Business Comment 41

JUNE/JULY 2016

Inspiring Transport and Infrastructure

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Introduction / Contents

03

An Office With A View

04

Reduce The Cost of Big Transport Investments 05 An Ever Increasing Tax Bill?

Scotland’s Railway Set For An Enhancement 08

Edinburgh Airport – When A Cut Does Add Up

04

Member Benefits – ChamberHR

09

Ambitious Plans For Virgin Trains

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An office with a view

07

High-flying Nomad comes home to take the transport reins

12

Focus On Recruitment

14|15

Feature: Digital Focus

16|17

Feature: Creating The Perfect Event

20|21

Let’s Talk About Youth Talent

22|23

Royal Highland Centre Investment 2016

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Innovation Park At Qmu Moves Forward

29

Portcentric – It’s What Ports Have Always Done 30 What Is A Director Of Place?

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When A Cut Does Add Up

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Nomad Comes Home

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Inspiring Transport and Infrastructure

Feature: Inspiring Transport & Infrastructure 36|39

Welcome to the latest issue of Business Comment.

Feature: Finance/Legal

I am delighted to introduce this issue of the magazine in my new role as Acting Chief Executive.

Many thanks to Dave Birrell, who is stepping down after four years at the helm, for his energy and commitment to the Chamber. We wish Dave all the best with his future plans.

Transport and Infrastructure is the main theme, and in the magazine we speak with a number of our Partners in Enterprise.

Gordon Dewar, Chief Executive of the recordbreakingly busy Edinburgh International Airport tells about future plans, and on his views on the Scottish Government’s plans to half Air Passenger Duty and the huge impact he believes it can have on our local economy.

We also speak with George Lowder MBE, who is now in charge at Transport for Edinburgh. George talks to us of his desire to play a pivotal role in the creation of a much more integrated and user-friendly transport network for the Capital.

Professor Tom Rye from Edinburgh Napier University has written on the scope to reduce transport infrastructure costs as local councils

and national governments seek to invest to tackle congestion and to reduce social exclusion through regenerating communities, and Forth Ports testify in this issue to the need for high-quality transport links and infrastructure to serve Scotland’s busy ports.

We also hear from our rail operators. The ScotRail Alliance are making major investments in their services and are predicting major growth over the next decade, and Virgin Trains are similarly bullish, targeting 50% market share of those travelling to London over the next few years – up from its current level of 33%.

On another transport issue, Condies – another one of our Partners in Enterprise - provide safe information and advice on the increasingly complex and thorny issue of company cars.

In addition, and as ever, the magazine contains a host of news and information on the activities of our members, the many businesses who work day in and day out to generate the opportunities and wealth that keep our Capital the success story that it is today, and members can also learn about upcoming events and training opportunities.

Get Going/New Members 40 Ask The Expert

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60 Seconds 48 Partners In Enterprise 49 Be The Best/Get With It 54 Europe Direct Edinburgh 55 Feature: Motoring 56|57 Chamber Training

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In The Spotlight

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Inspiring Connections & Events

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Movers & Shakers 62

Join Edinburgh Chamber of Commerce Our membership base is truly multisector, multi-scale and multi- national.

As we develop our geographic reach, we continue to welcome new members who can enjoy exclusive benefits of being part of Scotland’s capital city Chamber of Commerce. We would be delighted to share with you the benefits of joining.

Liz McAreavey

Contact our dedicated membership team on 0131 221 2999 or e-mail leads@edinburghchamber.co.uk

www.edinburghchamber.co.uk

www.edinburghchamber.co.uk

Chief Executive, Edinburgh Chamber of Commerce liz.mcareavey@edinburghchamber.co.uk

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CHAMBER NEWS

An office with a view Mark Vanhoenacker has one of the world’s greatest office windows—one that sometimes allows him to see Scotland from end to end.

His office, the cockpit of a British Airways Boeing 747, is some 34,000ft above the ground at the time.

“On the flight from Heathrow to San Francisco or Los Angeles you see much of England and Scotland, then the glaciers and coastline of Iceland, followed by the snowcapped mountains that ring Greenland, rising out of neon-blue seas,” says Mark, a Senior First Officer on BA’s 747 fleet.

“Even the most extraordinary things become ordinary to us when we do them often enough,” he says. It is this urge to reconnect with the wonder of flying that led Mark to write his best-selling book Skyfaring: A Journey with a Pilot.

Much of England passes on the climb at the start of the ten-hour flight to the West Coast of the US. “By the time a heavy 747 has reached its cruising altitude, Edinburgh and Glasgow appear on our computer

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screens.” The skies over these cities are often overcast, but when they do appear below on a clear afternoon, it’s a treat not just for Mark but for his colleagues, and for customers who are inclined to look out the window.

Many travellers, of course, have connected onto such longhaul flights from Scottish destinations, and so they may have view of home again as they jet off to California.

But before California we see the Scottish Highlands, often covered in frost or snow or low cloud, and then very quickly, at that speed and altitude, comes Stornoway in the Outer Hebrides. “There is a beacon there,” Mark writes in his book. “And to cross it feels like an aerial Land’s End – the skytip of Britain.” It’s the last major beacon before we start out across the open sea. A John O’Groats of the aerial world?

Mark’s book has caught the imagination of reader’s around the world and has been serialised on BBC Radio 4. “I decided to write a book about what I love about being an airline pilot, and why I love flying as a passenger. I wanted it to help readers realise that flight, and aircraft, still rank high among the wonders of the world.”

After leaving college Mark worked for a management and IT consultancy, but his

boyhood passion for aviation never left him and started a BA-sponsored cadet course in 2001. He began his career flying short-haul Airbus A320s before moving to 747s. His first flight on an airliner with customers on board was from London Heathrow to Glasgow, on 10 April 2003. That’s another reason for him to look down from the cockpit and smile, and a reminder that for pilots, the map of their career highlights looks a lot like the route map in the back of on-board magazines.

Despite having a best-selling book to his name, Mark has no plans to quit the cockpit and crosses the Atlantic with BA most weeks.

“I’ve often wondered what a pilot from the early days of transatlantic travel – such as the great Scottish aviator Jim Mollison – would feel now. Surely he would be astonished with the technology we have at our disposal now.”

“But equally, I think if we went back we would probably think as pilots that they were having an experience of flight that was really new.

It’s that kind of historical perspective—not to mention the great views!—that makes my job so worthwhile.”

Mark Vanhoenacker’s book Skyfaring was first published in 2015 and will be published in July in paperback. Learn more at skyfaring.com.

CHAMBER NEWS

Is there scope to reduce the cost of big transport investments?

By Professor Tom Rye - Director of the Transport Research Institute at Edinburgh Napier University

There is huge demand for new transport infrastructure as local and national government try to deal with congestion, increase social inclusion or regenerate local economies.

In consequence many new schemes are being delivered; the Edinburgh Glasgow (Rail) Improvement Programme or Waverley Line reopening on the railways, or the dualling of the A9 between Dunkeld and Inverness.

A question that is rarely asked, however, is whether we are paying more than our continental European counterparts to build such schemes.

Initial work carried out by Tom Rye, Christiane Bielefeldt and David Scotney of the Transport Research Institute at Edinburgh Napier University, shows striking differences in headline costs for these kinds of schemes.

For example (using an exchange rate of €1.3 to £1; or 12SEK to £1): n 2.2km of on-street tram extension in Berlin, completed 2014, £9.4 million/km for the tracks, stops and overhead wiring, and a further £10.6 million/km for associated reconstruction of the street and pavements alongside. These costs appear typical of other German urban tram extensions. This compares to the estimated cost for the Edinburgh tram extension to Newhaven of £30.9 million per km. n 9km busway in Malmö, Sweden, including tram-type bus stops and signal priority,

completed 2014: £7 million (infrastructure cost only). This compares to Glasgow Fastlink (8km) global cost of £40 million. n Re-construction and re-opening of 12km of single railway line plus refurbishment of 19km of single track freight line, 3 modernised and 2 new stations and 3 passing loops, resignalling, refurbishment of 2 tunnels and reconstruction of 2 major and several minor overbridges, Hessen, Germany, £26.4 million (2015 prices) (see www.korbach-frankenberg.de). This compares to Borders Rail at £294 million (2012 prices) for 48 km. n Construction of 21km of 18.5m wide (2 plus 1 lane) high speed bypass and associated structures, plus pedestrian and cycle improvements on existing road, on E22 trunk road in southern Sweden between Linderöd and Sätaröd. £69 million at 2011 prices (£3.3 million/km). A9 dualling 118km in 11 projects with an estimated total cost of £3 billion (£25.4 million/km).

This ongoing research project is trying to gather detailed cost information on schemes that are as comparable as possible from Sweden, Germany and the UK, beginning with tram line extensions.

Information is being gathered on physical factors such as design standards, design life, axle weights and so forth, as well as on contract structures, in order to be able to make as complete a comparison as possible.

Research is also attempting to understand what is included in the headline costs quoted in German and Swedish schemes, and whether this excludes certain items (e.g. project management) that are included in UK headline costs. If it uncovers that continental construction techniques are indeed cheaper, this has the potential to save considerable public money in this country.

Support is however needed from engineering colleagues in this country to provide detailed “as-built” costs of schemes in order to make the comparison as meaningful as possible.

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4/5/16 4:30 PM

CHAMBER NEWS

Company Cars – An Ever Increasing Tax Bill?

Changes to the taxation of company cars over recent years have been designed to make less environmentally friendly cars much less attractive from a tax point of view, whilst encouraging the use of low emission cars by providing more favourable tax rates.

So what are the options for company car drivers? The simplest, but costliest, approach is to do nothing, keep the same car and accept the increases in income tax liability each year in the knowledge that you are driving your car of choice.

This has resulted in an increase to income tax charged for some company car users. The most common question asked of us is “is it worth it?”.

An alternative (other than funding the car personally) is to consider more tax efficient options. Historically these options were much less attractive, with hybrid or electric cars not appealing to many drivers. However, there are now more options available, for example, battery electric cars have a benefit in kind rate of only 7% in 2016/17. Compare this with a rate of 17% for a car with emissions of 100104g/km, or 27% for emissions of 150-154g/ km in 2016/17. Taking the car with a list price of £25,000, this represents an income tax saving of £500 and £1,000 respectively, per annum for a basic rate taxpayer (double for higher rate taxpayers).

For years now the company car benefit has been based on the co2 emissions, with the benefit rates increasing according to co2. Future rates already announced will see an individual with the same company car experiencing an increase in the taxable benefit of 7% by 2019/20 compared with 2016/17. For a higher rate taxpayer with a company car with a list price of £25,000 the change in bands results in an increase in tax of around £700 per annum by 2020.

Unfortunately, diesel users suffer a 3% surcharge on the benefit rate and a planned withdrawal of this surcharge has now been abandoned until 2021.

with co2 emissions below 130g/km (reducing to 110g/km from April 2018) attract capital allowances at 18% per annum rather than 8%. The most attractive options from a tax perspective are electric cars, with emissions of 75g/km (reducing to 50g/km from April 2018) or lower attracting First Year Allowances of 100% (available until 2021).

Thinking of a new company car? An HMRC table showing the taxable benefit percentage based on the co2 emissions can be found at: https://www.gov.uk/government/uploads/ system/uploads/attachment_data/ file/496886/TC2b.pdf Barry Anderson is a Tax Manager with Condies Chartered Accountants and Business Advisers, an Edinburgh Chamber of Commerce Partner in Enterprise. www.condie.co.uk

From an employer’s perspective, the capital allowances rules go hand in hand with the taxable benefit rules making low emission vehicles the more attractive option. Cars

Please note that this article does not constitute formal advice, this is merely an indication of tax planning opportunities. You should seek professional advice prior to taking any action.

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CHAMBER NEWS

Scotland’s railway set for an enhancement and expansion Scotland’s railway is undergoing a period of enhancement and expansion unmatched since the Victorian era.

Across the country huge investment is being delivered by the ScotRail Alliance to increase capacity, improve passenger facilities and introduce modern, greener, faster electric trains.

Over the last decade, Scotland has seen massive investment in rail with the opening of the Airdrie-Bathgate and Stirling-AlloaKincardine lines, the completion of the 10year programme to restore the Forth Bridge and the arrival last year of the new Borders Railway.

With the number of passenger journeys in Scotland having grown by more than 30 percent since 2004 and with passenger satisfaction rates being consistently high, investment in expanding the railway is helping to deliver more opportunities for communities and businesses.

Passenger demand is predicted to continue to grow strongly over the next two decades across the Scottish network, while in specific areas the growth will be even more pronounced – on routes in and around Edinburgh passenger numbers are expected to increase by up to 115%.

The ScotRail Alliance is working more closely than ever before with local and central government and other stakeholders to make sure the rail industry provides the reliable, punctual and professional railway Scotland needs.

Right now on the main line between Glasgow and Edinburgh, engineers are working to deliver a £60m renewal of the track through Glasgow Queen Street tunnel as part of the Edinburgh-Glasgow Improvement Programme (EGIP).

EGIP has already delivered significant enhancements in the form of Edinburgh’s new £25m Haymarket Station and an £80m project to electrify the line between Glasgow and Cumbernauld in time for the 2014 Commonwealth Games.

A £742m Scottish Government-funded investment, EGIP will see the main Edinburgh-Glasgow, via Falkirk High, line electrified by the end of this year.

Significant enhancement work is also taking place in the north of Scotland, with a Scottish Government-funded project to improve journey times and increase capacity on the route between Inverness and Aberdeen.

EGIP will also transform Glasgow Queen Street station into an integrated transport hub and deliver Edinburgh Gateway station, at Gogar, connecting into tram services to Edinburgh Airport.

Electrification will also pave the way for the introduction of a new fleet of 70 Hitachi Class 385 electric trains, which will be rolled out by December 2018.

Allowing ScotRail to run trains of up to eight carriages on the main Edinburgh-Glasgow line, once the new Glasgow Queen Street station is complete, the electrification programme will mean more seats for commuters on one of the country’s busiest rail routes.

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This scheme will seek to provide an hourly end-to-end service between Inverness and Aberdeen and a day-time half-hourly commuter service between Inverness and Elgin and Aberdeen and Inverurie.

These new services will help to improve the level of flexibility the railway can offer the expanding communities around the two cities – helping to open up job and leisure opportunities.

All of these projects will be hoping to emulate the success seen on the new Borders Railway which has welcomed well over half-a-million passengers since it was officially opened by Her Majesty the Queen last September.

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ChamberHR – What is it? n Advice Line – unlimited access to experienced HR advisors and available 24/7, 365 days a year n Website – access to over 500 template documents, letters, policies to download and edit plus an HR Health Check.

How do I access ChamberHR? n Advice Line – call 01455 582037. You will be asked for your name and company name and which Chamber you are a member of. n Website (http://chamber.eburgh.qdoshr.com/qed/) to access the Chamber site. You will need your personal username and password. If you don’t know it you can call the Chamber or the advice line for assistance.

What can I use ChamberHR for? n Anything relating to HR and employment law. So it’s not just if you have a problem – we are here to help with positive aspects of HR as well.

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CHAMBER NEWS

Ambitious plans for Virgin Trains Virgin Trains has unveiled ambitious plans to make rail the mode of choice for customers travelling between Edinburgh and London – the UK’s busiest domestic air route.

Around a third of passengers travelling between the capitals currently choose train over plane but Virgin reckons it can steal a 50% market share by the end of its east coast franchise in 2023.

The operator has embarked on a £140m investment programme since taking over the route in March last year and recently unveiled refurbished train interiors, new onboard menus and a fresh new look for its people and trains.

Last December it launched an additional direct Stirling-London service and in April Hearts owner Ann Budge opened the

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newly refurbished First Class Lounge in Edinburgh Waverley – one of eight across the network to be given the Virgin Treatment, including King’s Cross. In May it launched an additional 42 direct services per week between Edinburgh and London, giving a half-hourly frequency throughout most of the day. And by the end of the decade it plans to cut Edinburgh-London journeys to just four hours after introducing its fleet of new Azuma trains.

David Horne, Virgin Trains’ Managing Director on the east coast route, said rail would “no longer play second fiddle” to air. “It’s going to be a huge challenge as no-one has done this before – but we like to shake things up at Virgin."

“We’ve begun a transformation which will start this shift: a half hourly service between London and Edinburgh launching in May, new interiors for our existing fleet including new seats, carpets and mood-lighting, and new first class lounges along the route.

“Academic literature has for a long time talked

about a three-hour tipping point at which you get a big shift from rail to air. But we think there’s a really big tipping point at four hours where rail becomes the default option for a much bigger proportion of customers.

Our new Azuma trains, arriving in 2018, will make the 4hr journey the norm rather than the exception.”

Mr Horne said there had been a “generational shift” in favour of rail, with younger people, particularly those living in cities, less likely to own a car and more likely to care about the environmental impact of their travel.

“They also set a premium on the quality of their journey, with the ease of boarding and the onboard experience being key factors in influencing their choice of travel mode. All this plays in favour of rail,” he added.

Virgin Trains has got form in taking on airlines: since introducing a new west coast timetable in 2008, it has more or less eliminated the domestic air market between Manchester and London and trebled Glasgow-London rail journeys.

ADVERTORIAL

Scientist Puts Tech Business In The Frame One business that has been supported by Business Gateway to start-up and grow is Edinburgh based Instie.

Biologist, Sarah Stenhouse, used her love of science to launch a technology business that already has 200 advertising agencies across the world signed up to use its services.

After spotting a gap in the market to provide businesses with an opportunity to buy a licence that would allow them to use images, and videos, uploaded to Instagram in their marketing campaigns; Sarah unveiled http:// instie.co.uk/ in May. The 25-year-old, who has been helped by Business Gateway Edinburgh, believes Instie will help advertisers, marketers and branding agencies access unique, real-time images whilst generating potential income for people who post on the social media platform.

Sarah said: “When I was working at an advertising agency, it quickly became apparent that clients, looking for fresh, new images were confused about if, and how, they could use their fan’s social media pictures. Market research also highlighted that businesses are increasingly being fined thousands of pounds for unwittingly posting images they’ve found online that they don’t have the proper usage rights for.

“I think there is a perceived notion that you have to be a developer to start a technology business. You don’t. I also feel there aren’t enough young women launching businesses in the sector, and often that comes down to simply not knowing where to get help.

That’s where Business Gateway comes in. My adviser has been amazing. His guidance and sign posting have highlighted issues I didn’t realise I needed to address; and being put on the Gateway to Investment programme gave me the confidence to go on and secure £10k worth of funding when it was desperately needed. He has opened doors to me that would have remained firmly closed, and I am grateful for his continued support.”

Al Bryce, Business Gateway said: “Through Business Gateway Sarah has had one-toone advice that has challenged her thinking and given her greater confidence. We have signposted her to a lawyer, an accountant and outside agencies such as Scottish Enterprise and the Princes Trust, who have provided funding. With our support she has set up a business that has global reach.”

Find out how Business Gateway Edinburgh can help your business by calling 0131 516 5035 or visiting www.bgateway.com/Edinburgh.

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FOCUS ON: RECRUITMENT

ADVERTORIAL

Lessons from the past that herald a warning for the digital sector Talk to anyone in Scottish business and there is great optimism surrounding the digital sector and the immense financial benefits that it can bring to the Scottish economy.

However, according to Gareth Biggerstaff, who started Edinburgh technology and digital recruitment company Be-IT Resourcing in 2013, we should not ignore the challenges that have seen industries such as oil and gas, electronics and shipbuilding decline even though they were regarded as all-powerful.

July 2014 and January 2015, the price of oil plunged over 55%, due to worldwide factors well beyond the control of anyone in Scotland and, although it has risen slightly in the last few months, it is still way below the level required to make much North Sea production economically viable.

Gareth said: “I do worry that digital could be the new oil and gas sector because there are parallels in the way both were heralded as the future and yet each has serious challenges.

“Other technologies – notably fracking in North America – combined with geo-political instability have created conditions which render our Scottish oil and gas industries uncompetitive, with all the job losses we’re seeing a natural consequence.

“The same was true of electronics in the eighties and nineties and shipbuilding in the sixties and seventies, strong industries seen as the future but which showed themselves ultimately more fragile than appeared to be the case.

“The oil and gas industry in Scotland can trace its origins back to the 1960s but, as the industry developed, any downturns were regarded as a minor aberration. It was recognised, as it is worldwide, that the supply of oil and gas was finite, but for many it was a question of looking at the industry as ‘glass half full’, not ‘glass half empty’.

“Today, as we know, oil prices have had a dramatic impact on the North Sea. Between

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“The result is that in the financial year just ended, the industry paid a meagre £35million in tax, down from £2.1billion the previous year and almost £11billion as recently as 2011/12, which illustrates how far things have fallen. The industry was transformed in a matter of months.

“We can go further back in time to see a reminder of how once mighty Scottish industries have fallen. Scotland’s electronics industry was once much more significant than it is today. The electronics manufacturing sector grew to such an extent that at its peak it produced approximately

30% of Europe’s PCs, 80% of its workstations, 65% of its ATMs and a significant percentage of its integrated circuits. However, the heavy dependency on electronics manufacturing hit hard after the collapse of the hi-tech economy in 2000 and a number of companies laid off substantial numbers of employees or closed factories completely.

“Even further back, in the latter decades of the nineteenth century, Scotland, or more specifically, Clydeside, built most of the ships in the world. How that industry declined illustrates that what is at one time taken for granted can, unless we strive mightily to prevent it, slip away.

“We don’t want to build up the digital industries only to see them go the same way as these other industries. We must avoid making the mistakes of the past.

“There are some fundamental differences between digital and oil and gas, but also many lessons we can learn.

“The most obvious difference between the two is that oil and gas are finite. Once North Sea oil has gone, it’s gone. Digital innovation and invention are not constrained by anything other than the ingenuity of homo

FOCUS ON: RECRUITMENT

ADVERTORIAL

"One of the advantages Scotland and the UK had in relation to oil was that the oil was in our territorial waters. Noone could take it away to the Far East or India, whereas the ingenuity of mankind is not so geographically restricted."

Gareth Biggerstaff

sapiens. That means we can continue to develop over a very long time indeed.

“One of the advantages Scotland and the UK had in relation to oil was that the oil was in our territorial waters. No-one could take it away to the Far East or India, whereas the ingenuity of mankind is not so geographically restricted.

“Given that businesses operating in a global market look to maximise their returns, there is not much preventing them from taking ‘our’ IT/digital industries to somewhere else, especially if that ‘somewhere else’ has cheaper labour with equally good skills and, crucially, has schools and universities bringing through far more highly trained digital/IT engineers than we do.

“So, it’s important, amongst the congratulations we give ourselves about the healthy state of the digital/IT industries in Scotland, to realise that we can do even better.

“In the short-term, we can certainly grow Scotland’s digital sector but the demand for those with the necessary skills is unrelenting, as my company knows only too well. Daily, we get calls from firms desperate for software engineers, hackers, CIOs and every other

area of IT recruitment. We do our very best to meet their demands, but it is not easy and sometimes takes a long time. “”We must do far more to improve our education of youngsters in computing/digital science. Politicians may say that we have great schools and universities but in reality we simply do not have enough engineers of all types – not just digital – to fill all the jobs we have now and in the future.

“There are clearly not enough teachers of computing in our schools. Girls are still massively under-represented in the engineering world. Ageism is still rife. We need to teach old dogs new tricks. We need to look at what is being done in Asia and the Far East – specifically India and China – by way of digital/IT education and learn from them otherwise, they’ll leave us behind.

“We also need to look to Westminster and Holyrood to create conditions – not just ‘aims’ and talking shops - that really help the digital industries. This is not just about ensuring country-wide high-speed broadband but also about governments creating favourable conditions for businesses to make money and reinvest it in securing

jobs and income and tax revenues in the decades ahead.

“Talent will go where the money is. If we want it to be Scotland then we need to learn lessons from all our economic history and bring government and private sector together to ensure that people want to do digital business in our country and are allowed to prosper as a result.”

You can contact Gareth Biggerstaff on: 0131 344 4778 Gareth.biggerstaff@be-itresourcing.com www.be-itresourcing.com

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FEATURE: DIGITAL FOCUS

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DATA PROTECTION - ARE YOU COVERED? The growing trend for criminals to hijack data using ransomware is the nightmare scenario for companies, which is why it is crucial that they use the very latest in data loss protection.

That is why it also makes sense to bring in an expert like Simon McCullagh from Edinburgh-based Digital Orchard IT to advise you on your cyber security.

Ransomware is among the biggest threats and involves criminals hacking into systems to encrypt data then demanding a ransom from their victim to unlock it.

However, it can be countered, according to Simon, who has 15

Tel: 0131 208 0080 • 07793 739237

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years of industry experience and works across central Scotland, providing, IT support, management, business continuity and information security.

He said: “With the recent variants of ransomware, never has the need for robust data loss protection been more important, particularly since in 2014 alone, data loss cost the UK economy £10.4bn.

“Alarmingly, the same report indicated that only 13% of UK companies are ahead of the curve in data loss protection.

business will not recover.

“However, there is hope. Data loss protection is an area which has evolved hugely over the past five years and we help companies tackle the threat by installing the very best cyber security and help them back-up systems so that even if they are attacked their staff can keep working while work goes on to recover their data.”

“Generally companies only know how good the solution is when there is an issue."

“If a company has the misfortune of suffering a significant data loss, there is a 70% chance that the

www.digitalotchardit.co.uk

10 York Place, Edinburgh, EH1 3EP

FEATURE: DIGITAL FOCUS

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ADVERTORIAL

We’re asking for views on the potential impact of altering flight paths above Edinburgh.

A lot has changed since the 1970’s, but not the flight paths over our Capital city. As Scotland’s busiest airport, Edinburgh Airport handles 10 times the passengers it did back then, so to protect jobs, continue to support the economy, increase connectivity and destination choice, it’s vital we look at how we can be more efficient. How we can do things better and how we can go further. For more information and how to get involved visit letsgofurther.com

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ADVERTORIAL

Where Scotland meets the World Edinburgh Airport has experienced greater levels of growth in past three years than it has in the 10 years prior to that.

The commitment to offering a greater choice of routes and destinations has seen passenger numbers rise to over 11.1 million in 2016 – giving credence to Edinburgh Airport’s claim to be where ‘Scotland meets the World’.

Route development over last 36 months has seen numerous new airlines operating from Edinburgh. Big players including Turkish Airlines, Ethihad Airways and Qatar Airways have established successful services from Scotland’s Capital to Istanbul, Abu Dhabi and Doha.

Recently connectivity into new markets in the east have been added including Finnair established a three flights a week direct to Helsinki - allowing passengers from Scotland to take the shortcut to Asia.

And Scotland’s choice connectivity to New York has never been greater as last month

Delta Airlines commenced their direct service to New York JFK to add to American Airlines existing service and United Airlines route to New York Newark.

Without a penny of public subsidy Edinburgh Airport offers on average 50 flights a day to London that delivers passengers to a choice of five different location points in and around the UK Capital in approximately one hour’s time.

Edinburgh Airport, 10 miles west of the city centre is ideally located, giving it the largest catchment area of any Scottish airport and meaning it is easily accessible from the centre Glasgow.

Surface access, or domestic connectivity is another strong point for Edinburgh Airport; One minute off the A8 or five minutes from the M8 it is easy to if you’re driving; If public transport is a preferred option then a choice of Edinburgh Trams or the super-fast 100 Lothian Bus from the city centre are on offer.

The Citylink AIR bus from Glasgow runs makes travel form the west of the country even easier and the soon to start rail option from Fife and the north will serve the under

construction Edinburgh Gateway station and Tram interchange at Gogar in Edinburgh.

Edinburgh Airport embraces change if it offers the opportunity to enhance the passenger experience and make our business more effective. This year a multi-million pound investment in the check-in and baggage systems and an upgraded retail offering are examples of the ongoing investment.

The benefits of Edinburgh Airport’s expansion and growth go far beyond the airport and the local economy of Edinburgh.

A study published in March showed that Edinburgh Airport contributes nearly £1 billion to the Scottish economy ever year, and supports more than 23,000 jobs across the country.

The study, independently prepared by BiGGAR Economics, predicts that by 2020, Scotland’s capital city airport will be worth between £1.1 billion and £1.6 billion GVA per year and the level of economic activity could support up to 40,300 Scottish jobs. As much as half of those benefits will be felt outside the capital itself.

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ADVERTORIAL

FEATURE: CREATING THE PERFECT EVENT

Giving events the wow! Factor You know that feeling when you walk into an event, take one look round the décor and say ‘wow’?

Well, those type of spectacular surroundings do not create themselves, which is where the inventive team at Scottish company Cameron Presentations and its division All Event Hire comes into their own.

All Event Hire is an events company that provides stylish, contemporary designer furniture to events, exhibitions, birthdays, weddings, parties and conferences, all of them designed to take the breath away.

They are specialists in hiring the most funky and exciting furniture from the world’s elite designers, such as Philippe Starck, Arne Jacobsen and Karim Rashid.

With more than thirty per cent of their work done in Edinburgh, much of it for businesses, their furniture ranges from the illustrious Ghost Chairs, Lux range and Barcelona Tables to wonderfully playful illuminated furniture for both indoor and outdoor events.

Business Manager Adam Cameron said: “We specialise in providing furniture for special occasions. A client, often a company, will come to us and say ‘we are holding this event and we fancy having a disco theme or something from one of the movies, can you make it happen?’

“We start by viewing the room as very much a blank canvas and it is our job to transform it into something special through our ideas and unique products.

“The events can be anything from a product launch to, a birthday party or a business seeking to showcase its space because it wants to hire out or sell the space and hold an event for potential customers to see it at its best.

“Often, the instructions can be quite vague so we go away and draw up some ideas for how to bring the idea to life. It could be a Manhattan skyline or a red carpet moviethemed event and our job is to visualise what will work best in the space that we have been given.

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“Every event is different and we want people to arrive at the venue, say ‘I have never seen anything like that before’ then tell their friends about it.”

One good recent example was a James Bond theme when the glitz and glamour of the 007 lifestyle was the inspiration behind a 40th birthday party.

The extravaganza involved custom-branded illuminated furniture, a regal red carpet, ropes and posts and a media board and the team at Cameron Presentations provided a vast amount of audio visual equipment including

gobos and uplighting, all designed to give the event a bit of movie magic.

There were even James Bond themed props including Bond girl silhouettes, film strips, ‘face-in-hole’ boards and live entertainment including Des Clark from Capital FM and a DJ. Adam said: “The idea is that an event should feel special from the moment the guests arrive, whether that be through funky outside furniture, maybe a throne, or perhaps a red carpet with media board to provide the Hollywood theme and make the guests feel special.

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“Central to our success is our capacity to find unique designs. We scour Europe for the furniture that we use for events, including that provided by designers in Italy, Germany Spain and France. We tend to use a lot of pieces from Italian designers because they are so far ahead when it comes to designing glamorous furniture.

“We will spend a lot of time on research and development, visiting trade fairs of various markets and industries to give a better understanding on the design landscape in the years to come. We’ll see a fun new products and say ‘wow, that is something special, let’s

FEATURE: CREATING THE PERFECT EVENT

see how we can use it in our events.’

“You want to be as imaginative as possible.

You do not want someone to say ‘have you got a few chairs and a trestle table?’, you are looking for something that is truly special.

The idea is to create a sense of magic so that people walk into a room and go ‘wow!’

“The business is going really well and in addition to running events for individuals and small companies we have done work for the major companies including Google, Amazon, Christian Dior, Nike and Adidas as well as Gleneagles Hotel.

“There is a real sense of pride when an event comes together. There is a real sense of something magical having happened.”

For more information about how to give your event the wow factor, please call 0141 637 0368 or contact info@alleventhire.co.uk 0131 652 6007 ehire@cameronpres.co.uk www.cameronpres.co.uk

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CHAMBER NEWS

Let’s talk about Youth Talent: Recruiting Youth Talent internships, offering shorter programmes of It makes business sense work activity as a stepping stone to a career. to invest in shaping youth Businesses can also recruit young people into talent then benefit from this entry level opportunities and develop them within their organisation. by offering young people the opportunity to work with Business benefits of recruiting youth talent: Investing in young people develops skilled, you. For many, this path is qualified and loyal employees, helps well trodden, for others the productivity, morale and employee retention. road is less travelled and a Young people are the lifeblood of a business. missed opportunity.

They are full of enthusiasm with a strong

How can a business get involved in recruiting youth talent?

Modern Apprenticeships offer a framework to recruiting and training a young person, providing a great opportunity for a young person to learn and develop while they work.

Modern Apprenticeships often have funding attached which assists with the training costs. Other businesses offer school leaver

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eagerness to learn, bringing new skills and fresh ideas to the workplace. Hiring a young person can give you influence in the kind of employee they become.

Apprenticeships are an effective way of maintaining skills and sustaining a competitive advantage, a way to develop knowledge transfer from an ageing workforce and ensure succession planning.

"Young people have a huge amount to offer both public and private sector organisations, whether that is by offering a fresh perspective to solving problems, using technology in new ways, identifying gaps in service provision, or maximising business growth opportunities by identifying new markets and networks.

Young people also have a lot to offer to small and medium sized enterprises, since they possess unique skills which enable them to fulfil multiple roles within the organisation/ business. As young people experience the rewards of working in a small organisation, they often go the extra mile to help that organisation to succeed" says Kenneth Lawrie, Chief Executive, Midlothian Council.

Recruitment support is available: The Regional Developing the Young Workforce (DYW) team can support employers in recruiting youth talent. A range of support is on offer from simply connecting businesses with ways to advertise opportunities or working with

CHAMBER NEWS partners to fully support the business through the whole recruitment process – including advice and guidance on job descriptions, types of apprenticeships, offering a shortlisting service and full recruitment administration support, all offered free.

Pioneering events ‘Jobs Roadshows’ can also support in youth talent attraction. Many employers experience the benefit of inspiring and recruiting graduates through graduate jobs fairs ‘Milkrounds’. This type of event, until recently, did not exist on scale for school and college leavers in Edinburgh, Midlothian or East Lothian.

With this knowledge in mind, backed up with many asks from employers to bring them face to face with potential candidates while recruiting; the DYW group developed and delivered 3 ‘Jobs Roadshows’ across the region.

Businesses of all sizes from a variety of sectors showcased over 800 open vacancies including full and part time roles, Modern Apprenticeships and paid school leaver internships with a view to recruiting talented young people.

Graham Blaikie from The Mercat Grill in Musselburgh, said “The roadshow event in Haddington was excellent, well planned and put together and I was very impressed with the talent of the young people in attendance and how they conducted themselves. It was a good investment of my time and I have already identified 5 or 6 potential new employees from those I met and have sent me their CV’s. I would certainly recommend this event to other employers and look forward to being involved in future roadshows.”

Sandy Begbie, Chief People Officer of Standard Life and Chair of the Edinburgh, Midlothian and East Lothian Regional DYW initiative, said: “The Jobs Roadshows are a stepping stone towards reducing the skills gap, improving youth employment and contributing to a stronger local economy.

The aim was to inform, inspire and hire. With such positive feedback from local businesses on the level of talent and enthusiasm evident in the young people, it seems we’ve certainly ticked the inspiration box. We are encouraged by news of progress on hirings on the back

of the events too. Investing and engaging in youth talent is clearly worthwhile.”

This year the Jobs Roadshows attracted over 850 young people, the feedback has been fantastic and it is likely these events will run again early 2017 to target school and college leavers before they leave.

Your Regional DYW team would be delighted to talk to businesses of all sizes that are keen to find out more about how their business can benefit from recruiting youth talent.

Find up to date information on support available on our website, www. edinburghchamber.co.uk/DYW, you can follow us on Twitter @DYWEdinMidEast and we would love you to join us in our ‘Let’s Talk About Youth Talent’ Group on LinkedIn, where we will discuss best practice, challenges and ideas – involving everyone in this discussion.

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CHAMBER NEWS

Royal Highland Centre Investment 2016 THE BIG 5 In 2016 the Royal Highland and Agricultural Society of Scotland (RHASS) is making £1.6million worth of investments to its corporate events business, the Royal Highland Centre, part of an overall £100million investment over 20 years. This versatile 280 acre venue, which has a mix of indoor and outdoor spaces and even its own racetrack, welcomes around 1 million visitors through its doors each year, who are attending everything from exhibitions and gigs to racing events and charity fun runs.

Mark Currie, Head of Operations, talks us through just some of the projects planned for 2016, which reflects the RHASS’ intention to continue investing in the Royal Highland Centre to ensure that its facilities meet its high standards.

1. Livestock Crossing This year, the Royal Highland Show (23rd26th June) will benefit from a new pedestrian underpass, which will greatly improve customer flow and experience behind the main ring grandstand. This enhancement of the site will allow livestock to cross over the top of the underpass when entering and

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exiting from the main ring. The pedestrian underpass will remove the historical delay for show attendees when livestock are crossing in and out of the main ring. The underpass is due for completion in May.

2. North Car Park The first phase of the North car park remodelling is now complete and sees a much improved welcome to the main car park used by customers for events at the Royal Highland Centre. This project will continue over the next two years and will see the whole of the 150,000acre car park completely revamped. This includes 20,000sqm of resurfacing, drainage, and a new improved layout with new roundabout and entrance.

3. Wifi – Fibre Ring System For summer 2016, the Royal Highland Centre will boast a robust full-site Wi-Fi and hardline fibre ring system. This investment will allow all events taking place at the venue to have hard line internet connections installed, anywhere on site, as well as being able to take advantage of fully functioning Wi-Fi connection, both indoors and out.

4. Lowland Hall Foyer A refurbishment project in the Lowland Hall demonstrates the venue’s ambition to modernise its facilities both operationally and aesthetically. This project will be complete by May 2016 and will massively improve the customer experience when visiting the venue. This project reflects the venue’s intention to spread this design and investment across the entire site over the next three years. This refurbishment includes the Lowland Hall West Foyer, entrance and toilets.

5. Members Pavilion The construction of a brand-new indoor venue, which acts as the members’ area during the Royal Highland Show, will begin immediately after this year’s Show. The new multi- functional building, which will replace the existing MacRobert Pavilion, will cater for the specific requirements of the Royal Highland Show, while providing a year-round flexible mix of spaces that can be used for various functions throughout the year as part of the Royal Highland Centre’s portfolio of venues.

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Host your 2016 Golf Day at Gleneagles Host Venue to The 2014 Ryder Cup and The 2019 Solheim Cup, voted The Best Golf Resort in The World

by UltraTravel magazine for four consecutive years, and home to three championship courses - Gleneagles is the ultimate venue for a corporate golf day to remember.

Holding a corporate golf day at Gleneagles will challenge your most experienced clients and colleagues with some of the finest golf courses in the UK, just as much as those enthusiastic beginners.

Golfing activities can be tailored to any event, from individual golf lessons to structured group tuition and tournament administration.

On-course corporate branding, coupled with golfing products and gifts displaying your company logo can be organised to add impact to your event.

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situated in 850 acres of beautiful Perthshire countryside, just one hour’s drive from Edinburgh and Glasgow.

And, for 2016, there are some fantastic packages on offer. Book a golf day for 8 or more golfers and Gleneagles will include the following:

The resort is home to three championship golf courses, and a range of over 20 outdoor activities including shooting; falconry; fishing; off-road driving; horse-riding and archery. It’s the ideal destination for team-building, with a whole host of unusual options on offer: explore the grounds with an interactive GPS treasure hunt; take part in your own Highland Games; or learn some new culinary skills with cookery demonstrations and whisky blending masterclasses.

n Morning bacon or sausage roll with tea or coffee n 18 holes of golf on either The PGA Centenary (Host Venue of The 2014 Ryder Cup and 2019 Solheim Cup), The majestic King’s or the scenic Queen’s Course n A two-course golfer’s meal in The Dormy Clubhouse Bar and Grill.

All this from only £145 in May, £165 in June and £175 from July to September 2016.

To enquire about holding your next event at Gleneagles, please get in touch with Ashley Thomson, Regional Sales Manager on 07803 857193 or email ashley.thomson@ gleneagles.com. Alternatively, call our Group Sales team on 0800 587 8806.

With 232 luxury bedrooms and suites; an award-winning Spa by ESPA; and four restaurants including Scotland’s only two Michelin-starred restaurant, Andrew Fairlie, Gleneagles is the perfect location to entertain valued clients and colleagues.

About The Gleneagles Hotel The Gleneagles Hotel was built by The Caledonian Railway Company in 1924 and is

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HOW WE HELPED JOHN develop his own oil company HOW WE HELPED JOHN HOW WE HELPED HOW WE HELPEDJOHN JOHN ADVERTORIAL

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What Lurks in the Shadows of Software?

It can be easy for people to be drawn into the shadows of the IT world, lured away from safe and sanctioned waters. But you can prevent this, by ensuring that you find software that meets everybody’s needs.

When Management have worked to find a piece of software that provides all the features they think the company needs as well as the security to keep all of their data safe, the last thing they want is for their staff to go off and use something else. But it happens and that’s where the contrast between Shadow vs Sanctioned IT has arisen.

Sanctioned IT is anything that has been given the green light by a company’s IT policy, it’s been approved, sanctioned, its security has been tried and tested to the limit, and finally procedures are produced on exactly how and where to use the system.

Unfortunately what happens so often is when these systems are implemented, they don’t suit everyone’s style of working and what they actually need from an application. So people start to look elsewhere for their very own ‘cloud based soul mate’ – this becomes Shadow IT. A recent survey by Stratecast found that 80 per cent of employees in any organisation are using cloud-based systems that have not been approved by their business.

But can it really be such a bad thing if productivity levels and targets are going through the roof thanks to their chosen solution?

Well actually yes, and this is where the problem lies.

It’s less about this being a rebellion of the workforce. Most of the people who are looking elsewhere for their systems are quite simply looking for the most efficient and productive way to do their job. In this age of apps, people want the right tools for each of the tasks on their desks. They may not want in-house, clunky and, more often than not, old-hat systems.

But they aren’t necessarily thinking about those bigger talking points that are so vital to the company as a whole. You only need to type Shadow IT into your favourite online search engine and hundreds of fear mongering results will come up, explaining its perils in great detail.

The reason companies need an IT policy is primarily to manage and oversee the entire security of your company’s corporate data, hence why it has traditionally been so important for these kinds of considerations to be at the top of the list when finding and implementing your sanctioned IT. The importance and safety of your company’s and client corporate data is paramount, and using any un-sanctioned online systems can easily weaken what you previously thought to be watertight.

Seems like we are at a sticking point doesn’t it? The company approves one thing and the employees need another, but when it comes down to it, you all want the same thing - an effective system to support your working day.

members of these departments to identify what they really need, you can significantly reduce the amount of unauthorised systems being used, aligning how teams and company work as a whole.

Add to this your IT policy, which may include ensuring that all data is stored in the EU, and you’ll be able to find some Sanctioned IT that eliminates the need your staff lurking about in the shadows.

At the end of the day, people want products that work for them (I know, big surprise!).

Therefore the ideal scenario is to fuse together the needs of your company to find the right systems for everyone. It needs to be seen as an opportunity to increase productivity, improve your systems and processes, and make your team feel like they are making a difference in the workplace while still keeping everything secure and auditable.

If you have any questions about OpenCRM, please get in touch. I would love to hear from you. Find us at www.opencrm.co.uk or drop us a line at hello@opencrm.co.uk

Graham Anderson, is the CEO and founder of OpenCRM, one of the UK’s leading customer relationship management systems.

By implementing software and systems that can be completely tailored to the needs of each department and working with the

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REGIONAL

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Just 90 minutes from 90% of the Scottish population, nestled in between Edinburgh, Glasgow and Aberdeen, Perth Racecourse makes regional meetings easy! Home to The Nelson Stand, one of the best conferencing facilities in Perthshire, you will have capacity for up to 300 delegates, two floors and an array of breakout space. We pride ourselves in using local produce on the menu and Perthshire is one to be proud of as the key ingredient.

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day delegate rate

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CHAMBER NEWS

Innovation Park at Queen Margaret University moves a step forward Queen Margaret University has signalled its commitment to ensuring a 50 acre plot of land next to its campus by Musselburgh is secured for economic development purposes by retaining leading knowledge economy consultancy CAMSCI to lead development of the detailed business plan. The £80 million development is expected to create up to 13,000 jobs for the local economy.

Support for the concept of an Innovation Park gathered pace following a Proposal of

Application Notice (PAN) public consultation held during September 2015. At that time, members of the public and local community groups were invited to view the University’s proposals during exhibitions held at the Brunton Hall in Musselburgh and at QMU’s campus.

The name ‘Edinburgh Innovation Park’ reflects the park’s attractiveness nationally and internationally as a location within the wider Edinburgh city region, which is made up of East Lothian, Midlothian, West Lothian, Scottish Borders and Fife as well as Scotland’s Capital City.

The development will include a National Food and Drink Enterprise Centre – a UK first - which will provide specialist facilities to support food science, research and development. A second facility will provide facilities for the very wide range of SME sectors innovating across all the services required by the food and drink sector – from design through to new materials.

Professor Petra Wend, Principal and ViceChancellor, Queen Margaret University said; “This is a once in a lifetime opportunity that takes advantage of a prime location, providing businesses – especially SME’s– with access to national and international networks and expertise provided through the University and the wider university network.

We have a bold vision of a vibrant connected community that advances regional and national aspirations for innovation and growth in the food and drink economy.”

The proposals also include retail and leisure facilities for the surrounding local communities, innovation park users, and also University students and staff. These facilities will complement existing local provision.

You can view a slideshow of the architect’s plans and send feedback online at www. edinburghinnovationpark.co.uk . Formal consultation will take place as part of any future planning application process.

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CHAMBER NEWS

Portcentric – it’s what ports have always done Portcentric is not a new thing, it’s what ports have always done. Portcentric means different things to different people however the Forth Ports’ offering is more flexible and diverse because they are able to handle containers, trailers and bulk cargos too as part of the overall solution.

Forth Ports plays a vital part in Scotland’s infrastructure and the business is driving a programme of growth and investment in their ports around the UK. They own and run eight ports. In Scotland, these include Grangemouth, Rosyth, Leith and Dundee which all contribute significantly to the economy supporting key industries, such as Chemicals, Oil & Gas, Food & Drink including Whisky, Agriculture and Tourism. But the business is more than just a port. With key supply chain and transport connections and expertise, customers benefit from a strong portcentric approach.

Never has the international trading market been so challenging for manufacturers and distributors. It has been well documented in the press recently that there is a current global shipping crisis, with over capacity, which has driven freight transportation costs to an all-time low. In the UK, logistics businesses are being asked to rethink their methods of transportation, to adopt an environmental friendly approach and are being tasked with reducing CO2 from the road. Through all these challenges, Forth Ports recognises that companies still need to keep their customers satisfied and products available and support businesses this through portcentric logistics.

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However, portcentric can only be successful if there is a strong transport infrastructure around the ports. It is essential that access roads to and from the ports are well connected to the main trunk road infrastructure. Also for portcentric to be successful, Forth Ports believes that there needs to be a blend of large and small warehouse spaces to meet customer needs. For example, at the port in Grangemouth a new warehouse space of 50,000 sq.ft. has just opened which delivers a bespoke portcentric solution for leading fish food supplier, EWOS.

As Stuart Wallace, Divisional Director of Forth Ports explains: “Ports are a vital part of Scotland’s infrastructure and represent the country’s gateway to the world for the export and import of goods. The success of our business is about making connections for our customers by helping them make efficiencies in their supply chain. Portcentric for us is about finding a transport solution that works for the customer that ticks the cost saving and environmental boxes.” www.forthports.co.uk / @forthports

INSPIRING TRANSPORT AND INFRASTRUCTURE

What is a Director of Place?

Not many people start a high-profile role with their job title as a major talking point…but that’s the situation Paul Lawrence faced when he was appointed as City of Edinburgh Council’s Executive Director of Place.

The moniker led to some debate and funpoking, with the council’s Conservative leader, Councillor Cameron Rose, suggesting it was attempting to put “a stamp of novelty” on the appointment of Mr Lawrence, which he welcomed.

But spend a few minutes with Mr Lawrence and his role, his plans, and the title itself, start to make perfect sense.

In a nutshell, councils up and down the country need to much more closely integrate and align the services they provide for citizens – both to improve the quality of the offering and also to deal with the financial pressures they are bearing, which are set to become even more acute.

Mr Lawrence said: “If you start from the point that the silo provision of services is not great, and that it would be much better to provide a more rounded, joined up package of services, then you are faced with how you do bring services together in terms of managing them."

“When you come to group the services, some local authorities down south in particular, have opted to look at the services they provide to directly support people – such as education, health and social care – and services they provide to support places and communities, such as travel and transport, housing, waste management and recycling."

“When you think about it, it makes perfect sense. Instead of being an organisation with lots of departments each delivering services, but not necessarily talking to one another as

well as they might, then we can get all the right people around the table to talk about any issue."

“For example, if we are looking at the development of housing in an area we also need to think of the transport links, schooling, waste management, planning, provision of any community facilities and shopping and so on."

“It will allow the council to get all the people in one room to get things done in a more integrated way, and that has to be good for the city.”

While the concept of Place services may be fairly new in Edinburgh, it is something that Mr Lawrence has considerable experience, his previous post being in a similar role in Stockport.

He said: “Edinburgh is a fantastic city. When you think of all of the ingredients that make a city a great place to live, then I can’t think of any other city other than London – because of its sheer scale – which ticks as many boxes as Edinburgh."

“It really is a wonderful place to live, to work in, and to visit as we see from the many awards and accolades the city has won over the years."

“But we can’t rest on our laurels, and indeed there are some tremendously exciting things happening in the city. But everything that happens requires us to think about the consequences, and to plan ahead. That looking ahead, ten years or more, is also

an important part of the job along with the delivery of services now."

“For example, the development of Edinburgh St James will see almost £1 billion invested in the creation of a new exciting city block, which will create jobs and opportunities as well as enhancing the experience of people in Edinburgh."

“But that development will also have other impacts. It will definitely mean that the eastern end of the city centre will be the focus for retail, and will attract more footfall.

That will mean lots of other services, such as bars and restaurants, will be attractive to that footfall."

“What do we need to do in future to develop and support the western end of the city centre? What should we be looking to do to create a sustainable and prosperous future for that vital part of the city?"

“There’s a lot of change happening. Our job is to do everything we can to make it change for the better.”

“If we are looking at the development of housing in an area we also need to think of the transport links, schooling, waste management, planning, provision of any community facilities and shopping and so on."

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INSPIRING TRANSPORT AND INFRASTRUCTURE

Edinburgh Airport – When A Cut Does Add Up The man at the helm of the transport powerhouse that is Edinburgh International Airport has only one problem with the SNP pledge to half Air Passenger Duty during the lifetime of this Parliament – he wants it happening sooner rather than later.

Gordon Dewar, Chief Executive of the Airport, maintains the commitment on APD is “absolutely the right thing to do” but is concerned that –if it happens in dribs and drabs over the next few years a big opportunity may be lost.

He maintains that halving the duty would help attract up to 4 million additional air passengers to Scotland each year – bringing massive economic gains – but to achieve that big impact Scotland needs to act “sooner rather than later, and by sending out a clear message rather than by a series of 10% cuts.”

He said: “There is a massive opportunity.

We know the attraction of Scotland, and Edinburgh in particular, and we know that if we make this change we will attract more routes and more people to come here,

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Gordon Dewar

bringing more opportunities and more economic benefit. We know, because the research has been done, that cutting APD will create an economic plus – and in fact will be cash generative for the Treasury. Cutting this duty will be good for Scottish taxpayers.”

And he knows the big impact that his business can have on the economy. Work carried out for the Airport showed that it has generates some £1billion for the Scottish economy – with around half of that staying in and around Edinburgh. In turn, that economic activity supports some 23,000 jobs – again around half of those in the Capital.

With around 23 new routes added this year, taking the airports list of destinations to 170, and with his team working hard to bring others, Gordon is determined that progress at

INSPIRING TRANSPORT AND INFRASTRUCTURE

Scotland’s busiest airport will continue apace.

“We aren’t constrained by anything on site at the airport. We have land, we can continue to build and develop to support growth.

What we are a little constrained by is the surrounding infrastructure. For example, the airport is served by a single road which comes off a busy and congested trunk road.

We need improved road access, and we are working in partnership with others around this and other transport links all the time."

“We also work in wider partnerships in the city. For example, we are actively engaged in the discussions around future hotel provision.

There have been big strides forward in recent years, but we still need more hotel rooms and in particular at the five and six star end of the spectrum.”

encouraging – Edinburgh is surpassing its targets and that demonstrates the demand that exists out there."

The future, Gordon insists, can be very bright for Edinburgh’s tourist industry.

“The job we all face is working hard to make sure that we can meet that demand and bring people to the city. In turn, that creates jobs and opportunities for local people and local businesses. That raises more revenue, which funds better services, and the positive cycle continues.”

“Tourism has been engaged in a half-point review of the 2020 Strategy for Tourism in Scotland. The results so far are very

Gordon is aware that the environmental debate is never far away when air travel is concerned. “It’s a good thing. The

environment is crucial for us all. The industry has never been more aware of the requirement to minimise our carbon emissions and to do everything we can to reduce our carbon footprint, and we are all ensuring we make every effort to do just that.

“But one thing is also worth remembering.

That isn’t an argument for not reducing Air Passenger Duty. If we maintain the uncompetitive high tax levels we have in the UK, then all we do is deter people from coming here. They will still be flying around the world. They just won’t come here.”

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INSPIRING TRANSPORT AND INFRASTRUCTURE

High-flying Nomad comes home to take the transport reins When George Lowder MBE, describes himself as having been “a bit of a global nomad” you can take it that the new man at the helm of Transport for Edinburgh is indulging in a spot of understatement.

A distinguished military career saw him rise to the rank of Brigadier and serve with distinction in all corners of the world across four decades.

But his heart, and for the past 14 years his family, have remained in his native Edinburgh and he has now decided to take up a new challenge in Scotland’s Capital – a City he once looked out across from the Castle as the Army’s Commanding officer in Scotland.

His leadership experience and skills will be brought to bear on Transport for Edinburgh, the holding company for both Edinburgh Trams and Lothian Buses, as he seeks to ensure that the Capital’s award-winning, main public transport providers, are keenly involved in all aspects of planning for the future of the City.

Integration, coordination, cooperation, collaboration and partnerships, will be the watchwords as far as George is concerned, as he seeks to ensure the City’s buses and trams operate seamlessly as part of a wider, integrated transport system that serves the City now and into the future.

He said: “The big opportunity is through collaboration with our transport partners. Not just the bus and tram companies, but rail, air, sea and other road users as well. We need

to work with the Scottish Government and City of Edinburgh Council and the other local authorities that we serve and create a truly integrated transport system and service that best serves the needs of the travelling public."

“Bringing everyone together is not easy, but it is the way forward if we really want to see the best possible transport planning and transport network delivered at a local, regional and national level.”

Working together can bring real benefits for customers, George argued, and pointed to better and shared use of technology as one obvious way forward.

“Smart ticketing has to be one way forward.

We need to get to the position where a passenger arriving at Edinburgh Airport can buy a smart ticket which will take them into Edinburgh on the tram, and then get them around the City on buses thereafter, or take them through to Glasgow or Inverness or wherever else they want to travel to by train.

“While I use the example of a visitor to the City, the convenience would obviously be every bit as positive for our residents here, and such a system has proven enormously popular in London.”

"Again, technology should also allow, in time, travellers to use their own cashless debit cards to pay fares with ease across all public transport."

He added: “These are exciting times. Lothian Buses carry more than 120 million passenger journeys and the trams in excess of 5 million.

Our companies move huge numbers of people, and we have new Managers coming in to run both businesses and make them even better.

“Our job at Transport for Edinburgh is to support them, help create a more seamless transport experience, and help everyone get

around our fantastic City that little bit easier.”

George’s career in Defence spanned 35 years after he was commissioned into The Royal Scots (The Royal Regiment) in 1981, rising to

"These are exciting times. Lothian Buses carry more than 120 million passenger journeys and the trams in excess of 5 million...We have new Managers coming in to run both businesses and make them even better."

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INSPIRING TRANSPORT AND INFRASTRUCTURE

command the Army in Scotland. During his military career he received a Commander’s Commendation for his actions on Operation Desert Storm, a Queen’s Commendation for Valuable Service in Bosnia and in 1998 he was made an MBE in the New Year’s Honours List. Following the September 11 attacks on New York and the Pentagon, Brig Lowder was dispatched to Washington DC to represent the UK in liaisons related to the global war on terrorism.

Latterly his role was in the MOD, where he led a multi-agency and multi-disciplined team.

He studied Scots Law at Aberdeen University and gained a Masters Degree from Cranfield University.

George Lowder MBE

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FEATURE: TRANSPORT

ADVERTORIAL

City Cabs Free Wifi Sticker(border).pdf 1 05/05/2016 09:01:12

City Cabs – moving with the times C

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The modern taxi passenger needs constant access to information while on the move and City Cabs has set out to make that a possibility by providing complimentary WiFi within each vehicle.

City Cabs can also offer customers an online booking service where they can book, track, cancel and even check previous jobs giving them full control over their account.

CM

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They have an iPhone and Android App which allows customers to book a job, track their taxi, cancel bookings and even pay by card.

The app saves the customer’s details and job history, giving them an efficient alternative to calling in.

City Cabs, which recently celebrated its 90th anniversary in Edinburgh, was created when 25 taxi drivers got together in September 1925 and decided to form an Association to benefit the Edinburgh taxi trade and its drivers.

The City Cabs fleet has also been fitted with Chip & Pin machines that accept Apple Pay and Contactless Payments.

Since then it has always aimed to be the leader in its field through the provision of a high customer service level and a continued willingness to innovate.

City Cabs, which currently has more than 440 members in the Association and more than 1,100 registered drivers, has always moved with the technological times through regular redesigns of its equipment.

Technology is central to everything that it does. For instance, its despatch system allows the company to track, and communicate with, every driver in an instant.

WHAT IS RTPI? RTPI (Real-Time Passenger Information) is a computer-based tracking system providing up-to-the-minute information about individual vehicles operating on bus service routes to public transport users.

Building upon Edinburgh’s successful Bustracker system, SEStran has introduced RTPI throughout South East Scotland, on all First and Stagecoach services, as part of our strategy of building a passenger-focused, sustainable transportation system for South East Scotland.

BustrackerSEStran aims to make bus travel easier for everyone. The system takes account of traffic conditions, delays, unforeseen problems and

breakdowns. You can find out exactly when your bus will arrive without relying on timetables or spending time waiting at the bus stop. It saves you time and puts you in control of your journey.

Our Initiative In order to expand the availability of live bus times, SEStran is supporting the implementation of digital signage (TV screens) in public premises throughout the South East of Scotland to display the real-time bus information (trains and trams can also be included) with the aim of encouraging people to use public transport.

displayed. This allows your organisation to choose the information that you wish to display, such as: Upcoming events; Marketing information; Sustainable travel initiatives; Weather/news RSS feeds, videos and many other options.

The signage is flexible and adaptable to any organisation and there are a number of ways in which the information can be

For more information: enquiries@sestran.gov.uk 0131 524 5150

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ADVERTORIAL

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mega Fife megarider+ ÂŁ28 per week for unlimited travel between Fife and Edinburgh stagecoachbus.com/megarider

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FEATURE: TRANSPORT

ADVERTORIAL

W L Sleigh Ltd & Sleigh Tours Scotland Ltd The Sleigh name has been synonymous with Scottish transportation since 1889, when William Lowrie Sleigh left his job with the British Post Office to sell a newfangled invention called the “Penny Farthing” an early form of bicycle.

also been privileged to be grantees of Royal Warrants and serve the British Royal Family in various transportation services.

By 1902, the Family business then Rossleigh, was selling motorcars and motorbikes, too.

Following in his grandfather’s footsteps, W. Lowrie Sleigh LVO founded W L SLEIGH LTD in 1974 with a dream of providing Scotland with the best-possible chauffeur drive service. William L. Sleigh, Lowrie’s son, became managing director in 1997 and began diversifying the company into tourism services.

In 2015, William took on business partner Russell Dunsmore to manage and expand the company’s chauffeur services. Having built his own successful driver service over ten years, Russell knows the chauffeur business exceedingly well. The partnership enabled William to concentrate on serving an everyincreasing volume of business and tourism clients by forming SLEIGH TOURS SCOTLAND LTD as a sister company within the W. L. Sleigh Ltd group of companies.

In the year 2000, William was extremely honoured to be granted three Royal Warrants as Motor Vehicle Hirer to the Royal Family in Scotland. The family’s first Royal Warrant was awarded to Sir William Lowrie Sleigh in 1921 as Motor Engineers to His Majesty King George V. Other members of the family have

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Another huge step came in 2002 when W L Sleigh Ltd. was invited to join Virtuoso as an official On-Site luxury service for Scotland. As a Virtuoso On-Site, we help plan all aspects of personalised guided tours of Scotland in our own vehicles and with our own driver/guides (or separate blue badge guides if required).

We are currently the only Virtuoso On-Site that specialises exclusively in Scotland.

In the same manner that we serve members of the British Royal Family, W L Sleigh Ltd & Sleigh Tours Scotland are happy to assist you with whatever your cleints’ travel requirements might be in Scotland. This includes private transfers, “meet & greet” services, chauffeur-

driven vehicles, walking tours, tickets to shows, sports and other events, bespoke sightseeing tours, private cruise ship shore excursions and any sort of day tours anywhere in Scotland.

We can also create customized extended tours (from two days on ), sample itineraries, and tours with or without accommodation The current W L Sleigh Ltd luxury fleet includes long wheelbase “S” Class MercedesBenz limousines, “E” Class Mercedes-Benz sedans, Mercedes-Benz minivans and 8-seat Mercedes-Benz luxury Tourers We can source other makes, models and sizes to meet whatever your needs might be.

Tel: +44 (0)131 339 9607 Mob: +44 (0)7774 777704 Email: william@sleigh.co.uk www.sleigh.co.uk Unit 11a, West Craigs, Turnhouse Road, Edinburgh EH12 0BD

FEATURE: TRANSPORT

ADVERTORIAL

Airport parking that’s got everyone talking!

Despite PremiAir being the newest addition to Edinburgh Airport’s car parking scene, reviews and customer testimonials are flying in from happy customers from all sectors.

Not only are we passionate about car parking but we’re obsessive about customer service, so much that we make sure our dedicated and friendly team are on hand 24 hours a day, 365 days a year to assist you with your car parking needs.

Travel can involve a number of logistical headaches, and parking your vehicle should be the least of your worries.

To help us celebrate our 1st birthday, we’re giving all chamber members 15% off our gate price & pre-book rates.

Please use or quote discount code chamber15 when booking on-line or paying on exit.

buses are on hand to make sure this part of your journey runs smoothly.

Our daily gate prices start from £3 for 2 hours – perfect for a drop off or pick up - and it’ll never cost you more than £14.50 for 24 hours.

You can always pre-book your space on-line at www.premiairparking.co.uk or by calling our reservation hotline on 0131 297 0777.

Situated just 3 minutes from the terminal building, our parking professionals and shuttle

We can show you how to get more out of your fleet

Look at what our one of our customers had to say: ‘Very competitive prices. The bus ran on time and regularly.

Super close to the airport, so you blink and your there. It’s my number 1 choice when flying from Edinburgh now.’

Drew Holleran

Our customers have: • Improved productivity and utilisation of their vehicles, trailers, assets, company cars • On average seen a return on investment of 5:1 • Enhanced their drivers performance • Created a safer fleet and reduced incident numbers • Ensured duty of care is being met • Increased vehicle uptime by remotely managing vehicle maintenance • Cut fuel spend and CO2 emissions • Streamlined and taken control of vehicle mileage expenses • Reduced insurance premiums

Masternaut can help create a solution for you.

Get Connected Now.

Contact: Jillian McCulloch Tel: +44 (0) 7850 704 229 Email: jillian.mcculloch@masternaut.com

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GET GOING

Name: Vickie de Vries Business name: Growth Avenue UK Ltd Start up date: 1st October 2015 Website: www.growthavenue.co.uk Q1: Tell us a bit about your business? Q4: How many staff do you manage?

We deliver learning and development solutions to help organisations and their employees communicate more effectively in order to achieve their goals.

Communicating with your customers and suppliers or communicating with other divisions and of course, your employees, all have their challenges. We can help you grow as individuals and as an organisation.

One

Q5: How long have you been trading?

Since 1st October 2015

Q6: What do you like most running your own company?

Q2: What makes your company unique?

Freedom to balance family and work commitments as well as opportunities to work with clients that interest me.

We specialise in high impact, practical 90-180 minute modules of training we call Fast Learning.

Q7: What has been your greatest business success to date?

Q3: What motivated you to set up in business?

I’ve always been in training, and love it! This business can grow to support my family and offer them opportunities for their future.

Generating an income and growth plans for the future.

Q8: What has been the hardest part of setting up your own business?

Q9: In terms of business achievements, where do you want to be within the next 5 years?

Providing learning and development solutions across UK & Europe using our network of trusted and experienced trainers and coaches.

Q10: What advise would you give to someone thinking of starting up their own company?

Just do it! Be open to learn every step and listen to all relevant advice. Take your time to make sure it’s what you love to do & that it can work as a business.

Getting your first client.

NEW MEMBERS ADH Wealth Management (St. James Place Partnership) AKA Scotland Appetite Direct ASM Flexi Consulting Big Issue Invest Scotland Can You Escape?

Citation Ltd Community Enterprise Ltd Complete Cleaning Contracts Ltd Daily Business Ltd Deliveroo Distinctive Dixons Contractors Ltd Edinburgh Haymarket Development Ltd Edinburgh International Magic Festival Edinburgh World Heritage Trust Engineering Services Partnership Ltd

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Enterprise Rent A Car

Napier Bathrooms & Interiors

EQ Travel

Odd Panda Design

Ergo Law

OnlyExcel

EventIt Exhibitions Limited

Patience Jewellery

Flock Creative

Peter Brett Associates LLP

Gareth Easton Photography Ltd

Professional Headshots Scotland

GearedApp

Resultz Ltd

Home Energy Scotland

Riello UPS

JM Executive Coaching

Sick Kids Friends Foundation

Khukuri, The

Simon Cocker Consultancy Services

Lime Blue VA

SkyRocket Wellness

Logo Direct

Stripe Communications

MacDonald Cardrona Hotel, Golf & Spa

Summercall Ltd

Masternaut

Tempus IME

Miller Homes Scotland East

Thorntons

Mindroom

Veterans Scotland

Naked Events

Worksmart Contracts

ASK THE EXPERT

Knowledge Exchange Firstly I want to say a huge thank you to all the members who reached out after last issue’s 'Ask The Expert' article. From members wishing to hear more about what we are doing, to trainers and practitioners recommending topics and courses it is humbling to know that our Training and Development department has a lot of support from the business community.

With that in mind I wish in this issue, to discuss the theme of knowledge exchange, because actually as a Chamber and in training, that’s what we do, we inspire conversations between members which leads to learning which leads to bottom line business.

Recently I attended two of our new series’, “Assertiveness at Work” course hosted by Catherine Bowie and “Inspiring Women in Business: Imposter Syndrome” with Rebecca Bonnington. Now for those of you that know me, I wouldn’t really class myself as the shy and retiring type but I wanted to see what else I could learn and garner any top tips.

Well, bias aside of me choosing to implement these courses into the training calendar, I would say hands down the knowledge I took away those two sessions has become a real game changer for me. And I would relate it to one theme - knowledge exchange.

Both courses felt like a group discussion and what was interesting though not overly

surprising was that so many people were having the same issues no matter what sector they worked in, what size of organisation or their level of authority. So in the words of British Telecom, “It’s good to talk”.

Coincidently, the next meeting I had was with one of the new trainer 'get togethers' I have implemented, designed to ensure we all are communicating, everyone knows what everyone else teaches and to see if there is any room for collaboration. What came from this was some really positive conversations about the training we offer not just being a one day event but introducing more ‘series of training’ and incorporating a networking session. And hopefully by the next issue of Business Comment I will be able to report some really exciting developments to you.

Linked with knowledge exchange is our social media series. For me, social media is a real passion and hobby but for sure it is not enough just to be on it, you actually have

to be on it! Typically always performing in the top percentage of our courses however for the current cycle not only have we had to add extra dates due to capacity limits but also we notice the companies attending are now not just those starting out, they are actually quite established and a lot have a strong follower base already. Now they want to be able to exchange their knowledge digitally and they want revenue from it.

The Training and Development calendar is rapidly evolving so be sure to check out the ECC website, but what would be even better is if you dropped me a line at sian.downes@ edinburghchamber.co.uk to well, you knowexchange some knowledge.

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ADVERTORIAL

FEATURE: FINANCE/LEGAL

5 auto enrolment tips for employers

By Lisa Bruce, Director at Acumen Accountants & Advisors Limited Are you ready for Auto Enrolment?

New legislation states that employers are legally required to automatically enrol their staff into a pension scheme and make contributions.

Don’t leave it too late!

The implementation of a compliant scheme can take time.

Are you ready for Au New legislation states that employers are legally required to automatically enrol their staff into a pension scheme and make contributions.

Auto enrolment is a hot topic at the moment, and is described by many as one of the most complex pieces of pension legislation this country has ever seen. You’ve read about it in the news, and have hopefully read our FAQs, but what are the experts advising?

All employers have been given a staging date; this is the deadline by which you will need to have a scheme in place and be ready to enrol workers.

Acumen Accountants & Advisors Payroll Bureau has over 20 years’ experience in dealing with ever changing legislation and compliancies, we can take the pain out of the Auto Enrolment procedures, ensuring that you are prepared.

Acumen Accountants & Advisors have created a list of tips for employers, to shine a light on important points and guide you through, what appears to be, the complex journey of auto enrolment. Here are their words of wisdom:

1. Avoid penalties by being organised.

Do you know when your staging date is? Do you know all the necessary steps you must take before this date? If not, you could be penalised. Many organisations are having to pay backdated employer and employee contributions, which can rack up to a hefty bill. It is not worth it!

2. Start the auto enrolment process now, even if your staging date is in the distant future.

When your staging date comes around, the amount of people setting this up will peak, and pension providers are going to be overwhelmed. Beat the rush to ensure your process goes smoothly. Even setting this up 3-6 months before your staging date is ideal, and you won’t start paying your contributions until your staging date.

3. No two pension schemes are the same, nor are two employees.

It is therefore vital that the scheme you sign up to, and all the decisions you make around the scheme, are tailored to you, your organisation and your employees.

From selecting the perfect pension provider, through to choosing the scheme most suitable for you and each of your employees, for example contributions based on qualifying earnings versus basic pay, there are important decisions you must make for your business.

Take the time to understand your options, and, if you need, seek expert advice.

4. Avoid expensive pension software!

There are expensive pieces of software circulating in the market, which claim to manage this entire process on your behalf.

The likelihood is you do not need this, and it can in actual fact cause more hindrance than help as it may not be compliant. The best thing to do is get advice in the first instance, before making your decision.

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5. Decide if you want to undertake the auto enrolment process yourself, or outsource this.

This decision will be dependent on your organisation, and the teams you have in-house, but it can become a huge administrative burden. Companies such as Acumen can fill in the gaps for your company by undertaking specific pieces of work, or can manage the entire payroll and pension process on your behalf. So it is worth thinking about the practicalities.

Acumen can assist with all elements of Auto Enrolment, relieving the additional administrative burden and providing peace of mind for the employer.

Failure to comply can incur considerable fines.

Please do contact us for more information and advice, email our in-house expert Lisa Bruce at lisa.bruce@acumen.info or visit www.acumen. info

All employers have been given a staging date; this is the deadline by which you will need to have a scheme in place and be ready to enrol workers.

Acumen Accountants & Advisors Payroll Bureau has over 20 years’ experience in dealing with ever changing legislation and compliancies, we can take the pain out of the Auto Enrolment procedures, ensuring that you are prepared.

ADVERTORIAL

FEATURE: FINANCE/LEGAL

yourbusiness businessready readyfor forAutomatic AutomaticEnrolment?

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IsIsyour Thelaw lawononworkplace workplacepensions pensionshas hasrecently recentlychanged. changed.Now Nowevery everyemployer, employer,who whohas hasatatleast leastone one The memberofofstaff, staff,is isrequired requiredtotoenrol enroleligible eligibleworkers workersinto intoa aworkplace workplacepension pensionscheme schemeand andstart start member contributing towards it. contributing towards it.

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Our l your Ourteam teamwill willwork workwith withyou youtotoensure ensureyou youfulfi fulfi l yourobligations, obligations,assisting assistingyou youatatevery everystep stepofof the theprocess. process.From Fromselecting selectinga ascheme, scheme,preparing preparingletters letterstotostaff staffand andcompleting completingthe thedeclaration, declaration, totoproviding the on-going assessments and reporting requirements of auto enrolment, providing the on-going assessments and reporting requirements of auto enrolment,asaswell wellasas providing providingour ourstandard standardpayroll payrollservices serviceswhere wherenecessary. necessary.

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Contact us now to find out more on 0845 270 1688 or email lisa.bruce@acumen.info

Contact us now to find out more on 0845 270 1688 or email lisa.bruce@acumen.info

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FEATURE: FINANCE/LEGAL

ADVERTORIAL

Renting my business premises should be easy and financially low risk.....Shouldn’t it?

In a perfect world, yes, but wait until you read the commercial lease! - Duncan McFadzean from ELP Arbuthnott McClanachan, Solicitors, answers some interesting questions on what is often a nasty surprise for businesses: Is renting a business premises just like renting a flat?

Not unless you are very lucky! There are of course common features, such as the payment of rent, the obligation not to damage the property, and having a minimum period of occupancy. However, commercial leases are very different animals from residential leases, and often contain much stricter obligations for the tenant. Unlike residential leases, commercial leases can often exceed 30 pages in length, and are often accompanied by other legal documents such as Offers to Lease, Deposit Agreements, and Licenses for Works. In some cases these are necessary, and in others they are not.

What should tenants be aware of in commercial leases?

The terms of commercial leases can vary widely. Historically they have been very prolandlord, with landlords treating commercial property as an investment in which they seek to pass as much responsibility as possible onto the tenant. There are important clauses throughout commercial leases, but tenants should be aware in particular of the extent of their obligation to repair or rebuild the property in the event of damage or destruction - often the tenant’s repairing obligation will apply not only to the inside of the unit, but also to common areas such as the outer walls, outside grounds, common passages and stairs, and the roof of the building. Closely linked to this is the “insuring obligation”. Often the landlord will arrange buildings and other insurances, and the tenant will have to pay the premium for this. However, it is crucial that the repairing and insuring clauses link together properly, in order that the landlord is obliged to deal with repairs covered by the insurance, and is obliged to actually keep the insurance in place, claim on it, and lay out the proceeds of any claim on the repair or rebuilding work. The

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lease should also provide for a reduction or suspension of rent payable where the property has been damaged or destroyed by an insured risk, in order that the tenant is not paying rent for a property that it cannot occupy.

Tenants should also pay close attention to their ongoing decorating obligations, which are likely to apply to the interior and exterior of the property, and the procedure they have to follow if they wish to make alterations to the property. Rent review clauses should be closely scrutinised to ensure that they are fair and do not allow the landlord to increase the rent purely on the back of the tenant’s hard work in improving the property or developing the business within it.

As a tenant what can I do about the repairing obligation?

This often comes down to bargaining position. If the tenant is in a good bargaining position it can be possible to negotiate an “internal only repairing lease”, where responsibility is taken only for the inside of the unit. A halfway house is a full repairing lease but with a cap on the annual amount which the tenant may be asked to contribute to common/external repairs. At the very least if you are taking a new lease the landlord should agree that you will not be obliged to place the property in a better condition than it was in when you took entry (although in some cases landlords may offer a low rent initially or a rent free period in exchange for the tenant carrying out improvements). It is possible to instruct a survey or “schedule of condition” which records the condition of the premises at entry, and can be used as a future reference point when assessing whether the tenant has complied with its repairing obligation. The survey can also be of use to the tenant in deciding at the outset if it is a good idea to take the lease at all. The survey may disclose a nasty damp problem, or a pending expensive roof repair. Your solicitor can advise you of your options and discuss whether, having looked at the wording of the lease proposed, a survey would be sensible.

Can I get out of the lease if business isn’t going well or I need to move?

Only if this is permitted by the original lease terms. It can sometimes be possible to negotiate a “break clause” under which the tenant can give notice that the lease will end at a certain time during the lease term. Close attention must be paid to break clauses. It is better for the tenant that only the tenant has

the right to break. The means by which notice to break the lease can be given is crucial, as disputes have been known to develop over whether or not the break notice has been properly given, and a failure to give proper notice can be very costly indeed. Separately, almost all commercial leases will provide for the possibility of the tenant “assigning” the lease to a third party. This can allow a new tenant, if a suitable one can be found, to take the place of the tenant for the remainder of the lease, but normally only if the landlord consents. The lease should provide that the landlord’s consent will not be unreasonably withheld, and again the wording of the original lease should be considered carefully both when that lease is drafted and when any assignation is being considered.

Do I have the right to stay on in the property as long as I don’t breach the lease?

No. Generally commercial leases are for a fixed term, and the tenant only has security for that fixed term. This is unlike the situation with some residential leases, where the tenant can be entitled to remain other than in particular circumstances provided for by statute, such as persistent breach of the lease terms, or the landlord requiring the property back to live in themselves. By contrast, in a commercial situation if the landlord decides that at the end of the term it would like a change of tenant, the landlord can insist on that. For this reason it is important that tenants are happy with the original term of lease, taking into account the money that they may spend on the property on matters such as any premium paid for the lease, upgrading the property etc. In some circumstances it can be possible to negotiate a tenant’s option to extend the term of the lease. If this can be provided for in the original lease it can provide additional peace of mind.

FEATURE: FINANCE/LEGAL

ADVERTORIAL

Should I be paying a premium to get the lease?

Only if there is a good reason to do so. If you are taking a lease of a property that is a going concern, you may be paying a “premium” to reflect the fact that you will inherit an existing customer base etc. This may also be referred to as “goodwill” in the legal transaction and accounts. There are other circumstances in which a landlord may legitimately be able to insist on a premium, for example if the property is extremely sought after, if the landlord has spent a lot of money getting the property into walk-in condition and this is not reflected in the rent, or if the property is one of few in a particular area that has eg the necessary consents to sell hot food.

These may all be legitimate reasons to pay a premium. However, tenants should be aware that a high number of leases are granted with no premium to be paid, so tenants should only be paying a premium if they have to, and they cannot find as good premises elsewhere. A small number of landlords will still try to insist on payment of a premium for no reason, and tenants have to decide if for them it is worth paying the premium to secure the property, negotiating on this, or looking elsewhere.

What about stamp duty and the landlord’s legal fees?

Stamp Duty is now known as Land and Buildings Transaction Tax (LBTT) which is administered by Revenue Scotland. LBTT can be payable in respect of commercial leases, but this tends to be in respect of longer leases, leases in which a premium is being paid, or leases with high level rent. Your solicitor will be able to give you an estimate of any LBTT to be paid at an early stage. LBTT is the responsibility of the tenant. The landlord’s legal fees are a matter for negotiation, but, similar to payment of a premium, these days in a new lease situation the tenant is only likely to have to pay the landlord’s legal fees if the landlord is in a particularly strong bargaining position, for example due to competition between potential tenants for the property. The majority of landlords will now pay their own legal fees in respect of a new lease.

be too much work involved from a legal point of view, but unfortunately due to the way in which commercial leases have developed over the years (in terms of the content of them, the physical length of the documents, and the other documents that often come with them), a lot of time does have to be spent in some cases. Advice on the content of a reasonably drafted lease can be straightforward, as can advice on an assignation of an existing lease.

However, much can depend on how the lease documents have been drafted by the landlord’s agents. At ELP Arbuthnott McClanachan we offer affordable fixed price fees to small and medium sized businesses, on the basis that we want SMEs to be able to take proper advice to safeguard their interests, but at a price that they can justify.

Duncan McFadzean, Director this is that the landlord may be quite content continuing with the existing tenant (provided the landlord is not worried about the existing tenant’s ongoing ability to pay rent or trade), and be in a position to say “I am happy to accept a new tenant, but only on the same terms and conditions as the current one”.

The landlord is also likely to insist that if a new tenant is to come in then the landlord's fees and outlays are to be paid by either the existing tenant or the new tenant, leaving the tenants to sort this out between themselves.

All that said, it is possible in an assignation to a new tenant to agree changes to the original lease with the landlord, and matters commonly looked at include the term of the lease, forthcoming rent reviews, and the permitted use of the property.

Is legal advice on commercial leases expensive?

When should I take advice on a commercial lease?

We recommend taking advice at an early stage. We do not charge for an initial enquiry, and in the course of that enquiry we can usually provide tenants with some food for thought and ideas to explore. Tactically it is better to have had some advice before agreeing matters with the landlord, as it can be difficult to introduce suggestions later if the landlord already knows that you really want the property.

If you are considering taking a commercial lease or would like some advice on your existing one, please contact our Duncan McFadzean on 0131 554 8649 or drm@ elpamsolicitors.co.uk for a no obligation chat.

You can read more about our commercial lease and other legal services designed to help SMEs at www.elpamsolicitors.co.uk.

This is an area of law in which a tenant would rightly hope that there should not

Is the situation different if I am taking on an existing lease from another tenant?

Many of the issues discussed above also apply to a tenant taking on an existing lease. The original lease should always be scrutinised closely to check the likes of the term of the lease remaining, break options, extension options, rent reviews, the repairing and insuring obligation, and so on. However, it is fair to say that the new tenant’s negotiation options can be more limited if they are taking on an existing lease. The reason for

Supporting Your Business 98 Ferry Road, Edinburgh EH6 4PG

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ADVERTORIAL

FEATURE: FINANCE/LEGAL

The Importance of IP to business “Innovation is the specific instrument of entrepreneurship… the act that endows resources with a new capacity to create wealth” - Peter F. Drucker.

Chris MacRae runs Gordon MacRae & Co Ltd, a legal services company established to provide specialist legal services in intellectual property, commercial and corporate law.

Business Comment recently caught up with Chris over a coffee in Edinburgh.

Intellectual Property is recognised as an increasingly important subject for business – why is this?

Intellectual property has always been at the heart of most businesses. Engineering and other technical companies rely on patents to protect their key business assets. Software and media companies often rely on copyright to protect their key assets and consumer goods companies use trademarks and service marks to protect their brands. The continued growth of the digital and global aspects of the economy have highlighted the need to be aware of intellectual property, not only as a means to secure and protect the key assets of a business but also as a means to develop new income streams.

Gordon MacRae & Co Ltd is a specialist intellectual property and commercial legal services company – what were the reasons for establishing the company?

Having specialised in dealing with intellectual property and commercial matters for major Scottish firms and latterly for one of the

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big four accountancy firms in London, I decided to establish a specialist legal services company. Gordon MacRae & Co Ltd leverages technology and excellent experience to provide high quality intellectual property, commercial and corporate legal services throughout the UK at the most economic possible cost. Operating within these specialist areas allows the company to focus on the types of clients it enjoys assisting and working with. The company’s clients range from engineers and scientists through to commercial traders and artists.

What is the main focus of the company and is there any aspect of the company’s specialist areas of intellectual property, commercial and corporate that is of particular interest?

The overriding interest and primary focus of the company, is the efficient support of it's clients and their businesses. Gordon MacRae & Co have a keen interest in all aspects of intellectual property and commercial law and has broad experience in dealing with intellectual property and commercial matters.

I firmly believe that the increasing digitisation of the economy and the exponential advance of technology results in an increasing need for businesses to protect and exploit their intellectual property. One of the effects of globalisation is an increasing need for businesses to embrace e-commerce and other technological advances. Gordon MacRae & Co Ltd with its specialist areas of expertise in commercial, intellectual property and corporate law is well placed to assist its clients to build and develop successful businesses.

If you have any intellectual property, commercial or corporate legal matters which you would like assistance with, Gordon MacRae & Co Ltd can be contacted either through their website: www. gordonmacraeip.com or by calling 0131 6296355. Chris MacRae of Gordon MacRae & Co Ltd can be reached on 07814 976345.

Intellectual Property and Commercial Legal Services Patents, Trademarks, Design Rights & Copyright

FEATURE: FINANCE/LEGAL

ADVERTORIAL

Dress to Impress The image that employees present will speak to their company and its values – lawyers and accountants will be expected to look professional, IT start ups in California may adopt a more informal look.

It is perfectly acceptable for employers to manage the appearance of their staff. Recent cases have shown however that common sense should be applied with any dress code.

The recent furore when it was discovered that a female temp had been sent home from work for not wearing high heels, as mandated by the dress code, is a case in point. It goes without saying that any dress code policy ought to be reasonable and consistently applied.

Ill thought out dress rules can result in employers staring at damage to their reputation, as the company above found out, or, even worse, in an employment tribunal.

In a case earlier this year, a tribunal found an employer guilty of sex discrimination for writing on the CV of one of its employees, “Red lipstick, heels, good; tattoos, do not approve; wearing a dress, excellent”. On another occasion the comments said: “How are we supposed to hire her, did you see what she was wearing and the size of her? We can’t have her on the frontline...”

Inertia.

Isn’t it time to question why your business continues to put up with your existing employment lawyer charging eye-watering sums of money to provide fuzzy and non-committal advice when an equally qualified, more engaged and cost effective provider is out there?

Hell yes, it’s time. lawatwork.co.uk

Unsurprisingly, the tribunal took a dim view of this and awarded the candidate £10 500.

It is accepted that companies need to have a smart client-facing view, but employers would do well to remember not to pursue this goal at the expense of discriminating against employees. On another note, Law At Work is currently recruiting. You may be pleased to know that red lipstick is not required!

Donald Mackinnon, Director of Legal Services, Law at Work T: 0141 271 5555 E: donald.mackinnon@lawatwork.co.uk W: www.lawatwork.co.uk

To find out how we are disrupting the market with expert, value for money advice, email info@lawatwork.co.uk or call 0141 271 5555 to arrange an appointment.

Client: LAW

Artwork

Project: Brand Campaign

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Size: (215)mm x (80)mm

A/C: Julie

AW: RB

60 SECONDS

Name: Carly Leslie Company Name: ROX Diamonds and Thrills Website: www.rox.co.uk Q In five words or less, what do you do?

A Diamond Specialist and relationship builder.

Q How long have you been a Chamber member?

A We’ve been a chamber member since the store opened in 2012.

Q Why did you join?

A As the newest Luxury Jeweller to the city of Edinburgh, this gave me a great opportunity to meet with other businesses, network with established companies in the city & build relationships.

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Q What services do you use?

A Networking events (including Inspiring Women in Business). Regular catch up with Chamber staff to discuss new events in the city.

A I would recommend other business people to join as being a Chamber member has opened up a lot of doors for myself as Boutique Manager in Edinburgh.

Q Are there any additional services or information you’d be particularly interested in?

A Meeting like-minded luxury brands in order to grow our relationships and luxury brand network.

Q Where do you read your copy of Business Comment?

A Normally read my copy of Business Comment on lunch breaks, catching up on what’s new in the City, always an interesting read.

Q If you were telling another business person about the Chamber, what’s the first thing you would say?

PARTNERS IN ENTERPRISE

Growth Planning We are very pleased that Gaynor has agreed to provide further articles in this series on a number of new topics.

If you want to plan, get some glasses, choose your favourite tipple and off we go…

Between 2009 and 2012 I worked as a business coach for the international coaching firm, Shirlaws. Their founder, Darren Shirlaw, developed the most amazing frameworks that business coaches were able to use to support business conversations with clients. Whether the issue was commercial or cultural, Darren had mastered simple ways of communicating fundamental tools in a way that clients could grasp quickly and then plug into their businesses. As coaches he used to encourage us to try and master areas that took us out of our comfort zones and for me, capacity and growth planning was always an area that I had struggled with in my previous life as a consultant, which I subsequently realised I had never really understood in the first place.

with, “growth in turnover.” A very easy (and common) mistake to make…

So I got her to find two glasses, one small and one large, and a bottle of water. I asked her to imagine that the smaller glass represented her (entire) business and that the water represented her revenue. I then asked her two questions, “If you made no further investment in your business, what is the maximum income your business could generate today?” She sat back and thought for a moment. “I think that if we really went for it we could do about £1.2m”. I then asked, “So, what is your turnover today?”

She replied, “Just over £565,000”. I got her to pour £565,000 of water into the first glass that represented her company’s £1.2m capacity.

She was then able to see that the water filled just short of half of the glass (47%) and that this percentage represented her current level of income – just one of the important measures of her company’s performance. So how did this make her feel? She was ambivalent. I then filled the glass until it was about 80% full and asked her if this was real growth. It was then that she got it…

An increase in turnover is just about filling the glass; Real growth is about getting a bigger glass;

So I am going to try to explain it to you in this short article – and if you can grasp my interpretation of the framework in the next 300 words then I’ll have done my job!

She just needed to decide how big she wanted her next glass to be…and the one after that… then run detailed numbers so she could understand the impact of the decisions she was about to make.

For me the first thing about growth planning is terminology and the importance of getting this right. So when I recently asked an inexperienced business owner what growth meant to her, she immediately responded

From this point, we started our growth planning journey together. We got out the spread sheets and ran all the the numbers based on numerous different sized glasses.

We explored how fast/slow she wanted to grow her business and whether she wanted to grow steadily, comfortably, manageably or down right dramatically. Did she want to feel at ease or totally stressed? Did she really understand her capacity to take risk? How would she fund each growth phase? Did she appreciate the fluctuations in profit at different phases of growth, and how would we get her team on board in preparation for the journey? We did the sums in detail…

Occasionally I went completely off piste and started over filling glasses – replicating over expansion. Sometimes the desk was literally swimming in water. One day, after we nailed the plan I arrived at the office she had replaced mineral water with several bottles of champagne. I got a No 16 bus back home that day!

What fun we had exploring the growth journey.

The upshot was that we ended up with a huge visual wall plan, blown up into A1 format showing 5 glasses, each one representing a separate growth phase, with clear growth and funding strategies for each phase, profits and cash flow projections to support each decision and a list of detailed consolidation actions to support the business through transition. And it was all done on one page. There are not many business plans out there that do that!

So a subject I used to loathe doing I now love. My only request is that once the plan is agreed we celebrate with some bubbles.

Gaynor McIntyre

We thank our Partners in Enterprise for their continued support of the Chamber.

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ADVERTORIAL

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FEATURE: PROPERTY

About to lose your bin? No problem.

Across the city trade waste policy is changing, businesses will no longer be allowed to store waste on public property.

Far from being a hassle McDonalds made this a positive change and was one of the first businesses to adapt to the new trade waste policy. Initial concerns about the changes were eased by working with Changeworks Recycling.

Franchisee Andrew Watson quickly noticed the benefits.

About to lose your About your bin?toNolose problem.

bin? No problem.

Across the city trade waste policy is changing, businesses

“At first I was concerned about the timescales and will no longer be allowed to store waste on public property. disruption to my but McDonalds I also knew it would Far frombusiness, being a hassle made this a positive Across the city trade waste policy is changing, businesses make suchchange a difference look ofbusinesses the street the and was to onethe of the first toand adapt to the will no longer allowed to store waste on public property. newbe trade waste policy. concerns aboutexplains the changes environmental sustainability ofInitial the restaurant,” were aeased by working with Changeworks Far from being hassle McDonalds made thisRecycling. a positive Andrew.

Franchisee Andrew Watson quickly noticed benefits. change and was one of the first businesses tothe adapt to the The five large wheeled containers looked unsightly and took “At first I was concerned about the timescales and new trade waste policy. Initial concerns about the changes up a large amount oftospace. my business, but I also knew it would were easeddisruption by working with Changeworks Recycling. make such a difference to the look of the street and the “We removed these and replaced with smaller wheelie Franchisee Andrew Watson quicklythem noticed the benefits. environmental sustainability of the restaurant,” explains bins and a Andrew. cage for recycling, which we could store inside “At first I was concerned about the timescales and our own premises.” says Andrew.

“We now put these out Themy fivebusiness, large wheeled looked disruption to butcontainers I also knew it unsightly would and took on the street for oneamount hour of every morning to be collected, large space. make suchup a adifference to the look of the street and the which greatly reduces the likelihood ofthem litterwith andsmaller vermin “We removed these and wheelie environmental sustainability of replaced the restaurant,” explains on the street.” bins and a cage for recycling, which we could store inside Andrew. our own premises.” says Andrew. “We now put these out Having smaller bins gave one Andrew the opportunity to review on the street for hour every morning to be collected, The five large wheeled containers looked unsightly and took the amountwhich of waste the restaurant produces.

They recycle greatly reduces the likelihood of litter and vermin up a large amount of space. cardboard, on clean plastic, paper, tin, used cooking oil and the street.”

“We removed these and replaced them with smaller wheelie food waste.Having smaller bins gave Andrew the opportunity to review bins and a the cage for recycling, which we could store inside amount of waste the restaurant Andrew is delighted with the results, “Theproduces. overall They costrecycle of our own premises.”

“Wetin, now put theseoilout cardboard, says clean Andrew. plastic, paper, used cooking and the processfood is more or less the same as it was before, only waste. on the street for one hour every morning to be collected, now it’s much easier to manage and looks a lot better on Andrew is delighted with the results, “The and overall cost of which greatly reduces the likelihood of litter vermin the street. the Myprocess city centre store is the in such aniticonic location, is more or less same as was before, only on the street.” sitting in the Edinburgh Castle, thatakeeping nowshadow it’s muchofeasier to manage and looks lot better the on Having smaller binsstores gave thetidy opportunity toimportant review the street.

My cityAndrew centre and store is in is such an iconic location, streets around the clean hugely sitting in thethe shadow of Edinburgh Castle, that keeping the thethe amount of waste restaurant produces.

They recycle to business.” streets around the stores clean and tidy is hugely important cardboard, clean plastic, paper, tin, used cooking oil and Avoid costlytofines and hassle call 0800 694 0158 the business.” food waste.

Avoid costly fines and hassle call 0800 694 0158 Email info@changeworksrecycling.co.uk Andrew is delighted with the results, “The overall cost of Email info@changeworksrecycling.co.uk changeworksrecycling.co.uk the process is more or less the same as it was before, only changeworksrecycling.co.uk now it’s much easier to manage and looks a lot better on the street. My city centre store is in such an iconic location, sitting in the shadow of Edinburgh Castle, that keeping the streets around the stores clean and tidy is hugely important to the business.”

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June/July 2016 CHANGEWORKS RECYCLING

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ADVERTORIAL

Red Teaming – A New Paradigm for Improving Decision-making in Business The term Red Teaming and the processes it uses may be familiar to some of you.

It is likely, however, that the majority of business managers and leaders have either not heard of it, or misunderstand what it is.

Put simply, Red Teaming is a process for improving decision-making and avoiding costly mistakes.

The concept of Red Teaming as a means to improve decision-making in business is a relatively recent development that has gained particular traction in the USA and Canada.

Rooted in military and intelligence analysis, the concept originally expanded into other spheres of government use before being adopted by the business community. While the IT industry has been at the forefront of the use of a form of Red Teaming to test security issues, there is so much more to Red Teaming than security penetration testing.

True Red Teaming gives business leaders and their people a set of unparalleled analysis, creative thinking and testing tools designed

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to assist with decision-making, problemsolving and project management at all levels within a business.

The term ‘Red Team’ comes from the Cold War practice of US officers taking a Soviet, i.e.

‘Red’ perspective. (The Soviets did the same thing and called it a ‘Blue Team’). US officers would ‘think red’, in an attempt to expose weaknesses in their own plans and systems, rather than mirror-image US thinking onto the Soviets. More recently, Red teaming has developed into a carefully structured process, and is now based on a number of core techniques; these techniques are used in a structured and logical manner, systematically checking assumptions and the quality of information that forms these assumptions, while applying creative thinking and rigorous challenge to ensure the most robust solution.

What do Fighter Pilots have in Common with Business Managers and Leaders?

Understanding the implications of what is happening in any given situation is crucial in so many walks of life. If we were to use one term to describe what Red Teaming can offer a business, it would be ‘to improve Situational Awareness’. We passionately believe that Red Teaming can improve Situational Awareness.

But what is Situational Awareness? Simply put, it is knowing what is going on around you – What is happening? What does it

mean? What should I do about it? Fighter pilots and other military personal have used the term for decades. They live and breathe it.

Without it, they would lose the fight, literally.

In everyday situations, all aircrew require Situational Awareness in order to conduct their tasks, and to fly safely. The better they are in gaining it, the more effective they are in achieving their aims and staying alive.

This might appear exaggerated, but the same processes and skills required to gain Situational Awareness used by fighter pilots are pertinent in business and can be taught.

Fighting Edge was formed in 2014 by three former Royal Air Force officers and aviators – Kenny Reeves, Colin Wills and Anthony Horrigan. We use our many years of experience flying in F-4 Phantoms, the Tornado F3 and the Eurofighter Typhoon, to deliver unique guidance on the use of Red Teaming to gain Situational Awareness and consequently make better decisions.

This experience was honed and refined over many years, being applied daily not only in a supersonic fighter cockpit, but also in the analysis of both rival and friendly forces, the development of new and innovative tactics and procedures, and the rigorous testing of ideas and information. Our Red Teaming experience extends to several other government departments, such as Defence Intelligence and the Defence,

ADVERTORIAL Science and Technology Laboratory. Both these organisations are at the forefront of using Red Teaming as a fundamental tool to test assumptions and hypotheses, helping to mitigate or avoid poor decisions. We passionately believe that the Red Teaming techniques used by fighter pilots and other military personnel are as pertinent to businesses as they are in this dynamic environment.

Cognitive Bias Good decision-making is fundamental to business success, whether in strategic development, investment, procurement, project planning or daily operational delivery. Yet a recent report from an IBM Global Business Survey revealed a shocking statistic that 59% of all major projects fail to deliver on time, budget or quality, with 15% failing completely, often with catastrophic results. All planning and decision-making is vulnerable to a large number of common pitfalls, including unchallenged assumptions, confirmation bias, groupthink and deeply ingrained mind-sets, all of which increase the chances of flawed judgements and mistaken forecasts. As individuals, much of our behaviour is driven by stereotypes and preferences that operate automatically and

unconsciously. Whether we are aware of it or not, we all tend to favour one thing over another. When you are aware of it, you are conscious of the fact that you are biased and may try to address it; when you are unaware, you’ll believe you haven’t made up your mind and can be trusted to treat both things equally. Since businesses and organisations are made up of individuals, each with their own conscious and unconscious biases, those institutions in turn are subject to those same biases, often reinforced by the conformity inherent in most organisations.

Red Teaming seeks out and challenges those flaws, delivering reliable analysis, innovative solutions and rigorous scrutiny to allow for better, more informed decision-making.

Cognitive bias encompasses the intrinsic thinking errors that we all are prone to make in processing information. These mistakes prevent

us from accurately understanding what is going on around us, that is, gaining Situational Awareness; this is even when we have available all the appropriate data and evidence to form an accurate view. Cognitive bias is intrinsic to any decision-making; any system of acquiring information that attempts to establish facts must include processes that look for bias, otherwise it is fundamentally unsound.

To that end, Red Teaming helps you to see the whole system, to understand the internal and external influences, to expose the assertions and flawed assumptions that can wipe out a risk budget or even bring a project to its knees. It looks for gaps in evidence, misconceptions masquerading as truth, and hidden opportunities as well as threats and risk. To make the best, most informed decisions, you need to have an understanding of how all of the above can impact on every strategy, concept, plan and project you undertake. Red Teaming provides the tools and techniques to achieve that.

T: 0203 151 1556 directors@fighting-edge.com www.fighting-edge.com

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BE THE BEST

Excellence is not a Coincidence Someone once said “Excellence is not a coincidence”, well neither is leadership, and furthering your skills does not happen without concentrated effort, focus and attention but most of all self awareness.

It takes self awareness to be able to understand your values and what you stand for, achieve your goals both personally and in business and it take self awareness to understand your intended impact on others.

The Edinburgh Chamber of Commerce in partnership with Mark Douglas and Kenny Wiggins are delighted to announce the launch of our most progressive, in depth and accessible business leadership course to date.

The “Inspiring Leadership Programme” commencing on June 29th 2016 incorporates not only the highest level training from actual practitioners of leadership but also uniquely provides access to our most high level networking events, guaranteed to help you build your network and profile as you elevate your career. Scott Black, Edinburgh Chamber of Commerce President said “The element that sets ILP apart from others is the

broad range of companies available through the Chamber network, ensuring a diverse range of delegates on the course allowing for excellent peer to peer learning. The result is a personal and professional transformation that contributes to your company’s succession planning while strengthening its competitive position.”

A fundamental benefit of this 6 session course is that it allows you to step back from your day to day responsibilities and focus solely on your capacity to become a truly effective leader. Aimed at those looking to build confidence and overcome current

GET WITH IT

leadership hurdles, develop a leadership approach that is based on values and behaviours, and ultimately empower your team.

Success is not driven from the top but by a great team. Learn once, lead everyday.

Places are limited to 10 delegates so do not hesitate to reserve you space. Please contact sian.downes@edinburghchamber. co.uk / 0131 221 2999 option 3 or visit www. edinburghchamber.co.uk/training.

The cost of this course is £1250+VAT and is open to members and non members.

By Bill Magee Scottish Business Technology Writer of the Year

Silicon Valley Adaptable and innovative high-tech design and delivery lies at the heart of the development of a modern city’s infrastructure ushering in automation in all fields and sectors. This Digital era is full of fast-paced change with short development cycles often in response to customer feedback - whether that client is an organisation or a sprawling metropolitan area. The first wave of the socalled 'Internet of This', is upon us as the next stage of the information revolution.

IoT is reckoned to be as big a game-changer as the internet itself in terms of sheer connectivity

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and serving our every need. Delegates were told at EMC World how the future is about spanning all key compute, networking and storage segments to address customers facing technology-driven disruption.

challengers and innovators are used to operating at a pace that suggests limited exposure to delivering in a highly regulated environment. Or in dealing with data protection, assurance issues or security.”

Digital transformation is driving such disruption, across all industries in what is described as a transition from the traditional on-premise solutions we’ve all become used to onto hybrid public/private cloud infrastructure. Back in Edinburgh and David Luke, Lead Consultant at Exception, and a former IT specialist at GCHQ, says: “Many

He warns "The demands of this approach and sheer pace of the propagation of change can be a culture shock for organisations unused to iterative and agile development.” On the tech front, staying involved with the latest digital developments while also continuing to support the traditional, highly critical IT systems can prove challenging. But it has to be done."

EUROPE DIRECT EDINBURGH

Smart, Green and Integrated Transport The European Commission aims to boost the competitiveness of the European transport industries and achieve a European transport system that seamlessly benefits all by being resourceefficient, climate-andenvironmentally-friendly and safe.

transport research and innovation. Their activities include both advanced power-train technologies and new vehicle architectures, weight reduction, improved aerodynamics and rolling resistance and component development for alternative fuel vehicles.

Horizon 2020 will provide funding for resource efficient transport aiming to increase mobility, safety and security, with a substantial reduction of traffic congestion and developing new concepts of freight transport.

Small Business and Fast Track Innovation for Transport

By reinforcing the competitiveness and performance of European transport manufacturing industries and related services, Horizon 2020 supports a global leadership for the European transport industry.

In order to reach its ambitious targets Horizon 2020 is focusing on three areas:

Mobility for Growth

Research involving other research and innovation areas such as Energy and Environment coupled with research on new materials, advanced production and Information and Communication Technologies will be encouraged, particularly in fields such as advanced energy storage systems and interfaces between vehicles and energy recharging infrastructures.

means, travellers and goods will be increasingly interconnected to achieve optimised door-to door mobility, higher safety, less environmental impact and lower operational costs.

Horizon 2020 contributes directly to tackling the major societal challenges identified in Europe 2020 and its flagship initiatives, to create industrial leadership in Europe and increase excellence in the science base, essential for the sustainability, long term prosperity and wellbeing of Europe. https://ec.europa.eu/programmes/ horizon2020/en/h2020-section/smartgreen-and-integrated-transport

SME’s are key players in the supply chain of the European transport sector and pivotal in delivering innovations for sustainable and smarter mobility. Enhancing the involvement of weaker players in innovation activities as well as facilitating the start-up and emergence of new high-tech SME's, is of paramount importance. Horizon 2020s commitment to funding for innovation is designed to assist in this area.

Europe is on the brink of a new era of “smart mobility’’ where transport infrastructure,

The future of road transport will be significantly shaped by the automation of road vehicles. Global automakers are unanimous in predicting the emergence of systems for automated driving sometime in the near future. Fully automated vehicles provide promising benefits potentially helping to drastically reduce road fatalities to near zero, as more than 90% of road accidents are partly or fully due to human errors.

Integrating such vehicles into a user friendly European transport system requires research and innovation on equipment and systems for vehicles, smart infrastructure solutions to deploy traffic management and construction and maintenance technologies.

Funding for such targeted innovation is available.

Green Vehicles Achieving a positive impact on health issues caused by pollution and noise emissions in urban environments are also a key aim of Horizon 2020. The European Green Vehicles Initiative (EGVI) represents an essential component of road

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FEATURE: MOTORING

Kia Soul EV

All electric, zero emissions

Now Available For Only £24,195 (including the Government £4,500 grant)

Belmont Sighthill Bankhead Drive Sighthill, Edinburgh, EH11 4DJ 0131 665 3691

CONFIDENCE COMES FROM WITHIN. THE ALL-NEW volvo XC90.

Leading a business takes confidence. And that, in turn, requires a little room to reflect. That's why the all-new Volvo XC90 is designed to provide the perfect environment for contemplation.

Its intuitive communications technology keeps you connected to your professional world, while its effortless drive connects you to the road ahead; an intelligent blend of human and machine combines to deliver you to your destination assured, composed and inspired.

FIND OUT MORE ABOUT THE ALL-NEW XC90 AT MURRAY VOLVO

Murray Volvo

Murray Volvo Sighthill EH11 4DJ 0131 442 3333 www.volvocarsedinburgh.co.uk

Official fuel consumption for the all-new Volvo XC90 in MPG (l/100km) ranges from: Urban 28.8 (9.8) - 45.6 (6.2), Extra Urban 40.4 (7.9) - 52.3 (5.4), Combined 35.3 (8.0) - 134.5 (2.1).

CO₂ Emissions range from 186 - 49g/km. MPG figures are obtained from laboratory testing intended for comparisons between vehicles and may not reflect real driving results.

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JAGUAR XE PRESTIGE JAGUAR XE XE PRESTIGE PRESTIGEFEATURE: MOTORING RESTIGE JAGUAR

. s,

VAT. 0%.

Matrix nce

FROM £289 A MONTH +VAT* FROM £289 £289 A A MONTH MONTH+VAT* +VAT* FROM

INGENIUM ENGINES INGENIUM INGENIOUS EFFICIENCY INGENIUM ENGINES ENGINES From 99g/km CO2 INGENIOUS EFFICIENCY INGENIOUS The Jaguar XE is our EFFICIENCY most advanced, refined and efficient

From 99g/km CO2 From 99g/km CO2 From 99g/km CO2

The Jaguar XEwith is our most advanced, efficient sports saloon a brand new rangerefined of highand tech engines.

Up to 75.0mpg Combined The Jaguar XE is our most advanced, refined and efficient sports saloon with a brand new of high tech engines.

Up torange 75.0mpg Combined Up to 75.0mpg Combined These diesel engines breathtaking figures, sports Ingenium saloon with a brand newdeliver range of high tech engines.

Up to 75.0mpg Combined These Ingenium diesel delivercombined. breathtaking figures, 2 andengines up to 75mpg from g/km CO These99 Ingenium diesel engines deliver breathtaking figures, From Group 22E Insurance rating from 99 g/km CO2 and up to 75mpg combined.

Group 22E Insurance rating From Group 22E Insurance rating from 99 g/km CO2 andFrom up to 75mpg combined.

From Group 22E Insurance rating Business Contract Hire. Initial rental in advance of £1,737 +VAT. Business Contract Hire. miles Initial per rental in advance of £1,737 +VAT. 36 month term.

10,000 annum.

VAT payable at 20%.

Business Contract Hire. Initial rental in advance of £1,737 +VAT. 36 month term. 10,000 miles per annum.

VATpaint payable 20%.

Model pictured optional metallic and at 18” Matrix 36 month term. (including 10,000 miles per annum.

VAT payable at 20%.

Model pictured (including optional metallic paint and 18” Matrix wheels) from £323 a month +VAT, plus initial rental in advance Model pictured (including optional metallic paint and 18” Matrix wheels) from £323 a month +VAT, plus initial rental in advance of £1,944 +VAT. wheels) from £323 a month +VAT, plus initial rental in advance of £1,944 +VAT. of £1,944 +VAT.

PENTLAND JAGUAR PENTLAND JAGUAR 107 GLASGOW ROAD, EDINBURGH, EH12 8LH PENTLAND 107 GLASGOWJAGUAR ROAD, EDINBURGH, EH12 8LH WWW.PENTLANDJAGUAR.CO.UK 107 GLASGOW ROAD, EDINBURGH, EH12 8LH WWW.PENTLANDJAGUAR.CO.UK 0131 341 5844 WWW.PENTLANDJAGUAR.CO.UK 0131 341 5844 0131 341 5844

THE ART OF PERFORMANCE THE ART OF PERFORMANCE THE ART OF PERFORMANCE

Official fuel economy figures for the Jaguar XE 163PS Prestige in mpg (l/100km): Urban 64.2 (4.4); Extra Urban 83.1 (3.4); Combined ge in mpg Official fuelCO economy figures Urban the Official Jaguar 64.2 XE (4.4); Prestige Extra in mpg (l/100km): Urban Urban 83.1 64.2 (3.4); (4.4);world Extra Combined Urban 83.1 75.0 (l/100km): (3.8).

2 Emissions 99 for g/km.

EU 163PS Test Figures.

For comparison purposes only.

Real figures may(3.4); differ.Combined Official fuel economy figures for the Jaguar XE 163PS Prestige mpg (l/100km): Urban 64.2 (4.4); Extra Urban 83.1 (3.4); Combined *Important Information - Business users only.

Based on an XE Saloon 2.0D 163PS Prestige 4dr standard specification, non-maintained.

Excess mileage charges (at 9.1p per mile). Must For comparison 75.0 (3.8).

CO 2 Emissions purposes 99 g/km. only.

Official EU Real Test Figures. world For in comparison figures purposes may only. differ.

Real world figures may differ. be returned in good to avoid charges.

Hire subject toPrestige status. promotion cannot be used together with other manufacturer’s promotions is Must subject 2 condition Emissions 99further g/km.

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ForThis comparison purposes only.

Real world figures may 75.0 (3.8).

COspecification, estige 4dr*Important standard Information - Business users only.

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9.1p per and mile).

to availability participating Retailers only forcharges. new vehicles ordered by 30th 2016.

Contract Hirecannot is provided by Jaguar Contract Hire, a trading of Lex Autolease Limited, tus. This promotion be returned Information in at good cannot condition to avoid be further used together Hire with subject other toJune status.

This manufacturer’s promotion be used promotions together with other manufacturer’s and isstyle subject promotions subject *Important - Business users only. Based onContract an XE Saloon 2.0D 163PS Prestige 4dr standard specification, non-maintained.

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Must Heathside Park, Heathside Park Road, Stockport SK3 0RB. Model shown is anJune XE Saloon 2.0D 180PS 4drby with optional Glacier White metallic paint andAutolease 18” MatrixLimited, wheels.

2016. Contract to Hire participating iscondition provided Retailers by forJaguar new vehicles Contract ordered bysubject 30th Hire, 2016.a Contract trading HirePrestige is provided style of Jaguar Lex Contract Autolease a trading style Limited, of Lex beavailability returned inatgood to avoidonly further charges.

Contract Hire to status.

This promotion cannot be used together withHire, other manufacturer’s promotions and is subject aloon 2.0DHeathside 180PS Park, Prestige Heathside Park 4dr Road, Stockport with optional SK3 0RB. Model Glacier shown is an XE White Saloon 2.0D metallic 180PS Prestige paint 4dr with optional and 18” Glacier Matrix White metallic wheels. paint and 18” Matrix wheels. to availability at participating Retailers only for new vehicles ordered by 30th June 2016. Contract Hire is provided by Jaguar Contract Hire, a trading style of Lex Autolease Limited,

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Heathside Park, Heathside Park Road, Stockport SK3 0RB. Model shown is an XE Saloon 2.0D 180PS Prestige 4dr with optional Glacier White metallic paint and 18” Matrix wheels.

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CHAMBER TRAINING

Training Course Calendar June

July

August

Saturday 4th Instagram, Google+ and Facebook for Business

Monday 4th Ultimate Project Management with Time and Process Skills

Monday 1st Ultimate Sales Skills

Monday 6th Negotiation Skills

Tuesday 5th Assertiveness at Work

Wednesday 8th RBS #WhyInternational at 24 St Andrews Sq 10th LinkedIn for Business Development

Thursday 7th Incoterms

Tuesday 14th Delegate with confidence Friday 17th Email marketing Monday 20th Winning presentations Monday 20th Welcoming visitors Thursday 23rd Compelling web content

Tuesday 2nd Ultimate Project Management with Time and Process Skills Thursday 4th HR Fundamentals

Friday 15th Social Media Strategy

Friday 5th Instagram, Google + and Facebook for Business

Friday 22nd Twitter and Blogging for Business

Friday 19th LinkedIn for Business Development

Tuesday 26th Leadership Skills with Leadership Session: Guest speaker Ian Marchont Wednesday 27th Dealing with Difficult Situations Friday 29th Creative Slides and Presentation Skills

The calendar is subject to change. All courses can be delivered in house at a discounted rate should you wish more than 3 people to attend.

For further information please check the website or email training@edinburghchamber.co.uk.

Thursday 23rd Networking Skills with Summer Get Together after (Venue TBC) Friday 24th Basic Google Analytics Tuesday 28th Bidding to win- tendering for success!

Thursday 30th Ultimate Sales Skills

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To book please contact the training department on 0131 221 2999 option 3 or email: training@edinburghchamber.co.uk www.edinburghchamber.co.uk/training/courses

IN THE SPOTLIGHT

Company name: Stripe Communications Who? : Morna McLelland, Managing Director Website: www.stripecommunications.com What were you doing between 10 and 12 this morning?

Presenting a communications strategy for one of Edinburgh’s most iconic tourist attractions.

What do you see as your job’s biggest challenge?

Continually finding creative ways to deliver cut through ideas in an increasingly paid for world.

What do you consider your biggest business triumph?

Overcoming unseen bumps in the road; I learnt so much about business and about myself, while it was hideous at the time, it’s my greatest success.

Do you have any money-saving business tips?

Invest in your people, recognise and leverage their strengths.

What do you believe are the 3 key stages on your career ladder?

Starting out; embracing anything and everything thrown at you in a graduate role.

Working internationally; I landed roles in Australia and New Zealand that gave me a whole new perspective on work and on life.

Joining a Board; Managing a growing business and leading a team is exciting, challenging and a real learning experience!

Where do you stand on work/life balance?

Modern family life doesn’t start at 9 and finish at 5 anymore, so I’m happy to be flexible because I know my team work hard to do a good job and we all need to switch off.

What do you like to do in your spare time?

Any business (or other) projects you would like to plug?

See my family, laugh, relax and sleep!

What qualities do you need to see in your employees?

Chocolates of Glenshiel – the winner of this year’s Young Scot Award for Enterprise. An excellent example of the next generation of entrepreneurial talent in Scotland.

Passion, commitment, creativity and flexibility – being able to juggle projects and demands with a smile and strong team camaraderie.

In business, is it more important to be liked or successful?

I think it’s more important to treat people the way you’d like to be treated yourself. Who wants to do business with an a*se?

What is the one piece of advice you would give to others trying to reach the top?

Concentrate on doing great work, be open to opportunities and always challenge yourself.

Other than your current position, what would be your dream job?

Designing interiors with infinite budgets.

Who (living or dead) would you invite to a fantasy dinner party?

Roald Dahl.

Who is your hero?

Outside of business, what is the most important thing in your life?

Wonder Woman

Happiness – however that comes.

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INSPIRING CONNECTIONS

We’ve had a very busy few months in the events team with a number of high-level networking events.

We ran our successful Chamber Dining Club at the Bonham which attracted over 40 guests who got into the networking groove and met lots of new contacts.

We kicked off our new session of early morning networking events at the recently opened East India Company on George Street, who kindly treated members to the full tea experience. Our Cyber Fraud event was a great success with over 35 delegates who started of their day by listening to our speakers from Onyx & Marsh.

We held our Spotlight Breakfast with Malcolm Roughead, CEO of VisitScotland who gave us a great insight in to the tourism industry and highlighted that ‘Tourism is one of the best performing industries in Scotland’. This event attracted over 55 guests who also had the opportunity to play a round of golf and network. We have a busy and exciting summer events programme including our next Woman in Business lunch in June with Alison McGregor, CEO of HSBC Scotland and we are delighted to welcome Simon Fox from Trinity Mirror to speak at our next Premier Series Dinner on 19th July.

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INSPIRING CONNECTIONS

FORTHCOMING EVENTS June

July

Tuesday 7th - 7.45 - 9.30 Standard Life Pensions Seminar Standard Life, Lothian Road

Tuesday 5th - 12.30 - 2.30 Inspiring Women in Business Lunch Edel Harris (Cornerstone) The George Hotel

Wednesday 8th - 12.30 - 2.30 Chamber Dining Club Lunch 11 Brunswick St

Wednesday 6th - 10.00 - 11.00 60 Really Useful Minutes How to create a positive culture Hunter Adams, Edinburgh Language Centre

Thursday 9th - 10.00 - 11.00 How to bid and Win! Edinburgh Language Centre Tuesday 14th - 12.30 - 2.30 Inspiring Women in Business Lunch Alison McGregor, CEO, HSBC Scotland Crowne Plaza Edinburgh - Royal Terrace Friday 24th - 8.30 - 10.00 Early Morning Start with The East India Company, The East India Company

Thursday 7th - 6.30 - 8.30 A night under the stars‚ celebrate with us Dundas House, Royal Bank Of Scotland, 36 St Andrew Square Wednesday 13th - 12.30 - 2.30 Chamber Dining Club Lunch La Garrigue

Tuesday 19th - 17.30 - 21.30 Premier Series Dinner Simon fox - Trinty Mirror, Balmoral Hotel Friday 22nd - 8.30 - 11.00 Breakfast Speed Networking, Surgeons Hall Tuesday 26th - 3.00 - 4.30pm Leadership Session with Ian Marchant, CEO Dunelm Energy, Sheraton Hotel Thursday 28th - 6.00 - 9.30 Pub Quiz, Surgeons Hall Friday 29th - 8.30 - 10.00 Early Morning Start with The East India Company, The East India Company

To book please visit www.edinburghchamber.co.uk or call the events team on 0131 221 2999 option 2 or e-mail events@edinburghchamber.co.uk

Thursday 14th - 2.00 - 4.00 Behind the Scenes Tram Depot, 1 Myreton Drive

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MOVERS AND SHAKERS New Manager at Big issue Investment Scotland Michelle Davitt was appointed as Manager of BIIS in November 2015, bringing over fifteen years experience of building capacity and increasing sustainability in the third sector across Scotland to the role. Her focus is on The Rental Exchange, which is anticipated to improve the lives of 3.5 million people in social housing; and the Corporate Social Venturing (CSV) programme. CSV Scotland is an investment and mentoring programme for social businesses, working with a range of corporate partners. CSV has a successful track record of selecting and supporting high-potential earlystage ventures across the UK, investing in over 40 social businesses to date.

EQ Travel Announce Head of Clinical Trail and Healthcare Professional Travel Division Duncan Sanders of Scottish Travel Management Company EQ Travel is to head up the expansion of the company’s Clinical Trial and Healthcare Professional Travel division. Sanders joined EQ Travel Management as one of the founding members in 2011. In his previous roll as Operations Director he oversaw the day to day running of EQ Travel. In his new role he will be heading the expansion of a specialist division of EQ Travel which manages the complex travel needs of Clinical Trial companies and health care professionals. EQ Travel’s management team were the pioneers of this specialised service over a decade ago.

Ashok appointed as new Sales Manager at StayCity Edinburgh Ashok was a Sales and Marketing Manager at the Scotsman hotel for almost 3 years, where he won several awards such as HIT Scotland 2014, Brand Ambassador of the year 2016, and Employee of the year 2015.

Ashok was also a motivational speaker for Scotland's national centre of languages. Ashok will be focusing on developing new business contracts and maximize revenue for the company. His main focus is to provide world class customer’s service to everyone who walks into Staycity. Ashok has also achieved a diploma in Hospitality Management and has been working in this industry for almost 6 years.

AM Bid Services employ a new Bid Development Executive AM Bid Services Ltd. has employed Dane Thomson, the Queen Margaret University graduate who created his one of a kind PR campaign ‘Employ Dane’ in a bid to secure work.On landing his permanent role with Lothian’s based bid Specialist organisation, AM Bid Services, Dane said: “I’m absolutely delighted to be made permanent in my Bid Development Executive role at AM Bid Services. I’m really looking forward to what my future holds working with one of the UK’s leading bidding consultancies”. Dane’s role will focus on developing the AM Bid Services marketing and social media presence, effective networking and partnership building, as well as bid writing for customers.

BUSINESS COMMENT IS AN EDINBURGH CHAMBER OF COMMERCE PUBLICATION. Edinburgh Chamber of Commerce, Business Centre, 2nd Floor, 40 George Street, Edinburgh EH2 2LE www.edinburghchamber.co.uk President: Scott Black Acting Chief Executive: Liz McAreavey

PRODUC TION & DES IG N Distinctive Publishing, Unit 6b, Floor B, Milburn House, Dean Street, Newcastle Upon Tyne NE1 1LE Barrie Miller, Tel: 0845 884 2383 www.distinctivepublishing.co.uk

E D I TO R: Mayan Grace, Tel: 0131 221 2999 Email: mayan.grace@edinburghchamber.co.uk

ADVE RTISING Distinctive Publishing, Unit 6b, Floor B, Milburn House, Dean Street, Newcastle Upon Tyne NE1 1LE John Neilson, Tel: 0845 884 2343 john.neilson@distinctivegroup.co.uk

F E ATU RES ED ITO R David Forsyth, Tel: 07887 955778 Email: david@benchmarkpr.co.uk D I S CL A IMER

Distinctive Publishing or Business Comment cannot be held responsible for any inaccuracies that may occur, individual products or services advertised or late entries. No part of this publication may be reproduced or scanned without prior written permission of the publishers and Business Comment.

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Thorntons strengthens it's Edinburgh team with senior appointment Leading Scottish law firm Thorntons has bolstered its business law team with a new senior appointment. Hugo Allan, a highly experienced property lawyer with more than two decades of experience, has joined Thorntons as a Partner in their Edinburgh office. Hugo advises clients on real estate transactions throughout the UK, in particular securing finance for property and investment projects.

He has acted in the purchase and sale of shopping centres as well dealing with the purchase and sale of major office developments. Hugo has also acted for a major retailer taking leases UK wide in the UK’s major locations. He joins Thorntons after 20 years at Morton Fraser, where he was a Partner.

Hugo is also Chairman of the Scottish Adoption Trustees. He said: “I am absolutely thrilled to be joining such a prestigious and forward thinking firm.

Thorntons has cemented a fine reputation across a wide variety of practice areas, so it is wonderful to be joining such a dedicated and professional team."

Chris Tolley has been appointed to work in Client Services at AKA Scotland AKA is a global entertainment marketing and advertising agency with offices in the UK, USA and Australia. Prior to AKA, Chris managed the music departments for West End musicals, various symphonic concerts and entertainment projects for BBC Radio 2. Chris has also represented artists within the recording, television, theatre, film and commercial industries. At AKA Scotland, Chris will work with a variety of arts and cultural clients including theatres, live performance, galleries, museums and visitor attractions.

Melville Castle Hotel

Meetings, Incentives, Conferences & Events

Set within the idyllic country estate on the outskirts of Edinburgh, Melville Castle is an enchanting venue for your event which offers an array of rooms perfect for every size of event. From small meetings to a large exhibition; from 4 delegates in a boardroom to 220 guests in our marquee. Located just 20 minutes from Edinburgh Airport and six miles from the city centre.

Guests are invited to enjoy the tranquil comfort of this historic castle including our 32 comfortable bedrooms, on site brasserie restaurant & cellar bar, local woodland walks, and country pursuits.

We will guide you through every aspect of your event to ensure you have a remarkable event in the tranquil setting.

Book your event before the 30th July 2016 and quote ‘freebie’ for your complimentary meeting room add on! Choose from one of the following; pastries on arrival, afternoon hot drink refreshments, Melville Castle logo pen or a syndicate room.

Tel: 0131 654 0088

Email: sales@melvillecastle.com

Website: www.melvillecastle.com

Melville Castle Hotel, Gilmerton Road, Lasswade, Midlothian, EH18 1AP

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MITSUBISHI OUTLANDER PHEV

SAVE £10,000 OVER 3 YEARS ON YOUR COMPANY CAR. With luxuriously smooth driving dynamics, the intelligent Mitsubishi Outlander PHEV decides when it’s more efficient to use petrol or electricity, giving it the ability to deliver a staggering 156mpg1. With ultra-low CO2 emissions the Outlander PHEV is exempt from Road Tax and the London Congestion Charge2 – as well as being eligible for drastically reduced Benefit in Kind taxation. Business users will only pay 7% Benefit in Kind rather than the 25+% that most pay, saving an average of over £10,000 over 3 years3. There’s even £2,500 off the list price through the Government Plug-in Car Grant, which means an Outlander PHEV will cost you from just £31,7494.

Numbers never looked this good. We call this Intelligent Motion.

FROM £31,749 - £42,999

INCLUDING £2,500 GOVERNMENT PLUG-IN CAR GRANT4

MITSUBISHI OUTLANDER PHEV IS THE UK’S FAVOURITE PLUG-IN HYBRID

BELMONT MITSUBISHI Acts as a credit broker and not a lender

Sighthill, Bankhead Drive, Edinburgh, EH11 4DJ 0131 442 2442 www.belmont-group.co.uk

Book a test drive

1. Official EU MPG test figure shown as a guide for comparative purposes and is based on the vehicle being charged from mains electricity. This may not reflect real driving results.

2. Congestion Charge application required, subject to administrative fee. 3. Outlander PHEV GX4h compared with Honda CR-V EX, BMW X3 Xdrive SE, Audi Q5 S-Line Plus and Mercedes E-Class E250 SE Auto - average saving £5,714pa for a 40% tax payer. The savings for business drivers with a company fuel card are higher. Class 1a NI only payable on 7% of list price compared to 25%+ average. 7% BIK rate for the 2016/17 tax year. 4. Prices shown include the Government Plug-in Car Grant and VAT (at 20%) and exclude First Registration Fee. Prices start from £31,749 for an Outlander PHEV GX3h 2.0 petrol hybrid automatic to £42,999 for a 16MY Outlander PHEV GX5hs 2.0 petrol hybrid automatic. Model shown is an Outlander PHEV GX4hs 2.0 petrol hybrid automatic at £38,499. On The Road prices range from £31,804 to £43,054 and include VED, first registration fee and the Government Plug-in Car Grant. Metallic paint extra. Prices correct at time of going to print. For more information about the Government Plug-in Car Grant please visit www.gov.uk/plug-in-car-van-grants.

The Government Plug-in Car Grant is subject to change at any time, without prior notice. Fuel figures shown are official EU test figures, to be used as a guide for comparative purposes and may not reflect real driving results.

Outlander PHEV range fuel consumption in mpg (ltrs/100km): Full Battery Charge: no fuel used, Depleted Battery Charge: 51.4mpg (5.5), Weighted Average: 156.9mpg (1.8), CO2 emissions: 42 g/km.