Well Connected Aug 26

Well

Connected Summer 2026

Official Magazine for Liverpool Chamber

ADVANCING TOGETHER New Local Skills Improvement Plan boosts employer leadership

INSIDE The City of Liverpool College & Kimpton strengthen 30-year partnership

Liverpool Chamber

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CONTENTS

inside 4 5

Message from CEO Liverpool Innovation & Impact Awards

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36 Enquiries Liverpool Chamber Suite G08 – G10, Cotton Exchange Building, Bixteth Street, Liverpool, L3 9LQ t: 0151 227 1234 e: membership@liverpoolchamber.org.uk w: www.liverpoolchamber.org.uk Publisher Benham Publishing Limited, Aintree Building, Aintree Way, Aintree Business Park, Liverpool L9 5AQ t: 0151 236 4141 e: admin@benhampublishing.com w: www.benhampublishing.com Published August 2026 © Benham Publishing Media No. 2183

Liverpool Chamber

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Economy

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Membership Update

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Digital Inclusion

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Local Skills Improvement Plan

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Member News

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Defence Investment Plan

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International Trade

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Cover feature

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Rethinking Collaboration

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Visitor Economy

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Workplace Wellbeing

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Skills

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Charity

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Events

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Staff Directory

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Leadership

41 42 Editorial Content Managers Jessica Sturgeon e: Jessica.Sturgeon@liverpoolchamber.org.uk Barry Gregory e: Barry.Gregory@liverpoolchamber.org.uk Advertising and Features Karen Hall t: 0151 236 4141 e: karen@benhampublishing.com Advertising Sales Catherine McCarthy e: catherine@benhampublishing.com

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 Chamber. Views expressed in publication are not necessarily those of Liverpool Chamber. Reprinting in whole or part is forbidden except by permission of the Editor. © 2026. 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.

Studio David Wright e: dave@benhampublishing.com

Liverpool Chamber

@LiverpoolChamber

@LiverpoolChamber

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ECONOMY

WELCOME FROM PAUL CHERPEAU,

CHIEF EXECUTIVE OF LIVERPOOL CHAMBER Welcome to the Summer 2026 edition of Well Connected magazine.

While uncertainty and instability appear to have become fundamental elements of the ‘new normal’, so too have the resilience and adaptability of businesses here in the Liverpool City Region, and across many other areas of the UK. This sentiment was underlined by the responses to our latest Quarterly Economic Survey, which showed that confidence remains low when it comes to longer term investment and recruitment decisions. It is clear that domestic taxation and labour costs continue to stymie businesses, while the practical and financial impact of turmoil overseas also remain a major worry.

However, we are also seeing countless examples of organisations finding opportunity in the fog of challenge and, through a host of engagements with overseas trade delegations and visitors, we have witnessed first-hand how a genuine spirit of engagement and strong exporting strategies can help businesses to achieve real growth.

As we pass the halfway point of 2026, in this edition we want to look forwards and focus on the pipelines of talent,

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development and investment which offer greater hope and optimism for our city region, both today and tomorrow.

Not every question or challenge can be answered immediately, but hopefully during the course of digesting this edition it becomes clear that there is room for optimism and that our strengths can carry us not only to a state of parity or survival, but to something much more rewarding for those who live, work and invest here.

There is, of course, the not-insignificant matter of another new incumbent at 10 Downing Street. Businesses will rightly be asking whether the arrival of Andy Burnham as Prime Minister signals a fresh conversation about the Labour government’s relationship with business and whether plans for further devolution can make a lasting positive impression on our regional economy.

Looking further ahead, we at the Chamber are very much looking forward to celebrating the many incredible organisations that have been nominated in our new Liverpool Innovation & Impact Awards. The number of nominations surpassed anything we could have expected - more than double those from the previous year’s awards - and I certainly don’t envy the panel of independent judges whose task

it is to choose a shortlist and winners across 12 categories.

We were delighted to welcome several new members to our team in recent months, led by our new Director of Membership Services, Ruth Wildhart.

As the Chamber continues to evolve its service to meet the changing needs of businesses, we are also on the lookout for experienced professionals to join our Board of Directors and help to shape that evolution. If you’d like more information, visit our website or drop a line to jon.cranston@liverpoolchamber. org.uk.

We are proud to be the largest and most representative business membership organisation in the Liverpool City Region, but that position can only endure if we continue to listen to our members and the wider business community, so please do continue to engage with us at events, via our social media channels or directly with the team. We want to hear from you.

As many of the articles in this edition attest, our true strength lies in our partnerships and collaboration, so I wish you and your teams well and hope to catch up with you in the near future.

Regards, Paul

LIVERPOOL INNOVATION & IMPACT AWARDS

RECORD NOMINATIONS FOR LIVERPOOL INNOVATION & IMPACT AWARDS

The Liverpool Innovation & Impact Awards, introduced for the first time this year, attracted a record number of entries.

Presented by Liverpool Chamber with support from premier partner BT Local Business, the awards recognise the organisations and individuals creating real economic, social and cultural impact across the city region, from bold start-ups to established leaders shaping the future.

A total of 307 nominations were received this year – more than double last year’s total - across 12 separate categories. All entries are reviewed by an independent panel of judges to create a shortlist in each category.

Winners will be revealed at a glittering ceremony on Thursday 22 October, attended by more than 400 business leaders and stakeholders from across the city region. The event will take place at Everton FC’s spectacular new Hill Dickinson Stadium, an iconic new

Liverpool Chamber

addition to Liverpool’s world-famous waterfront.

At the time of going to print, tickets are now available at www.liverpoolawards.com and demand is expected to be high. Tickets are priced at £150 + VAT for Liverpool Chamber members, or £1,250+VAT for a table of 10. For non-members, tickets are £175+VAT or £1,500 for a table of 10.

Aoibheann McCormack, events manager at Liverpool Chamber, said: “We have been overwhelmed by the interest in the Liverpool Innovation & Impact Awards, with a record number of nominations on behalf of businesses across the full range of sectors.

“The awards ceremony promises to be a wonderful celebration of the city region’s brightest and most successful organisations.”

Winners will be revealed at a glittering ceremony on Thursday 22 October, attended by more than 400 business leaders and stakeholders from across the city region.

The event will take place at Everton FC’s spectacular new Hill Dickinson Stadium, an iconic new addition to Liverpool’s worldfamous waterfront.

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ECONOMY

BUSINESS INVESTMENT PLANS HIT POST-PANDEMIC LOW The proportion of firms planning to increase investment has fallen to its lowest level since the pandemic, according to the latest British Chambers of Commerce (BCC) Quarterly Economic Survey.

The UK’s largest independent business sentiment survey found just 17% of responding firms plan to increase investment in plant, machinery or equipment over the next three months, down from 21% in the previous quarter, while 26% said they plan to cut back on investment and the remainder expecting no change.

Geopolitical uncertainty and punitive policies at home have created an almost instinctive aversion to risk among many business owners, who will need to see a clear path of future growth and fewer barriers to trade before they will consider making investment decisions.”

Business confidence has also slipped, with 44% expecting improved turnover in the next 12 months, down from 49% in Q1, and 23% expecting it to decline. Less than a third (29%) reported increased sales over the previous quarter, while a similar number reported a decrease.

Concerns around inflation rose to nearly two thirds of businesses (66%), up significantly from 50% in Q1, with almost twice as many respondents citing fuel costs as a key pressure compared to the previous quarter, in light of the conflict in Iran. Labour costs remain the greatest price pressure, cited by 70% of responding businesses and felt most acutely by firms in the construction and engineering sectors.

The survey was carried out by the BCC Insights Unit and the UK-wide Chamber Network, with the fieldwork conducted between 11 May and 8 June. Over 4,700 businesses across the UK (92% SMEs) responded online.

Retail and hospitality continue to be the sectors under most pressure. Just 31% of hospitality firms said they expect increased turnover, while 33% expect a decrease. Feedback from retailers was only slightly more positive, at 36% and 32% respectively.

Paul Cherpeau, chief executive of Liverpool Chamber, said: “The cost of doing business remains high and sales growth is slow, and this is understandably having a negative impact on the confidence and investment intentions of many firms here in the Liverpool City Region.

“Not for the first time, we see retail and hospitality - two crucial sectors in our local economy - bearing the greatest brunt of those headwinds, while we know

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from our conversations with members in construction and engineering that they are especially feeling the burden of higher labour costs, which in turn is depressing their ability to offer apprenticeships or hire young people.

“Geopolitical uncertainty and punitive policies at home have created an almost instinctive aversion to risk among many business owners, who will need to see a clear path of future growth and fewer barriers to trade before they will consider making investment decisions.

“That’s the task at hand for the government - and the new Prime Minister - moving forward. They must cut red tape, reduce the tax burden, and deliver policies that incentivise, rather than stymie, ambition.”

What businesses in the Liverpool City Region said: “The Iran war has had a huge impact on business confidence and our customers are postponing investments that they had planned to make. It has been the hardest quarter for us since the financial crash of 2008.”

“Despite having good rates of remuneration there is a severe shortage of skilled personnel available making recruitment and long-term expansion difficult. The business has taken on

apprentices as a long-term option but will only see the rewards in 2 to 3 years’ time, placing extra financial pressures in the short term. Due to the cost of living crisis, customers’ average spend is down. Increase in Business Rates and increases in NIC’s & wages contributing to additional pressures.”

“Our current operating environment is becoming increasingly challenging due to rising costs, growing demand for services and increasing expectations from clients.

Costs associated with staffing, software licensing, cybersecurity, insurance, utilities and compliance continues to rise year-on-year, placing pressure on operating margins. At the same time, we are committed to delivering value to our clients and have consciously absorbed many of these cost increases rather than passing them directly on.

Whilst this approach has helped maintain strong client relationships and supported organisations facing their own financial pressures, particularly within the charity and third sectors, it has resulted in increased pressure on profitability.”

“We are extremely busy with good long-term orders. We need to invest and grow. High taxation slows down the pace of recruitment and investment. New employment rules mean we are very careful in who we take on.”

ECONOMY

ECONOMIC FORECAST PREDICTS GROWTH TO REMAIN SUBDUED AS BUSINESS INVESTMENT IS HIT The latest British Chambers of Commerce (BCC) Economic Forecast suggests growth will remain subdued in 2026 and 2027, with youth employment continuing to rise.

• Exports are expected to fall by 0.2% this year, largely because of the Iran conflict, before moving back to growth of 1.3% next year.

As the reverberations of the Middle East conflict continue to be felt, the forecast is predicting weak business investment, higher inflation and falling exports.

David Bharier, deputy director economics and insights at the British Chambers of Commerce:

The forecast also suggests the level of young people not in work will reach almost 18% in 2027, as labour costs led by minimum wage increases and higher input costs leave margins squeezed.

• Unemployment is forecast to be 5.2% in 2026, with youth unemployment expected to hit 17.8% next year.

“While the UK economy has shown some welcome resilience this year, the expected headline growth figure of 0.9 per cent for 2026 masks underlying concerns.

• The Middle East conflict is a major economic drag, with business investment now expected to fall by 2.2% this year, before moving back to –0.1% in 2027.

“Half of Q1’s GDP gain came from firms building inventories against further supply disruptions – a sign of contingency planning not expansion. Business investment is expected to fall 2.2 per cent this year, reflecting what BCC surveys consistently show: most SMEs are not increasing investment.

• Inflation is forecast to peak at 3.8% by the end of 2026 before easing to 2.3% by Q4 2027.

“Much hinges on the course of the Middle East conflict. Inflation

• GDP in 2026 is expected to grow by 0.9% (compared with 1.0% in the previous forecast) then 1.0% in 2027, and 1.3% in 2028.

is likely to edge towards four per cent this year, but the Bank of England faces a different scenario compared with the 2022 crisis. Weaker growth, rising unemployment, and already restrictive monetary policy mean the Bank could seek to manage this without raising the interest rate and risking further damage.

“The UK is not in recession, but the economy remains trapped in a cycle where each recovery is interrupted before gaining traction, and firms go back on the defensive. With youth unemployment approaching 18 per cent by mid-2027, the UK risks weakening the skills pipeline it needs for the next economy.

“The long-term economic potential remains enormous. The UK has worldleading research institutions, rapid AI adoption and the third largest AI investment ecosystem globally. But realising that potential requires reducing the cost burden on firms, rewarding productive risk-taking, and positioning UK businesses to capture the opportunities that will drive future economic gain.”

NEW PM: INFLUENCING WHAT COMES NEXT As a member of Liverpool Chamber, your organisation is part of a national and international network of insight and influence.

Working alongside our colleagues at British Chambers of Commerce (BCC) and fellow Chambers across the UK, we have been lending the voice of business to the Government and ensuring the needs of business remain firmly on the agenda for our new Prime Minister and his senior team.

Ahead of Andy Burnham’s arrival, BCC submitted a transition note into No10, reiterating our place-based strengths and the role of Chambers as a natural partner for action. This approach reinforced calls to reduce the cost of doing business and the need for a Government that is more focused on growth and will continue to champion trade and skills as routes to good growth in every postcode. BCC has also met with new ministers and the Chancellor, John Healey.

Responding to Andy Burnham’s first speech as Prime Minister, Liverpool

Liverpool Chamber

Chamber chief executive Paul Cherpeau, said: “To have a new, Liverpool-born Prime Minister is clearly an important moment for the city region and Liverpool Chamber congratulates Andy Burnham on his appointment.

“In his welcome speech, he pledged stability and a 10-year plan, which are instinctively welcome notions for businesses who thrive on having longterm clarity and for whom uncertainty has unfortunately become the new normal. The regular feedback we receive from businesses highlights that a lack of confidence is holding them back and this simply must change.

“We now wait to hear firm policy details from the PM and his new team spelling out exactly how the government plans to put businesses at the heart of its economic

strategy by reducing the costs of doing business, boosting skills investment, reimagining public procurement processes and giving business owners the confidence they desperately need to plan ahead.

“We also urge members businesses to continue sharing their experiences and opinions with us and continue to influence the direction of regional and national policy.”

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MEMBERSHIP UPDATE

MEMBERSHIP UPDATE

Ruth Wildhart

Debbie Elliott-Brown

Membership Engagement Manager

Jake Wilson

Guy Evans

LIVERPOOL CHAMBER BOOSTS MEMBERSHIP TEAM WITH TRIO OF NEW ARRIVALS Liverpool Chamber has invested in the growth of its membership services offer with the recruitment of three strategic new hires.

Ruth Wildhart has joined the organisation as its new director of membership services, responsible for the leadership, delivery and development of the Chamber’s business and commercial services, including its events and marketing services.

Formerly CEO and founder of B-Corp certified Matchstick Creative, Ruth has served as a member of the Digital & Creative Board at LCR Growth Platform and remains deputy chair of the Liverpool City Region Combined Authority’s Business & Enterprise Board.

Jake Wilson has been appointed as business development manager, with a brief to develop the Chamber’s membership portfolio and commercial revenues. He arrives following three years in a similar role at Bootle-based print and production specialist Oriel Studios.

Jake is a member of the Future Impact Network of young professionals, run jointly by the Future Impact Board and Liverpool Chamber, and has also served as a parttime coach at Marine AFC in Crosby.

They are joined by Liverpool John Moores University graduate Guy Evans, who has been appointed as business engagement officer. His appointment follows a successful internship at GoodShip* agency, which is collaborating with Liverpool Chamber to deliver Navigate, a programme designed to nurture and engage Liverpool’s creative and tech founders.

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Speaking about the trio of new arrivals, Liverpool Chamber chief executive Paul Cherpeau said: “Our service offer to members is constantly evolving and it’s important that we have the right team in place with the vision and skills to help us to deliver.

“Ruth brings experience of business ownership and high-level strategic roles across the city region, and her experience will be invaluable in helping us to shape the next chapter of the Chamber’s engagement with member organisations.

Our service offer to members is constantly evolving and it’s important that we have the right team in place with the vision and skills to help us to deliver.”

“As our influence continues to grow and diversify, we are regularly welcoming new members, strategic partners and patrons.

“Jake’s experience can help to enhance our recruitment processes, supported by Guy and the rest of our membership services team to ensure members at all levels receive the highest standards of insight, care and support.”

Ruth Wildhart added: “It’s been clear to me from the beginning that the Chamber is keen to move in a new direction to ensure it is delivering value to its members at every level.

“My role is to challenge what’s come before and set a creative, innovative direction of travel. What got us here won’t get us to where we need to be, and I’m excited to be taking the Chamber and its membership base on this journey into its future.”

We also welcome Alex Leivesley, who has joined Liverpool Chamber as an export documentation assistant. We offer a wide range of trade support and export documentation services and Alex is a great addition to our team.

Images courtesy of Leon Britton Photography - www.leonbritton.com

MEMBERSHIP UPDATE

to our newest chamber members

WELCOMING OUR NEW STRATEGIC PARTNERS We have recently welcomed three new Strategic Partners, all of whom were previously standard Chamber members:

We are pleased to welcome our new members: Amanda Cerys Jones (Change advisory services) www.amandacerysjones.co.uk

Betsy Vaudrey Speech and Language Therapy www.facebook.com/BetsyVaudreySLT Boxpark Liverpool www.boxpark.co.uk/venues/liverpool Bramar Logistics www.bramarlogistics.com Calvey Restoration Ltd www.calveygroup.co.uk

Asset Lifecycle Solutions www.assetlifecycle.co.uk

Huyton Plumbing & Heating Ltd & BDM Northwest Ltd www.bdm-hph.co.uk iogate Limited (Secure cloud & platform engineering) www.iogate.co.uk Leadership Without Chaos www.leadershipwithoutchaos.com Niki Saunders Coaching www.nikisaunderscoaching.com

DSG Chartered Accountants www.dsg.co.uk

OB Skips and Recycling Ltd www.obskips.co.uk One May Studio www.onemay.co.uk Rapid Technologies www.rapid.co.uk Stack Media www.stackmedia.uk

Love2Shop www.business.love2shop.co.uk

The Hive Youth Zone www.thehiveyouthzone.org We Are Umi www.umigetfunding.co.uk

Not a member of Liverpool Chamber?

Join today and get access to a range of events including networking coffee mornings, high level networking, business briefings and much more.

Email membership@liverpoolchamber.org.uk or call 0151 227 1234

Liverpool Chamber

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MEMBER NEWS

DIGITAL INCLUSION: THE ECONOMIC ISSUE WE KEEP TREATING AS A SOCIAL ONE

by Amanda Martins Director, MICT LTD amanda@mictgold.com

The Liverpool City Region is good at celebrating wins. New developments, inward investment, ambitious growth plans.

And rightly so. But there’s a contradiction sitting at the heart of those conversations that we don’t talk about nearly enough.

We talk about creating jobs, building

skills and growing a modern economy.

Meanwhile, thousands of people across the region still don’t have the digital access or confidence to take part in any of it.

The future of the Liverpool City Region won’t be defined solely by the investment we attract or the buildings we construct. It will be defined by how many people are equipped to benefit from it.

At MICT, we work with businesses, charities and community organisations day in, day out. We see children trying to complete schoolwork without the right devices. Adults missing out on training because they don’t have basic digital skills. Community organisations delivering vital services on equipment that should have been replaced years ago, but the funding just isn’t there.

And we keep having conversations where digital exclusion gets filed under “social issues”, as though it’s somehow separate from the economy.

It isn’t. Every person who can’t engage with technology is a potential employee, volunteer, learner or entrepreneur whose contribution is being cut short. Every organisation running on outdated equipment is less productive, less resilient and less capable of delivering impact.

That’s not a social problem. That’s an economic one.

Businesses tell us all the time they can’t find people with the skills they need.

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At the same time, community organisations are out there helping people develop exactly those skills, often with limited resources and very little recognition. The gap between those two worlds is bigger than it should be.

The good news is we know what works.

Devices, connectivity, practical training and genuine partnerships between businesses and community organisations.

None of this is complicated. The challenge isn’t knowing what to do. It’s deciding it matters enough to actually do it.

If we want a stronger economy, a larger talent pool and more resilient communities, digital inclusion cannot remain a side conversation. It has to become part of our economic strategy.

The future of the Liverpool City Region won’t be defined solely by the investment we attract or the buildings we construct.

It will be defined by how many people are equipped to benefit from it.

Because growth means very little if too many people can’t access it. mictgold.com

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People First.

People don’t resist change. They resist feeling that “change is being done to them rather than with them.”

A

fter more than 30 years helping organisations navigate change around the world, I’ve found that to be true time and again.

Successful change happens when people understand why it matters, feel involved in shaping it, and believe they have a meaningful role in making it happen.

I’ve seen it in global organisations with tens of thousands of employees. I’ve seen it in teams of fewer than 50 people. And I’ve seen it in individuals deciding what they want the next chapter of their lives to look like.

People only choose to change when the pull of the future becomes stronger than the comfort of the present.

Earlier this year, I found myself navigating a significant change of my own. After spending the last two decades living and working in the United States, I returned home to the region where my journey began—born in Liverpool and brought up on the Wirral—to launch my own independent practice.

Too often, organisations devote enormous effort to designing the future while giving far less attention to the people responsible for bringing that future to life. Understanding the impact of change is only the beginning. The real challenge is helping people adopt new ways of working—and ensuring those changes last.

Over the course of my career, I’ve worked both as a consultant and in senior in-house leadership roles, leading more than 20 global transformation programmes across multiple sectors, including serving as the Global Head of Change for a $10bn organisation operating across 120 countries.

One recent programme involved redesigning the customer experience for a £6bn global consumer brand. On the surface, it was about structures and processes. In reality, it was about helping people think differently about the experience they wanted every customer to have—and the role they each played in delivering it.

Those experiences have taught me that organisations rarely struggle because they lack strategy. They also rarely struggle because they lack talented people.

They struggle because strategy and talent, on their own, aren’t enough.

The same principle applies in my coaching work.

I’m currently working with an HR leader who, after a successful 30-year career, has reached a different stage of life. Rather than asking, “What’s my next job?”, she’s asking, “What do I want the next chapter of my life to look like?” Together, we’re exploring her values, strengths and aspirations to create a future that’s intentional rather than accidental.

Although much of my career has been international—working in the US and across Europe—I’m excited to be back home, helping organisations and individuals navigate complex change with clarity, confidence and purpose.

Whether you’re leading a business, looking to take a step back from a business you’ve grown, preparing for the next stage of your organisation’s journey or considering the next chapter of your own career, one principle remains true.

People first. Because lasting change is created with people, not done to them.

That’s where lasting change happens. Not in the project plan. But in people’s everyday decisions and behaviours.

Organisational Change Advisory

Personal Coaching

Helping organisations design and deliver change that sticks and results that matter.

Helping leaders and professionals understand what’s important to them and how to build a life and career that reflects it.

&

People first. Change that sticks. Results that matter. w

amandacerysjones.co.uk

in linkedin.com/in/amandacerysjones

e

amanda@amandacerysjones.co.uk

MEMBER NEWS

BEYOND THE DEAL: WHY THE BEST EXITS START YEARS BEFORE A SALE “What’s your exit strategy?”

It’s a question all business owners should be asking themselves, not just those who have made the decision to sell up. For leaving it late to draw up a viable exit plan can have material consequences and lead to less favourable outcomes. Think lower selling prices or delayed exits.

Plan early Planning early is the solution, but this can be easier said than done. Owners tend to be so focused on running their businesses that longer-term personal plans can be neglected. And because no two entrepreneurs are alike, there are no off-the-shelf plans to draw on when the time comes. Plans therefore depend on what matters most to the individual

but identifying what is important can be difficult. A good starting point is to answer the following questions: What would you like to accomplish?

Who matters most to you?

What legacy would you like to leave?

How much is enough?

By answering the above, business owners gain a clearer idea of what they want to get out of an exit. This helps inform the answer to another crucial question: how much is enough? Most business owners have a minimum price in mind, but three other factors are also key: Liquidity: What are the resources required to fund your desired lifestyle?

Longevity: What is the expected length of life post-sale?

BALANCING TECHNOLOGY AND HUMAN EXPERTISE IN A CHANGING BUSINESS LANDSCAPE

Legacy: What do you want to leave behind for your loved ones?

The calculations can be technical, essentially determining the net present value of future family spending, but the exercise helps provide clarity. So, whether you are thinking of selling your business or plan to keep going for a while longer, it’s time to ask yourself: “what’s my exit strategy?”

Colin Monton is Head of Client Development at Quilter Cheviot Colin leads the firm‑wide proposition supporting entrepreneurs and business owners as they scale, exit, and build lasting legacies, working closely with corporate finance professionals and direct clients to deliver strategic financial planning and investment solutions.

Alison Lobb, Managing Partner of Morecrofts Solicitors.

As we reach the mid-point of 2026, businesses across the Liverpool City Region are continuing to adapt to a rapidly evolving landscape, shaped increasingly by advances in technology, writes Alison Lobb, Managing Partner of Morecrofts Solicitors.

Artificial intelligence and digital tools are beginning to transform how organisations operate, including within the legal sector, presenting significant opportunities for growth. However, their true value lies not in replacing professional expertise, but in enhancing it.

At Morecrofts we are seeing first-hand how technology, including AI, can support our teams. By streamlining routine tasks and improving access to information, it allows professionals to focus more time on what matters most - providing clear advice, exercising judgement and building trusted relationships.

This shift also has important implications for skills and training. The next generation of professionals must be equipped not only with technical knowledge, but also with the ability to work confidently alongside emerging technologies. Developing digital capability is essential, but it must

Liverpool Chamber

be balanced with the critical thinking, communication and ethical awareness that remain at the heart of effective professional services.

While innovation is driving progress, there is a clear need to maintain the human element. Clients continue to value experience, empathy and tailored advice, particularly in complex or sensitive matters.

Technology can’t replace the nuance and understanding that come from years of professional expertise.

As businesses across the Liverpool City Region continue to invest and grow, those that succeed will be those that strike the right balance - embracing innovation while retaining a strong focus on people.

By combining technology with human insight, the region is well placed to build confidence, develop skills and support sustainable growth.

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SKILLS

CHAMBERS OF COMMERCE WELCOME EXTENSION OF LOCAL SKILLS IMPROVEMENT PLAN Chambers of Commerce across Liverpool City Region have welcomed the government’s decision to extend a pioneering business-led skills scheme for another three years.

Local Skills Improvement Plans (LSIPs) have been running for four years and have engaged thousands of people and employers in the training and education needs of businesses. They bring together employers, education providers and other stakeholders in their area to identify the skills required to support local economies.

The LSIP for Liverpool City Region is convened by Chambers of Commerce in Halton, Knowsley and Wirral, and led by Liverpool Chamber, which incorporates Sefton and St Helens, in conjunction with Liverpool City Region Combined Authority. Together, they launched the Liverpool City Region LSIP 2026-29 at a special event welcoming employers and training and education providers from across the area.

The latest plan reflects employer insight into the city region’s priority economic sectors, skills challenges and job market.

It also outlines how designated employer representative bodies and strategic authorities, who developed the plan with support from Skills England, will work with

education providers and other partners, such as Job Centres, to ensure training meets local businesses’ needs and to tackle issues like youth unemployment.

More than 51,000 Liverpool City Region businesses were contacted via electronic communications, leading to 1,618 active engagements with businesses and 635 ‘deep dive’ interviews and analyses.

A strong theme among responding employers was the need for greater access to skilled talent and the desire for more job-ready recruits. Training pathways were also commonly highlighted, with employers seeking easier access to workforce development opportunities and the ability to offer clearer progression routes for existing employees. Digital and AI capability is also a growing priority.

LSIP 2026-29 identifies these key areas of concern and lays out six priority actions to tackle those employer challenges. It also includes a clear call to action for employers to shape the future workforce they want to see by becoming an LCR Industry Skills Champion and helping to influence training priorities and future skills provision across the Liverpool City Region and ensure they reflect the realities of modern business.

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Jane Clappison, LSIP employer engagement & project coordinator at Liverpool Chamber, said: “As a collective, we have been working closely with employers and educators across the city region for many months and the government’s decision to extend LSIPs for three more years means that collaboration can continue to provide the training that young people need for the jobs of tomorrow.

“The driving force behind LSIPs is to deliver meaningful change for both employers and local communities. We can only do this through closer ties with colleges and universities so that teachers understand the various growth areas in the Liverpool City Region and know how to adapt their curricula and signpost their students towards those careers.”

The LCR LSIP launch event was held at Bruntwood’s Cotton Exchange building in Liverpool and was hosted by Dr Kate Webb, who has led on drafting the latest report on behalf of the convening partners.

Speaking at the event, Andy Dockerty, founder and director at Adlib, said: “While we have seen success through initiatives such as the Skills Bootcamp and school engagement in Knowsley, there remains a

Event images courtesy of Leon Britton Photography - www.leonbritton.com

SKILLS

INCLUSIVE BY DESIGN: WHY ACCESSIBILITY WILL SHAPE THE FUTURE OF EVENTS IN LIVERPOOL CITY REGION

large gap between the needs of industry and the delivery and funding of training.

It is impossible for education to look forward while it is fighting simply to stay where it is.

“We would urge policymakers to review how funding is delivered to education and have a greater focus on outcomes.

There are too many irrelevant degrees.

Business sectors have evolved rapidly and there are many roles available not covered by education. These roles require technical ability, passion, professionalism and personality and helping young people to develop their personalities and soft skills is key for their development and opportunities.

Some of these needs are expressed through the latest LSIP Report and we look forward to sharing our insights and experience throughout the process.”

Cllr Marion Atkinson, Leader of Sefton Council and Liverpool City Region Combined Authority Cabinet Member for Skills and Employment, said: “Our City Region has real challenges but also huge economic strengths and if we are to maximise those, businesses need the confidence to invest in the future. In the past, skills have been treated separately from economic growth, but this LSIP is distinctly different, as it is clearly aligned with our economic growth priorities.

“This latest plan represents an effective partnership where the Combined Authority provides strategic leadership and investment, the Chambers of Commerce offer the voice of business, and our colleges and education providers provide the perspective of students and delivery. No single organisation has all of the answers but, by working together, we can ensure the LSIP creates positive outcomes for our residents.” https:/ /www.liverpoolchamber.org.uk/ local-skills-improvement-plan/

Liverpool Chamber

Liverpool City Region has built a strong reputation for hosting world-class conferences, exhibitions and business events.

As investment grows and more national and international events arrive, one factor is becoming increasingly important in defining success, and that is accessibility.

Today’s delegates expect more than impressive venues and engaging content. They expect environments where everyone can participate equally, regardless of mobility, hearing, language or individual needs through high-quality event design.

This presents a real opportunity for Liverpool City Region to strengthen its position as one of the UK’s leading destinations for business events, by placing inclusivity at the heart of the visitor experience, For Liverpool technical production specialists MSP, this approach is embedded in the planning process.

Accessible staging with integrated ramps, multi-height lecterns, hearing loop technology, facilities for British Sign Language (BSL) interpreters, simultaneous translation and carefully considered sightlines all help remove barriers.

Often these elements go unnoticed by those who don’t need them and that’s exactly the point. When accessibility is

designed in from the outset, it becomes a seamless part of the experience rather than an obvious addition.

The impact can be significant. Following the VisitEngland Awards for Excellence, for which MSP was the production partner, the client commented: “A real moment of pride for our CEO and Chairman was the accessibility of the staging and the ease in which all our finalists and presenters were able to move so freely through the awards process.”

This feedback highlights how thoughtful design can elevate an event for everyone involved.

As Liverpool City Region continues to grow and welcome diverse audiences, accessibility should be seen not as an extra, but as a competitive advantage, helping ensure the region remains a forward-looking destination for business events.

15

MEMBER NEWS

HOW BRUNTWOOD SCITECH IS BUILDING A THRIVING LIVERPOOL COMMUNITY Bruntwood SciTech has been a familiar presence in the Liverpool business community for more than two decades.

As long-time owners and operators of landmark city centre buildings such as The Plaza and Cotton Exchange, the company has earned an enviable reputation for its commitment to continuous investment and innovation.

A joint venture between Bruntwood, Legal & General and Greater Manchester Pension Fund, Bruntwood SciTech has a UK-wide portfolio of innovation hubs and campuses, supporting a community of more than 1,450 science, tech and innovation-led businesses.

Its £4.3m investment across its Liverpool portfolio continues at pace and currently includes the creation of a gym at The Plaza, adding to the building’s impressive array of ground floor assets, which already includes highly-acclaimed restaurant Nord, the everpopular Bold Street Coffee, a fitness studio, bike storage and showers.

This investment and attention to evolving customer needs has fuelled soaring levels of demand at the 352,000 sq ft building, which is now 97 per cent occupied following the arrival of new customers including leading family-owned food and agriculture business, The Billington Group, professional services firm, KPMG and wealth management and investment company, Hoxton Wealth.

As Sam Birtwistle, Associate Director Commercial for Liverpool, says: “These latest lettings demonstrate the breadth of demand we’re seeing at The Plaza, from global professional services firms to established regional businesses, all choosing the building for the quality, location and environment it offers their teams.

“As we continue to invest in the building, including the introduction of new amenities like the ground floor gym, we’re focused on ensuring The Plaza is a place where

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businesses and their people can thrive.

We want to create an environment where people want to work and one that supports wellbeing, encourages collaboration and helps teams to be more productive and balanced day to day.”

Underpinning this success and financial investment in spaces is Bruntwood SciTech’s wider commitment to people - its customers, staff and neighbours. Its dedicated team goes to great lengths to create and maintain a year-round sense of community in and around each of its physical spaces.

Through a diverse and inclusive programme of events, experiences and opportunities to connect, Bruntwood SciTech customers are actively encouraged to feel part of something bigger, giving them more reasons to love where they work. This programme spans a wide range of activities, from regular yoga and pilates classes and breakfast gatherings to live lounge lunches, fundraising quizzes, and theatre and restaurant visits.

One of the most visible examples of Bruntwood SciTech’s community engagement activity is the annual Mersey Makers Market which takes place each Spring in St Paul’s Square. Celebrating the city’s vibrant community of local makers, creatives and independent businesses, the market transforms the space into a lively, free-to-attend event, bringing together creativity, community and collaboration.

Mersey Makers Market was created by Bruntwood SciTech as a platform to spotlight Liverpool’s rich creative scene, and that focus remains at the heart of the event. Delivered in collaboration with CBRE, the event harnesses a shared commitment to supporting local talent and

creating opportunities for businesses and communities to connect.

Visitors to this year’s event enjoyed a carefully curated mix of up 20 independent traders showcasing everything from handcrafted goods and original artwork to artisan food and drink, accompanied by live music performances. The market brought together a vibrant mix of talent shaping Liverpool today and was a great opportunity to discover the people and stories behind the products in a relaxed setting, while supporting the city’s growing network of makers and creatives, meeting like-minded people and enjoying the energy of the city.

The success of this event and many others reflects the thriving community around The Plaza and Cotton Exchange, as part of Bruntwood SciTech’s wider ambition to create spaces where innovation and creativity can thrive. Its Liverpool community programme has a net promoter score of 94, which is rated as ‘outstanding’, while a customer satisfaction survey of its Liverpool portfolio returned a score of 4.9 out of 5.

Kate Heathcote, community engagement manager at Bruntwood SciTech in Liverpool, says: “We believe that great workspaces are about more than just offices and that this approach really sets us apart from other operators. We have a packed programme, with something for every taste, and we are always looking for new ways to bring people together.

“Whether it’s Meet Your Neighbour mornings, social events or monthly competitions to win VIP tickets to music events via our app, our focus is on wellbeing and making sure that our customers enjoy coming to work each day.”

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We are Specialists in heritage, architectural and interpretive signage. With experience working on listed buildings, conservation projects and public spaces and an understanding of historical accuracy and sympathetic design.

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We can assist with: • Artwork preparation • Design advice • Material selection • Proofs before manufacture • Technical guidance

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Liverpool Chamber

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17

SKILLS

“SKILLS FIRST, EVERYTHING ELSE FOLLOWS” transfer. It’s making sure the experience built up over a long career doesn’t simply walk out of the door when our most senior people retire.

by Sean Keyes Chief Executive, Sutcliffe

The engineering profession is aging.

Across the country, a significant share of the workforce is approaching retirement just as demand for housing and infrastructure climbs. To my mind that’s the biggest single risk to the region’s growth ambitions, and it isn’t one that investment alone can solve.

I’ve no quarrel with the case for drawing fresh talent into the region. The harder question, however, is what happens once they’re here. After four decades in this industry, I’ve come to think the real task isn’t recruitment at all. It’s knowledge

That’s why, as we build on our forty years celebrations last year, Sutcliffe was founded in Liverpool in 1985, we’ve committed to train forty new engineers over the next decade. It’s a deliberate continuation of how this firm has always worked. A good number of the people now leading our most complex projects started with us as apprentices and graduates, and they’re the ones passing on what they know.

We can’t do this alone, and we don’t try to. Our work with City of Liverpool College and Liverpool John Moores

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Whilst there’s plenty of optimism about the Liverpool City Region’s pipeline, the question I keep returning to isn’t whether we’ll win the work.

It’s whether we’ll have the people to do it.

University gives young people a route into the profession that doesn’t depend on taking on enormous debt. Employer led training of this sort, the kind the Local Skills Improvement Plan exists to encourage, is where I believe the region can genuinely lead.

Investment, deals and market confidence all matter. None of it gets built, though, without the engineers to deliver it. Get the skills pipeline right, and the rest becomes possible.

Sean Keyes, CEO Sutcliffe Civil & Structural Engineering and Building Surveying - Building on 40 years of growing future engineers. www.sutcliffe.co.uk/careers/

Class of 26 Apprentice intake L-R: Kristian Walker, Eva Johnson, Josh Geoghegan and Matthew Blackburn with Sean Keyes

ADVERTORIAL

THE DEFENCE INVESTMENT PLAN IS HERE, NOW LET’S GET THE NORTH DELIVERING ON IT

By Thierry Delange, Commercial Director, RTC North

After months of anticipation, the Defence Investment Plan has finally landed. For those of us who’ve spent the past year working alongside businesses across the North to get them ready for this moment, it’s fair to say the wait has required patience, but now that the plan is published, the conversation can move from ‘when’ to ‘how’.

WHY B CORP MATTERS TO RTC NORTH

Through our delivery of supply chain By Sarah Hart, Operations Director, RTC North programmes on behalf of Combined Authorities in Tees Valley, Sunderland, growing B Corp movement a is a North England, providing an average Reflecting on B Corp•Month, I AI, autonomy andof quantum: described The The scale and ambition of this isplan Liverpool, and West Yorkshire, and our powerful reminder that most people can act of 2.16 interventions per business, wanted to take the opportunity as sovereign technologies the UK needs to genuine test of whether the North work coordinating the North East Defence want to do the right thing, and that reflecting depth as well as reach. tobeen pause and reflect develop on whatat home, drawing on our research collectively rather asfor a positive patchwork of and Security Cluster, we’ve talking business can be athan vehicle Businesses supported increased being a B Corp truly means for and innovation base.

This is a real opening individual clusters. changeregions when it’sand designed with I hope we’ll to businesses for many months about investment in their organisations by me, for RTC North. intention. for our universities, research-intensive SMEs see a deepening of devolution and stronger an average of £25,500 per business, positioning themselves for thisand opportunity. andadigital whatmatters people are Being part that of thatallow movement demonstrating confidence, resilience mechanisms us at RTC North, becoming B Corp businesses.

Many of those businessesFor have done to us as it connects RTC North toNorth’ to and forward momentum. increasingly calling ‘The Great wasn’t a badge chasing exercise.

It was • Air and missile defence, and protection the hard yards already, investing in bigger than a way of asking ourselves whether the 1,650 founders and businesses alignsomething its capabilities andourselves. capacity behind a of critical infrastructure: areas that will capability, pursuing accreditations, building way we operate truly reflects the impact On apush. personal level, B Corp resonates were supported through innovation shared need a resilient, responsivesuch supply chain relationships, and preparing to scale. we strive to deliver. because it legitimises a belief I’ve carried programmes as Innovative defence and security my career, thatstrengths how you are Now that the plan has been RTC launched North exists to make abehind positive them. Entrepreneurs, Regional Talent Engines Our throughout achieve results matters just as much as and Innovate UK Business spread across the North, often in pockets to society, and manufacturing • Advanced more Growth, that preparation will startdiff toerence pay off.

The the economy, results themselves. helping turn ideas into commercially thatthe environment. a slogan, it’s don’t always talk to each other as as theviable Planproducts looks toand scale government has set out athe clear, multi- That’s notbroadly: services. the reason people here get out of bed in matters to our employees too. People well Itas they could.

If devolution can help production and shorten procurement year commitment to defence investment, want to work for organisations whose the morning.

931 businesses were supported join up that picture, give regional leaders timelines, there is a clear need for and crucially, it has been But explicit about values they can stand behind, especially to compete, including over 130 intention on its own isn’t enough. B the tools to coordinate investment and manufacturersmanufacturers who can flexadopting capacity and in uncertain times. B Corp gives our team wanting to draw on the breadth ofusthe UK’s independent digital Corp gave a rigorous, planning, andRTC letNorth our clusters dence that is walkingpresent the technologies through Made Smarter toskillsconfi quickly. industrial base, not just the established framework to test whetherrespond our talk and the permission to keep pushing increase productivity, reduce waste anda more unified offer to the MoD and the governance, primes, but the innovators, SMEs andculture, and day-to-day For a region with suchsustainability. a strong industrial us tothe do better. improve primes, North’s collective capability decisions to our values. specialist suppliers who can bringgenuinely pace, live up heritage, deep684 engineering and a to As we mark B Corpthan Month, I don’t businesses skills were supported It challenged us to look at how we treat becomes far more the sumsee of its parts. agility and new thinking to the table. That’s growing clustergrow, of defence and security as a moment of self-congratulation. through scale-up, leadership andThatthis our people, how we work with our clients matters not just for regional growth, exactly the kind of supplier we have across I see it as an invitation, to our partners, programmes focused on and partners, how we steward resources,thissupply-chain specialists, isn’t a stretch, it’s a the UK’s wider national security the North. the businesses we support, and our wider and long-term capability rather than short-but for and how we serve in the places andfit. natural resilience. network, to ask questions about their term fixes. communities we serve.

The plan touches a wide range of sectors, For the businesses we’ve supported through purpose, and responsibility.

Together, this work directly supports One of the things I’m most proud of is The impact, Defence Investment Plan gives our and many of them map directly onto the supply chain programmes, now If business is one ofcertainty the most powerful productivity at firm the level,task whether our people. RTC North is fullour of individuals supply chains the they’ve been strengths we see in our regional supply converting supply readiness forces shaping our future, then we all through innovation, digital into adoption, who could be doing easiershifts jobs into easier waiting for.

Now the job is to make sure chains: have a role in shaping what kind of leadership orclear market access, markets, but they choose not to.contracts.

They real The MoDcapability has been that businesses across the North seize it, future that is. aligning strongly with the B Corp choose complexity, ambiguity, and longit wants to engage suppliers who are ready, • Autonomous systems and drones: through theirto own contracts commitment to sustainable economic individually, term impact over quick wins, because At RTC North, we’re proud stand willing and capable of delivering at pace, a major area of new investment, covering value creation they genuinely care. andwith partnerships, and collectively, the B Corp community and even and across theWe’re North we have no shortage everything from small tactical platforms prouder of the people who make our living through a period of profound The desire to make a difference runs through a more joined-up regional ofwe exactly kind of business. through to complex autonomous maritime purpose real, every single day. and economic change. Theapproach. deep. It shows up in the way supportthatgeopolitical systems. This opens doorssmall for advanced headlines can make feel like everything businesses to grow responsibly, in At RTC, we’re looking forward toitworking is broken, polarised, or driven by selfwe design that create manufacturing, robotics, how software andprogrammes alongside companies as they move into interest. opportunity rather than dependency, systems integration businesses. this next phase, helping them understand and in how we measure success, not just

But that’s not the whole story. Every day,

more than 3,200 businesses across the

in.

where their capabilities mapespecially onto the • Space and cyber: significant funding by outputs, but by outcomes and legacy.

I see businesses, small and We design for impact, not gimmick or to plan’s priorities, connectingones, them withas a force is earmarked for space capabilities and medium-sized acting serve the tick box. forand good.

Creating livelihoods., the right primes programme leads, investing for cyber and electromagnetic domain inthem people,as innovating responsibly latest Annual Report brings to and this supporting they pursue the and technologies, both areas Our where the North about the places they’re rooted life. In 2024/25, RTC North supported commitments caring they’ve been positioning for. has genuine technical depth.

Liverpool Chamber

19 210x270 FP.indd 1

13/04/2026 11:16

ADVERTORIAL

THE HYBRID APPROACH TO HR Image by @unsplash

For the last couple of years businesses have had a really tough time, what with the increase in national insurance contributions and national minimum wage.

Just when you thought it was safe, the government introduced the Employment Rights Act. This brought in a whole host of changes including day one rights for paternity leave, parental leave and statutory sick pay.

The biggest proposed change was to reduce the time limit for bringing a claim for unfair dismissal from two years to making it a day one right. After consultation, this was increased to six months. That means that anyone who has worked for a business for six months has the right to bring a claim for unfair dismissal. This does not change anyone who wants to bring a claim for discrimination based on a protected characteristic as this has been a day one right for years.

Going forward, it is really important that businesses have policies in place for the probation period. On the basis that anyone who works for a business for six months can then bring a claim for unfair dismissal, it is imperative that businesses undertake probation reviews, ideally at weeks one, and thereafter monthly up to month 5, where a decision should be made as to whether to extend that probation period or whether to terminate the employee’s contract of employment.

who has not had probation reviews during the first few months of their employment.

However, it isn’t just about having the right policies in place. It is also important that you make time to ensure that your new staff members are properly on-boarded and that they feel part of the company from day one. The onboarding process is one of the most important parts of the employee / employer relationship as it gives an immediate view as to the ongoing relationship between the employer and employee.

There is a significant risk that if businesses do not have such policies or reviews in place that it will be an ‘own goal’ for an employee

I’m sure we’ve all worked for businesses where your ‘induction’ is nothing more than a quick tour of the office, kitchen and showing you where the bathroom is. If your new starter is going to give you hours of

HR FAQs:

Q: I’ve got an employee who’s been off sick for months, what can I do about it?

Q: Do I need HR support?

A: Firstly you should be checking in with the employee to see that they’re OK. You should consider obtaining an Occupational Health report to see if they can return to work and if they need any support to do so. If they can’t return to work, you may want to consider termination on ill-health grounds.

A: Whether you employ one person or 1,000 people you need to make sure that you have at the very least a contract of employment and relevant policies/ company handbook. Employment law applies regardless of the size of the company.

Q: Should we have a probation period in our contracts?

A: This is now more important than ever with the change in the law. You should review your staff regularly anyway but you should certainly be reviewing them every month before deciding whether to pass or fail their probation.

20

their life, surely spending a bit of time to get to know them and make them feel welcome is a small price to pay.

Whether you employ 1 or 1,000,000 employees, all businesses need some element of HR support. As a business owner or manager, you’ve got enough to juggle without having to add HR into the mix.

The constant change in employment law can be a minefield, even for seasoned HR professionals.

At Hybrid HR, we provide HR support on a retainer or pay-as-you-go basis. If this is something which you think you need, then please don’t hesitate to drop us a line and we can have a chat (or even better a coffee) to see how we can help you.

Q: We’ve lost a big client and need to make redundancies. What’s the process?

A: You need to consult with all staff who may be affected and consider if there are any ways to avoid redundancy. If you can’t, then any staff over 2 years will be entitled to a redundancy payment along with their notice pay and payment for any accrued but untaken holidays.

Daniel Meyer-Lopez

Director & Lead HR Consultant, Employment Law at Hybrid HR

hybrid-hr.co.uk

INTERNATIONAL TRADE

INTERNATIONAL ROUND‑UP: LATEST EVENTS LIVERPOOL AND BILBAO’S PORT PARTNERSHIP

Liverpool Chamber’s Elena Enciso (C) with members of the Port of Bilbao delegation

The Port of Bilbao partnered with Peel Ports and Liverpool Chamber in June to share an overview of the port’s capabilities.

From cutting-edge multimodal logistics to credible, scalable sustainable transport alternatives, Uniport Bilbao showcased why it remains a powerhouse for the Basque economy and a key entry point to Spain and the EU. There is real momentum behind strengthening links between Bilbao and Liverpool and there are may conversation to take place to build up stronger partnerships between both regions.

NEW BREXIT STUDY REFLECTS MOOD OF LIVERPOOL EXPORTERS A new study suggests the UK economy has taken a 6% hit from the effects of Brexit, and this negative view has been shared widely this week among Liverpool Chamber businesses which rely on international trade.

Speaking at our Liverpool Welcomes Europe event in association with Liverpool City Council, a panel of six local business leaders all expressed their wish for fewer trade barriers and a closer relationship with the EU. Led by our head of international trade, Elena Enciso, the event welcomed delegates from across Europe including Spain, Norway, The Netherlands, Lithuania, Moldova and Ireland, alongside a host of local business leaders, at the Hilton Hotel in Liverpool.

Our chief executive Paul Cherpeau hosted a panel discussion featuring Lynn Pitt (DT&G), Yolla McCoy (Feedwater Treatment Systems), Peter Bradshawe (Kays Medical), Rory Stewart (Algeos), Nick Howe (Uniform) and Chris Dwerryhouse (Wild Thang) Each panel member discussed their respective operations and highlighted the importance of trading with EU markets in order to deliver their growth objectives.

Liverpool Chamber

Of those who transport physical goods and equipment across borders, all described a loss of customer trade and / or cost rises due to increased bureaucracy since 2016, when the Brexit vote was first delivered. Many have also encountered difficulties in their supply chain as a result of unsynchronised documentation and certification requirements.

rates and used that to analyse lost growth by trying to reconstruct how the UK would have grown if it had not voted to leave the EU. It found that around half of the economic damage came from the shock and uncertainty of the post-referendum period, while the remainder was from rising trade barriers after the UK left the customs union and single market in 2021.

Others highlighted the challenges of recruiting talent globally post-Brexit, saying that as global leaders in their field, they need to attract the world’s next talent, but relocating to the UK had become much harder, even for skilled labour.

Some economists argue it is difficult to precisely model how much the UK would have grown without Brexit, and that such studies overstate the impacts of Brexit, especially during a period of multiple global crises.

Each was able to tell their own tales of resilience and flexibility - actively finding creative ways to ‘cope’, such as bearing the burden of clients’ shipping costs, or transforming obstacles into opportunities by opening satellite offices in EU locations.

Elena Enciso, head of international trade at Liverpool Chamber, said:

When asked how they would improve the UK’s trading relationship with the EU, there was universal support for greater alignment and closer ties. The majority of panellists said they would vote to rejoin the single market, while others called for greater freedom of movement and unified acceptance of common standards.

The recent study examined data that the Bank of England uses to decide interest

“It is clear that this latest study is by no means perfect, but it does reflect the mood and lived experiences of so many businesses on the ground here in the Liverpool City Region.

“There have been political indications that a closer relationship with the EU may be achievable, and we must hope the postponed UK-EU summit goes ahead soon and may shed more light on this.

For now, businesses will continue to be as nimble as they can to work around the various barriers and challenges that Brexit has clearly placed in front of them.”

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INTERNATIONAL TRADE

ISLE OF MAN & LIVERPOOL CHAMBERS CELEBRATE SUCCESS OF BUSINESS LINKS Isle of Man and Liverpool Chambers of Commerce took part in an event at The Comis Hotel to celebrate the success of north west region business collaboration.

The ‘Liverpool and Isle of Man Chambers Working Together’ event was attended by business leaders from both regions and began with speeches by Liverpool Chamber CEO Paul Cherpeau and Isle of Man Chamber President Claire Watterson. This was followed by a panel discussion which covered financial services and fintech, education, training and skills, and the visitor economy.

In her speech, Claire Watterson said: “Although separated by the Irish Sea, our two business communities are, in reality, very closely linked. We share longstanding economic ties, complementary strengths, and, importantly, a similar entrepreneurial spirit. The proximity between Liverpool and the Isle of Man is not just geographical; it’s commercial, cultural, and increasingly strategic. Today is about building on those connections. It’s about creating the environment for conversations that lead to real opportunities, whether that’s partnerships, investment, innovation, or simply a better understanding of how we can work together more effectively.”

Liverpool Chamber CEO Paul Cherpeau said: “Liverpool City Region businesses have a superb opportunity to build connections and maximise opportunities in, and with,

Paul Cherpeau, CEO, Liverpool Chamber of Commerce and the Isle of Man. Claire Watterson, President, Isle of Man Chamber of Commerce.

Beyond geographical proximity, the respective economies provide excellent collaboration delivers results, so it provides opportunities for collaborative growth, inspiration for Isle of Man Government, Isle including across professional services, of Man Chamber of Commerce, and the innovation, talent and skills and our visitor wider business community to seek other economy. We look forward to supporting similar opportunities’. She added that it was the ongoing collaboration between our City also good timing as we look ahead to the Region and the Island and to forging an General Election in September because increasingly exciting partnership delivering boosting connectivity to the UK and beyond real and tangible benefits to businesses and to access international markets is one of the the wider economies.” five key issues Isle of Man Chamber wants Earlier the same day, also at The Comis voters and candidates to focus on in the Hotel and featuring Isle of Man and election campaign’.

Liverpool Chambers of Commerce, Isle He said: “The success of the collaboration of Man Government held its ‘Isle of Manbetween the Isle of Man and Liverpool Liverpool MOU Celebration’ event marked City Region is worth celebrating, but today the first anniversary of their landmark is also an opportunity to reflect on how cooperation. The event brought together much more could be achieved in the years representatives from government, business, ahead. Viewed through an Irish Sea Rim education and innovation to reflect on perspective, the opportunity extends far progress made since the signing of the beyond bilateral collaboration. We have the Memorandum of Understanding (MoU) potential to connect three nation states in March 2025, and to reaffirm a shared and six governments, creating powerful commitment to future collaboration. new economic, cultural and innovation Commenting on this event, Claire partnerships across the region. The Isle of Watterson said that it was ‘a timely Man can be the strategic enabler of this reminder that this type of regional vision.”

DELEGATION BOOSTS MALTA RELATIONSHIP A recent Maltese delegation to Liverpool highlighted the advantages of doing business with Malta, a market that offers significant opportunities for the right sectors.

For UK companies considering a European Union footing and Mediterranean expansion, Malta presents a uniquely advantageous ecosystem. The jurisdiction stands out for its highly efficient company incorporation process, driven by advanced e-government services that guarantee expedited turnaround times. Financially, foreign enterprises establishing a presence or relocating here benefit from robust financial incentives and attractive tax recovery mechanisms. Furthermore, Malta’s agile size translates into a highly accessible operational environment.

Businesses in Malta enjoy direct, rapid

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access to regulators, seamless connections with expert service providers, and swift professional guidance, all within a familiar English-speaking setting underpinned by British legal traditions.

Our economic ties remain exceptionally strong. According to UK Government data, total trade in goods and services between the UK and Malta stood at approximately €6.1 billion (£5.2 billion) for the four quarters ending Q4 2025. During this period, UK exports to Malta amounted to roughly €4 billion (£3.4 billion). These figures demonstrate the active presence and ongoing success of UK businesses engaging with the Maltese market.

To build on this relationship, a Maltese trade delegation visited Liverpool this past May. The mission provided an excellent platform for delegates to interact directly with Liverpool businesses and representative groups. Representatives from key growth sectors—such as medical manufacturing,

precision engineering and software development—reported highly positive interactions. The visit highlighted shared opportunities across these industries, paving the way for future cross-border growth and cooperation.

For Liverpool-based companies looking to explore these opportunities, The Malta Chamber of Commerce, Enterprise and Industry is ideally positioned to assist.

Albert Delia from the Internationalisation Team said: “We provide crucial support to our member businesses through training and networking events, and we facilitate tailored B2B connections for businesses looking to collaborate with local enterprise.”

The Malta Chamber’s members represent 75% of private sector exports and international activity. We look forward to seeing you in Malta. Should you wish to contact us, you may do so on albert.delia@maltachamber.org.mt

NEW BREXIT STUDY REFLECTS MOOD OF LIVERPOOL EXPORTER A new study suggests the UK economy has taken a 6% hit from the effects of Brexit, and this negative view has been shared widely this week among Liverpool Chamber businesses which rely on international trade.

Speaking at our Liverpool Welcomes Europe event in association with Liverpool City Council, a panel of six local business leaders all expressed their wish for fewer trade barriers and a closer relationship with the EU. Led by our head of international trade, Elena Enciso, the event welcomed delegates from across Europe including Spain, Norway, The Netherlands, Lithuania, Moldova and Ireland, alongside a host of local business leaders, at the Hilton Hotel in Liverpool.

Our chief executive Paul Cherpeau hosted a panel discussion featuring Lynn Pitt (DT&G), Yolla McCoy (Feedwater Treatment Systems), Peter Bradshawe (Kays Medical), Rory Stewart (Algeos), Nick Howe (Uniform) and Chris Dwerryhouse (Wild Thang) Each panel member discussed their respective operations and highlighted the importance of trading with EU markets in order to deliver their growth objectives. Of

Liverpool Chamber

those who transport physical goods and equipment across borders, all described a loss of customer trade and / or cost rises due to increased bureaucracy since 2016, when the Brexit vote was first delivered. Many have also encountered difficulties in their supply chain as a result of unsynchronised documentation and certification requirements.

Others highlighted the challenges of recruiting talent globally post-Brexit, saying that as global leaders in their field, they need to attract the world’s next talent, but relocating to the UK had become much harder, even for skilled labour.

Each was able to tell their own tales of resilience and flexibility - actively finding creative ways to ‘cope’, such as bearing the burden of clients’ shipping costs, or transforming obstacles into opportunities by opening satellite offices in EU locations.

When asked how they would improve the UK’s trading relationship with the EU, there was universal support for greater alignment and closer ties. The majority of panellists said they would vote to rejoin the single market, while others called for greater freedom of movement and unified acceptance of common standards.

The recent study examined data that the Bank of England uses to decide interest

rates and used that to analyse lost growt by trying to reconstruct how the UK would have grown if it had not voted to leave the EU. It found that around half of the economic damage came from the shock and uncertainty of the post-referendum period, while the remainder was from risin trade barriers after the UK left the custom union and single market in 2021.

Some economists argue it is difficult to precisely model how much the UK would have grown without Brexit, and that such studies overstate the impacts of Brexit, especially during a period of multiple glob crises.

Elena Enciso, head of international trad at Liverpool Chamber, said:

“It is clear that this latest study is by no mea perfect, but it does reflect the mood and lived experiences of so many businesses on the ground here in the Liverpool City Region

“There have been political indications that a closer relationship with the EU may be achievable, and we must hope the postponed UK-EU summit goes ahead so and may shed more light on this. For now, businesses will continue to be as nimble a they can to work around the various barri and challenges that Brexit has clearly placed in front of them.”

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COVER FEATURE

A PIPELINE OF EXCELLENCE For more than 30 years, The City of Liverpool College and Kimpton have been working together to help build the city region’s future workforce.

Dozens of apprentices and trainees have passed through the doors of both organisations during that time, as Kimpton’s expert team impart their knowledge in classrooms and on site, while the college reinforces its training programmes with lived industry experience and positions its students for successful careers.

Meanwhile, Kimpton has delivered maintenance of the college’s air conditioning systems contract works, using current students within their delivery teams, allowing the flow of talent and opportunity to come full-circle.

Indeed, one of Kimpton’s first apprentices from The City of Liverpool College was Phil Morgan, who won the HVCA

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Apprentice of the Year Award in 1995.

Phil remains with Kimpton today, as air conditioning services manager, and is actively involved in the ongoing management of the college’s heating, ventilation and air conditioning (HVAC) systems.

The two organisations have spent decades collaborating with a shared vision to help local young people to develop the skills they need today, for a career tomorrow. This relationship continues to flourish.

Kimpton has now been awarded the mechanical & electrical (M&E) engineering contract at The City of Liverpool College following a competitive tender process, further strengthening their relationship having previously been appointed to manage its HVAC needs and joining its minor works framework.

Social value comprised a key component of the contract procurement process and Kimpton’s long track record of skills engagement, community project delivery and sustainability focus meant it was able to respond to the brief with confidence.

Matt Breakwell, director of sales and ESG at Kimpton, explains: “In a sector facing acute skills shortages and growing demand for low-carbon expertise, we have tried to create clear routes to work through school outreach, work experience, T-Levels, graduate roles and structured career progression.

Apprenticeships have long sat at the heart of our approach; four current directors and shareholders began as apprentices and nine senior team members followed the same route.

“Since 2019, we have widened access by recruiting directly through vocational colleges such as City of Liverpool College - targeting students already committed through technical study, placements or T-Levels. This has really helped us to improve the quality of candidates, eliminate drop-out and grow our cohort from 5 to 17 apprentices, which is around 15% of our workforce compared to an industry benchmark of 5%. Our programme is deliberately inclusive.

Apprentices are paid industry rates, up to 14% higher than National Living Wage and all training costs are funded by us.

COVER FEATURE

“The results are visible and we have some clear success stories from our relationship with City of Liverpool College. We have an AC apprentice in our Service & FM team, Sam Kerr, who was named Apprentice of the Year at the Livercool Awards, selected from more than 500 apprentices at the college, while Joel Breen - one of the first local students to complete the Building Services Engineering T-Level - joined as a technical apprentice and received a major award for Excellence in Building Services Engineering.

“Progression continues after qualification. Another former apprentice, Grace Roberts, is now an estimator, helping to secure a £4m regeneration scheme in Wythenshawe and the refurbishment of the Capital Building, the North West’s largest decarbonisation project. University graduate recruits including Niamh Smith and Grace Maddock show the same commitment to early-career development, with real responsibility in project, commercial and business development roles.

“Young people can see a genuine pathway from apprentice to engineer, supervisor, manager, director and business owner. That’s really important to us - there is no glass ceiling here.”

As part of its new M&E contract with The City of Liverpool College, Kimpton will host and deliver a number of students on T-Level placements. The firm will also deliver around £35,000 worth of in-kind support by designing and refurbishing the college’s Plumbing & Gas Training Workshop to ensure it is up to the latest industry standard, lending its industry knowledge - as well as labour and materials - to the project.

Elaine Bowker, principal and chief executive of The City of Liverpool College, said: “It’s vitally important to us that we prepare our students for the world of

work, equipping them with the skills they need to secure jobs and pursue long, successful careers.

“Our relationships with industry partners are critical to that approach, not only in helping students to secure work experience or apprentice opportunities, but also to guide our teaching and ensure we are producing students with the qualities that employers want.

“Many of these roles will ultimately help to decarbonise our environment, strengthen local supply chains and build long-term economic resilience for the communities who live and work here.

“Kimpton has been a close and valued partner in those efforts for decades now. Both organisations share values and support one another to reach our goals. This sense of authentic, committed values was evident throughout their bid in this latest competitive tender process.”

“It’s vitally important to us that we prepare our students for the world of work, equipping them with the skills they need to secure jobs and pursue long, successful careers.

“Our relationships with industry partners are critical to that approach, not only in helping students to secure work experience or apprentice opportunities, but also to guide our teaching and ensure we are producing students with the qualities that employers want.”

Liverpool Chamber

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STRATEGIC P ARTNER NEWS

ALS SETTING INDUSTRY STANDARD FOR SECURE IT ASSET DISPOSAL Three years ago, Asset Lifecycle Solutions (ALS) was founded with an ambitious vision: to build one of Europe’s leading providers of secure IT Asset Disposition (ITAD) from right here in the Liverpool City Region.

Today, that vision has become a reality, with ALS delivering secure IT Asset Disposal services across the UK and Europe from our headquarters in Runcorn. We help businesses and public sector organisations securely manage the end of life of their IT assets, protecting sensitive data, maximising reuse and unlocking value through the circular economy.

Last year, we were honoured to be named Business of the Year (Under 30 Employees) at the Liverpool Chamber Innovation in Business Awards. For us, the award recognised more than business growth. It reflected the dedication and expertise of a team that has built a business that has

earned a reputation for excellence while remaining firmly rooted in the Liverpool City Region.

As organisations become increasingly reliant on technology, the secure and responsible management of IT assets has never been more important. Every laptop, server and mobile device has a lifecycle.

Managing the end of that lifecycle securely protects sensitive data, maximises value and keeps valuable technology in use for longer through the circular economy.

ALS is one of only a small number of IT Asset Disposal providers in Europe to achieve ADISA Standard 8 DIAL 3, the highest level of assurance under the ADISA certification programme. Supported by our ISO 9001, ISO 14001 and ISO 27001 certifications, together with Cyber Essentials accreditation, these standards give customers confidence that their IT assets are managed securely and responsibly.

That commitment is reflected in the relationships we build with our customers.

Liverpool City Council recently described

ALS as “far more than just a supplier” and “a trusted partner” in delivering its ICT asset disposal strategy. For us, those words reflect what we strive to deliver every day: technical expertise, trusted partnerships and a genuine commitment to sustainability and social value.

As a Liverpool Fair Employment Charter Member and Disability Confident Employer, we are committed to creating skilled, inclusive employment opportunities within the Liverpool City Region. We are proud that organisations across the UK and Europe choose ALS, a business built in the Liverpool City Region, as a trusted partner in secure IT asset disposal.

Find out more at www.AssetLifecycle.co.uk

THE FUTURE OF WORKPLACE SKILLS: MORE THAN KNOWLEDGE After more than three decades working with organisations of every size, we’ve seen workplace learning evolve time and time again. The shift we’re seeing now feels different.

For years, organisations often started with the question: “What training do we need?”

Today, we believe the better question is: “What are we trying to achieve?” The right skills, learning and technology are often the result of asking that question first.

Businesses are investing heavily in AI, digital transformation and new ways of working.

Alongside that comes another challenge: helping people embrace change with confidence.

Knowledge has never been more accessible.

AI can explain how to complete a task, write a report or create a formula in seconds.

That’s incredibly powerful. But knowing how to do something isn’t the same as

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understanding why it matters or how to bring others on the journey. Access to knowledge has never been the same as creating capability.

That’s why we believe the future of workplace skills is about far more than simply transferring knowledge.

Imagine an organisation that spends most of its week in meetings. Technology can suggest better agendas, summarise discussions and automate actions. But creating a culture where people collaborate differently requires something else entirely.

It requires conversation, shared experiences and a willingness to think differently.

Whether learning takes place through workshops, coaching, mentoring or digital platforms, its greatest value isn’t measured

solely by attendance, completion rates or certificates. These are valuable milestones, but they shouldn’t be the finish line. The real measure of success is what changes afterwards: the confidence it builds, the conversations it starts and the changes it inspires.

The organisations that thrive won’t simply be those with the newest technology.

They’ll be those that create environments where people feel confident to explore new ideas, challenge existing processes and continuously improve.

It’s this philosophy that’s shaping the future of SquareOne. Rather than starting with a course catalogue, we’re increasingly starting with conversations around business challenges, organisational goals and how best to help people embrace the tools they already have. We believe the skills, learning and technology should be shaped by those conversations, not the other way around.

That’s where we believe the future of workplace skills lies.

SKILLS

RETHINKING COLLABORATION FOR A FUTURE-READY REGION

by Emma Clarke Head of Student Development & Employability, Liverpool Hope University

While recent national headlines have questioned the value of a degree, the evidence within the Liverpool City Region (LCR) suggests the opposite.

The Local Skills Improvement Plan (LSIP) identifies Higher Education as a critical driver of regional growth, particularly as the City Region’s digital and creative economy continues to expand. Today, more than 6,500 digital and creative businesses employ over 51,000 people across the region, with the sector having grown by almost 50% over the past decade. As these industries continue to evolve, the demand for highly skilled graduates who can drive innovation and productivity will only increase.

However, unlocking this potential requires us to address the expectation gap. Longterm regional prosperity depends on universities, businesses and future talent developing a better understanding of one another’s challenges. We must rethink how we collaborate, moving beyond traditional recruitment towards a model that actively bridges transitions, expectations and skills gaps.

Our region is rich with opportunities, from advanced manufacturing and health innovation to creative and digital industries, and industry led approaches to employability are helping shape the next generation of talent.

Liverpool Chamber

Work-based learning thrives when education and industry collaborate with purpose, creating mutual value for students, employers and the wider regional economy.

Across the LCR, organisations of every size are helping students develop the skills, confidence and experience employers value. Whether through placements, apprenticeships, live projects, mentoring or internships, partnerships with businesses and civic institutions are creating authentic learning experiences that benefit both organisations and the region’s economy.

Our region is rich with opportunities, from advanced manufacturing and health innovation to creative and digital industries, and industry led approaches to employability are helping shape the next generation of talent. Recent collaborations between Liverpool Hope University and the Liverpool Film Office demonstrate how industry and education can open doors to authentic experience while supporting the continued growth of one of the UK’s most dynamic regional economies. Similarly, Liverpool Hope University’s Student Futures Internships and the Business School’s Insight to Business Awards connect students with leading regional organisations through short-term paid placements.

These experiences produce meaningful

outcomes: students report feeling far more prepared, professional and ready to adapt to workplace expectations, while employers gain a valuable, low-risk opportunity to identify and develop emerging talent.

Creating a future-ready region means thinking beyond today’s vacancies and preparing for tomorrow’s challenges.

Closing skills gaps, accelerating innovation and strengthening our regional economy will depend on structured partnerships between universities, employers and civic organisations. By working together to develop digital capability, sustainability, ethical leadership and entrepreneurial thinking, we create an environment where knowledge flows in both directions businesses help shape future talent, while universities equip graduates to solve realworld problems, launch new ventures and contribute meaningfully to society from day one.

By co-creating opportunities we build a workforce equipped with the professional experience and future-focused skills that will enable businesses, and the Liverpool City Region, to thrive for years to come.

Careers@hope.ac.uk www.hope.ac.uk

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MEMBER NEWS

FOUNDER STORIES SHOW THE STRENGTH OF LIVERPOOL CITY REGION’S GROWTH PIPELINE Liverpool City Region’s growth pipeline is not only shaped by major investment announcements or largescale infrastructure projects. It is also being built by the founders, start-ups and scaling businesses working every day to turn ideas into sustainable companies.

That was clear at a recent sold-out event hosted by RTC North and supported by the Manufacturing Technology Centre, as part of Liverpool City Region Innovation Investment Fortnight.

The session brought together founders from Viz Box, Planaroo and Tomstech to share honest insight into what it really takes to build and grow a business. Rather than focusing only on success stories, the discussion explored the challenges, decisions and lessons that sit behind growth, from finding the right support and accessing funding to navigating uncertainty and building confidence as a founder.

For businesses across the city region, these conversations matter. Growth can often be spoken about in broad economic terms, but for founders it is much more practical and personal. It involves making decisions with limited time and resource, understanding when to seek investment, building the right networks and learning from others who have faced similar challenges.

Events like this play an important role in strengthening the local innovation ecosystem. They create space for founders, advisors, investors and support organisations to come together, share knowledge and build relationships that can help businesses move forward.

Liverpool Chamber

They also help make growth feel more visible and achievable. Hearing directly from founders who are building companies in the region gives other businesses a more relatable view of what scaling can look like in practice.

The event received excellent feedback on the day, reflecting the appetite among Liverpool City Region businesses for practical, honest and founder-led conversations around innovation and growth.

As the city region looks ahead, supporting ambitious businesses will be central to creating future jobs, opportunities and prosperity. This means continuing to build strong connections between the people with ideas, the organisations that can support them and the wider ecosystem needed to help them grow.

Liverpool City Region already has the talent, ambition and innovation needed to create the next generation of growth businesses.

The opportunity now is to keep strengthening the conditions that help them succeed.

Growth can often be spoken about in broad economic terms, but for founders it is much more practical and personal. It involves making decisions with limited time and resource, understanding when to seek investment, building the right networks and learning from others who have faced similar challenges.

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MEMBER NEWS

CHAMPIONING LIVERPOOL CITY REGION TOGETHER

By Natalie Wyatt, Managing Director, Liverpool City Region Destination Partnership

Liverpool City Region has never been more vibrant, more ambitious, or more ready to welcome the world. As we look ahead to an exciting calendar of major events – from global conferences to cultural festivals and sporting showcases – one thing is clear: our SMEs are central to the region’s success.

The visitor economy is powered by hundreds of small and medium sized businesses that give our city region its character, creativity, and warmth.

Whether you’re in hospitality, retail, professional services, transport, culture, or tech, you play a vital role in shaping the experience visitors take home.

That’s why the Liverpool City Region Destination Partnership is committed to working closely with you to strengthen our offer and attract more organisations to host their conferences and business events here.

One of the most effective ways SMEs can get involved is by joining Club Liverpool, our ambassador programme delivered by Liverpool Convention Bureau, that brings together leaders, academics, innovators, and experts from across the region.

Members help champion Liverpool as a worldclass conference destination, unlocking opportunities that bring significant economic benefits to local businesses. I encourage you to explore

how you can be part of this growing network.

As we welcome more visitors, accessibility and understanding their needs become increasingly important. Ensuring that every person – regardless of age, background, or ability – can navigate and enjoy our city region is not only good practice; it’s good business.

We’re delivering a welcome training programme across the region and encouraging SMEs and the wider business community to get involved.

Likewise, sustainability must remain at the heart of how we operate. Visitors and event organisers are choosing destinations that demonstrate environmental responsibility, and SMEs have a powerful role to play in driving that change.

Together, we can build a visitor economy that is inclusive, resilient, and thriving.

I invite you to join us, shape the future, and help Liverpool City Region shine even brighter on the global stage.

For more information visit www.liverpoolcityregiondp.com and to find out more relating to the Club Liverpool Ambassador Programme, contact the team at info@club-liverpool.co.uk

The visitor economy is powered by hundreds of small and medium sized businesses that give our city region its character, creativity, and warmth.

Whether you’re in hospitality, retail, professional services, transport, culture, or tech, you play a vital role in shaping the experience visitors take home.

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image by @unsplash

MEMBER NEWS

FACE FOR BUSINESS INVESTS IN BETTER BUSINESS CONVERSATIONS ACROSS LIVERPOOL A missed call rarely feels like a big deal in the moment.

But multiply that across a week, a month, a year, and it can be the difference between a business that’s growing and one that’s quietly losing ground.

Ian Cunningham Senior Business Development Manager at Face For Business

That’s the problem Face For Business exists to solve. It’s also why the company has made a clear commitment to the Liverpool City Region, appointing Ian Cunningham as Senior Business Development Manager to work directly with businesses across the area.

The numbers explain why this matters.

Only 6% of callers will leave a voicemail, so a missed call is rarely delayed, it’s usually lost. Research shows 36% of people will hang up and call a competitor if a call isn’t answered within 45 seconds, while 41% now actively prefer webchat alongside the phone. A call that goes unanswered, or a webchat message left waiting, isn’t just an inconvenience.

It’s a lost opportunity, and often a lost customer. Face Face For Business is putting people on the ground in Liverpool to help local businesses close that gap. Ian’s role is to sit down with businesses and look honestly at how they currently handle incoming calls and enquiries: where things are working, where gaps appear during busy periods or out of hours, and where extra support could protect both revenue and reputation. That might mean covering peak times, catching calls out of hours, or making sure a webchat enquiry never goes unanswered overnight. It’s a conversation about contact strategy, not a sales pitch.

That’s the point of investing in Liverpool now. Businesses across the region are competing harder than ever for customers who won’t wait around, and every unanswered call or ignored webchat is quietly deciding what kind of business people think they’re dealing with.

“Great customer service doesn’t start when you answer the phone. It starts by making sure someone’s there to answer it.” — Ian Cunningham

If you’d like to talk through how your business handles enquiries, and where the gaps might be, Ian would welcome the conversation. Coffee’s on him.

Liverpool Chamber

Great customer service doesn’t start when you answer the phone. It starts by making sure someone’s there to answer it.”

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WORKPLACE WELLBEING

PREPARING THE NEXT GENERATION OF LEADERS: THE BUSINESS CASE FOR WORKPLACE WELLBEING Behind every successful organisation are the people who drive it forward.

As Liverpool City Region continues to evolve, supporting employee health and wellbeing is becoming an increasingly important part of attracting, retaining and developing talent.

As organisations prepare the next generation of leaders, there is growing recognition that wellbeing and professional development go hand in hand. Creating an environment where people feel supported can help them build confidence, embrace new opportunities and develop the skills needed to contribute to long-term organisational success. Increasingly, employees expect leaders to play an active role in creating healthy workplaces where people can perform at their best.

As the UK’s oldest and largest corporate health cash plan provider, Medicash has spent more than 150 years supporting individuals and employers to access affordable healthcare. It has seen firsthand how workplace wellbeing has evolved from an employee benefit to an important part of workforce strategy.

A key challenge for many employers is how to take a more proactive approach to workforce health, rather than responding once issues have already led to absence. Health cash plans and digital wellbeing tools can support this approach by helping employees manage the cost of routine healthcare such as dental, optical and physiotherapy services, while providing faster access to virtual GP appointments and health assessments, encouraging earlier intervention and reducing the impact of longer-term health issues.

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Alongside accessible healthcare, workplace training can give managers and employees the knowledge and confidence to support colleagues experiencing mental health challenges, neurodivergence or life stages such as menopause. Together, these practical measures can help organisations create healthier, more inclusive working environments and better support employees throughout their careers.

The business case for workplace wellbeing is clear. With 37.5 million working days lost in 2025 due to work-related ill health, investing in prevention rather than simply managing absence can help improve productivity, reduce absence and support employee retention.

How are you supporting the health and wellbeing of the people who will help shape the future of your organisation?

For more information on supporting the health and wellbeing of your workforce, visit www.medicash.org.

Alongside accessible healthcare, workplace training can give managers and employees the knowledge and confidence to support colleagues experiencing mental health challenges, neurodivergence or life stages such as menopause.

Award-Winning Businesses to Take Centre Stage at BOLD Property & Construction Summit One of the North West’s fastest-growing property and construction events returns this September, as the BOLD Property & Construction Summit heads back to Liverpool after three consecutive sell-out years.

Taking place on 9 September 2026 at the Liverpool Marriott Hotel, the Summit will bring together senior figures from across the public and private sectors to address the key issues shaping the built environment, from housing delivery and regeneration to healthcare infrastructure and sustainability.

The event follows the success of the 2026 BOLD Awards, which brought together developers, contractors, consultants, architects, housing professionals and local authorities from across the region to recognise those making a meaningful contribution to the sector.

This year’s awards reflected the breadth of performance across the industry, recognising both commercial growth and wider social impact. Among the winners were Ashcroft Electrical Services, recognised for its technical delivery and continued expansion, and Karl Hill of Struktura Engineering, awarded for his work supporting local communities and championing social value.

With demand growing year-on-year, the BOLD Summit has established itself as a key date in the industry calendar, consistently attracting senior leaders involved in major projects and investment across the UK. This year’s programme will feature panel discussions and keynote sessions covering housing and planning, healthcare and well-being, sustainability, regeneration and infrastructure, alongside dedicated opportunities for networking and collaboration.

Kerri McKenna, Founder of BOLD B2B, said: “The BOLD Awards recognise the businesses and individuals raising the bar across our industry, and this year’s winners are strong examples of organisations making a real difference, not just through the projects they deliver, but through their wider impact.

“The Summit builds on that momentum, bringing together the people shaping the future of the built environment to share insight, challenge thinking and create new opportunities for collaboration.”

With sponsorship opportunities now open and delegate places already in high demand, businesses are encouraged to secure their involvement early.

To book a place or explore sponsorship and speaking opportunities, contact BOLD B2B. Email: Boldb2b@boldawards.co.uk | Tel: 07376 275443

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SKILLS

AN ENTREPRENEURIAL MINDSET IS NO LONGER OPTIONAL FOR THE GRADUATES OF TOMORROW, IT IS ESSENTIAL

by Vicki O’Kelly

Director of the Sir Peter Rigby Centre for Enterprise

The world of work is changing.

Emerging technologies are transforming industries and creating opportunities that are difficult to imagine today. Universities produce highly skilled graduates, with cutting-edge knowledge, technical expertise, and fresh market insight, but the competitiveness of today’s graduate jobs market means that workplace readiness is more important than ever before.

Skills learned are too often not aligned with skills needed. Employers are telling us that they are looking for graduates who can demonstrate qualities such as critical thinking, resilience, adaptability, creativity and the confidence to turn ideas into action.

At the Sir Peter Rigby Centre for Enterprise at the University of Liverpool, we are exploring what it truly means to be an entrepreneurial university. We are examining the barriers that exist and identifying how we can better support the development of enterprising and entrepreneurial graduates. Our vision is to ‘transform 50,000 Liverpool futures’ through supporting our students, graduates and staff with the entrepreneurial skills they need to excel.

This is about more than creating entrepreneurs. It is about cultivating an entrepreneurial mindset across our student and graduate community. At its heart, the Centre for Enterprise is about

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ensuring students have access to, selfawareness of, and importantly the ability to articulate, key skills, whether they are looking to start their own entrepreneurial business or whether they enter the world of employment.

We are launching new experiences, designed to connect students directly with real challenges, creating more opportunities for students to build experience through doing. As the Director of the Sir Peter Rigby Centre for Enterprise, I am keen to strengthen our engagement with local employers and businesses. Only through working in partnership can we better understand the skills and capabilities employers need, create meaningful opportunities for our students, and ensure the University continues to play a leading role in driving innovation, talent, and inclusive economic growth across the Liverpool City Region and beyond.

For more information on the Sir Peter Rigby Centre for Enterprise and how to get involved, please contact vicki.okelly@liverpool.ac.uk

At its heart, the Centre for Enterprise is about ensuring students have access to, self-awareness of, and importantly the ability to articulate, key skills, whether they are looking to start their own entrepreneurial business or whether they enter the world of employment.

SKILLS

INCLUSIVE GROWTH IN ACTION: FROM SKILLS TO SUCCESS IN LIVERPOOL CITY REGION

In June 2026, Liverpool John Moores University (LJMU) brought together employers, students, graduates, and regional partners to explore what inclusive growth looks like in practice, and how it can better support business success across the Liverpool City Region (LCR).

LJMU Associate Dean for Diversity and Inclusion, highlighting both policy direction and the role of education in driving inclusive growth.

The event, “From Skills to Success – Supporting Business Growth in the LCR,” aligned with the Liverpool City Region Combined Authority’s Inclusive Growth Plan, connecting regional ambition with the realities facing businesses and emerging talent. Setting the strategic context, keynote contributions were delivered by Paul Amann, Principal Officer for People Policy at the LCR Combined Authority, and Dr Olatunde Durowoju,

“Inclusive growth becomes meaningful when employers, students and educators are in the same room shaping solutions together. Our event on 12 June was about turning the ambitions of the LCRCA Growth Plan into practical action, creating clearer, more accessible pathways into work while supporting businesses to grow through talent.”

A central feature was a panel bringing together SME employers, graduates, and students. Representatives from Kays Medical, Prime Transport Planning, and UK Unplugged CIC shared experiences of accessing and developing talent to support growth. Alongside them, LJMU graduates and students offered powerful insights into barriers they have faced and what has made the biggest difference in progressing into work.

Danielle Anderson – Head of Employer Engagement at LJMU

A clear theme emerged: inclusive growth is not just a strategic ambition, but a practical challenge. Employers highlighted difficulties navigating recruitment pathways and identifying talent, while students and graduates emphasised the importance of accessible opportunities, clear progression routes, and meaningful engagement with industry.

The discussion reinforced the critical role of partnership. LJMU’s work with employers through internships, placements, and graduate programmes continues to bridge the gap between education and employment. However, there was a clear call for simpler engagement routes and more flexible, targeted pathways that respond to business need.

As the city region delivers on its Growth Plan, the event demonstrated the value of bringing diverse voices together to shape solutions, strengthening both the talent pipeline and long-term economic resilience.

Inclusive growth becomes meaningful when employers, students and educators are in the same room shaping solutions together.

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LIVERPOOL WOMEN’S HOSPITAL CHARITY RAISES £25,000 THROUGH CHAMBER PARTNERSHIP

CHARITY

OUR CHAMBER CHARITY MEMBERS 4Wings Northwest CIC - www.4wings.co.uk An Hour For Others - www.anhourforothers.co.uk An Inclusive Future CIC www.aninclusivefuture.co.uk Bradbury Fields - www.bradburyfields.org.uk Caring Connections www.caringconnections.org.uk Changeworks - www.changeworks.org.uk Charities Trust - www.charitiestrust.org Claire House Children’s Hospice www.clairehouse.org.uk Crisis UK - www.crisis.org.uk Everton in the Community www.evertonfc.com/community Farm Urban - www.farmurban.co.uk Freshfields Animal Rescue www.freshfields.org.uk Future Yard CIC - www.futureyard.org Jacob Billington Trust www.jacobbillingtontrust.com Little Lights Baby Hospice Liverpool www.lzp.org.uk Liverpool Heart and Chest Hospital Charity www.lhchcharity.org.uk Maggie’s Wirral www.maggies.org/our-centres/maggies-wirral Mary’s Meals - www.marysmeals.org.uk Merseyside Expanding Horizons www.expandinghorizons.co.uk Merseyside Youth Association Ltd www.mya.org.uk National Oceanography Centre www.noc.ac.uk Natural Breaks Ltd - www.naturalbreaks.co.uk Nugent - www.wearenugent.org

We are delighted to report that the Liverpool Chamber network has helped to raise more than £25,000 for Liverpool Women’s Hospital Charity as part of our year-long Charity of the Year partnership.

The funds will go towards supporting women, babies and families across our region, and helping to successfully close the hospital’s HIPEC Ovarian Cancer Appeal. The total was raised through a variety of events during the year, including our Chamber Day at the Races, Innovation in Business Awards and Well Connected.

Loren Slade, fundraising manager at Liverpool Women’s Hospital Charity, said: “Our Charity of the Year partnership with Liverpool Chamber has been an incredible experience.

“The support from Chamber members has not only helped us successfully reach our HIPEC Ovarian Cancer Appeal target but has also given us a fantastic opportunity to showcase the charity to the wider city, helping more people understand the difference charitable support makes to women,

Liverpool Chamber

babies and families cared for at Liverpool Women’s Hospital.

“Every event attended, raffle ticket bought, donation made and conversation shared has played a part in this success. We’re hugely grateful to everyone who has supported us along the way and look forward to building on these relationships as we continue to support patients and families across our region.”

Our Charity of the Year partnership aims to bring businesses together to support something that genuinely matters locally and turn that support into real outcomes. We would like to extend a huge thank you to everyone who played a part and we are looking forward to supporting Liverpool Women’s Hospital Charity in the future as one of our Chamber Patrons.

Image courtesy of Antonio Franco - www.antoniofranco.co.uk

RASA Merseyside - www.rasamerseyside.org Refugee Women Connect www.refugeewomenconnect.org.uk River Drug & Alcohol Support Services www.changegrowlive.org Rotary City of Liverpool www.cityofliverpool.org Team Oasis - www.teamoasis.co.uk The Black-E - www.theblack-e.org The Brain Charity - www.thebraincharity.org.uk The ComedyTrust www.thecomedytrust.com The Hive - www.thehiveyouthzone.org The Roy Castle Lung Cancer Foundation www.roycastle.org The Whitechapel Centre www.whitechapelcentre.co.uk University Hospitals of Liverpool Charity www.facebook.com/LpoolUniHospsCharity Vibe UK - www.vibeuk.org Woodlands Hospice www.woodlandshospice.org Wirral Hospice St John’s www.wirralhospice.org YKids - www.ykids.co.uk Young Persons Advisory Service www.ypas.org.uk

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People Before Profit:

Changing Lives, Strengthening Communities “Social care shouldn’t be about fitting people into services.

It should be about building services around people.”

E

very person deserves the opportunity to live a life filled with purpose, connection and choice.

Yet for many people living with learning disabilities, autism, mental ill health or other complex needs, opportunities that others often take for granted, feeling safe, building relationships, accessing their community or simply being heard, can still present significant barriers.

At Unity Lives, we’re committed to breaking down those barriers every single day.

Unity Lives was founded on one simple belief: when we put people before profit, everyone benefits, our people, our workforce and our communities. That philosophy shapes every decision we make, whether it’s supporting the people who use our services or investing in the dedicated staff who make that support possible.

We know that when people feel valued, respected and empowered, they flourish.

Our mission has always been to deliver truly personcentred support. Rather than expecting individuals to fit into a service, we build support around each person’s unique needs, aspirations, strengths and abilities. Every package of care is designed with the individual at its heart, enabling people to live with greater independence, confidence and choice.

As a family-run organisation, our values are rooted in compassion, trust and belonging, creating an environment where both the people we support and our team feel valued, respected and part of a community.

The people we support often face some of life’s most complex challenges. Our role isn’t simply to provide care; it’s to walk alongside individuals as they rebuild confidence, develop resilience and create safer, healthier and more independent futures. Whether that’s overcoming addiction, improving mental wellbeing, reducing the risk of exploitation, strengthening family relationships, supporting parents to safely care for their children, or building the confidence to reconnect with their community, every achievement represents a life moving forward. We are proud to support individuals with some of the most complex needs, helping them overcome barriers, reduce risk and realise their potential.

care professionals remain undervalued despite carrying enormous responsibility for people’s wellbeing, safety and quality of life.

We’re incredibly proud of what has been achieved so far. Along the way, Unity Lives has been recognised through a number of regional and national business and social care awards, reflecting the passion, innovation and commitment of our team. In 2024, we were honoured to receive the Merseyside Independent Business Awards (MIB) Best Start-Up Business Award, and more recently celebrated success as finalists and winners at the Stars of Social Care Awards in both 2025 and 2026.

Collaboration is central to everything we do. We continually seek opportunities to maximise our social value by working alongside local businesses, charities, education providers, health services and community organisations. Together, we can create more opportunities, challenge perceptions and build stronger, more inclusive communities.

Behind every achievement is a workforce whose skill, compassion and professionalism deserves far greater recognition. Supporting people with complex needs to live safe, fulfilling and independent lives is highly skilled work, yet social

As Founder and Managing Director, Adele Hollywood is passionate about driving meaningful change across the sector. She continues to advocate for greater investment in adult social care, funding that truly reflects the complexity and importance of the work providers undertake, and commissioning rates that enable organisations to reward their workforce fairly while creating exceptional environments for the people they support. Adele believes that investing in social care is an investment in stronger communities, improved outcomes and better lives for everyone.

At Unity Lives, we don’t simply provide support, we help people rebuild lives, create opportunities and realise potential. Together, we’re shaping a future where everyone has the opportunity to live safely, confidently and with purpose, because when people are valued, supported and included, communities don’t just grow - they thrive. �

“The future of social care isn’t about doing more of the same — it’s about recognising potential, investing in people and creating communities where everyone belongs.”

— Adele Hollywood, Founder & Managing Director, Unity Lives

Office address: Office 3, Chimney Building, Clocktower Park, Longmoor Lane L10 1LD w unitylives.co.uk

t 0151394 0336/ 07398 650192

e Contact@Unitylives.co.uk

MEMBER NEWS

WHY GROWING THE NEXT GENERATION MATTERS AS MUCH AS WINNING THE NEXT DEAL

by Hazel Walker Group CEO, Glenville Walker

As Glenville Walker marks its tenth anniversary, we are growing at pace. Over the past year we have welcomed new partners, broadened our services and deepened our reach across the North West.

That growth is deliberate. We set out to build a commercial law firm that owner-managed and high-growth businesses across the Liverpool City Region could rely on, and demand for that kind of straight-talking advice keeps rising.

But ambition on its own does not sustain a firm. People do. So the part of our strategy I care most about is the one that rarely makes headlines: growing the next generation of lawyers.

The legal profession has a habit of buying in ready-made talent from elsewhere.

We take a different view. We would rather develop our own, giving early-career solicitors real responsibility, genuine client contact and the commercial grounding that classroom learning cannot teach.

We are building a team that mixes seasoned expertise with rising talent, so that knowledge passes down rather than walks out of the door.

This matters for more than one firm. The Liverpool City Region is full of businesses

with serious growth ambitions, and they need advisers who understand commercial reality, not just the letter of the law. If we want those businesses to stay, scale and create jobs here, we have to grow the professional talent to support them here too.

That is the quiet pipeline behind the headline deals. Investment and infrastructure rightly draw attention, but the region’s long-term prosperity also depends on the people coming through,

the trainees and junior solicitors who will be advising the next wave of founders a decade from now.

At Glenville Walker we are investing in exactly that. Turning complex legal problems into simple solutions is our promise to clients. Building the talent to keep that promise is our commitment to the region.

To find out more, visit www.glenvillewalker.com

The legal profession has a habit of buying in ready-made talent from elsewhere.

We take a different view. We would rather develop our own, giving earlycareer solicitors real responsibility, genuine client contact and the commercial grounding that classroom learning cannot teach.

Liverpool Chamber

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EVENTS

in conversation with

STEVE ROTHERAM

At our latest Executive Network Event for Chamber Patrons and Strategic Partners, we were pleased to be joined at the Ropewalks Clubhouse by Mayor of the Liverpool City Region, Steve Rotheram, who spoke about a range of topics, from development projects and growth sectors to devolution and the expected arrival of a new Prime Minister.

Innovation “The Liverpool City Region has world-class strengths in several aspects of health & life sciences.

“We now have the best digital connectivity in the country, with the fastest speeds and capacity for big data analytics.

Thousands of businesses are connected to LCR Connect, giving them the additional power to test and review concepts almost instantaneously.

“We’ve secured the National Cryogenic Facility at Daresbury after the government chose Liverpool City Region as a key investment area for quantum computing.

It’s the most sophisticated industrial supercomputer in the country, and it’s here.

“In AI, we attracted Kyndryl, which was feted by just about every UK location but chose LCR because we are ahead of the curve. We have excellent infrastructure and an ecosystem where everyone is pulling together - public and private sector - to create a dynamic group steering us in the right direction.

“The Chamber’s Innovation & Impact Awards reflects this innovation ecosystem and is a great opportunity for city region businesses.”

Talent “The City Region has long had a strong talent pipeline, but it’s currently at another level. Nine years ago, when I became Mayor, we were in the bottom ten for graduate retention in the country – today we’re in the top three. We’re gaining talented graduates who recognise there are jobs here and are putting down roots, growing our economy.

“We’ve had the largest decrease in people in poverty and the highest increase in people with qualifications in the country - halving the number of those without qualifications. This is because we work collectively with our prevalent education institutions to achieve a single vision of more

highly-skilled, highly-qualified, highly-paid people in our communities.

Economic growth “Our economy is growing faster than almost everywhere else. Every economic indicator will tell you the progress we’ve made over the last decade. The national average for growth sectors is 6%, but in the Liverpool City Region it’s currently 17% and continuing to grow.

“It’s great to be well-known around the world for things like culture, music and sport, but I also want people to be interested in what the future holds for us. I get really excited in Westminster when I hear people talking about Liverpool being an innovation leader.”

Transport “We’re obsessed in the City Region by public transport. We’ve secured a £1.6bn transport settlement – much larger than my first transport settlement of £172m. Devolved administrations must demonstrate through the assurance framework that they can spend money better than national government, and that’s why we’ve achieved this level of funding.

Housing “£700m has been secured for social and affordable housing. We’ve seen 32,000 homes constructed over the last few years, but we need to accelerate that.

“Council housing is one element of the housing sector that we haven’t had any focus on for decades We have some excellent registered providers such as Torus or Sovini doing dynamic things, and we want to see that activity expand.”

Procurement

“Our buses come back into public control from September and we’ve bought 508 new vehicles, all in similar livery to the trains to underline the integrated public transport system. With zero emissions, they help to clean up the air, especially in areas of congestion.

“We must start buying more from our indigenous businesses. An example is the new ferry, where we could have saved money by choosing somewhere other than Cammell Laird, but it made economic sense for that money go into local supply chains, apprenticeships and jobs.

“The Central Liverpool regeneration scheme covers the area up to the HIL development around the universities, to Liverpool One and to Lime Street. We’ve invested £0.5bn in the most sophisticated battery-operated trains in the country, with the capacity to travel to Manchester. By expanding the platforms at Central, we can look to move some capacity from Lime Street and run the Liverpool-Manchester leg of Northern Powerhouse Rail.

“We have a social value framework in the Liverpool City Region and Andy Burnham’s plans for an element of social value weighting within national public procurement would be a game changer for areas like ours.

The City Region has long had a strong talent pipeline, but it’s currently at another level.

Nine years ago, when I became Mayor, we were in the bottom ten for graduate retention in the country – today we’re in the top three.”

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“We’re developing a rapid transit system running from Liverpool John Lennon Airport, past Liverpool One, to Bramley Moore and Anfield stadiums. We would love a tram system in the City Region, but costs and timings are prohibitive. If we are to build a tram in the future, we must ensure the infrastructure is suitable, and Liam Robinson, leader of Liverpool City Council, is working on segregating infrastructure now for the I-Tram, so it’s already a preallocated road space for any future tram.”

“Central Liverpool is a £5bn project, half of which will be invested in transport infrastructure, and I want the majority of that to be kept and retained for businesses here, and the supply chain in the LCR.”

Devolution “Transport infrastructure is a prime example of how devolution can help businesses. Those at the lower end of the socioeconomic scale might be put off from applying for a job if it involves a £5 return journey, which is why we introduced £2 bus fares three years ago.

EVENTS “More broadly, we must think about getting people to and from work safely, or if we can get provide buses through the night to cater for people in different types of jobs, to help attract more people to take up jobs devolution gives us the power to make those decisions.

CHAMBER

Aoibheann McCormack Events Manager

EVENTS

Relationship with business

Emily Readon

Events Coordinator

In June, we hosted delegations from across Europe including Spain, Norway, The Netherlands, Lithuania, Moldova and Ireland, alongside a host of local business leaders, at the Hilton Hotel in Liverpool. The event, part of Liverpool Welcomes Europe, was held in conjunction with Liverpool City Council and included a panel of six local business leaders - Lynn Pitt (DT&G), Yolla McCoy (Feedwater Treatment Systems), Peter Bradshawe (Kays Medical), Rory Stewart (Algeos), Nick Howe (Uniform) and Chris Dwerryhouse (Wild Thang).

“Our government has made mistakes, and we must be honest about that, including the impact that some policies have had on businesses. I know many feel the measures were too punitive and some sectors have been especially affected.

“We want to have enough money to do the great things we want to do. The reality is that we need to grow the economy and government can’t grow businesses - only businesses can do that. The LCR Business & Enterprise Board will be a key conduit that allows us to get these ideas across. We can’t do everything, so we would ask businesses to give us their views on measures to help stimulate them in the short-term.”

The Chamber Says Liverpool Chamber chief executive Paul Cherpeau said: “We support the pursuit of further devolved powers for our city region as we recognise the positive impacts that can be achieved from local, placebased decisions made by those with a real knowledge of the area and a passion for making it a success. That must be backed up by a cohesive, ambitious framework from central government that gives businesses the space they need to move ahead with confidence.

“A reimagined approach to the public procurement process could open doors for many businesses here to join the supply chain and enhance opportunities for further investment in skills and training, especially in our areas of existing economic strength and growth sectors.

“While we have some very good examples of public transport provision in the Liverpool City Region, greater capacity for freight and passenger train services remains a major concern for businesses and there is a natural scepticism about whether major infrastructure projects will actually be delivered. Progress is being made, but we need to see evidence that long-term, sustainable change is coming.

“It’s important that businesses continue to tell their stories, and we make sure that the lived experience of each business owner and operator can be fed through the relevant mechanisms to the Mayor, his colleagues and other policymakers.

“That helps to ensure the big decisions for the country and the city region aren’t being made in isolation of businesses, but in recognition of the value they give to society.

Trade, talent, technology, infrastructure and access to finance are areas which broadly cover the real focus for so many businesses.

We’ll continue to help facilitate those conversations and make sure that the voice in business is represented at the highest levels.”

Liverpool Chamber

At our vibrant Well Connected event in May, we were thrilled to unveil our newly launched flagship Liverpool Innovation & Impact Awards to a room full of local business leaders at Sciontec’s CENTRAL TECH building in Knowledge Quarter Liverpool. The response to the awards has been overwhelming, with a record number of entries, and tickets are now available at www.liverpoolawards.com for the awards ceremony at Everton’s Hill Dickinson Stadium on October 22.

Later in the month, we were delighted to welcome Chamber strategic partners and patrons to join us for a breakfast briefing with Ken Clark, North West representative for the Bank of England.

Ken took delegates through the Bank’s latest Monetary Policy decisions and gave an overview on matters such as inflation and mortgage rates. He also answered questions on a range of topics from business leaders. The session was held in collaboration with colleagues at Professional Liverpool and hosted by Chamber patron RSM UK.

Our Well Connected events in June and July took us to The Pullman Hotel and World Museum Liverpool respectively.

Two excellent landmark venues and two great networking events, welcoming hundreds of guests to meet, connect and grow. Keep your eyes peeled for details of our upcoming Well Connected events on our website.

We also love to support events hosted by our members. When Bruntwood SciTech held its Summer music quiz and bingo fundraiser for charity partner An Hour For Others, members of the Chamber team were on hand to not only take part but also to take home the spoils as winners! Thank you to the team at Bruntwood SciTech and venue One Fine Day for organising such a great night for a very worthy cause.

Not a member of Liverpool Chamber?

Join today and get access to a range of events including networking coffee mornings, high level networking, business briefings and much more.

Email membership@liverpoolchamber.org.uk or call 0151 227 1234

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Finding the Right Venue Could Save Your Business More Than Money technology all play an important role. I prepare a placed business worth £1.5 billion in hotel revenue. successful meeting, conference or corporate detailed request for proposal, negotiate directly with HelmsBriscoe has longstanding partnerships with event starts with one important decision; choosing Ethevery suitable venues, compare offers and present clear many major hotel groups and has alongside these, right venue.

Whether you’re organising a small meeting for 10 delegates, a conference for several thousand people, an awards dinner, training programme or team away days, the venue sets the tone for everything that follows.

It influences delegate experience, attendance, budgets and, ultimately, the success of the event itself.

Yet finding the perfect venue has become increasingly challenging. With thousands of hotels, conference centres and unique event spaces across the UK and abroad, comparing availability, rates, facilities and contract terms can become a full-time job.

That’s where I can help.

As a Venue Finding Specialist with HelmsBriscoe, I work as an extension of my clients’ teams, sourcing venues that match their objectives, budget and business goals. My role is simple, to save my client time by finding the right venue at the best available terms.

Here at HelmsBriscoe, we are not just another venue finding company. Founded in 1992, we are the world’s largest venue sourcing organisation, operating in 64 countries with more than 1,500 Associates. Last year alone, HelmsBriscoe booked 39,000 meetings and events, generated 7.3 million hotel room nights, and

has developed strong business relationships with independent venues worldwide, providing access to more than 345,000 hotels and event venues across the globe. These figures reflect the buying power and market knowledge that every HelmsBriscoe client benefits from.

One of the biggest misconceptions is that using my service costs more. In reality, there is no cost to the client; HelmsBriscoe is compensated by the hotel or venue after an event takes place, meaning businesses receive professional venue sourcing, market knowledge and contract support without paying consultancy fees.

What makes my service different is its independence.

Unlike organisations tied to preferred venue lists, I recommend venues based solely on what is right for your event. Whether you’re planning a meeting in Liverpool, a conference in Manchester, a leadership retreat in Scotland or an international meeting, I search the market objectively to find the venue that best meets your needs.

The process starts with understanding your brief.

Budget, location, accessibility, delegate experience, sustainability, accommodation, meeting space and

Because finding the right venue isn’t just about availability; it’s about creating the right environment for your business to succeed.

Nick Brown - HelmsBriscoe ✓ Based on the Wirral | Supporting businesses across the UK & worldwide ✓ Venue Finding for Meetings, Conferences & Events ✓ Completely Free Service ✓ Save Time • Save Money • Reduce Risk ✓ Contact, via the link https://www.helmsbriscoe.com/associates/nbrown, or check me out in Linkedin.

HELMSBRISCOE’S mission is to be the most highly respected, trusted, and sought-after meeting resource firm worldwide. We are committed to exceeding the expectations of our clients and travel partners by providing excellent value and exceptional customer service

t

44

0779 2638841

e

nbrown@helmsbriscoe.com

recommendations, allowing you to make informed decisions without spending hours contacting venues yourself.

My support doesn’t stop once a venue has been selected. I remain involved throughout the contracting process, helping clients understand terms and conditions, negotiate commercial agreements and avoid potential pitfalls. Having an experienced advocate on your side often provides reassurance, particularly for larger or more complex events.

Liverpool City Region continues to attract investment, conferences and business events, and it’s fantastic to see local organisations growing with confidence.

As those businesses expand, their meeting and event requirements naturally become more sophisticated.

Having access to global expertise backed by local, personal service can make all the difference.

If your organisation is planning an external meeting, conference, awards dinner, training event or away days, I’d be delighted to have a conversation. Even if you’re simply exploring ideas, I’m always happy to share my knowledge and point you in the right direction.

Nick Brown joined HelmsBriscoe in 2025 and is based on the Wirral, serving clients across the Liverpool City Region, the UK and internationally.

With more than 35 years’ experience in project management and business development, including a successful career in the UK rail industry, Nick is a member of the Association for Project Management (APM). His background has given him a reputation for professionalism, careful planning and successful delivery outcomes; qualities he now brings to meeting and event venue sourcing.

Nick specialises in helping organisations save time and money by sourcing the right venue for meetings, conferences, training events and accommodation programmes. Combining local, personal service with the global buying power of HelmsBriscoe, he helps businesses find the best venue with confidence. Away from work, Nick is a keen enthusiast of local golf and cricket, often combining his passion for sport with exploring new destinations and hospitality experiences.

w www.helmsbriscoe.com

STAFF DIRECTORY

Staff Directory

Connect Support Thrive.

The Chamber team are here to provide dedicated support for business members of the Liverpool Chamber. The below directory provides a list of contacts for all the Chamber team.

Paul Cherpeau Chief Executive

Paul.Cherpeau@liverpoolchamber.org.uk

Helen Gibbons Accounts Manager

Helen.Gibbons@liverpoolchamber.org.uk

Ruth Wildhart Director of Membership Services

Jon Cranston Director of Finance & Operations

Ruth.Wildhart@liverpoolchamber.org.uk

Jon.Cranston@liverpoolchamber.org.uk

Aoibheann McCormack Events Manager

Elena Enciso Head of International Trade

Elena.Enciso@liverpoolchamber.org.uk

Debbie Elliott-Brown Membership Engagement Manager

Jane Clappison LSIP Employer Engagement Aoibheann.McCormack@liverpoolchamber.org.uk Debbie.ElliottBrown@liverpoolchamber.org.uk & Project Coordinator

Jake Wilson Business Development Manager

Jake.Wilson@liverpoolchamber.org.uk

Melissa Healy Office Manager

Melissa.Healy@liverpoolchamber.org.uk

Guy Evans Business Engagement Officer

Emily Reardon Events Coordinator

Guy.Evans@liverpoolchamber.org.uk

Emily.Reardon@liverpoolchamber.

Ben Kelliher Export Documentation Specialist

Sarah Woolley Export Documentation Specialist

Courtney Williams Export Documentation Specialist

Lisa Noon Export Documentation Specialist

Alex Leivesley Export Documentation Assistant

Luke Gibbons Export Documentation Assistant

Jessica Sturgeon Marketing Assistant

Sarah.Woolley@liverpoolchamber.org.uk

Alex.Leivesley@liverpoolchamber.org.uk

Courtney.Williams@liverpoolchamber.org.uk

Luke.Gibbons@liverpoolchamber.org.uk

Tel: 0151 227 1234 E: membership@liverpoolchamber.org.uk E: export@liverpoolchamber.org.uk

Lisa.Noon@liverpoolchamber.org.uk

Jessica.Sturgeon@liverpoolchamber.org.uk

@LpoolChamber @LiverpoolChamber

Ben.Kelliher@liverpoolchamber.org.uk

Liverpool Chamber

@Liverpool Chamber @Liverpool Chamber of Commerce CIC

www.liverpoolchamber.org.uk

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Images courtesy of Leon Britton Photography - www.leonbritton.com

Jane.Clappison@liverpoolchamber.org.uk

SKILLS

SPACE TO THINK, CONFIDENCE TO GROW

By Iona Thomson,

Client Director Help To Grow: Management, University of Liverpool Management School

Business growth is often measured in turnover, profit, headcount and new opportunities. But behind those outcomes is usually something less visible: a shift in leadership confidence, clarity and strategic focus.

That shift is at the heart of two Liverpool City Region SME growth stories. Blakes Workplace Solutions and Clan Contracting have been named regional Ambassadors for the Help to Grow: Management Course. This UK Government-funded leadership programme is delivered locally by the University of Liverpool Management School. Operating in very different sectors, both businesses show how executive education can help leaders step back from the day-to-day and make more intentional decisions about the future.

Bootle-based Blakes Workplace Solutions was established a decade ago and has evolved from office supplies into a broader workplace solutions provider, with a growing focus on furniture and workspace design. As employers place greater emphasis on environments that support productivity, wellbeing and collaboration, Blakes has positioned itself to meet that demand.

Since completing Help to Grow: Management, the business has grown by more than 300%. For Commercial Director Rachel Walker, the course provided structure, confidence and clarity to lead change. Managing Director Michael Byrne has described the impact as a move away from “firefighting” towards more proactive, strategic thinking.

Widnes-based Clan Contracting, specialists in structural repair and heritage restoration, offers another

example of the programme’s impact.

The company has worked on some of Liverpool’s most recognisable buildings, including the Royal Albert Dock, the Liver Building and Liverpool Philharmonic Theatre.

For Managing Director Damian Meyers, Help to Grow: Management gave the leadership team space to revisit the company’s vision and values. That process helped Clan refocus on its core strengths in structural repair and conservation, creating greater clarity across the business. The results have included growth in teams, turnover and profit, as well as a complementary spinoff business that now employs six people and turns over nearly £1 million.

Together, Blakes and Clan demonstrate that growth is rarely accidental. It comes from better decisions, clearer priorities and the confidence to lead change. For Iona Thomson, Client Director of Help to Grow: Management, their stories underline a wider point: leadership development is not a luxury for SMEs. It is the catalyst that turns ambition into action and supports sustainable growth across the wider business community.

Since completing Help to Grow: Management, the business has grown by more than 300%. For Commercial Director Rachel Walker, the course provided structure, confidence and clarity to lead change. Managing Director Michael Byrne has described the impact as a move away from “firefighting” towards more proactive, strategic thinking.

For more about Help to Grow at ULMS: Help to grow | Management School | University of Liverpool. email Denise.Wright@liverpool.ac.uk

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Liverpool Chamber

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