Well Connected Official Magazine for Liverpool & Sefton Chambers of Commerce - October 2017
UK exporters growing rapidly
• International Business Festival
Opportunities for ambitious businesses to grow
• Bus Alliance
Homecoming for Peter Moore
New travel scheme
• Ask the Expert GDPR
• Chamber Events Upcoming events
Welcome & Contents
Welcome to the Autumn Edition of Well Connected Magazine Knowledge. Advocacy. Network.
hree words we’ve been T getting particularly well acquainted with in recent weeks W
Paul Cherpeau, CEO Liverpool & Sefton Chambers of Commerce
as we redefine the Chambers of Commerce in Liverpool & Sefton to be the business organisation our members want. I’m delighted to introduce the re-launched ‘Well Connected’ magazine, the official publication of the Chamber which will contain features, news and information to support business in our city.
Find Inside... Contents 4 7
8 10 14 16 19 20
23 24 26 28
Chamber News International Trade Economy Business News Skills News Top Tips International Business Festival Legal Comment Cover Feature Bus Alliance
31 32 35 36 38 40
43 45 46
48 49 50
Transport Big Interview Ask the Expert Finance Chamber Events Trading with Mexico Members News Cultural Directory Health & Wellbeing Staff Directory New Members 5 Minutes with ...
Enquiries Liverpool & Sefton Chambers of Commerce Number One Old Hall Street, Liverpool L3 9HG t: 0151 227 1234 e: firstname.lastname@example.org w: www.liverpoolchamber.org.uk Publisher Benham Publishing Limited, Aintree Building, Aintree Way, Aintree Business Park, Liverpool L9 5AQ t: 0151 236 4141 e: email@example.com w: www.benhampublishing.com
Nearly a year has passed since the previous edition of our magazine was distributed and it’s fair to say it has been an interesting period of time for the Chamber. We have a new Chairman, a new CEO, new board members and a renewed focus upon our role as your business association, providing the knowledge, advocacy and network to support our
UK exporters growing rapidly
TRANSPORT A network set to be transformed
collective goal to make Liverpool the best place to start or locate a business in the UK. This edition hopefully gives you a flavour of the Chamber’s work and some of the initiatives and successes our business members have achieved. I hope you find it an enjoyable and informative read. Regards Paul Cherpeau
Full high speed rail connection for Liverpool moves closer
Homecoming for Peter Moore
Published October 2017 © Benham Publishing Contributing Editor John Dean e: firstname.lastname@example.org Advertising and Features Karen Hall Tel: 0151 236 4141 e: email@example.com Advertising Sales Tony Sheldon e: firstname.lastname@example.org Studio Mark Etherington e: email@example.com Media No.1619
Disclaimer Well Connected is mailed without charge to all Chamber members and distributed at all Chamber events. All correspondence should be addressed to the Editor at Liverpool & Sefton Chambers of Commerce. Views expressed in publication are not necessarily those of Liverpool & Sefton Chambers of Commerce. Reprinting in whole or part is forbidden except by permission of the Editor. © 2017. 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.
Chamber appointments and restructure
Paul Cherpeau has been appointed Chief Executive at the Chamber with effect from 1 September 2017.
has a key role to play working with local, regional and national partners to create a city region where businesses want to invest, relocate, export and start up new businesses. This Chamber of Commerce will ensure that businesses have access to a privatesector led organisation which provides access to the largest, best and most diverse network of businesses and talent in the city region, represents their collective interests and ensures they receive the information and intelligence to prosper in these complex times.”
the potential impact a proactive Chamber can have and in my new role I look forward to working with the other Board members to support our key initiatives.”
Chris Waine (Arcadis) and Steve Myatt (Kiwiosity) have been appointed to the Board of the Chamber from 1 August 2017. eil Ashbridge, Chairman, said “I am pleased to welcome Chris and Steve to the Chamber Board. They will bring a broad range of skills to the Board and a time of considerable change not only for the Liverpool Chamber but also for the wider business environment generally. I look forward to working with them.”
Paul Cherpeau aul joined the Chamber in 2006 and worked in various departments, acting has head of membership, policy, marketing, business engagement and Training at various times. Neil Ashbridge, Chairman, said “I am delighted that Paul has accepted the position of Chief Executive. Paul has extensive knowledge of the work of the Chamber and the issues facing businesses in the current environment of change. During the two months the Chamber was without a Chief Executive Paul demonstrated strong leadership and has been innovative in restructuring the organisation to meet the needs of members and our stakeholders.” Paul commented “The opportunity to lead the Chamber for the coming period is extremely exciting. The Chamber of Commerce for Liverpool and Sefton
Steve Myatt commented “I am pleased to be invited to join the Board at this time, and look forward to contributing to the great work of Liverpool Chamber as we face major changes in the business environment. Steve graduated with an Honours degree from Newcastle University, and founded Kiwiosity in 2009 following the sale of his previous business.”
Staff Appointments and contacts
Chris is a Director with the global design and consultancy business Arcadis. Arcadis have a large presence in the North West with over 500 staff working with clients from various sectors such as Liverpool Football Club, Jaguar Land Rover, Manchester Airport Group and Network Rail. Chris commented ““I am really excited about my role as a Board member and the opportunity to promote the development of the Liverpool & Sefton region. I recognise
The Chamber has restructured following the transfer of its apprenticeship delivery arm to St Helens Chamber and a relocation of all staff to the ground floor of 1 Old Hall Street. e are delighted to welcome Jane Wardle as our new Events Manager. Jane started her employment at the Chamber on Monday 2nd October and will be delivering the Annual Dinner on 2nd November prior to formulating the events delivery plan for 2018. We have also welcomed Zoe Bleasdale to the Chamber as our Marketing and Business Support Officer. Zoe provides invaluable support in overseeing the marketing, events and membership communication functions. You can find out more about our staff, their roles and contact details in the ‘Chamber information’ section in this magazine.
BCC Quarterly Economic Survey: Liverpool firms
report stagnant growth in line with national survey results
The British Chambers of Commerce (BCC) publishes its Quarterly Economic Survey – the UK’s largest and most authoritative private-sector business survey.
he results for Liverpool and T Sefton businesses demonstrated a business environment that is
broadly consistent with the national results. Based on the responses of over 7,100 businesses, the survey shows that despite improvements in the manufacturing sector, the UK economy grew at a muted rate in the third quarter of 2017. In the manufacturing sector, the proportion of firms reporting improved domestic sales and orders both rose in the quarter to their highest level since Q1 2015. The results for Liverpool and Sefton demonstrated an improvement in domestic sales at its highest level since Q4 2014. Export sales and orders in Liverpool and Sefton were stagnant or reduced relative to the previous quarter, despite increases nationally as stronger recent economic growth in a number of key markets helped support demand for UK products. Nationally, in the services sector, traditionally the main driver of UK economic growth, domestic sales and orders remained static in Q3, as did the sector’s employment expectations, investment in training, and confidence in profitability and turnover. Almost all services indicators remain below their preEU referendum levels, with consumer-focused businesses reporting weaker growth rates compared to B2B firms. Liverpool and Sefton businesses in the service sector reported broadly positive returns in sales and orders but demonstrated contracted growth relative to the previous quarter of survey responses. The results of the survey also show the prevalence of recruitment difficulties facing UK and Liverpool and Sefton businesses. Whilst some of the challenges in recruitment reduced in the manufacturing sector, service industry businesses reported continuing difficulties in their attempts to recruit the right skilled people to fill available vacancies. The muted results make clear the need for the upcoming Autumn Budget to provide a fillip to the economy – and begin to address some of the issues undermining the UK’s growth prospects, including skills gaps, high upfront costs and aging infrastructure. With Brexitrelated uncertainty growing, the Q3 QES demonstrates the need for action to support a competitive and enterprising business environment.
Key findings in the Q3 2017 survey: Manufacturing sector: • The balance of firms reporting increased export sales reduced from +53 to +42, and export orders from +42 to +33, but this remained the second highest level since Q4 2014. The balance of firms reporting improved domestic sales rose from +35 to +45 (again, highest since Q4 in 2014), but orders reduced from +35 to +25. • The percentage of manufacturers attempting to recruit increased, rising from 75% to 80%. The percentage of firms reporting greater recruitment curiously reduced from 73% to 56% • Confidence in the manufacturing sector rose slightly, with +65 of firms confident that turnover will increase over the next 12 months – but profitability confidence was +35. Services sector: • Exports remained fairly flat, with the balance reporting improved export sales standing at +3 (down from +5 in the previous quarter) and orders at +7 (up from +5). The balance reporting improved domestic sales (+19) and orders (+15) both remained the same • The percentage of businesses attempting to recruit increased, reducing from 61% to 52%. The percentage of services firms reported greater recruitment difficulties, rose from 73% to 74%, the highest proportion since Q3 2016 • Confidence remains static, with the balance of service firms confident of improved turnover (+45) remaining unchanged from the previous quarter whilst those confident of improved profitability reducing from 37% to 34%. Both balances are in line with their pre-EU referendum levels, contrary to the national position. Paul Cherpeau, CEO of Liverpool & Sefton Chambers of Commerce, said: “There is no doubt that the economy is in a period of relative stagnation. In Liverpool the survey results suggest that the business conditions remain OK albeit with the caveat that growth and investment opportunities are a little stuck. Access to skills remains an ongoing issue, particularly in the service sector responses as reflected in the recruitment difficulties reported in this quarter. The prevailing sense of ambition and optimism towards
future prospects is limited and largely indicative of the prevailing mood. Businesses will continue to trade and adapt to prevailing circumstances, but must receive the clear messages and affirmative action that government can convey through a clearly articulated Brexit strategy and a renewed focus on domestic issues including investment in infrastructure development and a policy programme that enhances the opportunities for business to access or increase skills for the workforce. Commenting on the results, Dr Adam Marshall, Director General of the British Chambers of Commerce, said: “The uninspiring results we see in our third quarter findings reflect the fact that political uncertainty, currency fluctuations and the vagaries of the Brexit process are continuing to weigh on business growth prospects. “The Chancellor’s Autumn Budget is a critical opportunity to demonstrate that the government stands ready to incentivise investment and support growth here at home. A failure to act, or a conscious choice to provide a short-term sugar hit to the electorate rather than the protein boost the economy needs, would have significant consequences for the UK’s medium-term growth prospects. “While much of Westminster and Whitehall is distracted by Brexit, business needs action now on the home front. The solutions to some of the biggest issues currently facing our firms – including high up-front costs, a lack of incentive to invest, and a need for better infrastructure – are entirely within the power of the UK government to deliver.
“Now is the time to take bold action, and create the conditions to help the economy rebound from a period of anaemic growth. Government must demonstrate competence, coherence, and above all a clear plan to support the economy through a period of change.” Suren Thiru, Head of Economics at the British Chambers of Commerce, said: “The manufacturing sector saw a welcome improvement across a number of indicators, boosted in part by stronger growth in key export markets. However, the relative size of the sector means that its contribution to UK GDP growth is likely to have remained limited this quarter. “The services sector remains under pressure, and with most indicators broadly static in the quarter, the sector has yet to recover from the loss of momentum suffered in the wake of the EU referendum. “The latest results also confirm that rising costs remains a worry for businesses, particularly in manufacturing. However, while still high by historic standards, the easing in a number of indicators of pricing pressures since the start of the year suggests that inflation will peak sooner rather than later, possibly by the end of the year. “Against this backdrop, it seems extraordinary that the Bank of England are considering raising interest rates. With UK economic conditions softening and continued uncertainty over Brexit, it is vital that the MPC provides monetary stability. We’d caution against an earlier than required tightening in monetary policy, which could hit both business and consumer confidence and weaken overall UK growth. While interest rates need to rise at some point, it should be done slowly and timed to not to harm the UK’s growth prospects.”
You will have complete peace of mind knowing your hiring process is being managed well Q Tell us about
Dobson Welch? We’re a recruitment company offering a wide range of recruitment services to the private sector. This includes permanent and fixed term contracts, head hunting, executive search/senior level recruitment, direct hire and high volume recruitment i.e. sales, customer service and call centres. Whilst we cover all sectors, we have particular expertise in the IT/telecoms, financial services, accounting and finance, professional service, fashion, retail and marketing/ PR industries. Our client base is growing rapidly and includes companies from all over the UK many of which we have longstanding relationships with. The candidates on our books are some of the best in the market and we can turn vacancies round within 24 hours which is something that sets us apart from other agencies. We always take the time to get to know our clients well and we
focus on sourcing quality candidates that not only have the right qualifications for the role, but are also the right fit for the business and its existing personnel. Because of this the majority of our placements fulfil their potential and stay in the role long term which is really important to our clients.
Q How is employer
confidence likely to impact on recruitment? What impact can we expect to see from wider developments, such as Brexit or a Trump Presidency? I don’t think there has been any immediate impact from the Brexit vote other than the exchange rate movement. Businesses have steadily got over the initial shock and carried on with business as usual. However I think we have yet to see the real impact of the weakened pound and particularly businesses that trade abroad may well put expansion plans on hold which will impact on their recruitment drives. In other businesses as
well I think the uncertainty surrounding what exactly Brexit will look like and the new Trump administration could affect many businesses.
Q Will there be changes
in how organisations recruit? What impact will social media and/or virtual reality have over the year ahead? Organisations are always looking for better ways to recruit. Many blue chip/global companies are setting up in-house recruitment/talent teams to avoid using external agencies. We’re seeing an increase in various talent finding/screening software that assist with selection and short listing CVs based on psychometric and skills based testing for more senior roles. A lot more companies are conducting Skype and video conferencing interviews to reduce travel Costs. Social media is becoming widely used and gives employers a wider search pool when looking
to recruit in high volumes. However I don’t see the use of recruitment agencies decreasing. At Dobson Welch we are actually seeing an increase in business as SMEs don’t have the time to do it themselves nor do they want to implement expensive recruitment techniques preferring to outsource to an affordable, trustworthy recruitment consultant. Claire Welch, founder and director of Dobson Welch.
Planning for Post-Brexit Business Travel: An ATA
U.K. business travellers still remember the pre-E.U. ATA Carnet nightmares. Good news: ATA Carnets have changed for the better thanks to the Liverpool Chamber. By Leslie August, Director, boomerang carnets U.K.
“Torment,” “root canal,” are the published recollections of business travel through Europe before the U.K. joined the E.U. The post-Brexit fear factor is in full swing. However, the fears are based on memories of European business travel and using an ATA Carnet at least 42 years ago! We can throw out the old conceptions of getting and using an ATA Carnet. The reality is a 21st century document applied for online and issued and delivered within 48 hours. For the benefit of those who entered the U.K. business world post 1975, the ATA Carnet is a temporary export document that allows professional equipment and commercial samples to enter another country, duty- and taxfree for up to a year. Before the formation of the European Union, an ATA Carnet was the preferred document for U.K. business travelers to pass through Europe with their high-value goods and equipment. Once the U.K. became part of the E.U., no temporary import documentation was required to travel throughout the E.U. with those commercial samples, professional equipment and goods for trade fairs and exhibitions.1 1 2 3
The only exceptions were the non-E.U. European countries like Switzerland and Norway. U.K. business people who used the ATA Carnet for European business trips recall the lengthy application process characterized by multiple trips to a Chamber of Commerce, numerous forms to complete and sign, cash deposits, weeks of waiting to get the approved document and long waits to get the carnet validated at each port of entry and exit. Here are some recent, unhappy recollections published in the U.K. press in 2016 and 2017: “Having endured both root canal work and completing a complex carnet form, given a choice I’d go for the dental treatment next time.” 2 “At every customs point, I had to join a long queue to get my entry into the next country logged and my carnet endorsed. This was torment.” 3 Fast forward to 2017 when technology has transformed the U.K. ATA Carnet experience to one of ease, speed and affordability. ATA Carnets and the required guarantees can be applied for entirely online and the issued document can be
printed in London or Liverpool for next day pickup or delivery by overnight mail. The Liverpool Chamber of Commerce and boomerang carnets U.K. pioneered this technology and service in the U.K. and are the only U.K. source for this level of automation and service. Rapid-response customer service is standard when asking for a quote, calling with a question or setting up an online account. No paper forms, no trips to the Chamber, no physical signatures, no long processing times are required. The new ATA Carnet processing has been used widely by U.K. (and U.S.) business travelers, especially by photographers, production and television companies for several years with much success. Excerpted from videographer / photographer Tim Llewellyn’s blog is “The Best Place to Get a Carnet:”
“Every once in a while you come across customer service that is so remarkable that you just have to share the story... And I, for one, will never think of getting my carnets anywhere else in the future.” Tim’s experience was one of hundreds of hassle-free ATA Carnet applications that now characterize the 21st century ATA Carnet processing and use. Of course, having to use any temporary import documentation is less-desirable than none at all. But if Brexit will result in the renewed need for Britons to use ATA Carnets, at least it will be as streamlined and easy as possible.
ATA Carnets allow these three categories of goods to be listed on the document’s General List. The Business of Travel: How Would a Brexit Affect UK Business Travellers,” Simon Calder, Independent, 20 June 2016, http://www.independent.co.uk/travel/news-and-advice/business-travel-brexit-poll-referendum-aviation-sterling-duty-free-a7088236.html “The big issue: we voted for free trade in 1975, nothing less and nothing more,” The Guardian, 30 Sept 2017, Editorials, https://www.theguardian.com/news/2017/sep/30/big-issue-brexit
UK exporters growing rapidly
New research from Santander shows UK companies trading internationally are outstripping their domestic counterparts.
t has become fashionable in recent years to suggest that Britain’s export sector somehow magically disappeared 30 years ago, but the real story is that today’s exporters are ever-more powerful engines of growth for the wider economy. As new research from Santander reveals, the UK’s international businesses are growing faster and feeling
more confident about their prospects than their domesticallyfocused counterparts.
Almost three-quarters (74%) of UK firms that trade overseas expect to experience growth over the next 12 months, according to the Santander Trade Barometer, compared with 71% of domesticonly businesses; and almost twice as many international businesses
say they are highly confident of growth (43% against 26% of domestic businesses).
This confidence and ambition reflects the tremendous progress many international businesses have made in recent years. These firms have seen their annual turnover grow by 13% over the past three years, against
an average of 8% for domesticonly companies. This success has underwritten an impressive rate of expansion: 57% of the UK’s international businesses now employ more than 500 people, up from 46% three years ago. This is not to suggest that exporters face no headwinds as they seek to continue growing. The Santander Trade Barometer
suggests that UK businesses are increasingly nervous about the uncertainties of negotiations to leave the European Union, with 66% expecting Brexit to have a negative impact on their business over the next 12 months – up from 57% in April, when this research was last conducted. Amongst international companies, 69% expect Brexit to cause them harm, up from 60% six months ago. The slowing pace of the UK economy also worries the majority of companies in the Santander Trade Barometer, while exporters point to a range of problematic issues: 45% are concerned about exchange rate conditions, with sterling having fallen sharply in value against leading international currencies since the Brexit vote; the same number cite market uncertainties caused by Brexit; 40% point to sluggish global economic growth; and 37% are anxious about lacklustre growth in their core markets. Naturally, the challenges vary from sector to sector. While around half of all international businesses say recruiting the right people is a difficult issue right now, this is
a particular problem in industries such as travel and tourism, and professional, scientific and technical. Meanwhile, education and health businesses and firms in the technology and design sector are more likely to worry about competition from abroad.
Nevertheless, there are good reasons for international companies in the UK to feel so positive about the future, with trade to every part of the world showing strong growth. Europe and North America currently offer the best prospects: UK trade with these regions has increased 59% and 49% respectively over the past three years and is expected to deliver further growth of 67% and 44% over the next three years. However, business is strong elsewhere too. The Santander Trade Barometer reveals UK companies expect exports to Asia Pacific to grow by 37% over the next three years, with sales to South America and the Middle East and North Africa (MENA) expected to grow by 20% and 15% respectively. Trade is flourishing
with both developed economies and emerging nations: exporters are anticipating a 52% increase in sales to Germany, for example, as well as increases of 58% and 42% respectively to China and India. Better support, however, is required to help businesses capitalise on these opportunities. A targeted focus on skills and red tape – regulation is another concern for many businesses in the Santander Trade Barometer – has the potential to help international companies accelerate their growth. This support, delivered by both the Government and the private sector, would also encourage those businesses that are currently domestically focused to make their first forays into international markets. More than three-quarters (77%) of domestic businesses say they need help identifying international business opportunities; the same number worry about how they will obtain foreign representation for their business. By working hard to address these issues, Santander can help those businesses already performing
strongly on the world stage to do even better and encourage more domestic businesses to join them. And in making the UK’s export sector even stronger, there’s also an opportunity to get more balance into the British economy as a whole, adding to the prosperity of us all.
Almost threequarters (74%) of UK firms that trade overseas expect to experience growth over the next 12 months. For more information on how Santander can help with your growth and/or international ambitions please contact Richard Hennity firstname.lastname@example.org or Gordon Iddon Gordon.email@example.com
he news came in a £400 T million northern investment announcement last week for
road and rail that paves the way for a new connection from the main north - south HS2 highspeed line on to future Northern Powerhouse Rail lines between Liverpool and Manchester. This would deliver enhanced high-speed rail services north, south, west and east for Liverpool with benefits for passenger and freight capacity and greatly improved passenger journey times. The relatively modest investment to achieve this - £100 million of the funds announced - permits the building of two small sections of rail coming off the main HS2 line, that will enable it to be easily connected to future Northern Powerhouse Rail lines running between Liverpool and Manchester and onwards across the North. Leaders from the Linking Liverpool high-speed rail campaign group hailed the news as an important step forward for Liverpool City Region, but continued to caution that much work is still to be done to ensure the region receives the full investment required to deliver the new lines in full and a new station facility in Liverpool City Centre. Frank Rogers, Chief Executive of Merseytravel and Interim Head of Paid Service for the Liverpool City Region Combined Authority said: “Delivering full high speed rail for Liverpool City Region will provide a massive £15 billion boost to our economy,
Full high speed rail connection for Liverpool
A full connection to the high-speed rail network for Liverpool City Region has moved a step closer following pressure from business and civic leaders from Liverpool City Region and across the North. thousands of jobs, new housing and increased numbers of visitors. “Securing this vital connection to HS2 for our City Region has been a key part of our Linking Liverpool campaign so this is an important step forward for the Liverpool City Region. “However, whilst we welcome this development we will be continuing to keep up the pressure to ensure that this commitment sticks and we get the high-speed rail connections our City Region deserves.”
About Linking Liverpool Linking Liverpool is the campaign to bring full highspeed rail to Liverpool. It represents the Liverpool City Region Combined Authority, 6 local authorities of the
Liverpool City Region, Merseytravel, the Liverpool City Region Local Enterprise Partnership and enjoys the backing of the main business network organisations the Chambers of Commerce, Downtown in Business, Federation of Small Businesses, Institute of Directors, Liverpool BID Company, Professional Liverpool, Social Enterprise Network and The Women’s Organisation. Together, the organisations represent over 10,000 businesses and 125,000 employees in the region. www.linkingliverpool.org
Full high-speed rail connectivity for Liverpool City Region has the potential to deliver: • £15 billion GVA boost to economic growth • 20,000 new jobs • 10,000 new homes • 2.9 million extra visitors per year • 150 million less HGV freight miles a year
For more information contact Ben O’Brien, 07966 674 053 email firstname.lastname@example.org or Merseytravel’s Press Office Tel: 0151 330 1151 email email@example.com
National infrastructure pipeline only achievable if UK construction industry doubles output
A new report has been released by Arcadis entitled Opportunity Knocks: Delivering the UK’s Infrastructure Pipeline.
Greg Bradley, Head of UK Infrastructure Advisory
he report details the T challenges facing the UK’s construction industry
in meeting the ambition of the country’s national infrastructure. Greg Bradley, Head of UK Infrastructure Advisory at Arcadis, provides the detail. The UK construction industry will need to build at a rate of over £95,000 every single minute for the next decade to come close to meeting national infrastructure ambitions. This will mean more than doubling the historic peak rate of delivery, and will require a major step- change in how we plan and deliver construction in the UK. Demand for new infrastructure is creating an exceptional opportunity to create jobs and drive growth. There are now more major infrastructure programmes simultaneously underway than ever before, but this also means that competition is rife for access to the best supply chain, technology and construction talent. To meet construction needs, Britain must recruit one
worker every 77 seconds to achieve the 400,000 new workers needed each year. Operating in this increasingly crowded market is putting the industry under growing pressure to meet targets, forcing new delivery approaches if it is to keep pace.
The true scale of the opportunity
The figures are based on the current iteration of the National Infrastructure and Construction Pipeline (NICP), which features upwards of £500 billion of infrastructure spend over the next 10 years. Yet although the NICP represents the largest potential spend seen so far on infrastructure, it actually understates the real scale of the opportunity. For example, the NICP currently excludes some of the UK’s most important future programmes, such as Heathrow’s proposed third runway and Highways England’s Lower Thames Crossing. Equally, future programmes to adapt
Northern Transport Infrastructure –
Northern Chambers working together Liverpool and Sefton Chambers of Commerce are working with Greater Manchester Chamber and West & North Yorkshire Chamber of Commerce to campaign for greater infrastructure investment in the North.
nvestment in Northern infrastructure Iourwill have a transformative effect on economy. The ability to move
existing infrastructure related to disruptive technologies, such as autonomous vehicles or the battery storage of energy, could also come to market in the next 10 years but don’t feature in the Pipeline. We could be looking at the need to deliver UK infrastructure at a scale and pace that is unprecedented. This will force the industry to do things differently and innovate on a massive scale to achieve the stepchange required. This includes digital solutions, offsite manufacture and offshore design, investment in skills and training, sharing of resources and better alignment with regional development agendas. It is also essential that the industry continues to collaborate across sectors and the supply chain to help speed up the pace of delivery. For more information contact Greg.Bradley@arcadis.com or visit www.arcadis.com/uk
people and products swiftly and efficiently across the North is vital to achieving the Government’s aim of developing a Northern Powerhouse. This is hampered, though, by scheme appraisals that place too heavy emphasis on relieving congestion. This creates a spiral of investment focused on the highest benefit: cost ratios, which will usually be achieved for schemes that reduce journey times for the largest numbers of people earning the largest amounts of money. Such schemes are most commonly located in London and the South East. These infrastructure investments in turn encourage greater private investment in the locality, pulling more people into the area and pushing wages higher. In time this will create pressure for further infrastructure, for which the benefit: cost ratio will be even greater than was previously the case. Northern Chambers are committed to rectifying this imbalance ensuring the whole economic benefit of infrastructure is captured as part of any modelling process, recognising the transformative nature such investment will bring rather than relying solely on a reduction in journey times. Visit www.northernchambers.org.uk to see some of the work being undertaken.
Discover ‘Chamber Approved’ young people
Are you looking to grow your workforce? Thought of adding an enthusiastic, young Apprentice to your team?
hrough our new partnership T with St Helens Chamber, businesses across Liverpool
St Helens Chamber Partnership
to grow Apprenticeship Opportunities This summer, a new partnership was agreed between St Helens Chamber and Liverpool & Sefton Chambers of Commerce to deliver Apprenticeships across the Liverpool City Region.
he partnership, which commenced on 1st July 2017, concentrated direct Chamber of Commerce delivery of Apprenticeships and other training opportunities into St Helens Chamber, who operate their service from their existing St Helens base, and at Liverpool’s offices at Old Hall Street.
Kath Boullen, Chief Executive of St Helens Chamber: “We’re proud of the Apprenticeships St Helens Chamber has delivered to people of all ages across all industry sectors. Our Ofsted ‘Good’ grade is reflective of the quality we consistently deliver which will be replicated in Liverpool. We were rated ‘Outstanding’ by Ofsted for the Personal Development we provide for our Apprentices, which is an important focus of our approach.” Neil Ashbridge, Chair of the Liverpool & Sefton Chambers of Commerce stated: “Liverpool Chamber Training has delivered apprenticeship qualifications to learners for more than 30 years. This partnership with St Helens Chamber will provide our collective members with an excellent joined up service that serves apprentices across the region with outstanding quality and prestige.”
and Sefton now have access to a pool of talented young people in Liverpool looking for work. Apprenticeships are a costeffective way to add bright, young talent to your workforce, and St Helens Chamber can take away the hassle and costs associated with recruitment, advertising your vacancies for you and shortlisting appropriate candidates. Designed for 16-24 year olds, St Helens Chamber’s Fast-Track to Apprenticeships course ensures that candidates are ‘Chamber Approved’ and ready for work before they come to meet you for interview. Through an induction period at the Chamber, dedicated Career Coaches work with the aspiring Apprentices to ensure they have the right skills, qualities and communication skills for the workplace. St Helens Chamber won’t send you any candidates that have not been ‘Chamber Approved’ as
ready for work. After initial interviews, you will also be given the opportunity to offer candidates one or two weeks work trial before committing to employing them as an
Apprentice. Businesses with fewer than 50 employees will also be able to access fully-funded Apprenticeship training for any Apprentices aged 16-18.
To find out more about employing a ‘Chamber Approved’ young person in your business contact the workforce development team on 01744 742333 or email firstname.lastname@example.org.
Close your skills gaps with highly subsidised training
If you are looking to grow your business, ensuring your workforce has the right skills, qualifications and knowledge to help drive your business forward is a must.
Thanks to our new partnership with St Helens Chamber, Liverpool Chamber Members are now able to access highlysubsidised business training packages, funded by Skills for Growth. Funding is available for Small & Medium sized businesses (employing under 250 staff) located in the Liverpool City Region. Available until the 31st March 2018, local businesses can access a range of half day, full day and two day courses to build a bespoke training package, with courses starting from just £20 per delegate. Joanne Abraham, Director of Training Services at St Helens Chamber, explains: “The benefits of a skilled workforce are hard to
ignore. Providing training to your staff is proven to increase motivation and strengthen commitment to your company, both key benefits to a growing business. “Skills for Growth Funding provides an excellent opportunity for local businesses to access nationally accredited training in a highly cost effective way. We have put together a programme of all our most popular courses for businesses to choose from, but will do our best to
accommodate any requests for additional courses.
“Businesses in St Helens have found this training hugely beneficial and we’re delighted to now be able to open it up to Members of Liverpool & Sefton Chambers of Commerce.”
Training is available in a range of business areas, including Management, ICT, Digital Marketing, Business Compliance, Childcare, Health & Social Care and Customer Service.
Details on all forthcoming courses can be found on the St Helens Chamber website at www.sthelenschamber.com/business-school. For more information on any of the courses or funding eligibility call the workforce development team on 01744 742333 or email email@example.com
RS Clare: A Business where Apprentices thrive
Training from the top down: Why you should upskill your managers When businesses think of staff training the first thing that comes to mind is often training for new or junior level staff.
The Employer view
RS Clare is a family owned business established in Liverpool since 1748. We have a long tradition of manufacturing within the area and have previously employed apprentices in the traditional roles such as engineering and manufacturing. In recent years we have looked at apprenticeships across other roles such as business and administration. We had one individual who started in such a role and is now working within our Marketing function and is undertaking Marketing qualifications at Level 5.
More recently we recruited Joe Bellew into our company and he is about to complete his Level 2 in Business Admin. We are having discussions with Joe as to the direction he wishes to go in and how the company can support him. These things don’t come easy, it requires the time, support, determination and effort of all parties involved and Joe has worked incredibly hard to, not only establish his position within the business, but has worked full time and still finds the time to complete his assignments. At RS Clare one of our three values is about Respecting
Differences and Valuing People. Our support of apprentices demonstrates our commitment to this important value.
The Employee view
Working at RS Clare doing a business administration apprenticeship has been a great experience all round. I have developed many different skills and gained a lot of valuable experience, not just within the business administration function, but in all areas of the business. I have had many opportunities to work for other different departments within the business, which has been very helpful in assisting with future career progression as it has given me the chance to see what area of the business I would be successful in. The apprenticeship scheme has helped me develop personally and professionally.
St Helens Chamber Business School can deliver training to all existing staff, including your management team, to ensure the development of your workforce at the highest level. The Level 5 Diploma in Management, accredited by the Institute of Leadership and Management, can be tailored to meet the specific needs of your business and build a bespoke management programme for your company. Delivered over a flexible time period with a start date to suit you, you managers will learn how to improve their understanding and skills in a range of areas, including developing and evaluating operational plans, managing budgets, leading and managing teams, planning and guiding change and working productively with colleagues and stakeholders. Metal stockist, FH Brundle has a long standing relationship with St Helens Chamber and has used the Business School to deliver their staff training. Branch Manager Elaine Heaton, comments: “Staff development is absolutely crucial here and we encourage our staff to take up training and as a result we have a good rate of staff retention. “The training from the Chamber has been excellent in its delivery. All the tutors have been accommodating, especially with fitting the training and meetings around staff responsibilities.” If your business pays the Apprenticeship Levy management training can be a highly effective way to ensure you are getting the maximum return from your levy. Highly-subsidised training is also available for non-levy paying businesses, making it a very valuable investment. To find out more about creating a bespoke management programme for your business, contact St Helens Chamber’s Workforce Development team on 01744 742333 or email firstname.lastname@example.org
or the last four summers, F students from the Department of Mathematical
Sciences of University of Liverpool have worked alongside Liverpool businesses assessing various risks and threats. During the summer of 2017, the students worked with Charles Oddy on enterprise risk management, with SatSafe on pricing drivers behaviour, with Eddie Stobart on networks optimization, and with Barnett Waddingham in analyzing nonfinancial risks of universities. Dr Corina Constantinescu, director of the Institute of Financial and Actuarial Mathematics (IFAM) of the Department of Mathematical Sciences of University of Liverpool and coordinator of the programme says “our UG students are highly motivated to answer real-work questions and to see mathematical theory applied into practice. For the last four years, we run summer research projects, led by our IFAM academics and their PhD students, in cooperation with Liverpool business partners, aiming to assess some of the risk they are facing in the ever changing economical
landscape. We work on providing methods, data analysis or risk management solutions varying from strategic planning recommendations to personalised insurance.” Charles Oddy, CFA, CERA, says “this was my second summer working alongside University of Liverpool students and academics and I am impressed by their enthusiasm and professionalism. The interns represent excellent ambassadors for the university”. Stuart Millward, CEO of SatSafe Technologies, "Working with the students on this project was an absolute privilege and the quality of work was testament to the extremely high standards of Liverpool University's Department of Mathematical Sciences" Prof. Kurt Langfeld, Head of Department of Mathematical Sciences explains “our students experience is of paramount importance for our department. Partnering with our UG students and Liverpool businesses in research is not only a success story for our Department and our university, but also for the city of Liverpool.”
University of Liverpool work with Liverpool businesses in assessing risks Working with the students on this project was an absolute privilege and the quality of work was testament to the extremely high standards of Liverpool University's Department of Mathematical Sciences.
Mersey Care NHS Foundation Trust and Hugh Baird College collaborate to create training academy
Mersey Care has successfully teamed up with Hugh Baird College in Liverpool to win a £3.9M grant to transform the former St Winefride’s Roman Catholic Church in Bootle into a state of the art training academy and Life Rooms.
he grant has been T awarded by the Liverpool City Region Combined
Authority, who have committed nearly £9M to support skills and learning opportunities for communities across Liverpool. The initiative was also supported by metro mayor Steve Rotheram and Sefton Council. The funds will be used to transform the main church into a training academy, which will include a mezzanine and café area, and will be a base for levels 1-6 health and social care training in partnership with Mersey Care. A new Life Rooms will be built on the footprint of the current presbytery, which will deliver courses that provide practical life skills and become a community hub. It will also become an educational link to Hugh Baird College and a pathway to possible apprenticeships for the estimated thousands of people that act as young carers without qualifications in the city. Gary Thorpe, Head of Mersey Care’s Recovery College Development at the Life Rooms, said: “Our partnership with Hugh Baird College is an obvious one
because we share common educational goals. “It first started around 15 months ago when we began talking about helping to support student welfare. This grant will enable us to work together with Hugh Baird College and provide a state of the art training academy with real pathways by providing the skills and training the students need.” Mersey Care have already established two Life Rooms to great acclaim, firstly restoring the former Walton Library into a stunning community hub and base for the Recovery College, and then another on the site of the former Living Well centre in Southport, which only opened in May. Both venues are centres for learning, recovery, health and wellbeing and are committed to working with the local community to provide the services people want and need. Yana Williams, Hugh Baird College Principal and Chief Executive, said: “These are exciting times at Hugh Baird College and we’re delighted to be working in partnership with Mersey Care NHS Foundation Trust on this important redevelopment project.
“I’d like to thank the Liverpool City Region Combined Authority for supporting the project and applaud them for recognising the importance of promoting positive mental health and wellbeing. “This project doesn’t just benefit the students of Hugh Baird College. It has a far wider reach. The new centre will provide a community resource that is open to all who feel ready to take those important first steps to wellbeing. “The redevelopment of the St Winefride’s Roman Catholic Church will also bring back to life an important community venue and will provide vital life changing services and welcoming shared spaces.”
The grant has been awarded by the Liverpool City Region Combined Authority, who have committed nearly £9M to support skills and learning opportunities for communities across Liverpool.
Innovation and commercial success
earns Isothermal Technology Ltd a Queen’s Award for Enterprise
Isothermal Technology Ltd (Isotech) is celebrating winning a Queen’s Award for the co-development of an innovative resistance bridge for use in establishing and disseminating the International Temperature Scale (ITS-90). The product, called microK, is now in use in the world’s leading National Metrology Institutes (NMIs) alongside Primary Standards. Outside of NMIs the client base includes oceanography, aerospace, medicine and astrophysics. John Tavener, founder and Managing Director says, “We are delighted that Her Majesty the Queen has approved the Prime Minister's recommendation that Isotech should receive a Queen's Award for Enterprise in the Innovation category this year”. Sales have risen by 86% over the last five years; outside of the UK and Europe Isotech have sold to the top laboratories as far afield as the US, China, India, New Zealand, Botswana, Papua New Guinea, Brunei, Zambia, Paraguay, Trinidad and Tobago, Dominican Republic, Ecuador, Uruguay and South Korea. It is even being used as part of a US project searching for exoplanets. John added that “Isotech is delighted to have achieved such international success, I recognised that the existing instruments used old technology and relied on obsolete components; cooperating with Metrosol Ltd we developed this new device, with better performance and lower cost than the older designs. Winning a Queen’s Award for Enterprise; the highest honour that can be bestowed on a UK company is a real cause for celebration for everyone at Isotech”. The microK operates to a precision of 20 parts per billion - equivalent to 0.00002°C and a unique feature of the microK is that it is drift free in ratio measurement; in contrast the older technology requires periodic adjustment in order to maintain its specification. The National Physical Laboratory and Metron Designs (John Pickering) both contributed to the development of a new type of metrology grade analogue-todigital converter which was necessary to realise this level of performance. Further information visit www.isotech.co.uk
Top 5 tips from Verb Marketing
We speak to Dean Currall, MD of Verb Marketing. I frequently get asked; “What’s the best course of action for my business if I want to market myself better?”
ften, many people are left surprised when I say that most of it isn’t to do with marketing at all. Certainly in the typical sense, many businesses believe that marketing is exclusively about outbound promotion but in fact most of it is to do with inbound, salience marketing and conversion. The truth is, you got this far without a marketing agency telling you what to do, so why don’t we make you better at what you’ve already proven to be successful for you. Below is 5 quick tips for ‘marketing’ your business more successfully: 1. Enhance your corporate image: The biggest mistake many businesses make is not investing enough in their ‘corporate appearance’. They believe quality of service is everything and I’m afraid to say it isn’t. Many larger companies want their contractors, suppliers and partners to suit their corporate image and often many tenders, proposals and BID’s are won on the presentation rather than definitive knowledge that you’re the best. Simply put, if a company has never used you before, how would they truly know? 2. Have a process: For many businesses, attracting customers is only half the problem, the other half is getting them over the line. Often, businesses believe that a meeting and a slick speech is all you need but businesses are always looking to see if you’re capable and experienced enough to deal with their demands. Platforms like Sales Force, Active Campaign and a good CRM can bring leads back from the dead or help successfully convert those stubborn leads. 3. Give stuff away: As I’m writing this, I’m offering 5 tips for good marketing and what I can tell you is that it’s worth every minute because it generates leads. Let’s say a person reading this
right now is looking for marketing, then I’ve put myself in a better place to win the work because I haven’t sold, I’ve simply shown my capabilities without asking for anything in return. I’m already ahead of my competition due to this simple interaction and I did it in a way that creates value for the reader.
4. Invest in the small things:
Recently I bought a new door and some better office furniture. Some of my staff asked about the door to see why I was so bothered. In my mind, that was the first thing the customer saw and it had to fall in line with my brand. It sounds crazy but customers sub-consciously absorb many points of information and make a judgement based on appearance. If you’re asking for a large investment, make sure everything looks suited to that request. Simply put, would you buy a designer handbag in a shed? Would you question the integrity of the product based on where it was being sold?
5. Listen first, talk later:
I have seen dozens of sales people go straight into what they sell before asking a single question about the other person. These people are selling services and not solutions! How easier would it be if I simply asked you what you did? Let’s say you tell me you’re an accountant then I can immediately tailor my pitch to talk about how to market yourself to get as much auto-enrolment work while it lasts, rather than just sell you at ‘I can market any business’. By asking the question, you’re getting the answers to the test. Before any pitch I always ask my client, ‘so what are you looking to achieve’? They tell me, and I just keep referring back to their objectives. I look like I’m the most suited agency in the room and I often get the business.
International Business Festival
Allow us to reintroduce ourselves…
We are the International Business Festival – the biennial event hosted in Liverpool celebrating the dynamism and diversity of the global marketplace and providing opportunities for ambitious businesses looking to grow.
ince we began in 2014, we’ve welcomed tens of thousands of delegates from around the world and delivered more than half a billion pounds of additional trade and investment for the UK. If you’ve been a festival follower for a while, you’ll have no doubt noticed some changes. And if you’re new to the event then hopefully you’re enjoying the fresh look. Since our last festival in 2016, we’ve changed our name, logo and colour scheme - but this is not just a rebrand. Our refreshed identity as the International Business Festival is matched
by renewed ambition, and a compelling new proposition the festival of ideas, learning and connections, that inspires internationally ambitious companies to grow. In 2018, our third edition, we are looking forward to developing the festival’s reputation as place where businesses can access the connections and guidance they need on their journey to growth and prosperity. The aim is that businesses – be they Startups, SMEs or multinationals – see the festival as an essential date for their 2018 calendar. Held over three weeks, the 2018 Festival will deliver an inspiring
and engaging schedule of expert panels, practical workshops and high-profile keynote addresses. The goal is that the festival’s programme will capture the energy and opportunity of global trade whilst also focusing on how business can create social and cultural as well as economic value. Already major partners like HSBC, British Airways and the Department for International Trade have joined the Festival, with many more to join us over the coming weeks and months. But, if we’re to make the 2018 festival the biggest and boldest yet, then it’s just as crucial that
businesspeople from the Liverpool City Region work with us. That’s why we hope that if you are part of a business – no matter the size – you’ll take advantage of the opportunities presented by the festival Now more than ever, it is important that we demonstrate that the UK, and the Liverpool City Region, is open for business – and the International Business Festival will be doing just that.
Ian McCarthy, Festival Director International Business Festival
What can you expect from the 2018 International Business Festival?
eld between 12-28 June H 2018, the third edition of the International Business Festival is
set to be the biggest and boldest yet, bringing together influencers, innovators and industry leaders to connect and share knowledge. Our programme, developed in collaboration with key industry
International Business Festival partners, will help ambitious businesses who are looking to take their next step, whether that’s scaling up, building better supply chains or exploring new export markets. The Festival’s core programme will span nine days over three weeks, with each day focusing on the challenges and opportunities for businesses within nine key sectors which will shape the global economy of the future. Hosted within the state-of-the-art facilities of the Exhibition Centre Liverpool, the Festival experience is structured around a variety of elements designed to
allow delegates to build connections, access expertise and be inspired. Futures Stage: The Festival’s forward-looking platform for world-class speakers, thought leadership and lively debate Knowledge Hub: Access to expert insight and professional support for ambitious companies, focused around three core topics – leadership and skills, access to finance and international markets. Innovation Hub: A place to experience and interact with the most advanced tech trends in business
Global Connections: Space to grow global networks, whether via the Festival’s business-tobusiness matching events or less formal social gatherings International Marketplace:
An exciting showcase of products and services from a mix of the most innovative suppliers across each sector Hosted Events: A variety of world-leading third-party industry conferences and events making their home at the 2018 International Business Festival, including the Global Forum for Foreign Direct Investment.
A day ticket for the 2018 Festival is priced at £50 (excl. VAT) and a Festival Pass at £105 (excl. VAT). For the cost of the former you’ll be able to access an engaging and inspiring programme focused on business growth in your industry, and for the price of the latter you’ll be able to experience this across eight other high-growth sectors.
To buy tickets, or for more information on the 2018 International Business Festival please visit: internationalbusinessfestival.com
Jackson Lees Group Launch Night at the Everyman Theatre
Leading North West law firm the Jackson Lees Group recently unveiled their new identity at a launch evening at the Everyman Theatre.
Brabners receives goldstandard award for quality of service
Janet Pickavance, Chief Executive of Brabners
Commercial law firm Brabners has been awarded the Investor in Customers (IIC) Gold accreditation for delivering exceptional levels of customer service.
he award follows a rigorous T independent assessment by IIC, the customer experience agency, where the
he Group were joined by over 100 T guests from businesses and charities across the region and guest speaker,
Pete Weatherby QC. The Jackson Lees Group was formed in May 2016 after The Jackson Canter Group acquired Wirral-based law firm, Lees Solicitors. Lees joined Jackson Canter and Broudie Jackson Canter, with the three forming the Jackson Lees Group. All have a long and well-respected history, with Lees Solicitors being founded in 1889, and Broudie Jackson Canter representing 20 families at the historic Hillsborough inquest. Pete Weatherby QC, who helped lead the team representing 22 of the bereaved Hillsborough families at the inquest, said: “I was pleased to say a few words highlighting the fantastic work the firm has done in supporting the families, and in particular, the efforts of members of the firm in pro bono work concerning Hillsborough. In speaking about Hillsborough Law I do hope that those who attended the event will visit the website www.thehillsboroughlaw.com and add their names and organisations to the list of supporters”. “The Hillsborough Law” or “Public Authorities Accountability Bill” is a piece of legislation drafted by lawyers who
represented the Hillsborough families in the recent inquests. The Bill aims to make it a legal duty for public authorities and public servants to tell the truth. Brian Cullen, Chief Executive Officer at the Jackson Lees Group, added: “Thank you to everyone who joined us on Thursday night for our brand launch event at the Everyman. We were delighted to see so many friends of the Jackson Lees Group enjoy a special evening as we embark upon an exciting future for our firm.” The Jackson Lees Group is a proud sponsor and supporter of the Everyman & Playhouse Theatres.
business was benchmarked across four key areas. This includes understanding and meeting clients’ needs, delighting clients and creating loyalty. The research combines feedback from more than 370 of Brabners’ clients, employees and senior management and Brabners achieved an overall score of 8.30 out of 10, resulting in the Gold accreditation. It is the highest IIC accolade and is awarded to those organisations that consistently deliver an outstanding client service. Janet Pickavance, Chief Executive of Brabners, said: “We place clients at the heart of everything we do and to be independently recognised for consistently delivering high-quality service demonstrates the hard work and commitment of our teams, which is something they should be proud of. “We’re continually looking for ways to go above and beyond for clients, and taking part in independent assessments such as Investor in Customers is a vital part of how we do this. It’s not just great recognition for our people, but a tool we will use to ensure continuous improvement.” Tony Barritt, Managing Director of Investor in Customers, added: “We are delighted that the senior partners at Brabners have actively responded to their feedback from clients and put in place a number of key business improvements. “Their latest Investor in Customers assessment clearly indicates the benefits of focussing on client experience and employee engagement, with scores increasing against all our key metrics. We are pleased to present Brabners with our Gold award for delivering an exceptional customer experience.” IIC is a comprehensive program through which hundreds of businesses have been independently recognised as offering remarkable customer service. The result builds on Brabners’ previous score of 7.88 out of 10.
G - for dynamic small businesses
Mike Delf, Director, Grant Thornton UK LLP – the leading business and financial advisory firm.
Leaders of small businesses often tell us that they find the borders of their work and personal lives are blurred, and the luxury of time to balance both continues to evade them. For many, connecting with a network of likeminded individuals to share challenges and advice can but be beneficial to success.
Small businesses are the backbone of the UK economy and their success and sustainable growth are key to future economic growth. In an uncertain economic environment, set against the backdrop of Brexit, it’s all the more important that growing businesses get the support they need.
That is why G by Grant Thornton has been created to support the leaders of small businesses, helping them achieve their business growth ambitions, whether in the UK
or internationally. G provides proactive support, insights, tools and services that help the business to grow whilst also understanding a leader’s personal goals. Our G clients tell us the thing they find most valuable about G is access to a network of leaders who are going through similar experiences. It can be lonely at the top and having people to talk to, create new relationships with and find new opportunities is invaluable. Recently, G hosted a launch event at Avenue HQ in Liverpool showcasing North West based businesses that we work with. The event offered an opportunity for
leaders to connect and for them to learn together and grow. We want to continue growing this network and welcome all small businesses to come and join us. Adam Butwilowski, CEO of CiiVSOFT in Daresbury has been working with G over the past year. He says:
“G has helped us a lot, even just through the contacts we have made and Grant Thornton’s market clout. Without them we would be a lot further behind in our pursuit of investment and would have had to knock on a lot more doors and make a lot more phone calls.”
For further information, insights and details of events please visit: http://g.grantthornton.co.uk/explore/
Join the conversation: @growwithG 24
The North West. Weâ€™re all over it.
With 42 years of specialist lending experience, Together are property lending experts. In the North West, your local expert is Kirsty Rogers. Kirsty can help meet the diverse needs of the North West with our range of property lending solutions. Contact Kirsty Rogers on 0151 954 1064 or discover more about our expertise in the North West at togethermoney.com/kirsty For professional intermediary use only
A Blueprint for Better Business
Charles Wookey CEO
Q: Who are you?
A Blueprint for Better Business has arrived in Liverpool, aiming to help challenge and support businesses and other organisations to be a force for good. Supporting Liverpool City Council’s ambition to help Liverpool be ‘A Strong City Built on Fairness’, Blueprint is helping by challenging organisations to think about their purpose and to put people at the centre of their decision making – helping them unlock unrealised potential within local communities and wider society.
We are a charity that challenges and supports businesses to be a force for good. We believe that there is a different way to think about business, and about what motivates people.
Many think that business is just about maximising profit, and some organisations act as though this is indeed true. A focus on short term profits has led to some bad behaviour: exploitation of employees, disrespect for suppliers, poor quality or dangerous products and damage to the environment.
We recognise that businesses need to make a profit, otherwise they wouldn’t be able to continue to operate, but we believe that profit is not their purpose for existing, it’s just an outcome of being successful. We encourage organisations to rediscover their purpose beyond just making money – one which will benefit society in some way – and inspires people to commit and engage.
Q: What is the difference between what you are saying and CSR?
CSR is something that businesses do with their money. Many companies have a CSR department that may do great things but it is not connected to the core business. We would like to see businesses look at how they make their money and how their core activities serve society.
Q: How do you work with business?
An organisation is a result of how people think. Our work focuses on helping to explore and challenge the assumptions people make about business purpose and what motivates people. Focussing in this way on the benefit to society and human relationships helps uncover what can be unrealised potential in a business. When people feel respected and connected to a meaningful enterprise that cares about people - where people not profit are at the centre of what they do – then their behaviour changes and this can dramatically help a business to thrive. We are not a membership or kite mark organisation. Our work is about being a catalyst for change.
We have a Framework to guide decision making which prompts us to think about how we should be behaving, and Five Principles of a Purpose Driven business which shows what an organisation might look like if the people in an organisation behave in that way.
Q: How does a business start to use your approach?
Our approach is all about a different way of thinking, so a company can start to use our approach in many different ways - for example to help resolve a current issue, to improve a key relationship or to rediscover their purpose.
We encourage organisations to experiment with the approach, review what happened, learn from that and experiment again.
That way, over time the people in the organisation will start to think and behave differently. This type of change can take time and it is important to recognise that it is a journey.
Q: Is your work only relevant to business?
The Blueprint approach is relevant to any organisation: regardless of size, and no matter whether in the public, private or non-profit sector. Our approach is about asking questions, rather than dictating answers, so the Principles and Framework can be used in any context. As a small charity, we have chosen to focus our efforts on working with large corporates because of their size, reach and scale of influence. We believe they can help create the initial impact we need and so encourage other organisation to do the same. We do believe though that; if all organisations had a clear purpose that serves society; if decisions were made by reference to people and the impact on people; and if relationships with all stakeholders were built on trust; then many of the mistakes made in both the private and public sector might be avoided.
To find out more about A Blueprint for Better Business, please visit www.blueprintforbusiness.org
"Blueprint offers a practical and realistic approach to enhance companies' performance through fulfilment of a purpose which also benefits society as a whole."
Vittorio Colao, CEO Vodafone
“We are at the cusp of something that could become one of the great social movements. The timing is right, the need is there. Find your company’s social purpose, live it, and talk about it.”
Saker Nusseibeh, CEO Hermes Investment Management
“We have a shared responsibility to build strong and fair communities and organisations - ones which are centred around people. Blueprint's work is a great way to open up that conversation.”
Sir Charlie Mayfield, Chair, John Lewis Partnership
It’s better by bus
- celebrating 12 months of the Bus Alliance
he focus is on building bus T around the customer to make it a mode of choice, rather than
last resort. Ultimately, increasing the number of fare paying passengers means more revenue and greater investment to further improve services. In a trailblazing approach the Alliance committed to invest more than £52 million in the first year of a joint annual business and investment plan and it’s already making a difference. The number of bus journeys young people are making in our City Region has risen by 142% in the last three years, with bus journeys made by all paying passengers going up by 16.2% over the same period, smashing the 10% target set for the end of 2016/17, and bucking the trend of long term bus passenger decline nationally.
Key achievements of the Alliance to date include:• 90% score for overall customer satisfaction in Bus Passenger Survey (Transport Focus, March 2017 – the LCR’s best score to date and higher than other Metropolitan areas which scored an 85% average.) • £37.5m investment in new buses, with the average age of bus fleets under seven years old. WiFi and USB charging points fitted on
new buses as standard and retrofitted in older ones. 70% of buses are already low emission. A 142% increase in young people’s bus journeys as a result of MyTicket– a value day ticket offering unlimited bus travel, a 50% discount on adult fares, and age eligibility up for special tickets and discounted fares up to and including 18 years old. Walrus, the Liverpool Region’s smart card, is the most used outside London, with 2.5m tickets loaded onto it since its launch in November 2014. Customer service training to better help drivers support passengers, with 1070 due to be trained by March 2018, building on already high customer satisfaction with our drivers (91%- Transport Focus, March 2017) Pooling resources to clean buses after the morning peak to help keep them tidy and inviting for the rest of the day. Trailblazing ‘better by bus’ campaign, speaking as ‘bus’ not as individual operators with competing messages and tactics.
It’s 12 months since the Liverpool City Region Bus Alliance formally came into being – a partnership between Merseytravel, and Arriva, Stagecoach, who, together, make up around 80% of our commercial bus market.
But why is bus so important?
It’s rail that tends to grab the headlines, despite 80 per cent of all public transport journeys in our City Region being made by bus. Bus is often the forgotten hero in the contribution it makes to the economy and in supporting communities. It helps people get to work, education, do the shop or make their hospital appointments and is responsible for 136 million journeys a year in our City Region alone. Bus is responsive and flexible. Relatively small changes can make a big difference, and quickly. Unlike rail, it doesn’t require millions of pounds of infrastructure investment in schemes that can take decades to come to fruition. Bus generates significant economic benefits.
A third of all city centre shoppers come by bus and, interestingly, and perhaps, surprisingly, they spend similar amounts to car users. Twice as many people commute to work by bus in our City Region compared with the UK average, and 60,000 young people use the bus to get to school or college every day. Bus is essential for the most vulnerable in society. 70% of all bus passengers in our area come from homes with a total income of less than £20,000 and 84 per cent don’t have use of a car. Bus has wider benefits for us all too, reducing congestion and pollution and notably more so when there’s a commitment to greener buses. For more information on the campaign visit www.betterbybus.org
New travel scheme to support access to employment
The Liverpool City Region Combined Authority has received £770,000 of funding from the Department for Transport as part of a new pilot Cycling and Walking to Work Fund to support projects that connect jobseekers with employment and apprenticeships, through cycling and walking. he pilot fund will operate in three regions T across the country and will build on existing schemes that promote local economic growth
The pilot fund will operate in three regions across the country and will build on existing schemes that promote local economic growth and improve employment opportunities.
and improve employment opportunities. The project has a range of objectives including providing nationally recognised training which could lead to employment in areas such as cycle instructor, delivery agent and trainee mechanic positions. The project will also provide Vulnerable Road User Awareness training to novice PCV/HGV drivers, making them aware of the dangers that cyclists and pedestrians face. It will also fund an online cycle journey planner and updated local authority cycle maps. Encouraging walking and cycling as a mode of choice for jobseekers and employers will also be part of the project. Citybike membership will be offered to qualifying people living within Liverpool who have recently gained employment, and Walrus travel cards will be available for some newly employed people to help them to travel to work, bridging the gap between leaving benefits and receiving their first wage. Two business support officers will be working with businesses to promote walking and cycling for jobseekers and newly employed people, working alongside Liverpool and Sefton Chamber of Commerce and other business organisations across the region to promote sustainable travel choices and to encourage employers to promote walking and cycling as a viable alternative for new and existing employees. The funding will enable the city region and its partners to run the projects for 12 months, after which it is hoped that, if successful, the Government will make this ‘pilot’ project more permanent. For more information on the support available for employers please contact the Business Support Officers on Business.Support.LCR@wsp.com
few years back the thought A of holding a presentation, corporate entertainment or a
team-building day in a car factory would have raised a few eyebrows. But times have changed – and Land Rover’s facility at Halewood is no ordinary car factory.
For a start, Land Rover vehicles are today produced in a fascinating, tightly-timed choreography of robotic arms, spotlessly-clean production lines and skilled people. There’s much to learn from the ‘just in time’ manufacturing philosophy and the interplay between human craft and cybernetic army.
Then there are the facilities. Land Rover Liverpool offers a choice of meeting rooms equipped with state-of-the-art technology. These include conference call phones, projectors and Wi-Fi connectivity, including Click Share wireless connectivity for multiple laptops. So whether you’re looking for a sales presentation hall or a private meeting room, you’ll find the perfect fit for your needs.
All the corporate hospitality at Land Rover Liverpool is run by the ever-smiling hosts of the Land Rover Experience, who can ensure that your guests are treated to refreshments and freshly-prepared food from a wide range of menus, from finger food to a sit-down banquet. But the Land Rover Experience has one further, unique attraction for event organisers. The chance for your guests to get behind the wheel of a Range Rover Evoque or Land Rover Discovery and tackle the fearsome off-road track is one that is guaranteed to inspire, enliven and energise any group. It’s a safe, yet exhilarating way to learn about the capabilities of a Land Rover and gain new driving skills in the meantime. Whether you’re simply looking for meeting facilities, or would like to add a factory tour, off-road drive or team-building exercise to the package, Land Rover Liverpool makes an unusual and memorable setting for a well-run event.
To make your next event an unforgettable experience, contact the Land Rover Experience Liverpool team on 0151 448 3656 or via: email@example.com
An unforgettable experience
The amazing capabilities of Land Rover vehicles – and the facility where they’re made – could be an inspirational setting for your next corporate event.
A network set to be transformed
The Merseyrail network is getting new trains by 2020 to replace the current fleet which is almost 40 years old and amongst the oldest in the UK.
he trains, which will be built T and maintained by newcomer to the UK market, Stadler, will
be safer and able to carry more people, more quickly – knocking five minutes off the journey between Liverpool Central and Chester.
The trains will be built specifically for our network, incorporating features local people have said they want to see. Key features:
1. A sliding step at each doorway means no ‘mind the
gap’, step up or step down, making it easier for people with wheelchairs, bikes buggies and luggage to get on or off.
2. A ‘traffic light’ system around the doors will indicate when it’s safe to get on and off and sensitive door edges will detect anything trapped in the doors.
3. The interior will be open, light and bright, giving clearer visibility along the entire length of the train.
4. There will be the same number of seats as now, with a mix of seating from the existing ‘pod style’ to airline style
5. They’ll have the latest technology from intelligent air conditioning, to ‘live’ monitored CCTV and visual and audible customer information.
While the new trains won’t require guards to open and close doors and for dispatch, customers will still see plenty
of staff. 60 new on-board customer service positions will be created and will be deployed at key locations and times, including one being present on every train after 8pm. They will work alongside all the existing on-board teams, such as security personnel, revenue protection officers and cleaners. In addition, all Merseyrail stations in the Liverpool City Region are staffed first to last train. For more information visit www.merseytravel.gov.uk/ newtrains
easyJet announces expansion at
Liverpool with the introduction of its eighth aircraft
easyJet, the UK and Liverpool’s leading airline, has confirmed a move to expand at its Liverpool base, with the introduction of an additional Airbus A320 aircraft - the eighth aircraft to be based in Liverpool.
he aircraft is set to start T operating from 27 July 2018. The airline will also upgrade two A319 aircraft to the A320 model, which will significantly increase easyJet seat capacity at Liverpool.
The announcement came just 24 hours after easyJet put its flights for summer 2018 on sale yesterday morning meaning that thousands of flights to and from Liverpool are now on sale up until 2nd September 2018. Over 3,000 easyJet flights are set to take place to and from Liverpool between 25th June 2018 and 2nd September 2018
providing more than 1 million seats for passengers to enjoy their summer holidays.
Ali Gayward, easyJet’s UK Commercial Manager, said: “ We are absolutely delighted to be announcing expansion at Liverpool John Lennon Airport. The addition of another aircraft and the upgrading of two others will help us to deliver long term, sustainable growth at the base providing passengers with a greater range of destinations. “easyJet is the UK’s leading airline and we have been committed to Liverpool airport for nearly 20 years.
We are proud to have carried more than 40 million passengers in that time. We are delighted to demonstrate our commitment to the North West market with this growth which will enable us to offer more seats to more destinations from next Summer.”
Paul Winfield, Air Service Development Director for Liverpool John Lennon Airport commented: “This latest commitment from easyJet to the Liverpool market is great news both for the Airport and the Liverpool City Region. It not only means more passengers can travel through Liverpool John
Lennon Airport, but will also bring a further boost to the local economy, enabling more passengers from across Europe to fly to Liverpool too.
“Today’s news reflects the continued focus the Airport has had to deliver more capacity and more routes to the Liverpool market, allowing passengers not just from our core catchment but from the whole North West to enjoy a faster, easier, friendlier airport experience.”
easyJet operates 28 routes from Liverpool airport, offering up to 340 flights per week.
Homecoming followed an offer too good to turn down
Peter Moore was appointed as the CEO of Liverpool Football Club in the summer, assuming control over arguably the city’s most famous global brand and institution. He kindly devoted time to talk to us about his ambition for the football club and his reflections on a remarkable personal journey in senior positions at Microsoft, SEGA and Electronic Arts… 1. You described your appointment as the “pinnacle” of your career; what is particularly special about being CEO of Liverpool Football Club? It’s special for me because of the personal attachment I have to both the city and the club. I’m Liverpool born and bred, went to my first game in 1959 with my dad (A 4-3 win against Leyton Orient) and have been a hardcore fan ever since. Supporting the club was important for my whole family and remained so even when I moved to the US in 1981. After 36 years away, when Fenway came calling with this opportunity to return to Liverpool it was really exciting and something I felt I would regret if I didn’t do it.
2. How much of a personal upheaval was it to take the job after being in the US for so long? It’s not something I’ve really talked about amid all the positivity I feel about the job but it has been a massive upheaval moving back to Liverpool, particularly for my family. I have dual citizenship and after 36 years there, I’ve acquired an American mentality, culture and views on life. I had to leave my adult children in US and re-immerse back into UK life – which is perhaps more difficult than I thought it would be. Apart from the regular visits for matches over the years, my cultural links with the city largely disappeared when I moved to the States. My family live in North Wales which has helped a lot and I’m now settled into my home in the Wirral.
3. Four months into the job, is the experience living up to expectation? It’s already a fantastic experience. Everything I thought it would be and then some. I have a wonderful team of people, from the team at Chapel Street, to the people at Anfield, Melwood, Kirkby, our retail stores and distribution centre, Jurgen and the players. The club is integral to the city’s identity and can continue to make
a hugely positive contribution to its community. The work we’ve done with the community has been particularly important to me, seeing the positive impact we can have in L4, L5 and L6 in particular where kids in particular look at our footballers in awe. We saw a similar kind of impact in Hong Kong as we met local kids there. There is an expectation in the US, particularly in San Francisco, for companies to do lots of CSR activity. I experienced that with EA and Microsoft in particular and it’s a way of doing business I can really add to here at Liverpool. I’m a trustee of the LFC foundation and still fit enough to kick a ball with kids so I try to get personally involved as much as I can. Fenway’s order was “go and run the club” – my natural inclination is to make community engagement a key part of the fulfilment of the remit. The club has a role and obligation to ‘pitch in’. 4. How difficult has it been to make the transition from a fan to CEO? It’s pluses and minuses. I can pitch myself against anyone regarding the history of the club – I’ve been a fan for 58 years and experienced the ups and downs, successes, failure and tragedies. My roots are in the city, mum was a nurse, dad a freight clerk so there’s a big emotional pull. But my perspective has to be clear to make decisions based on being a CEO and not a fan. I do what is right for the club and, as a business, I have to make the hard decisions on operational issues so there is, on occasion, some emotional detachment required. A key objective is how do we make opportunities for fans to see the team and experience LFC in the best way.
we talk in such terms – but we travel the world and see the impact as we rock up in Asia or Australia and the fanbase that emerges is unbelievable and, in my view, unparalleled in global sports. 71,000 people in the stadium in Sydney to see the local team play Liverpool and I guarantee there were 71,000 Liverpool fans watching. We have this incredible situation of supply and demand where millions of people around the world will experience a trip to Anfield to see Liverpool as a once in a lifetime pilgrimage which we have to cater for, whilst at the same time providing the opportunities to maintain an active and accessible local fanbase who, understandably, feel they have a right to buy a ticket for every game. We try to do our bit with the LFC foundation and donating 1100 fee tickets to schools for each game but we know it’s a big challenge to balance that local demand with global demand. 6. Who has been the biggest influence upon your career to date? I could honestly think of a hundred people and I would offend 99 if I called someone out but I have
to say working alongside Bill Gates when we were developing Xbox was such an amazing experience. In terms of impacting the world on a massive scale it would be Bill. I had opportunities to be with him to listen to him talk on subjects such as where he saw the future of technology and entertainment going, and then to be able to watch it happen over the following years was really something special. I was somewhat in awe of him. His broader philosophy was that it is the people around you who are the key to success. Looking back as a humble PE Teacher going abroad, it’s ultimately the people I remember, not the buildings, or even the products. Business structures, marketing, business models are all important but it’s people you always remember and the people that will make your business work or not. That’s why I’m so keen to interact with fans across multiple channels and social media, whether it’s good or bad, I want to know what people are thinking. I think it’s part of what a “modern CEO” has been expected to do over the last 10-15 years, which is to connect.
5. How do you balance the challenge of achieving a profitable global business with maintaining a strong sense of local identity and accessibility? It’s one of the greatest challenges we have. There’s no doubt that the Liver Bird and LFC are incredible global brands – I know there’s some discomfort when
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here are only 55 CMC Registered Mediation Providers in the UK. Mediatelegal is the only CMC Registered Mediation Provider based in Liverpool. Founder member Joseph Mulrooney is thrilled with this latest accreditation, “To become Liverpool’s only Registered Mediation Provider is an honour. It isn’t widely available, and no other Mediation Provider in Liverpool is approved by the Civil Mediation Council as Mediatelegal is.” “Mediatelegal was already accredited by the Professional Mediators Association. COMMERCIAL C OMMERCIAL MEDIA MEDIATION TION
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Ask the Expert - GDPR
Ask the Expert
By Harry Ewins Managing Consultant, External Perspective Ltd being processed i.e. at 13 (the GDPR said 16 but it was up to member states to choose their own age) but it also makes Directors potentially personally liable in certain circumstances for some data breaches.
What are the key changes introduced with this legislation?
What is it?
The EU General Data Protection Regulation was passed in April 2016 and will come into law on 25 May 2018. It is an attempt by the EU to bring Data Protection into the 21st Century reality of Digital Technology, Social Media, Big Data and indirectly the increasing data security breaches by criminals. It is also intended to harmonise the laws of the EU and other countries that make up the European Economic Area (EEA).
The last EU Directive on Data Protection was in 1995 and each member state introduced its own legislation in 1998, which in the UK was the Data Protection Act (DPA). There have been many inconsistencies in the interpretation of Data Protection across the EU. The GDPR has been incorporated within the Data Protection Bill (DPB) that is currently passing through Parliament. The DPB clarifies some discretionary areas like the age that children can consent to their data RESOURCES
There are many more parts of the GDPR that build upon the DPA’s policies and procedures, however a major difference is the maximum fine for not complying with the DPA is £500,000 and the maximum fine under the GDPR is £18m or 4% of Global Turnover, whichever is the greater! The cost of compliance will no longer be far greater than the potential fine. Recent data security breaches like Talk Talk have shown that the reputational damage from failing to keep data secure i.e. one of the key processing principles of the DPA and GDPR, is far more than the fines imposed by the UK’s Supervisory Body the Information Commissioner’s Office (ICO).
Does it apply in equal measure to smaller businesses?
When asked does the GDPR affect SMEs, the ICO’s Deputy Commissioner (Policy) Steve Wood said, “The principles are essentially the same whether you are a small business or a multinational corporation”. He went on to say that, “It is not the size of the organisation that’s relevant so much as the risk that particular businesses and types of data processing pose. Those handling particularly sensitive data, or processing personal data in potentially intrusive ways, for example”.
The Information Commissioner Elizabeth Denham has said on her ICO Blog, “I want organisations to concentrate on complying with the law rather than avoiding the consequences of falling foul of it.”
Is there a business opportunity with GDPR?
The ICO would argue that there are many advantages with making your business or charity compliant with the GDPR. A major worry for many businesses has been the need to make all current client / customer data useable through a lawful basis for processing under the terms of the GDPR. A lot of data held has previously been gathered with an implied consent with terms and conditions / privacy notices all bundled together, when the GDPR wants a clear, positive and informed consent where terms and conditions are separated from the Privacy Notice and you are told how they propose to keep and use your data. However recent thinking is that businesses often hold masses of data that they never access and have no perceived use for. Using the GDPR as a catalyst to audit your data and ask why you should keep it can reduce data storage costs, the likelihood of data security breaches and make some marketing more focused instead of taking an expensive scatter gun approach.
What about personal data?
Among the changes are the DPA’s 8 principles for processing personal data are developed further in the GDPR and reduced to 6, whilst taking 2 of these principles very much more into the main body of the data protection regulation. They have added an all-encompassing
requirement to data processing called Accountability, where you need to do have done what you said that you would do but you must also prove it. The rights of individuals have been expanded and GDPR gives them a right of erasure (the right to be forgotten) plus the right to data portability. It will no longer cost anyone to ask for copies of all the information held on them by an organisation through a Subject Access Request (SAR) that must be responded to within one month. Any personal data breach that could harm the rights and freedoms of natural persons must be notified to the ICO within 72 hours of the breach coming to light and if there is a high risk to the data subjects’ rights and freedoms they too must also be made aware by the Data Controller of the breach. The controllers and processors of information in these circumstances might be sued for compensation, hence the suggestion from some people that Data Protection could become the next PPI for claims handling companies.
How urgently do businesses need to act?
The GDPR and new Data Protection Act will come into law on 25 May next year and if you do business with or employ anyone who is resident in the EU this law applies to you. There has already been seventeen months to start to prepare for the GDPR so there is no more time to waste, there will be no periods of grace so you must be seen to making every practicable effort to be complying with this legislation by 25 May 2018. Ignorance of the law is no defence so look at the ICO’s website today!
The ICO provides a free telephone helpline on 0303 123 1113 and the website has other useful free resources and that include:• 12 Steps to comply with the GDPR https://ico.org.uk/media/1624219/preparing-for-the-gdpr-12-steps.pdf • The ICO’s full guidelines on the GDPR https://ico.org.uk/for-organisations/guide-to-data-protection/ • The GDPR Assessment Toolkit https://ico.org.uk/for-organisations/resources-and-support/data-protection-self-assessment-toolkit/
green finance sector
New measures have been announced to strengthen the sector that sources funding for business projects which help to reduce greenhouse gas emissions.
nown as green finance, the sector K includes private sector investments in technologies, infrastructure and start-ups
that allow businesses to expand in an environmentally-friendly way. According to the Government, the approach to funding is proving its worth and between 1990 and 2016, UK GDP grew by 67%, while carbon emissions fell by 42%, proving it is possible to reduce emissions and grow the economy. Ministers say that, although the green finance movement has gained global momentumin recent years, there is a need for more funding so that governments can met their climate change commitments. An estimated $13.5 trillionof investment is needed between 2015 and 2030 in the energy sector alone, for countries to meet their Paris Agreement targets. The Government says that much of this investment will come from the private sector and Claire Perry, Minister of State for Climate Change and Industry, said: “Britain has already shown the world that a strong economy and efforts to tackle climate change can, and should, go hand in hand.
“Now is the time to build on our strengths and cement our position as a global hub for investment in clean growth. The Government says that the transition to a low carbon economy is a multi-billion pound investment opportunity and a key part of its Industrial Strategy and that Britain’s financial sector is already a world-leader in green finance. Now, a new Green Finance Taskforce will bring together a top team of financial experts, including leading figures from Aviva, Barclays, HSBC, Legal & General and the Bank of England, as well as academics and sustainability experts. The Taskforce, chaired by Sir Roger Gifford, former Lord Mayor of London, will be given six months to deliver proposals to accelerate investment in the transition to a low carbon economy, creating high-value jobs and opportunities for UK businesses. Economic Secretary to the Treasury Stephen Barclay said: “Financial services are a British success story and the sector has the power to drive green and sustainable development.
“This taskforce will keep the UK at the forefront of green finance and help deliver choice for consumers.” The Government has also announced work with the Green Finance Initiative and the British Standards Institute to develop a new set of voluntary green finance management standards, working closely with industry.
The Government says that the transition to a low carbon economy is a multi-billion pound investment opportunity and a key part of its Industrial Strategy and that Britain’s financial sector is already a world-leader in green finance.
Funding leads to 150,000 jobs
Independent research has found that funding from bodies like Innovate UK significantly boost jobs, turnover and productivity.
rants from government have created an extra 150,000 jobs and stimulated growth worth £43 billion turnover for the UK companies involved, according to research from Enterprise Research Centre (ERC). The study – called ‘Assessing the business performance effects of engagement with publicly-funded science’ – looked into research and development grants over a 13-year period. It tracked the impact of grants totaling £8 billion, which went to nearly 15,000 firms. Included in this number were grants from Innovate UK and the Engineering and the Physical Sciences Research Council. Main findings show that across all grant recipients: • employment grew by 6% in the short-term and 23% in the longer-term (after six years) • turnover grew by 6% in the short term, and 28% in the longer term
• an estimated 150,000 new jobs were created, many in highly-skilled sectors such as biotechnology, medical equipment, engineering, life sciences and high-tech manufacturing • productivity grew by 6% in the longer term Innovate UK Deputy Chief Executive Kevin Baughan said: “Innovate UK welcomes this latest research, which highlights the strong, positive impact that public research and innovation grants are having on UK businesses, and on the wider UK economy. “This provides a strong foundation from which to build on our ambitions for the future. For example, enabling businesses to build more effectively on the world-class research base through the Industrial Strategy Challenge Fund; transforming existing industries and creating completely new ones and accelerating the deployment of patient capital by bringing
venture capital match funding alongside Innovate UK grant funding.” The Government has committed an extra £2 billion a year for research and development by the end of the current parliament, taking the total spend to £4.7 billion. This will be partly funnelled through the Industrial Strategy Challenge Fund, which aims to support high-growth sectors including medicines, robotics and artificial intelligence and electrification of batteries for vehicles.
Innovate UK welcomes this latest research, which highlights the strong, positive impact that public research and innovation grants are having on UK businesses, and on the wider UK economy.
Specialist lending for Merseyside businesses Businesses across Merseyside could be missing out on opportunities due to a lack of awareness regarding these alternatives to banks, warns specialist lender Together.
he term, specialist lending is T essentially the collective name for the many avenues available
for raising finance other than the traditional high street lenders. Together’s regional development director for the North West, David Cunningham, said: “We have greater flexibility, meaning we are able to act faster, allowing SMEs and investors who may not meet the criteria of traditional lenders to move quickly on a purchase or investment, when their high street bank is unable to assist.” Operating across the North West and throughout the UK, Together has been providing finance for 43 years and recently announced record lending for the 12 months to 30 June 2017, with a current loan book of more than. £2.24 billion The group offers funding including short-term finance, auction finance, residential, commercial and buy-to-let mortgages and secured loans. To discuss requirements contact the regional development director for the North West, Kirsty Rogers, on 0151 954 1064 or firstname.lastname@example.org or visit www.togethermoney.com
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Flexible working in the city: Ziferblat's pay per minute city centre sitting room
Nowadays, there are many tried and tested business models out there catering for those who want to meet a friend for a coffee or get some work done on the move.
he large homogenous chains T clutter the high streets, offering a similar prepackaged
experience. Many of us use cafĂŠs in ways where the venue is not fit for purpose. The unwritten law states: "you need to be purchasing goods to stay in our space". In an environment where this statement dictates the atmosphere you are inclined to move on when you wanted to stay. Our now growing urban centres are bursting with creativity trying to find a home. Ziferblat is a new concept, which has grown out of this very necessity. Ziferblat is a co-created environment, where guests are encouraged to treat the space as if it were their own home. The vibe is relaxed and chatty. The ambiance echoes that of a private members club but the doors are open to everyone.
Founded by a group of poets in Moscow in 2011, Ziferblat takes a new approach to our working lives. For just 8 pence per minute per person, guests are welcome to use the space and help themselves to the unlimited kitchen of tea varieties, soft drinks, freshly ground coffee, biscuits, cakes, brownies, cookies, fruits, breads, cereal, snacks and more! Board games and Wi-Fi surround you in the light and airy ground floor of 4 St Paul's Square. Laptops are dotted around on tables with people working away and informal meetings are taking place on soft couch arrangements. The model is an alternative to the preestablished hot desking market or cafĂŠ culture. Now on their 17th branch, Ziferblat has opened venues in both London, MediaCityUK
Manchester in the UK so far. Ziferblat have worked closely with the Chamber of Commerce on a variety of different business activities in Liverpool including their Tech Tuesday events, Connect Over Coffee and the
increasingly popular 60 Really Useful Minutes. Find out more @ZiferblatStPSq on twitter, facebook and instagram. www.ziferblat.co.uk
turning the opportunity into reality for your Business By Laura Atkinson, BritChaM Commercial Section
When identifying new export markets, British companies do not immediately consider Latin America.
his may be due to historical “horror stories” of bad and undemocratic governments, poor fiscal and monetary management, safety concerns, as well as perceived cultural differences and unknowns. Often, individuals generalise across the whole region, which can lead to misinformation about specific countries. While some of Mexico’s Latin American neighbours may be facing political instability, Mexico is a democratic economy with steady GDP growth (2.3% in 20161), single-digit inflation since the year 2000 and is currently opening up traditionally government-dominated sectors of energy, utilities and telecommunications. The country is very much open to trade and, being the second-largest population of Latin America after Brazil, can offer huge rewards for companies serious about doing business there. Culturally, there is more shared history than one may think.
Building up a relationship with your Mexican partner and creating trust is essential for doing business in Mexico.
The UK was the first European great power to recognise Mexico’s sovereignty following its War of Independence in 1810. Just 15 years later, 130 Cornish miners sailed to Mexico to work the main Hidalgo mines bringing with them the latest technology and culture – along with pasties and football. British technology is still held in high regard today and both countries enjoy an extremely amicable bilateral relationship. Ministers from both countries have publicly stated on numerous occasions that they are committed to establishing a new FTA when Britain leaves the European Union2.
Fears of Trump Effect Subside
Earlier this year, there were serious concerns over the impact of proposed protectionist policy and “dialogue” (read: tweets) from the newly elected President Trump. Mexico’s growth has been fuelled by the North American Free Trade Agreement (NAFTA) that encouraged the country to establish itself as a manufacturing powerhouse, especially in the automotive, aerospace and white goods sectors. NAFTA has since been complemented by a FTA with the EU, amongst others, and Mexico now has FTAs with 45 countries, however 82% of Mexican exports still go to the United States3. In spite of these concerns, GDP has been growing. The Mexican government even revised their growth forecast
for 2017 upwards in May4 after having given more conservative numbers at the beginning of the year due to Trump's presidency. The manufacturing sector has been behind much of this growth. Using the automotive sector as one of the most illustrative examples of renewed optimism in Mexico, earlier in the year Ford Motors cancelled the construction of what was to be their second plant in Mexico5. This appeared to be a political move to appease Trump and a potential disaster for the Mexican economy if other carmakers followed suit. However, months later, these fears have not been realised and Nissan with Daimler, KIA, Toyota and Nemark are now expanding their operations in Mexico, while Volkswagen, BMW and Audi have publicly committed to maintaining their investments in the country. Production for 2017 (up to July) reached record numbers of 2,170,732 vehicles manufactured – a 10.8% increase on the year before. These figures were complimented by a 13.1% increase in exports (1,756,390 vehicles.) The story is similar in the other manufacturing subsectors with aerospace exports anticipated to grow by 12% this year.6 The Mexican government also understands that there is a need to reduce dependency on the United States7. They are currently renewing and modernising the existing FTA with EU and there are talks of a new FTA between Mexico and China8.
There are opportunities available in Mexico at every level and beyond manufacturing. In the energy sector, we have seen British Chamber members win important tenders for exploration and production as well as retail in oil and gas, thanks to the 2014 Energy Reform. The same reform, combined with the Mexican government’s commitment to source 35% of power from clean energy by 2024, has also expanded opportunities in power generation. In this sector, British Chamber members are winning some of the 5,000 MW of power granted to solar and wind power companies to supply to the grid. There are therefore opportunities available to companies who can supply into these important sectors, as well as second- and third-tier suppliers.
Education reform is also revolutionising this sector, with a new English National Strategy to dramatically improve the standard of English spoken in the country9. Given the time lags for these strategies to bear fruit, parents and executives also depend greatly on the private sector. In addition, there are plenty of opportunities in construction and infrastructure as well as healthcare, given the size of the country and its strong growth ambitions.
Accessing the Opportunity
The good news is that British products are well perceived in Mexico, that Mexicans are very friendly and easy to talk to, and value their relationships with business partners. This does mean that Brits need to build a relationship with their Mexican allies if they want to do business. A gentle approach is required and not a hard, up-front sales pitch. Many British companies choose to manage their business in Mexico through a local distributor.
Queues for the BP petrol station in Mexico City – the first international station and now third-best selling in the country
Mexico ranks top in Latin America for ‘Ease of Doing Business’ according to the World Bank It is important that British companies are fair and appreciative of their distributor. Finding a distributor can be difficult and there is plenty of competition from other international companies in the Mexican market. This means that British companies need to consider carefully the price sensitivity of their products. The current offer in the Mexican market may make price competition extremely challenging. At the beginning stages, identifying appropriate partners and establishing contact can be difficult. Emails can be ignored completely and it can be hard to reach the right person by phone, although often this is necessary to secure a meeting. Establishing a meeting in person is often the only opportunity for real feedback and discussion of your product and so ensuring this meeting goes well is essential. This means dressing appropriately, using the correct title of the person you are meeting with and preparing adequately.
World Bank http://www.worldbank.org/en/country/mexico/overview https://www.forbes.com.mx/mexico-reino-unido-buscan-acuerdo-pos-brexit/ Forbes https://www.forbes.com.mx/comercio-mexico-estados-unidos-no-disminuira-comce/ 4 http://www.reuters.com/article/us-mexico-economy-idUSKBN18I1RQ 5 https://www.bloomberg.com/news/articles/2017-01-03/ford-cancels-1-6-billion-mexico-plant-after-trump-s-criticism 1 2 3
While most Mexicans make an effort to be punctual, traffic and other factors may mean this is not always possible. It is therefore important to be patient and to try not to seem annoyed if the person you are meeting with arrives up to an hour late! However, you still need to remember that not all Mexicans are unpunctual and so planning enough time and factoring in heavy traffic is key to making the right impression. To secure business from any meetings, companies need to be persistent with follow up and patient when awaiting responses. The British Chamber of Commerce can help you in establishing contact with potential partners and clients. Discussing your options and readiness to export to this market with Liverpool & Sefton Chambers of Commerce is a good first step. While Mexico ranks well in terms of ease of doing business, it is not usually advisable for first time exporters. Liverpool & Sefton
BMW remain committed to its Mexican plant in San Luis Potosí
Chambers of Commerce can also put you in touch with the British Chamber in Mexico (BritChaM) who can support you on the ground. BritChaM can provide advice and guidance on your sector in Mexico, help you find appropriate suppliers and make first introductions so you can get your foot in the door. Given the outstanding opportunities available in Mexico and the support available, there has never been a better time to explore what could be in store for you.
Are you compliant?
A data protection bill is currently winding its way through Parliament. It incorporates the EU’s General Data Protection Regulation (GDPR) and will replace the current Data Protection Act which was enacted when cyberattacks were little more than science fiction! ith just eight months to go W organisations should ensure that they will to comply
with what will be the known as the Data Protection Act 2018. One key area that needs consideration is how to ensure against the accidental loss, theft or misuse of personal data. Data controllers must employ “appropriate technical and organisational measures to ensure the level of security appropriate to the risk”. Taking appropriate measures should be done in five clear steps.
Step 1 - Create an Information Security Culture A top down approach must reinforce the importance of data security and explain the consequences of security failures.
Staff and contractors must understand the requirements of data protection laws – for example the new right for data subjects have ‘to be forgotten’. Every organisation should communicate its controls for the deletion and disposal of obsolete data.
Step 2 - Mapping the data processes To prevent the loss, theft or misuse of personal data there are many elements and all should be considered – for example: • Touchpoints – who comes into contact with data • Who has the authority to delete it • Retention periods • The format it is held in; and, • How is data physically destroyed.
Step 3 - Develop Clear Policies
Organisation need to understand the requirements of the law.
Clear guidelines should be developed to mirror the needs of the data subjects.
It is important that policy statements state what standards and controls will be set to keep data safe. Step 4 - Develop Best Practice
An easy to follow guide for staff (and data processors) should detail exactly how data deletion and erasure should be performed.
Clear boundaries should be defined and a chain of custody process should ensure deletion and destruction of data is followed.
Step 5 - Enact your Policies Communicate the policy and guides to all staff and interested parties. Audit your data processors to sufficient competence is contractually binding. Test and train employees to ensure they have sufficient technical skills and knowledge. These processes need to be enforced and incorporated into disciplinary procedures. The above steps are to ensure compliance with GDPR but above all if you keep in the right side of the law you will also help ensure your business information is safe and your competitive advantage protected! Tom Gilruth is a Director of Topwood Ltd - experts in the secure destruction of sensitive information.
he entertainment venue has T unveiled a new mezzanine floor inside the arena concourse
which has been transformed into a stunning hospitality space with spectacular views across the waterfront. Up to 150 guests can enjoy a range of premium drinks and a selection of dining options before, during and after arena shows. The Liverpool Collection Lounge includes many unique features designed by 442 Design. These include a striking wave-shaped light installation above the bar which takes inspiration from the River Mersey. Artwork featuring portraits of singers who have performed at the arena such as Katy Perry, Beyonce and Paul McCartney, painted by artist Peter Barber, adorns the walls of the toilet cubicles. A centrepiece installation of a white neon sign featuring Sgt Pepper lyrics lights up the back wall of the bar. Earlier this year, Echo Arena signed a three year naming rights and supply deal with Halewood Wines & Spirits and are selling a range of drinks from Halewood’s
premium quality spirits portfolio including Liverpool Gin and Liverpool Vodka. Ben Williams, commercial director of The ACC Liverpool Group, which includes Echo Arena, said: “The Liverpool Collection Lounge will enhance our range of hospitality offers at Echo Arena, particularly for visitors such as couples and small groups who wish to treat themselves. “The lounge offers magnificent views of the waterfront and a contemporary space for guests to relax, drink and dine in luxury surroundings before watching a concert, comedy or sporting event at our venue.” The new lounge is also available for private hire outside of event nights. Customers who have already bought tickets for Good Mourning Mrs Brown have the opportunity to upgrade their tickets and be one of the first people to experience The Liverpool Collection Lounge. Packages are also available for a range of forthcoming events including Celebrating Sgt Pepper: Live, Paloma Faith and Katy Perry.
Echo Arena Liverpool
unveils The Liverpool Collection Lounge
The Liverpool Collection Lounge – the new VIP bar at Echo Arena Liverpool – has opened its doors.
For more information go to: www.echoarena.com/theliverpoolcollectionlounge 43
Seize the day, the night and even the early morning
Our local Liverpool Wealth Management Team is ready to talk to you. Talk to us on 0800 376 7954, or search Barclays Wealth Management. Investments can fall or rise in value. You may get back less than you invest. Opportunities are made
Eligibility conditions apply. Barclays offers wealth and investment management products and services to its clients through Barclays Bank PLC and its subsidiary companies. Barclays Bank PLC is registered in England and authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority. Registered No. 1026167. Registered Office: 1 Churchill Place, London E14 5HP.
Liverpool Cultural Directory
In 2016, the Chamber worked with Liverpool City Council (Culture Liverpool), dot-art and Wordscapes to create the Liverpool Cultural Directory.
he directory provided a list T of services provided by arts organisations which could be
utilised by private sector businesses. We are updating our directory with some of the arts organisations who are members of the Chamber through a recurring feature in this magazine.
EMAIL: email@example.com WEB: dot-art.com PHONE: 0345 0176660 FACEBOOK: facebook.com/dotart TWITTER: @dotart dot-art has been bringing business and art together in the North West for over ten years. We offer easy access to locallysourced, affordable art to enhance offices and workplaces. We have won awards for what we do and our approach is unique. Our professional, comprehensive and flexible services mean you can buy, rent or commission art, creating a fantastic first impression, attracting and retaining staff and contributing to CSR objectives. We work on public, community and section 106 projects and also offer artist-led creative sessions for staff. Studies have repeatedly shown the benefits of art in the workplace for creating a happier and more productive workforce. In a 2013 report, 93.8% of respondents said art makes the workplace feel more welcoming; it also reinforces corporate identity and distinctiveness. We support and create employment for working artists and, by engaging with us, our clients also demonstrate their commitment to our local creative community. OFFERS: Interiors/arts consultancy | Venues | Youth Education Projects | Workshops | Training and Workshops | Retail/Art | Public Art | Film & TV
EMAIL: firstname.lastname@example.org WEB: biennial.com PHONE: 0151 709 7444 FACEBOOK: facebook.com/liverpoolbiennial TWITTER: @Biennial Liverpool Biennial is the UK Biennial of Contemporary Art. Taking place every two years, the Biennial is underpinned by a programme of research, education, residencies and commissions. We have commissioned 268 new artworks and presented work by 400 artists around the world, including 34 collaborative neighbourhood projects. We have a strong track-record of commissioning iconic public art, including Antony Gormley’s Another Place and Sir Peter Blake’s Everybody Razzle Dazzle. Liverpool Biennial works closely with our sponsors to ensure each enjoys a bespoke, real partnership, gaining visibility across the city and beyond. Liverpool Biennial 2014 won Tourism Marketing Campaign of the Year at the Liverpool City Region Tourism Awards 2015. Education is at the heart of our work, running through all aspects of our programme. This includes family workshops, free learning resources, partnerships with schools and a programme to train young people as mediators for the Liverpool Biennial exhibition. OFFERS: Interiors/arts consultancy | Venues | Social Inclusion | Youth Education projects | Workshop | Training and Workshops | Volunteering | Family Activities | Retail/Art | Public Art
The Comedy Trust
EMAIL: email@example.com WEB: thecomedytrust.com PHONE: 0151 702 5893 FACEBOOK: facebook.com/thecomedytrust TWITTER: @thecomedytrust Since 2002, The Comedy Trust has helped over 10,000 people to become healthier and happier. Our clients have included Barclays, United Utilities, 02 and schools and community groups across the North West.
Corporate clients have worked with us to improve confidence and public speaking skills with our diverse selection of humour-based workshops. Participants have also learned how they can use humour to build their personal resilience and deal with everyday challenges, plus help build a strong and engaged workforce. We’ve been featured in The Financial Times and recommended by the Sunday Times who said ‘This entertaining session is a must for those who wish to improve their public speaking.’ We provide free consultations on how we can help your business — please get in touch using the contact details above. OFFERS: Performance / Entertainment | Community Engagement | Youth Education Projects |Workshops | Staff engagement | Training and Workshops |Health and Wellbeing
EMAIL: firstname.lastname@example.org WEB: thebluecoat.org.uk PHONE: 0151 702 5324 FACEBOOK: facebook.com/thebluecoat TWITTER: @thebluecoat Bluecoat is Liverpool’s centre for the contemporary arts. 2017 marked the 300th anniversary of our Grade One listed building, which forms part of the UNESCO World Heritage site and is an impressive venue for any event. Our interior spaces combine historic features with contemporary details and we can supply a range of catering options tailored to your event, all prepared on site by our in-house chefs. Bluecoat hosts a year-round programme of high quality exhibitions, arts events and workshops and there are many opportunities for businesses to become involved in our various projects. These range from social inclusion projects, working with people who face barriers to involvement in the arts and society, to education projects and family activities. Please contact us to find out how your business can benefit from working with us.
If you’re interested in commissioning work from cultural organisations, these links, sources and tips will give you plenty of ideas.
The cost of decorating business premises is tax deductible, even extending to items like paintings or sculpture to animate areas which will be seen by customers and the public. You’ll need to make a business case for the expenditure, but the scope exists to support cultural organisations in a cost effective, tax efficient way. The Arts Council initiative Own Art can support affordable and easy art buying with a ten month interest free loan, allowing you to spread the cost of your purchase over that period. They also offer advice on commissioning your own unique art, which you’ll find at ownart.org.uk.
The Cultural Commissioning Programme looks at how art and culture can be better commissioned to make sure that people and communities see better outcomes. New Start magazine looks at the phenomenon - and its new approaches, outcomes and evaluation - at https://newstartmag.co.uk/. KnowHow NonProfit is also a great source of advice on commissioning and evaluation. You’ll find more resources here: https://knowhownonprofit.org/
While many grant sources from the public sector have dwindled in recent years, there are still a number of organisations in the local area that support grant-giving. Many have different criteria and support a variety of areas, but you’ll find plenty of good advice from the following organisations… • cfmerseyside.org.uk • https://gulbenkian.pt/uk-branch/ • http://www.phf.org.uk/
Of course, there’s a business case for sponsoring the arts. Arts & Business (now based in Business in the Community) has forged links between the sectors for over 35 years. It’s also collecting data on the reach of private sector support for culture during that time. You can read its wide-ranging study, valuing business investment in the arts at £134.2 million, at https://artsandbusiness.bitc.org. uk/arts-culture-programme.
Health & Wellbeing
By creating clarity of purpose for your people, you enable them with the mindset (attitude, determination, will), the skillset (technical or soft skills) and the toolset (tools to do their job) to truly unlock their potential.
How to build
a happy, healthy team T
According to charity Action for Happiness (actionforhappiness.org), people who are happy at work tend to enjoy life more and have better health, stronger relationships and a greater sense of purpose.
hey also have a hugely positive impact on the organisations they work for – evidence shows that happier staff are more productive, creative and committed. Happiness at work is a joint effort between the business and the individual. So what can you do as a business to create happy and healthy teams? We’ve asked four experts for their top tips…
Use positive psychology to make your employees happy
Positive psychology is much more than ‘positive thinking’. If everyone in your organisation gets it, that translates into a thriving workplace and ‘wowza’ customer experiences. 1. Encourage staff to go way beyond SMART objectives. Encourage HUGGs (huge unbelievably great goals), exciting things that are on the edges of achievability. Goals that are worth getting out of bed for. 2. Strengths: uncovering people’s strengths and then finding ways for them to use their strengths every day. Simple? Yup. Are more organisations doing it? Nope. 3. Positive communication ratio of 6:1. If I was a fly on the wall in your office and could hear 6 positives for every whinge, I’d be fairly sure that your team is rocking and rolling. If it dips below 2:1, the energy will be leaking. If your communication dips the other way (i.e. there are more negatives than positives), I’d be worried. 4. Recruit and promote positive people – put them in key roles where they encounter a lot of staff and customers. This maximizes the ripple effect.
5. It starts with leadership. Your leaders are the most influential people in the organisation, and the most emotionally contagious. Positive leaders are not nice to have, they’re a must have! Your leadership team has to be role modelling the desired attitudes and behaviours. 6. Purpose is key. If people have a clear and compelling reason to come to work, they will arrive with a spring in their step. Find (or remind them of) their ‘why?’ 7. Care. And I mean genuinely care. Chances are that if your people can respond affirmatively to ‘someone at work seems to care about me as a person’, they will turn up with a positive attitude. Andy Cope is a happiness expert and co-author of The Little Book of Emotional Intelligence: How to Flourish in a Crazy World. Take a look at www.artofbrilliance.co.uk.
Create clarity of purpose Royston Guest
One of the keys to unlocking a motivational environment is to understand people’s personal goals and how being successful at work can be an enabler to help them realise these. The moment we create the bridge in their mind – the link between their personal goals, business goals and what they do daily during work – self-motivation kicks in. This is the defining moment a person changes from someone with a job to someone with a purpose. By creating clarity of purpose for your people, you enable them with the mindset (attitude, determination, will), the skillset (technical or soft skills) and the toolset (tools to do their job) to truly unlock their potential. Which means delivering excellence
within their role, fuelling their inner self worth, igniting their selfmotivation, building their confidence and ultimately boosting their happiness and wellbeing. When you understand that your people’s happiness is not a luxury, it’s the energy source powering their performance, you acknowledge their emotional wellbeing on an equal footing to their physical wellbeing. When it’s low, their performance is low, which has both short and long-term impact on the business for which they work. Businesses and organisations miss this shift at their peril. CEO of Pti-Worldwide, a business growth consultancy specialising in unlocking people potential, Royston Guest is author of Built to Grow: How to deliver accelerated, sustained and profitable business growth.
Allow people to be themselves Stephen Frost
Happy teams are usually built, not naturally occurring. If you are leading a team, here are three things you can do. 1) Understand that people perform better when they can be themselves. People are happier when they can bring their whole self to work, rather than covering up who they really are. They’ll be more productive because they spend time on the job rather than worrying about hiding aspects of their identity, whether it’s picking the kids up from school or discussing how they voted on Brexit. 2) Lead by example. If you tell someone to do it they may do it, but potentially under duress. If you show the kind of behaviour you’re seeking, you will get more respect and the change is more likely to be sustained.
Health & Wellbeing
For example, be honest about when you’re feeling low. Be human. 3) Initiate small changes. Ask people for feedback. Rotate the chair in meetings to give others opportunity. Structure meetings to allow introverts a platform. Say ‘thank you’. Change starts with leaders who role model the kind of behaviour they wish to see. Founder of Frost Included, a consultancy helping people understand diversity and inclusion, Stephen Frost is author of Inclusive Talent Management – How business can thrive in an age of diversity. www.frostincluded.com
Listen for the laughter Campbell Macpherson
Frequent laughter is the tell-tale sign of a happy and healthy team. Find the emotional triggers. The problem with teams is that they’re full of messy humans. They’re not logical. They contradict themselves, they’re inconsistent. And worst of all – they’re emotional. As managers, this is precisely what we need to harness, because emotions are four times stronger as a motivator than logic. And the most powerful source of emotional motivation is a person’s manager. Hire attitude over experience and constantly work to help your people adopt a positive and constructive attitude. Give them clarity. They need to be clear about what they are trying to achieve and, more importantly, why. They need to know what success looks like – personally and for the team. Genuinely engage with them to establish shared objectives. Genuine collaboration. Encourage a team culture of collaboration. Reward people when they display the collaborative behaviours you need – recognition is often a far more powerful and longer lasting reward than money. Don’t ignore personal accountability. People need to be free to make mistakes and learn from them; but everyone must know what their role is and what they need to do to be successful. Leadership not dictatorship. Great team leaders genuinely care about their people and are confident enough to be themselves. Listen. Great leaders don’t have to ‘tell’ all the time. They listen. Business adviser and speaker Campbell Macpherson is CEO of Change & Strategy International: www.changeandstrategy.com. He is author of The Change Catalyst: Secrets to Successful and Sustainable Business Change.
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.
Paul Cherpeau Chief Executive email@example.com
Jon Cranston Director of Finance firstname.lastname@example.org
Helen Gibbons Accounts Manager email@example.com
Julie Sankey International Trade Executive firstname.lastname@example.org
Ian Bulmer Programmes & Policy Manager email@example.com
Sarah Woolley Export Documentation Manager firstname.lastname@example.org
Heather Whitaker Export Documentation Analyst email@example.com
Lisa Noon Export Documentation Assistant firstname.lastname@example.org
Michelle Cameron Sustainable Business Advisor email@example.com
Chris Callaway Membership Manager firstname.lastname@example.org
Richard Smith Member Engagement Manager email@example.com
Jane Wardle Events Manager firstname.lastname@example.org
Zoe Bleasdale Marketing & Membership Executive email@example.com
Melissa Healy Office Manager firstname.lastname@example.org
Elena Enciso International Trade Executive
(Seconded to Dept for International Trade)
Contact Us : Tel: 0151 227 1234 | Email: email@example.com | firstname.lastname@example.org www.liverpoolchamber.org.uk | @Lpoolchamber 48
Welcome to our new Chamber Members Adepte Limited
Base Energy Services Ltd
07889 687531 www.adepte.co.uk
0151 933 0328 www.baseenergy.co.uk
0151 303 0116 www.belltelecoms.net
0845 490 2423 www.calsameday.co.uk
Caldway Homes (Liverpool) Ltd 07855 364529
0151 944 3700 www.cargill.com
Crookes Walker Consulting Limited 0151 600 5409 www.cwcon.co.uk
0151 228 0303 www.k3construction.co.uk 0151 709 5820 www.maray.co.uk
0151 489 6161 www.maxwellhodge.co.uk
07376 368989 www.newshammedia.com
Prasidium Consulting 0333 012 4509 www.prasidium.co.uk
Regency Factors PLC 0161 280 4117 www.regencyfactors.com
SIS (GB) Ltd (Health & Safety Training and Consultancy)
Dunham Dean Advisory 0151 285 3884
0151 236 9999 www.sishs.co.uk www.dunhamdeanadvisory.co.uk
Future Industrial Services
0151 203 3222 www.futureindustrial.com
Hillside High School 0151 525 2630 www.hillsidehigh.co.uk
ICL UK Agencies Ltd 0151 257 6731 www.icl-ltd.com
JCD Mortgage Solutions 07850 556423
Jon Davies Accountants Ltd
The Big Event Group 0151 525 8899 www.bigeventgroup.com
The Makeup People Ltd 0151 421 1234 www.pierrerene.co.uk
0151 703 0630 www.tomorrows-people.co.uk
07985 671974 www.ultimacontent.com
0151 728 8662 0151 665 0900 www.jondaviesaccountants.co.uk www.weareypg.com
New Markets & Export Growth Programme Helps SMEs Grow Globally New Members
The New Markets & Exports Growth Programme delivered by Liverpool & Sefton Chambers of Commerce continues to support businesses in the Liverpool City Region that are looking to start or grow their exports. Programme at a glance:
Who is this for? • Business new to exporting that need support to start • Experienced exporters, who need some help to enter unexplored markets Eligibility • The company is active and eager to grow; • Headquarters are in the Liverpool City Region • SME • B2B type of business • Not more than €250,000 public funding received in the last 3 years. What is offered? • Advice and guidance • Financial support of up to 35% of export growth costs (overseas trips, translation of export promotional material) For further information about the programme please contact Julie Sankey on 0151 224 1890 or at email@example.com
Case Studies Arab Health
With the help of a contribution from Liverpool and Sefton Chamber of Commerce, 3D LifePrints recently exhibited at Arab Health 2017, the 2nd largest medical conference in the world. 3D LifePrints were joined at the conference by surgeons from Alder Hey Children’s Hospital. 3D LifePrints is a medical 3D printing company that provides specialist 3D printing services to hospitals across Merseyside, and nationally. One of their services is the supply of realistic 3D printed anatomical models which are created from patient specific scan data. At Arab Health, surgeons from Alder Hey gave demonstrations of complex surgical procedures using 3D LifePrints’ 3D printed models. The procedures included: a craniotomy, a repair of a hole in the heart and the removal of a tumour from a kidney. Attendees were invited to learn and participate in the simulations. 3D LifePrints is able to print in a variety of materials including hard and flexible polymers, silicone, plaster and woodfill which mimic the texture and density of bone, and tissue. 3D printed anatomical models for surgical simulation are made to order, either from stock data or from patient specific scans and can include bespoke elements so a range of surgical skills can be assessed.
As well as using 3D printed models for surgical simulation, surgeons have been using 3D printed anatomical models for: 1. Planning prior to surgery 2. Reference in surgery (by sterilisation the model) 3. Training of junior doctors 4. To aid communication between a doctor and a patient As well as assisting the surgeon and therefore improving surgical outcomes, the right anatomical model can reduce surgical time and therefore save costs.
‘Deal With It’ ® Safety Culture Training Consultancy
The ‘Deal With It’ ® team are part of SOG Ltd (Site Operations Group), owners of The Heath Business and Technical Park in Runcorn. Through the Liverpool Chamber and the New Markets and Export Growth programme, we attended and presented at Virginia Occupational Health and Safety Conference at Convention Center in Hampton, Virginia in October 2016. The event was the first time we had exhibited with our new US East Coast partner Circle Safety (www.circlesafety.com) with the aim of generating new leads to deliver our ‘Employee Engagement’ program in the States. A training workshop based around Human Factors and how employees are the solution to health and safety issues, not the problem. The ‘Deal With It’® programme reduces accidents and builds positive safety cultures for companies and organisations worldwide. It’s not about behavioural based safety. The focus is on the environment and the organisational culture in which people work. ‘The safest companies are only as safe as the people within it’ We can influence someone’s belief system. However, we only change someone’s behaviour through emotion, not logic! The two day event has proved successful, as 10 companies have now engaged with Circle Safety and will be working with them in 2017. The support from Julia Sankey was superb and we would like to Thank Liverpool Chamber for their support.
5 Minutes with ...
Who are you?
Chris Dawson, Director 6th Door Ltd
Whatâ€™s your business all about?
Helping businesses across the UK drive sales and enjoy selling through tailored, inspiring and straight talking sales training and coaching.
Three words to describe yourself?
Raising two fantastic kids to adulthood.
Lack of toothpicks in restaurants because of 'health and safety'!
Tall, Northern, enthusiastic.
'The morning' - because some day you won't get one, so get up and get going; no one gets out of here alive!
Any organisation with a sales team of 5 or more members in the UK that is open to change and keen to increase their results.
Nothing happens until someone sells something (not my quote but definitely my rule).
Philosophy in Business?
Red or Blue?
Don't follow football.
Biggest tip for success?
Don't talk act - Work harder than your competition and keep things simple. A lot of businesses get caught up in the thick of thin things, business doesn't have to be complicated to succeed.
Published on Oct 16, 2017
Published on Oct 16, 2017
Liverpool and Sefton Chamber of Commerce Latest Local Business Issues, National Business News, Accountancy and Financial Management, Busine...