear indication that Kier’s supply chain share

Work experience

in corporate social responsibility (CSR) with Gold status achieving the highest level

impact activities. There was different level of focus for different trades with the highe

Charity fundraising No Rating 32%

Bronze 43%

The return rate was incredible with a clear Silver 22% Gold 3%

Mechanicalindication and Electrical larger and thechain lowest being concrete floor inst thatcontractors Kier’s supply share

its ethos in corporate social responsibility Work experience for priority groups (e.g.

The return rate was incredible with a clear indication that Kier’s supply chain share its ethos Hard to Reach) (CSR) with Gold status achieving the highest AVERAGE TRADE SCORE in corporate social responsibility (CSR) with 19Gold status the highest level of social level of achieving social impact activities.

There was 18 15 14 14 13 level 13 13 of 12 focus 12 12 12 for 12 different 12 12 12 11 trades different Kier received 146 questionnaire responses from 11 11 11 impact activities. There was different level of focus for different trades with the highest 11being with the highest being Mechanical and construction supply chain members, allowing and Electrical larger contractors lowest larger being concrete floorand installation.

Electrical contractors the lowest itMechanical to assess social impact levels and provide and the being concrete floor installation. gold, silver, bronze status to those doing well.

19

9

9

AVERAGE TRADE SCORE 18

15

14

14

13

13

13

12

12

12

Each of Kier’s supply chain preferred contractor had a meeting with a Kier Supp 12 12 12 12 12 11 11 11 11 11 Manager and a member of the senior management is also working on a 9 9team.

9 Kier 8 8 6 CSR Action plan for each business to help support attainment of Silver status (or which is our minimum expectation for a preferred contractor.

Over 66% of the companies confirmed they employ apprentices resulting in impres

apprentices being employed within our local supply chain. Kier has also supporte

transferring its ‘Levy apprentice’ to a local LCR SME to support two new apprentice p

Each of Kier’s supply chain preferred It is disappointing to note that only a quarter contractor had a meeting with a Kier (26%) of the companies that responded Supply Chainsupply Manager and a member that they Each of Kier’s chain preferred contractor indicated had a meeting withcurrently a Kier support Supply Chain of the senior management team. Kier is employment with priority groups such as Manager and a member of the senior management team. Kier is also working on a bespoke also working on a bespoke CSR Action the homeless, looked after children and CSR planbusiness for each to business to help support attainmentKier of Silver status higher), planAction for each help support ex-offenders. has signed the(or Liverpool attainment of Silver status (or higher), City Region Homelessness Business Charter which is our minimum expectation for a preferred contractor. which is our minimum expectation for a and CSR Manager, Sheryl Moore is training to preferred contractor. become a “Home Street Home Ambassador” and working with The Cornerstone Foundation Over 66% of the companies confirmed they employ apprentices resulting in impressive 996 Over 66% of the companies confirmed they who support Care Leavers into work in LCR. employ apprentices resulting in impressive apprentices being employed within our local supply chain. Kier has also supported this by 996 apprentices being employed within our Kier is looking to support these charities transferring its ‘Levy apprentice’ to a local LCR SME to support two new apprentice positions. local supply chain. Kier has also supported through work placements, jobs and this by transferring its ‘Levy apprentice’ apprentice opportunities through our supply to a local LCR SME to support two new chain and raising awareness of the 2000 apprentice positions. different types of jobs in construction.

Peter Commins, managing director at Kier Regional Building North West, explains: “At Kier, we always strive to give back to the communities we work in. Over 90% of our local supply chain are SMEs and our projects benefit from the targeted appointment of local supply chain partners, based in and around the communities that we operate in..”

Kier has surveyed its local supply chain in the North West to determine their social impact contributions and to support them to further develop these activities, including the wellbeing of individuals, communities, social capital and the environment.

Liverpool Chamber

9

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Gl az P ed ilin Sc g re en J s So oine ft F ry loo r M& ing

Once testing is complete, the state-of-the-art fleet will be gradually introduced across the Merseyrail network’s Northern and Wirral lines.

Passengers will be provided with more information on the roll out of services later this year. The trains will replace the current fleet, which has been running for almost 40 years, among the oldest in the country. They are part of a half a billion-pound programme of investment in the Merseyrail network, which will help create 1000 new jobs and boost the local economy by more than £70 million a year.

Kier has defined nine focus areas as follows:

M& E Sc Hig aff h Gr old Co oun ing nc dw re o te rks Gr Fra ou m nd es wo rks -…

M& P Ro arti E ad tion Su s,… rfa As cing be s As tos be -…

Ba stos lus -… tra Br des i En ckw v - ork En Cur v - tain Ro … ofi ng …

Se Lifts co nd a Ca ry… ter De ing … m En oli v - tion Ro o Pa fing int … ing &…

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sure they are ready for passenger service, including trials of their energy consumption, noise levels and testing how they work with signalling and other infrastructure.

For more information on how your businesses can benefit from being a responsible business contact policy@liverpoolchamber.org.uk

17

RESPONSIBLE BUSINESS

Whose job is it anyway?

Steve Lloyd Director, bamboo by HM

This is a story about four people named Everybody, Somebody, Anybody and Nobody.

There was an important job to be done and Everybody was sure that Somebody would do it.

Anybody could have done it, but Nobody did it. Somebody got angry about that because it was Everybody’s job.

Everybody thought Anybody could do it, but Nobody realised that Everybody wouldn’t do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done.

Sound familiar? Basically, no-one took responsibility so nothing got done. It’s a story that plays out time and time again in businesses where there is a culture lacking accountability. Getting people to take responsibility for their work is one of the most effective ways you can accelerate growth and achieve more results. But how do you go about doing it?

Bamboo by HM has an exercise that we go through with leaders called ‘where the buck stops’ - it starts with a list of around 25 business areas and tasks which are divided into three sections of ‘flow’, ‘focus’ and ‘future’.

• Flow is the lifeblood of the business covering all back-office functions such as HR, IT, Finance, Compliance.

• Focus is the day-to-day business of operations management, sales, marketing and customer feedback – everything that is generating today’s revenue.

• Future is everything that is helping your business to grow such as your strategy, vision, senior team skills, etc.

We typically sit with the senior team and ask them to put the name of the person in the organisation who is ultimately responsible for that function. It can only come back to one person – not a team, an individual. This is such an eye-opening exercise, particularly

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in an SME because invariably what happens is that the owner’s name will be scattered all over the place and there will be a difficulty in putting just one name to something because the task or areas is shared by more than one person.

Doing this exercise creates what we call an ‘a-ha’ moment where it becomes clear where people are doubling up on tasks and where there are obvious gaps. It also helps a business owner to see where they are spending most of their time and why they might be feeling like they are the proverbial busy fool!

If you think of a business like a cup, the flow builds the actual cup, the focus fills the cup and the future grows the cup bigger.

Doing this exercise with a senior team can help them to realise why things have been stagnating or how they can unblock certain areas of frustration. Letting go of responsibility can feel scary for some and this is where the culture of the organisation has a big part to play.

Creating a culture of accountability and ownership doesn’t happen overnight but there are some steps that have proven to be effective.

1. Set targets – make each task measurable and give people a clear target and timeline to achieve it.

2. Clear communication – don’t assume people know what to do or when to do it. Before people can take responsibility they need to understand exactly what they need to do.

3. Provide support – make sure everyone has the resources they need to be successful in what needs to be done – particularly when they are faced with something they haven’t done before.

4. Follow-up – help people stay focused by providing regular check-in points.

One of the main reasons why targets get missed is because there is a lack of follow-up. When people know there are regular check-ins they’re less likely to procrastinate and miss their targets.

5. Encourage openness – if people are falling behind then they need to be comfortable to share why. Create a culture of honesty so that people can share their challenges and support one another to come up with solutions to problems.

Remembering that as business leaders you ultimately cast a shadow and are a role model to the rest of the business.

So to avoid having your team become Everybody, Somebody, Anybody and Nobody, it starts with you committing to becoming the kind of leader who takes responsibility for your own life and leadership.

If this story resonates with you and you’d like some help with driving greater accountability in your business, the bamboo

by HM team can help. We are a group of experienced business leaders who have come together to form a Virtual Board on a mission to help make every business better.

Get in touch at www.youarebamboo.com

DIGITAL

Virtual Tours and your Marketing Strategy According to Hi-Impact Media, in a saturated world it is vital that you look at ways your business can stand out from the crowd and virtual tours are a fantastic way to do just that. The tours use the latest technology to transform a space into a 3D Model that online visitors can explore as if there in person, combining infrared, 360 imagery and 4K photography to bring you a full scale model.

As with anything your marketing team invests in to promote your company, venue or services, virtual tours should be carefully implemented so as not to waste money and time only to end up with a gimmick. Having a strategy for using your tours is crucial to getting the most return on your investment.

We’ve seen a lot of great examples of our clients making the most of their content and we’ve also witnessed some less than impressive implementations! Here, we’re going to give you a few pointers on what to avoid and what you can do to maximise engagement with your potential clients.

TAGGING One of the most powerful features of our virtual tours is the interactive tagging that you can embed within them to give more information or to link to your website etc.

We see some fine spaces that are stunning to look at but feature no tagging at all or sometimes basic information that states the obvious. Give people additional information that they are likely to be interested in – link to bookings pages, embed your promotional video from YouTube, allow people to browse your menus or even link to another tour if you have multiple spaces captured.

WEBSITE PROMINENCE This seems obvious but you’d be amazed how many people hide their tours away deep down inside their website. Have your tour somewhere prominent – the home page is obviously the most visited page on your site, so if you have a tour here it will gain more views, but if it doesn’t fit within that page’s design or structure, at least have it somewhere that will get natural traffic rather than people needing to search for it. Hotels

Liverpool Chamber

such as the Mannin Hotel in the Isle of Man usually have individual tours of their different room types and you can see on their website how easy it is for potential guests to explore these rooms and compare before booking.

INDIVIDUAL TOURS v ONE SINGLE MODEL Often clients ask us to create enormous models of their whole sites, lured by the appeal of having a lovely looking 3D model at the end of the process. This can look fantastic, but it’s very rarely the most effective means of creating content that works for a sales or marketing team. Individual spaces are far more beneficial as you can embed these smaller tours on relevant pages on your site rather than having one, giant model that someone has to navigate around, potentially losing interest of missing the areas you’d want them to visit.

We can of course create a full-size model but firstly ensure that it meets the needs of your marketing and sales strategy.

SOCIAL MEDIA CAMPAIGN Having your tour featuring prominently on your website is one thing, but your customers may not see it unless you drive them there. Use your social media platforms to engage with people and encourage them to click through to your tours. Some of our most visited tours are not the biggest name clients or most interesting sites but those that know how to capture the interest of their target audience.

Design a social media campaign that schedules posts featuring links to your tour.

Visits will drift away if you fail to continually remind people of your tours, so schedule

in some engaging social media content, drive people to your website, use those additional features such as dollhouse images and teaser videos as well as the links to your tours themselves. Also, analyse the traffic to your tours and your web pages that contain the embedded tours – we can provide you with your tour visit statistics upon request.

PREPARATION AND PLANNING Prepare the space and present it as you would want it to be seen – remember, our cameras will see what you can see and you cannot “photoshop” things out in post-production. Also, plan what you want from your tours. This seems obvious, but if you consider the journey of your virtual visitor through your site and what you want them to be sold on, you can be reminded of areas or features that you wanted them to see. Have a focus – don’t ask for a huge scan of an entire site if you’re only really interested in “selling” a few select areas.

At hi-impact we prefer to work as your partner on any scanning projects, learning about your needs and strategies before creating anything for you. That way, you will obtain results that really work for you. Hopefully, you have found the above useful but if you have any questions or want to chat to one of hi-impact’s media experts, do get in touch at media.hi-impact.co.uk/contact-us/ and we will be more than happy to help. **hi-impact are running an offer in February and March for any Liverpool Chamber member. You can get 6 full virtual tours and a promotion video for only £1000. Email georgiaflynn@hi-impact.co.uk for more information**

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DIGITAL

Enabling Smart Cities: Emerging Technologies and the importance of Data

By Steve Evans, Vice President, Emerging Technologies for CGI’s business in the UK The way we work and live continues to gather pace, we know as customers and citizens that we expect more than ever before. Whether it is access to healthcare, education, banking services, TV and news on the go, or selecting holidays, hotels and restaurants… the list is almost endless.

Today, technology enables much of what we do, what is not always obvious is the value of the data that underpins our choices.

Much has been written about the exponential growth in data volumes that are driven in part by the digitisation of products and services. Organisations across public and private sectors continue to examine new ways of driving commercial and societal advantage from its use.

Data is a real asset to organisations, we know that enterprises have often found it hard to identify, manage and exploit and we know we are going to see more and more of it.

With the advent of emerging technologies our contention is twofold: • Emerging technologies will generate and enable more data than ever before, creating challenges for organisations to distinguish the true insights from noise.

• Emerging technologies will also create opportunities for the initiated to deliver data driven services and insights that will create new markets and reshape traditional value chains.

Looking ahead across the market place, how can organisations best prepare themselves for

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the challenges and opportunities provided by the introduction of emerging technologies?

We hear much about blockchain, artificial intelligence, machine learning and increasingly about 5G, especially as the UK rollout has officially started.

5G, the next generation communications technology promises much. It has the capability to remove the connectivity barriers that our current infrastructure provides. The 5G performance increases are significant and across both b2b as well as b2c markets.

Notably the advent of 5G is seen as a key enabler for ‘Smart Cities’ and what has more widely termed ‘Connected Communities’.

It is notable that the UK Government’s department for Digital Culture Media and Sport (DCMS) are also focusing on rural areas across the UK, to ensure true geographic rather than simply population coverage. Enabling rural economies and societal benefits well beyond our cities.

At country level view, ‘the race is on’ to be in the first wave of countries to adopt at scale these technologies and so power the next generation of economic growth. There is a fear that those who do not effectively exploit such emerging technologies will simply be left behind.

To truly enable connected communities, we see a range of other emerging technologies playing an important role, like the deployment of IoT sensors within our urban and rural landscape and the use of immersive technologies, such as Augmented, Virtual and Mixed reality truly bringing to life high value experiences. These all combine to deliver a range of new products and services, such as remote social care, enhanced medical treatment, immersive training or simply out of this world gaming experiences.

The management and processing of huge data volumes (often required in real time) create the need for more advanced analytics, powered by artificial intelligence, machine learning and computing on edge applications.

Such data ubiquity also raises important questions around privacy and ethical use of information. Not to mention the need for appropriate governance and security across technologies to safeguard those seeking to use the data as well as those seeking to cause disruption.

About the author Steve Evans is Vice President, Emerging Technologies for CGI’s business in the UK. CGI is among the largest IT business consulting firms in the world and last year opened an office in Liverpool’s Albert Dock. www.cgi-group.co.uk

On 19th March, CGI will host a Technical Networking Day in its Liverpool office focused on the benefits of Advanced Analytics, to find out more email enquiry.uk@cgi.com

REGENERATION

Liverpool Must Be

The Capital of Social Change

By John Foster, North West pre-construction director at Wates Construction

When considering construction in Liverpool, focus is often directed towards commercial and industrial development in the well-established Commercial District, the rapidly regenerating Knowledge Quarter, and the dockland builds at Liverpool and Wirral Waters.

However, this focus ignores the vast amount of investment being pumped into the wider Liverpool City Region, and the importance of Merseyside boroughs like St. Helens, the Wirral, Sefton and Knowsley.

These Merseyside towns, which have often been overlooked in terms of investment, are currently undergoing a revitalisation.

Knowsley Council has been leading this charge, refreshing the village centre of Huyton, and planning a £43m regeneration of Kirkby town centre. And with major investment plans expected to be announced shortly by St Helens Council to develop the town centre, along with ambitious £33m plans to build extensive new homes in Bootle, it is these peripheral towns that the construction industry needs to take note of.

This goes beyond business. Since Liverpool was named as Capital of Culture in 2008,

Liverpool Chamber

the city has often been accused of not delivering on the social change that was promised. By delivering new social amenities like schools, hospitals, police stations and community centres, as well as flagship commercial developments, Liverpool and the wider Merseyside region can truly deliver on the promises made in 2008. Steve Rotherham’s appointment to Metro Mayor in 2017 has acted as a significant catalyst for this, but more still needs to be done - not only by local government, but the business community too.

We at Wates Construction have recently announced plans to open a new Liverpool office. This is to support our current projects which include the development of the Cruise Terminal Hotel in Liverpool, and the new St. Helens Fire Station on behalf of long-time client Merseyside Fire & Rescue, as well as support our business growth in the region.

However, more importantly, we are investing in Liverpool City Region because we believe in its future, and we want to contribute to building a lasting legacy which will drive real social change. At Wates, supporting communities is our main priority, and is built into every building we deliver. By using this expertise gained on projects across the country, within a range of sectors including commercial, residential, blue light and education, we can act as trusted partners to councils and developers, investing in the region and helping to cement its future.

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CLARKE ENERGY

Clarke Energy expands renewable product offering with new distributorship for biogas upgrading plants biogas upgrading plants supplied by the SIAD Group Company TPI of Italy. Biogas upgrading technology strips the carbon dioxide out of biogas to create biomethane, a renewable form of methane (a “green gas”) and originates from the processing of waste materials. The resultant biomethane can be injected into the national gas grid or used as a sustainable fuel for vehicles.

TPI is able to provide both membrane-based and amine technology. The membrane plants incorporate membranes able to deliver high performance in terms of methane recovery and energy consumption. As such TPI has appointed Clarke Energy as a distributor and service provider of their biogas upgrading units.

• Clarke Energy has been appointed as distributor and service provider of Tecno Project Industriale’s (TPI’s), biogas upgrading units • The agreement initially focuses on France with Clarke Energy also able to supply into the UK, USA, India and Ireland.

The TPI product range is of high quality and engineering, developed out of their extensive experience in the handling and processing of gases for industrial customers across the world. TPI has built many biogas upgrading projects globally and is one of the key technology providers to the sector.

Clarke Energy, a KOHLER Company, has expanding its product offering to include

Didier Lartigue, the Managing Director of French subsidiary of Clarke Energy explains:

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“This partnership is strategic for Clarke Energy for the development of his biomethane activity and the choice of TPI is crucial for the product and service quality of Clarke Energy’s solutions” The agreement which initially focuses on France with Clarke Energy being able to also supply TPI’s biogas upgrading plants into the United Kingdom, United States of America, India and Ireland. Clarke Energy has already sold several biogas upgrading systems in France with TPIs product being incorporated into recent projects.

Clarke Energy is also the largest distributor and service provider for INNIO Jenbacher gas engines, operating in 27 countries globally. Jenbacher engines are now hydrogen ready, which can be used as a fuel to generate electricity, heat and cooling. A number of Jenbacher engines are operating on currently up to 70% hydrogen.

INNIO plans to demonstrate by 2021 that their engines can run on up to 100% hydrogen and ethanol.

CLATTERBRIDGE

Meet the women building Liverpool’s new cancer hospital.

We’ll be

here...

They say behind every great man, there’s a great woman.

W

But, it turns out, that behind the new Clatterbridge Cancer Centre – Liverpool, the city’s brand new specialist cancer hospital, there are several great women.

L-R – Laura, Emma and Ellie With March being the month of International Women’s Day, we meet just some of the women helping to transform cancer care for 30,000 patients across Cheshire and Merseyside every year.

With cancer related deaths in Merseyside 20% higher than the national average, it’s a problem the Clatterbridge Cancer Centre is tackling head on. Built close to the Royal Liverpool University Hospital and the University of Liverpool, the new hospital’s position in the city will greatly benefit patients, as Laura King, Project Change Manager for the Clatterbridge Cancer Centre, explains; “Being next to two other great institutions in the city means patients will have access to the surgery, services and experts at the Royal, and new treatments through clinical trials from the University. Our patients have been at the heart of everything we have done with this build, and will continue to be when we open. I’ve done a lot of work with patient focus groups to ensure the spaces fit their needs; it’s been a real collaborative effort.”

A born and bred Liverpudlian, Laura has worked on the project since the beginning.

Even when 38 weeks pregnant with her now three week old daughter Cora, Laura could be found working on the project; it’s been a labour of love for the 35 year old from West Derby.

“The statistics are suggesting that eventually, one in two of us will get cancer.

But I know that the city of Liverpool will be able to offer the very best in cancer care to the patients of the future. It’s pretty amazing that to mark International Women’s Day, I’ve been able to show my daughter the new hospital that her Mummy helped to bring to life. It’s something that will support generations of cancer patients and their families for years to come.”

Opening in June, and with eleven storeys, a sunken winter garden, 110 single accommodation en-suite inpatient rooms and panoramic views across the city, Clatterbridge Cancer Centre – Liverpool has been designed with the city and its cancer patients at its heart.

Emma Lepley, from renowned architects BDP, is one of the team responsible for the design of the building.

“Architecture is the meeting point of so many different ideas and disciplines; art, science, design, engineering etc. But it also has inherent social, political and historical value.

“I decided to be an architect quite late on, at the age of 24. I remember thinking that every day at work would be different, each project would be different and it would be a career of lifetime learning. And I was right!”

Emma joined BDP in 2014, specifically to work on Clatterbridge Cancer Centre – Liverpool. “The most rewarding part has been seeing people’s reactions as

they see the spaces for the first time, the entrance atrium, roof terraces, open plan chemotherapy treatment space, winter garden and radiotherapy atrium.

“The new building will provide the Trust with the high quality spaces they deserve to deliver their excellent service.”

The new Clatterbridge Cancer Centre – Liverpool is part of a £162million investment in transforming cancer care for the region, including significant investment in the trust’s current site in Wirral, which will stay open to continue to treat patients from the surrounding areas.

Bringing Emma and her team’s vision to life is construction contractor Laing O’Rourke.

20% of the Laing O’Rourke project management team for Clatterbridge Cancer Centre – Liverpool is made up of women. One of them is Assistant Section Manager, Ellie Grice.

“I’ve been working on this project for three years now, training as an apprentice in my role as Assistant Section Manager. I’ve learnt so much and feel so proud that one of the first projects of my career is something that’s going to leave a lasting legacy for the people of Liverpool.”

For more information on the new Clatterbridge Cancer Centre - Liverpool, visit www.wewillbehere.co.uk.

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COVER FEATURE - TRANSPORT

Making Business Connections Easier This is an important year for TransPennine Express, with new trains, more seats, additional services and new destinations introduced. We are very excited about the introduction of the Liverpool to Glasgow service that launched back in December, providing direct rail connections between these two great cities and increasing journey opportunities for businesses and communities along this route.

Train travel in the North and Scotland is going on a new journey. TransPennine Express has invested £500 million to transform our services with improved facilities to match your business needs. It is now possible to travel directly to the heart of the city, without worrying about parking costs or transfer times travelling on new trains with free Wi-Fi, new modern interiors, better customer information, electronic seat reservations and larger, more comfortable seats enabling you to make use of your time on-board or just to relax.

Train travel is already one of the most sustainable forms of transport and the Environmental and Energy Management Systems that underpin our services meet international standards. Caring for the environment is a key part of our vision to ‘Take the North Further’ and we are committed to sustainability and managing our impact on the environment.

TransPennine Express is committed to reducing emissions and using renewable

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By the end of 2020, we will have launched 44 brand new trains across our 3 Nova fleets travelling up to speeds of 125mph.

We will make business connections easier, offering 55% more services to businesses and communities across our network. As well as our direct Liverpool to Glasgow service, we have extended our Liverpool to Newcastle service through to Edinburgh. energy. Using a TransPennine Express train will reduce carbon emissions by 76% compared to taking the car but this is not enough, we have introduced new bi-mode and electric trains to reduce carbon emissions by a further 30%. We have installed solar panels in our new train depot and replaced low energy LED lighting in our stations and car parks. Our buildings have reduced energy consumption by 23% and we will continue to improve efficiencies where we can. We are working with local suppliers where possible to improve our on-board catering and a key area for the business is supporting communities and charities through engaging with local schools and colleges.

Our aim is to make business connections easier and one of the ways we are doing this is providing great value fares for any budget.

The easiest way to get great value fares is to book your train tickets in advance. Bookings open up to 24 weeks before departure, which is when fares are generally at their cheapest.

However, if you want full flexibility, you can book an anytime ticket and can now book your seat reservation on the day for selected services through our website.

If you are tired of getting slowed down by traffic jams or airport queues then choose the train for your next business trip!

LIVERPOOL TO GLASGOW DIRECT MAKING BUSINESS CONNECTIONS EASIER

WITH NEW DIRECT DAILY SERVICES, FREE WI-FI AND PLENTY OF PLUG SOCKETS, THERE’S NEVER BEEN A BETTER TIME TO JUMP ON BOARD TPEXPRESS.CO.UK/BUSINESS

COVER FEATURE - GROWTH

Growth Flourish Bloom Fresh thinking Thrive Prosper Blossom

Liverpool born CEO Roy Williams is rightly proud of the Group’s origins, and OVH’s commitment to excellence in the social housing sector remains at the core of the company, but with exciting plans for expansion, The Sovini Group is aiming to become a household name and an integral part of the Liverpool City Region’s business community.

Roy talks to us about how the Bootle-based company is evolving to ensure future growth - and how it is contributing to the region’s economy and its communities.

How do you plan to retain the Group’s reputation for public service excellence whilst building the diverse commercial business you are becoming?

CEO Roy Williams

Bootle’s sleeping giant is stirring – The Sovini Group is a major business and plans to make a lasting impression on the City Region.

The Sovini Group is a construction, property, facilities and infrastructure services company, with big plans. But ask most people locally if they’ve heard of the Group, and they will likely associate them with social housing provider One Vision Housing (OVH). They wouldn’t be wholly incorrect; the Group emerged from OVH in 2011.

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In its simplest terms, OVH was initially created to assume responsibility for the management of Sefton Council’s housing stock, which transferred in 2006. The service was falling short of meeting the Decent Homes standard, had a staff satisfaction rate of 62% and an annual staff sickness rate of over 8%. It was running inefficiently and wasn’t providing customers with the service they deserved.

We were spending a lot of money on outsourcing services but quickly realised that meant we had little control when it came to quality and delivery. In a sensitive and carefully regulated sector like social housing there is nowhere to hide and, quite rightly, our customers and the regulator held us responsible for any issues, so something had to change.

The impact of the economic crisis on our supply chain accentuated the challenges.

We were determined to protect our business and customers, so we began to insource. Once we started on that journey, it was clear we could create a better, more agile and customer focussed business with greater control of the supply chain - the result was The Sovini Group. This fundamentally changed the way we manage our business and how we expect to be perceived by tenants, suppliers and the regulator: this wasn’t a cosmetic rebranding of what had gone before, but a radical redesign of our business model.

Today, through organic growth and successful acquisitions such as Carroll Group in 2016, we offer services across the construction and property supply chain. We employ more than 850 staff and boast a 98% staff satisfaction rate and 2% sickness rate. Importantly, we have been recognised as one of the best employers in the UK every year, for the past 10 years. For me, positive employee engagement has, is and always will be critical to our success. I will have failed as a CEO if our employees don’t enjoy coming to work and aren’t inspired to provide high quality customer service, and our business won’t be able to reach its potential.

COVER FEATURE - GROWTH

What’s next for the Group and how is that going to contribute to the growth of our region?

This year we’re expecting a turnover in excess of £79 million from the commercial businesses within the Group, and the turnover from our not-for-profit businesses will be around £74 million. Our structure probably needs explaining to make sense of that. Our commercial activities are legally separate from our not-for-profit companies - One Vision Housing and Pine Court Housing Association. Profits from our commercial trading are reinvested to build new homes, improve service delivery and support the communities who remain central to our business. We own, manage and maintain over 13,600 homes, and this is rising annually through our development programme.

We brought Pine Court, a housing association based in and around China Town into the Group in 2012. It has benefitted from Group-wide capabilities such as central services, repairs and maintenance.

This spring Pine Court will launch a new development in Birkenhead on the old Cammell Laird recreation ground, bringing much needed affordable homes to the community, as well as supporting the wider placemaking and regeneration agenda of Wirral Council and the City Region. Pine Court has been able to improve its services and grow its business through being part of the Group. This is something we offer to other housing associations if they want to partner with us but keep their identity. It is one of part of our organic growth strategy.

Our wider plans include investing in our infrastructure, building on our innovative business model to bring in new customers from the social housing sector and expanding into other sectors such as healthcare and education. We are continuing to expand our services and in the past 18 months, moved into asbestos services, scaffolding, grounds maintenance and cleaning.

The work we do translates into most sectors so part of the strategy is to get our name out there more by telling ‘the Sovini story’ to potential customers. By rebranding some of our businesses next month, we will reinforce the Group identity and that will make it easier to explain what we offer in its entirety, while supporting the operating businesses within the Group who win contracts in their own right.

In terms of what this means for the region, we see Sovini as an anchor institution especially for North Liverpool and Bootle. We are already a major employer and source of contracts for local suppliers. As we build our business and

Liverpool Chamber

significant contribution to the local economy.

Next year will mark the 10th anniversary of the Group, and we will have a lot to celebrate!

And finally, how do you think the Chamber and its members can better work with you, and vice versa?

expand our services, we are always looking to recruit new talent. Each year we are taking on more apprentices, we currently have 65 working for us across multiple trades. This goes some way to supporting the need for grassroots training and growing talent that the region is crying out for.

The sites where we build new homes are often in areas of high deprivation, on brownfield sites that a private developer wouldn’t necessarily look at. Building new homes in these areas helps to create new jobs, it regenerates the area and brings back, or in some cases creates, communities, new businesses and new opportunities. And that principle of investing in communities, no matter how big our ambition, must always remain at the heart of everything we do as a responsible business.

We are determined to raise our profile and see the Chamber as an invaluable platform.

We have seen great success through working with local partners, and we want to continue to work with local businesses.

We are open to any conversation that might help grow our business and help us put more investment back in to our communities. So, I would encourage anyone operating in any part of the construction, property and infrastructure supply chain, or in social housing, to get in touch with us. I also mentioned earlier about being a great place to work, we would happily share our experiences and knowledge of how we go about creating an environment where people want to come to work and give their best, to the best standard. So get in touch!

Contact nicola.birkbeck@sovini.co.uk if you are interested in finding out more about working with The Sovini Group.

What’s next for you as CEO? I want to build on the strong foundations of the past 10 years and develop a growing business that Bootle, Sefton and the City Region can be proud of. I am looking forward to seeing the commercial side of the Group continue to grow and generate more financial capacity so we can continue to build more new affordable homes, employ more apprentices and make a

Roy presents the 2020 Apprentice of the Year awards. Sovini hosted its second Apprentice Awards in February in its Head Office to thank the apprentices for their contribution to the business.

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COVER FEATURE -170 YEARS OF THE LIVERPOOL CHAMBER

What’s Past is Prologue – The 170th Year of Liverpool Chamber “This Chamber of Commerce is formed to represent the commercial interests of the business community of Liverpool and to meet and act for a common good.”

- Thomas Horsfall, Liverpool Chamber President, 1851 AGM Liverpool Chamber’s formation by the merchants and shipowners of the city in the mid-19th century is a minute dot in the rear mirror of our city’s history. Taking place a relatively short time after the abolition of the Corn Laws and in the immediate aftermath of the revolutions across Europe of 1848, the foundation of the Chamber occurred at a time of profound change and upheaval in a very different world.

Despite the unimaginable differences between the worlds of today and 1850, the words of Thomas Horsfall, the first President of the Liverpool Chamber, continues to resonate here in 2020.

To partly reference Frank Sinatra’s “My Way” – the Chamber has been an export documents deliverer, an arbiter of trade disputes, a West African Trade pioneer, a provider of apprenticeships and workplace learning, a recruiter of soldiers for war, a Telex service operator and a secretariat for the city’s various associations and trade bodies.

Yet it is the core purpose for which the Chamber exists, articulated in the words of Horsfall, which remain at the absolute forefront of our organisation’s purpose.

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Anniversaries serve multiple purposes – but particularly for organisations, they enable the opportunity to reflect upon past achievements and provide a reference points for the future.

170 may not be the biggest of big moments but it does provide the opportunity for us to pause, reflect and kick on with our objective to be the trusted, authentic partner of businesses in this city.

Thank you to all our members who continue to support the Chamber’s objectives and particularly those who help lead our association.

We look forward to initiating our Chamber ‘Fellows’ programme, our Changemakers initiative for future leaders and the development of our School-Business Network. All new initiatives to help position the Chamber as ready to serve our 21st century business need.

2020 may be our 170th year in business but it will be far from a reflective one. We will remain centred on business and deliver upon our ambition to be part of our city’s future and not just of its past.

COVER FEATURE - 170 YEARS OF THE LIVERPOOL CHAMBER

Liverpool Chamber

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ENVIRONMENT

Metro Mayor Steve Rotheram cites national need for Mersey Tidal Power Project to “keep the lights on” and avoid future energy crisis Steve Rotheram, Metro Mayor of the Liverpool City Region, has announced plans for the next phase of the Mersey Tidal Power Project, as the cornerstone of the city region’s response to the climate emergency.

After a year-long study, commissioned by Liverpool City Region Combined Authority, a team of industry-leading experts has concluded that there is a strong strategic case for taking the project forward to address potential future energy shortfalls, tackle the climate emergency, achieve zero carbon targets, and support a more stable renewable energy mix.

The study found that: • The UK’s demand for electricity is set to double by 2050 • Tidal power has a key role to play in meeting this demand from renewable sources, as fossil fuels are phased out • Tidal power is predictable, flexible and reliable, complementing the intermittent nature of other major renewables like wind and solar power • It could generate much more power than previously thought possible, with turbines now capable of generating power efficiently on both the ebb and flow of the tide.

• This flexibility in operation, with variable turbine speed and the ability to pump

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water efficiently, can help significantly in mitigating local environmental impacts At its meeting on 28 February, the Liverpool City Region Combined Authority has approved £2.5m to carry out the next phase of work and develop a preferred option to take forward to planning.

Speaking about the Mersey Tidal Power Project, Metro Mayor Steve Rotheram said: “With demand for electricity set to double by 2050, the UK will face an energy crisis if the government doesn’t support large scale renewable projects like Mersey Tidal Power, which are key to keeping the lights on.

“So far our work shows that Mersey Tidal Power could generate enough energy for up to 1 million homes, create thousands of jobs and make our region Britain’s renewable energy coast.

“Our unique geography makes us one of the only places in the UK where it is possible to generate massive quantities of predictable, renewable tidal electricity. With the right government support, we could be generating clean power by the end of the

decade – a full ten years ahead of the city region’s zero carbon 2040 target.

“But this will require Boris Johnson to not only talk about ‘levelling up’ the North, but to step up and address the imbalance in how major projects are assessed and funded. We know that Mersey Tidal Power has the potential to provide energy for well over 100 years, but the government’s current formula does not take that into account, instead using a 35 year timescale.

“So I’m calling on government to look seriously at our project and help us make this a reality. Not only will it help to make Britain a worldwide technological leader, but also a global leader in tackling the climate emergency.”

Cutting edge cancer centre to open its doors within months in Paddington Village A new cancer centre offering the most advanced and pioneering cancer treatments is expected to open its doors within months in the Knowledge Quarter, Paddington Village.

The Rutherford Cancer Centre North West is part of a network of Rutherford Centres across the UK which offers conventional cancer treatments as well as high energy proton beam therapy.

Proton beam therapy is a type of radiotherapy that delivers heavily charged protons in a more targeted manner to reduce damage to peripheral tissue and organs.

The treatment can significantly reduce side effects in cancer patients over conventional treatments, offering a much better quality of life and reducing the chances of recurrence. The Rutherford Cancer Centre South Wales brought the treatment to the UK for the first time in 2018 and now treats adult NHS patients in Wales with proton beam therapy.

The Rutherford Cancer Centre North West is the latest addition to the network and will offer chemotherapy, immunotherapy, radiotherapy and proton beam therapy as well as a suite of advanced diagnostic and imaging services. The centre will initially begin treating with chemotherapy,

Liverpool Chamber

immunotherapy and conventional radiotherapy, with proton beam therapy services following in 2021.

by Elekta which has the potential to significantly improve patient outcomes for radiotherapy patients.”

The centre will also boast the first Private MR Linac system by Elekta in the UK. The MR Linac is a technology that can precisely locate tumours and accurately target them with radiation beams in real time using MR imaging. The technology will be the very first in Liverpool and the first across the Rutherford Network. It is considered a vital service offering for UK cancer care nationally.

The Liverpool centre is the fourth Rutherford Cancer Centre in the UK, after Wales, Northumberland and Reading. It is the biggest network of precision radiotherapy services in the UK and the world’s leading developer of proton therapy services.

Janine Melia-Moran, centre manager of the Rutherford Cancer Centre North West, said: “We are months away from launching this state-of-the-art facility and are delighted with the progress being made. The centre will cement Liverpool’s reputation as a world class hub of life sciences and cancer care.

The new centre will be able to treat selfpaying patients, insured patients and those patients referred from the NHS.

To find out more about the Rutherford Cancer Centre North West:

0800 210 0402 www.therutherford.com

“Not only will the centre bring the most advanced cancer treatments to Liverpool for the first time, it will also bring medical technologies which are entirely new to the UK, such as the MR Linac unit

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HEALTH & WELLBEING

Liverpool phone box given new lease of life A telephone box in Liverpool city centre has been converted into a life-saving defibrillator, as a campaign to make the city “heart-safe” continues. The Automated External Defibrillator (AED) will be available 24 hours a day inside the traditional red telephone box outside Liverpool’s Town Hall.

CardiACT is a campaign managed by Medicash, working with the Liverpool BID Company and North West Ambulance Service, which is committed to installing defibrillators in key locations across Liverpool. Launching in 2015, the aim has been to ensure no one is more than two minutes away from a defibrillator in the Commercial District. Evidence shows the chances of survival from a cardiac arrest is 80% if a device is used within that time.

Without a defibrillator, the chances of survival reduce to just 2%.

Since its conception Medicash’s CardiACT campaign has expanded to Halton and is due to launch in Chester later in the year. This installation within an unused telephone box provides a useful alternative purpose for the old, and largely redundant, pavement furniture.

Sue Weir, Chief Executive of Medicash, says: “The installation of this defibrillator is an important milestone in our campaign.

It’s a prominent position and its 24-hour accessibility means that even though there are businesses within Liverpool’s Commercial District with a defibrillator installed, there will be no delay to life saving treatment. Reusing these iconic telephone boxes and giving them a new purpose to save lives is a fitting next chapter for CardiACT”.

Bill Addy, Chief Executive of Liverpool BID Company, says:

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“We are glad to see how this joint initiative with Medicash, which started in 2015, is taking a new innovative approach to make our city even safer and possibly serve as a model for many locations across the UK and the World.

“This wouldn’t be possible without the support of Liverpool’s business community and their ongoing commitment to this life-saving initiative continues to inspire me.

Lives will be saved in Liverpool because of their support and we are grateful to them”.

Rob Sharples, Community Resuscitation Development Officer at North West Ambulance Service, adds: “Each year around 100,000 people die from Sudden Cardiac arrest in the UK. Very often this happens in public places and the two-minute campaign is designed to, quite simply, save lives.”

For businesses interested in further training for their staff, Medicash’s sister company, Health@Work, can provide a 3 hour Qualsafe accredited CPR and AED course.

World-class experts when you need them At Spire Liverpool Hospital you’ll see a leading specialist in as little as 24 hours. We also have a Spire GP service, making it simple for you and your family to see one of our private GP’s.

Fast access to diagnosis and treatment You don’t have to wait to see one of our specialists, because less waiting means less worrying.

Over 300 treatments Get access to hundreds of tests and treatments, some of which you can only have privately.

Advanced technology We use the latest, most advanced technology and techniques to get the best outcome for you.

Book to see an expert today Search ‘Spire Liverpool Hospital’ Call 0151 522 1881 Interest free finance – 0% representative APR available See our website for the exact treatments at each hospital.

Timings given are indicative, actual timings may vary based on consultant and tests required.

Join the thousands of UK businesses that are selling overseas.

Visit great.gov.uk

INTERNATIONAL

Liverpool Chamber supports Kays Medical with their International Exports Kays Medical is a complete occupational health provider and one of the UK’s largest independent suppliers of first aid, medical supplies, emergency response equipment and Ofqual regulated training.

As experts in their field, the Liverpool Chamber of Commerce knew that Kays Medical was the perfect choice when they were approached by an international company who were in urgent need of face masks amid the coronavirus outbreak in China. Playing the part of intermediary, the Liverpool Chamber of Commerce referred the company directly to Kays Medical, who were able to meet the substantial demands required with ease.

With a catalogue of more than 10,000 products and services, ranging from workplace assessments and psychological health support to first aid kits and defibrillators, Kays Medical work with organisations of all sizes across the UK and internationally, as required, to improve the health and wellbeing of workforces and to protect their most valuable resource - their people.

• China 2020, economic outlook

Tithebarn Ltd runners-up in the Greater China Awards Tithebarn Ltd were the runner-up in the Greater China Awards; the ceremony took place at the Lowry Theatre in Salford on Friday 31st January.

Tithebarn is a specialist producer of livestock feed supplements. Founded in 1935, their mission is to help farmers improve the health and profitability of their stock. A measure of the company’s success is that they now have customers, and a worldclass reputation, in over 50 countries, one of those being China. Denis Sowler, Export Sales Executive is also International Trade Club Chair at Liverpool Chamber and a great contributor to international debates.

The Greater China Awards are an opportunity for all North West businesses to get the recognition they deserve for all their hard work with Greater China over the past year. The award organisers were delighted with Tithebarn Ltd achievement and its global success.

International Trade Events Friday 20 March Why Thailand?

Roundtable event with Graham Macdonald, Honorary Adviser BCCT Venue: Liverpool Chamber of Commerce Time: 13.30-14.15 Often described as an established export market with an expanding economy, Thailand benefits from a good strategic location for exporting to other countries within ASEAN and also Southern China.

Wednesday 25 March

Being a member of the Liverpool Chamber of Commerce has great value and is a partnership that Kays Medical will happily continue for any future referrals.

Two international events will take place at the Liverpool Crowne Plaza Hotel John Lennon Airport, L24 8QD with a networking lunch served after the first event

To learn more about Kays Medical, visit www.kaysmedical.com or call 0151 482 2830.

• EU Exit update by HMRC & Customs declarations Time: 11 am - 12 pm

Liverpool Chamber

Lunch and roundtable

Time: 12:30 am – 14:30 pm

Is the coronavirus derailing the global economy?

Find out what opportunities are available in China in 2020 over lunch; with the ongoing uncertainty surrounding European markets and the coronavirus outbreak, China still remains unstoppable force. We are delighted to host Stewart Ferguson and Jessica Zhang who are working together with Chambers in the region to provide practical support for UK exporters interested in understanding trade with China. You will learn about the current situation in the market and about support offered in the region for SMEs. Cost: £15 Chamber Members/ £20 non Chamber Members for both events For more information please email: export@liverpoolchamber.org.uk

Accredited International Trade Training members feedback I am extremely pleased with all training I have received through the Chamber of Commerce. Having attended multiple courses provided by the chamber, I have now gained the Foundation in International Trade qualification. Each course is organised and structured very well, and all staff are welcoming and informative throughout the course and always welcome any questions.

Elena Enciso has been very helpful to me throughout the years with support and information on upcoming events held by the chamber, as well as recommending courses to me which she feels would benefit us as business which is great.

Erin Edwards, Globe Heat Services Ltd. I would highly recommend to anyone within the international trade industry to attend these courses or simply have a refreshers.

All three courses I attended were delivered professionally whilst also in a an enjoyable and relatable way.

Alex Bridge, Alexander Dennis Ltd. Coronavirus Support As coronavirus continues to challenge many businesses, Chambers around the network are putting together support for members most notably in China British Chamber of Commerce in China has been updating members via webinars including an interview with the British Ambassador, Dame Barbara Woodward DCMG OBE, on the coronavirus outbreak. The Chamber has also produced an initial coronavirus impact report on British business operations as part of their coronavirus updates page.

For further information and to register for webinars, visit britishchamber.cn.

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get out the office of

OUR GOAL IS TO INSPIRE COMPANIES TO GET OUTDOORS Take a leap of faith on Treetop Challenge, speed through the forest on a Segway, and work together to solve our Team Development puzzles.

With full and half day packages available come rain or shine, our event coordinators work with you to tailor your day to suit your needs and to make your adventure truly unique!

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delamere delamere

CALL OUR EVENTS TEAM ON

01284 852217 goape.co.uk/groups OR BOOK AT

COMMENT

Mediate Legal on how best to deal with customer or supplier disputes The Federation of Small Businesses published a report (Tied Up 2016) recently exploring the cost of disputes to UK small businesses. In the report the FSB recognises the important role of mediation in reducing the impact of disputes.

The report finds that disputes cost smaller firms in England and Wales a staggering £11.6 billion each year. The report found that there were at least 3.4 million commercial disputes involving small businesses in England and Wales between 2010 - 2015. 70% of small businesses had at least 1 commercial dispute between 2010-2015, with the average disputed amount equalling £18,000.00.

72% of commercial disputes for smaller businesses relate to late or non-payment of fees - this amounts to 2.4 million smaller businesses experiencing such a dispute. The report also found that the most commonly reported source of a dispute was the customer or client (57%). Suppliers were the second most common source at 21%.

Interestingly, disputes with competitors or internal disputes accounted for just 2% each.

Why does all of the above matter? Smaller businesses don’t often have the capacity or resources to deal with disputes. The impact can be devastating and might include losing key commercial relationships, cash flow difficulties, or insolvency.

What Next?

The best way to avoid a dispute with a customer is to agree exactly what it is the customer wants from you in advance, You should then provide detailed information on how you will meet those needs, and deliver that service. Consider doing these steps with all customers:• Agree customer expectations • Provide detailed instructions on how you will deliver on those expectations • A clear and concise contract, signed by the customer.

• Provide your service in keeping with 1-3 above • As anyone in business will know, you can never 100% remove all possibility of a customer dispute. People are people, information can be misinterpreted, and emotions can’t be written down in a contact. Disputes will happen despite your best efforts. If you follow our advice you should have more satisfied customers and less angry emails, telephone calls, or social media reviews.

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What Else Can Be Done?

Let’s be clear, if a customer submits a complaint or brings a dispute against your company, the absolute worst thing you can do is to ignore it. It is unlikely to go away and the customer will not only be unhappy with the initial service, but will also have a valid complaint about the way in which the original complaint has been handled.

All of a sudden you will be dealing with two issues rather than one.

What you should do is engage with the customer, discover the cause of their dissatisfaction, compare it with points 1-4 above, and provide a reasoned response, in writing wherever possible. The customer might not agree with your conclusion, but you have given them the opportunity to explain their position, and explained yours in turn.

Of course, a customer might continue with their dispute. Depending on your sector this might involve a complaint to a governing body - an Ombudsman for example. If this happens, and you have followed our advice above, you should have a good audit trail to support your case.

If there is no governing body, or if the customer chooses to ignore this route, you might find yourself receiving a letter of claim from a solicitor, perhaps alleging professional negligence. At this point it is essential that you don’t ignore the dispute. If you do, you could find yourself in court with no legal advice, or receiving a County Court Judgment against you/your company. Seek legal advice straightaway!

Free Mediation Clause How can businesses best deal with customer disputes? They can avoid them altogether.

At Mediatelegal we offer businesses a free clause. This can be inserted into your company’s customer contract, and requires the customer to agree to attend mediation before they can commence court proceedings against you. Returning to the above scenario where you have received a solicitor’s letter; you can respond by notifying the solicitor of this clause and advising that you want to use mediation to try to resolve the dispute without going to court.

What Is Mediation & Why Should You Use It? Earlier we asked the question: how can businesses best deal with customer disputes?

We believe mediation is the answer.

Mediation is a form of Alternative Dispute Resolution (ADR). It is an informal way to

resolve disputes quickly, confidentially, and inexpensively. As the FSB report states, “many businesses see it as offering a valuefor-money way of resolving disputes’.

Unlike court, mediation won’t see a verdict imposed on you by a judge, instead you and the customer are encouraged to communicate and work together to find an agreeable solution to the dispute. The mediator uses his/ her skills to help you both with this process.

According to the CEDR 2018 Mediation Audit, 89% of disputes are resolved by mediation either on the day of the mediation or shortly afterwards.

A further benefit of using mediation to resolve disputes is that it can restore relationships which were previously damaged. Because both sides work together to discuss the dispute and also the solution, they are both being heard by one another and working together.

A report by the World Bank (Doing Business 2017) found that in the UK it takes 437 days from starting a case in court to enforcing a judgment at the conclusion. That’s a long time for a company to have to deal with a legal dispute - it will be expensive, time consuming, and very stressful. The report also found that legal fees will likely amount to almost 44% of the value of the dispute.

Let’s have a quick look at an example: Earlier we told you that the average dispute value for small businesses in the UK was £18,000.00. Using the World Bank data, not only might it cost roughly £7,920.00 in legal fees per party, but it would also take up to 437 days for a legal dispute to be taken through the courts. To resolve the dispute using mediation would take up to 4 hours. The mediation fee would be just £600.00 + VAT per party.

What Next?

If you would like more information regarding mediation or would like to discuss using our free mediation clause please feel free to get in touch either via our website (www.mediatelegal. co.uk), or by email (help@mediatelegal.co.uk) or telephone (0151 363 3972).

About Mediatelegal We are a panel of 10 expert mediators.

Between them our 10 panel mediation have performed over 3000 mediations. We are a Regulated Mediation Provider. For a full list of the type of dispute we can help to resolve please visit our website.

ASK THE EXPERT

Ask the Expert?

Steve Todd,

Technical Director, Mashbo

Digital Transformation - is it time to adapt or die?

In the four years since the World Economic Forum chose ‘Mastering the Fourth Industrial Revolution’ or ‘IR4’ as its them, the wave of disruptive technologies it examined are now firmly in the mainstream, from artificial intelligence (AI) and automation, to the Internet of Things (IoT) and 5G networks. In fact, many of these technologies have been around for far longer, quietly shaping and changing the way we work and live. By not addressing digital change now, companies are actively choosing NOT to futureproof.

Does the ‘fourth industrial revolution’ really affect all sectors?

In a word, yes. In factories automated robots are picking, packing and transporting goods, law firms are using software to ask questions and draft documentation accurately and contracts are being generated online and signed electronically, without human intervention. Last year, the International Data Corporation (IDC) predicted that businesses that do not address digital transformation urgently will lose just over two-thirds of their total addressable markets by 2022. Many sectors have spent years refining processes that this new tech will completely transform. They have waited to see if this new wave of tech is here to stay and now they’re behind. We’re at a point of adapt or die.

What tech should organisations be considering to help future proof their business?

Automation is proving to be one of the most immediate and efficient ways to streamline business processes, reducing hours spent by staff on ‘grunt work’ and giving them more time to work on profit-generating activities.

In sectors where there is an abundance of data to be analysed and used, AI and

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machine learning should be on radar. Using virtual reality (VR) to attend and host virtual meetings could reduce travel time and carbon emissions. But whatever tech is chosen, it needs to address a specific, defined problem.

What impact can we expect automation to have on business?

Done correctly, automation can drive productivity, efficiency and profitability in businesses. Our automated student property management platform, PropertyCloud, has reduced the time spent on tenancy generation and contract signing from three weeks per house to under an hour. This time saving alone had freed staff up to work on property portfolio expansion, helping the business to grow.

Is it possible to invest in the ‘wrong’ tech?

Most companies invest in the wrong advice, rather than the wrong tech. Making major changes to your digital strategy requires investigation and scoping. Companies need outside experts to come in to address a specific problem, such as reducing hours spent on admin tasks. They need people who are willing to say ‘no’ if explorations find a solution unfeasible and suggest other routes that could work, rather than doing as they are told and running off with the money.

Are there cost-effective ways to bring about digital transformation?

Investing in digital transformation may have a large outlay, but once in place the ROI far outweighs initial cost. That said, budget is not always available. That’s why we work with clients as business investment partners, to help commercialise solutions. If your digital product addresses an industrywide issue, it could be sold or licenced to industry peers. Combining a client’s sector knowledge and our teams’ extensive tech experience can be a powerful and profitable combination.

About Mashbo Mashbo is a software development consultancy that uses automation to create digital solutions that transform organisations.

Clients include Everton FC and Everton in the Community, BDO, Manx Telecom, Nugent, ipitQ by SwissRe and Danone.

202 Cotton Exchange, Bixteth Street, Liverpool, L3 9LQ 0151 708 1924 studio@mashbo.com mashbo.com

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SKILLS

ArchiPhonic inspires future placemakers RIBA Architecture Ambassadors, ArchiPhonic have inspired a group of future architects, designers and placemakers from Smithdown Primary School, by helping them to recreate some iconic Liverpool landmarks.

Team members from the Liverpool-based architectural design firm hosted two workshops for Year Four children studying Design Technology at the school. In the sessions the children were put into groups and provided with mystery landmarks from across the city, including St. George’s Hall, the Royal Liver Building and Radio City Tower.

In the workshops the children explored plans, elevations, 3D images and fun facts about each of the buildings, using this information to explore the design in two dimensions before learning how this could become a 3D model Youngsters tried their hand at producing scaled drawings under the watchful eyes of Architect, Jamie Nicholson and Architectural Designer, Rachel Cummings, before discussing how they might be able to turn them into models using scrap boxes and other materials brought from home.

After working in groups to recreate the buildings in 3D form, the pupils took turns to guess which buildings their classmates had created.

Speaking about the workshops, Jamie Nicholson said: “The models produced by the students from Smithdown Primary were

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extremely impressive and showed great consideration of scale, proportion and recognisable geometry.

“We also discussed whether they had seen the buildings in real life and many said that they would love to try and visit them to see if their models matched the real thing! It was fantastic to see such interest in the built environment and to be able to help inspire a generation of future architects and placemakers through the RIBA Ambassador scheme.”

RIBA Architecture Ambassadors are architectural professionals who volunteer to work with schools to inform and inspire children about careers in the built environment. The programme also aims to encourage debate and empower young students to voice their opinions on architecture in their towns and cities.

Year Four teacher, Beth Kelly, said: “ArchiPhonic’s workshops were really exciting and engaging for the children and the practical aspects allowed them to take what they have learned in their Design Technology classes and put it into practice.

It’s certainly inspired a few future architects!”

Jamie added: “Inspiring local talent is so important to the team at ArchiPhonic and we are extremely proud to be RIBA Ambassadors. We would wholeheartedly recommend that other architectural professionals get involved. We would also like to thank the children and teachers at Smithdown Primary for sharing their ideas with us, we found ourselves inspired as well!”

Katy Wade, from RIBA, said: “We really appreciate the Architecture Ambassadors at ArchiPhonic volunteering their time to deliver such creative and high-quality workshops with students at Smithdown Primary.

“Having professionals work with students in their own environment makes architecture much more accessible and engaging, which will hopefully inspire them to play a role in the development of the built environment in the future.”

Visit the RIBA website to learn more about becoming RIBA Architecture Ambassadors or bringing RIBA Ambassadors into your school.

To learn more about ArchiPhonic, visit: archiphonic.co.uk

SKILLS

Aim Target Goal Objective Purpose Destination

ACSL Solicitors adds Paul Cope to its Corporate and Commercial service ACSL Solicitors are delighted to add Paul Cope to our team. Paul advises our business clients on all aspects of corporate and commercial work, ranging from company sales and purchases to shareholder agreements and commercial contracts.

Paul trained at and worked for some of the largest and most prestigious law firms in the country (Freshfield Bruckhaus Deringer in London and DLA Piper and Addleshaw Goddard in Liverpool and Manchester) before launching his own law firm in 2009 after identifying a niche in the commercial law market. At just 29 years old he started with a blank piece of paper, a pen and a phone, and grew his practice to being a respected and established firm in the Liverpool legal market with a variety of esteemed clients, before selling to a larger competitor in 2015 to focus on his online and property development businesses.

His entrepreneurial background gives Paul a unique perspective when providing legal advice to other business owners because he knows what it feels like to walk in their shoes. This means that, unlike other corporate lawyers, he is not only advising on the legal elements of any transaction but can also provide general commercial

Liverpool Chamber

advice and insight, helping our clients to balance the risks and benefits in any deal.

• Drafting Joint Venture agreements & advising on joint ventures deals

Throughout his career, Paul has advised clients of all shapes and sizes ranging from large multi-national corporations to local family run businesses, and he is able to use his vast experience to tailor his approach to whatever the situation requires. Paul is pro-active and driven to achieve whatever outcome our clients desire, while being down to earth and able to discuss transactions in an easy to understand way.

• General commercial contracts

Through Paul’s expertise ACSL Solicitors is now able to offer fixed fee services including:• Shareholder agreements

• Commercial and corporate legal advice retainers If you might need assistance with any commercial or corporate mattes, please feel free to contact ACSL Solicitors on 0151 363 3972 or by email to paul.cope@acsl.org.uk About ACSL Solicitors Founded 11 years ago, ACSL Solicitors has been based in its office at 1 Dale Street for almost 5 years. We act for clients across England and Wales across a wide range of areas of law. You can find out more about us and our services here: www.acsl.org.uk

• Director contracts • Drafting Company Sales or Purchase agreements and advising throughout

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GROWTH Fiona Armstrong-Gibbs (Chair), directors Karen Beddow and Esra Gönen.

Changing of the board heralds new era for Baltic Creative CIC Following its recent tenth anniversary celebration, Baltic Creative Community Interest Company (CIC) has experienced a reshuffle amongst its board of directors, welcoming two new members and appointing Fiona Armstrong-Gibbs as its new chair.

Baltic Creative’s non-executive, voluntary board of directors, provide strategic advice on the company’s direction and oversees how the surplus funds it generates are reinvested into Liverpool’s digital, creative and technology sector.

The newest additions to the executive board of directors are Karen Beddow and Esra Gönen.

A driving force behind the growing coworking scene in her native Turkey, Esra is an entrepreneur with a focus on innovation.

Her international expertise and influence will not only help Baltic Creative tenants to realise their growth potential overseas, but also spread the Liverpool success story abroad. Baltic Creative is a member of the European Creative Hubs Network and over 69% of its tenants now trade internationally, with a significant number looking to start in the near future.

Karen is now an eclectic mix of trustee, lawyer and board member at Baltic Creative. Following 15 years as a full-time commercial litigation solicitor, Karen left this role to concentrate on her awardwinning family travel blog and to spend more time with her three children. Still operating as a legal consultant, Karen’s

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expertise will be an invaluable asset to the Baltic Creative board, allowing the company to progress with its growth plans with confidence.

Taking on the role as chair from Erika Rushton, Fiona has been on the CIC’s board for 10 years. With over 15 years of marketing and management experience working with international fashion brands and lecturing as far afield as La Salle College of Art and Design in Shanghai, Fiona is well placed to take the helm as Baltic Creative enters its next chapter. As part of Baltic Creative’s 10-year anniversary celebrations, the team announced its growth ambitions with plans to expand into new areas across the Liverpool City Region.

Commenting on her new position, Fiona said: “As our first decade in operation comes to a close, we are actively putting plans in place to help take the Baltic Creative brand to the next level through strategic growth. Karen and Esra will each play integral roles in this, helping to drive change and we are delighted to have them both on board as we begin to accelerate our ambitions into reality.

“With our growth plans in place, we are continuing to extend our expertise and in time, will be looking for others who would be a good fit within the team and would strengthen the Baltic Creative board even further.”

As well as changes to the board of directors, Baltic Creative has recently appointed two new staff members to the management team – equating to six fulltime members of staff.

Diversity and inclusion are central to how Baltic Creative CIC act as an employer and as such they consider the need to add expertise and diversity to the board to ensure the CIC meets the challenges ahead.

Baltic Creative CIC now houses over 180 creative and digital businesses who in turn support over 600 members of staff. Since its launch in 2009, all of Baltic Creative’s spaces have been based within the Baltic Triangle area of Liverpool. The CIC has, however, ambitious plans to grow into other areas of the Liverpool City Region, including the Fabric District and Southport.

For further information visit baltic-creative.com or follow @ balticcreative on Twitter, Instagram, Facebook and LinkedIn.

GROWTH

The Liverpool economy: Challenges of the new decade Archontis L. Pantsios, Associate Professor of Economics of Liverpool Hope University, reflects on the evolving Liverpool economy and what the future holds.

With the dawn of a new decade, and Brexit already a reality that is taking shape, regional economic development is expected to take centre stage in the public debate.

In the past 20 years, Liverpool’s economy has experienced growth rates similar to London’s, and rivalling fast-growing governmentcentre cities like Cardiff and Edinburgh. In 2017, the Liverpool City Region boasted a real annual growth rate of 3.3%, the highest in the UK, while in 2019 Liverpool’s economy continued to be strong, with a year-on-year rise of around £1.6 billion and a forecasted annual growth into 2021 of 1.5%.

A number of explanations account for these apparently surprising growth statistics, including the fact that Liverpool had reached a very low baseline after becoming Europe’s fastest declining city – in terms of population losses, gross value-added productivity and industrial decline – for much of the 70s and 80s.

While the beginnings of cultural tourism and knowledge economy regeneration meant that Liverpool’s economic fortunes improved dramatically.

Liverpool Chamber

Perhaps the most important factor in turning Merseyside’s economic tide was EU investment. The so-called ‘Option 1’ terms in the mid-90s transformed the city’s status and prospects. This led to very significant inward investment, towards the development of a new Superport (Liverpool 2), and the redevelopment of the Paradise Street area into the 42-acre Liverpool ONE retail shopping centre.

With an expected slowdown in retail, manufacturing and public sector employment, the business service sector is projected to be in the forefront of any future growth potential, with the information and communication sectors expected to be significant drivers.

Nowhere is this manifested more emphatically than the development of the Knowledge Economy within the city’s Knowledge Quarter. This hub of education, knowledge and research generates £1 billion in annual income. Moreover, in the Baltic Triangle, close to £130 million has been invested to transform a district of dilapidated warehouses into a digital, cultural and creative business community of innovation and enterprise. It becomes apparent, therefore, that what needs to be prioritised is investment in education and skills.

It is against this backdrop that Liverpool Hope Business School offers a new Economics degree starting in October 2020. This degree will not only expose students to current national and international issues, but will also use case studies from Liverpool’s economic past to educate the minds of tomorrow.

“In the past 20 years, Liverpool’s economy has experienced growth rates similar to London’s, and rivalling fast-growing government-centre cities like Cardiff and Edinburgh.”

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MEMBERS NEWS

The world is changing and business is responding.

The Good Business Festival is part of a global movement that believes in the power of business to affect positive change. In 2020, answering only to private shareholders is no longer acceptable; social and environmental impact are vital measures of success.

As we enter a new decade, the business world continues to change for the better, seeking purpose beyond profit alone. The Good Business Festival is here to accelerate the discussions that are already happening in societies around the world and drive the campaign for better business. It will create a platform for constructive conversation on polarising topics, exploring a new economy where values and purpose can powerfully drive profit.

This is a global festival, rooted in Liverpool City Region. The Good Business Festival shares our city’s creative ambition and drive to do the best we can for our society and our world. Over five days of compelling, thought-provoking and unexpected programming, the festival will take over the region for an event which is globally relevant and culturally essential with talks, workshops, knowledge hubs and experiential spaces from businesses all over the world.

Event venues will cover key hubs of the city centre to showcase the vibrancy, history and energy of Liverpool: The River Zone, The Hope Zone and The Baltic Zone, as well as capturing key landmarks and business epicentres across the region. Alongside the main programme there’ll be music, arts, food and drink, wellness activities and plenty of opportunities to meet and socialise.

This new festival is an opportunity for Liverpool businesses to be leaders in the discussion around purpose-led business, and showcase our talent on a global stage.

To get involved this October email hello@thegoodbusinessfestival.com.

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ENVIRONMENT

In the race to address the climate crisis, we are all encouraged to use less LJMU Bristol Blue Green Paul Silcock, Chief Technology Officer

energy and reduce our carbon footprint.

There are many ways to save energy, from simply turning off lights and appliances, switching to LED bulbs, or installing renewable energy technologies in your home, such as PV panels or voltage management products.

When Liverpool company Bristol Blue Green looked to become a leader in voltage management they knew they had the technology to cut domestic energy bills.

But in order to sell their product, chief technology officer Paul Silcock needed to know exactly how the package would work over time and how it would compare in the marketplace. The Wavertree Technology Park-based firm turned to the Low Carbon Eco-Innovatory (LCEI), a business support consortium led by Liverpool John Moores University to help small companies adapt.

The LCEI has just chalked up its 243rd happy customer and, with funding extended until June 2023, is reaching out to more firms in the Liverpool City Region and Lancashire.

To date, the cross-sector project has helped a vast range of firms from biotechnology to kitchen designers and safari parks.

“Some are developing eco products and services and others are trying to cut costs and adapt to legislation. Most are confused or in need of guidance,” explains project manager Paul Dickson.

“What we’ve been offering is a road map, to not only lower your carbon footprint but to increase profitability.”

Companies do not even need to be making anything. One for instance, Make Liverpool, which operates workspaces for hire, made considerable savings by changing the lighting and heating in their building.

The way LCEI does so is by giving firms free and unique access to experts and test facilities here on Merseyside. Companies are supported in packages ranging from 1 month to 3 years depending on their needs.

Bristol Blue Green were able to test their technology in a specially-built BRE Exemplar Test House at LJMU’s School of Built Environment.

Over a period of weeks, their voltage controller - the BG5 - was road tested in combinations of domestic scenarios - washing machine, kettle, lamps, television and fridge freezer.

The savings came down to around 7.5% and the firm went away with independent verification of their product. The company has since gone from strength to strength developing the BG2 Power Saver, offering even shorter payback periods and suitable for flats and smaller homes.

So far, 120 companies have been assisted with product development and more than 10,000 tonnes of greenhouse gases has been saved – six times the project’s target.

“Sometimes it’s just lateral thinking,” says Paul. “A brewery came to us about the cost of disposing tonnes of waste grain. One of our experts recommended turning it into biomass and converting a cost into an asset.”

The team at Make Liverpool LCEI is funded collectively by LJMU, the University of Liverpool and the University of Lancaster, with a further £2.6m from the EU, through the European Regional Development Fund.

But with well over 260,000 small-medium businesses in the North West, the potential is simply huge.

“So far we’ve cut carbon usage by more than 10,000 tonnes and have just scraped the surface,” explains Paul.

“Not many businesses are optimised for low carbon, in fact many haven’t even started.

Busy SMEs rarely have the in-house resources or skills to respond to the climate emergency on their own.”

Contact the Low Carbon Eco-Innovatory on 0151 231 2649 or at ecoinnovatory@ljmu.ac.uk

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CHAMBER EVENTS

UPCOMING events

Join colleagues and friends for networking opportunities at our regular events 17

MAR

School Network Old Hall, Cotton Exchange

18

Business Growth Workshop

MAR

20 MAR

24

MAR

25

MAR

25

MAR

26 MAR

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27

MAR

31

Liverpool Chamber

MAR

Why Thailand? Roundtable with Graham MacDonald, Honorary Advisor BCCT Liverpool Chamber

01

Liverpool City Region Metro Mayor - Economy Hustings Hilton Liverpool

02

South Liverpool Hub Crowne Plaza Liverpool John Lennon Airport

08

1850 Club - Strategic Partners and Patrons Only Lu Ban

08

Baltic Hub – KPMG Baltic Creative

APR

APR

APR

APR

22 APR

#WellConnected Hope University

Charity Networking Event Meet the Trustees Crowne Plaza Liverpool John Lennon Airport

Business Growth Workshop 3 Liverpool Chamber

Liverpool Day Grand National Festival Aintree Racecourse

HR Matters Freeths Solicitors, Castle Street

Business Growth Workshop 4 Liverpool Chamber

BCC Accredited Customs Compliance and Rules of Origin and Incoterms Liverpool Chamber

CHAMBER EVENTS

22 APR

23

Business Policy Committee Liverpool Chamber

03 JUN

Charity Networking event Liverpool Volunteering Show Great George Street Congregational Chapel (The Blackie)

BCC Accredited - Documentary Letters of Credit & Methods of Payment Liverpool Chamber

04 JUN

Understanding Commodity Codes Liverpool Chamber

24

Economic Business Breakfast Mann Island

05

#WellConnected

29

South Liverpool Business Network Crowne Plaza Liverpool John Lennon Airport

APR

APR

APR

30 APR

01

MAY

07 MAY

13

MAY

28 MAY

02 JUN

Baltic Hub Baltic Creative

#WellConnected Gusto

North Liverpool Business Network Sovini

JUN

18

1850 Club – Strategic Partners and Patrons Only PINS

24

South Liverpool Business Network Crowne Plaza Liverpool John Lennon Airport

24

International Trade Club Crowne Plaza Liverpool John Lennon Airport

JUN

JUN

JUN

25 JUN

Baltic Hub Baltic Creative

HR Matters Freeths Solicitors, Castle Street

Baltic Hub Baltic Creative BCC Accredited- Import Documentation, Export Documentation training course Liverpool Chamber

Liverpool Chamber

Book your place today at www.liverpoolchamber.org.uk events@liverpoolchamber.org.uk 0151 227 1234 47

ASK THE EXPERT

Ask the Expert?

Sara Parker

Digital Marketing Executive, Face for Business

Invest in YOUR Digital Future Are you adapting and innovating in your business to keep in line with ever evolving digital technologies?

Congratulations to the Liverpool Chamber of Commerce for continuing to support our Liverpool-region businesses in its 170th year! We’re proud be able to support them by answering their overflow business calls.

But, how does having an effective support service help you grow and transform your business in the digital age?

What can you do as a business to innovate and evolve?

We rely on digital tech more than ever and are in the epicentre of a digital revolution where technology is changing fast and we, as businesses, need to keep up with the demands of consumers and their thirst for fast answers to their queries and requests.

Think about your customer journey - they search for your type of product or service, more than likely on a search engine, and then try and contact you for a price or to ask a question. Are they successful in their quest? Is their call answered immediately?

Approximately 100 billion calls are made to businesses each year, with 48% of these made direct from a mobile phone, from a search result using ‘call-only’ ads and ‘clickto-call’ buttons. Are you able to capture these calls easily? Is there someone around to answer the calls when you can’t? This is the sole purpose of Face for Business - we

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were established to support companies of all size and sector with their calls.

Does your website have live chat installed to answer questions virtually?

We’ve seen a 40% increase in new enquiries from the live chat service installed on our website and have seen a significant decrease in those completing online contact forms. We used this insight and took the innovative approach to offer live chat as an outsourced service for other businesses, just like us.

43% of people are likely to go to another website if there’s no one there to engage with them. Think of your first impression. A

non-evasive live chat offering, that pops open when a new visitor arrives, saying ‘hello’.

It’s worth considering for your own business.

Invest and adapt Simple steps such as investing in a telephone answering service and a live chat provider can help your business to grow and transform in the digital era. Face for Business would be delighted to help you achieve this. The rewards will outweigh the investment!

01704 898400 hello@ffb.co.uk ffb.co.uk

STAFF DIRECTORY

Staff Directory

Chamber staff are here to provide dedicated support for business members of the Chamber. The directory below provides a list of contacts for members should they need to contact us.

Connect Support Thrive.

Paul Cherpeau Chief Executive

Jon Cranston Director of Finance & Operations

Lee Stanley Head of Business Development

Elena Enciso International Trade Manager

Julie Sankey International Trade Executive

Ian Bulmer Programmes & Policy Manager

Sarah Woolley Export Documentation Manager

Helen Gibbons Accounts Manager

Michelle Cameron Senior Policy & Communications Advisor

Melissa Healy Office Manager

Anthea Thomas Events Manager (Interim)

Nathan Taylor Administration Assistant

paul.cherpeau@liverpoolchamber.org.uk

julie.sankey@liverpoolchamber.org.uk

Heather Whitaker Export Documentation Analyst

heather.whitaker@liverpoolchamber.org.uk

Richard Smith Business Engagement Manager

richard.smith@liverpoolchamber.org.uk

jon.cranston@liverpoolchamber.org.uk

ian.bulmer@liverpoolchamber.org.uk

Lisa Noon Export Documentation Assistant lisa.noon@liverpoolchamber.org.uk

Conor Williams Business Policy & Engagement Executive

lee.stanley@liverpoolchamber.org.uk

sarah.woolley@liverpoolchamber.org.uk

michelle.cameron@liverpoolchamber.org.uk

anthea.thomas@liverpoolchamber.org.uk

elena.enciso@liverpoolchamber.org.uk

helen.gibbons@liverpoolchamber.org.uk

melissa.healy@liverpoolchamber.org.uk

nathan.taylor@liverpoolchamber.org.uk

conor.williams@liverpoolchamber.org.uk

Tel: 0151 227 1234 | Email: membership@liverpoolchamber.org.uk | export@liverpoolchamber.org.uk | | www.liverpoolchamber.org.uk | @LpoolChamber |

Liverpool Chamber

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5 MINUTES WITH...

Liz Bishop, Chief Executive The Clatterbridge Centre on transforming cancer care in Merseyside. lung cancer for example is almost twice as high as anywhere else in England.

The organisation’s vision was what attracted me to the role – to transform cancer care in the area for 30,000 patients every year. I wanted to be a part of it.

I was also impressed by the dedicated staff.

They genuinely care about our patients and I am proud to work alongside them.

And after visiting the area, my husband and I fell in love with Liverpool. We live on the Wirral and love exploring with our dog, Angus.

What does a brand new cancer hospital mean for the region?

Our new specialist hospital will help to save an additional 700 lives every year in the region, which is amazing.

The Clatterbridge Cancer Centre is tackling the high rates of cancer in Liverpool head on, with the opening of a new specialist hospital in Liverpool, part of a £162million investment in cancer care for the region.

With a 25 year career in cancer care, Chief Executive Liz Bishop took up the position of Chief Executive in December 2018. Here she shares her organisation’s plans for cancer patients.

What attracted you to The Clatterbridge Cancer Centre after 32 years in London?

I was Deputy Chief Executive at The Royal Marsden NHS Foundation Trust when the opportunity to lead The Clatterbridge Cancer Centre came along. Using my experience in a region that was investing in specialist services was too good an opportunity to pass up.

After years in nursing, I know the challenges that cancer poses to society and in Merseyside, the death rate from

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It’s situated in close proximity to both the Royal Liverpool University Hospital and the University of Liverpool, meaning patients will benefit from being close to surgery, services and experts in the Royal and new treatments through clinical trials with the University.

We also hope to attract academics to the region with an interest in developing cancer cures.

We’ll also be making improvements to our current hospital site in the Wirral, which will continue to offer outpatient care to those from the surrounding areas.

It’s a really exciting time, not just for us at The Clatterbridge Cancer Centre, but for the region as a whole. We hope our new hospital will be a legacy for the city.

What other plans do you have?

I am Senior Responsible Officer for the Cheshire and Merseyside Cancer Alliance, a network established to transform cancer care from prevention and faster diagnostics to treatment and follow up. We

want to help prevent cancer and achieve faster, earlier diagnosis to improve survival and outcomes for future patients.

We have £34m NHS funding to invest in improvements to care, pilot innovation and increase early stage diagnosis over five years.

What are your priorities in the lead up to the new hospital?

The Clatterbridge Cancer Charity has led an appeal to support this change in cancer care. Our charity is our secret weapon, enabling us to provide more than the NHS offer.

With £5m left to raise, our priority is to raise our profile in the area and make connections with local businesses who share our vision and values and want to make a difference to local cancer patients.

The work never ends, and we are highly motivated to continue in our efforts to improve cancer treatment and care for our future patients.

With sponsorship opportunities still available for some of our life changing spaces and services, the Clatterbridge Cancer Charity would love to hear from more companies who’d like to be part of Liverpool’s first dedicated cancer hospital.

For more information on this, Charity of the Year partnerships and other ways to get involved, email Corporate Partnerships Manager, Danielle Carney Danielle.carney@nhs.net.

ALL-ELECTRIC I-PACE

ELECTRIC HAS NEVER LOOKED SO GOOD.

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Search Jaguar I-PACE for business Hatfields Jaguar Liverpool Columbus Quay, Riverside Drive, Liverpool, Merseyside L3 4ED liverpool@hatfields.co.uk 0151 728 2000

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