East Anglia in Business 11

BUILDING RESILIENCE FOR THE FUTURE ISSUE 11

FO RE WORD

FOREWORD This issue focuses on the power of resilience, innovation and collaboration – qualities that our wonderful businesses here in East Anglia have demonstrated time and time again over the last 18 months.

t the start of Covid, no one could have envisaged the speed and scale of the challenges to come, or how long it would take to emerge from the other side. The way in which local business has adapted and evolved makes the current economic recovery all the more admirable.

That’s not to say that challenge isn’t a constant, and while East Anglia may not have suffered as big an economic body blow as other parts of the UK, sustained recovery is a whole new ball game.

We are still getting used to post-pandemic normality, with new headwinds always looming on the horizon – the most topical being the energy crisis. That coupled with the UK’s continued staff, skills and supply shortages keep us constantly on the lookout for innovative solutions to stay ahead of the game.

Thankfully many support agencies and partnerships are out there to guide us – whether your business is in the process of starting up, scaling up, or has been around for years and is need of a new direction / ambition. This issue covers some of the new an existing sources of support and alliances that are out there, ready to help. They’re just waiting for your call, and if they aren’t exactly what you are looking for, they will be more than happy to signpost you in the right direction!

and expand through mergers and acquisitions. The prevailing attitude is, Look ahead to stay ahead now.

Meanwhile, it’s been revealed that manufacturing growth has slowed short term in the region as supply and labour shortages bite. The sector is confident that both investment and recruitment will pick up speed again by the end of the year, but retaining good workers is pinpointed as a stubborn barrier to growth.

Employers are urged to think of creative ways to retain their pool of talent if they are to survive and prosper. Trust and flexibility – for example, allowing people to work from home to boost productivity – are seen as key, along with the old chestnuts of better pay and conditions, and even bespoke working patterns. The old 9 to 5 (along with the daily commute) look destined to be consigned to the dustbin of commercial history, at least for now.

I hope you enjoy browsing through this issue: if you have any news stories, events or updates that you think your local business community just has to know about, please drop me a line at karen.southern@distinctivegroup.co.uk.

Cash flow and investment is, as ever, another constant headache for businesses large and small.

A recent survey by BDO in East Anglia finds that a third of medium sized businesses in the region are actively seeking private equity investment to aid growth.

The good news is that over 90 per cent of local firms think that now is the right time to invest, with the most important reason being the need to develop new products and services. Other reasons cited for raising capital were to cover immediate costs,

Karen Southern Editor, East Anglia in Business

3

issue 11

CON TENT S

CON T E N T S

4

Foreword 03 This issue focuses on the power of resilience, innovation and collaboration – qualities that our wonderful businesses here in East Anglia have demonstrated time and time again over the last 18 months.

Energy & Environment 14 The East of England Energy Group (EEEGR) has moved its flagship annual conference and exhibition to a new date.

Regional Infrastructure 06|07 Plans for a huge new business park in Suffolk have moved a step closer to reality.

News 18|19 East Suffolk Business CONNECTED (ESBC) – formerly known as Suffolk Coast Business –has been relaunched and reinvented to provide a voice for small business owners.

Sustainability 10|13 As literal and geopolitical climates shift, businesses in East Anglia must explore the full potential of sustainable marketing initiatives, both to withstand and to affect change. Chair of the Chartered Institute of Marketing (CIM) for the East of England, Marie Lake, discusses the necessity for environmental marketing.

Big Interview 20|21 Time is running out to consolidate a sustainable and solid economic recovery in the region. The Government needs to act now to head off the rapidly growing skills crisis.

CO N T ENT S

Editor Karen Southern karen.southern@distinctivegroup.co.uk

Design Distinctive Publishing, 3rd Floor, Tru Knit House, 9-11 Carliol Square, Newcastle, NE1 6UF Tel: 0191 580 5990 www.distinctivepublishing.co.uk

Advertising Distinctive Publishing, 3rd Floor, Tru Knit House, 9-11 Carliol Square, Newcastle, NE1 6UF Tel: 0191 5805990 www.distinctivepublishing.co.uk

Social

Funding 24|31

East Anglia in Business

Businesses in Norfolk and Suffolk can now take advantage of a capital grant opportunity of up to £30,000.

@EAinBusiness

Manufacturing 38 | 41 Eductaion & Training 32|35 Peterborough, like many cities in the UK, faces a perfect storm of skills and labour shortages. A new university is working with a host of partners to bridge these gaps and improve high-value job prospects for local people.

East Anglia in Business www.eastangliainbusiness.co.uk

Manufacturing across Cambridgeshire and Peterborough is about to become more globally competitive with the launch of a new sector network, The Smart Manufacturing Alliance.

Technology 42|43 Smart port status is on the horizon, with the introduction of IoT.

Distinctive Publishing or East Anglia in Business 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 East Anglia in Business.

Training & Development 36 | 37 Training, development and leadership are the core priorities.

Trade & Export 46 Earlier this year, Freeport East was unveiled as one of eight new Freeports in England, with plans to become a hub of global trade and national regeneration and innovation.

5

REGI O N AL I N F RAST RU CTU RE Gate way 14

CGI of the proposed Gateway site.

GREEN LIGHT FOR GATEWAY 14 Plans for a huge new business park in Suffolk have moved a step closer to reality.

I 6

nitial plans for Gateway 14 were conditionally approved by Mid Suffolk District Council in August. The 2.45 million square foot, innovation, business and logistics park, in Stowmarket, is earmarked for a site next to the A14.

It looks set to create thousands of jobs and bring a massive boost to the region’s economy, but local planners are seeking to further mitigate its impact on the environment and neighbouring communities.

Gateway 14 has been described as the “most important commercial development in Suffolk for some years,” by Chris Starkie, of New Anglia Local Enterprise Partnership.

The cross-party planning committee approved the hybrid application subject to bolstering recommendations by planning officers by adding conditions around landscaping, biodiversity,

REG I O N A L I N FRASTRU CT URE

Gate way 1 4

construction traffic, and a Section 106 agreement – a legal obligation for a developer to contribute to community facilities.

Mr Starkie added: “We need well paid jobs to rebuild our economy and fund the public services that we all rely on.

“The Gateway 14 site offers a great opportunity to provide growing space for existing business in Stowmarket and Mid Suffolk and the wider area, many of whom need more space and are already been lost to the local area, but it also provides a huge opportunity to attract innovative new businesses offering high quality jobs to our local residents,” Gateway 14 is a development by Gateway 14 Ltd (wholly owned by Mid Suffolk District Council) and partner Jaynic.

Ben Oughton, development director for Jaynic, said: “This is tremendous news for Stowmarket and the region. Gateway 14, with its Freeport designation and proximity to Felixstowe, has already attracted significant interest from potential occupiers.”

Stowmarket and the wider Mid Suffolk region. The site will allow the creation of a range of jobs as well as space for new businesses helping to build a place where people are proud to live and work.”

Jaynic will be appointing contractors to go on site in the coming months to construct the estate road infrastructure, services and landscaping. It could be delivering buildings by the second quarter of 2022. High-quality landscaping is also set to deliver a biodiversity net gain of 10%, retaining the site’s thriving ecology whilst creating a vibrant and healthy working environment.

Agents for the scheme are Savills and Avison Young.

As we meet this important milestone, I am delighted that we can move forward with this development, bringing new businesses, employers and jobs to the region.

Sir Christopher Haworth, Chairman of Gateway 14 Ltd said: “As we meet this important milestone, I am delighted that we can move forward with this development, bringing new businesses, employers and jobs to the region.”

Council Leader Suzie Morley commented: “Gateway 14 will deliver a significant economic boost for

About Gateway 14 The landmark development is strategically located in a prime position along the A14, perfectly situated for logistics and manufacturing. The A14 provides access to Ipswich and Felixstowe, as well as the A12 and the wider national motorway network.

Gateway 14 bridges the gap between the Midlands and one of Europe’s largest and busiest container ports at Felixstowe and is the country’s primary route for export to European and global markets, opening gateways to business.

Chris Starkie Chief executive of New Anglia Local Enterprise Partnership

Suzie Morley Mid-Suffolk council leader

Forty-two acres (17HA) of Gateway 14 has designated enterprise zone and food Enterprise status. Incentives include business rates relief of up to £275,000 over five years.

Sir Christopher Haworth Chairman of Gateway 14

An aerial view of the site.

7

NE WS

W h at ' s ne w

NEW MANAGER AT IoD EAST Business forum focuses on growth for the year ahead.

“Alongside this, we know our members have missed the business and social events we are so well-known for, so we are planning a calendar of events across the East that will also support some of the region’s outstanding hospitality venues.”

IoD East recently announced the pilot launch of its Tomorrow’s Director Programme for students and will once again search for the region’s most successful and inspirational directors in the 2021 Director of the Year Awards, now open for entries.

“We haven’t stood still,” says Richard. “We have continued to support our members, create opportunities to develop and influence, and we know that there is a strong appetite to get back to business.”

Cambridge firm to work on EV ‘gamechanger’ Cambridge construction consultants Ingleton Wood have been selected to work on a major rollout of “game-changing” ultra-fast charging stations at key locations across the UK.

A

former global hospitality executive has been appointed as the new regional lead for the Institute of Directors (IoD) in the East of England.

Cambridgeshire-based Richard Holdaway joins the IoD from Corus and Laura Ashley Hotels. His role as senior branch manager will see him lead the membership organisation in the East of England, with plans for a series of local and regional events and collaborations already underway.

INSTITUTE OF DIRECTORS (IoD) iod.com

IoD East of England represents thousands of directors across the region, including Cambridgeshire, Suffolk and Norfolk. With a focus on recovery, the organisation promises a range of initiatives in the coming months, as Richard explains.

“We have seen regional membership steadily growing in the last few months, which is a great indicator that our business community is ready to embrace new opportunities,” says Richard.

“There is significant investment across the East of England, and our focus is on building momentum around a multitude of new opportunities that will develop new jobs and housing and give businesses an opportunity for growth.

8

The company is teaming up with electric vehicle charging infrastructure company The EV Network to deliver over 100 ultra-fast charging stations before the sale of new petrol and diesel cars is banned by 2030.

Using the latest technology, a 15-minute visit using 300kW chargers can charge a typical vehicle back up to around 80% from approximately 1020%.

A planning application for the first site has been submitted in Northamptonshire, and Ingleton Wood is providing planning, architectural and project management for the schemes.

£25m planning bid A major planning bid has been submitted for a new trading estate in Peterborough. The site, which will be called Bourges View, will include three drive-thru restaurants, nine trade counter units and eight industrial units, on a derelict site next to Maskew Retail Park. Property developers Chancerygate and Bridges Fund Management are behind the proposal.

A spokesman said: “This is a significant development for Peterborough which will rejuvenate dormant land adjacent to a key retail destination.”

BU S I N ES S PROFILE

Gre ater Pe terb oro u g h

Developing Skills Through Learning Recruit new, and train existing staff with Apprenticeships Range of subjects that can start any anytime include: • Data Analyst • Business Admin • Customer Service • HR Support • Team Leader • Management – Level 5 & full degree options Visit cwa.ac.uk/employers Call 01553 815 600 or email employers@cwa.ac.uk

9

SUSTAI N AB I L I T Y

C h a r te re d I ns t i t u te o f Ma rke t i ng

10

S U STA I N A BILIT Y

C h ar tere d I nst i t ute o f Ma r ke t i n g

THE IMPORTANCE OF MARKETING IN EAST ANGLIA’S PUSH FOR SUSTAINABILITY As literal and geopolitical climates shift, businesses in East Anglia must explore the full potential of sustainable marketing initiatives, both to withstand and to affect change. Chair of the Chartered Institute of Marketing (CIM) for the East of England, Marie Lake, discusses the necessity for environmental marketing.

11

SUSTAI N AB I L I T Y

C h a r te re d I ns t i t u te o f Ma rke t i ng

N

ever has there been such consensus on working towards a more sustainable future.

The consistent phasing out of fossil fuels across western society, international efforts to reduce carbon emissions, and topics tabled at the forthcoming COP 26 climate change conference are all indicative of this desire for cleaner, more climate-friendly practices in society. The big push for sustainability isn’t coming, it’s already here, and one way or another it will affect those on every rung of the corporate ladder.

However, East Anglia, with its high levels of CO₂ and greenhouse gas emissions, must be careful not to fall behind environmentally. According to local authority carbon dioxide emission estimates by the Department for Business, Energy & Industrial strategy, the East of England increased its CO2 emissions between 2017 and 2019.

Given the UK has committed to reducing its net carbon emissions, this increase from East Anglia

12

is a problem. Although the global reduction in emissions because of COVID-19 forced East Anglia’s levels down in 2020, we must ensure CO2 production does not skyrocket as society continues to re-open by promoting sustainability within the region’s key industries.

According to the European Commission’s regional innovator monitor (a benchmarking tool for comparing regional trends): “The [East of England’s] strengths are especially concentrated in four strategical sectors: health and life sciences, agricultural science and technology, information and communications technology and advanced materials and manufacturing.”

With East Anglia’s GDP mainly coming from these four sectors, any environmentally beneficial practices adopted by relevant businesses will have a significant impact. By looking at the sustainable advertising initiatives championed by market

S U STA I N A BILIT Y

C h ar tere d I nst i t ute o f Ma r ke t i n g

leaders, local companies can enhance their brand image through marketing which highlights their eco-friendly initiatives.

Those in the agriculture sector may look to emulate Heritage Harvest from Buckinghamshire. The cereal producer invested in re-localising it’s supply chain, whilst publicly endorsing and promoting sustainable farming practices. This led Kene Partners, the R&D tax credits specialist, to feature Heritage Harvest in its 2019 list of the UK’s most sustainable farms.

Manufacturing businesses may look to industry giants, Levi’s Jeans, to see the benefits of sustainable marketing.

The brand’s “Buy Better, Wear Longer” campaign garnered widespread acclaim for working to reduce clothing waste, whilst still advertising the quality of its products.

Decathlon likewise launched “Decathlon Second Life” in early 2021. This initiative sees the sporting goods retailer refurbishing and reselling fitness equipment to reduce the brand’s environmental impact.

segment who will live longer and spend more than any previous generation, found 93% believe brands are obliged to take a stance on environmental issues. Given Gen Z has “$143 billion in spending power”, just shy of £105 billion, environmental policies are a potentially lucrative marketing strategy.

Marketing encompasses far more than many businesses realise and can go beyond affecting the reputation of a company to change the behaviours and attitudes of society. The global pandemic has forced market leaders to change their perceptions, with the CMO survey, which “collects and disseminates the opinions of top marketers”, finding 73% of companies believe the importance of marketing has increased for their businesses.

Marketing has been essential for retaining customers throughout lockdown, helping companies to adapt and thrive despite the challenges. Now, market leaders are looking to “sustainable marketing” to promote their ethical, eco-friendly growth.

Manufacturing businesses may look to industry giants, Levi’s Jeans, to see the benefits of sustainable marketing.

The brand’s “Buy Better, Wear Longer” campaign garnered widespread acclaim for working to reduce clothing waste, whilst still advertising the quality of its products.

Even East Anglian local authorities and public sector organisations are setting a green example, with Suffolk council trialling a new electric taxi-bus service.

The “Katch” service will provide sustainable transport for the Wickham Market and Framlingham areas and is a helpful development in the government’s campaign to reach zero emissions by 2050 (and Suffolk council’s ambition to be carbon neutral by 2030).

This demonstrable commitment to the circular economy and carbon neutrality is fast becoming the most desirable value for companies across most industries. BrandZ, the brand equity database from Millward Brown, reported in 2020 that the importance of brand responsibility has tripled in the last decade. A recent survey by UNiDAYS of Generation Z, the fastest growing consumer

Sustainability initiatives give marketers the opportunity to shine a light on the good brands do for the environment and enhance brand reputation. In advance of the COP 26 conference in Glasgow, where 197 nations and territories will meet to address the climate crisis, what better time for businesses in East Anglia to embrace sustainable marketing, as well as sustainable practices?

MARIE LAKE Chair of the Chartered Institute of Marketing (CIM) for the East of England cim.co.uk

Now is the time for organisations to look to their marketing teams for help developing and demonstrating sustainable values. Why? Because we should all want a better outcome than the one we are heading for.

For more information about CIM – the world’s leading professional marketing body – becoming a member, volunteering, or upcoming events in the East of England, visit: regions.cim.co.uk/eastof-england/home/ For the latest CIM content dedicated to driving sustainable business practices, visit CIM’s Sustainable Transformation hub: cim.co.uk/ sustainable-transformation-hub/

13

E N E R GY AN D EN V IRO N M EN T

NEW DATES FOR EEEGR CONFERENCE The East of England Energy Group (EEEGR) has moved its flagship annual conference and exhibition to a new date.

The event – SNS2022: Energy Integrated in the East – will now be held over 2-3 March 2022, and bring together delegates from across Norfolk, Suffolk, Cambridgeshire, and Essex.

EEEGR eeegr.com

EEEGR aims to support a region which is rich in energy sources – but historically overlooked by central government – with a united approach across sectors and counties.

With exciting developments in the pipeline, EEEGR has moved the conference to early 2022 to allow greater clarity on the opportunities for the regional supply chain which can be shared with the audience.

SNS2022: Energy Integrated in the East is a face-to-face event at the Norfolk Showground.

There will also be a digital hybrid option for delegates to ensure that audiences can participate in a way that best suits them.

The conference is open to the wider business community, as well as EEEGR members.

Further information on delegate passes, sponsorship opportunities and exhibiting will be released on 5 October. Watch out for social media updates on Twitter and LinkedIn. Email events@eeegr.com with any queries.

UNIVERSITY PLAN FOR SOLAR FARM A solar farm planning bid is being finalised by the University of Cambridge, for submission in the autumn. to reduce energy-related carbon emissions to absolute zero by 2048, with the aim of becoming zero carbon by 2038.

The proposed solar farm would generate around 22,875,000 kWh per year. This could potentially reduce the University’s carbon emissions by as much as 5,847 tonnesCO2 per year, a 19% drop on current emissions.

UNIVERSITY OF CAMBRIDGE cam.ac.uk

14

The final design will depend on issues such as archaeology, site visibility, the existing landscape, proximity to homes, and biodiversity and wildlife habitats. An Environmental Impact Assessment screening request has already been submitted.

If approved, the farm will be built on a 36.7 hectare site owned by the university near the Lords Bridge Radio telescope.

The aim is to submit planning applications in autumn 2021, in the hope that permission will be received by early 2022.

The plan is part of the University’s drive to reduce its carbon footprint. It has a Science Based Target

Construction work is not expected to begin until at least the second half of 2022.

A DV E RTORIAL

Norwich’s Premier Business Location

With plots available from one acre, a prime industrial and logistics development opportunity with design & build options from 10,000 to 100,000 sq ft and land sales. With excellent access to the region’s road network and a superb mature landscaped environment, Broadland Business Park is Norwich’s premier business location.

Talk to us first.

broadlandbusinesspark.co.uk

01603 931764

BREAK THROUGH THE NOISE Digital marketing shouldn’t be scary. At Be Everywhere, we understand how complex today’s marketing landscape is portrayed, which is why we thrive on helping our customers to find their digital voice.

O

ur services provide an effective solution to growing your brand online, helping you to reach and engage with audiences both genuine and relevant to your business.

Strategy By thoroughly profiling your business, we implement a bespoke digital marketing strategy, clarifying the objectives, messaging, channels and audiences of your campaign.

Social Media Across a range of social media channels, we strategically help your brand to promote itself and build engagement, influence and trust with relevant audiences.

Design We create eye-catching visual campaigns consistent with your branding to help you stand out from the crowd and from your competitors and build memorable brand awareness.

Content Marketing From social media messaging to blogging and press releases, we replicate your brands tone of voice and research your industry to create compelling and targeted content.

Email Marketing We help you to directly reach and engage with your target audience and customers through email marketing campaigns, that are both tactical and GDPR compliant

Analytics

BE EVERYWHERE www.be-everywhere.co.uk

From content performance to audience and engagement, our analytics give you and your business a deeper insight into your activity and helps to strategise digital growth.

"Working with Be Everywhere has assisted us in taking a more strategic and holistic approach to communications across our social media channels."

15

ADVE RTO R I AL He t he l I nnovat ion

WHO ARE HETHEL INNOVATION? So, what do we do, exactly? options depending on what is the right fit, be it virtual tenancy, hot-desking, office, or workshop space.

We manage two of the most exciting business sites in East Anglia – Hethel Engineering Centre and Scottow Enterprise Park, which collectively are home to over 100 businesses.

Over the years, we’ve provided businesses such as Equipmake, Ansible Motion, and Gravitilab with the support and incubation they needed to become some of the most exciting businesses we have in the East of England.

Business Insight Our Business Development team at Hethel Innovation are here to support your business with whatever you need to address any challenges you may be facing.

O

ur approach rests on three key principles: Space to Grow, Business Insight and Connected Community.

Across our sites in Norfolk we provide the tools to help businesses of any size, from the smallest of startups to the more established enterprises, to thrive. Whether you require physical working space, virtual working space, or even storage space - we are happy to oblige!

HETHEL INNOVATION If you like the sound of what we have to offer your business, or you’re interested in finding out a bit more Hethel Innovation and our membership offer, you can get in touch with us via hethelinnovation.com 01953 859100 info@hethelinnovation.com

16

That being said, at Hethel Innovation, we are far more than just office spaces to rent - we are also a nurturing business community! As well as sharing space, we also share knowledge. In order to bring the best out of our members and help them reach their full potential, we offer a range of training and workshop opportunities through our experienced Business Development team. From Product Design Sprints to Agile Project Management, we have the expertise and resources to accelerate the growth of your business.

We also believe that our members, and our wider business community in the East Anglia region are among our finest assets. By opening our doors to the best and brightest businesses in the region we become the catalyst for collaboration and enable true out of the box thinking.

Since 2012, we have supported over 600 businesses in East Anglia through our bespoke advice and guidance. We take pride in offering bespoke support to each organisation we interact with, and our experienced team are able to provide impartial advice and feedback on a variety of topics, be it marketing, product development, or even starting a new business.

Our dedicated Business Development team work with businesses to understand any challenges they have and provide creative problem solving, insight and advice from our inhouse advisors and network of technical experts/consultants to solve these challenges.

Connected Communities When you're part of the Hethel community, you'll always be surrounded by like-minded organisations. We bring together the skills, resources, and ideas of this community to work towards shared goals, and aim to support collaboration both within the region, and further afield, connecting our growing network of members with exciting opportunities.

Space to Grow

If you’re a local business and want to connect with other businesses in the region, you’ll be happy to know we incubate 40+ businesses in Hethel Engineering Centre and over 100 up at Scottow - and the numbers keep rising! We like to think our sites provide the bridge needed to create great relationships between businesses.

One of our key offerings is providing businesses space to grow, meaning we provide them with the right environment and support that they need to be successful. We believe in offering businesses flexible space at our sites, and so offer a range of

That being said, our community reaches beyond our sites! As things are slowly returning to normal in the world, we’re getting back to actual face-toface events and networking for businesses across the region!

How We Can Support Your Business Bespoke Advice Overcome any challenge and explore any opportunity through bespoke and responsive support.

Training & Workshops Our team provide a range of training programmes and workshops focussed on different areas of business and ways of working.

Marketing & Branding Redefine the identity of your business and get it in front of the right customer.

Business Mentoring Develop your skills and take your business to the next level with support along the way.

Agile Interventions Change the way your team delivers projects; ensuring budgets and timeframes are met.

Research Services Identify opportunities within your industry and the steps you must take to get there.

Design Sprints Extend your product and service range through a fast-paced development

Become a member of HIL from only £20 a month!

Email info@hethelinnovation.com for more information

process used by Google Ventures.

and more...

Any Questions? info@hethelinnovation.com 01953 859100 hethelinnovation.com

‘East Anglia in Business’ readers can get 10% off our Training Workshops using ‘EASTANGLIA10’ at Checkout!

17

NE WS

B u s i ne s s ch a m pions

EAST SUFFOLK BUSINESS IS NOW CONNECTED East Suffolk Business CONNECTED (ESBC) – formerly known as Suffolk Coast Business –has been relaunched and reinvented to provide a voice for small business owners.

T EAST SUFFOLK BUSINESS CONNECTED (ESBC) esbconnected.co.uk

he Community Interest Company will champion East Suffolk businesses and aims to provide a free hub for the thriving coastal district.

ESBC will work closely with contacts such as the Head of Sizewell C Supply Chain Engagement, managed on behalf of EDF by Suffolk Chamber of Commerce.

Its work will complement organisations such as the Suffolk Chamber of Commerce in providing prospects for growth.

Spokesperson Ashley Shorey-Mills said: “ESBC will be dealing with many small businesses in the area and giving them a voice. Our role in the Suffolk Chamber of Commerce is to speak to as many local business groups as possible to answer any questions they may have and share with them the opportunities that Sizewell C will bring.”

The new ESBC website launched in August with a free sign-up to help businesses stay in the loop with news and events.

Feedback from local businesses has already established that phone service and broadband are still pressing issues for rural parts of Suffolk, but also positively highlighted new post-pandemic ways of working.

18

Sizewell C Supply Chain, ESBC and other local organisations are already compiling a list of local contractors for EDF to access when work is ready to begin at the site.

Visit esbconnected.co.uk for more information.

NEWS

A kcel a I nc ub ator

Communal space at the Akcela Ventures Incubator, at FUEL Studios.

EXPECT A WARM WELCOME AT NEW INCUBATOR Start-ups and scale-ups in Norwich can look forward to a warm welcome at a new city incubator.

T

he Akcela Incubator aims to help businesses achieve their full potential. While the East of England has the third highest business population in the UK, it has the third lowest levels of business incubators and accelerators.

Until Akcela opened its doors in September, Norwich, a city with the 13th highest level of tech investment in the UK, didn’t have a single incubator offering space and support for startup and scale up businesses.

Akcela’s management team and partners are on hand to support young growing businesses through the challenges of commercialisation and scaling.

experience managing projects for growth around the world, working within start-ups, scale ups, and managing VC investment and exit.

Managing director, James Adams, explained: “We wanted to create an incubator that was about the business and the founders, not about a certain specialism and looking for the next unicorn. Full potential is about businesses that can have a positive impact on the founder, the staff they employ, the local community and the sector they operate within.”

We wanted to create an incubator that was about the business and the founders, not about a certain specialism and looking for the next unicorn.

Akcela describe themselves as an industry agnostic incubator, supporting businesses of all types to achieve their “full potential”. The team has

AKCELA INCUBATOR akcela.co.uk

Applications for incubated tenants are being accepted now. Companies will receive free office space in the city centre for the duration, as well as support from the directors while working together. Akcela operate on a shareholding model, taking a small shareholding in the company, which dilutes along with incoming investment.

19

B I G I N T E RVI E W

Confe de rat ion o f B r i t i s h Ind u s tr y

ACTION ON LABOUR SHORTAGES IS VITAL TO PROTECT EAST ANGLIA’S RECOVERY PROSPECTS Time is running out to consolidate a sustainable and solid economic recovery in the region. The Government needs to act now to head off the rapidly growing skills crisis.

W

e’ve all seen them; the gaps on the supermarket shelves, the handwritten ‘help wanted’ signs in the windows, the headlines about McDonald’s running out of milkshakes and Wetherspoon reducing its range of beers. The so-called ‘pingdemic’ may be behind us, but East Anglia’s labour supply problems show little sign of abating – and could bite for the long term unless we take action now to remedy them.

Multiple coalescing factors have created this situation. The tail end of COVID – and the high case numbers still being reported – are restricting the availability of some staff. More than one and a half million workers remain on furlough, too.

And many overseas workers left the UK during

20

the pandemic – heavily impacting sectors like hospitality, logistics and food processing – while new immigration rules make replacing them more complex.

For businesses which have endured 18 months of disruption, uncertainty and inhibited demand, this is the last thing they need. The summer reopening was meant to be their opportunity to begin trading their way to recovery – not the onset of a new crisis which would once again undermine their shortterm viability.

It is not an exaggeration to say these shortages are biting right across the region’s economy. The CBI has heard from companies actively

BI G I N TE RVIEW

Confe derat ion o f B r i t ish I ndu st r y

cutting capacity because they can’t meet demand.

Hoteliers are having to limit the number of bookable rooms because they don’t have enough housekeeping staff and can’t get linen laundered, while some restaurant owners have had to choose between lunchtime and evening services when trying to make the most of summer.

It’s also visible – and potentially off-putting – to consumers when lead-in times for purchases like kitchens or furniture double. A lack of HGV drivers and resulting disruption to supply chains has dominated the headlines but the challenge extends well beyond to include a wide range of skilled professions.

If we do not act to tackle this problem, we risk stalling a recovery which has defied all early predictions thus far. Although the CBI and other economists still expect growth to return to pre-pandemic levels later this year, there is no doubt that labour shortages are emerging as a growing constraint on business’ plans to invest in the year ahead. Kick-starting business investment is essential for a sustainable economic recovery.

That is why action is so important. Simply standing firm and waiting for shortages to solve themselves is not the way to run an economy.

The end of the Job Retention Scheme will not be the panacea some people seem to think. Labour shortages will not magically end simply because more people rejoin the jobs market. It takes time – in many cases months, or even years – for workers to pick up the skills and knowhow they need in a role. Business operations will not return to full speed overnight. That is why we need plans for right now as well as ambitions for the long term.

Businesses have a part to play in that. East Anglian firms are actively supporting government schemes to get people back into work, while also spending significant amounts on reforming their own operations. Investment in training, automation and digital transformation are widespread, but they too will take time to yield results.

Government must help. Which means making immediate changes which can have a positive effect right now.

Marrying skills policies to roles with the highest unfilled vacancies, adding greater flexibility to the Apprenticeship Levy and using the Government’s own skill-focused immigration levers to alleviate short-term pressures are three things which fall into this category.

The Government promised an immigration system that would focus on the skills we need rather than unrestrained access to overseas labour. Yet here we have obvious and short-term skilled need but a system that can’t seem to respond. Placing drivers, welders, butchers and bricklayers on the shortage occupation list could make a real difference.

It is a shared ambition of business and Government to make the UK economy more high-skilled and productive. That means giving businesses the tools – and the skills – they need.

Today, and for the long-term. Our recovery depends on it.

BY RICHARD TUNNICLIFFE CBI, East of England Director cbi.org.uk

The end of the Job Retention Scheme will not be the panacea some people seem to think. Labour shortages will not magically end simply because more people rejoin the jobs market. It takes time – in many cases months, or even years – for workers to pick up the skills and knowhow they need in a role.

21

ADVE RTO R I AL L a r k i ng G owe n

BUSINESS SALE READINESS FACTOR: AVAILABILITY OF FINANCIAL INFORMATION When it comes to selling your business, knowledge is not only power, at some point it will need to be shared. One way or another, whether it be early in the marketing phase of the sale process, or towards the latter stages during due diligence, the chances are you’re going to need to disclose your knowledge to the buyer, whether it be good or bad.

It’s often worth aligning the launch of a business sale with the release of up-to-date annual accounts.

Basic stuff, but it’s surprising how the impatience of some business owners will force their advisors to go ahead with a sale process without up-to-date accounts. Baffled buyers will tend to question the seriousness of the sellers and walk away pretty quickly.

3. Preparing management accounts regularly and accurately Another basic but crucial point. Turning around reliable management information quickly after each month end or quarter end demonstrates good working practices, and reassures the buyer that you’re on top of the numbers.

4. Having financial forecasts prepared for at least the next 12 months with supporting assumptions If you’re confident your profitability is going to grow in the next few years, don’t leave it to chance that a buyer will pick up on this, quantify it and then factor it into the sale price. Document it with financial forecasts broken down on a monthly basis and by using an integrated Profit & Loss, Cash Flow and Balance Sheet. Then back this up with robust written assumptions.

In a business sale last year, we added more than a million pounds to the sale price by doing just this.

It’s hard work, but the investment is well worth it.

T

he following are areas in which businesses tend to differentiate themselves from being “sale ready”:

1. Knowing your profit margin by product/service

LARKING GOWEN larking-gowen.co.uk

A buyer of your business will need to know your profit margins by products/services so they can devise a strategy to maximise the return on their investment. In turn, it also gives them the ammunition they may need to justify paying you a higher price for your business.

2. Preparing annual accounts promptly after year end

22

If you’re interested in selling your business, you can get in touch or read further blogs in our Business Sale Readiness Factors series on our website. You can also complete our free online ‘Sale Readiness’ diagnostic tool (www.larking-gowen. co.uk/sales-diagnostic). It takes five minutes to complete and your results will highlight the top three factors which are working well and the top three factors which require the most attention before you consider a business sale process.

James Lay - James.Lay@larking-gowen.co.uk This article is designed for the information of readers.

Whilst every effort is made to ensure accuracy, information contained in this article may not be comprehensive and recipients should not act upon it without seeking professional advice.

We'll work with you as your business grows.

Whatever your financial needs, our team of chartered accountants and business advisors are committed to securing your future, and helping you reach your goals.

larking-gowen.co.uk

Committed to you

23

F U N DI N G

Beers from Ampersand Brew Company.

R u ra l E a s t A ng l i a

24

FU NDING

R ural E a st A n g li a

RURAL BUSINESSES INVITED TO BID FOR CASH Businesses in Norfolk and Suffolk can now take advantage of a capital grant opportunity of up to £30,000.

25

F U N DI N G

R u ra l E a s t A ng l i a

Machined Precision Components.

D

RIVE, the Delivering Rural Investment for Vital Employment Programme, wants to hear from small and medium-sized enterprises (SMEs) seeking to invest in growth and jobs.

Launched earlier this year, the £3m scheme is funded by The European Regional Development Fund, and will run until August 2022.

DRIVE Delivering Rural Investment for Vital Employment Programme driveforbusiness.co.uk

26

Applications can be made for up to 40 per cent of total project costs, with a minimum grant of £5,000 and a maximum of £30,000.

Graham Plant, deputy leader of Norfolk County Council, said: “I’m delighted that the first projects to be awarded funding are already seeing improvements to their businesses. Norfolk and Suffolk are perfect locations for these projects to thrive and we wish them every success using their new funding.

We hope to see many more small and mediumsized businesses come forward to talk to Norfolk County Council’s DRIVE team about mentoring and support.

Before an application is made, a business will benefit from up to 12 hours of mentoring from a DRIVE Business Mentor, who will provide support to create a project plan and a full business plan. Hence, the business will have the best chance of preparing a successful grant application.

“We hope to see many more small and mediumsized businesses come forward to talk to Norfolk County Council’s DRIVE team about mentoring and support.”

Lee Hunton, Director of Machined Precision Components (MPC) Ltd, in Watton

Lee applied to DRIVE to receive funding towards a new computer numerical control (CNC) turning machine, which means he can employ an additional part-time machinist at MPC Ltd.

FU NDING

R ural E a st A n g li a

Lee said: “The Mentor interaction was very useful because it allowed us to think about the details needed for the application beforehand, so the application process was straightforward.

“We have already noticed the benefits of DRIVE with extra production capabilities, a reduction in lead times and the elimination of bottlenecks.

“I would definitely recommend DRIVE to anyone else for several reasons: the application is pretty straightforward, the mentoring shined a light on our strengths and weaknesses as a business, and the funding available is hugely attractive.”

Hannah Springham, Managing Director of Farmyard Frozen Ltd, in Easton (Norfolk Showground) Hannah and her husband and business partner, Andrew, submitted a DRIVE application to support their new start-up, which meant adapting their businesses to current circumstances.

They were awarded funding towards a frozen food truck and kitchen equipment, and intend to add two new full-time and one part-time employees to their team.

Hannah said: “We’re so proud of the business plan we’ve achieved with DRIVE. Our Mentor was extremely helpful. DRIVE has allowed us to fast track through our first year, enabling us to provide frozen deliveries nationally within our first three months of starting up. We’d hugely recommend working with DRIVE; it’s been a game changer for our new start up in its infancy and we’re enormously grateful for the experienced support we received throughout the process too.”

Andy Hipwell, Director of Ampersand Brew Co. Ltd, Diss Andy applied to DRIVE to receive assistance with purchasing new brewery equipment, so he could expand Ampersand’s production levels and outputs. As a result of their DRIVE project they plan to hire two new employees.

“DRIVE made us look further into the future and plan how the DRIVE grant could not only help us this year but provide foundations for growth in future years. Having an experienced Mentor to bounce ideas off really helped us to develop a sustainable and achievable business plan and pushed us to look harder at the opportunities available to us as a small but fast-growing business.

“The grant will also indirectly provide employment further down the line as we continue to grow post DRIVE. We would definitely recommend DRIVE, the process of going through the mentoring

sessions and producing a business plan is a great tool for any business.”

Find out more online at driveforbusiness.co.uk; email driveteam@norfolk.gov.uk; or call 01603 222643.

Managing Director of Farmyard Frozen, Hannah Springham and husband and business partner, Andrew.

How mentoring works Your 12 hours of business mentoring typically is broken into: 3 hours of initial conversation 3 hours project planning 6 hours business plan writing Your discussions with a Business Mentor will prepare you to write a funding application.

The Mentor will then invite a Local Investment Board to provide feedback about your project.

27

F U N DI N G

Ne w A ng l i a Grow t h Hub

THE COMPANIES EMBRACING CHANGE TO COMBAT COVID It’s stating the obvious to say that the last 18 months have been sink or swim for industry. The pandemic, Brexit, supply chains, skills and labour shortages have combined to create a tsunami of challenges, particularly for SMEs. But while rumblings continue about a long hard winter ahead, there is still much to celebrate about our region's resilience.

M

any companies have taken the bull by the horns and literally reinvented themselves overnight. This drive and resilience has helped them ride out the wave, and made them more confident about surviving future economic aftershocks.

Cashless spending for instance is now mainstream, with Norwich company Thyngs one of its technology pioneers. Founder Neil Garner had already developed a digital platform for payments and charity donations without using an app or cash, but Covid stalled its plans. However, funding has supported upgrades and R&D to help it capitalise on ever-evolving payment trends.

The £25,000 Growth Through Innovation Fund grant came from New Anglia Local Enterprise

28

Partnership and proved invaluable in ensuring infrastructure was fit for purpose.

“We are running thousands of charities off the back of it and we need to make it more scalable,” Neil explained. “We have also been working on an option to pay by existing bank apps, which allows you to pay quickly, securely and cost effectively. It didn’t go live because Covid meant there was no good time to launch it, but now it’s gone bigger because we’re partnered up with a large global financial player to launch it at scale.”

In 2010, Neil was responsible for the first reloadable contactless payment phone used in a Norwich branch of Subway. Ten years later, he’s working with hospitality clients adapting to Covid rules, and charities like Macmillan Cancer Support,

FU NDING

Ne w A ng l i a Grow t h H ub

seeking an easy alternative to cash donations. NFC (Near Field Communication) tags and QR codes were added to Macmillan’s card collection boxes, converting them into a cashless donation point at its coffee mornings.

“We now have a global deal with a large international faith group to introduce this technology in all its places of worship,” says Neil.

“Instead of a collection plate, you have stickers and signs that you can tap with your smartphone and make a payment. This has potential to rollout from the first three to 160 countries around the world, and we are already working with the Church of England in the UK.” Then there’s Fat Teds ‘street’ food take-away in Sheringham, also supported by a Growth Through Innovation grant. Its calendar was wiped clean by lockdown, but once restrictions relaxed, its focus shifted ‘alfresco’ …and a whole new set of challenges. Firstly, there’s no guarantee how much food will sell at outdoor events. Then there are the issues of queues and social distancing.

Fat Teds team decided on a Click & Collect service, which meant recalibrating their menu and website, and upgrading their two mobile units They secured a £3,000 grant, and now successfully trade via Click & Collect and at pop-up venues. As owner Sarah Oruc explains: “There has been a definite change in customers’ attitudes and preferences for more independent caterers and street food markets, so we are really looking forward to being part of this movement.”

processes has also free time for us to focus on other parts of the business.”

Chris Starkie, of New Anglia LEP, said: “This has been an incredibly challenging 18 months for businesses, but we’ve been really excited to also see lots of innovation, great ideas and companies embracing new opportunities.

“We launched our Business Resilience and Recovery Scheme grants (now closed) in early summer 2020 in response to the pandemic, offering grants to support diversifications to help firms ride out the impact of the pandemic. We’ve seen some fantastic projects come forward through that, from restaurants investing in outdoor dining spaces and mobile catering units to manufacturing businesses investing in new equipment to allow them to bring parts of their supply chain in house and offer new products to their clients.

There has been a definite change in customers’ attitudes and preferences for more independent caterers and street food markets, so we are really looking forward to being part of this movement.

Meanwhile music production company, Just Another Label, is establishing a library music business for worldwide audio visual products and services.

The Diss-based company won a grant to develop a unique search engine and database of music for media, audio mastering, promotional and music videos.

Owner Femi Olasehinde said: “Developing this new system will improve our efficiency and make it much easier for our clients. They can see their account details, catalogues and statements in realtime – that wasn’t previously available to them at all.

“It gives us access to a huge amount of data which is really valuable to us as a business and it gives us power over our competitors. Automating those

The Fat Teds team has adapted swiftly to changing customer tastes.

GROWTH THROUGH INNOVATION FUND www.newangliagrowthhub.co.uk

“The coming months will undoubtedly be very difficult for many and we will continue to work with partners to ensure that businesses have access to the support they need.”

The Growth Through Innovation Fund offered

by New Anglia LEP is still open. Contact the New Anglia Growth Hub for advice on support and funding, and signposting to other available resources at 0300 333 653.

29

NE F UN WS DI N G AN D F IN A N C E com T he pa S t ny a r t- U p L o a ns Com pa ny

START-UPS GET HELP TO BUILD BACK BETTER New businesses finding it difficult to get traditional funding can Build Back Better with The Start Up Loans Company.

T

he Government-backed programme is run

by The British Business Bank, and has just passed a major milestone with £600 million worth of loans granted outside London since 2012.

The East of England received a total 6,106 of these loans valued at over £55m.

Start Up Loans provides mentoring, support and funding to aspiring business owners, and have been very useful for individuals who might find it difficult to secure loans from traditional lenders.

30

One such company is record label Trapped Animal Records, from Cambridge, founded by musician Joel Clayton and two colleagues. They received a loan through delivery partner Transmit Start-Ups. Joel said: “We called it Trapped Animal as a nod to how it we had all felt as touring musicians who find themselves working a job, following weeks playing music in places like Germany or at UK festivals, drinking fine beer and meeting lovely people, only to be sat in the grey towers of Central London's

FU N D I N G A N D FI N ANCE

T he S t ar t-U p L oans Com pa ny

financial district, 24 hours after feeling like a rock star for a week!

“The ethos of the label is to emancipate musicians from all backgrounds and socio-economic groups and help them reach ears they would not reach without us, and to experience things that would be withheld by less courageous minds in the industry.”

Small Business Minister Paul Scully added: “There is so much creativity and dynamism in East Anglia and across the UK, but without access to funding and support it’s difficult to fully unlock the entrepreneurial spirit that makes this country great.

“Cambridge is a global byword for innovation and excellence having given the world the telescope, the webcam and the Thermos flask, a legacy which dynamic new businesses like Trapped Animal Records are taking forward.

“The Start Up Loans programme has helped a diverse range of entrepreneurs across the UK to get their business ideas off the ground, levelling up the entire country and enabling talented business leaders from all backgrounds to flourish.”

Richard Bearman, managing director of Start Up Loans, said: “We have always been committed to providing support and funding to smaller businesses that hail from each corner of the country, particularly in areas of deprivation where people may struggle to access funding, and this milestone is tribute to that.

“We are proud that our loans, mentoring and support for aspiring and existing entrepreneurs are helping to support the Build Back Better agenda and we’re delighted to have been able to help Joel make his dream into a reality”.

More details at startuploans.co.uk/free-start-upguides.

Breakdown of loans by region excluding London UK Region

Loans Made

Amount Lent (£)

Average Loan Amount (£)

East Midlands

4,883

41,863,670

8,573

East of England

6,106

55,471,473

9,085

North East

4,875

42,506,048

8,719

*Start Up Loans figures up to 31 August 2021.

About The British Business Bank The Start-Up Loans Company, part of the British Business Bank, was formed in June 2012. Its primary aim is to offer viable start-ups and earlystage businesses access to finance and support,

and is not designed for commercial profit. Capital payments together with the interest are recycled to help meet the demand for finance. Funding is provided by the Department for Business, Energy and Industrial Strategy (BEIS).

THE START-UP LOANS COMPANY startuploans.co.uk

Joel Clayton, co-founder of Trapped Animal Records, with Kerry Devine, folk singer and front person of Fem Punk band The Baby Seals, and Jasmine Robinson - the band's bass player.

31

E DUCAT I ON AN D TRA IN IN G A RU Pe te r b oro u g h

NEW UNIVERSITY AIMS TO BE A SKILLS GAME-CHANGER Peterborough, like many cities in the UK, faces a perfect storm of skills and labour shortages. A new university is working with a host of partners to bridge these gaps and improve high-value job prospects for local people.

T

he launch of ARU Peterborough – part of Anglia Ruskin University (ARU) – couldn’t be better timed. The city is enjoying a boom in population and jobs, but also languishes in the bottom 10 per cent for skill levels in the country.

Local businesses struggle to recruit and companies offering high-value jobs have been discouraged from investing in the area.

In a bid to tackle this skills ‘cold spot’, a number of partners started planning the new University

32

three years ago. They include local employers, the city council, Cambridgeshire and Peterborough Combined Authority, and ARU. The partnership's primary aim is to give local people a ‘step up’ in education and training, and bring wider opportunity and prosperity to the area.

The result is a £30 million investment in the new University, currently being built on the site of an old car park at Peterborough Embankment. Known as ARU Peterborough until it gains full independence

E D U CATI O N A N D TRA INING A RU Pe terb oro u g h

in 2030, it will act as a pipeline for the region’s future workforce and be led by employer and student demand.

While the University’s doors don’t physically open to its first 2000 students until September 2022, courses are already open for enrolment. And, as already mentioned, there’s a particularly strong emphasis on attracting promising local students who may previously have thought university was out of their reach.

Thus, ARU Peterborough is working closely with its partners and employers to secure placements and ensure graduates have the chance to stay in the region by linking qualifications to jobs.

placements, research projects, providing talks from industry leaders, or future job opportunities.

“It is also vital that we talk to industry to find out what they need from graduates coming out of higher education, so we can ensure these relevant skills are embedded in our teaching.”

The project’s success is all the more remarkable given that most of the groundwork was done during the pandemic. Other than an occasional visit to the site, much has happened virtually – from procurement to business modelling, course development, recruitment and building design. There can’t be any better testament to the drive and determination of all the stakeholders involved to make their collective vision a reality, and improve the long-term prospects for the people and city of Peterborough.

Part of our key mission is to work with businesses and employers in the city and the region to ensure we support high quality economic growth and maximise opportunities for our students.

The University is also teaming up with local companies to develop and deliver a curriculum based on a mix of face-to-face tuition, off-campus degree apprenticeships and work-based learning.

Degree apprenticeships are a prominent feature, in direct response to business needs.

Professor Ross Renton, principal of ARU Peterborough, explains: “Part of our key mission is to work with businesses and employers in the city and the region to ensure we support high quality economic growth and maximise opportunities for our students – whether that is through work

The first four main areas of study will be: Business, Innovation and Entrepreneurship Creative and Digital Arts and Sciences Agriculture, Environment and Sustainability Health and Education More details available at aru.ac.uk/peterborough

ARU PETERBOROUGH aru.ac.uk/peterborough

ARU is ranked in the UK’s top 10 mainstream universities for graduate employment, and fifth in the country for employment and further study, according to a Graduate Outcomes 2020 survey.

It is second out of the country’s mainstream universities for the number of part-time UK undergraduate students in full-time employment 15 months after graduating, with 97% in employment or further study. It is also one of the largest providers of Degree Apprenticeships in the country.

33

TRAI N I N G AN D D EV ELO P M EN T B o o tc a m p

JOIN THE HAPPY BOOT CAMPERS! Fancy joining a boot camp? No, it’s not 12 weeks of mud, sweat and tears, but a free course in business essentials for start-ups in the region.

D

ozens of new entrepreneurs have already taken part in Startup Peterborough, covering everything from business planning, cashflow, market intelligence, intellectual property, import and export, sustainability and circular economy, as well as legal compliance, business structure, and marketing, PR, and social media.

Some start-ups have even gone on to apply for investment from Anglia Capital Group. Tom Hennessy, chief executive of organiser Opportunity Peterborough, said: “Startup Peterborough aims to equip entrepreneurs with the tools, guidance and advice they need to successfully establish and grow their business. To see some of our cohort putting their businesses forward for angel investment is extremely rewarding and a promising sign of potential.

34

“Starting a business is extremely tough but through the boot camp programme, we’ve created another support network for our entrepreneurs.

As the city’s economic development company, Opportunity Peterborough will also provide ongoing support to help them grow.”

Among the first businesses to sign up was Eventifyit, an events app set up by Tim Cross. He explained that his new venture came into being because he was constantly missing local events through lack of information.

Tim added: “We were spending so much time looking on social media and other sites, trying to find local events which are not miles away. I want the app to help people find all types of events happening in their local communities they didn’t

TRA I N I N G A N D D E V E LO PMENT

B o o tc a m p

know about before, even though they are right on their doorstep.

“The information that Startup Peterborough has given me to create my business plan has been invaluable. I am now aware of more potential pitfalls, and have had lots of advice and tips to develop my idea and plans. I've also picked up great advice to promote my business which is one of the biggest hurdles.”

“Establishing ourselves quickly and finding customers has been the biggest challenge but we’ve bootstrapped our digital and physical marketing to get our name out there and win our first few customers.

We’re confident that now we have a few happy customers our reputation will spread via word of mouth and our website will start to rank higher as more content gets added.”

The information that Startup Peterborough has given me to create my business plan has been invaluable. I am now aware of more potential pitfalls, and have had lots of advice and tips to develop my idea and plans.

Another participant, Anglian Lifts, is a new venture by Oliver Mellor and Phil Rice. Oliver said: “The Peterborough start-up eco-system has been very welcoming and extremely helpful.

Anglian Lifts were able to get up and running quickly thanks to the quick response and thoughtfulness of the Peterborough team.

Lead partners in Startup Peterborough include Peterborough Workspace, The Business & IP Centre, Flexspace, CityFibre, XL Displays, and Anglia Capital Group.

The team at Anglian Lifts are some of the happy bootcampers.

BUSINESS BOOT CAMP startuppeterborough.org

Find out about joining the next Startup Peterborough boot camp at: startuppeterborough.org, email info@ opportunitypeterborough.co.uk or call 01733 317417.

35

TRAI N I N G AN D D EV ELO P M EN T Te ach i ng S cho ol Hu bs Co unc i l

Lesley Birch

Lynne Birch

NEW HUB WILL SUPPORT TEACHERS Training, development and leadership are the core priorities.

C

ambridgeshire and Peterborough Teaching School Hub aims to provide high-quality professional development for teachers and academic leaders.

TEACHING SCHOOL HUBS COUNCIL hcpetrust.co.uk

The designated Hub, at Histon and Impington Junior School, will support 336 schools, making it the third largest in the UK. The school is part of Cambridge Primary Education Trust (CPET).

The Hub’s first priorities are to help implement the Early Career Framework for all new teachers; deliver National Professional Qualifications for school leadership; and provide initial local teacher training with partners.

CPET Executive Principal/CEO Lesley Birch, is one of just 12 school leaders to have been appointed to the new national Teaching School Hubs Council.

She said: “We exist ultimately to support .

Cambridgeshire and Peterborough schools and Trusts in having the best professional development offer, from the moment someone decides they want to train as a teacher and throughout their career.”

We want every teacher, school leader and wider school staff to have the best professional development they can

“We want every teacher, school leader and wider school staff to have the best professional development they can,” said spokesperson Lynne Birch.

The Hub will work with early years’ providers, primary, secondary, alternative provision, special

36

schools, further and higher education providers and other regional stakeholders. These include Suffolk, Norfolk and Essex Teaching School Hubs, local authorities, Ely and Peterborough Dioceses, Anglia Ruskin University, the University of Cambridge, curriculum hubs and research schools.

More information is available at the interim website: hcpetrust.co.uk/topic/teachingschool-hub.

TRA I N I N G A N D D E V E LO PMENT Universi t y o f S uf folk

SMES CAN TAKE THE LEAD WITH NEW COURSES Businesses in Norfolk and Suffolk have access to new high-quality leadership and digital innovation courses.

T

he University of Suffolk has partnered with the Institute of Directors (IoD) and partner TrueCue Three to offer programmes in:

Leadership for Directors Progressive Leadership for Women Data Analytics The courses are part of the In-Career Education and Training (ICET) project, financed by the European Social Fund and the University of Suffolk.

A key element of the project is to promote the progression of women in business and digital.

Women in business will be able to apply for 50% funding towards a leadership course specifically designed for emerging women leaders.

SMEs can access a wealth of other support, including IoD membership, accredited qualifications, mentoring and more, to develop the skills to recover from the impact of the pandemic.

The ICET project has also sponsored a free mini webinar series for SMEs in Suffolk and Norfolk, enabling them to tap into five key projects where they can access funding, technology, expertise and talent. These include: 50% funding towards leadership and digital training courses (ICET, In-Career Education and Training Project, University of Suffolk) Funding for new apprentices from the Apprenticeship Levy Fund (New Anglia LEP) Funding towards training for emerging women leaders (ICET, University of Suffolk) Funding to up-skill and train your workforce (The Supply Chain Skills Development Project - Suffolk County Council) Access to a funded mini-MBA programme and/ or research expertise and entrepreneurial talent (The Entrepreneur Forge Project (University of Suffolk)

Access to state-of-the-art 3D printers (University of Suffolk) Debra Gingell, ICET project manager, said: “This is a great outcome for the University and local SMEs. The University’s ambition is to support SMEs to overcome challenges, recover from COVID-19, to be sustainable and grow! I’m particularly looking forward to supporting emerging women leaders to move on in their careers.”

Jonathan Geldart, Director General of the Institute of Directors, added: “We are excited to be working in partnership with the University of Suffolk to support SMEs by providing access to our world class professional development programmes and welcoming them as members of the IoD. Our East of England region has branches across the region, including in Suffolk, providing a local focus for directors and senior leaders.”

UNIVERSITY OF SUFFOLK uos.ac.uk

More details about the webinars are available at uos.ac.uk/icet-event. Email icet@uos.ac.uk for information about ICET and training.

This is a great outcome for the University and local SMEs. The University’s ambition is to support SMEs to overcome challenges, recover from COVID-19, to be sustainable and grow!

37

MAN UFACT UR IN G S m a r t A l l i a nce

38

MA N U FACTURING S m ar t A lli a nce

WORLD-CLASS MANUFACTURERS UNITE IN ALLIANCE Manufacturing across Cambridgeshire and Peterborough is about to become more globally competitive with the launch of a new sector network, The Smart Manufacturing Alliance.

39

MAN UFACT UR IN G S m a r t A l l i a nce

Marshalls Aerospace and Engineering, and disruptors like 3D printers Photocentric, and Metalcraft.

Although the sector has a big presence in the area, consultations have shown that a formal sector network would significantly improve performance and help manufacturers stay competitive at a global level.

A steering group of local industry leaders will ensure the team meets its targets and tackles the most pressing sector challenges. All steering group members are expected to be in post by the beginning of August.

What help is available?

The Smart Manufacturing Alliance will provide members with: A diagnostic and brokerage service to help track and improve performance Grant funding advice and guidance

T

he Alliance, launched in October 2021, is a joint venture between economic development company, Opportunity Peterborough, and the Cambridgeshire & Peterborough Combined Authority.

Its work will be overseen by a steering group of local industry leaders, and recruitment is underway for a range of expert roles within the Alliance to help manufacturers improve productivity and performance.

Plans for the Alliance have received an additional boost with Opportunity Peterborough’s successful bid for a £1.2 million ERDF (European Regional Development Fund) business support programme.

This will fund an innovation programme of direct business support and a grant scheme to encourage investment in new technologies and research and development.

Over its first 10 years, the Smart Manufacturing Alliance is expected to help manufacturers generate an additional £50 million in Gross Added Value (GVA) through job creation, improved productivity and competitiveness, and helping manufacturers to make early gains in new and emerging markets.

Regional importance

40

Direct delivery, and brokerage of, training services so the workforce has the technical and leadership skills which industry needs. This will include supporting STEM education in schools and colleges through apprenticeships up to a degree level.

Sector and market analysis to help members stay ahead of the competition Networking opportunities, events, and workshops to strengthen connections between local manufacturers, academics, researchers, educators, and innovation programmes.

Pilots and challenge-led innovation platforms to improve organisations’ performance and support new product development

5-year targets Targets for the first five years of the Smart Manufacturing Alliance include: Ongoing support to the 190 members of the Smart Manufacturing Alliance Creation of over 380 jobs in manufacturing, related fields and supply chains.

Successfully nurturing the growth and development of at least 20 manufacturing startup businesses

Manufacturing is one of the area’s most important sectors - it makes up 13% of Cambridgeshire and Peterborough economic output and provides employment for 40,500 people, or 9% of the area’s workforce – making it one of the biggest employment sectors.

Taking part in 24 collaborations which share resources, knowledge, and drive innovation within the sector. These projects could create knowledge exchanges with research institutions and universities right through to manufacturers creating greater efficiencies by sharing resources, spaces, tools, and equipment.

The region is home to major manufacturers like Caterpillar Perkins, ALS Pharmaceuticals,

Support the creation of 96 new products, processes or services among its members

MA N U FACTURING S m ar t A lli a nce

Self-finance plan The Smart Manufacturing Alliance has initially been funded through an equity investment provided by the Cambridgeshire & Peterborough Combined Authority Business Board via the Local Growth Fund.

However, it will eventually self-finance through a fee paying membership scheme, corporate sponsorship, and high value services like training brokerages, and innovation pilots.

Tom Hennessy, chief executive of Opportunity Peterborough, said: “Manufacturing across Cambridgeshire and Peterborough is extremely diverse. The mature supply chains and skilled workforce are a huge part of what makes it such an attractive investment location, but there’s still plenty of untapped potential.

so our manufacturers continue to pioneer new technologies, products, and services.

“Ultimately we also want to see high quality career opportunities for residents with continuous learning and development, and collaborative approaches that drive innovation and enhance the reputation of the sector in our region.”

Through the Smart Manufacturing Alliance, we can address productivity gaps which are a national challenge, and embed innovation at every level so our manufacturers continue to pioneer new technologies, products, and services.

“Through the Smart Manufacturing Alliance, we can address productivity gaps which are a national challenge, and embed innovation at every level

Austen Adams, chair of the Cambridgeshire & Peterborough Combined Authority Business Board, said: “So much of what makes this region an economic powerhouse comes from clustering where businesses operating in similar sectors are drawn together to create a virtuous cycle of attracting talent, investment and promoting excellence and innovation.

“Fostering these vital ingredients for success in our manufacturing and engineering sector, while addressing the challenges we have around productivity and skills will strengthen and grow this important part of our regional economy.”

SMART MANUFACTURING ALLIANCE sma-uk.co.uk tel: 01733 317417 Launch event is 13 October at Bar Hill Hotel 8.30am-12.30pm.

Eventbrite registration link is: eventbrite.co.uk/e/smartmanufacturing-alliance-launchtickets-170421996780

Tom Hennessy, chief executive of Opportunity Peterborough.

Austen Adams, chair of the Cambridgeshire & Peterborough Combined Authority Business Board.

41

TEC H N O LO GY S m a r t Por t

PORT OF IPSWICH JUST GOT SMARTER Smart port status is on the horizon, with the introduction of IoT.

T

he Port is currently installing nextgeneration smart technology to speed up the movement and processing of cargo.

Internet of Things (IoT) devices have been put on cranes and transport equipment, in a partnership between BT and Associated British Ports (ABP). The insights provided will help speed up operations, cut costs and ensure machines are used efficiently.

Smart IoT sensors collect data and feed it into a BT digital platform that helps track the unloading and travel of cargoes in near real time.

SMART PORT abports.co.uk/locations/ipswich/

The solution interprets the data from a wide range of port equipment, producing a record of time, travel distance, routes taken, and weight unloaded.

The information is then automatically delivered clearly and quickly to port management, allowing them to track the progress of the shipto-shore operations.

Cranes are used more when downtime is assessed accurately, and resources can be flexibly deployed to reduce periods of inactivity. The solution also gathers insights such as how often the equipment is being used, and how much distance they have covered. This provides an accurate view of maintenance requirements for plant equipment and machinery.

The trial with BT is an exciting step in the Port of Ipswich’s journey to becoming a smart port.

The data generated by the Internet of Things solution gives the team in Ipswich the power to manage our resources and assets more effectively, improving our productivity and reducing our costs. Ultimately, this trial will help us to provide even better customer service.

This enables the Port of Ipswich team to make decisions based on the data they are seeing, as well as collaborating with customers more and making the best use of resources and assets.

In addition to tracking the movement of assets, the data collected from the solution also tracks periods of inactivity, underutilisation, and maintenance needs. For instance, the data provides better

42

understanding of how cranes are used to reduce costs as well as greenhouse gasses.

BT spokesman Dean Terry said: “In deploying our IoT solution, we’re able to help produce intelligent, actionable insights to support the teams on the ground to monitor equipment in real-time, and make instant, autonomous decisions to speed up the supply chain.

“This is made possible by combining our awardwinning 4G EE network with our deep expertise in sensor technology, network infrastructure and supply chains.

Andrew Harston, from Associated British Ports, said: “The trial with BT is an exciting step in the Port of Ipswich’s journey to becoming a smart port. The data generated by the Internet of Things solution gives the team in Ipswich the power to manage our resources and assets more effectively, improving our productivity and reducing our costs.

Ultimately, this trial will help us to provide even better customer service.”

TEC HN O LOGY S m ar t Por t

IoT sensors are being installed on the Port’s cranes and transport.

43

ADVE RTO R I AL Open CRM

COVID-19 AND FUTURE PLANNING: FIVE TIPS ON MAKING YOUR TEAM AND YOUR BUSINESS MORE AGILE The business world has changed and lots of people like myself, who enjoy working in an office, will need to work remotely from time to time.

O

ver the last 18 months, I have been so proud of how our team at OpenCRM adapted to everything that has been

thrown at them. On virtually no notice, the entire team transitioned to working remotely. It was practically seamless.

But I think every business had similar hurdles to overcome.

The whole process highlighted to me the importance of agile business processes. And fostering an equally agile working environment.

I’d like to share my top five tips on doing just that:

I say practically because in those first few days and weeks we found a few areas where we needed to make some changes. Mainly implementing new processes or relying more heavily on software to keep things running smoothly.

44

Tip #1: Regular, Recurring Team Meetings Having regular meetings, daily, weekly, or even monthly, allows remote workers to feel more

A DV E RTORIAL O p e n CR M

engaged. But it also helps everyone stay up to date on what their teammates are working on.

These could be informal morning chats, where attendance and participation are optional. Weekly small team meetings to pass on progress and important news. Or even monthly company meetings for more general business updates.

The important thing is that you make a schedule and keep to it.

Tip #2: Autonomy and Responsibility One of the most common complaints I hear from managers about remote working is that they don’t know if their employees are actually working. But, I always ask, you know if they’re working based on their output, right?

By giving people responsibility and ownership of the jobs they need to get done, you motivate them to achieve their goals. It’s their task—and it will sink or swim based entirely on what they put into it.

I have always found this to be the best way to motivate people and it paid dividends when we moved to remote working.

Tip #3: Training and Guidance

Having clear, documented processes means that every single person knows what they are doing and why they are doing it.

You’ll also need to have somewhere for these various processes to take place…which brings me neatly to my next tip.

Tip #5: Have the Right Tools In order to do their job, remotely or in the office, your team need to have the right tools.

When working remotely, this means they need systems that let them work independently, while also investing in tools that allow them to communicate and collaborate effectively.

When the pandemic hit, we already relied almost entirely on cloud based systems (like our very own CRM system), but did find that some of our other systems just weren’t up to the job.

So we found ones that were and got everyone trained up on them.

When the pandemic hit, we already relied almost entirely on cloud based systems (like our very own CRM system), but did find that some of our other systems just weren’t up to the job. So we found ones that were and got everyone trained up on them.

Of course, if you want people to achieve targets and goals, they need to know how to complete the various tasks and jobs along the way. And that means investing time, energy, and even your profits into making sure they have the right training and knowledge to do so.

This process can feel slow and occasionally even expensive, but once one person has the know-how, they can share that with the rest of the team.

Making everyone more effective in their day-to-day job.

Tip #4: Clear, Documented Processes So they’ve got the knowledge and the motivation, now they just need to know what it is they are supposed to do. And, importantly, how it fits in with the other people on their team and in the wider business.

By not being afraid to change out tools and systems, we were able to find the right ones for what we needed.

We always set out to build an agile team, and have always thought of ourselves as being adaptable. But these past several months have really highlighted to me the importance of this approach and areas where theoretical planning fell down.

GRAHAM ANDERSON CEO and founder of OpenCRM, one of the UK’s leading customer relationship management systems.

I won’t pretend that we never ran into any hurdles, of course we did.

But we discussed them as a team and found the best ways to overcome them. These ranged from new processes to new software to some general education for some (or all) of us.

I wanted to write this article, not to crow about how great my team is (although, they do deserve it), but rather to share with you what we learned over the last year.

As I write this, many of us are still happily working from home. Some have returned to the office full time. And we’ve even got a few who split their time between being in the office and working remotely.

We’ve learned to be more flexible in our approach to where people work and it has only made us stronger.

45

TRADE AN D E X P O RT F re e p or t E a s t

FREEPORT EAST VISION TAKING SHAPE Earlier this year, Freeport East was unveiled as one of eight new Freeports in England, with plans to become a hub of global trade and national regeneration and innovation. procedures.

Freeport East has already made clear that the clean energy sector will be one of the central pillars of its future success, and that it is well positioned to lead on decarbonisation of the country’s energy needs.

Its planned Hydrogen Hub, for instance, aims to be one of the world’s most innovative nuclear, hydrogen, maritime and transport decarbonisation schemes. As a pillar of the Freeport East bid, it could create significant numbers of new jobs within the next 12 months, and act as a showcase for the UK’s Net Zero capabilities in the build-up to COP26.

W

hile talks are still underway on the formal designation process, Freeport East will be one of the UK’s first new freeports for years.

The initiative, which looks set to create 13,500 jobs in the region, focuses on the Port of Felixstowe and Harwich International Port.

Its primary aims are to build a global trade hub in the region, create innovative partnerships with the green energy cluster on its doorstep, and help level up the economy. As the largest route to market for the Midlands and North, it will also have a wider economic impact throughout the UK.

FREEPORT EAST freeporteast.com

The government wants freeports to play a key part in the UK’s post-Covid economic recovery.

They are treated as secure customs zones where business can be done within a country’s land border, but with different tax and customs rules.

Benefits include generous tax incentives (such as full business rates relief) and simplified customs

Clemence Cheng, executive director Hutchinson Ports, which owns the ports of Felixstowe and Harwich, explained: “Freeport East’s position on the main global shipping routes, and with frequent services over to Europe, makes it the ideal place to attract inward investment. It has 50% of the UK’s offshore wind capacity on its doorstep and, working with our partners we will help drive developments in green energy for use in the transport sector as well as across the wider economy.”

Freeport East is already contributing to wider innovation in the technology sector as well.

Hutchison Ports is working with Cambridge University and Three UK to develop innovative 5G applications. It is also working with the New Anglia LEP, Tech East and BT’s research centre at Adastral Park on new telecommunications infrastructure.

The Freeport East initiative is a partnership between Hutchison Ports, Harwich Haven Authority, New Anglia LEP, South East LEP, Essex County Council, Suffolk County Council, East Suffolk Council, Tendring District Council, Babergh and Mid Suffolk Councils and the Haven Gateway Partnership.

Freeport East’s position on the main global shipping routes, and with frequent services over to Europe, makes it the ideal place to attract inward investment.

46

FREE PARKING

TRA I N I N G A N D D E V E LO PMENT ?

*

Cambridge Park & Ride Taking you into the heart of Cambridge Open seven days a week

For more information on fares, timetables and other details, please visit www.cambridgeparkandride.info *Parking is free for up to 18 hours. Charges apply for longer stays.

47

Why Choose Modern Office?

Your Office, Your Home, Your Future Choosing the right office furniture for your company is exciting and fun but it can also be a daunting exercise for any size business.

Modern Office offers many solutions to meet the requirements of your dream office layout. We offer a number of services, helping you to create the perfect space for your office, where employees can thrive.

We start by looking carefully at the overall picture, taking into account not only the design and creative needs of your organisation, but all the finer details too. Style and appearance, colour scheme, fabric and finish are all fundamental, but these days it is also imperative that your office furniture meets a detailed array of ergonomic and safety requirements.

With over a quarter of a century of experience in this field, Modern Office is the complete solution to all your business furnishing needs. Whether you are looking for stylish office chairs, practical office storage or an exquisite conference table, we are sure to have something for everyone.

0191 478 8349 • info@modern-office.co.uk • modern-office.co.uk

MODERN OFFICE