The Business Issue Four

The official publication of Greater Manchester Chamber of Commerce

ISSUE 4 w 2018

Coming home Sally Lindsay on the return of Emmeline

Bridging new markets Defence company WFEL

Fitness and fashion Jimbag profile

Wellbeing at work Tackling stress

Going electric

Electric vehicle revolution

Steve Burne

Welcome Welcome to the final edition of 2018. And what a great year it has been!

We began the year on a high, basking in the glow of being named Chamber of the Year 2017/18 at the Chamber Business Awards. This was quickly followed by the Chamber winning Investors in People Gold.

The launch of ‘The Business’ set a new standard of quality for Chamber magazines. Over the year we have interviewed leading figures from the world of sport, business and academia. We have covered the best of business from across Greater Manchester and kept you up to date with all the latest political and economic issues.

Looking back over the past three editions, it’s staggering to see the range of innovative companies that Greater Manchester is home to. From the familyowned brewery reinventing cask ale for a new generation, to the scooter company leading a mobility revolution, Greater Manchester has it all.

This edition is no exception, as we cover everything from the Stockport manufacturer whose products are being used by the military around the world, to the company supplying a stylish fitness and fashion accessory. And our cover story is a fitting end to this year of celebration of women getting the vote.

Global On the international front, the Chamber has opened an office to cover the Asia Pacific region, taken part in trade visits to key markets such as Canada, and welcomed visitors from around the world.

The official publication of Greater Manchester Chamber of Commerce

Our annual dinner was once again the highlight of the business calendar, with Mayor of Greater Manchester Andy Burnham joining us to celebrate the best of business. We also held our property and construction dinner and awards ceremony, and also our first engineering and manufacturing summit in Oldham.

Brexit Brexit has been a recurring theme in the magazine as we’ve tried to keep pace with all the latest developments. We end the year as we began it, with no clear idea of what the final Brexit deal will look like.

However despite the uncertainty over Brexit, our latest Quarterly Economic Survey shows that Greater Manchester’s economy is still powering ahead (see pages 28 – 30).

We’re already planning the first edition of next year, so if you’d like to see your business featured in 2019, send your good news stories to communicate@gmchamber.co.uk with ‘The Business’ in the subject line.

Simon Cronin Member Communications Manager simon.cronin@gmchamber.co.uk

ISSUE 4 w 2018

The Business magazine is published on behalf of Greater Manchester Chamber of Commerce by

Coming home Sally Lindsay on the return of Emmeline

Unit 2 Abito, 85 Greengate Manchester M3 7NA David Smalley Director david@wearemixgroup.com Bridging new markets Defence company WFEL

Fitness and fashion Jimbag profile

We were very sad to announce in October that our friend and former Vice-President, Steve Burne, had passed away, following a brave and inspirational battle against cancer. Our thoughts are very much with Steve’s family, especially his sons, Daniel, Adam and Seb. A high-profile member of the Chamber for many years, Steve joined the Chamber’s Board in October 2007, and was a respected and well-loved colleague and friend. Steve chaired the Chamber’s Property & Construction Group, hosting the Property & Construction Annual Dinner and Awards where the Apprentice of the Year and Building of the Year are celebrated. We let Steve and his family know in September that the Apprentice of the Year Award will be renamed the Steve Burne Award, in recognition of his contribution and passion in supporting young people.

Despite his diagnosis, Steve made it his mission to fund the creation of more long stay rooms at Ronald Macdonald House, to house families of very sick children in Manchester Children’s Hospital close to their loved ones.

Over his time working with RMH, most recently as Chair of their Charity Board, Steve raised millions. His latest efforts raised an incredible £400,000+ and the Steve Burne Rooms were opened this summer.

Stella Bowdell, Membership Director at Greater Manchester Chamber, said: “Steve was such a well-loved character and always supportive of the team here. His love of his industry and of Manchester was infectious, and his love of partying meant that sore heads after an event with him were inevitable. We will all miss Steve, but he leaves a legacy that taught us all to work hard, fight for what matters to us, look after our loved ones, and seize the day.” w

Wellbeing at work Tackling stress

Going electric

Electric vehicle revolution

Commercial Sales Gary Williams 0161 946 6262 gary@wearemixgroup.com

The views expressed in this magazine are not necessarily those of the Chamber. This publication (or any part thereof) may not be reproduced, transmitted or stored in print or electronic format (including, but not limited to, any online service, any database or any part of the internet), or in any other format in any media whatsoever, without the prior written permission of the publisher.

Although every effort is made to ensure the accuracy of information contained in the magazine, neither the Chamber nor the publisher can accept responsibility for any omissions or inaccuracies it contains.

Editor Jim Pendrill jim@wearemixgroup.com Design & Artwork John Hope john@wearemixgroup.com Photography Dan Eden Printed by Stephens & George

www.gmchamber.co.uk

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CONTENTS

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20 THE BIG INTERVIEW

As a new memorial to Emmeline Pankhurst is unveiled in Manchester, actress Sally Lindsay talks about what the statue will mean for the city as we get an exclusive preview of the sculpture.

CASE STUDIES

Interviews with leading companies from across the region:

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CHAMBER NEWS

All the latest news and information from the country’s largest Chamber. Including key findings from our latest review of the Greater Manchester economy.

37 EVENTS 38

w RoC Consulting w WEFL w Jimbag

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Find out what’s coming up in the weeks ahead.

DEBATE

How do you foster a healthy workplace in which employees can thrive? We put the question to our panel of leading business figures.

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SECTOR REPORTS

In-depth analysis and comment on Greater Manchester’s key industries, as well as discussion of current issues facing business leaders.

w People w Manufacturing & Engineering w Finance w Technology w Marketing w Property, Construction & Development w Arts, Culture & Leisure

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A summary of the latest news and views from around the ten boroughs of Greater Manchester.

AND FINALLY

Stella Bowdell, Director of Membership, Greater Manchester Chamber of Commerce.

OUR PATRONS: THANKS FOR YOUR SUPPORT www.gmchamber.co.uk/patrons

Elliot House, 151 Deansgate, Manchester M3 3WD w E: info@gmchamber.co.uk w W: www.gmchamber.co.uk Membership: 0161 393 4321 w Events: 0161 393 4343 w International Trade: 0161 393 4348 w Chamber Space: 0161 393 4352 Marketing & Campaigns Director: Chris Fletcher: 07966904149 w chris.fletcher@gmchamber.co.uk w Twitter: @gmcc_fletch Member Communications Manager: Simon Cronin: 0161 393 4335 w simon.cronin@gmchamber.co.uk Digital & Social Media Manager: Joanna Preihs: 0161 393 4336 w joanna.preihs@gmchamber.co.uk

Marketing & Campaigns Manager: Charlotte Maloney: 0161 393 4337 w charlotte.maloney@gmchamber.co.uk

@gmchamber

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/gmchamber

/greatermanchesterchamber

Greater Manchester Chamber

/gmchamber Teaching Intensive Research Informed

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BIG INTERVIEW

SALLY LINDSAY

SUFFRAGETTE In December Emmeline Pankhurst will take pride of place again in her home city as her new statue is unveiled in St Peter’s Square.

Manchester actress Sally Lindsay talks about what the statue will mean to the city.

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Actress Sally Lindsay, who earlier this year presented a BBC documentary on Emmeline Pankhurst, can hardly hold back her emotion when she explains what the suffragette means to her.

“She is such a huge icon to me.

Although I have always been quite influenced by her, I realised when I was working on the documentary that I didn’t actually know that much about her. Finding out her story was one of the most profound things I have ever done

because I found out a lot about myself as a Mancunian woman in the process. It was a real voyage of discovery.

“I’m not sure Emmeline could have been created in any other city because Manchester was so much part of her DNA. The Peterloo massacre, the fact that Manchester was first for the abolition of slavery.

“It all made for this working mum from Moss Side becoming the general of an army of women. How amazing is that?”

Making of a militant Despite her story, knowledge across Manchester of one of its most famous daughters is surprisingly poor. Adds Lindsay: “For whatever reason many people assume she was from London.”

This ignorance was the precise reason why Manchester TV producer Caroline Roberts-Cherry got in touch with Lindsay last year to ask if she would present a BBC film about her life entitled Emmeline: The Making of a Militant.

“Before Caroline had even sent me the full details I emailed her back saying I would do it,” says Lindsay. “This is suffragette city, this is where it all started and people need to know the story. Emmeline saw first-hand how hard it was for women at that time, the way they were treated. That’s why she was so inspired to change their position.”

Roberts-Cherry had spent most of 2017 pitching the programme, knowing that the centenary of the vote for women (aged over 30) was coming up in 2018.

However she wasn’t prepared for the reaction she would get. “I kept being told it was too niche, yet also ironically too wellknown a story,” she adds. “Incredibly, there was also nervousness that it could be a story of female interest only. So I realised that for the film to happen it would have to be a BBC North West commission. I needed to show that Manchester was part of what made Emmeline and show how her family and what she did on the streets of Manchester made her.

Emmeline’s message was remarkably simple. She thought that change would only come when women had more say over their lives.”

Roberts-Cherry had known Lindsay, best known for her roles in Coronation Street and Still Open All Hours, for many years and thought she would be perfect for the role. “I knew she could approach it as a working mum from Manchester.

Making the film was a real journey for her too.”

Filming began on February 6th, the exact 100th anniversary of the enactment of the Representation of the People Act that granted votes to all men aged over 21 and women over 30.

“It felt really special filming that day in Manchester,” adds the film’s producer and director Helen Tither. “The pavements were crackling with the significance of the date.”

Commissioned by Deborah van Bishop and Aziz Rashid of BBC North West, the film went out earlier this year first on BBC One North West and then was quickly given a second outing on BBC4.

I cannot stress enough how important this is for the city. She is the heroine of suffragette city, she is an icon of Manchester. This will be a place where young girls and boys will learn that you can achieve anything in life if you stick to your guns.

Statue Meantime a separate campaign, spearheaded by Didsbury Councillor Andrew Simcock, was taking shape to have a new statue of Emmeline built in her home city.

Lindsay says it is bizarre that it has taken so long to get a statue of Emmeline built in the city centre, but now believes it will become a major focal point for the city.

“I cannot stress enough how important this is for the city. She is the heroine of suffragette city, she is an icon of Manchester. This will be a place where young girls and boys will learn that you can achieve anything in life if you stick to your guns. A place where women will be able to show their daughters and daughters’ daughters the meaning of Emmeline. A place where some people will just walk past and find out for the first time who she is, discover that she is a symbol of freedom across this city and beyond.

Didsbury Councillor Andrew Simcock

“I think the statue will actually become a real meeting area for the city, an area for protest, an area to think. To me it is as if Emmeline has been brought to life, as if she is walking the streets of Manchester again.

This will be as important a political landmark as anywhere else in the world. This is the place where the emancipation of women started and it needs to be revered as the political landmark that it is.” ´8 www.gmchamber.co.uk

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BIG INTERVIEW

SALLY LINDSAY

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Suffragette trail Lindsay believes the statue should also form the centrepiece of a new suffragette trail around the city which would include The Pankhurst Centre on Nelson Street where Emmeline lived. There are already plans for a new visitor centre at the house which is the UK’s only museum dedicated to the suffrage movement.

Adds Lindsay: “We are also looking at tours of the city where speeches happened, places where Emmeline used to give out soup to the poor, maybe a suffragette bus that could go around the city. Now that the statue is here there is so much more the city can do.”

Meantime, thanks to Mayor Andy Burnham, a DVD of Emmeline: The Making of a Militant will also be distributed to every secondary school across Greater Manchester as part of a drive to increase knowledge of her story. “To our shame this has not been on our curriculum in Manchester schools but that’s set to change,” adds Lindsay. “When we started making the film we never dreamed that would happen, it’s fantastic.” w

Who was Emmeline?

Work in progress: Sculptor Hazel Reeves shows Lindsay the new statue as it nears completion

Emmeline’s message was remarkably simple.

She thought that change would only come when women had more say over their lives.

The making of the film

Caroline Roberts-Cherry, Executive Producer of The Making of a Militant film, runs award-winning Manchester production company Saffron Cherry TV. She moved back to her native Manchester in 2002 with the BBC before setting up her own company in 2013.

As she explains: “I wanted to create and produce a broader range of content than I had previously worked on and wanted to make programmes that really interested me.”

One of the films she executive produced was Ten Pieces, a one-hour film of 10 celebrities introducing pieces of classical music to teenagers. The film won both a RTS (Royal Television Society) and a BAFTA award.

Invented in the North West, a film made by the same female production team for Saffron Cherry, and celebrating forgotten inventors, was also nominated for a RTS award. Meanwhile The Making of a Militant has also just been shortlisted in the O2 Media Awards North West.

Caroline Roberts-Cherry (third from left) with members of The Young Company, Royal Exchange Theatre, Manchester

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Identity Roberts-Cherry says that making films about the North and from Manchester is particularly important to her.

“It matters to me because this city and region has a very strong sense of identity which isn’t defined by the fact that it simply ‘isn’t London’. It has a strong enough identity all of its own.

As Tony Wilson said, ‘we do things differently here’.”

She adds that the impact of MediacityUK has been huge for Greater Manchester. “It has been a real catalyst and undoubtedly made GM the second city region for broadcasting in the UK. The importance of TV to this region has always been there with our Granada history, and now we are building the scale to match.”

Meanwhile she is thrilled that The Making of a Militant will now be distributed to schools across Manchester, while BBC Learning has also commissioned a series of short films about Emmeline and women’s suffrage as a curriculum resource for BBC Teach.

And, after the success of the film she is now looking at a possible documentary about the Peterloo massacre on the back of its 200th anniversary next year. w

She was born Emmeline Goulden in 1858 in Moss Side and in 1879 married Richard Pankhurst, a barrister who was known for supporting women’s rights to vote, with whom she had five children.

While working as a Poor Law Guardian she was shocked at the harsh conditions she saw in Manchester’s workhouses and in 1903 founded the Women’s Social and Political Union (WSPU) which advocated all-women suffrage dedicated to “deeds, not words”.

In the following years Pankhurst, her daughters, and other WSPU activists received repeated prison sentences where they staged hunger strikes to secure better conditions. However with the advent of the First World War Emmeline called an immediate halt to militant suffrage, urging women to aid industrial production instead.

In 1918 the Representation of the People Act granted votes to all men aged over 21 and women over 30. Pankhurst died in 1928, just weeks before the

Hazel Reeves won the competition to make the new sculpture.

The story behind the statue

Actress Frances Tither as Emmeline in front of photo mosaic by Charlotte Newson

Representation of the People Act (1928) extended the vote to all women over 21 years of age. The only other statue of her is in Victoria Tower Gardens next to the Houses of Parliament. w

Didsbury Councillor Andrew Simcock has spent the past four years making the statue happen and will breathe a huge sigh of relief and excitement when Emmeline is unveiled on December 14th – the exact centenary of the first General Election where women had the vote.

The story goes back to a chance conversation he had with a friend in Manchester Town Hall where they were both bemoaning the fact that 16 of the 17 statues in the city were of men. The only one of a woman is Queen Victoria in Piccadilly Gardens, which was unveiled in 1901.

Cllr Simcock got a resolution passed by the Council allowing him to progress with the idea of getting a new statue of a woman built, although he would have to find the funds himself. He created a long list of 20 women for consideration before a public ballot was held, with Emmeline the overwhelming winner.

Six sculptors were then shortlisted with the winner asked to make a dozen smaller ‘maquettes’ of the winning design which were then sold for £10,000 each to help fund the whole project. Cllr Simcock also managed to secure extra funding from the government as part of the centenary celebrations around the women’s vote, as well as contributions from Manchester Airport and the Property Alliance Group.

The winning sculptor was Hazel Reeves from Brighton (pictured left) who has depicted Emmeline standing on a chair delivering a speech. Emmeline is pointing across St Peter’s Square directly at the old Free Trade Hall (now a hotel), a building of special significance to the suffrage movement and where the very first public meeting of the National Society for Women’s Suffrage was held.

Says Simcock: “I have already grown to love this place where the statue will be.

The idea of having an iconic Manchester woman standing here feels absolutely right, and I’m delighted to have played my part in making it happen. w www.gmchamber.co.uk

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RoC CASE STUDY

ROC

STEADY

As founder of civil and structural engineering business RoC Consulting, Rory O’Connor has ridden the highs and lows of the city’s property market for more than 25 years.

Throughout our interview Rory O’Connor has been a picture of calm, giving measured and thoughtful replies during a frank and wide-ranging discussion about the transformation of Manchester over the past 20 years.

But on one subject, right at the end of our discussion, he suddenly becomes very animated. No prizes for guessing the subject is Brexit.

“I’m sorry but people just didn’t have enough information when the vote was held, the whole scenario was poorly constructed,” he bemoans. “There should definitely be another vote, and frankly we have got ourselves into an appalling situation, because Brexit has become all-consuming in Whitehall.

Issues that affect us all, not least major investment infrastructure decisions for the North West, are being put on hold.”

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Downturn That said, O’Connor has been used to dealing with uncertainty during his career.

For instance the economic crash of 2008 has particular pertinence to him. “For five years times were hard for everyone in the industry. In our business we were lucky to a degree because we had a very diverse set of clients, some of whom were cash-rich and counter cyclical. But to get through it you also you had to provide a bit of give and take, offer services in kind to get things moving. I remember talking to developers saying ‘we will help you get your scheme to happen’. Of course you cannot take that stance forever, but it helped get us through those difficult times.”

By 2013 O’Connor remembers being able to start to see the light at the end of the tunnel again, and in response decided to invest heavily in both IT and people.

Looking back he admits that the investment on both fronts was perfectly timed, laying the foundations for the company’s success today. “I could see that things were starting to move again and that we needed to be ready for that.

We went out and recruited the very best people we could find in the industry.

Symbolically, we also moved back in to the old building that we had had to vacate following the 2008 recession.”

IT dividends RoC’s investment in IT is also paying dividends. As he adds: “It is amazing what you can do today. You can model a building frame and go through every step about how you are going to construct a building on a computer.

One of the key benefits is that you can anticipate where issues might arise and then share that with the architect too.

Use of the modelling can then continue throughout construction, and it’s why you see all these people walking around building sites today armed with iPads. It makes the whole process so much more efficient.”

Could Artificial Intelligence (AI) even start to take away the human input, I ask? “I think you could have AI doing some things but I think there are limitations.

Every project is different and has its own distinct challenges and constraints. Every project has different client aspirations.

“As such you will always need a human approach, and that goes for listening to clients from the outset so that you can understand exactly what they are seeking to achieve. A machine will never be able to do that, it cannot replace the creativity that you need.

What has moved this business on over the years is employing technical people who precisely have the creativity to find solutions.”

Manchester market Today RoC is involved in a string of major developments in the city region (see right) and also further afield across the UK. Fittingly we conduct the interview on the empty 16th floor of one of their major projects, No.1 Spinningfields, whose offices have just come to market and where RoC worked with developer Allied London and architects SimpsonHaugh and Axis Ar. RoC has also helped deliver the nearby iconic XYZ Building at Spinningfields, while further afield it is playing a pivotal role in schemes such as Airport City, Manchester New Square, and Clippers Quay in Salford.

The stunning views from our interview location provide a fitting backdrop to our discussion on Manchester’s regeneration. Looking back, O’Connor says his decision to move his business to the centre of Manchester (after originally founding the company at his home in Alderley Edge) in the 1990s was pivotal.

“Being based in the city centre has made such a difference to the growth of this business and obviously coincided with the regeneration of the city itself.”

But he insists that it has never been plain sailing. “There have been some tough times. For instance I literally remember one time sitting at my desk and thinking where the next job was coming from. It was at that time that I actually went to the Chamber of Commerce because I realised I needed to build up my network. I went in and said ‘how do I get to know more people’. It was as simple as that.” ´14

RoC PROJECTS No.1 Spinningfields

The scheme developed by Allied London is an iconic new 370,000 sq.ft commercial office tower over 19 storeys, with a six-storey cantilever to the east of the building. The tower is the final in a series of three new schemes that make up Hardman Square, a key part of the Spinningfields masterplan.

The building, designed by a team from RoC Consulting led

by Design Director Jon Smith, recently won the best large project award at the North West Region Structural Engineering Awards 2018. w

RHS Garden, Bridgewater As part of a 10-year, £160m investment programme, the Royal Horticultural Society pledged to find and develop a site for a fifth garden in the North West and chose the former Worsley New Hall in Salford, which will now be called RHS Garden Bridgewater.

RoC has had responsibility for the design of all on-site highways and drainage, while also designing the visitor centre with architects Hodder + Partners. w

Horwich Locomotive Works RoC’s work isn’t just confined to Manchester city centre.

Located on the former Horwich Locomotive Works, the £260m Rivington Chase development is one of the largest brownfield regeneration schemes in the North West, involving plans for more than 1,600 homes.

RoC has been engaged on the project since 2009, initially providing input into the site’s masterplanning process. w

www.gmchamber.co.uk

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CASE STUDY

ROC

If you wind the clock back to the 1960s we saw all these tower blocks being built across the city to move people from poor housing stock. Now we are at another juncture as this housing needs improvement, and that is adding to the pressures we are seeing right now across the market. ³

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Regeneration O’Connor has huge admiration for former City Council Chief Executive Sir Howard Bernstein and Sir Richard Leese, who has now been leader of the Council since 1996. “They galvanised everyone around the city which is easy to overlook. Sometimes the city’s property industry can see the city in a different way, because all we are dealing with is property and buildings. But they were able to see the wider picture.

“Even after the shock of 2008 they took a very proactive approach, had a clear vision, and were able to get

the support of developers. It was that positive, ‘can do’ attitude that got the city through. At that time maintaining their vision for the city was very bold, and the Council continued to put money into the economy and drive forward initiatives despite the climate of austerity.”

However O’Connor is acutely aware that the impact of austerity is still being strongly felt across the city. “To take one example there are lots of issues still around children and poverty. But I don’t think Manchester is any worse than the rest of the UK for child poverty.”

Housing cycle Meanwhile in terms of Greater Manchester’s wider housing stock he believes we have come to the end of a 50year cycle which is now exacerbating the wider problems in the housing sector.

“If you wind the clock back to the 1960s we saw all these tower blocks being built to move people from poor housing stock.

Now we are at another juncture as this housing needs improvement, and that is adding to the pressures we are seeing right now across the market.”

Against this backdrop RoC is involved in a number of residential schemes, such as the aforementioned Manchester New Square and Clippers Quay, the latter including more than 600 new homes, and the redevelopment of Horwich Locomotive Works (see previous page).

Further afield RoC is also partnering with Cheshire East Council on a major mixed-use project in Macclesfield. “It’s an exciting time to be so involved in this regeneration. There has been a complete shift in the residential market with more institutional landlords coming in and driving the market.” w

TEAM

While stressing that he will remain involved with the business for some years yet, O’Connor says he is in the process of “gradually passing the reins” to his team.

Key members of the team (pictured) include Design Director Jon Smith, Operations Director Paul White, Projects Director Mike Newman, Earth Sciences Director Alex Smiles, and Special Projects Director Anthony Heale.

Smith, who specialises in the design of high-rise buildings, bridges and stadia, says the RoC culture is one where you are given freedom to explore solutions.

“The thing I enjoy most is the creative side of the business, the problem solving. It’s being able to take a scheme in the early stages of conception and then look at different ways to try to address the project challenges. Architects can come up with great ideas but they are not always affordable.

You need that combination of design skill, creativity and commercial awareness for great buildings to happen.” w *We would like to thank Allied London for giving permission to carry out the interview and photoshoot at No.1 Spinningfields.

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CASE STUDY

WFEL

History WFEL has supplied more than 600 bridges to 40 armed forces around the globe over the past four decades. But the business actually traces its roots to the air rather than the land.

The company was born out of the Fairey Aviation Company which first moved to WFEL’s current site near Cringle Park in Heaton Chapel in 1935 to build DH9 and DH10 long-range bombers. Today the factory still bears all the hallmarks of its history, complete with camouflage roof and north-facing roof windows (built so that they didn’t reflect the sun and couldn’t be spotted by enemy warplanes).

However in the late 1960s the business diversified into making tactical military bridges and next year marks the 50th anniversary since work began on its Medium Girder Bridge (MGB) for the Ministry of Defence. This was followed in

G N I G D I BR S T E K R A M W E N WFEL is a global leader in military bridging, exporting £600m worth of highly complex engineered systems over the past decade. We caught up with newly appointed Managing Director Ian Anderton.

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In the foyer of WFEL’s Stockport HQ is a young boy’s dream, a model battlefield showing how the company’s various bridging systems can be used across various terrain. But with WFEL’s bridges recently used in both the Iraq and Afghanistan conflicts, and for disaster relief operations such as the Japanese tsunami, this is a serious business.

The company is a world leader in the design, manufacture and supply of rapidly-deployable tactical military bridging, and is headed today by Ian Anderton who took over the reins earlier this year following the retirement of Ian Wilson.

Anderton, who was formerly at BAE Systems, says he was drawn to the role

by WFEL’s global reputation for quality and adaptability. “This business has amazing variety and has really stood the test of time with two of the very best

products in the market which are very practical and easy to put together.”

Everything the business does is built around a variation of these two models, the Medium Girder Bridge (MGB) and the Dry Support Bridge (DSB), which between them cover almost all defence requirements for rapidly deployable bridges. For instance in Iraq they were often used to replace bridges that had been blown up by retreating forces.

As he adds: “Because the bridges can be rapidly assembled, especially the DSB which can be put up in just an hour and a half, they allow heavy vehicles to keep up with attack forces, which is key.

The military wants something robust, capable of taking a 100 tonne weight and which can be deployed rapidly by as few people as possible. Our bridges are all about speed, versatility and manpower.”

Transforming Anderton describes the DSB as the “classic Transformers piece of kit”, a bridge launcher system that opens up from the centre of a long armoured vehicle from where it then extends a 46-metre launching arm to which the road platform is added once the crane has reached the other side of the river or ravine.

Given its versatility, it is little wonder that the market for the product covers a multitude of areas. “Governments buy our bridges for one of two things, either for defence or for disaster relief. The WFEL bridges have a global reputation for quality and reliability and I’ve been amazed at how many currently serving and ex-military personnel that we meet around the world have been involved in building and launching our bridges at some point in their career. Our challenge now remains to continually improve our offering and continue to build partnerships with new global customers.”

New markets It is precisely why Anderton is taking the opportunity as the new man in charge to not only push WFEL into new markets, but also reappraise the business, assessing where else its world-class engineering skills can be deployed.

“We deal with enquiries from right across the globe, and not just for bridging systems. One of our ‘special’ engineering projects in recent years involved the

1995 by work starting on the Air Portable Ferry Bridge (APFB), and the following year on the Dry Support Bridge (DSB).

The bridges can be built very quickly, either by hand for the MGB or via a semi-automatic process for the DSB. The latter is capable of carrying over 120 tonnes and was originally designed and developed for the US Army which used it extensively in the Iraq war. The UK army also deployed the Air Portable Ferry Bridge in Afghanistan.

Meanwhile, WFEL is currently eyeing up another major contract with the UK Ministry of Defence. Its Dry Support Bridge (DSB) is being evaluated as part of the Tyro Bridging Capability Project which aims to update or replace the MOD’s bridging system to cope with greater loads, and to ensure it remains operationally effective until 2040. w design, testing and building of a ski ramp for the F35B fighter jet, allowing WFEL to play a vital role in the inaugural launch of the stealth combat aircraft, which made aviation history when it took off from the WFEL ski jump at the Naval Air Station in Patuxent River, Maryland, US.” Ski-jump ramps provide an aircraft with an upward flight path, which means that the aircraft can take off from a shorter runway with a heavier payload. “The WFEL ski jump is the first of its type to be built anywhere in the world and was designed to replicate the runway of an aircraft carrier. This allowed the F-35 Joint Strike Fighter to be extensively tested on land before its first shipboard ski jump launch from HMS Queen Elizabeth, something which has been widely reported in the news.”

Anderton says he is essentially asking ‘what next’ for the business. “Where are the next set of orders going to come from for our current product range? And how do we build on the complex engineering skills that we have here? At this factory we offer a complete service, from concept design through to prototype manufacture and full-scale production, and then on to inspection, repair, maintenance and training. Around 80% of the production of our bridges is done in-house. The fabrication, the milling, the painting, the welding, the testing and measurement, all utilising modern automation and computer systems. It’s all done here.”

We have a fantastic team of design engineers and the ability to do all our own testing and design. Our welding techniques are among the best in the country, we hand select and train the very best people.

Expansion The business, which is forecasting a turnover of £40m this coming financial year, also has the advantage of space, housed as it is in the giant former Fairey aircraft hangar (see above) which gives it plenty of room to expand operations further.

Adds Anderton: “We need to continue to grow the business while at the same time modernising our systems. It’s about having an improvement programme where we continue to invest in modern technology and develop new products. It is about asking what we are really good at and continuing to work with customers to design the key products they want. ´18 www.gmchamber.co.uk

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It’s about asking what the future might look like. Is it about more automation, is it about developing bridges that can take more loads as military vehicles get heavier? How can we enhance what we have to meet demand?”

He sees further capitalising on the company’s skills base as crucial. “We have a fantastic team of design engineers and the ability to do all our own testing and design. Our welding techniques are among the best in the country, we hand select and train the very best people.

Can we apply these skills more to other areas such as reconditioning defence vehicles? We have very transferable and valued skills, and there are plenty of opportunities to exploit these further.”

German parent In 2012, Krauss-Maffei Wegmann (KMW), the German land defence systems provider, bought the business from a private equity investor. Although WFEL is run as a stand-alone subsidiary, Anderton says the links with KMW are growing all the time. “The company has complementary bridge systems to us and is increasing the number of opportunities for this business. For instance, it has started making a variant

of its Leguan bridge-laying system here too, transferring technology from Germany to the UK.” Talk of European links inevitably brings us to Brexit and the potential impact on WFEL. Anderton says it has so far proved a double-edged sword.

“On the one hand we are so heavily reliant on exports that the lower pound since the referendum has been good for us and made our products even more attractive.

“But looking ahead, the worry with Brexit has to be red tape and the fact that tariffs could end up being imposed, both from an export point of view and in terms of EU imports. Those tariffs would come straight off our bottom line, and we have to assume the worst and that margins may be affected.” w

Contract down under WFEL recently received a visit from defence minister Stuart Andrew and Head of Australian Defence Staff London, Air Commodore Brian Edwards, to the mark the completion of the final Dry Support Bridge as part of a £53m contract with the Australian army.

The deal is part of £600m worth of export orders that WFEL has amassed over the past decade. The bridges will be used in combat situations providing rapidly-deployable temporary infrastructure ensuring vital equipment and soldiers can navigate their way through the most challenging terrain.

The military bridges can also be used in times of crisis during natural disasters maintaining essential lifelines to those who need it the most.

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SUMMIT & EXPO

robotics

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Air Commodore Edwards said: “The Australian-UK bilateral defence relationship has been forged over many years and is incredibly strong and enduring.

In recent times, we have seen an increased emphasis in opportunities for collaboration from a defence industry standpoint, and this project introduces into service the latest addition to the Australian Army’s suite of combat bridging. It will ensure that the Australian Defence Force has an enhanced gap crossing capability which will enable land forces, both mounted and dismounted, to cross wet and dry gaps in support of operations.”

The UK enjoys a very close bilateral relationship with Australia, which has strengthened over recent years, with the introduction of annual conferences and close co-operation on many international issues - including a shared commitment to fighting extremism on coalition operations, especially in Afghanistan and Iraq. w

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KNOWLEDGE

The military wants something robust, capable of taking a 100 tonne weight and which can be deployed rapidly by as few people as possible.

Our bridges are all about speed, versatility and manpower.

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CASE STUDY

JIMBAG

Anthony Bingham is swopping a successful sporting career for the boardroom as he looks to grow his Jimbag business.

For Anthony Bingham, his business has become his new sport. “I think sportsmen naturally make good business people. We come from a competitive environment, we are hungry for success.”

In the twilight of his professional sporting career the 34-year-old, who still plays for rugby union team Sale FC, has had one eye on life after sport for several years.

In fact it was back in 2012 that he first had the idea of setting up a business making holdalls and travel bags.

As he explains: “I was living in Australia playing rugby at the time and although

I was having fun playing sport I was already starting to think about my career afterwards. What was my next move going to be? It was there that I saw this brand of holdalls called Country Road that everyone seemed to be using and which came in a variety of styles, patterns and colours. The key thing I noticed was that the bag was being used for all occasions. I could see people using it for sport, work, travel, everything. I got thinking that in the UK there didn’t seem to be a bag that really did this. Here the market is very polarised between the sports bag market and the high-end leather bag market.”

EYE

ON THE

BALL

Fitness and fashion So was born the idea of designing a bag that could bridge the divide between fitness and fashion, mirroring the wider societal move towards ‘athleisure’ which has broken down boundaries in the clothing market.

Remarkably the name Jimbag was available to use. “When we came up with the name we couldn’t believe it wasn’t being used already. When you talk about athleisure that trend has really helped us and as we’ve developed the business we’ve used that angle a lot. The core idea of Jimbag is that this is a bag that carries you through the whole day. Because of the way I flit between work and sport I am always changing clothes myself so it is precisely the kind of bag I need. I’ve always been quite creative and had a passion for both fitness and fashion. So it seemed a perfect venture for me.”

However after moving back to the UK, Bingham initially took a softly, softly approach to his new business idea.

“When I came back I started playing semi-professional rugby union for a top team and also started a personal training business here in Manchester, so my life was pretty full-on and I was in no rush. In those early days I definitely regarded Jimbag as just a hobby, and the first couple of years was all about R&D, samples, logos, design. I was dipping my toe in the market to see if there was demand.”

Target market His target market was very much his own demographic – a young professional, a regular gym-goer, and someone with good disposable income.

“I started giving out the bags to other personal trainers and just growing

the business by word of mouth. My own training business was based at Spinningfields and this was a perfect location to test the market.”

He says it was only when he started seeing people he didn’t know turning up at the gym he used with a Jimbag that he knew he was on to something.

“I realised that the time had come to start building things up further with Jimbag and reducing the hours I put into personal training.”

Since he started the business Bingham has been producing the bags at a factory in Cheetham Hill where they are still made today. As well as holdalls which trade for £50, the business also sells ruksaks, backpacks, duffle/barrel bags, and washbags. I ask if has looked at other markets such as a clothing range. “We’ve looked at it, but we need to do bags well first.” ´22

S LWAY “I’VE A QUITE BEEN HAD E AND V I T A CRE FOR SION S A P A D SS AN FITNE H T O B O IT ION. S FASH ED

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Future plans After showing me around the Cheetham Hill factory, Bingham takes us for a coffee at the nearby Tim Hortons coffee shop to talk further about his plans for the future.

By his own admission he says the business has now outgrown the factory and he is looking to secure major investment to take it to the next stage.

“The next step is very much about making the brand more visible through more marketing, and taking on permanent staff. At the moment I use a network of freelancers which has served me extremely well up to this point. But we have hit a ceiling and you can only operate this model for so long. I suppose you could say it’s time to get a lot more serious.”

One of the key drivers for the need to secure more investment is growing international interest in the brand.

Bingham has been to a number of overseas trade shows and is now starting to see major interest from distributors, especially in the Far East and particularly Japan.

As such he has already earmarked moving most of his production to a factory in Porto, Portugal. “To capitalise on the growing demand, and the potential for strong growth, we need investment right now so that we can press ahead with the Portuguese factory plans. I am speaking to a number of people and hope to complete a deal by Christmas. For me the key is to now share the workload and find the right partner to take this business to the next level.”

Made in Britain However, won’t the ‘Made in Britain’ tagline on Jimbags be diluted though by such a move? “It’s a good question, but the reality is that we simply cannot keep all production in the UK if we wish to get to that next level because labour costs are so high here.

Portugal is renowned for its excellent textile industry and is a perfect location for us. Yes, the British element is a big part of our selling point, alongside the bags’ versatility and durability, so we will change our strapline to ‘Born in Britain’ instead.”

Bingham is keen to stress though that Jimbag will continue to make luxury and special edition bags in the UK. “The whole idea of sowing a Union Jack into our bags is really important. The idea was developed here, the owners are British, the brand is British.”

You’ve got to aim high and be bold.

Yes, outside of Manchester we are an invisible brand, but being invisible is the exciting part of it.

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Critical juncture He admits that the business has reached a critical juncture. “It could really take off now and 2019 could be a massive year for us. Everything is in the balance but I know what I need to do to take it all forward.

“You look at fantastic brands such as Herschel and Fjallraven and see how they have grown in recent years, and you say to yourself ‘why can’t I achieve that?’

You’ve got to aim high and be bold. Yes, outside of Manchester we are an invisible brand, but being invisible is the exciting part of it.”

As well as aiming high with Jimbag, Bingham is also looking to set up his own gym and studio in Manchester in the New Year too. “Having my own gym will really complement the Jimbag business in terms of furthering the brand and our marketing. It’s all part of appealing to the same target market.”

With that it’s time to part as he has a rugby training session to get to. Armed with his Jimbag, of course. w

Bingo Bingham

Bingham has spent the last 15 years travelling the world playing various sports including rugby, football and American football. “I suppose you could say I’m a bit of a journeyman,” he admits.

Brought up in Halifax, he first won a scholarship to the US when he was 18 to play football, later returning to Europe and playing American football in both the UK and Germany. He was a late convert to rugby union, signing for Fylde when he was 30 before moving to present club Sale FC who play in National League 1.

As a rapid winger his nickname is ‘Bingo Bingham’, and because his father

is Jamaican he has also represented Jamaica at the famous Hong Kong Rugby Sevens and at this year’s Commonwealth Games in Australia.

Just reaching the Games was a feat in itself given that there are no rugby pitches in Jamaica. Comparisons were inevitably made with Jamaica’s famous bobsleigh team which competed in the 1988 Winter Olympics in Calgary, Canada, and which spawned the Cool Runnings movie. “In the event we lost our three games at the Commonwealths to England, Australia and Samoa, but it was a fantastic experience just to be there,” he says. w

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CHAMBER NEWS

THIS IS MEMBERSHIP

Greater Manchester Chamber goes GREEN ‘Going Green’ has increasingly been climbing to the top of every big organisation’s agenda. For instance at this year’s Green Summit in the city, Mayor of Greater Manchester Andy Burnham called for businesses to engage with sustainable initiatives, backing both #GMGreenCity and #PlasticFreeGM campaigns.

A large number of businesses backed these campaigns, pledging to reduce their environmental impact and increase energy efficiency. To help with this, Greater Manchester Chamber has now partnered with Inspired Energy to bring members 100% renewable solutions and a host of expert advice, including a comprehensive guide to the benefits of renewable energy.

Chamber members claim FIVE CHAMBER BUSINESS AWARDS

RENEWABLE RESOURCE: The fossil fuels currently in use across much of the UK are a finite resource. Renewable energy sources can create an unlimited supply of energy for all future generations.

How can your business benefit?

As well as helping to reduce your contribution to climate change, there are a whole host of other benefits including: n

ENVIRONMENTAL BENEFITS: Fossil fuels are extremely detrimental to the environment, and contribute greatly to global warming, climate change, and degradation of air quality. Renewable energy is a clean source of energy, with low or zero carbon and greenhouse gas emissions.

n

ENERGY SECURITY: Renewable energy can often be produced locally, reducing our dependence on foreign oil imports and allowing for stronger energy security, particularly given the UK’s future outside the European Union.

n

Demonstrating your commitment to renewable and sustainable goals renewable energy enables companies to meet their CSR commitments and appeal to customers focused on sustainability Improving environmental credentials and strengthening your brand - renewable energy sources demonstrate good corporate citizenship. This can lead to a stronger public image and improved perceptions of your business Demonstrate best practice in your marketplace – environmentally responsible businesses boost employee morale and are more attractive places to work

What can you do?

One of the most easily impacted areas of energy usage is utilities. Utilities can easily be switched to fully renewable energy, which help your environmental initiatives and reduce potentially your largest emissions.

Inspired Energy is now offering exclusive access to its range of 100% green electricity procurement solutions to help Manchester businesses gain efficient and renewable energy solutions. Utilities remain one of the biggest areas to affect business energy usage, and with prices for oil imports uncertain post-Brexit, the company is keen to help businesses improve their commercial energy efficiency. w

To find out more about Inspired Energy plc and how it could help your business, call our membership team on 0161 393 4321 or email benefits@gmchamber.co.uk.

SOLVING DISPUTES At Work – The Easier Way Business disputes often arise completely out of the blue, disrupting your business and turning into costly episodes. They can be as simple as a contract default, or a dispute over property or land. Or what could start out as a simple staffing issue could escalate into something more substantial.

The Chamber is now offering a confidential business dispute resolution service, fully accredited by the Civil Mediation Council. Our fixed price service involves the use of a neutral third party, known as a mediator, who helps agree solutions.

What are the benefits? n Help all parties involved make the decisions and retain control at an early stage, rather than handing this to a judge or arbitrator n

Reduce cost, time and stress, thus avoiding long and expensive legal battles

n

n

Give each party more satisfactory outcomes than what could be achieved via the court route Provide all parties with a confidential service to avoid unwanted interest from third parties such as the press, clients or competitors.

How it works We manage a panel of fully qualified mediators with high success rates for you to choose from to help you resolve your dispute. Our mediators are each chosen for their experience in resolving successful disputes in specific areas/ sectors, their technical expertise and their ability to gain the trust of all parties involved.

Our mediators avoid taking sides, making judgements or giving guidance. They are trained in developing effective communications and building agreement between all parties.

Want to discuss things further?

Whilst we specialise in financial and contractual issues, we also can help you with a range of

disputes from family law to neighbourhood disputes. So, if you’d like to talk through our

services with a member of the team, and/or for a no obligation quote, get in touch via email to professionalservices@gmchamber.co.uk or call us on 0161 393 4321.

Our mediators are fully accredited and trained

through one or more of the following mediation

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Join the Dots winner of High Growth Business of the Year

training bodies: Centre for Effective Dispute

BYPHS winner of Workplace Wellbeing

(TAE); the Alternative Dispute Resolution Group

(CIArb), who are amongst the leading mediation

ZenOffice winner of Digital Communications Campaign of the Year

Resolution (CEDR); the Academy of Experts

(ADR); and the Chartered Institute of Arbitrators training providers in Europe. w

Not quite right for your needs? Members can also access our 24/7 free legal helpline to answer any queries, as well as a new ‘Legal Panel’ of sector experts with specialist advice to ensure members are always covered. To find out more, please call 0161 393 4321.

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The annual British Chambers of Commerce Award season has begun, with the winners of the regional categories announced. Now in their 15th year, the awards are a highlight of the business calendar, recognising the key role which local businesses play in driving the economy and supporting the UK’s growth.

As Francis Martin, President of the British Chambers of Commerce, said: “The Chamber Business Awards are the perfect opportunity for us to celebrate our business communities’ achievements, to take stock of the great performances of UK businesses over the past year, and to encourage and inspire others to follow in their footsteps.”

The regional awards, which took place in September, crowned business winners across nine varied and innovative categories. For the North West region, five of the winners are members of Greater Manchester Chamber of Commerce. They are:

Kuits winner of Employer of the Year

Northcodes winner of Education & Business Partnership

The variety of businesses and award categories is representative of the diversity and innovation within both Manchester’s growing business landscape and our Chamber membership.

The high number of regional awards won also shows Manchester’s prominence in producing some of the highest calibre businesses and charities in the North West.

Highly competitive, the awards mark a significant achievement for local businesses.

Maura Jackson, Bolton Young Persons Housing Scheme, said: “The award is fantastic. Because we are a charity and a service provider the focus is often, quite rightly, on the work we do to tackle homelessness. But we can only do this work if we protect and invest in our colleagues. Without those colleagues we wouldn’t be successful in addressing disadvantage for young people.

“The emotional and demanding work takes its toll and we need to take care of each other and as an employer we take this seriously. The Workplace Wellbeing Award is recognition of this and tells others that investing in staff is vital and pays off, and that you don’t have to have loads of money to do it either. It’s the small things that matter and make a difference.” w

Stella Bowdell, Director of Membership & Events at Greater Manchester Chamber, said: “We are delighted to see our members recognised in the awards, and especially amongst the tough competition that exists in the North West. Next stop London, for the national finals, and we’re looking forward to celebrating their success there too. We couldn’t be prouder of our members and Manchester’s companies in shaping the future of the UK’s commercial and social landscape.” w

Steve Eccleston, Kuits Managing Partner, said:

“This award is testament to the unique culture at Kuits and is clear evidence of the firm’s commitment to the continuous improvement of our people, something we are extremely proud of.

“We continue to proactively invest in our workforce by promoting and supporting their wellbeing and encouraging them to maintain a healthy work-life balance.

This award reinforces that Kuits is a great place for people to develop their talent and receive the best training, coaching and mentoring to progress their career.

“As a firm that is deep-rooted in Manchester we’re delighted to receive this award from the Greater Manchester Chamber, a business which is dedicated to helping the growth and prosperity of the region.” w

www.gmchamber.co.uk

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CHAMBER NEWS

Celebrating EXCELLENCE

Sponsored by Vertical Recruitment, the winner of the Greater Manchester Building of the Year Award was revealed at our Property and Construction Annual Dinner and Awards ceremony, which took place at Emirates Old Trafford with more than 350 businesses attending.

The other five finalists in the Building of the Year award were: Mackie Mayor restaurant; No.1 Spinningfields; Ordsall Chord; The Pavilion in Spinningfields; and Timekeepers Square in Salford. w

Award for new CHRISTIE BUILDING

Our winner was chosen by the Chamber’s Property and Construction committee which consists of 20 professionals from a range of businesses in the property and construction sector. They received many worthy entries from across Greater Manchester and undertook site visits to eventually determine the winner.

Our winner was The Christie for its Proton Beam Therapy (PBT) Centre (pictured), a centre that is home to an advanced form of radiotherapy which uses a high energy beam of protons to deliver radiotherapy. The building, which is located in Withington, was completed earlier this year and is now open to patients.

Immeasurable value Commenting on this year’s winner, committee chairman John Atkins, Managing Director of Atkins Property, said: “The importance of the new PBT Centre to Greater Manchester cannot be overstated. The facility is one of two high energy proton beam therapy centres in the

APPRENTICE of the year

During the event we also handed out our Construction Apprentice of the Year award, sponsored by Laing O’Rourke, to Jack Layfield from John Sisk & Son. Jack is currently enrolled on a part-time civil engineering degree at Liverpool John Moores University.

Simon Brunt, senior site engineer at John Sisk & Son, said: “Jack started on the Manchester Life apprenticeship scheme with no knowledge or background in construction. He gained valuable experience in geo-technical, structural, civil and M&E engineering and now works alongside our section engineers on site, undertaking tasks which would normally be beyond his position.”

Jack is also a serial volunteer both within the workplace and the community. He volunteered for a set of learning hubs for trade apprenticeships, which involved giving up his time to set up

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classrooms in mobile offices for bricklayers, plumbers and electricians, and was also involved in the Sir Howard Bernstein Charity Night, which raised £350,000 for the ‘We Love Manchester’ charity. Our runner-up was Ellis Payne, who was nominated by RubixBuild. Ellis has been completing a bricklaying apprenticeship at Oldham College.

In September this year, we decided to rename the award as the Steve Burne Apprentice of the Year Award, in appreciation of our former Property & Construction Chair and Vice President’s contribution. Sadly, Steve passed away on the afternoon of the 4th October, after an 18-month battle with cancer. Friends and colleagues at the dinner stood and raised a glass in celebration of Steve, and we’re looking forward to proudly opening nominations for the first Steve Burne Apprentice of the Year in 2019.

country and continues Christie’s role as the UK’s leading cancer care centre and research facility.

“In addition to the cancer treatment benefits, the new facility was delivered by a truly collaborative construction effort between the client, the stakeholders and construction teams. The result is a facility that is class leading, welcoming, sensitive and of immeasurable value to those whose lives it will save, and to their families.”

Ordsall Chord, a new strategic rail link connecting Manchester Piccadilly and Manchester Victoria stations, was also given a highly commended award for its contribution to Greater Manchester’s transport network.

It was particularly commended for the quality of its treatment of important listed buildings including Stephenson’s original bridge over the River Irwell. The scheme was also praised for the creation of new public realm. w

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Other sponsors of the event included Brown & Bancroft Interiors, Parker Wilson Consulting, and Neon Creations. w

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QUARTERLY ECONOMIC SURVEY

Q3 - 2018

For the second successive quarter, results from the Chamber’s Quarterly Economic Survey (QES) show that Greater Manchester’s economy continues to power ahead of the rest of the UK.

The Q3 survey, completed by 482 businesses, showed that despite increasing warnings and uncertainty around Brexit and other issues, the local economy in Greater Manchester is still powering forward.

The results when fed into the Manchester Index™ - made up of the results from seven key QES results - saw a similar jump on last quarter to reach a four-year high of 33.6 (up a full 2 points on Q2).

But there are some signs of the pace slowing down and results from the service sector indicate that the Brexit inspired hesitation and delay that many businesses have been experiencing may just be starting to surface in the economy. The sector, such a mainstay of the whole UK economy, is still growing but the rate and pace have eased off. How much of this can be directly attributable to Brexit is a moot point as there are a range of other factors and evidence. Further details along with updates on the construction and manufacturing results can be found in our summary below.

At a national level forecasts have all been downgraded for 2018 and 2019, 2020 remains the same. The Office of Budget Responsibility – the main

SERVICES SERVICES

DOMESTIC SALES CONSTRUCTION CONSTRUCTION

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The dip in services is the biggest surprise this month, in sharp contrast to the growth seen in construction and manufacturing. Construction domestically is reaching all-time high levels of performance, while manufacturing is experiencing a strong return to growth after sharp falls at the start of the year. w

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After a strong performance across all three sectors in Q2 there are signs of an easing off for Q3, with the exception of construction. There is no doubt a building boom at the moment, but with upcoming decisions being deferred the services sector may be starting to feel the first impact ahead of any filter down to other sectors. w

economic unit and supplier of figures to the government optimistically forecast growth of 1.5% this year but a drop to 1.3% in 2019. Meanwhile the Bank of England is a little more pessimistic for 2018 with a forecast of 1.4% but a bounce up to 1.7% next year. British Chambers of Commerce, taking result from the QES and other factors, are predicting growth of just 1.1% this year but up to 1.3% in 2019 and 1.6% in 2020.

The Chamber has shaved 0.25% off its growth forecasts for Greater Manchester and we expect 2018 to turn out between 2.00% -2.25%, still above the national level but nowhere near the levels of double the rate of national growth we once saw. So, still growth and reasonably healthy but we can’t be complacent future growth will need working at a lot harder than in recent times. Plus, the biggest caveat of all – every forecast assumes a smooth Brexit transition.

A no-deal decision and the ‘dartboard forecast model’ may well make a return!

For the second successive month inflation rose and the survey period saw the Bank of England raise interest rates to 0.75%, not a huge increase but just enough in a world used to a form of stability to potentially prompt businesses to revisit price forecasts and take a

good look at costs and possible future investment plans.

As regards Brexit, October and November will be critical months. Our final survey of the year opening on 6th November will be directly in the middle of what could be a time of critical decisions with far-reaching impacts. With a Budget due on 29th October to contend with, as well as challenges from across a range of economic factors and an end of austerity announced by the Prime Minister at the Tory Party Conference, it could well be a time of significant moves and shifts in policy and performance.

Ten years after the 2008 crash and a long period of stability things may be about to get very ‘interesting’ again. w Chris Fletcher Marketing & Campaigns Director

SERVICES SERVICES

INTERNATIONAL SALES CONSTRUCTION CONSTRUCTION

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CONSTRUCTION

Q2 saw construction report one of the single largest quarter drops in terms of international sales ever recorded for the Greater Manchester QES. This coincided, and in some part was offset, by the sharp upturn growth in domestic sales. For Q3 domestic sales continued to rise and this has thankfully been matched internationally. w

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...every forecast assumes a smooth Brexit transition.

A no-deal decision and the ‘dartboard forecast model’ may well make a return!

This measure, perhaps more than any other, is increasingly seen as a bellwether for Brexit.

In this quarter’s survey it is the one measure showing the most negativity with drops in the number of manufacturing and services businesses expecting international growth through their forward orders and bookings. w

SERVICES SERVICES

TURNOVER CONFIDENCE CONSTRUCTION CONSTRUCTION

MANUFACTURING MANUFACTURING

SERVICES

Manufacturing continues to be confident in its future sales performance. Whilst construction continues to climb it has eased off slightly. With recent falls in exchange rates manufacturers may see some increased sales opportunities ahead. w

SERVICES SERVICES

CAPACITY UTILISATION CONSTRUCTION CONSTRUCTION

MANUFACTURING MANUFACTURING

SERVICES

CONSTRUCTION

CONSTRUCTION

SERVICES SERVICES MANUFACTURING

MANUFACTURING

PROFITABILITY CONFIDENCE CONSTRUCTION CONSTRUCTION

MANUFACTURING MANUFACTURING

SERVICES

CONSTRUCTION

In both manufacturing and construction, capacity utilisation has improved in the quarter, while in services it continues to drop after a sharp upturn at the start of the year. Construction continues to do well and this quarter records the highest ever level with many projects ongoing. w

A repeat performance on Q2’s results. Services continues to try and get some form of pattern established with one quarter’s rise being wiped out the next, although this is the most stable it has been for some time. There are challenges ahead on profits with possible rising prices, wage costs, and also costs filtering through from overseas. w

MANUFACTURING

www.gmchamber.co.uk

29

QUARTERLY ECONOMIC SURVEY

Q3 - 2018

³

29

GDP % y/y

Manchester Index™

40.0

6

30.0

4

20.0

2

10.0

0

0.0

-2

-10.0

-4

-20.0

-6

-30.0 2005 Q1 •

2007 Q1

2009 Q1

2011 Q1

2013 Q1

Source: ONS Second Estimate of GDP; GMCC QES Q3 2018

The Manchester Index TM uses the seven indicators on the previous page, which are based on the responses of 482 businesses across Greater Manchester.

The companies are split into either manufacturing, construction or services. Full QES analysis and all graphs are available online at the GM Chamber website. w

2015 Q1

2017 Q1

-8

IN SUMMARY…..

MANCHESTER AIRPORT MARRIOTT HOTEL

n In the UK manufacturing and construction perform well but services have seen a slowdown.

A NEW EXPERIENCE

n Greater Manchester businesses continue to report growth and confidence levels exceeding national level indicators.

n Internationally sales have recovered well for construction and manufacturing but forward orders are down.

n October and November are crucial Brexit dates but world trade is also adjusting to the USled tariff decisions.

n Inflation has seen month on month increases in July and August feeding into possible concerns around higher prices and costs – including wage demands as availability of skilled workers starts to bite. n The Bank of England rose rates to 0.75% - will a further rise be required to cool overheating?

n Q4 survey opens 6th November.

Look out for all the news and ways to access this important piece of research that puts your finger on the economic pulse of Greater Manchester.

The QES is big, comprehensive, authoritative and timely …

As part of the national British Chambers of Commerce (BCC) survey, we poll approximately 5,000 members every quarter with over 30 questions on the state of business. The results of the BCC national survey are closely watched by both HM Treasury and the Bank of England’s Monetary Policy Committee. The great advantage of our Greater Manchester survey is that it is immediate.

The GM QES is the first to be published in each quarter. w

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Hale Road, Hale Barns, Manchester, WA15 8XW

INTERNATIONAL NEWS

CHAMBER NEWS

TAKE ADVANTAGE of our expanding international network!

Going global is an exciting venture but also one that requires careful planning and consideration.

On the one hand it can generate huge success, but on the other can also cause frustration and even losses.

Our in-house team, alongside our UK & Global business network made up of strategic partners, associates, GMCC Asia Pacific

representative office and approved suppliers, is here to help you develop a robust international strategy, whether you are new to exporting and importing or experienced in overseas trading.

We can also support you with market entry, logistics, pricing, getting paid, customs issues, and equip you with the skills you need to successfully take your company global.

Our network has knowledge across all sectors and covers a range of markets including: Asia Pacific, Middle East, Latin America, the Caribbean, North America, Europe and Africa. w Visit www.gmchamber.co.uk/ international-trade/getting-started for more information about our network.

Flexible repayment terms when TRADING OVERSEAS Greater Manchester Chamber is delighted to welcome Credit Risk Solutions as its new credit insurance partner for domestic and international credit insurance.

Credit terms, which are standard or negotiated terms offered to a buyer from a seller, control the conditions of credit purchases.

These terms can include monthly and total credit amounts, and the maximum time allowed for repayment and discounts/penalties for early/late payments.

They are often offered as they increase the likelihood that a buyer may choose a seller. By spreading the cost or allowing flexible repayment, businesses can

become more competitive and increase their chances of winning the larger sales which can boost profits significantly.

Offering credit terms also suggests to buyers a level of trust which can be extremely attractive to potential customers.

Embracing flexible credit terms can therefore allow your business to grow and expand, potentially reaching new markets and allowing for the fluctuation of cashflow without suffering the effects of missed payments.

Ultimately, credit terms are a tool which can allow your company to access and obtain often large or complex deals and orders which

can be the difference to your business’ success.

However offering flexible repayment doesn’t come without its risks. Operating payment terms on a trust basis can result in a risk of non-payment or late payment.

If this happens, it can affect your revenue, business model, and potentially your ability to invest/ obtain raw materials, which can stunt your production efficiency.

With these risks being inseparably linked to the nature of credit terms, it is reasonable for businesses to consider that credit terms are too uncertain for them.

However, there’s no need to miss out on the benefits which

can result from offering flexible repayment terms. Chamber Credit Insurance is available to our members through our partnership with Credit Risk Solutions (CRS) which offers a free consultation and expert advice to help them ensure that they are covered against the risks of credit sales. w If you would like to find out more about credit checks or credit insurance email exportbritain@gmchamber.co.uk or call 0161 393 4355

Golf & business together: REVIEW OF 2018 individual sponsorship packages.

Finally we would like to say a huge thank you to all our members, guests and sponsors, and to our main tour sponsors Adsertor (Discover the Undiscoverable) and Catax (Tax Relief Uncovered) for all their support. w

We’ve had a fantastic year on the Golf and Business Together (GBT) tour. With nearly every event a sell-out and the weather smiling on us it has been our most successful tour to date.

This year we have visited some amazing courses including Celtic Manor, Hillside, Formby Hall, and Worsley Park Marriott, and seen many impressive scores. Those with the highest are now through to our final which takes place in Barcelona in November. The finalists are: Matt Watts (Lowribeck Promotions), Russ Lees (Precise Finish), Phil Ryan (Cube Design Solutions) and Steve Critchley (Keytech). Congratulations to you all.

At GBT our aim is to bring together like-minded people who love golf and business, whilst visiting the finest golf courses in the North West. At every event we endeavour to make the best connections for our members, putting the right people together in each fourball.

The breakfast meetings and post-golf dinner also provide the perfect setting for meeting prospective clients and making new industry contacts, as do our

For more information on next year’s tour, please visit our website www.gbtevents.co.uk or email mark.brown@gbtevents.co.uk.

We look forward to seeing many more new faces on our exciting 2019 tour.

Pictured (L-R) Mark Brown (GBT Events), Russ Lees (Precise Finish), Phil Ryan (Cube Design Solutions), Steve Critchley (Keytech), Matt Watts (Lowribeck Promotions), and Rory Alkin (Catax)

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CHAMBER NEWS

CENTRE FOR DIGITAL BUSINESS Director of Salford Business School’s Centre for Digital Business Dr Marie Griffiths (pictured) is responsible for overseeing a variety of projects and partnerships, all of which explore the relationship between society, business and technology. We asked her how the Centre for Digital Business operates, the types of issues it focuses on, and what opportunities it presents for businesses in Greater Manchester.

When was the Centre for Digital Business established and what does it do?

Around five years ago we rebranded the existing Centre for Information Systems, Organisations and Society to the Centre for Digital Business.

The main focus of the Centre is on how digital, in all its manifestations, is transforming the way we all do business, from micro-businesses through to global organisations.

How does the research you conduct in the Centre feed into the programmes delivered at Salford Business School?

The research goes towards ensuring that the programmes we deliver are up to date and prepare graduates with the skills and knowledge that employers need.

Students at Salford also benefit from the relationships we build with businesses and through these contacts we can offer guest lectures and live briefs from industry. By bringing real organisational issues into the lecture

theatre, we give students the opportunity to apply their learning and to develop an understanding of the challenges real businesses face.

Why is it so important for graduates to have a mix of digital and more traditional business skills?

Graduates with practical digital skills are hugely valuable, not just for individual businesses but for the economy as a whole.

However, even in the world of today, skills like problem-solving, project management, information systems management, and networking, are as essential as ever. New technologies will continue to emerge and, increasingly, we are preparing students for jobs that may not yet exist. Ensuring students have a firm grasp of the foundations is therefore as important as ever.

How can the Centre for Digital Business support business?

The Centre can support businesses through our Knowledge Transfer Partnerships (KTPs). These are two-year projects where our academics work with their industry partners to identify and explore an organisational issue.

We are currently working on a number of KTPs with organisations around the UK, and out of these partnerships come research projects in a variety of subjects. Whether this

AMERICAN EXPRESS Opens office in city centre American Express has expanded its UK presence with the opening of a new office in Manchester city centre, which is dedicated to the company’s small business services. The company has also launched a new strategic partnership with Greater Manchester Chamber of Commerce to enable it to connect more closely with local Manchester businesses.

The new American Express small business services hub, based at No. 1 Spinningfields, is focused on specialist payment and lending solutions for SMEs, designed to help them navigate an increasingly competitive business

environment. This ranges from business cards to help with cashflow, supplier payments and working capital solutions. It also helps organisations streamline everyday payment processes and free up capital to enhance financial performance. The hub also offers crossborder payment services and global currency solutions, designed to help facilitate international trade.

The new office has created 25 jobs and the team is headed up by Jane Murray, Director of Small Business Acquisition. Other members of the team include Anna Grover, Nicole Mather

Tameside – the place to live, work and invest

be consumer behaviour, the transformation of SMEs, or community engagement through mobile applications, all of our projects centre on the relationship between technology, society and business, all the while addressing issues identified by businesses so that they have realworld impact.

Members of the Centre are also involved in delivering continuous professional development programmes through OneCPD, the University’s executive education arm. Our academics help businesses to see digital as more than just a bolt-on to their existing activity through programmes that explore current thinking around key topics like big data and digital marketing. w

and Kerry Haworth who work with SMEs, and Zach McDonagh who works with larger local businesses.

Colin O’Flaherty, Vice President and General Manager for Global Commercial Services UK at American Express, said: “We’re thrilled to expand our UK presence with our first dedicated small business services hub for Manchester and the North West. We’re looking forward to working with Greater Manchester Chamber of Commerce and meeting more of the area’s business owners face-to-face as we become an increasingly active member of the business community w

PwC Launches MY FINANCEPARTNER for fast-growing businesses Having recently partnered with Greater Manchester Chamber, PwC is offering out its newest services to Greater Manchester businesses. PwC has joined with the Chamber to help Greater Manchester companies and ensure that financial solutions are available for all, no matter their business size or budget.

Steve Feery from PwC, in his blog, ‘Tales

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from an Interim Head of Finance,’ advises businesses to have a financial system in place to ensure that weekly reports are being reviewed and that money is being paid by customers on time, ensuring a good cash flow and avoiding an expensive overdraft.

Thanks to its newest service, My Financepartner, businesses no longer have to squeeze their budgets to fund an entire

accounts department as the programme provides all the services for one, low cost.

With the help of My Financepartner, smaller, fast-growing businesses can now enjoy the security and advice that comes with trusted and experienced financial support from PwC. Call Greater Manchester Chamber on 0161 393 4321 for more information and to see if this service could help your company.

As the largest professional services firm in Tameside, everyone at Bromleys takes immense pleasure in seeing the area go from strength to strength.

Projects and initiatives under way across the borough give us great confidence for the future.

It is exciting to see the Vision Tameside master plan progressing, with phase two of this transformational scheme now well under way on our door step.

This phase involves creating a new advanced skills centre for Tameside College in the heart of Ashton, alongside a joint service centre for Tameside Council and partners The impact of these developments will be far-reaching, helping to further revitalise the town centre and equip Tameside’s young people with the skills needed to succeed in a rapidly-changing economy.

Bromleys’ commitment goes way beyond providing highquality legal advice to businesses and private clients.

We are also passionate about giving back to the community and, to this end, we have increased our sponsorship of Curzon Ashton FC. We wish the club well on and off the field this season.

Our backing for the Pride of Tameside Business Awards has continued, demonstrating our commitment to supporting the business community.

We’ve also been instrumental in setting up the Tameside Women in Business networking forum, which has got off to a flying start.

Tameside’s future looks bright and we are proud to be playing our part in its development.

Paul Westwell, Partner and Head of Corporate & Commercial Services

To find out more about our services please contact Paul Westwell at pwestwell@bromleys.co.uk

Bromleys Solicitors LLP - Clear, concise legal advice T: 0161 330 6821 E: bromleys@bromleys.co.uk 50 Wellington Road, Ashton-under-Lyne, OL6 6XL

W: www.bromleys.co.uk

Bromleys Solicitors LLP is authorised and regulated by the Solicitors Regulation Authority

Wigan Metropolitan Development Company (Investment) Ltd

Building for business, building the future

Since 1984 WMDC has offered a wide range of business accommodation to let throughout the Wigan Borough including build to let options. With extensive knowledge, we assist with rented premises, acquiring land, construction, design and layout of bespoke office and Industrial premises.

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Tel: 01942 705449

Email: jburns@wmdc.org.uk

www.gmchamber.co.uk

35

FORTHCOMING EVENTS

Free for Members

November

Carol Concert – 11th December Manchester Cathedral 11.30am - 1pm

1 STOCKPORT & TAMESIDE CONSTRUCTION CLUB Village Hotel Cheadle 8.00am - 10.00am

We are pleased to invite members, guests and family to our 2018 Carol Concert in the splendid surroundings of Manchester Cathedral.

We will once again be joined by the brilliant students from Chetham’s School of Music, who will be both singing and playing for us during the concert.

As with previous years, we expect the event to be extremely popular - last year over 400 people joined us - so we would highly recommend you book your places now! w

2 A4B TRAFFORD Emirates Old Trafford 12noon - 2.00pm 6 A4B BOLTON Bolton Whites Hotel 8.00am - 10.00am 7

MEET THE BUYER BARDSLEY CONSTRUCTION Elliot House 8.00am – 10.00am

The event is free of charge, but we do require attendees to register so we have an idea of numbers.

8 A4B STOCKPORT Robinsons Visitor Centre 12noon - 2.00pm 9 BCC ROUND TABLE LEGAL & GENERAL Elliot House

8.00am - 10.00am 16 WIGAN BUSINESS AWARDS DW Stadium 6.45pm - 11.00pm 20 A4B OLDHAM Mahdlo Youth Zone 8.00am - 10.00am 23 PROPERTY & CONSTRUCTION LUNCH The Bridgewater Hall 12noon - 2.30pm 27 A4B ROCHDALE Mercure Norton Grange Hotel 12noon - 2.00pm

Email events@gmchamber.co.uk to register your attendance.

December

January

4 A4B TAMESIDE Curzon Ashton FC 8.00am - 10.00am

10 A4B TRAFFORD Emirates Old Trafford 12noon - 2.00pm

5 A4B SALFORD Copthorne Hotel 12noon - 2.00pm

16 A4B ROCHDALE Mercure Norton Grange Hotel 12noon - 2.00pm

6 BUSINESS WOMEN’S NETWORK Malmaison Hotel 12noon - 2.30pm

23 A4B WIGAN DW Stadium 12noon - 2.00pm

6 PURE NETWORKING - CHAMBER TO CHAMBER Elliot House 4.00pm - 6.00pm

25 ASSEMBLY Elliot House 8.00am - 10.00am

12 A4B MANCHESTER Cloud 23 Hilton Deansgate Manchester 8.00am - 10.00am 13 STOCKPORT BREAKFAST CLUB Alma Lodge Hotel 7.15am - 9.30am

25 PROPERTY & CONSTRUCTION LUNCH PLEASE CHECK WEBSITE 12noon - 2.30pm 30 TASTY NETWORKING PLEASE CHECK WEBSITE 3.00pm - 5.00pm

14 QES BREAKFAST Elliot House 8.00am - 10.00am Please note all events are subject to change either date, venue or time - please check the website: www.gmchamber.co.uk for full and correct details To book on any event, if you have not used the website before, go to: https://www.gmchamber.co.uk/register/ and follow the process www.gmchamber.co.uk

37

HOW TO THRIVE

IN ASSOCIATION WITH

DEBATE

Adam Tillis Building Director, Bruntwood Works Adam is responsible for the design and delivery of some major schemes at Bruntwood which have wellbeing at their heart. He has a passion for ensuring that space supports the needs of all customers and supports mental and physical wellbeing.

John Brady Development Manager, GreaterSport

David Smalley Director, Mix Group

GreaterSport is the regional body working with Sport England on health and wellbeing and the importance of physical activity in Greater Manchester workplaces.

Mix Media is the publisher of Mix Interiors, a leading national magazine for the UK office interiors market. In December the company is also staging the Mix Design Collective which will showcase the very latest ideas in workplace design.

How do you foster a healthy workplace in which individuals can thrive, remain committed to their job, and where ‘it’s ok to not be ok’. We brought together business figures from across the city to debate one of the most pressing issues of our time.

Wellbeing doesn’t stop at designing spaces, it needs to run throughout a company culture, led from the top. Toby, tell us why Bruntwood has had such an enlightened attitude towards wellbeing in the workplace for so many years?

TOBY SPROLL I don’t think it was any single

lightbulb moment. Being family owned Bruntwood has been customer-centric since day one. But Chris Oglesby, our chief executive, does refer to when his father Mike went to the US and experienced customer service in the early 1980s and realised property in this country wasn’t run like that. In terms of our wellbeing agenda it has been a gradual move. Technology has had a massive impact, freeing people up, and we have been paperless for 15 years.

When you don’t have to be anchored to a filing cabinet that provides you with significantly more freedom and removes the whole debate around presenteeism because you don’t have to be in one place to get the job done.

I would say that furniture, technology and trust have all conspired to almost force that flexibility. I myself don’t have a desk, I have a locker and that’s it. I can come and go in our regional offices as I please and no-one is clocking me in or out, and that also goes for my own team too, I’m not watching them.

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WENDY WILD Talking of the US, my research has been driven by what makes owner managers thrive and research in the US shows that if your leader is thriving they are rated much higher by their employees and there is less danger of them burning out. By thriving we mean they have to have vitality, but they also have to be learning. You have to have the two together and for the business owner it’s got to be more than just tickbox learning. The owner has to feel that they are developing. For owner managers I have been studying, what is interesting is that there is no segregation between work and home. One told me a perfect day was if he had an insurmountable challenge at the beginning of the day and had solved it by the end. Another thing they all hated was negative people in their business.

Wendy Wild Alliance Manchester Business School

PAUL MANN It comes back to having to get

people engaged in a business. Research suggests that only about 30% of workers in the UK are engaged. As a leader how do you have an impact on the other 70%?

WILD An interesting initiative I have come

across in some organisations is where employees are asked to do a reflective journal at the end of each day. It all comes out, they can think about the day, and they then don’t take their issues home with them. ´40

Thanks to Bruntwood for hosting our debate at their Neo offices in central Manchester. Formerly known as Bank House , the building on Charlotte Street has been fully refurbished

Wendy is a lecturer in accounting and finance at Alliance Manchester Business School, part of the University of Manchester. She has a particular research interest in how business owners can thrive at work, and is also a wellbeing champion at the University.

Toby Sproll

Simon Ramsden Divisional Director, Hilson Moran Partnership

Toby’s role has recently been expanded to work with the communities that occupy the developer’s buildings.

He says Bruntwood is passionate about improving the wellbeing of employees and how that can be embedded into the business.

Hilson Moran are M&E and sustainability consultants, and strong advocates for improved health and wellbeing within work spaces.

Director of Retail, Amenity and Community, Bruntwood

Paul Mann Project Director, Penkeths

Nicola Hodkinson Director, Business Services, Seddon

Penkeths are workplace design and space planning experts, and Paul has been with the business for 30 years.

He is a passionate advocate for putting wellbeing on the agenda.

The construction company recently launched a series of mental wellbeing initiatives for their 700 employees, in memory of employee Jordan Bibby who took his own life.

Daisy Barnes Creative Director and Co-Founder at Yolk Yolk co-founded Manchester’s first wellness festival, Float, in September. It also creates programmes of events for companies that keep employees mentally active, engaged and inspired.

www.gmchamber.co.uk

39

IN ASSOCIATION WITH

DEBATE

³ But is it a good thing that owner managers don’t separate home and work? Isn’t there then a risk that that culture intrudes into the workplace?

38

WILD Owner managers I spoke to said

they didn’t expect similar behaviour among their employees. But yes, the proof in the pudding would be to go back in to the business and talk to their employees to see if that was true.

NICOLA HODKINSON Talking about

presenteeism, things are changing.

If you looked at our car park 15 years ago, my dad was first in and last out.

Everybody else was almost straight in behind him, and then last out before him because they wanted to be seen.

That doesn’t happen now and that is a big change and a generational change.

SPROLL This comes back to selfawareness which is vitally important, otherwise you will end up with ingrained behaviours which are not suitable for everyone in your organisation.

WILD That’s why it’s important to interview

staff based on strengths to make sure you bring the right strengths into your organisation, to bring you that empathy and resilience you need. A lot of the owner managers did say that they were having to manage two ways. On the one hand you have millennials who want more positive meaning at work. And then they are also dealing with the older generation and having to manage them. Do we help managers enough to distinguish and learn different ways of managing? In particular, do we help middle managers enough?

SIMON RAMSDEN I think we do that really

badly in our industry. If you are a good engineer then you get promoted but you could be a lousy manager, and that often is the case. One of my main aims as a manager is to get my staff not to be self-conscious. Sometimes rather than go to the gym at lunchtime when it is busy I will purposefully pick up my bag and say I’m going at 11am. I’ll do that because it’s quieter at the gym and it’s more efficient for me, but I also want people to know that I’m going.

When it comes to mental health so many organisations don’t know what their policy is.

This has got to come from the top.

John Brady, Development Manager, GreaterSport MANN Although physical and cognitive

wellbeing is important, emotional wellbeing is very important too. Further to what Simon just said, having the confidence to say to yourself that I’m going to go to the gym at 11am is important.

What about mental health issues in the workplace. Is the attitude of business finally changing?

RAMSDEN I still think we have a long way

to go compared to physical health. If you go back far enough, and I’m sure we’ve experienced this, people would get cancer and they wouldn’t mention it and wouldn’t say anything. Whereas now people may come in to work, even though they are physically poorly, and talk about their latest test results. But mental health hasn’t got there yet.

MANN I think stress is still the taboo subject.

We need to get it out in the open because it’s increasing all the time.

DAISY BARNES I think the whole 9 to 5 thing is really interesting. Further to Simon’s point about going to the gym at 11am, I think we need to be focusing on that a lot more. Although I’m a millennial the 9 to 5 is still ingrained within me. There is a massive hangover from the 9 to 5 but our world isn’t 9 to 5 anymore. I would love to switch off at 5 and not take work home with me.

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However that is just not possible for me because people want responses from me out of these hours. I think the answer is that we have to take back the time freedom at other points in the day. Say you like horse riding, why not have the flexibility to do that at 10am when the class runs? I don’t think we are there yet at all. I guess it comes down to bosses having trust in people.

HODKINSON But if you own a business your business is 24/7. If you are a leader in a business, and being paid well, there is an element of 24/7 and you have to manage that around your own family and commitments. The biggest challenge is for other people in an organisation. I think organisations still have to have core working hours because we are in business and you cannot have everyone going off all over the place.

SPROLL You have to strike a balance. If you look at our organisation, the majority of our 950 staff are looking after the fabric of the buildings, working on receptions and part of our customer service teams. Their roles are to serve our customer base so they cannot just decide to take a break at say 11am otherwise our buildings wouldn’t be secure. But I agree that it is about the openness of the conversation and the quality of the line manager in dealing with those personal and human challenges that the team will have. ´42

Sometimes rather than go to the gym at lunchtime when it is busy I will purposefully pick up my bag and say I’m going at 11am. I’ll do that because it’s quieter at the gym and it’s more efficient for me, but I also want people to know that I’m going.

Simon Ramsden, Divisional Director, Hilson Moran Partnership

www.gmchamber.co.uk

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IN ASSOCIATION WITH

DEBATE

DAVID SMALLEY From a design point

of view, most commercial design interiors now have a dedicated area where employees have that chance to chat. More widely, the two words I have written down from today’s debate are technology and awareness. Since the 2008 recession the world has changed and every organisation has changed. In the midst of all this there has been an explosion of social media, and on top of that everyone is more aware of things.

We are in an extraordinary moment in time in the workplace where there is greater pressure and greater awareness. This cuts across all sectors.

Do employees need to be in offices all the time? Not really, the only time is when they need to collaborate.

We are all doing more with less, we are all connected all the time. We just haven’t got time to think anymore. Work is encroaching on our personal time and most of us also struggle to focus and concentrate in an office environment.

Paul Mann, Project Director, Penkeths

JOHN BRADY Our original remit

was always about connecting with community sport to help deliver activities. However over the last 18 months we have seen a massive shift and concern about mental health has become a huge thing. Wellbeing in the workplace is not about having that table tennis table in the corner and thinking it will cure all your problems.

All it is doing is masking them. When it comes to mental health so many organisations just don’t know what their policy is. This has got to come from the top. If your leadership isn’t buying into this then it doesn’t filter through.

Further to Wendy’s point, does a lot of this come down to managers being aware enough of what is going on in the lives of employees?

BRADY Companies might be aware of issues but invariably they are not dealing with them properly. When we go in to organisations it’s almost like some are just ticking a mental health box, but that’s because they don’t know how to deal with it.

WILD If you are a leader, just asking how

someone is can have so much impact.

That employee will feel that you care about them.

HODKINSON It’s about feeling that it’s ok

not to be ok. You share it, then usually you can work something around it. w

Jordan’s Conversation

³

41

MANN I would go back to why we have

these problems in the first place. The answer is that we are all doing more with less, we are all connected all the time. We just haven’t got time to think anymore.

Work is encroaching on our personal time and most of us also struggle to focus and concentrate in an office environment.

When we talk about wellbeing you can therefore see why mindfulness is also on the agenda. We cannot be working flat out all the time. It comes back to emotional wellbeing, it’s how you feel at any given time. We design what we call ‘choice control’ in offices, namely how you work and where you work. It is about having inspiring places to give us vitality.

You’ve got to make work dynamic. If you have choice control over where you work that helps with your emotional wellbeing because you have different spaces in which to work. But you have to have a culture where you can do that, where you can support workers to do their best work in the office.

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ADAM TILLIS It is about designing spaces to enable those people to go off to pockets of space which allow them to concentrate or relax. The point about having permission is important. It is actually not about permissions, it is about behaviours.

If someone comes up to me in my team and says ‘can I do this or that’ I will say ‘why are you asking me?’ I will say ‘do what is best for you as long as you get the work done’. It is about promoting behaviours which encourage people to do what is best for them. I think another angle here is that the most senior people in an organisation also need to show vulnerability. This will often set the example and break down barriers to allow people to open up and share their feelings or issues.

WILD Another aspect of this, if we bring it

back to mental health, is that people are losing the art of conversation at work, especially with more remote working and emailing. In the past people used to talk more in person, let off a bit of steam, and then start again.

One person every single day dies in the construction industry. But not because of some safety issue, but because they have taken their own life.

That shocking statistic was brought close to home for Seddon last year when employee Jordan Bibby, aged just 25, took his own life.

The tragedy prompted Seddon to launch Jordan’s Conversation, an educational presentation on mental health and wellbeing that has been distributed across the business to encourage others to recognise the symptoms of mental health and offer help.

Anyone can do a few poster campaigns, but what I wanted to do was to say to staff ‘you tell me if our organisation is leading to poor mental health.

Nicola Hodkinson

Seddon partnered with Mates in Mind, a charity that aims to raise awareness about mental health in the UK construction industry. Statistics show that men working in the industry are at particularly high risk of suicide.

Explains Director Nicola Hodkinson: “Sadly our sector isn’t renowned for its people building relationship skills and that brings with it a tension. So if we were going to do this campaign it was important that it was very visual, very vocal and we shouted about it. I didn’t want our mental health plan to be a sticking plaster.

“Anyone can do a few poster campaigns, but what I wanted to do was to say to staff ‘you tell me if our organisation is leading to poor mental health’. If so I need to know about it and do something about it.

Let’s look at our working practices and what we are expecting staff to do. Have we got the right resources?

We are the challenging the way we are working.”

Hodkinson says the campaign has had a huge impact right across the business and supply chain.

“What everyone has said is that if you can talk about mental health then you can talk about anything. It has massively broken down the stigma around mental health and has been really powerful.”

Jordan’s mother Melanie says she hopes her son’s death will encourage others to speak up, knowing there is always someone willing to help. “We need to get men especially to open up about how they feel. We need to let them know that no-one is bullet proof and that it’s ok to need help. We need to encourage them to reach out for support.” w

www.gmchamber.co.uk

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By creating a culture of improved wellbeing in the workplace, business leaders can reduce absenteeism and increase productivity.

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TIME TO ACT Richard Holmes, Director of Wellbeing at Westfield Health, speaks for many when he details the stress that workers feel under today. “There has been a significant pattern over the last decade, and particularly the last five years, of us all being asked to do more with less, both in our personal and working lives.”

He says part of this is undoubtedly down to technology, whether the continual barrage of social media or work emails. “Emails in particular give us the opportunity to work faster and respond to each other quicker, but the problem is we expect colleagues to do the same when it is not always possible.”

The blurring of home and working life is just one reason why study after study is showing that we are increasingly turning up for work tired. “Our own research at Westfield has shown that 46% of people turn up to work feeling too tired to work, while 59% believe because they are tired all the time it affects their performance. Yet perhaps the most alarming figure is that 86% didn’t feel comfortable talking with managers about their tiredness.”

Health impact In short, more and more research is showing the negative impact that the way we work and live is having on our health. As Holmes adds: “The result is that companies are now finally asking ‘should we not be doing something about that’. Increasingly we find organisations realising that their wellbeing strategy has the potential to play a significant part in reducing absenteeism and increasing productivity.”

Health and wellbeing provider Westfield Health runs a variety of services for clients including health and lifestyle screening, wellbeing workshops which deliver lectures on resilience and stress management, and lifestyle consultations. “We go into the workplace and educate staff about what they can do to cope better. We also train line managers to help them manage health issues better, supporting them to develop more resilient teams.”

Holmes says for any organisation to tackle these issues effectively it comes down to culture and leadership of the organisation.

Wendy Wild, Alliance Manchester Business School

Jennifer Atkins, Bruntwood

It is about the leaders saying to staff ‘we don’t expect you to be at your desk at lunchtime, we don’t expect you to be copying unnecessary people on email trails.

Richard Holmes, Westfield Health

As a business you need to be authentic, not see this as just some kind of marketing tool.

“Leaders are responsible for creating a culture that is supportive of good health and wellbeing. It is about the leaders saying to staff ‘we don’t expect you to be at your desk at lunchtime, we don’t expect you to be copying unnecessary people on email trails’. These are some of the small but sensible ways of working smarter which can take time and pressure off others. But that message needs to come from the top. If people feel they haven’t got permission to act in a certain way then you are not going to change things.”

Staff benefits Jennifer Atkins, Head of HR at property developer Bruntwood, agrees that this agenda has to be driven by the senior leadership team and says, in general, that businesses are starting to “open up more conversations” around this whole area.

Bruntwood has been at the forefront of this agenda for many years, not just bringing benefits for its staff but also changing the very way that property developers deliver space with an emphasis on new ways of working and creating flexible workspaces. “This doesn’t just stop at designing spaces, wellbeing runs throughout a company culture. It is about making sure people feel supported,” she adds.

Benefits offered at Bruntwood include annual health checks, the provision of healthy breakfasts and bike racks in offices, gym discounts, and fitness studios in some offices.

Colleagues are also given a day off on their birthday, and encouraged to take two days off a year to volunteer at an orgnisation or charity of their choice.

“It could be cleaning up a street, doing some gardening, or working for a specific charity. In short it can be anything they feel passionate about.” Atkins says sporting activities can, in particular, be very effective. “We recently organised a walking challenge and it created a real buzz around the office.”

The range of benefits extends to generous maternity/paternity/adoption leave, while the company also gives a bonus of £500 to anyone having a baby.

Adds Atkins: “As a company we have always been very focused on wellbeing but over the last couple of years I would say we have become even more aware that we need to take the lead on issues like mental health, introducing services such as face-to-face counselling and mindfulness. As a business you need to be authentic, not see this as just some kind of marketing tool.”

Holistic She adds that any approach to health and wellbeing in the workplace has also got to be holistic. “Ultimately this is about creating an environment where colleagues can be happy and thrive.

So you need to understand what your workers will find meaningful. What kind of support do they need? For instance do they need support around caring for other people, maybe an elderly relative?

As an employer do you even know what pressures your staff are facing? It is about having open, honest conversations, and not having to ‘always be ok’. Here at Bruntwood we also encourage a culture where everyone in the company takes responsibility for supporting colleagues.

That is very important too.”

And then there are the wider benefits of having an effective health and wellbeing approach. “In terms of attracting talent this is essential,” adds Atkins. “Younger people today are looking for much more than just a job, they want an environment with a sense of autonomy, mastery and purpose.”

How to thrive With research showing that thriving employees demonstrate better overall performance, suffer from less burnout, are more committed to their organisation, more satisfied with their jobs, and take less days off, it is little wonder that the wellbeing issue is now so high up the boardroom agenda.

Wendy Wild is a lecturer at Alliance Manchester Business School and mentor to small businesses through the Manchester Growth Hub. At the moment she is researching whether and how business leaders themselves are thriving.

She adds: “Thriving at work among business leaders is a mix of vitality and learning that prevents burn out. Research has shown that high energy levels on their own are not enough to thrive, you need to be a committed and continual learner in order to get the best from yourself. That will help business owners get the best from their business too, because as an owner you set the tone and tempo. With the right attitude from the owner and the right processes in place, you can create a thriving company.”

Business strategy She makes the wider point that employees can contribute more effectively when they understand how their work fits in to the business’ mission and strategy. ´46 www.gmchamber.co.uk

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COST OF MENTAL HEALTH

A review commissioned by Prime Minister Theresa May last year found that about 300,000 people with a long-term mental health problem lose their jobs each year.

The Thriving at Work report puts the annual cost to the UK economy of poor mental health at up to £99bn, of which about £42bn is borne by employers.

Interestingly, the report found that about 15% of people at work have symptoms of an existing mental health condition, which the authors say illustrates the fact that given the right support they can thrive in employment.

The report called for all employers to commit to core standards around mental health including having a plan in place, increasing awareness among employees, stipulating line management responsibilities, and routinely monitoring staff’s mental health and wellbeing. w

IS MORE WORKING FROM HOME THE ANSWER? The majority of Britons believe that a lack of commute is the prime benefit to working from home, with flexible hours coming a close second, according to research from World Options.

Both office-based staff and those who already work from home were polled, with respondents from both sides in agreement that a lack of commute is the number one draw to working from home. Some 45% of home-workers said that being able to start and finish when they want was also in their top three main benefits.

46

Meanwhile the vast majority of those who do not currently work from home said they would or might like to in the future.

Stewart Butler, Group CTO and Managing Director of World Options, said: “There are many benefits to working from home, not just for employees but for business owners who are looking to cut overheads and provide staff with a better work-life balance. Today’s workforce is looking for a flexible career that fits in better with their life outside of work, and businesses must adapt to this change or risk losing the best talent to more forward-thinking businesses and self-employment.” w

“When owner managers share their vision and plans for the business it allows their staff to be on the growth journey with them and makes work more meaningful for those at all levels of the organisation. The sharing of key information helps build trust and gives employees the requisite knowledge to make good decisions.”

She reaffirms the importance of leaders setting the right culture.

“Business culture is inherently contagious as employees will assimilate to their environment.

On the positive side thriving owner managers can inspire others around them with their energy and approach to learning. However, on the downside negativity can hinder thriving in others and the organisation.”

She says rude behaviour or lack of respect can be very costly.

“When employees experience uncivil behaviour at work over half intentionally decrease their effort, over a third deliberately decrease the quality of their work, and two thirds say their performance declines.” w

TEACHING BUSINESS TO SING Manchester based social enterprise Shared Harmonies believes that singing is one way to create business harmony and boost productivity.

“Amazing things happen when we sing, we have a beneficial physiological response,” says founder and director Emma Baylin.

“Singing releases mood enhancing hormones giving participants an amazing feeling of happiness and wellbeing.”

Shared Harmonies has developed singing techniques that aim to address the top reasons cited for self-reported sickness. Baylin said singing together creates a bond between colleagues that promotes team building and shared purpose. “At a time where workers are more

likely to email the person sitting next to them rather than start a conversation, it has never been more important to invest in opportunities for colleagues to get to know each other and have fun together.

“Singing has always been an important part of my life but it was only when I started to develop Shared Harmonies as a concept and explored the supporting research that I understood why. People have come to understand that taking better care of themselves not only improves the immediate quality of life but also long-term health.

However longer commutes, longer working days and constant multi-tasking make it difficult to find the time for individuals to implement wellness goals.” w

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RAISING THE BAR

SECTOR REPORT

MANUFACTURING & ENGINEERING

Can a local industrial strategy for Greater Manchester really make a difference to productivity in the region?

Ultimately this local industrial strategy drive is about making sure life gets better for people.

Diane Coyle

Andy Ogden

Image: Eden Photography www.eden-photography.co.uk

In terms of the wider industrial strategy there are other industries where Brexit will have less of an impact. But manufacturing has been left floundering by the uncertainty…

Until recently a Professor of Economics at the University of Manchester - and now of Public Policy at Cambridge University Diane Coyle has been a respected researcher and commentator on the UK’s productivity performance for many years.

Today, as chair of a Review Panel overseeing the development of Greater Manchester’s own local industrial strategy, she is at the heart of a concerted effort to identify where the city’s economy is working - and where it isn’t.

For Coyle, the centralised nature of the UK economy is at the heart of the debate. “It is fundamentally important for the UK that we become much less centralised,” she says. “In my view there is a clear link between our poor productivity and centralisation.

We have to look at the places where productivity is lagging behind and ensure that these places have the resources that they need. Ultimately this local industrial strategy drive is

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about making sure life gets better for people, which is also why it’s important we focus on all 10 boroughs of Greater Manchester (GM), not just the city centre.”

infrastructure is needed? What are the precise skills needs of employers?

What kinds of tailored government support is needed? This is a really important piece of work.”

Assessment As we speak the panel, comprised of leading experts in the performance of city economies, is making a detailed assessment of GM’s productivity performance, its supply chain and trade links, and its levels of innovation.

As part of the review it is also looking at the role of the city’s education and skills system, and its infrastructure, in terms of raising productivity.

Coyle insists that the work could make a difference because so many of the answers are just not known. “The UK has been so centralised for so long that there is a shortage of statistics at national level. We just do not know the answers to some of these problems.

For instance we do not know what the fastest growing parts of the various sectors of the GM economy are. What

Local detail She dismisses those who say the project is too long-term in thinking and will not do enough to address challenges faced here and now. “I disagree because I think the findings will be really important.

Often people talk in very general terms about the economy, but here we will be very specific and we will be getting down to the local detail. That said, you also need the long-term view. For instance when you talk about investment in skills and infrastructure you are talking about investment that will be made over a number of years.”

Indeed the development of the strategy is closely aligned with the wider GM devolution agenda and the evidencegathering exercise mirrors the structure that was used to put together the original GM devolution deal.

Brexit Andy Ogden is Director and General Manager of English Fine Cottons, a subsidiary of Culimeta Saveguard, which recently brought cotton spinning back to Manchester with the restoration of Tower Mill in Dukinfield.

The two driving forces behind the project were the strong global demand for luxury goods with the ‘Made in Britain’ stamp, and a desire to reverse decline in the British textile industry.

He says that in principle the idea of a local industrial strategy is a good one. “If you have central and local government strategies co-ordinated for specific industries it makes life a lot easier.”

But Ogden says the looming shadow of Brexit makes the whole concept of an industrial strategy for manufacturing extremely hard to articulate right now.

“We just don’t know what the short-term horizon is with Brexit and it’s impossible to say exactly what an industrial strategy is without a Brexit decision. From a manufacturing point of view any industrial strategy is superseded by it.”

Growing interest Ogden is seeing growing interest in his cotton operation from UK manufacturers who are concerned about what Brexit might mean and so

are looking at buying from the UK. He adds: “You hear people saying ‘I might not get this product as quickly as before from overseas, so I better buy from the UK’.”

So in theory there are benefits to Brexit, but Ogden remains cautious.

“Will this interest actually turn into solid demand and solid orders? We just don’t know, it all depends on the outcome of the Brexit deal. Yet this is a crucial time for English Fine Cottons. We are running at 85% capacity and ready to hit the button with the next stage of investment to increase capacity and increase economies of scale on site.

But how much of this demand is real and sustainable?

“Business craves consistency, continuity and certainty, but we haven’t got that at the moment. In terms of the wider industrial strategy there are other industries where Brexit will have less of an impact. But manufacturing has been left floundering by the uncertainty, and in this climate entrepreneurs will naturally take a more pragmatic and less risky position.”

Coyle says Brexit only redoubles the need to increase productivity, but concedes that it will be disruptive “even if you are the biggest optimist”. “I think it will be quite damaging. People do not realise the importance of the UK being linked to the single market,” she adds.

Mundane industries Ogden makes the point that in terms of a wider industrial strategy it is tempting to build it around sexy industries such as clean tech and modern science. But he says more mundane sectors such as food and clothing are just as essential to the workings of the economy and its productivity.

“At the end of the day you still need to be growing vegetables and making clothes. But that doesn’t mean you turn your backs on innovation. Our cotton factory is highly automated.”

The importance and value of the UK’s ‘mundane’ sectors has been an area of major research by Professor Karel Williams from Alliance Manchester Business School.

He believes there is a fundamental need to move away from always focusing industrial strategies around the ‘GVA’ (Gross Value Added) model. “The traditional Treasury model is always to look at policies that generate a high GVA economy by putting investment into transport infrastructure and into making the labour market work better.

“But on the basis of past evidence the central problem is that if you look at the political levers that the government favours, such as infrastructure and skills, the indicators are completely incapable of shifting inequalities across cities like Greater Manchester, incapable of shifting inequalities between the likes of Oldham or Rochdale and the city centre. They are ineffectual economic levers.

“I fear that this strategy is not going to solve the fundamental problems. It does not recognise the need to completely rethink the economic process in terms of the metrics of success that you use.” ´50

www.gmchamber.co.uk

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‘Liveability’ Williams favours a metric around ‘liveability’ instead. “If you take somewhere like London, after people have paid for housing and transport they are very little better off than people living in, say, Wales.

Any measure of GVA is meaningless.

Ultimately people want liveable cities where they can influence what happens. They want decent public transport, decent parks and libraries, a social infrastructure that works, high streets which are pleasant places to visit, places which are not full of traffic pollution.

“Any industrial strategy needs to look much more broadly at these issues. You need liveability at the municipal level and need to stop worrying about GVA and think about the things that need addressing right now like the air we breathe. We need a complete change of thinking.” w

FORMULATING A STRATEGY

Karel Williams

The central problem is that if you look at the political levers that the government favours, such as infrastructure and skills, the indicators are completely incapable of shifting inequalities across cities like Greater Manchester…

The development of a Local Industrial Strategy (LIS) for Greater Manchester follows the publication of the government’s White Paper on industrial strategy last year which set out a long-term plan to boost productivity throughout the UK. It identified five foundations of productivity – ideas, people, infrastructure, business environment and places – as well as four grand challenges, namely AI/digital, green growth, future of mobility, and healthy ageing. A central feature of the strategy is the importance of place and the need for local industrial strategies to bring together these foundations and challenges to raise productivity and earnings.

Devolution in Greater Manchester has been underpinned by a strong evidence base and the LIS is taking a similarly evidence-based approach.

The Review Panel overseeing the LIS comprises of: Ed Glaeser, Professor of Economics at Harvard University; Stephanie Flanders, Head of Bloomberg Economics; Henry Overman, Professor of Economic Geography at the London School of Economics; Mariana Mazzucato, Professor in the Economics of Innovation at University College London; and Darra Singh, Government & Public Sector Lead at Ernst & Young. The Panel is chaired by Diane Coyle, a former Professor of Economics at the University of Manchester who recently took up a post as the Bennett Professor of Public Policy at the University of Cambridge.

The Panel will independently verify Greater Manchester’s existing evidence and oversee the commissioning of new research into priority areas. The views of industry are being brought into the analysis through a number of sessions which will bring together businesses, policymakers and academics. w

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CONFORMS TO

BS 6180:2011

GENERAL CONSTRUCTION SUPERVISION CERTIFICATE

SECTOR REPORT

FINANCE

THE CLOCK IS

TICKING How should importers and exporters now be preparing for Brexit?

Susana Córdoba, Head of International Trade at Greater Manchester Chamber, shares her thoughts, while overleaf we detail the government’s latest ‘no deal’ advice.

It is now over two years since the referendum to decide on whether the UK’s future was in or out of the EU. Yet with less than five months to go until 29th March 2019, the official leave date triggered by Article 50, there are more questions than ever about what it all will mean. Ever more uncertainty in people’s minds about what will actually happen that day or, more importantly, the day after.

Our final survey before June 2016 showed two thirds of members wanted to stay in the EU but, when surveyed again immediately post-referendum, a similar number told us that they wanted the government to get on with securing the best deal possible. There was no thought then about a second referendum.

With members on both sides of the debate our job was - and still is - to focus on providing continuous information about the impact of Brexit on businesses.

On ensuring our members’ views are being heard in Whitehall. And on developing and providing a wide range of services to help business to prepare for a deal or no-deal case scenario. The latter becoming more important as time passes.

Chamber Online In terms of gathering information and feeding into government, Greater Manchester Chamber of Commerce, in partnership with Business West (in the West of England) and London Chamber of Commerce, launched ‘Chamber Online’, a pioneering collaboration to harness and share national and global opportunities for businesses across our member networks.

Representing more than 8,000 businesses across these three major metro city regions, one of the key campaigns we are running is ‘Terms of Trade: The reality of Brexit for business’ which, basically, explores the impacts of the most widely discussed Brexit scenarios on businesses.

The UK government has been proactively reaching out to overseas partners to let them know that, with or without an EU deal, Britain remains open for business and wishes to establish its own trade deals, which would hopefully open doors to new business opportunities beyond EU borders.

It must be said though that whilst trade has grown to non-EU destinations over the last few years, the EU remains a key trading partner for the UK. With the EU accounting for more than 40% of UK exports, a quick decision on an EU trade deal is what businesses need.

Uncertainty There is a lot of uncertainty and the reality is that UK businesses must prepare for a potential no-deal scenario and ensure they are in the best possible position to ride out the challenging times ahead.

The Chamber, like everyone else, has been looking ahead as to what is to come. Part of that has included the development of a wide new range of services which can help businesses not just to plan but also set out a path for growth in these volatile times.

For instance, we have increased our capacity and now have a number of associates working with us. These are individuals with industry and international trade experience who can provide in-depth advice and consultancy services to both new or experienced companies which wish to grow globally.

So, whether you need to develop your international trade strategy for the first time or conduct an internal international trade audit review to ensure you are strong and compliant with local and global regulations, our associates are at hand to provide support.

Overseas partners We have also developed a strong network of UK and overseas approved partners and suppliers that can provide tailored market entry services and support and advice across most markets in the world, as well as foreign exchange services, credit insurance, credit checks, and much more.

The Chamber also delivers several services in-house from

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FORMER IRISH PREMIER SHARES THOUGHTS ON BREXIT AT CHAMBER EVENT Susana Córdoba

The reality is that UK businesses must prepare for a potential no-deal scenario and ensure they are in the best possible position to ride out the challenging times ahead.

training and market events to export documentation, free international trade readiness assessment, and market identification services, just to mention a few. All of our services are designed to help companies whether they are exporters, importers, or those seeking to invest overseas throughout their international trade journey.

For those companies whose main market is the EU, we also suggest checking our UK Brexit Checklist and the EU’s Brexit guidelines which provides some insight into the areas UK and EU businesses must be looking at, especially in the event of a hard Brexit.

From certificates and licences through to paperwork around rules of origin, customs, VAT, and EU national employees, we certainly recommend you start putting the right framework in place which will enable you to continue trading as seamlessly as possible post 29th March.

These are uncertain times and to take that first step to being prepared isn’t a panic measure. It’s just doing what is right for your business. w

As the Brexit debate intensifies, Greater Manchester Chamber brought together business leaders from across the region to discuss ways of increasing bilateral trade between Manchester and Ireland.

The guest speaker at the event, which was held in association with Irish law firm ByrneWallace and the British Irish Chamber of Commerce, was former Taoiseach of Ireland, Enda Kenny TD, who spoke of the historic cultural and trading ties between Manchester and Ireland, and of the Brexit challenges that lie ahead.

He said irrespective of the Brexit outcome there were many opportunities to build on the historic and trading relationship between Ireland and the Greater Manchester area. “I want to see relations between Manchester, the Northern Powerhouse and Ireland expand in both ways.

Whatever happens with Brexit, businesses in this part of the world have an opportunity to expand here and expand into Ireland and be in the single market.”

Kenny, who retired as Taoiseach last year, spoke passionately about the benefits that the EU had brought to Ireland. “Ireland joined the EU on the same day as the UK, and our membership of the EU has transformed our country completely.”

He was reluctant to be drawn into the Brexit debate, but believed a solution would be found. “The finding of a political answer to the question is what is causing the difficulty.” He added that Europe had always been able to find a compromise on sensitive issues, and said he believed “very strongly” that we would not see a return to a hard border in Ireland.

Investment Gerry Beausang, Corporate Partner and Head of the UK Group at ByrneWallace, said: “In recent years, particularly as a result of Brexit, we have seen a significant increase in the level of foreign investment in Ireland, particularly by UK companies.

The purpose of the event was to strengthen connections between Ireland and the Greater Manchester region, and most importantly, we hope that it will build upon, stimulate and enable the development of new Irish-UK trading relationships amongst this thriving UK business community. Rarely has it been so relevant for us to do so.”

John McGrane, Director General of the British Irish Chamber of Commerce, told firms they need to look for new opportunities as they prepare for the challenges ahead. “We were not here today to dissect Brexit but to instead spotlight the opportunities that firms should be looking to take as they adapt to a potential new trading environment.” w

www.gmchamber.co.uk

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NO DEAL ADVICE

Q&A

If necessary put steps in place to renegotiate commercial terms to reflect any changes in customs and excise procedures…

I’m the Business Development Manager for Conister Finance & Leasing and I’ve been in asset based lending for over 20yrs…Gulp!

Over the last couple of months the government has published a series of technical notices detailing how to prepare if the UK leaves the EU with no deal.

Here is their latest advice.

I trade with the EU. What should I be doing right now?

You should consider how a ‘no deal’ scenario could affect you and may want to begin taking steps to mitigate against such risks. Action businesses can take: n

understand what the likely changes to customs and excise procedures will be

n

take account of the volume of your trade with the EU and any potential supply chain impacts

n

consider the impact on your role in supply chains with EU partners. In the event that the UK and the EU does not have a Free Trade Agreement (FTA) in place in a ‘no deal’ scenario, trade with the EU will be on nonpreferential, World Trade Organisation terms

n

if necessary put steps in place to renegotiate commercial terms to reflect any changes in customs and excise procedures, and any new tariffs that may apply to UK-EU trade

n

consider how you will submit customs declarations for EU trade in a ‘no deal’ scenario, including whether you should engage the services of a customs broker, freight forwarder or logistics provider

What would happen to customs and excise procedures in a ‘no deal’ scenario?

n

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businesses trading with the EU would have to apply the same customs and excise rules to goods moving between the UK and the EU as currently apply in cases where goods move between the UK and a country outside of the EU ISSUE 4

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n

n

the EU will apply customs and excise rules to goods it receives from the UK, in the same way it does for goods it receives from outside of the EU for movements of excise goods, the Excise Movement Control System (EMCS) would no longer be used to control suspended movements between the EU and the UK

What do importers with the EU need to know?

n

submit an import declaration to HMRC using their software, or get their customs broker, freight forwarder or logistics provider to do this

n

pay VAT and import duties including excise duty on excise goods unless the goods are entered into duty suspension

n

once excise goods leave a customs suspensive arrangement, they may be immediately entered into an excise duty suspension regime

In the event of a no deal scenario businesses importing goods from the EU will be required to follow customs procedures in the same way that they currently do when importing goods from a country outside the EU.

What do exporters to the EU need to know?

After the UK leaves the EU, in the event of a ‘no deal’ scenario, businesses exporting goods to the EU will be required to follow customs procedures in the same way that they currently do when exporting goods to a non-EU country.

Before importing goods from the EU:

Before exporting goods to the EU:

n

register for an UK Economic Operator Registration and Identification (EORI) number

n

register for an UK EORI number

n

ensure contracts and International Terms and Conditions of Service (INCOTERMS) reflect that you are now an importer

n

ensure your contracts and International Terms and Conditions of Service (INCOTERMS) reflect that you are now an exporter

n

consider how you will submit import declarations, including whether to engage a customs broker, freight forwarder or logistics provider

n

consider how you will submit export declarations, including whether to engage a customs broker, freight forwarder or logistics provider

n

decide the correct classification and value of goods, and enter this on the customs declaration

When exporting goods to the EU: n

have a valid EORI number

n

make sure that carrier has submitted an Entry Summary Declaration

have a valid EORI number

n

submit an export declaration to HMRC using their software or online, or get their customs broker, freight forwarder, or logistics provider to do this for them

n

businesses may also need to apply for an export licence or provide supporting documentation to export specific types of goods from the UK w

When importing goods from the EU: n

Steve Leather Introduces Conister Finance & Leasing

While I have worked for main stream banks and lenders, it’s fair to say that most of my career has been within the commercial broker market. This has provided me with a great insight into how deals can be structured in various ways.

It has also enabled me to dive into the proposals a little deeper and talk to customers about their needs and how their businesses have been developed, knowing about the business helps me put the right finance product in place.

Since joining Conister Finance & Leasing in June I have seen a fresh approach to doing business, where traditional lending values are mixed with thoroughly contemporary practices.

From our offices in Spinningfields, Manchester we can work with the full spectrum of modern and traditional organisations at the heart of the city.

Who are Conister Finance & Leasing?

What do Conister Finance and Leasing Offer?

We are primarily a SME Lender and wholly owned by the Isle of Man based Conister Bank Limited. Belonging to a financial organisation that has been thriving since 1935 gives us strength and the flexibility to explore new markets but at the same time offer good financial solutions to UK businesses whether you’re just starting out or have been around as long as us!

We offer UK business financial solutions such as traditional Hire Purchase, Finance Lease, Commercial Loans and Wholesale Funding facilities.

Unlike others, we don’t rely on computers to tell us what to underwrite, instead we get to know you and your business.

You may have never dealt with Conister in the past but I’d like the opportunity to demonstrate how we differ from other funders in what we offer the UK market. Naturally this will take time but with the help of Greater Manchester Chamber of Commerce I’m sure Conister can help finance your business to grow.

What makes Conister Finance & Leasing different?

Our approach is grounded in building trust through consistent excellence in service, communication and outcomes.

Steve Leather, Business Development Manager Mob: 07958220599 Steve.Leather@conisterfinance.co.uk

ON FULL CHARGE SECTOR REPORT

TECHNOLOGY

As demand increases the need for a more concerted and co-ordinated effort to increase the Electric Vehicle (EV) network is growing.

Dr Jonathan Owens, a lecturer in Operations Management at the University of Salford, is one of many who feels that the UK now needs to urgently invest more - and quickly – into the Electric Vehicle (EV) infrastructure.

The rush to electric has certainly picked up pace over the last couple of years, and was given added impetus when the government recently announced it would be stopping sales of new petrol and diesel cars by 2040.

However Owens believes that date could even be bought forward to 2030, bringing the UK into line with other parts

of Europe, because of pressure from car manufacturers as they unveil a string of new EV models.

“At the moment only about 3-4% of the UK population owns an electric vehicle, but as new models emerge that figure could significantly rise in a very short period, say to 15-20%,” says Owens. “In that scenario could our energy grids cope with the millions of extra people charging their car batteries at peak times? Our national infrastructure suddenly has a big problem if we all decide that going electric is a wonderful idea at the same time.”

Range One of the big reasons for the slow take-up of EVs until now has been the perception that the driving range of EVs is poor. But that mindset is now changing fast as range increases to several hundred miles, even approaching the magical 300-mile figure which is regarded as key within the industry.

This change will have far-reaching consequences as, until now, consumers have tended to associate having EVs to serve shorter journeys where they can rely on rapid chargers.

Owens, who himself owns a Nissan Leaf EV which he says gives him great cost savings, says at the moment “you need to know where charging points are” when you set out on a journey. But he says such concerns can be easily allayed by planning ahead. “You have to know where you are going to stop to charge, but the analogy I give is that it is no different to charging your mobile phone.”

Manchester network Against this backdrop Greater Manchester has a great opportunity to be at the forefront of the EV revolution, particularly given the history of its 10 boroughs working so well together on infrastructure projects such as Metrolink.

“I think Manchester, aligned with its wider green agenda, can really bring this together,” adds Owens. “The city has probably the best example of a tram structure in the UK and the city could lead on this.”

Already driving the agenda forward in the city is Transport for Greater Manchester (TfGM) which has been looking at the technological infrastructure required for a number of years.

Advanced Solutions Manager Kevin Toye agrees that GM is very well placed, particularly with the work of Mayor Andy Burnham around the Green Summit and pushing the green agenda. However Toye concedes that funding remains a key issue.

As he adds: “There was initial government funding for charging infrastructure back in 2013 and over the past few years there have been other funding opportunities, but it has been quite fragmented. In such a situation it is difficult to develop a network. That said we saw a major announcement earlier this summer when the government launched its Road to Zero initiative.” ´58

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The key thing is that you have a mechanism where operators of charging stations can share data via smart systems which then link across different systems Kevin Toye, Transport for Greater Manchester

ROAD TO ZERO

This summer the UK government unveiled its Road to Zero strategy which set out plans to enable a massive expansion of green infrastructure across the country, reduce emissions from the vehicles already on the UK’s roads, and drive the uptake of zero emission cars, vans and trucks.

The government says it will work alongside industry, businesses, academia, consumer groups, devolved administrations, environmental groups, local government and international partners to enable the deployment of one of the best EV infrastructure networks in the world.

It also confirmed that it would end the sale of new conventional petrol and diesel cars and vans by 2040. w

www.gmchamber.co.uk

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SECTOR REPORT

TECHNOLOGY

What is the infrastructure going to look like, what are new digital solutions, and how can businesses across Manchester respond to the opportunity?

Andy Lewis, Let’s Experience Electric

Private sector Plenty of private sector businesses across GM are also getting in on the act. Andy Lewis heads up the city’s Let’s Experience Electric network which has brought together players from across the EV supply chain to discuss how they can make people more aware of the potential.

Says Lewis: “This group is all about changing attitudes and behaviours. It is in the interests of all these suppliers to come together and to come up with solutions that further drive the market. At the end of the day there is a huge transformation going on in the automotive industry driven by legal

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Investment Road to Zero (see previous page) sets out plans to enable a massive expansion of green infrastructure across the country, and follows the government’s £400m investment in electric car-charging infrastructure.

Toye says one of the challenges is that there are lots of different ways of installing charging. “Given this, the key thing is that you have a mechanism where operators of charging stations can share data via smart systems which then link across different systems, and link effectively to different vehicle manufacturers and different payment systems. All these systems have to be inter-operable.”

Another challenge is that in some vehicles batteries are becoming bigger so will take longer to charge, while some operators are exploring ‘rapid infrastructure’ systems akin to the experience we already get when filling up at petrol stations.

Toye believes GM is already far more co-ordinated than other locations in the country, especially in terms of its local authorities working together. He adds that we are also now starting to see a lot of investment from the private sector. “For instance BP recently acquired Chargemaster, the UK’s largest EV charging company, and Shell bought Dutch-based NewMotion, one of Europe’s largest EV charging networks.”

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A SOARING MARKET

Advances in charging technology, vehicle range, reduced costs, and increased customer awareness are driving a sea-change in the EV market.

European consumer organisation BEUC predicts that by 2024 the average four-year cost of running a EV should match that of a petrol car, and that between 2020 and 2030 the costs associated with buying and running a conventional and alternatively powered car will converge.

Cumulative electric vehicle registrations (UK) 2014-2017 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0

2014

2015

n Non plug-in grant eligible vans n Plug-in grant eligible vans

Sources: SMMT, DfT, OLEV Statistics

2016

2017

n Non plug-in grant eligible cars n Plug-in grant eligible cars

Analysis: Next Green Car, Jan 2018

requirements, emerging technologies and changing attitudes. What is the infrastructure going to look like, what are the new digital solutions, and how can businesses across Manchester respond to the opportunity?”

Lewis says part of the job of the network will also be to bust the false myths that have built up around EVs, especially around lack of infrastructure, poor range, and cost of vehicles. As such the group is planning a number of events over coming months to showcase EVs such as business roadshows to encourage organisations to take up EV fleets. “To change mindsets people need to touch it, feel it, and experience it.” w

Manufacturers now offer EV models in most segments of the market and have ambitious plans to raise their EV game. For instance VW is aiming for more than 30 new EV models by 2025, Audi plans three EVs to go on sale by next year, and BMW is developing a new electric SUV. Today there are a number of different EV models ranging from Hybrid Electric Vehicles (HEVs), which are still predominantly powered by a conventional engine, to Battery electric vehicles (BEVs) which are powered solely by an electric motor using electricity stored in an on-board battery. In Fuel Cell Electric Vehicles (FCEVs) the electrical energy is provided by a fuel cell stack that uses hydrogen.

Meanwhile there remain wide variations around charging stations.

Some countries have free charging at public stations, while some manufacturers offer their own network of charging points for certain models.

At present there are around 18,000 charging points in the UK, but estimates suggest this needs to increase rapidly to now keep up with demand. w

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59

SOCK SECTOR REPORT

MARKETING

THAT!

In the first of a new regular series, we look at the marketing strategy of a leading Greater Manchester company. We begin with Bolton-based SockShop.

What is its online strategy?

SockShop says its approach to social media has helped it reignite the brand to a fresh, new audience, and that its marketing efforts in this area are set to continue to play an integral role in future plans for the business. In particular the brand is using platforms such as Twitter and Facebook to promote its products.

Online sales have increased by 31% over the past year and Ruia puts this down to good old fashioned business principles. “We have a really good product, a big choice of socks, and a website that works efficiently. We have put a lot of investment into the website, delivery and packing, and getting our digital marketing offering right.

Our marketing is crucial.”

Who? SockShop Does what?

Sells socks and other garments from more than 70 brands to over 240 countries. The business, which is based at Dove Mill in Bolton, claims to have the world’s largest sock selection.

Who owns the business?

The Ruia family, importers of clothing, hosiery and textiles, bought the SockShop brand out of administration in 2006. Director Alok Ruia admits that the family keeps under the radar. “That is part deliberate. As long as we are doing well we just want to keep doing what we do, we don’t feel any great need to shout loudly about it.”

The Ruia Group was founded in 1987 and also has sites in Leicester, Crewe and Lanark. Half the business supplies linen to the hospitality trade, while the other half is dedicated to the import and distribution of socks.

Where are the socks made?

Generally in the Far East, but also in Turkey and Portugal. Ruia says higher value products are supplied from the UK too, but this only accounts for around four to five per cent of sales. “Sometimes having that ability to serve shorter lead times and react quickly can be important, hence operations in Europe can be very useful,” he says.

How many stores does it have?

Although it operates more than 30 concessions, SockShop has only one physical store in Manchester’s Arndale Centre. Explains Ruia: “We kept this store as it is good for marketing and helps inform retail buyers too. When we took on the business in 2006 we made a conscious decision to step back from the high street, but the funny thing today is that people still think we have lots of stores, it is almost subliminal. If you ask people how many SockShop stores there are, they will probably tell you anything from 50 to 100.”

Why does it not have more stores?

Ruia says in the early days of SockShop the bricks and mortar model worked as rents at airports and rail stations were comparatively low in real terms compared to today. “Back then the relative price of socks was higher too, so the store model worked.”

The Bottom Line P

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Product/Service Bolton-based clothing and textile importers.

Manufacturing locations Far East, Turkey, Portugal & UK.

Sales channels One store, 30+ concessions, online shop.

Sales strategy Promotion via social media channels.

What’s new?

Antibacterial, hypoallergenic bamboo yarn.

How does it counter the challenges of the high street?

“It is all about working hard and ensuring the product we deliver is of the highest quality,” says Ruia. “The mid-market, where we operate, can be a precarious one so what we have to do is concentrate really hard on getting the product and service right, and charging a fair price. We are ticking all the boxes at the moment.

We also have people working for us who have worked in the sock industry for up to 40 years and that is immensely valuable too.

“The migration of retail to online is natural so we have to be nimble and counter the uncertainty in the market by finding more overseas customers. We actually find that the online onslaught is not quite as prolific on the continent as it is here in the UK.

“As such we are moving into new markets abroad, thanks to support from the DIT (Department for International Trade). For instance we have just opened a big operation in Toronto serving the North American market and the DIT was a great help to us.

What about new products?

The company attributes much of its success over the past 12 months to considerable growth in the popularity of its sustainable bamboo range. The brand’s range of men’s, ladies’ and kids’ bamboo socks, underwear and hosiery contains a variety of styles that are naturally antibacterial and hypoallergenic.

Says Ruia: “Our bamboo collection has proved really popular and these are great products. They are beautifully soft and people are drawn to this, while they also hold their colour very well. Bamboo yarn is also environmentally sound.”

What about social responsibility?

The Ruia Group joined the Ethical Trading Initiative ten years ago.

Meanwhile its SockShop division recently launched its Socks for a Cause campaign, which looked to raise awareness of the issue of homelessness across the UK. As part of the campaign, SockShop donated 20,000 pairs of socks to five homeless charities in Greater Manchester. It has also collaborated with Manchesterbased homeless charity Barnabus to offer free socks and chiropody treatment to rough sleepers.

Adds Ruia: “Good causes are close to the heart of this brand, and we look to use our platform to put a spotlight on a number of issues.

We will continue to raise awareness of homelessness in Manchester.

It is also good for employees to show we are trying to make a difference” w

Making b2b more human

Is internal brand engagement as important as external brand building?

G

enerally speaking, great brands tend to be built around solid customer insights, delivering a solution to their identified needs and wants. So, a brand that actively engages with customers is critical to the success and growth of a business.

However, this is only part of the story. When we consider brand is more than just an identity, product or service, how do we ensure the brand experience is consistent across the whole journey? To achieve this, the brand journey must start from within.

Engaging every person across your business in your company’s vision is fundamental to delivering a great customer experience. If your team buys into this, it’s highly likely that they will also deliver a consistently brilliant experience that aligns with your brand values, and delights your customers every time.

So, how do you engage the people in your business? Clarity and consistency.

Uniting the people in your business around a shared vision, a shared goal and a shared purpose is fundamental. Give them a clear direction, something to be proud of, something to contribute to and most importantly something to believe in.

Consistent internal communication therefore plays a vital role in reinforcing brand values and supporting the wider business growth process by helping ensure that the whole business is working cohesively towards a shared idea of ‘why’. The company’s purpose, reason for being and why it exists.

How will an aligned workforce impact business growth? Quite simply customers are looking for more. Although price will always form part of the decision-making process, the experience of working with you will outweigh a minor cost saving. Your customers want to buy from people they like. People they believe can make a difference to their business.

Your customers will consequently buy your people, the long-term relationships they develop with them, and the trust and loyalty they build – not just the products or services you sell.

Start building a service-led culture inside your business, and you will begin to see the impact this has on your customer experience, and in turn, the growth of your business. It’s a long term-commitment and you have to dig deep to really understand the cultural shift you may need to make, but the rewards will pay dividends.

Beccy Irving, Client Services Director, Upp B2B +44 (0)161 786 8040 www.uppb2b.co.uk hello@uppb2b.co.uk      

We create, build and grow transformational b2b brands that people want to work for and with.

The Business Magazine Advertorial-Internal Brand-110x297mm_v2.indd 1

www.gmchamber.co.uk 04/10/2018

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RETAIL RETURN SECTOR REPORT

PROPERTY, CONSTRUCTION & DEVELOPMENT

BOLTON REVIVAL

The region’s retail centres are fighting back against the online challenge.

The recent news that online beauty and wellbeing group The Hut Group is developing a million sq.ft of space across two sites near Manchester Airport, as well as taking space at MediaCityUK for part of its technology team, is undoubtedly a sign of the times. In total the company plans to invest more than £1bn in the North West over the next three years, and last year alone doubled its workforce to more than 4,000.

Given the growth of online players it would be easy to write off bricks and mortar when it comes to retail. But talk to Colin Flinn, Regional Managing Director of intu – owner of intu Trafford Centre and co-owner of Manchester Arndale - and you hear a rather different story.

For instance intu has just started work on the £75m transformation of intu Trafford Centre’s Barton Square (pictured below), with Primark signed up as an anchor tenant. Flinn says the Centre is continuing to perform strongly.

“Since its opening 20 years ago, intu Trafford Centre’s motto has been ‘always ahead’ and over the last three to five years we have been providing the right space for retailers to flourish. A notable trend has been key anchor tenants upsizing their stores, such as River Island, Next, Zara and New Look. Around 90% of all transactions still involve a physical connection with either the product bought in store or people browsing in store first and then buying later online. The physical presence still has a big impact and is an integral part of these retailers’ businesses.”

Dual model David O’Leary, Head of Retail in the North West for Deloitte, says the national debate is wrongly characterised as ‘online’ versus ‘bricks and mortar’ when the reality is that virtually every physical retailer sells online too.

However that isn’t to say that the make-up of our retail centres isn’t changing fast. “We are seeing a lot of change in the market,” says O’Leary. “In particular you now see less pure retailers in town and city centres, and a lot more leisure offerings. For the high street to survive it needs to embrace that change and get more leisure and food into the centres.”

He adds that for traditional retail clients it is increasingly difficult to justify having a large portfolio. “It is hard to

Creating that sense of local community is really important to create demand and footfall.

David O’Leary, Deloitte

sustain the cost base, particularly when these same companies are growing their online operations too. The result is that the space these players leave behind then becomes a space for other things. The big question is what that space is then used for. That is where the challenge lies for shopping centres and local authorities.”

He says some councils such as Bolton (see right) are embracing this change more than others. “Councils need to look at their whole approach with fresh eyes. When I was young it was a weekend thing to go into town, but that has now changed. I think one of the keys here is housing, and getting more people back living in our towns and cities. If you encourage people back into urban centres then you can provide them with what they need in terms of a food, leisure, and community offer. Creating that sense of local community is really important to create demand and footfall.”

Shopping resort Flinn says owners of shopping centres are looking at their wider mix, including things such as co-working facilities or hotels for instance. “What you notice is that the phrase shopping centre has been replaced by ‘shopping resort’. It’s not just about retail, it’s the wider leisure experience. For somewhere like intu Trafford Centre we already have the credentials of accessibility and connectivity, and it’s about further capitalising on that.

Ultimately you want more people to want a reason for coming to visit you.”

One of the biggest leisure trends he is seeing at the moment is ‘competitive socialising’ which is paving the way for a number of new leisure concepts. The trend began in London but is now quickly spreading across the country with the likes of indoor golf, adult bowling, trampolining and indoor climbing increasingly popular. ´64

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When it opened in 1855 Bolton Market Hall was said to be the largest covered market in the UK. Some 150 years later the Hall, by then renamed Market Place Shopping Centre, had fallen on hard times. As centre manager Nikki WilsonCook says: “The centre was soulless, more than half empty, and retailers were leaving in droves.”

Cue a landmark £25m refurbishment which has today created a contemporary retail and leisure destination home to brands such as Debenhams, Zara and H&M. The original Victorian Vaults have also been lovingly restored, and the whole centre reopened two years ago with retail, restaurants, a state-of-the-art cinema, and a childrens’ play area called Amazonia.

Engaging She adds that engaging with the local community was key to the centre’s new lease of life. “We know that we cannot compete with Manchester city centre or the Trafford Centre, so we have to focus on what the people of Bolton want. We run lots of festivals throughout the year, as well as community events such as Changing Minds which was recently run as part of Mental Health Week. We are using the building for people to come together, and if need be to help and educate them too.”

The approach is clearly paying off with significant increase in footfall over the past year. “When people say the high street is dead they are simply wrong,” adds Wilson-Cook. “People want to go out and interact. At the end of the day online shopping is a soulless experience, you do not talk to anyone. We are giving people an experience when they walk through our doors.” w

As Wilson-Cook adds: “Restaurants and leisure are key things you have to offer customers today, as well as retail. You have to give people a reason to come and make a visit. Before the redevelopment there were remarkably few places to eat for such a big town, and it was crying out for a leisure offer.” www.gmchamber.co.uk

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SECTOR REPORT

PROPERTY, CONSTRUCTION & DEVELOPMENT

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Flinn says being alive to these trends comes back to staying ahead of the market. “Success is down to being proactive and ensuring that your offer remains exciting, relevant and engaging.

It’s about offering points of difference, whether it’s the retail, leisure or food and beverage offer.”

Opportunities Flinn adds that the demise of high street names also creates opportunities elsewhere. “It is often the case that we are able to re-let space to better tenants with better uses and at better rents.”

Meanwhile he adds that both Manchester Arndale and New Cathedral Street have also had a very strong year with the likes of Gap and Ralph Lauren recently opening new stores.

“If you look at what Next has done at Manchester Arndale it is particularly interesting. It has completely refurbished its store and in so doing has developed a more experiential destination. It now has a Ford car dealership, a barbers and a restaurant too. It shows how you have to engage with customers, and we are seeing this re-investment in larger stores among the big brands across the country. Major retailers are dealing positively with their bricks and mortar estates.“

Sense of community The importance of creating a sense of community around retail centres is stressed by Mark Robinson, Assistant Director of Economy at Rochdale Borough Council.

He has been overseeing the town’s new £80m Rochdale Riverside development (pictured right) which which, in the first phase, is bringing high street stores to the heart of the town centre, alongside a six-screen cinema and a number of restaurants and cafes.

The scheme also has outline planning consent for residential, a hotel, and office space. Across the wider town centre the council, working with partners, is hoping to bring forward around 2,000 new homes over the next five years.

As we speak Robinson reveals that the scheme is now well underway. “If you were to look from my office right now you would see that things are coming out of the ground and we have just completed the steelwork for the cinema.”

He admits there have been delays to the scheme which has been on the drawing board for many years. “In the wake of the economic downturn people were cautious about investing in the

MOWGLI

Indian street food restaurant Mowgli is a good example of the changing face of the high street. Founder Nisha Katona (pictured) shares her passion for authentic Indian food.

With six restaurants, a number of bestselling cooking books to her name, and a recent BBC TV documentary to boot, Nisha Katona is making quite a name for herself. “At the moment I do everything, all the social media too. I am completely linked with the brand, it is me.”

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The downside, as she readily admits, is that she takes everything very personally. “In our trade you are only as good as your last dish and you must never forget that.”

The obsessive focus on consistency – Katona still personally

town and various plans needed to be revised. But that investor and retail confidence has gradually come back in recent years thanks to schemes such as Metrolink arriving in the town and the opening of new council offices at Number One Riverside, which consolidates numerous council buildings into one with 2,000 staff. That has put a lot more people back into the town centre which leads to more footfall. People can now see the potential opportunity and visualise what is possible.”

Success is down to being proactive and ensuring that your offer remains exciting, relevant and engaging.

Colin Flinn, Intu

hand trains each new Mowgli chef – is one of the hallmarks of her business.

“People really want that consistency, it’s absolutely crucial. Yet with our food it is a particular challenge to be consistent because home-cooked Indian food is, by its nature, complicated. Unlike your typical curry house, what we cook can sometimes only last a few minutes to ensure it is fresh.”

She says this focus on healthy, light, flavoursome dishes differentiates Mowgli from traditional Indian restaurants, as does its provision of an extensive gluten-free, vegetarian and vegan offering. “Because our food has to be so fresh we are actually taking quite a risk with what we cook because we have to ensure that there are customers coming through the door.”

Risk-taking Three years ago Katona turned her back on a 20-year career as a barrister to open her first restaurant in Liverpool.

She has since opened restaurants in Manchester, Birmingham, Oxford and Nottingham.

U-turn Robinson says this is probably the reason why Marks & Spencer recommitted to being an anchor tenant at Riverside after initially pulling out of the development a year ago. “I think M&S looked at the wider package. We now have Next, River Island, Boots and JD Sports all signed up for Riverside and we are confident that on the back of the M&S decision it will become easier to now attract other retailers.”

Riverside is also part of a £250m package of regeneration measures the council has pushed through since 2010, including various public realm improvements.

Adds Robinson: “Ultimately we are not going to have the same amount of retail space in the town centre as we used to have. The idea is therefore to concentrate the retail in a set area, to shrink it and make it more vibrant, and then put other things around it.

This links in with our wider heritage offer around the town hall.

People might visit the centre for more than one thing of which the retail component is one.

“The whole area around the recently reopened River Roch, which also has a new market, now attracts far more visitors.

People stop there for lunch, there is a sense of place, and some of our heritage buildings are also being brought back into use on the back of that.” w

She has also written three successful books on Indian cooking Pimp My Rice, The Spice Tree and the Mowgli Cook Book – while she recently made a Recipes That Made Me documentary with the BBC which saw her travel across the UK searching for Indian recipes.

Katona describes Mowgli as ‘an Indian home kitchen’ because it aims to replicate the food Indians eat at home and on the street.

She says the food has tremendously broad appeal. “What I really like is that you cannot really put your finger on our demographic, it is so broad.”

Investment Last summer private equity group Foresight Group completed a £3.5m investment in the business to fund the roll-out of restaurants around the UK. After opening her seventh restaurant in Sheffield later this year, Nisha opens her second restaurant in Manchester in the New Year on Oxford Road. The restaurant will be part of the redeveloped Alliance Manchester Business School complex at the heart of the of Manchester./ www.airportcity.co.uk 0800 849 University 97 47 / info@airportcity.co.uk Next year Mowgli also plans to open restaurants in Leicester, Cardiff and Preston, with sites in Bath, Bristol and Brighton also on the horizon going in to 2020. After that she has plans for Newcastle, Edinburgh and Glasgow too.

What about London? “For the same size and capacity, for a London restaurant we would be paying around eight times the rent. We are still a lean company and that just doesn’t stack up for us. I love London but why shouldn’t we be creating jobs up north?” w

COMMERCIAL PROPERTY Adam White, Director of Commercial & Business Development, MAG Property

CREATING CONDITIONS FOR SUCCESS

Successful property development relies on a variety of crucial elements, many of which are so inextricably linked that without them progress is impossible. Land, buildings, finance, planning, legals, the economy and a host of other practical essentials can serve to make or break a development during its lifecycle.

Even when the fundamentals come together perfectly, real property development success requires so much more: Solid vision, unwavering commitment and focused diligence, all delivered patiently over what can be many years. And it’s this that separates the great from the good.

A PATIENT APPROACH Cast your mind back over 20 years when Spinningfields was nothing more than a proposal grounded in the ambition to regenerate a significant part of Manchester’s city centre into a brand-new central business district.

What followed were more than two decades of considered development that not only weathered a global recession, but gave rise to a wellestablished and thriving commercial destination that continues to grow.

Tenacity like this is hard won and can only be delivered by a team that understands and commits to a clear vision and direction of travel. Property development needs this and without it the many pitfalls that often lie in the way will inevitably do their worst.

COMMIT TO A CLEAR VISION Comprising 5m sq ft of office, hotels, logistics, and hybrid space, Airport City Manchester has overcome many of the challenges developments of this scale face. Despite being conceived almost 10 years ago, a strong vision, commitment and diligence have been engrained from day one. Like other successful developments, such a patient and considered approach has paid off.

Now, work at the £1bn commercial property development is well underway, including the completion of a new £15m link road and the creation of a new £180m hotel district. This progress has been bolstered by the recent announcement that more than 180,000 sq ft of offices and a 1,500 space multi-storey car park will be created on-site, all connected to the transport interchange by a brand new £6m foot and cycle bridge.

Most notably perhaps is the news that The Hut Group, one of the world’s largest online beauty and wellbeing businesses, will be developing 1m sq ft of office and studio space at Airport City Manchester, a move that will support up to 10,000 jobs over the next three years. Of course, generating this level of momentum isn’t always easy, and whilst it’s not a foolproof formula, committing to a long-term strategy, informed by a credible proposition, helps provide the best possible conditions for success.

0800 849 97 47 www.airportcity.co.uk

www.gmchamber.co.uk

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CULTURAL APPETITE SECTOR REPORT

ARTS, CULTURE & LEISURE

After a decade of austerity museums are having to be more business-like and offer visitors new experiences.

Despite the cuts there remains a real appetite for arts, culture and heritage in this country.

Ceri Horrocks, Salford Museum and Art Gallery

“Today you have to diversify to make a museum successful, exhibiting alone does not pay the bills. For instance you also have to make best use of your space and we are fortunate in that we are able to let out our rooms for corporate hire and entertainment.”

The Victorian Gallery at Salford Museum and Art Gallery ( photo:Nick Harrison)

Ceri Horrocks, Heritage Development Manager at Salford Museum and Art Gallery, is perfectly frank about the impact of a decade of austerity on the nation’s museums. “Cuts to local authority budgets have had a massive impact and affected everyone across the board,” she says.

She adds that the experience has fundamentally changed the mindset of all museums and galleries too. “It

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has changed how we have to think. You have to try and run events that make money and be more business-like. As a sector we have really had to develop those skills. All museums are finding it tough, it does not matter whether you are a big museum or a smaller one. It can really be hit and miss in terms of what funding you get.”

Horrocks says in particular it can be very hard to apply for external funding

to cover your core costs such as for building repairs. “This is a real issue for us as we are based in a Grade 2 listed building. It means we are constantly looking at the wider regeneration plans for the area and whether we can tap into that.”

The point is echoed by retired Colonel Brian Gorski, chairman of the Fusilier Museum in Bury which gets 25,000 visitors a year. “When

we moved to our present site back in 2009 we were lucky in that it took place just before the era of austerity kicked in and we were able to fund our rebuild from various sources. Today that picture has changed completely and there is tremendous competition for funds. Money is simply no longer available as it was before, and this is the new norm that museums are dealing with.

Community Despite museums having to become more business-like, Horrocks stresses that serving the local community remains at the heart of their ethos.

“Local museums have a really important place in their community and as part of that we remain a free museum. I think that’s vitally important, especially when you consider that a family could easily spend £40 on just going to the cinema. Despite the cuts there remains a real appetite for arts, culture and heritage in this country, and we have managed to still put on a really good programme of events in recent years, and our visitor numbers have remained good.”

Further to Gorski’s point about diversifying, she adds that in today’s world it is important that you offer something as an alternative. “People are looking for experiences more and more.”

She cites the example of how as part of the Royal Academy’s 250th anniversary Salford Gallery, and nearby Ordsall Hall, have been making the most of its collection of works by Royal Academicians, displaying some pieces for the first time in several years.

Complemented by loans from other institutions, the exhibition – which runs until February next year - includes prints, drawings and sculpture. Highlights include works by LS Lowry, David Hockney and Edward

Burne-Jones. As Horrocks adds: “The Academy invited partners from across the country to take part in their celebrations and we saw it as a real opportunity.”

Salford Talk of Lowry and I ask her whether Salford Gallery – which holds one of the largest collections of art in the Manchester area – still rues the loss of its Lowry collection which was moved to the new Lowry museum at Salford Quays.

“We are actually busier now than when we had the Lowry collection here,” she diplomatically replies. “Although we still get people visiting and wanting to see the Lowry collection all these years later. It’s been great to have two Lowry paintings here as part of the Royal Academy show.”

Horrocks adds that because of their location beside the University of Salford, raising awareness of the Gallery via such a show is particularly important. “We do struggle a bit because we are outside the city centre. We may only be a half hour walk away but there is still a divide in people’s minds a bit.

“That said, this area of Salford is undergoing a lot of change with the Chapel Street development, and it is our job to persuade people to come and visit Salford rather than always heading to the city centre.”

Anniversary One anniversary that has really captured the imagination of the nation is the centenary of the First World War, and Gorski says this has been a great opportunity to bring in more visitors to his museum. ´68 www.gmchamber.co.uk

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In particular the museum has just opened an exhibition detailing every Victoria Cross won by a Lancashire Fusilier in the First World War (see below). As he adds: “With any exhibition you have to strike a balance between education, appealing to the public, and making money for the museum, and this exhibition is a perfect example of that.

“It is the very first time we have brought all the Crosses together, although sadly we cannot find one of the medals. Six were already here at the museum, another eight we are loaning from the Lord Ashcroft collection in the Imperial War Museum, and the rest are privately owned. As part of

18 FOR 18

The Victoria Cross is the highest recognition for valour ‘in the face of the enemy’ that can be awarded to members of the British and Commonwealth armed forces of any rank in any service, and civilians under military command.

As such the Fusilier Museum in Bury is expecting its ‘18 for 18’ exhibition of every Victoria Cross won by a Lancashire Fusilier in the First World War, which runs until December 13th, to be very popular.

the exhibition we have also unveiled a memorial to the 18.”

Gorski adds that another successful revenue stream for the museum has been its archive of First World War pictures and documents, a research facility which it charges for. “In recent years, with the centenary of the War, we have had a lot more interest from people wanting to find out more about relatives and wanting to access documents. For instance we have a number of diaries belonging to soldiers.

“Next year is also the 80th anniversary of the start of World War Two so we expect that will generate further interest in the archive and the museum as a whole.” w

Today you have to diversify to make a museum successful, exhibiting alone does not pay the bills Brian Gorski, Fusilier Museum

Brian Gorski with descendants of war hero Joel Halliwell

To add intrigue to the exhibition, one of the Crosses remains missing, that belonging to Lieutenant Colonel Bertram Best-Dunkley who died from his injuries at Passchendaele in 1917. The medal has been missing since 1983 when it was owned by a collector in Canada.

Brian Gorski, chairman of the museum and a retired colonel from the regiment, said: “It is important to remember those who fell and helped

to secure our freedom as a country on the centenary of the end of the First World War. It is always important to us in the regiment, because it is part of our history and identity that we remember those who died in the regiment. 18 for 18 tells the extraordinary stories of the 18 men that displayed the ultimate courage in the line of duty, from the Gallipoli peninsula in Turkey to the Western Front in France.” w

PEEL PARK RESTORATION

Salford Museum and Art Gallery ( photo:Nick Harrison)

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The completion earlier this year of a redevelopment of neighbouring Peel Park has brought added benefits for Salford Gallery. As Ceri Horrocks adds: “The park is an important element of our offer so that you can appeal to people who might make a day or morning of coming to both the park and gallery. It also shows how museums cannot really exist in isolation. The museum and park actually opened together back in the

19th century and in recent times we have lost that link a little, so it’s good to be bringing it back.”

The newly renovated park includes maps, wayfinding and interpretation panels that tell the story of one of the oldest parks in the country, originally opened in 1846. The statue of Joseph Brotherton, the first MP for Salford and campaigner for public parks, has also been returned to the park complete with a new granite plinth. w

REGIONAL

UPDATES Greater Manchester Chamber of Commerce is located in the heart of the city centre, but its 4,500 members can be found right across Greater Manchester’s ten local authority areas.

The following pages provide a summary of what’s been happening in and around the regions that make up the UK’s largest Chamber.

Image: Eden Photography www.eden-photography.co.uk

REGIONAL UPDATE

BOLTON

£1BILLION MASTERPLAN takes significant step forward Bolton Council has confirmed in principle over £250m of private sector investment funding to replace the Crompton Place Shopping Centre on Victoria Square with a new state-of-theart retail and leisure destination as the first phase of Bolton’s ambitious £1bn town centre regeneration masterplan.

The project represents a major new component of the Northern Powerhouse initiative.

Working in partnership with the Department for International Trade (DIT) and Greater Manchester Combined Authority (GMCA), the Council has secured the involvement of Bolton Regeneration Limited (BRL), a private consortium led by investment and development specialist, Midia.

BRL has in turn secured strong interest from a number of major institutional investors and agreed heads of terms with Beijing Construction and Engineering Group International (BCEGI) to join the consortium.

The final selection of the preferred investor will be made in conjunction with Bolton Council and its property advisors.

A spokesperson from Midia said: “This investment is a fantastic opportunity for one of Greater Manchester’s largest towns to establish itself as major player within the Northern Powerhouse. Midia has extensive experience in partnering with public sector organisations and we look forward to working closely with Bolton Council to deliver a programme of regeneration that secures long-term economic growth for the town.”

BCEGI is also an equity and construction partner in the £1bn Airport City project at Manchester Airport, and the preferred contractor for the new £1bn Salford mixed-use development, Middlewood Locks.

Property management company JLL will continue to manage the existing retail space, which contains 46 retail units, kiosks, office accommodation and a 285-space car park covering more than 280,000 sq.ft. w

BOLTON BUSINESS GROUP pledges to help thousands more Boltonians The Bolton Family has pledged to expand its group and support the delivery of the Bolton 2030 vision in all elements of its work, reaffirming its commitment to local people.

Made up of over 30 public and private sector organisations from both the public and private sectors, the Family (pictured) has joined together to support the communities in which they operate.

Key members of the group include Seddon, Bolton FM, Warburtons, Bolton Wanderers Foundation Trust, Asda, Keoghs solicitors and Barclays.

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At its latest meeting, attended by the new Chief Executive of Bolton Council Tony Oakman, the Family discussed its charity initiatives and outlined its vision to the new council chief.

Since forming in November 2014, it has worked on several community projects within the Bolton area in close collaboration with charity organisation Urban Outreach.

The charity’s work places particular emphasis on food poverty, homelessness, training and employment, and ensures it underpins the Bolton 2030 Vision. w

REGIONAL UPDATE

Alliance Learning Celebrates 26TH ANNUAL AWARDS EVENING Apprentices and employers from across the North West attended the 26th Annual Alliance Learning Awards evening.

The ceremony, which recognises and rewards the hard work and commitment of learners and the businesses that support them, was held at The Horwich RMI for the second year running.

The evening was attended by local businesses, learners and their families as well as members of the Alliance Learning Board of Trustees, the Deputy Mayor of Horwich, local MP Chris Green, and representatives from Lancashare, Mancheshare, Greater Manchester Learning Provider Network, GTA England, and event sponsor MBDA UK. Guest speakers included Pete Conor of Pure Companies and Alex Kitchen of Velden Engineering who both shared their own experiences of being apprentices. w

This year’s Apprentice of the Year award, which recognises the person who has shown exceptional commitment to their training programme throughout the last year, went to David Thomas of William Hare Group (pictured).

SEDDON begins work on Stubbins Lane development

One of the UK’s largest privatelyowned contractors and house builders, Bolton-based Seddon, has begun work on the £7.9m development of 57 independent living apartments in Ramsbottom.

Located on Stubbins Lane, the one, two and three bedroomed apartments for Adlington will be designed for those aged 65 and over.

The development will provide on-site care for future residents and also feature a table service restaurant, homeowners’ lounge, hairdressers, guest suite and activities studio.

The site is situated close to Ramsbottom town centre with access to local shops and services, as well as having good transport links to Bury.

Ed Wootton, Regional Director from Seddon, said: “Assisted living is a sector that we know very well and our team have extensive experience of delivering this kind of project to a high standard.

“Developments that combine highquality living space, on-site amenities and access to care and support are becoming increasingly popular for members of the older generation looking to downsize to a home that better fits their needs.

“This complex will offer an ideal space for residents to live and socialise and we look forward to working closely with Adlington to deliver it.”

The development is expected to be completed by the autumn of 2019. w

BURY

St. Modwen signs agreement to bring forward CHAMBERHALL BUSINESS PARK St. Modwen has signed a development agreement with Bury Council to bring forward a major employment site in Bury.

Chamberhall Business Park is a prime location on a prominent 17-acre site off the A58 Peel Way, close to Bury town centre, the motorway network and Metrolink station.

The first phase of the scheme will comprise of business accommodation, ranging from 2,500 sq.ft. to 25,000 sq.ft.

David Nuttall, Senior Development Manager for St. Modwen Midlands & North, said: “The business park is in an excellent location with real potential and fits well within our development programme in the region and strategic objective to accelerate commercial development activity.

“Chamberhall is the only employmentled scheme of this size in the near term in Bury and will provide first class accommodation to allow local businesses to grow and expand, as well providing the facilities for Bury to attract new inward investment.”

The Park is seen as a strategically important development opportunity and is highlighted within the Bury But Better Vision and Development strategy, due to its location and connectivity. It also forms part of the Association of Greater Manchester Authorities’ investment pipeline.

St. Modwen will now work through the various requirements of the development agreement in preparation for the submission of a planning application for the site. w

Signing the development agreement are (from left) Pat JonesGreenhalgh, interim chief executive of Bury Council; Cllr Rishi Shori, leader of Bury Council; and David Nuttall, Senior Development Manager for St. Modwen Midlands & North.

Waterstones set to book £750,000 SAVINGS through IP telephony upgrade Waterstones is due to save up to £750,000 following implementation of a bespoke internet telephony solution by data, networking and communications specialist Pennine.

The new centralised Voice over IP (VoIP) solution operates across the retailer’s existing IT infrastructure to serve 3,500 staff

at the leading UK bookseller.

It has replaced a network of individual private branch exchanges (PBXs) and ISDN lines previously installed at each of Waterstones’ 285 stores and offices in London and Birmingham.

Savings will be delivered primarily through removal of line rental charges, £20,000 in annual telephone switch fees

CROWN OIL GROUP EXPANDS with acquisition of £14m-turnover oil supplier Crown Oil Group has strengthened its brand in the South after acquiring a family-owned and managed oil supplier.

The £300m-turnover business, headquartered in Bury, has completed the purchase of Birlem Oil for an undisclosed sum.

The deal for the Tottenham-based company was completed through Crown’s Speedy Fuels and Lubricants business, which operates from London. Birlem, which has been run by the Buckley family for more than 50 years, turns over

£14m and will take the headcount at the familyowned Crown Oil Group to 1,500 staff.

The deal will expand the presence of Speedy in the South East, giving the company three depots in the east, west and north of London, from which it will supply diesel, red diesel, fuels and lubricants to businesses.

The two companies had previously worked together until the opportunity arose for the acquisition. As part of the deal Birlem operations director Kirk Buckley will remain with the business to ensure a smooth transition.

Matthew Greensmith, managing director of Crown Oil Group, said: “We are delighted with the acquisition of Birlem, which gives greater coverage in the South East to our Speedy brand.

We have worked with the Buckley family for a number of years and they share the same values as us, so the business was a natural fit for the group.”

Crown Oil Group also offers fuel related environmental services (fuel testing, fuel polishing, etc.) and has interests in utilities connections, gas supply and uPVC building products. It was established more than 70 years ago by the Greensmith family. w

and the maintenance costs associated with the retail estate’s PBX network. In addition, calls made between stores are now free, with each simply treated as an extension.

Over the term of Pennine’s contract this means the bookseller will benefit from net savings totalling between £500,000 and £700,000. w

Planning application to REGENERATE FORMER PAPER MILL SITE Ambitious plans to provide housing and regenerate the former East Lancs Paper Mill site have moved another step forward.

A formal outline planning application has now been lodged with Bury Council for up to 400 homes to be built on the 23ha brownfield site.

Bury Council and Homes England (the Government’s housing agency), as joint landowners of the site, have developed the proposals for the vacant site. As well as housing, the scheme proposes large areas of open space fronting onto the River Irwell, and new sports provision including the relocation of the existing cricket ground to the Tower Farm part of the site.

The application features family housing involving a mix of detached, semi-detached and terraced properties together with some apartments, including a proportion of affordable housing (subject to viability) in line with council policy. The final mix of housing types will be decided at a later date. w

www.gmchamber.co.uk

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REGIONAL UPDATE

MANCHESTER

Plans to make ALBERT SQUARE a world-class events space

MANCHESTER - BEIJING service is a major catalyst for the northern economy

square and extending the square’s pedestrianised areas.

The design of the reconfigured square will also enhance its safety, security and accessibility, removing the need for the current concrete barrier around it and offering better infrastructure for major events.

Albert Square already hosts popular events including the Christmas Markets and Manchester International Festival’s ‘Festival Square.’ w

The North of England is reaping the rewards of its ever-stronger ties with China, according to new research.

Driven by two years of direct flights between Manchester Airport and Beijing, levels of growth in trade, tourism and knowledge exchange between the North and the Far East are outstripping the national average.

In particular Chinese companies are increasing their investments in the North, furthering a trend sparked by President Xi Jinping’s historic visit to Manchester three years ago.

“The China Dividend: Two Years In” report has tracked the economic, social and cultural benefits that have been felt across the North in the two years since direct flights began.

The findings of the study by independent consultants Steer Davis Gleave include:

architects and designers including Gensler, Hassell, Faulkner Brown Architects, Incognito, Michael Laird Architects and tp bennett.

The spaces will be called Heartspace, Health & Wellbeing, Engage, Smart & Connected, New

Analogue and Escape, and will showcase a range of workplace settings incorporating cutting edge design ideas and products. The event is free of charge for Greater Manchester Chamber of Commerce members involved in architecture, design, commercial property and construction.

The event runs from December 4-6 at INNSIDE, First Street. Mix Week Manchester will also feature MixInspired, a free to attend seminar including a panel of industry leaders sharing their thoughts on the future of the workplace. The week culminates with the Mixology North Awards at

An artist’s impression of how Albert Square could look

Proposals have been unveiled to transform Manchester’s historic Albert Square.

The outline plans, which would see the square enlarged by around 20% to significantly enhance its role as a major events space, are part of the ‘Our Town Hall’ project to protect and enhance the Grade I-listed building and its setting.

The proposals involve limiting traffic access to only the Princess Street side of the

REGIONAL UPDATE

WORKPLACE DESIGN EVENT comes to Manchester

A brand new workplace design event that will celebrate the best national and international design products comes to Manchester in December.

The Mix Design Collective, which is part of Mix Week Manchester, will see six themed spaces curated by leading

• A 38% increase in the number of • • • • •

Chinese visitors to the North since 2016 – a growth rate higher than both London and the UK average.

The UK average is 30% The average spend per visit in the North West increased by 94% to £2,167 and is now 5% higher than the national average The number of Chinese students in Greater Manchester has grown 9% in two years vs national growth of 4% A 114% increase in Northern students gaining Chinese internships, with more than 70% from low income backgrounds The Manchester-Beijing route has grown faster than any other UK-China route that has been in operation for more than 12 months Export values from Manchester Airport to China grew 41% to £1.29bn in the two years after route launch, while national values fell 30%. w

Manchester Central on December 6.

Marcie Incarico, Managing Director of Mix Group, said: “We are very excited about Mix Design Collective and look forward to revealing the workplace experiences being created by leading designers and manufacturers. We are passionate about commercial interior design and creating exceptional live experiences with compelling content.

And what better place to launch the inaugural Mix Design Collective than in our inspirational, thought leading home city of Manchester.” w To register or for more information go to mixdesigncollective.co.uk

UNIVERSITY LAUNCHES INTERNATIONAL SEARCH for North Campus Development partner The University of Manchester’s Board of Governors has approved a proposal to seek a corporate partner to develop its North Campus site in Manchester city centre into a world-class innovation district over the next 20 years.

This development is made possible by the scheduled move of the University’s engineering schools to the new multi-million Manchester Engineering Campus Development (MECD) adjacent to

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the University’s main Oxford Road campus, in 2021.

The University expects that the mixed-use site will attract research, development, cultural and technology companies, as well as accommodating new residential space.

The area and buildings for development are around Sackville Street and adjacent to Piccadilly Rail and Metrolink stations. The plan is to develop the 29-acre site into a research and business campus,

where the world’s most valuable ideas will be transformed into reality.

The development is projected to generate potentially up to £2 billion of growth over the next 20 years or more for the local economy and to create up to 6,000 jobs. It will also help to ensure the long-term financial strength of the University by delivering a continuing future income stream for investment in the University’s educational and research activities. w

OLDHAM

Work set to start on HOLLINWOOD JUNCTION £35m plans to deliver 30-acres of employment space, community leisure and housing in Hollinwood have moved a step closer with work to dismantle a redundant gasholder on the site.

The Hollinwood Junction development, which is being delivered by a partnership between Langtree and Oldham Council, is set to create 760 new jobs in total.

The site benefits from excellent transport links (road and tram), which create an opportunity to establish a regionally important employment destination at a key gateway site into Oldham.

The National Grid has written to local residents and businesses to make them aware of the start of works to dismantle the 100-year-

old redundant gasholder. The work will be undertaken by specialist contractor Erith and is expected to be completed early in the New Year.

The removal will free up further land for development which will contribute to the creation of 150,000 sq.ft of high-quality business and employment space.

Councillor Sean Fielding, Leader of Oldham Council, said: “This is a really significant milestone in delivering what will be a remarkable asset for Oldham.

“Hollinwood Junction has already attracted a lot of interest from major brands, which is not surprising due to its excellent location. With work now beginning to clear the site we are a step closer to creating jobs, boosting the local

economy and improving the appearance of the area.

“This development underpins our ambition for Oldham. We want to create a credible alternative business location to Manchester city centre, based upon better value and direct regional transport links.”

As part of the Hollinwood Junction project, Euro Garages has already begun work to build a £2m petrol filling station on the old Roxy Cinema site which will include a convenience store and bakery, creating 30 jobs.

When fully developed the Hollinwood Junction site will be home to employment space, community leisure and retail, up to 150 family homes and 760 new jobs. w

ZENOFFICE exceeds half year targets

Office supplier ZenOffice looks set to achieve a record breaking 2018 with 17% sales growth after six months.

Realising growth across all seven divisions, ZenOffice has seen particularly strong growth across MPS, Print & Promotion and Workwear all growing more than 20%. The business has also been awarded the Xerox Gold Concessionaire Partner of the Year for the second year.

Bruce Davie, ZenOffice Managing Director (pictured), said: “Our strategy of providing a differentiated offering continues to pay dividends, with growth across each of our seven divisions. Our acquisition by OfficeTeam and the coming together of these two great businesses has already helped to further develop Zen.” ZenOffice was acquired by OfficeTeam in April and continues to be run independently under its existing management but with the ability to leverage the scale and expertise of OfficeTeam. w

Award for OUTSTANDING LEADERSHIP Craig Dean, Chief Executive of Web Applications UK, won the Leadership Award at the Big Chip Awards, a regional tech industry awards competition organised by Manchester Digital.

Dean is also Chair of Oldham makerspace Hack Oldham and a Director of Oasis Community Learning.

Other winners on the night included household names such as Co-op Digital and BT. Said Dean: “What’s made me so happy is to see these tech

companies recognise how important it is for us to actively support people into the industry, particularly young people.”

Dean’s win continues a successful spell of accolades for Web Applications, which was also awarded the Investors in People hallmark earlier this year, and the Princess Royal Training Award in 2017.

His dedication and innovative approach to employee learning and development was a key part of the win which comes as the 2018 Web

Applications UK industrial placement cohort begin their training at the company.

The placement students, on a sandwich year from university, will spend 12 months in industry and develop an intimate understanding of working at a software development house.

The scheme has already launched the careers of hundreds of young engineers, many of whom have gone on to occupy senior roles at Web Applications and throughout the sector. w

www.gmchamber.co.uk

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REGIONAL UPDATE

ROCHDALE

Expansion scheme begins at Warehousing capacity DOUBLED the unit offers two-storey modern and engineering KINGSWAY BUSINESS PARK Infrastructure offices and reception, and eight specialist Taziker Industrial is

Construction has started on 11 new industrial units at Kingsway Business Park ranging in size from 3,000 sq.ft to 15,500 sq.ft.

The speculative development called Logic@Kingsway will be completed in March 2019 and will offer occupiers small units to rent next to J21 of the M62.

Barnfield Construction will build the units with Wilson Bowden acting as project managers on the development which totals 60,000 sq.ft and will be owned by Rochdale Borough Council.

Councillor Aasim Rashid, Assistant to Cabinet Member for Regeneration at Rochdale Borough Council, said: “Kingsway continues to be one of the UK’s best performing business parks,

bringing significant investment to Rochdale and creating more than 3,000 new jobs. The addition of these small units brings greater opportunities to companies across the borough and will attract other new businesses that are looking for high-quality industrial units with direct motorway access.”

Nick Davies, Construction Operations Director, Wilson Bowden, said: “These are exciting times for Kingsway and this small unit scheme will enable local occupiers to move to high quality premises on the business park.

There is strong demand and our agents are already in discussion with a number of companies which are interested in taking space.” w

almost doubling the size of its fabrication manufacturing capacity by relocating from Bolton to Birch Business Park, Heywood, Rochdale.

The deal was brokered by the Manchester office of real estate advisors Colliers International.

Taziker, the specialist provider of steelwork, scaffolding, surface preparation and coatings, civil and industrial services, has taken a 10-year lease on the refurbished 43,417 sq.ft. unit on Whittle Lane, Heywood.

Relocating from Lodge Bank, Crown Lane, Bolton, Taziker employs about 550 staff with other offices in Scotland, Plymouth, York, Middlesbrough and Cardiff.

As well as its 38,014 sq.ft of fabrication manufacturing capacity,

overhead cranes.

Taziker’s move means Birch Business Park, comprising of 392,000 sq.ft of industrial, manufacturing, warehouse and office accommodation across 32-acres, is fully let. Landlord and developer Yeargate is currently finalising plans for two speculative build units of 13,000 sq.ft.

John Sullivan, Director, Industrial and Logistics at the Manchester office of Colliers International, said: “This was a very good deal for both tenant and landlord. Unit C was the last remaining vacant unit on the estate, with the move providing evidence of Taziker’s confidence in its growth prospects and confidence in Birch Business Park as a location.” w

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Middleton-based business helps clients sell more of their products and services, thereby increasing their market share and making their businesses more profitable.

Operating primarily in the B2B arena, clients range from larger language service providers to direct end clients, among them renowned multinational organisations.

The company was praised for its Translator Academy, which welcomes newcomers to the translation industry, providing first-class training, coaching and mentoring for their professional development. w

SALFORD

Salford Reveals UNIVERSITY DISTRICT VISION A vision to bring together five different development zones to create a new city district with a world class centre of learning, collaboration and industry at its heart has taken a step forward.

More details of The Crescent masterplan – the joint initiative

by Salford City Council and the University of Salford – are to be outlined at public consultation sessions.

The masterplan, by 5plus Architects, outlines a new innovation district with incubation space for business start-ups and SMEs, as well as a new health village with GP services and expanded nursery provision.

There are also plans for a range of new housing from family homes with gardens to a 30-storey tower, and a new civic and cultural gateway celebrating the area’s culture and

heritage assets.

A key theme of the proposals is the radical improvement of the public realm, establishing strong physical links with the surrounding communities with new walking and cycling routes connecting through the campus to The Meadow and Peel Park. There are also plans for a new linear park running behind The Crescent.

There would also be new student accommodation, improved and extended sports facilities, a conference centre and hotel, new food and drink around the Old Fire Station, and an emphasis on culture and the arts to create a world-class destination.

Salford City Mayor Paul Dennett said: “This is an ambitious masterplan that combines the resources of both University and city to create a truly integrated

INNOVATIVE ‘work-ready’ partnership announced

(L-R) Jason Challender, Director of Estates, Karen Fairhurst, Project Manager at Morgan Sindall and Sunil Vadera, Head of the School of Computing, Science and Engineering.

LKT Wins Business of the Year Award Proof that LKT provides professional translation services that exceed customers’ expectations in a deadline-driven industry, culminated in winning the Business of the Year Award at the seventh annual Rochdale Business Awards.

Director Louise Killeen said: “We are delighted to have been awarded this prestigious accolade, which reflects the hard work and dedication of our team both on-site and across the world. We’re proud to be the local company with the global reach.”

By communicating customers’ local messages to their global markets, the

REGIONAL UPDATE

The LKT team at Rochdale Business Awards

Construction and Infrastructure company, Morgan Sindall, and the University of Salford have announced a new partnership to help students enter the employment market in a more ‘work ready’ state.

Focused on enhancing the employability credentials of undergraduates, the partnership builds on work already undertaken with the university to combine leading academic insight with real world experience and learning.

Central to its commitment to develop a ‘future-fit’ workforce,

Morgan Sindall is using its growing portfolio of projects in the Salford area to provide on site experience to undergraduates, as well as supporting PhD students by providing research opportunities within the company.

Members of the team will also continue to undertake regular lectures at the University’s School of the Built Environment (SoBE), as well as offering regular site visits, workshops and experience in preparing project proposals for design, planning, costing and development.

Sam Grogan, Pro ViceChancellor for Student Experience at the University of Salford, said: “The best way to producing students who are fully equipped for the demands of the modern workplace is to work as closely as possible with industry to create and deliver flexible, agile courses, and to provide our students with the work experiences that will give them the skills required. This partnership with Morgan Sindall will do just that for many of our students.”

Morgan Sindall currently employs 18 University of Salford alumni in its North West region and has eight staff members currently studying there. w

The University District

new city district that will open up new education and training opportunities and provide a host of spin-off benefits to the adjoining neighbourhoods and city region.

“Improved sports facilities open to the community, a new concert and events venue, and a cluster of independents offering food and

drink around the Old Fire Station will all expand this learning quarter of the city.

“We look forward to sharing this vision and want to hear and understand people’s views.” w Visit www.salfordcrescent.com for more information.

ANDREW FLINTOFF launches broughton house blazers

The Chelsea Pensioners have their scarlet coats – now veterans living at Broughton House, the Salford home for ex-servicemen and women, have their own unique regalia.

Designers at Manchester-based N Brown Group have produced 200 blazers, along with trousers, shirts and ties, for the veterans to wear when they are on parade or attending events.

The initiative is part of the company’s Make a Difference charity drive to support good causes.

Cricket legend Andrew ‘Freddie’

Flintoff, who is the ambassador for N Brown Group’s Jacamo menswear brand, officially launched the blazers at Broughton House. w

Freddie Flintoff with Broughton House resident George Simms

Salford gets £3.2 MILLION BOOST from developers Schools, housing, trainees, parks and the Bridgewater Canal all benefited from Salford’s building boom last year.

Developers paid out £3.2m in Section 106 (S106) contributions last financial year which are designed to mitigate the impact of their development. Just over £1m of that money came from clawback agreements.

Councillor Derek Antrobus, lead member for planning and sustainable development, said:

“That money has or will help to provide construction training for local residents and expand local schools, as well as help carry out a range of improvements. Among the projects are children’s play equipment, and improvements to Walkden rail station and towpaths on the Bridgewater Canal to create new cycling and walking routes.

It has also helped provide new, affordable homes on the Burgess Farm and Birch Road developments in Walkden.” w www.gmchamber.co.uk

75

REGIONAL UPDATE

STOCKPORT

REGIONAL UPDATE

INNOVATIVE INTERCHANGE and new town centre park get go-ahead

From Old England TO NEW ENGLAND A Stockport business has recorded its first export success to the United States.

Bariquins, which produces bariatric (obese) sized training mannequins, received a request to supply one of its 25-stone mannequins to a hospital in New Hampshire, USA. The hospital is using it to help train nursing staff in how to safely move obese patients.

Chris Jarratt, Managing Director of Bariquins, said: “We do intend to concentrate on America but as we only came to market in March 2017, those aims are two years away. This order could be a catalyst that reduces that timescale.”

Bariquins are designed for training emergency personnel, healthcare professionals and those in similar occupations to undertake the moving and handling of plus-size people safely, efficiently and with dignity.

Bariquins is based at the Stockport Business & Innovation Centre. w

Transport Interchange

Proposals for the multi-million-pound redevelopment of Stockport’s bus station have been given the green light by the Greater Manchester Combined Authority (GMCA).

The plans also feature a two-acre public park and high-quality residential development.

Funded by Transport for Greater Manchester (TfGM), Stockport Council and the GMCA, the development is planned for the site of the existing Stockport Bus Station alongside the A6 and Mersey Square in the town centre. The scheme will help continue the radical £1bn transformation under way in Stockport town centre.

Proposals include: a fully accessible, covered passenger concourse in the interchange with seated waiting areas better and easier routes to the town centre and rail

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The Market Place

badge for local products to show off the fact they are made in the town.

Dylan Moore, owner of Aqua Design Group, commented: “I’m proud to be based in Stockport and wanted to create a way for the

JAMIESON secures place on Network Rail and TfGM frameworks Jamieson Contracting has continued its growth by successfully securing a place on both of Network Rail’s five-year Buildings and Civils framework for the London North Western (LNW) route, North and South.

The framework is scheduled to have a multi-million pound spend across the two LNW routes and will include building projects such as station refurbishments, ticket offices, catering facilities, cycle storage and much more.

The success builds on Jamieson Contracting’s experience over the past few years where it has been part of more localised frameworks and carried out works for regional transport organisations such as Transport for Greater Manchester (TfGM), Metrolink and for West Yorkshire Combined Authority.

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For more information visit www.tfgm.com/stockport-interchange.

town and businesses within it to shout about what they are doing.”

The badge, which can be supplied in a digital form to be put on websites, business literature and stickers, can be purchased from Aqua Design Group. w

The Rochdale Underpass

Bay Freight has become the latest member of the Hazchem network of carefully selected hauliers that provide safe transportation of hazardous goods across Europe.

Stalybridge-based Bay Freight was established in 1960 and will now augment its operations with a daily input into the

•

Young, entrepreneurial businesses looking for centrally located office premises can now benefit from the transformation that is taking place within Stockport’s historic Market and Underbanks area.

Merchants House, originally occupied by the Post Office in the 1820s and by the Bank of Stockport in the 1850s, is located in the heart of the Market Place and provides modern, flexible office accommodation.

Businesses can also access a range of one-toone business support and workshops, making the centre ideal for start-ups and entrepreneurs.

The building is owned by Stockport Council and managed by Oxford Innovation. w

These projects have included building and infrastructure works such as the award-winning restoration and refurbishment of The Rochdale Underpass. Other completed projects include bus station refurbishments at Leigh, Bury and Wythenshawe, as well as a car park refurbishment for Network Rail in Maidenhead.

Director Andrew Jamieson said: “We are very proud to have been announced as one of the successful bidders on such a high-profile framework. This is the culmination of months of hard work by all of the team as well as a proven track record of quality delivery in this sector for valued clients such as TfGM and Metrolink. We are keen for this opportunity to be a great launching point for future success and look forward to working with Network Rail.” w

BAY FREIGHT EXPANDS into the ADR market

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OFFICE SPACE AVAILABLE in the heart of Stockport

MADE IN STOCKPORT Badge From hat making to brewing award-winning beer, Stockport has a long-established record of manufacturing.

With this in mind, Stockport creative Aqua Design Group has created a Made in Stockport

station for pedestrians and cyclists. This includes upgrading the section of the Trans Pennine Trail alongside the River Mersey and interchange, and a lift between the interchange and A6 bus and train travel information screens and a new Travelshop for tickets and information 20 bus stands, providing capacity for future growth in bus services a new town centre park and public space, with level access directly from the A6 a residential development off Daw Bank with up to 200 apartments and associated car parking enhanced CCTV across the interchange cycle parking

TAMESIDE

TEAM EXPANSION for AVDanzer

Denton-based modular building manufacturer AVDanzer has made a number of new appointments and internal promotions following an extremely busy first quarter.

Tim Comley has joined from pre-owned building specialist Ashby and Croft as Business Development Manager. He will be working across the UK to identify opportunities with local authorities for new education schemes, healthcare developments, welfare accommodation and offices.

Dan Heenan has also been appointed from within the team to the role of Health and Safety Officer, while Amy Wilson has joined the team as Production and Pricing Administrator.

The company, first established in 1987, now employs more than 100 people across its sites in Manchester, Nottingham and London, and has a turnover in excess of £14m. w

Hazchem HUB at Rugby.

Danny Bailey, Managing Director, said: “Joining the Hazchem network is a great development for Bay Freight. We are pleased to offer new and existing customers this specialised service and are proud to be a member of this fantastic network renowned for its quality and robust service levels.” w

Ashton Old Baths celebrates first year of DIGITAL JOBS SUCCESS Tameside’s pioneering digital hub has celebrated a successful first year of creating jobs and growth.

Ashton Old Baths was transformed from a derelict Victorian swimming pool into a vibrant business centre, designed to foster a digital community of innovators in Tameside.

Creative companies have been eager to be involved in the centre’s community, with office space 100% full for several months and 70 jobs created in the centre. They include digital marketers, an engineering design company, and a TV production company.

The centre is now developing an annexe which will include a data centre and space for 75 more people to work.

Ashton Old Baths was built in 1870 and functioned as a pool until 1975. It lay derelict until 2013 when Tameside Council and Place First secured funding from the European Regional

Development Fund and Heritage Lottery Fund to restore and renovate the building.

The restoration was shortlisted for the prestigious Historic England Angel Awards in the category of ‘Best Rescue of a Heritage Site’, the Architects’ Journal Retrofit Awards and the Greater Manchester Chamber of Commerce Building of the Year. w

www.gmchamber.co.uk

77

REGIONAL UPDATE

TRAFFORD

REGIONAL UPDATE

CIVIC QUARTER will be at heart of trafford Ambitious plans to transform the area around Trafford Town Hall into a new ‘Civic Quarter’ that will become a shared public space have been unveiled.

The Civic Quarter project which covers a 120-acre site taking in the Town Hall, Lancashire Cricket Club, the intended University Academy 92 (UA92), and stretching up to the A56/Chester Road - is being led by the Council along with partners Bruntwood and Lancashire Cricket Club.

The strategic vision is being created with consultancy team Planit-IE, Feilden Clegg Bradley Studios, and GVA HOW Planning.

The proposal marks a significant progression in the delivery of the Refreshed Stretford Masterplan, which includes other elements in and around Stretford town centre.

With this latest development the project now also incorporates the Town Hall end of Stretford/Old Trafford.

Part of the Civic Quarter plan includes the development of a new public piazza or ‘festival square’ - which could lie between the Town Hall, the UA92 site and Lancashire Cricket Club and which could provide an inspirational focal

AEC Wins Innovation Award

AEC team receiving their award.

Asbestos consultancy AEC has won the Innovation award at the UK Asbestos Training Association (UKATA) Excellence Awards 2018.

The evening was held in celebration of the Association’s 10th anniversary, and companies and individuals were encouraged to enter the awards to showcase those who have made an impact on UKATA and the wider industry.

AEC entered Hazard House into the Innovation category to be recognised for revolutionising the

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MULTI-MILLION-POUND INVESTMENT for Wigan company

The Civic Quarter

point for celebrations and events throughout the year.

A redefined ‘processional route’ could also amplify the connection between two world-class sporting venues - Lancashire Cricket Club and Manchester United, fused by Trafford Town Hall.

Daniel Gidney, Lancashire Cricket Club Chief Executive,

way in which delegates learn about asbestos and Legionella.

The new training facility allows delegates to interact with mock asbestos installations and Legionella hazards in situ within a realistically sized and constructed building.

Bob Harris, Technical Director of AEC, said: ‘Delivering training that is informative, meets our clients’ training outcomes, as well as being enjoyable, is not easy. It takes a great deal of effort to keep it relevant to our delegates and that constant evolution in training delivery does rely heavily on innovation on the part of training providers.

“Hazard House is revolutionary in our industry and is part of our continuing efforts to make our training delivery more and more effective.” w

said: “Lancashire Cricket Club is delighted to be a key partner in the emerging Trafford Civic Quarter Masterplan, alongside Trafford Council, UA92 and Bruntwood.

“We are proud to continue to work with Trafford in being a catalyst for further urban regeneration and economic development in Old Trafford and Stretford, including the

opportunity to develop, enhance and expand further the attractive and popular public realm adjacent to Trafford Town Hall.

“The grand vision of the Civic Quarter will transform the area into a vibrant destination, with sport, wellbeing and learning at its heart, and we are excited to be at the core of it.” w

HS brings thriving co-working space to Ardwick HS Property Group has purchased the Progress Centre in Ardwick – a 22,000 sq.ft former Victorian cotton mill.

After a £250,000 investment, the building will provide highspecification, flexible, co-working spaces to Manchester’s thriving SME, start-up and freelance communities.

The Group’s ambition for the development is to sympathetically restore the building’s period features to ensure it retains and regains its heritage, while providing a creative and inspiring space for those freelancers and small businesses which want to collaborate and innovate together.

HS Property Group’s new headquarters will be on the top floor of the five-storey building, allowing it to benefit from the

WIGAN

A major employer in Wigan borough has secured a significant financial investment of more than £15m from its Japanese parent company.

In 2016 Electric Glass Fiber UK was acquired by Nippon Electric Glass, which has demonstrated its commitment to the Hindley-based company for the next decade by investing millions into its manufacturing plant.

The fibre glass manufacturer has more than 300 employees and the primary end use of the fibre glass it creates is in wind turbine blades and replacing the steel in vehicles, trains and planes to increase fuel efficiency.

A symbolic furnace lighting event was held with the executive Vice President of NEG, Hirokazu Takuechi, flying over from Japan to perform the ceremony.

Brian Stewart, Managing Director of Electric Glass Fiber UK and member of Wigan Borough’s Forward Board said: “We’re delighted to have had colleagues from Japan and Wigan Council visit the plant and be a part of this celebration.

“We’re thankful for this investment, which will help us provide a more environmentally friendly manufacturing footprint and provide continued employment security for more than 300 employees. We’re committed to providing an impeccable service and now look forward to a bright future with NEG.” w

A CONNOLLY LTD invests in future workforce Wigan-based contractor A Connolly Ltd has taken on a new intake of apprentices in partnership with Procure Plus.

The family business, which has built a solid reputation within the social housing sector over the past 35 years, has a history of investing in communities, from work experience placements and mentoring schemes to creating legacy projects with residents.

It has taken on 12 new apprentices this year who will train in a variety of trades and work on projects across the North West and North Wales, while attending a local college

(L-R) David Searle and Guy Horne of HS Property Group outside the Progress Centre.

vibrancy co-working spaces can offer, alongside a newly renovated café and a fitness studio in the basement.

With Manchester at its core, the HS Property Group has invested more than £2m into central Manchester over the past 12 months. w

Apprentices at A Connolly Ltd

Furnace lighting ceremony

one day a week.

Kerry Whittle, Business Development Leader at A Connolly, said: “The construction sector is facing an unprecedented skills shortage with an ageing workforce and not enough skilled young people coming into the industry, a situation which looks set to be further exacerbated by Brexit.

“It has never been more important to invest in the future workforce and Connolly is proud to continue its tradition of training and employing young people from the areas in which it is working.” w

NPS NORTH WEST designs leisure centre extension

NPS North West has designed and supervised the extension and refurbishment of Ashton Leisure Centre.

The company was appointed to complete the full range of multi-disciplinary services on the project. Warden Construction was chosen, following a tender process, as the contractor on the scheme on a partnering basis.

The £3.2m scheme at the

leisure centre includes a new gym, group exercise and indoor cycling studios, a sauna, steam rooms and additional changing facilities.

A synthetic pitch and a multi-use games area has also been installed to enable group and community bookings at the site which will be managed by Inspiring Healthy Lifestyles on behalf of Wigan Council. w

POPUP BUSINESS SCHOOL for Wigan

Revolutionary start-up training company, PopUp Business School, aims to kick-start over 100 new businesses in Wigan borough.

The company has teamed up with Wigan Council to offer people the opportunity to start up their own business, regardless of whether they have experience or money to do it.

Councillor David Molyneux, leader of Wigan Council said: “PopUp Business School offer invaluable advice, guidance and support to local people who have

ambitions of working for themselves but may not know where to start.

“Arranging this course is a fantastic way for us to demonstrate that commitment and we anticipate a high take-up in places. We look forward to seeing the breadth and range of ideas brought to the table and watching them transformed into business ideas.”

Since 2011 PopUp Business School has been travelling around the UK teaching aspiring entrepreneurs how to start their own businesses. w

For more information about the free Pop Up Business School course, email liam@popupbusinessschool.co.uk or call 07841 589680.

www.gmchamber.co.uk

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AND FINALLY

Oldham means business

A year of CELEBRATION Our cover story this issue is definitely cause for celebration on more than one count. Not only were we lucky enough to have a sneak preview of Manchester’s new Emmeline Pankhurst statue, but we were joined there by Sally Lindsay, presenter of Saffron Cherry’s production, ‘Emmeline Pankhurst: The Making of A Militant’. We also got to interview the fascinating Caroline Roberts-Cherry, executive producer of the programme. (see page six).

The statue unveiling will take place in St Peter’s Square on the 14th December – a century to the day that women over 30 could vote in a General Election in England and Ireland (if they fulfilled certain property and educational qualifications). It was the first time that women could stand for election too. Several women stood and just one won her seat. But Anglo-Irish political activist Countess Markiewicz couldn’t take up her seat as she was being held in Holloway prison, accused of plotting against the British government, and refused to swear allegiance to the King. It wasn’t until 1919 that Nancy Astor became the first woman to take up a seat.

I have been lucky to meet and work with some great people this year, around the subjects of Lydia Becker, Emmeline Pankhurst and the centenary of the women’s vote. And it doesn’t end here. We’re planning more work with our partners and members to continue the story as we head into 2019. This includes working with Helen Pankhurst, Emmeline’s great, great granddaughter, to develop the Pankhurst Gender Scorecard for Greater Manchester.

Success This past month gave us even more opportunity to celebrate success. Five of our members were named North West regional winners in the Chamber Business Awards and will go through to the national stages in London at the end of November. We’re delighted for them and given the high standard of regional entries in the North West, winning these awards was no mean feat.

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I have been lucky to meet and work with some great people this year, around the subjects of Lydia Becker, Emmeline Pankhurst and the centenary of the women’s vote.

So, congratulations again to our award-winning members - Join the Dots, Kuits, NorthCoders, Bolton Young Persons Housing Scheme, and ZenOffice. And good luck for the national awards on November 29th!

Meanwhile in October our annual Greater Manchester Chamber Property & Construction Dinner saw 350 people celebrating the success of our six nominees for Building of the Year, and the overall winner, The Christie Proton Beam Therapy Centre.

There’s so much to celebrate in the architecture of our region, and these important awards are one of the industry calendar highlights in Greater Manchester (see page 26 for full coverage).

At the same event we celebrated our 2018 Apprentice of the Year, Jack Layfield of John Sisk & Son, and runner-up Ellis Payne, of Rubix Build.

This is always a popular award, with tough competition from the absolute wealth of talent in our region.

There was a sad note to the event though, with our former Vice-President and sector chair, Steve Burne, passing away that same day. Steve was involved in setting up the Apprentice of the Year award, which was renamed earlier this year as the Steve Burne Apprentice of the Year award, in recognition of his contribution.

He was always a lover of a chance to party, so it’s fitting that on the same day he passed away, friends and colleagues at the awards dinner stood to toast and applaud him, in celebration of his life.

Steve’s mantra to all of us over the past year has been to never forget that ‘life is beautiful’. Great advice for us all. w

Our investment team offer a bespoke service to businesses. We can help businesses of all sizes and sectors find the perfect solution to their business needs.

Whether you’re a start-up, established business or relocating, we can tailor our support to your requirements.

You will deal with a single point of contact to help you progress your business needs.

We can help with:

Premises – use our local knowledge and networks to find your ideal site in Oldham Finance – Oldham Enterprise Fund provides finance for businesses to start-up, grow and invest in Oldham Business support – our extensive offer and flexible approach provides support tailored to your business needs Recruitment support – through Get Oldham Working we can help you attract and employ new staff Our investment team are waiting to hear from you.

For more information on how we can support your business contact us on 0161 770 2077 email: invest@oldham.gov.uk or visit: www.investinoldham.com

BUSINESS SUPPORT FROM BURY COUNCIL • Join our Bury Means Business database today and receive useful updates.

• Business support delivered with our partners: • Start Smart / Start up • Access to finance • Growth support • Digital support • Skills / Training • Receive tailored support to improve the health and wellbeing of your workforce.

• Help to get the answers you need for your business from various council departments through one contact.

• Business Rate Relief Scheme for new commercial development (criteria applies).

• Recruitment support / Apprenticeship recruitment advice.

To register on the Bury Means Business database and to receive tailored support please contact us on: 0161 253 6535 or investin@bury.gov.uk

Stella Bowdell, Director of Membership & Events, Greater Manchester Chamber

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