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BUSINESS VOICE
CONTENTS Voice BUSINESS
Q4 2026
WELCOME 5
Ross McNally, Hampshire Chamber Chief Executive, on getting everyone on board with green technology
MEMBER NEWS 6
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Why connection matters for sustainable businesses
CHAMBER NEWS 23 Turning skills intelligence into regional activity
CHAMBER GLOBAL 26 New era as UK-India trade deal begins
CHAMBER POLICY 30 Points from the professionals
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GREEN BUSINESS 33 Unlocking Hampshire’s Green Potential
EVENTS & TRAINING 42 A comprehensive list of the latest Chamber events
FEATURES 34 CORPORATE CHRISTMAS English Sparkling Wine for festive celebrations
36 Five steps to planning a Christmas party 38 CHARITABLE CAUSES, PROMOTION & PARTNERSHIP Why family support matters in children’s hospitals
40 Ensuring vital hospice care can continue
SECTOR FOCUS 44 Hospitality & Leisure Dedication to passengers secures ‘Very Good’ rating 46 Engineering & Manufacturing Why machine hour rates matter in electronics manufacturing 49 Legal & Finance Helping business balance people and profit 50 International Trade Freeport reports strong progress 52 Skills & Training Children take on STEM challenges 54 Technology Running out of AI credits changed how I think about sustainable AI
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NEW MEMBERS 56 The Chamber welcomes new members Q4 2026 BUSINESS VOICE 3
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BUSINESS VOICE
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Voice
BUSINESS VOICE
BUSINESS
Welcome
THE MAGAZINE OF HAMPSHIRE CHAMBER OF COMMERCE
MEMBERS ARE INVITED TO SEND THEIR EDITORIAL SUBMISSIONS TO:
BY ROSS MCNALLY HAMPSHIRE CHAMBER CHIEF EXECUTIVE
PRODUCTION EDITOR David Allison E: david.allison@hampshirechamber.co.uk T: 01329 242420 MARKETING AND COMMUNICATIONS Helen Asling E: helen.asling@hampshirechamber.co.uk T: 01329 242420 HAMPSHIRE CHAMBER OF COMMERCE Fareham College, Bishopsfield Road, Fareham PO14 1NH T: 01329 242420 HAMPSHIRE CHAMBER CONTACTS Chamber membership: Jack Goodman E: jack.goodman@hampshirechamber.co.uk Chamber events and training: E: events@hampshirechamber.co.uk HAMPSHIRE CHAMBER MEMBER DIRECTORY my.hampshirechamber.co.uk/directory.html
PUBLISHED BY: Kemps Publishing Ltd 8, The Courtyard, 707 Warwick Road, Solihull, B91 3DA T: 0121 765 4144 W: www.kempspublishing.co.uk MANAGING EDITOR: Laura Blake DESIGNER: Lloyd Hollingworth ADVERTISING OPPORTUNITIES T: 0121 765 4144 E: jenni.everall@kempspublishing.co.uk
Is your workplace ready to embrace green tech?
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headache for small firms, making the shift he promise of green technology is to efficiency more urgent than ever. definitely bringing an exciting However, simply investing in the latest wave of fresh opportunities developments isn’t enough. The impacting many sectors. Innovations magic happens when we change are offering real breakthroughs how we work. both for cutting waste, HELPING BUSINESS To feel the full benefit of participation in a circular this new tech, teams also economy, and boosting BALANCE need a welcoming, forwardefficiency. PEOPLE, PLANET thinking workplace culture. True success relies on ‘True success AND PROFIT getting everyone on board. It relies on getting can mean ditching old, wasteful everyone on board’ habits, and supporting staff to learn new skills with confidence, and building a shared pride in doing things better. Yet, for many small and medium-sized By matching smart sustainable businesses (SMEs), turning this potential technologies with a supportive, openinto reality can feel like an uphill battle. The marketplace rarely sufficiently rewards minded culture, small businesses can get the value of eco-friendly practices. Right ahead of rising costs, and build values which work with the changing market demands. now, volatile energy costs are a major
PRINTERS Stephens & George Print Group W: www.stephensandgeorge.co.uk ABOUT THIS MAGAZINE Business Voice is a quarterly magazine distributed to around 5,000 members, affiliates and key businesses in the Hampshire region.
MODERN PARTNERSHIPS, 175 YEARS IN THE MAKING
DISCLAIMER Business Voice is produced on behalf of the Chamber by Kemps Publishing Ltd and is distributed to members and leading businesses without charge. The Chamber and the publisher are committed to achieving the highest quality standards. While every care has been taken to ensure that the information it contains is accurate, neither the Chamber nor the publisher can accept any responsibility for any omission or inaccuracies that might arise. Views expressed in the magazine are not necessarily those of the Chamber or the publisher. This publication (or any part thereof) may not be reproduced, transmitted or stored in print or electronic format without prior written permission of Kemps Publishing Ltd.
A Chamber of Commerce Alliance Membership reflects your place as a leading member in our Chamber. The impact of your work, support or connections enables us to realise our strategic goals and add value for our network. This recognition is an evolved form of what was once called patronages. Businesses and business leaders with an Alliance Membership will be invited to speak and present at certain events throughout the year and will be among the first to know about our signature events. On top of this, there will be invitations to work with the Chamber on engagement activity and our work shaping policy within the area. The Chamber of Commerce Alliance Membership is an approach to partnership with the Chamber of Commerce and a call to help shape the business landscapes around you. Building on the pragmatic, creative and ambitious enterprise history of which you are soon to be a proud part of.
Interested in discussing a partnership like this? Contact the membership team on: membership@hampshirechamber.co.uk Q4 2026 BUSINESS VOICE 5
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MEMBER NEWS
MEMBER NEWS THE LATEST NEWS AND SUCCESS STORIES FROM CHAMBER MEMBERS
When does communication become
connection? Why connection matters for sustainable businesses by Tomi Owodunni, Leadership Researcher & Practitioner, TomiJoy Leadership
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ustainability asks businesses to think beyond today, across environmental, social and governance considerations, to consider how we balance people, planet and profit while creating the conditions for long-term prosperity. Balancing these priorities requires difficult decisions, different perspectives and people working together to create change. That raises another sustainability question: How are our everyday ways of leading and working together sustaining or depleting the trust, relationships and energy we depend on? We communicate constantly. Yet more communication does not necessarily create greater understanding or alignment. Two capable colleagues repeatedly misunderstand each other. A manager believes they are being clear; their team feels unheard. Often, these aren’t competence problems. They’re connection problems. When these moments repeat, there is a business cost. Misunderstanding slows decisions and can diminish their quality. Friction consumes productive energy, while unresolved tension erodes trust. That shapes how people contribute ideas, innovate and choose to stay. 6 BUSINESS VOICE Q4 2026
‘The message can remain clear while creating space for people to feel heard, understood and valued’
decisions and respond under pressure. The value lies in using that awareness to communicate and connect more intentionally: to listen, seek to understand and adapt without losing authenticity. Connection is not consensus or groupthink. Strong organisations need people who can disagree, challenge assumptions and bring different perspectives while maintaining enough trust to move forward together. Connection may begin with small shifts: acknowledging the pressure people are under, listening with genuine interest, inviting questions or pausing to check understanding. The message can remain clear while creating space for people to feel heard, understood and valued.
We naturally communicate from our own preferences. Yet intention and impact do not always align. “I was trying to be clear and direct,” may be the intention. “There was no room for my perspective,” may be the impact. For leaders, it starts with self-awareness: understanding how we naturally communicate and how our behaviour may affect others. People differ in how they communicate, make
What are we sustaining? There is a useful principle at the heart of sustainability: the choices we make today shape what we will have available tomorrow. Every conversation does something similar. It can strengthen or deplete trust, openness, confidence and our capacity to work together. Difficult conversations still require honesty, challenge and accountability; what matters is how we communicate and connect through them.
Clarity is where connection starts My early career as a geophysicist and engineer taught me the value of clarity and precision. Working with clients, colleagues and teams across cultures taught me that clarity is where connection starts, not where it ends. Connection begins when we are genuinely interested in others and curious about how they experience our communication, not just how clearly, we express ourselves.
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MEMBER NEWS
HELPING BUSINESS
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Is a nine-to-five website enough in a 24/7 world? By David Harris, MD, One2Create
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ompany websites are usually good at showcasing what’s on offer. Few do much to prompt action once the office closes for the day. Most small business websites work hard during office hours and go quiet the moment everyone goes home. A visitor who arrives at 9pm with a question about pricing or availability has two choices: wait until morning or leave and try a competitor instead. More often than not, they choose the second; each of these exits is a lead lost before anyone finds out it existed.
Why do staff spend so much time answering the same questions? The problem carries into the working day too. Staff spend a lot of their time answering the same handful of questions on repeat, which is time pulled away from tasks that actually need human judgement. This is the gap that AI-powered chat assistants have been designed to fill. It’s software that answers routine questions accurately by using content the business already has, so staff are freed up from fielding every enquiry themselves. Communication becomes connection when it creates the understanding and alignment that make that possible
Before your next important conversation, consider: • What am I really trying to communicate? • How might the other person experience it? • What would help us understand each other better? Commitments to people, planet and long-term prosperity do not deliver themselves. They require people who can navigate disagreement, make sound decisions and turn different perspectives into collective action. The gap between what we intend and what others experience is rarely closed by trying harder to be clear. It’s closed by staying curious enough to ask, listen and check that we understand each other. Every sustainability ambition eventually becomes a human challenge too. Strategies, targets and commitments matter, but ultimately people bring them to life. Compliance can move people forward. Connection helps people move forward together. Communication becomes connection when it creates the understanding and alignment that make that possible.
What does a well-built AI assistant involve? Done properly, setting one up is a bit like hiring a new starter: feed it the business’ actual content, shape it to sound like the business and test it before it talks to a real customer.
That groundwork matters. Visitors often ask a chat assistant more detailed questions than they’d ask over the phone, and many end up qualifying themselves in the process. This means that, when a human does get involved, the conversation starts from a more informed place.
Why does maintenance matter as much as the setup? An assistant needs the same upkeep as anything else representing a business, since prices and services move on their own timeline. If you leave the chatbot untouched, it will inevitably fall out of step with what’s actually on offer. Reviewing what it's been asked also reveals gaps in the website’s own content that might otherwise go unnoticed; you can then fix these easily.
That gap between a chatbot switched on and left alone and one that’s why some businesses that tried this a few years ago came away unconvinced. Early, generic chatbots were prone to providing categorically wrong answers, and that reputation has outlasted the technology that caused it.
This is backed up by the stats. The Office for National Statistics found that 23& of UK businesses used some form of AI by late September 2025, up from nine per cent two years earlier. The British Chambers of Commerce, working with Atos, put active use even higher: 54% of UK SMEs, up from 35% in 2025 and 25% in 2024. The gap between the two figures likely reflects differing definitions of “using AI” more than a real disagreement, but the direction is consistent. A study drawing on data from almost 10,000 UK SMEs found AI adoption associated with productivity gains of up to 133%, with service businesses among the strongest gainers. That number deserves caution: correlation doesn't guarantee the same result for every business, and “AI adoption” spans far more than customer-facing chat.
So, what's the actual case for this technology? It fits the wider pattern: smaller businesses are drawn to tools with a demonstrable return that don't require a dedicated technical team or heavy upfront cost. Customer-facing chat assistants are on the practical end of that spectrum, handling one narrow job well: answering questions and capturing interest at times when nobody's available to. For businesses fielding the same queries on repeat or losing enquiries to the hours nobody's watching, that's often exactly the job that needs doing.
SOURCES Office for National Statistics, Business Insights and Conditions Survey, Wave 141 (London: ONS, October 2, 2025). British Chambers of Commerce and Atos, Future of Work: AI in the Workplace Report (London: BCC, March 2026). R. Brown, “AI Could Boost SME Productivity by 133%” University of St Andrews Business School News, 2025. Q4 2026 BUSINESS VOICE 7
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MEMBER NEWS
Local leaders back call for climate resilience
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ore than 100 councillors, business and public sector leaders plus environmental organisations from across Hampshire and the Isle of Wight came together on Friday 10 July to discuss how nature and climate can be placed at the heart of future decisionmaking as the region undergoes significant political change. The event, held at Harbour Lights Picturehouse in Southampton, was hosted by Hampshire & Isle of Wight Wildlife Trust alongside Natural England, the New Forest and South Downs National Parks, Isle of Wight Biosphere and Voices for Climate and Nature. It brought together decision-makers to explore how nature can support economic growth, healthier communities and greater resilience to future risks from climate change.
‘Nature is necessary, it’s not just a nice-to-have. It is the critical infrastructure that underpins our society, economy, and security’ The gathering comes at a pivotal time for the region. Hampshire and the Isle of Wight is preparing for devolution and local government reorganisation, with plans for a new Hampshire and Solent Combined County Authority and an elected Mayor, alongside the creation of new unitary councils. During the event, guests watched the People's Emergency Briefing, a short film bringing together evidence on the climate and nature crisis, before taking part in panel discussions about the opportunities these changes present for the region. Attendees heard how investment in nature can help tackle flooding, improve public health, support sustainable development and create jobs, while helping restore Hampshire 8 BUSINESS VOICE Q4 2026
The event was held at Harbour Lights Picturehouse
were delighted to welcome so many local and the Isle of Wight's internationally important habitats and wildlife. leaders and decision-makers and look forward to continuing to work together.” Debbie Tann MBE, Chief Executive for Hampshire & Isle of Wight Wildlife Trust, Research commissioned by the trust, and said: “Nature is necessary, it’s not just a niceproduced by ARUP, found widespread support for a nature-positive future, with 94 to-have. It is the critical infrastructure that per cent of surveyed stakeholders agreeing underpins our society, economy, and security. that nature is important to the long-term Nature is a powerful solution to confronting the colliding crises and success of Hampshire, the Isle of risks we face, as well as key to Wight and the Solent. The report concluded that a healthy unlocking opportunities, jobs, natural environment is and good, inclusive growth HELPING BUSINESS fundamental to a strong for the region. “We want local leaders economy and resilient to make bold, ambitious communities. Over the coming decisions for nature as the months, the trust and political landscape across partners will continue to our region changes. We have a once-in-a-generation work with elected opportunity to ensure nature representatives, organisations is recognised as critical and local communities to keep nature high on the agenda as plans infrastructure alongside transport, housing and energy. If we get this right, we for the region's future develop. The event marks the beginning of a wider can create a region where both wildlife and communities thrive. programme of engagement to support nature“This event demonstrates the growing positive decision-making across the region ahead of the introduction of new governance recognition that nature must be part of those arrangements and the future mayoral election. conversations from the very beginning. We
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MEMBER NEWS ADVERTISEMENT FEATURE
It was true when you wrote it Paquita Lamacraft (pictured), co-founder of Archer Business Europe, on the assumptions that were correct when they were made - and quietly stopped being so. Peat does not burn That was true. Peat is waterlogged ground, and waterlogged ground does not catch. So in most parts of the UK, peat never appeared on a fire and rescue risk register. Not negligence - there was nothing to register. The framework was right for the ground as it was. The climate changed. The registers did not. A peat fire is still handled as a vegetation fire, as though putting out what you can see is the same as putting it out. Peat burns downwards and travels underground. In south-west France now, one fire has been under surveillance for two years without being declared out. Firefighters who work around peat have a term for them: zombie fires - fires that reappear in ground with no source of ignition. Nobody was careless Those registers were written carefully, by people who knew their ground, using information that was accurate on the day. Nobody went back to ask whether it still held.
I led the development of the Community Risk Management Planning Framework for the UK Fire and Rescue Service and was part of the first working group of Firelogue, the European fire risk collaboration, in southern Spain. One point was stressed there repeatedly: a risk map has to be redrawn after every fire, because the fire changes the terrain. The map that was accurate in the morning is wrong by the evening. Your organisation has these too In more than twenty years I have not met an organisation that could tell me who its best client is. Not its largest. Its best. Most have never thought to ask. Meanwhile the evidence sits in your invoices. Three to five years of who paid without being chased, who could describe their problem clearly, who engaged with your teams, and who led on to something else. Score that list honestly and you have a description of the client you actually want,
built from what happened rather than what you assumed. It takes an afternoon. It needs no new data. The assumption is not the problem. Not going back is. Free workbook — an afternoon on your own business: archerbg.com/workbook
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MEMBER NEWS
Tall Ships Youth Trust launches special appeal
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all Ships Youth Trust (TSYT), the UK’s oldest and largest youth development sail training charity, has officially launched its 70th anniversary appeal. This comes at a time when today's young people are facing unprecedented challenges, from mental health pressures and deep social isolation to financial hardship. Since it first set sail in 1956, the charity has welcomed more than 125,000 young people on board its iconic fleet, covering over two million nautical miles – that’s over 90 times round the world! Yet, as the trust celebrates seven decades of youth development on the ocean, it warns that the barriers facing the next generation are increasingly rising. Public support is urgently required to ensure these lifechanging voyages remain accessible to all young people, no matter their background or financial circumstances. The ‘70 Years Appeal’ showcases the profound, long-term impact of a single week at sea through a remarkable 14-year journey of transformation.
Elouise (second from left) watch leader training 2025
‘Sailing changed my life. It opened the world up for me’ Growing up in a community marked by poverty, Elouise had never been on holiday and could never imagine herself doing something like sailing. Feeling trapped by her circumstances, she was offered a life-changing TSYT bursary at 19 years old. It gave her the opportunity to step outside her comfort zone and onto the water. Away from everyday pressures, she found a crew, a purpose, and a strength she did not know she had. Today, Elouise is a serving Royal Navy Sailor, and she credits the charity with completely altering the course of her entire future. "Sailing changed my life," said Elouise. “It opened the world up for me. It made me realise that actually these things are possible for a kid growing up with not a lot of money.”
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Alastair Floyd, Chief Executive of Tall Ships Youth Trust, emphasises the critical importance of the appeal: “Our unique threevoyage programme isn’t just about learning to sail; it is a progressive journey developing mindset, resilience and leadership where young people (aged 12-25) are supported through a series of voyages that steadily increase in length and challenge.” In just a matter of days on board, they move from isolation to teamwork, taking on real responsibility. Today, the need for this kind of support is continuously increasing. Young people are facing overwhelming challenges – from poverty to severe mental health pressures. We want to make our life-changing voyages accessible to every young person, no matter what their background or financial barriers. But we cannot do it alone. We need the public’s help to change young lives for the next 70 years.” The public is being asked to back the campaign through inviting supporters to give a special anniversary gift of £70, or whatever they can donate. Crucially, every 70 gifts of £70 would help fund three life-changing youth development voyages, breaking down financial barriers for those that are hardest hit by modern societal pressures.
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MEMBER NEWS
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ere in Hampshire, among the rolling South Downs, the wildflowers of the chalk grasslands and the quiet ripples of chalk streams, it is easy to overlook the mark that business and industry leave on our communities. The impact is real, even if it is less visible here than elsewhere. Profit itself is not the problem. The question is who benefits, and at what cost? When success comes at the expense of people, communities or the environment, it becomes harder to defend.
‘The discipline that many businesses already apply to efficiency and quality can be applied just as readily to social and environmental responsibilities’ If a company is already taking steps to build a more purposeful business, from strengthening internal practices to thinking more carefully about its wider responsibilities, that commitment can be formalised by becoming a Certified B CorporationTM through the B ImpactTM assessment. B CorpTM is a “rigorous, evidence-based assessment of an organisation’s social and environmental performance across governance, workers, community, customers and the environment”. It is a framework that holds a business to account.
Becoming a B CorpTM should never simply applied just as readily to social and be about earning a badge. It should always be environmental responsibilities. It simply asks about making a statement and saying, this is that we keep asking whether we can do better. the kind of business we want to be, to The more organisations across be part of a global movement for Hampshire that adopt robust, an inclusive, equitable, and transparent and sustainable regenerative economy. Even ways of working, the greater HELPING BUSINESS when no one is watching. the shared benefit. Verified One of the most valuable commitments to lower parts of the process is the energy use, reuse scrutiny the certification initiatives, employee wellbeing and community brings to the supply chain. support all add up. Our suppliers had always Becoming a Certified B been checked carefully for CorporationTM may feel too their security and financial demanding for some stability. What had never been organisations, particularly at first, examined with the same discipline however, it is not the only route to making was their wider impact. That realisation was verifiable sustainability commitments. uncomfortable, and necessary. Programmes such as the Good Business The assessment process quickly showed that Charter can also hold a business to account while suppliers that had been chosen were while connecting it to a community that trusted, a full examination of their wider places people, purpose and planet alongside practices or asking the difficult questions profit. The framework matters less than the about their environmental and social impact commitment behind it. had never occurred. It was a wake-up call. It highlighted good intentions were not enough, and the assessment focused the need to take more responsibility for the ripple effects of choices. This is why certification matters. It is not a moment in time to be celebrated and then forgotten. It is an ongoing commitment to accountability and steady improvement through regular, honest review, small corrections and a willingness to keep raising the standard rather than settling for what was good enough last year. The discipline that many businesses already apply to efficiency and quality can be
Take the next step and get TM B Corp certified To be impactful, a business must first be profitable, then accountable and, ultimately, united, says Simon Bond (pictured) of CYAN Solutions Ltd
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MEMBER NEWS
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MEMBER NEWS
Natalie Prosser (second left) and the team celebrate being awarded their fourth consecutive Macmillan Quality Environment Mark
Hospital praised for cancer care
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arum Road Hospital in Winchester has been awarded the Macmillan Quality Environment Mark (MQEM) for the fourth consecutive time, recognising its continued commitment to providing an outstanding environment and experience for patients receiving cancer care. Awarded by Macmillan Cancer Support and assessed every three years, the MQEM recognises organisations that demonstrate excellence in the design, delivery and management of cancer care environments. The achievement comes at an exciting time for Sarum Road Hospital, which is investing £1.5m in the further development of its oncology facilities and services. The investment will support the continued delivery of high-quality, compassionate cancer care for
patients across Winchester, Hampshire, and the surrounding region. At the heart of the hospital’s cancer services is the Macmillan-accredited Mulberry Suite, a dedicated environment designed to provide specialist treatment in a calm and welcoming setting.
‘A tremendous achievement and one we are all incredibly proud of’ Alongside expert clinical care, the oncology team places a strong emphasis on personalised support, recognising that emotional wellbeing is an important part of every patient's treatment and recovery.
Natalie Prosser, Director of Clinical Services at Sarum Road Hospital, said: “Achieving the Macmillan Quality Environment Mark for the fourth consecutive time is a tremendous achievement and one we are all incredibly proud of. “I am especially proud of Charlotte, our Clinical Services Manager for Oncology, and the entire team, whose dedication and unwavering commitment to delivering outstanding patient care have made this recognition possible.” The reaccreditation reflects the team’s commitment to continually enhancing the services and experience it provides for patients and their families. It also reinforces the importance of ongoing investment in healthcare facilities, technology, and specialist expertise to meet the changing needs of local communities.
Construction champion on shortlist South Hampshire College Group’s Head of Centre at its Civil Engineering Training Centre (CETC) has been shortlisted for a national construction award. Lauren Curle, Head of Centre at CETC, is recognised in the ‘Allyship Champion of the Year’ category of the Inspiring Women in Construction and Engineering (IWCE) Awards. The IWCE awards celebrate those making outstanding contributions to gender diversity within their industry, while the ‘Allyship Champion’ category specifically honours individuals who have demonstrated a consistent commitment to improving diverse representation and inclusive workplace practices in the construction industry. While 66% of young women say they are open to a career in construction, in reality, they currently make up only 15% of the actual workforce. In her role as Head of Centre, Lauren has been determined to challenge this issue and positively open up opportunities to engage new people in the industry. 14 BUSINESS VOICE Q4 2026
One of the ways she has successfully achieved this is through her work with the annual Women in Construction campaign, with a special CETC event earlier this year showcasing the unique variety of roles in the field and behind the scenes, such as project management, planning, procurement and design.
‘It’s so good to see the growing number of women in our industry’ Lauren Curle, Head of Centre at CETC, said: “I feel honoured and grateful to have been shortlisted for the Allyship Champion of the Year award. It’s so good to see the growing number of women in our industry, and I'm proud to play a part representing an organisation that champions inclusion and delivers engaging ways for women to get involved in engineering and construction.”
Lauren Curle poses by digger at South Hampshire College Group’s CETC site
Anoushka Ottley, Executive Director for Business & Civic Partnerships at South Hampshire College Group, said: “Since taking on the role of Head of Centre at CETC, Lauren has not just maintained high standards, but she has actively transformed the centre’s reputation within the region. She is an exceptional advocate for the next generation.”
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MEMBER NEWS
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MEMBER NEWS
Investment to boost Hampshire space sector
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pace Minister Liz Lloyd has Dan Smith, Business Development Manager announced a £99m package of at Space South Central, said: “Monday’s UK space sector investment – announcement presents exciting opportunities and space cluster Space South for our region and underlines the importance Central will be backing bids of the space sector in driving UK innovation from organisations across Hampshire, and growth. Surrey and the Isle of Wight. “Every year, our cluster team Among the largest of the UK supports dozens of organisations Space Agency’s 14 regional of all shapes and sizes to secure clusters, Space South Central funding and investment – HELPING BUSINESS represents more than 200 and Space South Central space-related organisations businesses and universities across the region, are perfectly placed to including its four benefit from the academic partners, the government packages universities of Portsmouth, announced today. Southampton, Surrey and “While we’ve already UCL. identified some organisations and projects for potential bids, we’re keen to speak to cluster ‘Space South Central companies and academics to explore ideas businesses and universities that may be eligible for this new raft of are perfectly placed to investment.” benefit from the The C-LEO Programme is offering £42m to UK businesses, universities and research government packages’ organisations to develop new satellite communications technologies. Projects must The announcement – on the first day of focus on one or more of five areas: on-board Farnborough International Airshow – revealed a processing, active antennas, optical links, range of funding opportunities from the networking and routing, or user terminals. Connectivity in Low Earth Orbit (C-LEO) The £20m call from NSIP aims to fuel space Programme (£42m), the National Space innovation, supporting the development of all Innovation Programme (NSIP) (£20m) and the areas of space technologies across UK Space Clusters Infrastructure Fund (SCIF) (£37m). industry and academia. Funding Space South Central will be supporting is available through two eligible organisations and projects to bid for routes: Kick Starter, for the funding to boost innovation and growth in early-stage ideas, and Major the region’s space sector. Hampshire, Surrey Projects, for businesses and the Isle of Wight boast a 70-year space looking to grow and industry heritage, which now employs 14,000 commercialise. Up to 40% of people and generates around £3bn per year the project budgets awarded will across a diverse range of space capabilities.
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Liz Lloyd
focus on Space Domain Awareness and InSpace Assembly and Manufacturing – two areas where UK domestic capability is vital to understand and respond to threats in orbit. Opening this autumn, the SCIF funding call will award £37m in grants by 2030, strengthening regional space infrastructure and capabilities, reducing dependence on international partners for access to critical space assets. Organisations interested in applying for this round of SCIF funding are advised to register their interest before the full call opens later this year. Space Minister Liz Lloyd said: “Space is not just a scientific frontier – it is a strategic one. If we do not build national capabilities at home, we become overly dependent on others for technologies we cannot afford to be without. “Strengthening domestic capability in these areas, alongside working with international partners, will help ensure the UK remains secure, resilient and a leader on the world stage.”
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MEMBER NEWS
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MEMBER NEWS
Wessex Cancer Support Swim for Hope 2026 participants
Charity swimmers make a splash
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hirty-six swimmers crossed the Solent from Hurst Spit to Colwell Bay on 9 August, raising more than £37,000 for Wessex Cancer Support. Swim for Hope 2026 delivered another remarkable chapter in the event’s short but impressive history, with participants setting off at 5:35am on Saturday for the crossing from Hurst Spit to Colwell Bay. The 36 swimmers were supported throughout by a team of more than 30 kayakers and safety boats, with near-perfect conditions on the Solent making for an unforgettable morning. As the sun rose over the water, participants completed the crossing in a spirit of camaraderie and shared determination that has become the hallmark of the event. All funds raised go directly to Wessex Cancer Support, which provides free counselling,
complementary therapies and peer support services to people living with cancer and their families across Hampshire and Dorset. Participant Reaction The event drew an enthusiastic response from those who took part. One swimmer said: “What a magical experience. Thank you so much for the impeccable organisation, the kayaking stars, the shore support and everyone who helped make the day so special. I loved the swim and really enjoyed meeting everyone. Such quick and special bonds were formed between us all through sharing this experience together.” Five Years of Swim for Hope First held in 2021, Swim for Hope has grown steadily into one of the region’s most distinctive charity sporting events, bringing
together swimmers from across the Isle of Wight and the mainland each year for the Hurst Spit to Colwell Bay crossing. The funds raised support Wessex Cancer Support’s network of free services across the south of England. In 2025, the charity supported 18,900 people across the region, many of them visiting a Support Centre for the first time. All services are provided free of charge and funded entirely through charitable donations and community fundraising. Sponsors and Partners Swim for Hope 2026 was made possible with the support of Freshwater Lifeboat, The Needles Pleasure Cruise, Wight Crystall and Asda Isle of Wight and was headline sponsored by Jamie Webster of RenoDrain.
Padel club partnership to benefit local community Hurlands Pickleball and Padel Club in Farnham, Surrey, has announced a partnership with Herrington Carmichael, the full-service law firm based in the Southeast. The partnership will offer monthly family and private wealth drop-in sessions for clients and the community alike. This collaboration brings together one of the region’s fastest-growing racquet sport venues with a highly respected legal practice, united by a shared commitment to community engagement, excellence, and innovation. Through this partnership, Herrington Carmichael will support Hurlands in its continued growth as a premier destination for pickleball and padel enthusiasts. The agreement provides an opportunity for members and clients of both organisations to connect through community events, sport and professional networking. Phillip Newborough, Chairman at Hurlands Pickleball and Padel Club, said: “We are thrilled to be partnering with Herrington Carmichael. “Their strong local presence and reputation for excellence align perfectly with our vision to build a vibrant, inclusive sporting community.” 18 BUSINESS VOICE Q4 2026
Herrington Carmichael team with Annabel Croft and Philip Newborough at Hurlands
Yavan Brar, CEO at Herrington Carmichael, said: “As a firm rooted in the local area, we're always looking for ways to support active, connected communities. Offering a monthly drop-in surgery at Hurlands will allow prospective clients to learn about our services,
whilst socialising and enjoying sport in a relaxed setting, so this collaboration was an easy decision for us.” The first monthly session took place on 19 June 2026 at Hurlands Pickleball and Padel Club, Farnham.
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MEMBER NEWS
Helping those who want to make change
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ncreasingly, solicitors, accountants, financial planners and wealth advisers are expected to help clients think about their legacy, purpose and the impact they want to make in the communities around them both during their lifetime and after they pass away. For many professional advisers, conversations around wealth are becoming broader than financial performance alone – so understanding the most efficient and impactful routes into local giving is key.
“Through named funds and other philanthropic models, clients can support local causes’ Recent reports from Charities Aid Foundation (CAF) show that 60% of clients think it is important for advisers to understand philanthropy, and 93% said they found a discussion about philanthropy with their adviser beneficial. Despite this, philanthropy is not yet consistently embedded in advice
conversations, and many advisers feel like this is not their area of expertise. Hampshire & Isle of Wight Community Foundation (HIWCF), regularly advise individuals, families and businesses who want their giving to create meaningful local change, but who are often unsure where to begin. They may wish to support causes close to their hearts, involve the next generation in family philanthropy, establish a lasting legacy, or simply ensure their charitable giving is strategic and well managed. HIWCF can also play an important role supporting professional advisers. The foundation works with donors and their advisers to create flexible, tax-efficient giving arrangements that align with a client’s values and interests. Through named funds and other philanthropic models, clients can support local causes, all while benefiting from HIWCF’s deep local knowledge, due diligence and grant management expertise. For advisers, HIWCF essentially provides a free bolt-on service because partnering with a community foundation can help simplify the process of charitable giving.
HIWCF professional adviser events create opportunities to connect with peers
Rather than advisers or their clients having to do the leg work of identifying and assessing credible organisations and assess impact, HIWCF provides a trusted, professional route into local philanthropy. For clients, it is a costeffective and local alternative to setting up a charitable Trust or other more complex vehicle for giving. HIWCF hosts a series of intimate networking drinks events across the county for advisers, creating opportunities to connect with peers, discuss trends in modern philanthropy and learn more about local giving in the region. As conversations around social impact and legacy continue to grow, local philanthropy is becoming an increasingly important part of wealth and estate planning.
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MEMBER NEWS
Impact in action: Carswell Gould Impact Lead, Lizzie Walker-Arnott, in front of a custom modular exhibition stand created for Wildflower Co. using recycled and repurposed materials
Make your marketing sustainable
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or SMEs, sustainability can feel like another big business challenge to navigate. Expectations around transparency and responsible business are rising, while smaller organisations are already balancing the realities of winning work, managing costs and growth. But making in-roads on sustainability does not necessarily mean launching a major initiative. Some of the greatest opportunities come from the everyday marketing decisions businesses are already making. Could an exhibition stand be designed for reuse? Could campaign materials be produced differently? Could suppliers be selected using broader criteria? Could sustainability commitments be expressed more clearly, without overstating them? Individually these may seem like small decisions, but collectively they influence the environmental, social and commercial impact of a business. Recognise the impact your marketing already has Marketing always creates impact, whether intentional or not. It shapes behaviour, drives demand and influences what people value. That impact extends beyond advertising. The claims a business makes, suppliers it chooses, events it runs, audiences it targets and materials it uses can all have consequences. As Gareth Miller, Managing Director at Carswell Gould, says: “Many businesses are trying to balance growing expectations with real commercial pressures, and it’s not always clear where to start. 20 BUSINESS VOICE Q4 2026
“Closing the gap between what customers expect and what brands deliver isn’t just the right thing to do. It’s a commercial advantage.” For SMEs, the opportunity is to consider whether the marketing already being delivered could be done in a better way, making sustainability part of better marketing rather than an additional layer of compliance.
Make sustainability part of the process Once sustainability becomes part of marketing decision-making, opportunities emerge throughout a campaign. Businesses can consider whether materials can be reused, whether promotional items are useful and long-lasting, and whether supplier decisions should take account of factors beyond Start with understanding, not price and convenience. Creative choices matter communication too. Who is represented? What behaviours are Rather than beginning with “what should we being encouraged? Does the message reflect say about sustainability?”, start with “what are what the business actually does? we actually doing, and where can we Credibility is equally important. Be specific improve?” about achievements, transparent about work Consider where your organisation still to be done and avoid making has the greatest influence. What claims that cannot be matters to customers and substantiated. Progress does not employees? Where could require perfection. HELPING BUSINESS marketing create As expectations continue unnecessary negative to develop, SMEs do not impact? Where could it need to have solved contribute positively? Can everything. A useful starting you evidence the point is simply to ask a sustainability claims you different question when make? planning the next campaign, This thinking sits at the event or marketing activity: heart of Impact, the framework Carswell Gould has developed in Could we do this differently partnership with B Corp experts The to create a better outcome for Pollinators. It combines marketing and people, planet and business? sustainability thinking across three stages: Responsible marketing should not mean Learn & Align, Express & Plan, and Activate & marketing less. It means marketing better, Deliver. making more considered decisions and The framework is flexible because every supporting credible, responsible growth. organisation starts somewhere different. The Carswell Gould is a Hampshire-based creative priority is not to address everything at once, growth consultancy. Its Impact framework helps but to identify where action can be meaningful organisations take control of marketing’s and build from there. influence on people, planet and business.
BALANCE PEOPLE, PLANET AND PROFIT
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MEMBER NEWS
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MEMBER NEWS
New office brings Pro Vision team together in one location
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ro Vision, an employee-owned consultancy providing Town Planning, Architecture, Urban Design and Ecology services across the South of England, has relocated its Winchester office to Hazeley Enterprise Park in Twyford, marking an exciting new milestone in a working relationship that stretches back more than 25 years. Pro Vision’s move brings its entire Winchester team together in one location for the first time, with a modern, purpose-fitted workspace offering enhanced collaboration, improved meeting facilities and room to grow. With plans already in place to expand into the adjoining unit in Spring 2027, the relocation reflects the company’s confidence in its future as it approaches its 30th anniversary. The connection between Pro Vision and Hazeley Enterprise Park runs deeper than a typical landlord-tenant relationship. Pro Vision has worked alongside Hazeley Group (formerly Humphrey Farms), for over 25 years, playing an active role in shaping the site’s design and planning. The building Pro Vision now calls home is one they helped design and secure planning permission for, making this move a fitting expression of what a long-term partnership can achieve.
Hazeley Enterprise Park continues to go from strength to strength, with their exciting redevelopment programme well underway. A new café and events space, open to both tenants and the wider community, is among the highlights of the next phase, which will further cement the Park’s status as a thriving hub for growing businesses in the heart of the South Downs National Park.
‘This is exactly the kind of long-term, values-led relationship that defines the community we're building here’ Nikki Bream, Group Managing Director at Hazeley Group, said: “Pro Vision has been a trusted partner for well over two decades, and it’s genuinely wonderful to see them make Hazeley Enterprise Park their home. This is exactly the kind of long-term, values-led relationship that defines the community we’re building here. We look forward to growing alongside them in the years ahead.” Reflecting on the move, Katherine Miles, Director at Pro Vision, said: “As an employeeowned business, it was important that our new office reflected the way we work, bringing our
The Pro Vision team in the grounds of Hazeley Enterprise Park 22 BUSINESS VOICE Q4 2026
team together in a collaborative, modern environment while giving us room to continue growing. Our new office provides a bright, modern workspace that brings our co-owners together and creates an environment where collaboration can flourish. The move reflects our confidence in the future, with plans already in place to expand into the adjoining unit, creating additional meeting rooms, office space and a dedicated breakout area.” Richard Douglas, Architectural Director and long-term employee, said: “It’s particularly rewarding to move into Hazeley Enterprise Park. Pro Vision has worked alongside the Hazeley Group and before that Humphrey Farms on this site for over 25 years, helping to shape the development. Occupying one of the buildings we’ve helped design and secure planning permission for is a tangible demonstration of the long-term relationships we build with our clients.” Richard Osborn, Associate Director and one of the company’s Employee Trustees, who has also worked with Hazeley Group over many years on multiple projects, said: “As an employee-owned business, it was important that everyone had the opportunity to influence the location, design and fit-out of our new office. We’re proud of what we’ve created and look forward to welcoming clients.”
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CHAMBER NEWS
CHAMBER NEWS ADVICE, NEWS AND UPDATES FROM THE CHAMBER
From employer voice to action:
Shaping Hampshire and the Solent’s skills future How Hampshire and the Solent’s new Local Skills Improvement Plan is creating a more connected, employer-led skills system
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ollowing the launch of the Hampshire and the Solent Local Skills Improvement Plan (LSIP) 2026-2029, the conversation across the region has already shifted from identifying challenges to delivering solutions. The report marks a significant milestone. For the first time, Hampshire and the Solent have a single, integrated skills plan, bringing together the previous Solent and Enterprise M3 LSIPs into one unified vision for the region's future workforce. Launched at a pivotal moment for the region, the LSIP arrives alongside devolution, the establishment of the Hampshire and the Solent Combined County Authority (HSCCA), and major changes to the national skills landscape. Together, these developments create a unique opportunity to align skills, economic growth and business priorities like never before.
But while policy frameworks and governance structures matter, the foundation of the new LSIP remains remarkably simple: employer voice. Built on engagement with more than 1,000 businesses and informed by 15 specialist Partner Reports, the LSIP reflects what employers have been telling us consistently over the past four years. Businesses want a skills system that is easier to navigate, more responsive to changing workforce needs and capable of supporting sustainable economic growth. The challenge now is turning that intelligence into action. A strong economy facing new pressures The report paints a picture of a region with considerable strengths and significant opportunities. Home to almost one million jobs, Hampshire and the Solent added more than 31,000 new jobs since 2023, reflecting the
‘The conclusion is clear. Economic growth alone is not enough’
Ross McNally and the LSIP team
resilience of the regional economy. Growth has been particularly strong in sectors such as healthcare, defence, public administration and the visitor economy. The region continues to be home to nationally important clusters in aerospace, defence, maritime, advanced manufacturing, digital industries, health and social care, and the creative sector. These industries are central not only to regional prosperity but also to national economic priorities. Yet beneath the headline growth figures lie a number of growing challenges. Labour market participation has fallen, unemployment has risen and employers across multiple sectors continue to report difficulties recruiting talent. The report highlights increasing barriers linked to health, caring responsibilities, housing affordability, transport connectivity and and young people at risk of being outside education. Employers also report growing pressure from skills shortages, technological change and an ageing workforce. Continued on page 24... Q4 2026 BUSINESS VOICE 23
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CHAMBER NEWS continues to grow for expertise in areas such as cyber security, artificial intelligence, cloud technologies, data analytics and automation. At the same time, the transition to a greener economy is creating new workforce demands. From heat pump installers and retrofit specialists to green construction professionals and low-carbon engineers, businesses are preparing for a future where sustainability skills are no longer optional. The LSIP also recognises the importance of inclusion. Disabled people, neurodivergent learners, carers, people returning to work and those living in rural or more isolated communities often face additional barriers to participation. Creating a responsive skills system means ensuring these groups can access opportunities and progress into employment.
...from page 23
The conclusion is clear. Economic growth alone is not enough. To maintain competitiveness, the region needs a skills system that enables people to enter work, progress within it and adapt to changing industry demands throughout their careers. What employers told us Although every sector faces unique workforce challenges, the report reveals a number of themes that consistently emerge across industries. Many employers, particularly SMEs, continue to find the skills landscape difficult to navigate. Whether searching for training providers, funding opportunities, apprenticeships or workforce support programmes, businesses often describe the system as fragmented and difficult to access. Employers also want a greater role in shaping skills provision. While engagement between education providers and industry has improved significantly over recent years, businesses increasingly want to move beyond consultation and become genuine participants in curriculum development, workforce planning and skills delivery. The report also identifies a growing demand for more flexible training opportunities. Businesses are seeking modular, stackable and practical learning solutions that fit around operational realities. Short courses, microlearning and flexible routes to higher-level qualifications are increasingly seen as essential if employers are to keep pace with rapidly changing technologies and workforce needs. Alongside technical skills, employers continue to place significant value on essential workplace capabilities. Communication, teamwork, resilience, adaptability, initiative and problem-solving remain high on employers' priority lists. Across sectors, businesses report that these skills are often the difference between someone securing employment and thriving in the workplace. Four priorities shaping the future The LSIP responds to these challenges through four interconnected priorities. The first is improving awareness, navigation and access to the skills ecosystem. A recurring theme throughout employer engagement has been the need for a simpler route into the skills system. In response, the LSIP is supporting the development of a regional Skills Hub, designed to help
employers more easily identify training opportunities, access funding support and connect with providers. Early work on the Skills Hub has already brought together employers, providers and strategic partners to explore what a truly employer-focused service should look like. The objective is not necessarily to create new support, but to make existing support easier to find and use. The second priority focuses on strengthening employer participation. The report recognises that a strong foundation of employer engagement already exists, but participation remains uneven. Many small businesses want to contribute but lack the time, confidence or capacity to engage consistently. New initiatives, including a proposed regional Skills Compact, aim to create clearer routes for employer involvement and strengthen coordination across providers, sectors and advisory networks. The goal is to make employer participation a normal part of how the skills system operates. Building a more responsive and inclusive skills system The third priority focuses on creating a system capable of responding to rapid economic and technological change. Digital capability now sits at the heart of almost every sector. Employers increasingly describe digital skills as a baseline requirement rather than a specialist competence. Demand
‘New initiatives, including a proposed regional Skills Compact, aim to create clearer routes for employer involvement’ 24 BUSINESS VOICE Q4 2026
Connecting people with opportunity The final priority focuses on strengthening pathways into work and supporting workforce transitions. Careers are increasingly non-linear. Individuals now move between sectors, retrain later in life and develop new skills throughout their working lives. The report highlights the need for a skills system that reflects this reality. Particular emphasis is being placed on supporting young people. Through partnerships with organisations such as the Hampshire Careers Hub, alongside initiatives including TECH+TOUR, iConstruct, Game On and other employer-led engagement programmes, the LSIP is helping young people gain greater exposure to local industries and career opportunities. From evidence to action Since the report's launch, activity has accelerated across the region. Employer workshops have shaped plans for the new Skills Hub. Discussions with the Skills Builder Partnership are exploring new approaches to essential skills. Sector engagement continues across aerospace, defence, manufacturing, maritime, construction and creative industries. Partnerships with DWP, the Combined County Authority and regional education providers are helping align skills priorities with economic ambitions. The LSIP was never intended to be a static document. It is a living plan designed to evolve alongside the region's economy, informed by continued employer participation and strengthened through collaboration. As Hampshire and the Solent enters a new era of devolution and regional leadership, the opportunity is clear. By bringing employers, educators and policymakers together around a shared vision, the region can create a skills system that is easier to navigate, more responsive to change and better equipped to support future growth. The employer voice has helped shape the plan. The next phase is ensuring that voice continues to shape the action.
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CHAMBER NEWS
Basingstoke Business Week to put the focus on skills
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ampshire Chamber of Commerce and partners recently launched the run up to Basingstoke Business Week 2026, running 9-13 November 2026, with the theme ‘Skills for the Future’. The world of work and business is changing faster than at any point in living memory. Artificial intelligence is reshaping industries. The green economy is unlocking new markets. Digital transformation is creating new ways for businesses to grow, reach customers and improve how they work. The question isn’t whether change is coming. It’s whether Basingstoke is ready to make the most of it. A coalition of the town’s leading business, public and community organisations officially launched Basingstoke Business Week 2026. Luke Murphy MP, Basingstoke and Deane Borough Council, Basingstoke College of Technology, Hampshire Chamber of Commerce, M3 Job Club, Mark Jones and Destination Basingstoke came together to start the countdown to what promises to be an even more ambitious and wide-ranging follow up to the first Basingstoke Business Week last year. There will be a full programme, spanning AI, green innovation, digital skills, leadership and beyond: • Come to connect: with the employers, entrepreneurs, innovators and community leaders shaping Basingstoke's future, and build relationships that open doors in both directions.
• Come to upskill: through practical workshops, thought leadership and executive development that give businesses and their people tools they can put to work immediately. • Come to innovate: get hands-on with the technologies, ideas and sectors defining tomorrow's economy, and leave knowing exactly how your business can act on them. Barry Smith, Chair, Basingstoke & North Hampshire, Hampshire Chamber of Commerce: “The skills agenda isn’t just about recruitment, it's about growth.
‘Basingstoke is a town with a lot going for it’ “The organisations that thrive over the next decade will be the ones investing now in their people, their technology and their thinking. “Basingstoke Business Week 2026 gives every business in this town the chance to start doing exactly that.” Luke Murphy, MP for Basingstoke, said: “The theme of Skills for the Future reflects a genuine belief, shared by all of us here today, that Basingstoke is ready for the economy ahead.” Cllr Paul Harvey, Leader of Basingstoke and Deane Borough Council, said: “Basingstoke Business Week 2026 is a fantastic example of what can be achieved when employers,
colleges and our community come together.” Lorraine Heath, Principal of Basingstoke College of Technology, said: “BCoT has been at the heart of this community for decades, and our job has always been the same: to equip people with the skills they need to get on in life and work. “The theme of Skills for the Future speaks directly to what we do every day, connecting young people, adult learners and local employers so that education and business aren't just talking to each other, but genuinely working together.” Elizabeth Spencer, Head of Event Management, Destination Basingstoke, said: “Basingstoke is a town with a lot going for it and Basingstoke Business Week 2026 is our chance to showcase that ambition, making sure businesses here have every opportunity to connect, learn and grow together.” Amanda Fisackerly, Operations Director and Trustee, M3 Job Club, said: “At M3 Job Club we see every day what it means to someone when they find their way back into work; the confidence it builds, the difference it makes. “Basingstoke Business Week 2026 is a reminder that skills aren't just an individual challenge, they're a shared one. The more Basingstoke comes together around that, the stronger we all are.” Sign up for updates about Basingstoke Business Week: tinyurl.com/ysa32mcs
Pictured left to right: Steve Rolfe (M3 Jobs Club), Alex Hackett (Destination Basingstoke), Kaia Vincent (Brevity Marketing), Barry Smith (Chamber of Commerce), Cllr Paul Harvey, Luke Murphy MP, Mark Jones (#StrongerTogetherForum), Debbie Loveridge (Destination Basingstoke), Lorraine Heath (BCoT) and Elizabeth Spencer (Destination Basingstoke) Q4 2026 BUSINESS VOICE 25
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CHAMBER GLOBAL
CHAMBER GLOBAL SUPPORT AND ADVICE TO BUSINESS IN ALL AREAS OF INTERNATIONAL TRADE
New era as UK-India trade deal begins
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eacting to the UK-India trade deal entering into force, Steve Lynch MBE, Director of International Trade at the British Chambers of Commerce (BCC), said: “It has been a tough few years for UK traders but there is a real buzz among businesses about this deal entering into force. It is a genuinely exciting milestone. “Trade between our countries is already substantial, and we now have a real opportunity to build further momentum. It is an important new chapter that can bring many more businesses into the relationship and unlock the next wave of trade, investments and partnerships. “India has shot up the agenda for British businesses, but there is still a significant gap between many SMEs’ interest in the market and their actual exports. “No free trade agreement is a silver bullet. It will only deliver
growth if businesses understand it, use it and have the confidence, capability and connections to turn it into real sales. “Chambers across the UK and our in-country affiliate, the UK India Business Council, are now starting the real work of turning this policy into practical delivery. “We are working closely with the Indian High Commission and partners in both countries to develop a UK–India Trade Accelerator. Once established, this will give ambitious firms the market insight, regulatory guidance, trusted relationships and in-market support they need to succeed.” A claim for preferential tariff treatment can be made by the importer on the basis of an origin declaration (self-certification) completed by the UK producer or exporter. To do this, UK producers or exporters must register with HMRC before
completing origin declarations for exports to India. Under the trade deal, a claim for preferential tariff treatment can be made by the importer on the basis of an origin declaration (self-certification) completed by the UK producer or exporter. To do this, UK producers or exporters must register with HMRC before completing origin declarations for exports to India. If an exporter is not registered with HMRC, origin declarations will be rejected and the Indian importer will not be able to claim preferential tariff rates. Businesses need to register with HMRC if both of the following apply: • They are a UK producer or exporter exporting goods originating in the UK to India
• They want their goods to qualify for preferential tariffs under the UK-India Free Trade Agreement How the authentication process works • Registration with HMRC is a one off process and covers all subsequent exports under the agreement • HMRC shares a database of registered UK exporters with Indian customs authorities • For each shipment, the UK exporter sends an origin declaration to the Indian importer and copies it to Indian customs so it can be authenticated • Indian Customs check the declaration against the HMRC database before applying preferential tariffs.
BCC welcomes upgraded Swiss free trade agreement Reacting to news of an upgraded free trade agreement with Switzerland, William Bain, Head of Trade Policy at the BCC, said: “This is an important upgrade as Switzerland is one of the UK’s largest trading partners, especially in services. It will provide welcome certainty for thousands of companies in the legal, financial services, and accounting professions. “It includes improvements on mobility of staff and allows UK nationals to work in Switzerland for 90 days every year visa-free. The relaxation of the rules around data origin and transfer will also give certainty on the free flow of information which is the lifeblood of international commerce and trade. 26 BUSINESS VOICE Q4 2026
Swiss border since 2021. So, new provisions to allow people from the UK to use e-gates at Swiss airports will be particularly welcome. “This will make it easier to deepen investment relationships between our two countries. The commitments on no new roaming charges for mobile phones also adds to this being a business-friendly trade deal. “This is a modern agreement for two outward looking services trading countries. We now need to focus on realising its full potential to raise economic growth and exports.” “UK firms have frequently told the BCC about the problems of lengthy queues on arrival at the
More details on the trade deal can be found at www.gov.uk
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CHAMBER GLOBAL
UNLOCK YOUR TEAM’S POTENTIAL Is your organisation ready to take team performance to the next level? Our expert-led workshops are designed to equip your teams with the tools they need to thrive. We work with companies of all sizes to create engaging, results-driven learning experiences that make a lasting impact. Let’s talk! If you're looking to invest in your people and cultivate stronger teams, reach out today. We’d love to explore how we can support your success.
TRAINING COURSES (VIRTUAL) OCTOBER 20 Incoterms 2020 21 Customs Procedures & Documentation (Virtual) 22 Export Documentation (Virtual)
NOVEMBER 3 4 5 5 17 18 19
Understanding Commodity Codes (Virtual) Understanding Exporting (Virtual) Digital ATA Carnets Step-by-Step Understanding Import Procedures Documentary Letters of Credit Rules of Origin Inward/Outward Processing (virtual)
DECEMBER 1 2
Incoterms 2020 Customs Procedures & Documentation (Virtual) 3 Export Documentation (Virtual) 15 Understanding Commodity Codes (Virtual) 16 Understanding Exporting (Virtual) 17 Understanding Import Procedures
Helping you take your business global For further information please visit: www.hampshirechamber.co.uk/training
LOOKING TO NAVIGATE THE COMPLEXITIES OF INTERNATIONAL TRADE?
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HAVE QUESTIONS? Feel free to reach out to us at: globaltrade@hampshirechamber.co.uk www.hampshirechamber.co.uk/training
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CHAMBER POLICY
CHAMBER POLICY REPRESENTING OUR MEMBERS LOCALLY, REGIONALLY AND NATIONALLY
POINTS FROM THE
PROFESSIONALS The Budget, changes to employment law and a pension shake-up: there’s a lot going on this Autumn, but our professionals are on hand to make sure you have all the information you need.
HEALTH & SAFETY Drew Underwood CMIOSH, HCS Safety
The complicated relationship between safety and money With the budget on the horizon, business owners will likely find themselves in a familiar position, looking for cost savings in their operational budgets. Health and safety is not immune from this need, as even the most committed professional in the industry will have to admit, there is no requirement for health and safety if the business is unable to operate. Safety is often seen as an overhead, not typically viewed as a revenue stream for the business, and like any other overhead many businesses chose to cut this to the minimum expenditure while meeting statutory requirements. This approach must, however, be viewed through the lens of that most basic of considerations in health and safety, assessment of risk. As businesses grow and mature, those making major risk control decisions may lack awareness or understanding of the threats of criminal action, civil action, insurance premiums, reputational damage and increasing demands of supply chain partners. Adding the potential costs associated with accidents and ill health, potential savings on safely management may be very costly indeed. So how do we balance this equation and properly control the risks to business? What we can learn from the way the HSE manages this? When it comes to health and safety, one organisation is empowered beyond all others. The Health and Safety Executive (HSE). Their role is to promote and enforce health and safety standards in the UK, however they are not immune from budgetary constraints. In the early 2010’s the HSE lost approximately 45% of their central government funding. They were forced to adapt. Faced with these long-term funding squeezes, the regulator abandoned broad, blanket spot-checks in favour of an intelligence-led model. Directing its resources to measurable risk and where action was needed most. 30 BUSINESS VOICE Q4 2026
The HSE advocates this exact principle of “proportionate risk management” to employers. Health and safety strategies should be about focusing time and capital where the potential for severe harm is highest. More recently they have also turned towards modernisation, efficient use of technology and integration of safety with wider business goals. What does this mean for businesses? Businesses can follow where the HSE leads. Look for the real risks, both to the employees, but also to the business. What comes with the highest potential costs, both human and monetary? Are short term savings creating risks of much greater consequence, but without the certainty of when they may arise. The truth is that health and safety will always cost money, but with the right mindset it is possible to achieve what industry always seeks, genuinely effective risk control in an efficient, streamlined way.
RESTRUCTURING & INSOLVENCY Joseph Clayden, AZETS
AI - a great assistant, a terrible defence Artificial intelligence is increasingly influencing decisions made by directors facing financial difficulties. The danger in the context of insolvency is that it can create a false sense of certainty around issues that require judgement, challenge and experience. Most directors aren’t replacing professional advice with AI chatbots altogether but are increasingly using them in the months before seeking professional advice. The risk is that an AI system can validate assumptions, reinforce optimism and present potential solutions with a level of confidence that is not always justified. From an insolvency perspective, timing is critical. The businesses with the widest range of restructuring and recovery options are those that seek professional advice early. Delaying difficult conversations by even a few months can significantly reduce those options and increase personal liability risk for directors. Most business failures arise because warning signs are ignored, difficult decisions are postponed, or management becomes committed to an increasingly unrealistic view of the future. AI has the potential to
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CHAMBER POLICY make that worse by acting as an agreeable sounding board when what is really needed is independent challenge. Directors must remember that responsibility cannot be delegated to a language model. If a company later enters a formal insolvency process, the decisions taken in the period leading up to insolvency will be scrutinised by an officeholder. Directors face personal liability where their actions (or inaction) has worsened the creditors' position. The fact that an AI tool supported a particular course of action is not an acceptable justification. AI is a powerful productivity tool and, used appropriately, is great for businesses. However, it is not a substitute for professional judgement. The risk is not that AI replaces advisers, but that it gives directors enough confidence to wait a little longer before speaking to one. That seemingly minor delay can prove far more costly than you might expect!
EMPLOYMENT LAW Laura Wood, Blake Morgan
Trade Union - October 2026 reforms From 30 October 2026 new reforms will come into effect in relation to Trade Unions. This includes: Rights of access into workplaces • Independent TUs will have a new legal right to access workplaces (provided an employer employs 21 or more workers) and engage with workers, either in-person or digitally. • The purpose of access must be to meet, support, represent, recruit or organise workers and to facilitate collective bargaining. Not to organise industrial action. • Employers will have to respond to access requests within 15 days and should try and reach a voluntary agreement with the union. There will be a further 25 working days to negotiate terms. • Where no agreement can be reached, a new Central Arbitration Committee (CAC) will set the terms of access. It is worth highlighting that there is a presumption in favour of union access. • If either party breaches an access agreement, the matter will also be referred to the CAC who can order steps to be taken to ensure compliance. If there is another breach within 12 months, the CAC can impose financial penalties. Steps employers can take to prepare include: • Designate ownership – given the short timeframes to respond, it would be sensible to agree ahead of time who will deal with any requests and give aforethought as to what an access arrangement could look like.
EMPLOYMENT LAW Howard Robson, Warner Goodman LLP
Workplace harassment: what employers should do before 30 October 2026 From 30 October this year the Employment Rights Act 2025 will significantly strengthen employers’ duties to prevent workplace harassment. Failure to do so may be costly to a business. Employers must take ‘all reasonable’ steps to prevent sexual harassment of workers in the course of employment, and may be liable for harassment by third parties where reasonably preventative steps have not been taken. Employment Tribunals are likely to question whether more could reasonably have been done; hence employers should document options considered, factors taken into account and decisions made. Employers should start with a risk assessment covering roles, locations, working patterns, events and impact of third-parties. Higherrisk situations such as lone working, customer-facing roles, night work, travel and off-site events should be carefully assessed. The assessment should be dynamic and not a one-off exercise; its implementation should also be considered, and whether managers understand escalation processes. It is essential to retain records of reviews and remedial action. Third-party risk should be treated broadly. It includes clients, suppliers, visitors, delegates, delivery drivers and members of the public. However, potential liability for the actions of third parties is not limited to sexual harassment, it can also cover harassment related to protected characteristics such as race, disability and age. Policies, assessments and controls should reflect that wider scope. Practical measures to weigh up might include contractual standards and audit rights for suppliers, conduct notices for visitors and delegates, clear behavioural expectations for customers, and specific protocols for reporting, removal and support. Client-facing staff should be trained on de-escalation, safe exit routes and how to obtain swift assistance. An employer is also a third party to its clients’ workers; hence a business should expect increased due diligence from its clients, including requests for training records, contractual commitments, reporting protocols and cooperation with investigations. Confidentiality practices will also need review, legal reforms will restrict non-disclosure provisions that prevent workers speaking about harassment or discrimination, subject to exemptions still to be clarified. The priority is clear: comprehensively assess risk of harassment, implement proportionate control measures, review them regularly, document decisions and foster a culture that prevents and addresses workplace harassment. Professional advice should be obtained particularly if your business places workers with third party service users or are an embedded workforce.
• Train managers – Ensure those responsible for implementing or facilitating access are aware of the arrangements and can take appropriate steps for compliance.
EMPLOYMENT LAW
• Strengthen employee engagement – ensure there is a channel for workers to raise concerns and for them to be kept updated in respect of any changes that impact them. If workers feel more confident that their voice can be heard directly, this may negate the need for union involvement.
Dismissal and Re-engagement (Fire and Rehire)
Joanna Brooks, Aligned HR Services Limited
In January 2027 an employers’ ability to use dismissal and reengagement (sometimes referred to as fire and rehire) will be restricted. An amendment to the law on unfair dismissal will mean that where employees are dismissed for failing to agree to certain ‘restricted’ variations in their terms of employment, those dismissals will be treated as automatically unfair unless the employer can show evidence of significant financial difficulties and demonstrate that the need to make the change in contractual terms was unavoidable. Continued on page 32... Q4 2026 BUSINESS VOICE 31
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CHAMBER POLICY ...from page 31
Restricted variations include changes to pay, pension, holiday entitlement, total hours and significant shift pattern changes. Where employers are seeking to use ‘fire and rehire’ to change other terms and conditions (not classed as ‘restricted variations’) the employer will have to show that they have addressed additional ‘fairness’ requirements in advance of the dismissal. It is recommended that employers consider any changes they may be contemplating in the coming months to ensure that they understand the new additional requirements, assess risk and determine their change strategies appropriately. If an employer feels that they may have no alternative but to dismiss employees if they do not expressly consent to proposed changes, it is highly recommended that they seek the appropriate legal advice before taking the decision to dismiss.
PENSIONS Jon Bird, First Actuarial LLP
Pensions Dashboards: making sense of your pensions Ever wondered where all your pensions are? If you’ve changed jobs over the years, you may have built up several workplace pensions without even realising it. Add in a personal pension and your State Pension, and it can be difficult to see the full picture of what you have saved for retirement. That’s where pensions dashboards could make life much easier. The UK pensions industry is getting ready for a major digital change. By 31 October 2026, relevant pension providers and schemes must connect their systems to the new pensions dashboards service. This doesn’t mean the service will be available to everyone on that date. Instead, it’s an important deadline for pension providers to make sure their systems are ready. Once the service is fully available, you’ll be able to use a secure online dashboard to search for your pensions and see your information in one place. The system will check your details against records held by pension providers, helping you find pensions you may have lost track of or simply forgotten about. You’ll then be able to see helpful information, including: • How much is in your pension pots • The income they could provide in retirement • An estimate of your State Pension
It’s all about making something that can feel complicated much simpler. Because your pension information is personal and sensitive, the new service is being carefully tested to make sure it is safe, secure, and easy to use. The public rollout will happen gradually, with the service expected to become widely available during the 2027/28 financial year.
TAX & ACCOUNTING Mike Rule, HJS Accountants
Directors loan accounts Many director/shareholders of private limited companies maintain a directors loan with the company. Funds are withdrawn on a regular basis. A salary at the minimum rate to secure a state pension is processed (in some cases annually) and credited to the loan account. If the directors have not reimbursed themselves for incidental expenses such as business mileage, they often credit it to the loan at the year end. The remaining balance is then covered by dividends subject to the availability of sufficient reserves. Where the balance exceeds £10,000 during the year, the director is liable to interest at the official rate of interest, currently 3.75% pa. If not paid a benefit in kind is assessed on the director. That in turn creates a charge to the company of Class 1A National Insurance at 15%. I’ve seen cases where an interest charge has been added to the existing balance, HMRC have taken the view that such treatment doesn’t represent payment. The other legislation to consider is s455 of the Corporation Tax Act 2010. Where the loan account has become overdrawn it represents funds withdrawn not subject to PAYE as salary or income tax as dividends. In such cases the company is subject to a tax charge under s455, currently at 33.75%. If the overdrawn loan account has been repaid within nine months and one day of the year end then no tax is levied. Where the loan is repaid later HMRC will return the tax on the tax payment date for the year in which the repayment is made. Personal tax returns now require more detailed information about dividends from private companies. HMRC are actively taking an interest in these transactions. Loan accounts should be reviewed regularly, transactions recorded contemporaneously, and dividends considered during the year supported by management accounts. HMRC are seeking to change the landscape, forward planning and professional advice now more important than ever.
Southampton Renaissance scheme wins major award Southampton’s ambitious regeneration programme, Delivered by Southampton City Council on behalf of Southampton Renaissance, has been nationally the Renaissance Board and in partnership with a recognised after winning the Award for Promoting consultant team led by Prior + Partners, the project sets Economic Growth at the Planning Awards out a comprehensive blueprint for the future of the 2026. city. It spans 435 hectares across the city centre, The prestigious awards, held on waterfront and surrounding areas, bringing HELPING BUSINESS Thursday 4 June at the IET in forward a co-ordinated approach to London, celebrate the very best in investment, development and placemaking. planning and the built environment, The programme is grounded in detailed recognising projects that deliver socio-economic evidence, helping to target lasting positive impact through investment where it will have the greatest planning, regeneration and economic impact. It addresses key challenges such as transformation. housing supply, connectivity, underused land Southampton Renaissance was and inequalities, while placing strong emphasis on selected as a standout national example of environmental quality, green infrastructure and how long-term vision and strong partnership working sustainable transport. This national award reinforces the can drive sustainable and inclusive economic growth strength of Southampton’s long-term vision and while enhancing the city’s environment and quality of underscores the city’s growing reputation as a place life for local people and visitors. that is ready for investment.
BALANCE PEOPLE, PLANET AND PROFIT
The prestigious award
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GREEN BUSINESS
GREEN BUSINESS CELEBRATING HAMPSHIRE FIRMS TAKING THE STEPS TOWARDS SUSTAINABILITY
Unlocking Hampshire’s Green Potential: The business opportunity not to be missed By Barry Smith, North Hampshire, Hampshire Chamber of Commerce
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reen innovation is not just can also make businesses more resilient. Building the workforce of tomorrow about protecting the Whether that means investing in renewable There is another important part of the green environment, it is about energy, reducing waste, adopting new transition: people. The move towards a creating the businesses, technologies, improving energy efficiency, greener economy will create new jobs, new jobs and economy developing sustainable supply chains skills and new career opportunities. Businesses of the future. The green or rethinking how products are will need employees who understand economy is changing the designed and used, businesses emerging technologies, sustainability, energy, HELPING BUSINESS way we do business. are discovering that engineering, construction and many other From energy and sustainability and areas. construction to transport, commercial success can go That is why education, skills and STEM will technology, hand in hand. The form an important part of this year’s event. manufacturing, finance important question is no If we want Hampshire to benefit and professional services, longer whether businesses economically from the green transition, we sustainability is increasingly need to respond to the green need to ensure that young people and existing influencing the decisions economy. It is how quickly they workforces have the skills required to take businesses make every day. can turn the challenge into an advantage of the opportunities ahead. But while the transition to a opportunity. greener economy presents challenges, Business and education must it also presents an enormous opportunity. Collaboration is key therefore work together. That is the driving force behind Unlocking No business can make this transition alone. Why get involved? Hampshire’s Green Potential, now in its One of the most valuable aspects of Unlocking • Connect – Meet businesses, sustainability fourth year and established as one of the Hampshire’s Green Potential is the experts, innovators and leading leading B2B sustainability events in the opportunity to bring together businesses from organisations county. different sectors and at different stages of their • Discover – Find practical solutions, Taking place on 10th November at the sustainability journey. By sharing knowledge, technologies and ideas that can help your Apollo Hotel in Basingstoke, this year’s event experiences and practical solutions, we can business become more sustainable. will bring together more than 170 businesses, help businesses learn from one another and • Learn – Hear from businesses and experts organisations, educators and sustainability accelerate progress. who are already taking action. specialists to explore how Hampshire can turn The event will also showcase organisations • Collaborate – Build partnerships and its green ambitions into real economic and innovators working on the solutions that identify new commercial opportunities. opportunity. will help shape Hampshire’s greener future. • Inspire – Discover how sustainability and And it is not simply about the businesses that innovation can create growth, jobs and a From challenge to opportunity are already working in the sustainability sector. stronger local economy. This year’s theme is Green Innovation. For too long, sustainability has sometimes been viewed simply as a compliance issue or an additional cost for businesses. But that 10th November | Apollo Hotel, Basingstoke mindset is changing. Businesses. Innovation. Skills. Sustainability. Opportunity. Green innovation can help businesses reduce costs, improve efficiency, strengthen supply For more details contact barry.smith@hampshirechamberofcpmmerce.co.uk chains, develop new products and services, or visit the website to register. attract customers and open up new markets. It
BALANCE PEOPLE, PLANET AND PROFIT
Unlocking Hampshire’s Green Potential
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FOCUS FEATURE: CORPORATE CHRISTMAS
FOCUS FEATURES AN IN-DEPTH LOOK INTO THE KEY BUSINESS SECTORS OF THE REGION
Boldly English, beautifully made:
English Sparkling Wine for festive celebrations By Louise Papworth (pictured), Longdown Vineyard
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hy is it that this bubbly drink is synonymous with celebrations – particularly Christmas? Originally it was not valued at all – in the 1700s, the winemakers wanted still wines and if they went fizzy (which they often did by accident) it was called Devil Wine and poured down the drain.
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However, tastes change and from the mid 1700s, wine from the champagne area in France began to be valued specifically for its “bubbles”. In the late 1700s the French Court, under Louis XIV and Louis XV, became major consumers of this bubbly drink, making it the drink of choice for celebratory events, especially
coronations, weddings, births and Christmas. Historically, it was known as Champagne because it all came from the Champagne region of France, chiefly 323 villages in and around Reims. However, this style of wine is produced by other countries and different varieties are increasingly competing with the ‘original’ champagne. In supermarkets and wine shops you will find brands such as Prosecco, Cava, Awa Sake, Crémant, Kosher sparkling and, of course, our very own English Sparkling Wine. In Hampshire we have the advantage of growing on the same chalk seam that runs from the French champagne area, under the Channel, through Kent and into the South Downs. This chalk base is the terroir that gives sparkling wine its unique quality which, combined with the increasingly warm UK temperatures, results in English Sparkling wines that now compete successfully with the best from Champagne. When my husband and I reached year five of retirement we decided to ‘unretire’ and embark on an adventure with our daughter and son-in-law. Normally, we don’t have that many interests in common (that we can still do) but wine was one of them… usually the drinking thereof. That passion built Longdown Vineyard in Twyford, Winchester.
Around 40% of our Sparkling Wine and Champagne sales occur in November and December, so with Christmas coming we have been researching why fizz goes together with celebrations. According to science, it all starts with the bubbles! They make people feel light hearted and happy, but without a heavy alcohol hit. The taste works brilliantly with rich festive food of any style: a white is great on its own as a toast, but it also pairs well savoury food. Rosé works best with sweeter dishes. The bottle is part of the celebration too. It requires its own opening ceremony: taking off the foil, unwiring the cork and then the ‘pop’ of the opening before you pour – gently! If you are feeling brave you could always copy the technique of Napoleon Bonaparte who perfected the ceremony of sabrage – decapitating of a bottle by a sabre rather than the more controlled uncorking. Apparently, the laws of physics dictate that the splinters of glass cannot get into the bottle because the pressure that the wine is under in the bottle causes the shards to explode outwards. This Christmas, we will certainly be gifting and drinking English Fizz and we hope that you will too.
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FOCUS FEATURE: CORPORATE CHRISTMAS
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FOCUS FEATURE: CORPORATE CHRISTMAS
Five steps to planning a Christmas party your team will remember By Kirsty Meade (pictured), Events Manager, Wonderseekers
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hristmas may still feel a long way off, but if you’ve been tasked with organising this year's office party, now is the time to start planning. Having spent more than a decade organising events for groups ranging from 10 to 500 people, I've learned one thing: the best Christmas parties don’t happen by accident. Whether you're a seasoned organiser or taking one for the team this year, these five steps will help you create a festive event that’s memorable for all the right reasons.
1. Start with the guest list Before researching venues or entertainment, get an idea of how many people are likely to attend. Your numbers don't need to be exact, but an estimated headcount will help shape your budget, narrow your venue search and secure popular dates before they’re gone. Top tip: Send a quick survey or poll to gauge interest and, if you already have a preferred date, pop a placeholder in everyone’s diary. 2. Find the right venue With so many festive packages available, choosing a venue can feel overwhelming. The key is
finding one that suits both your team, objectives and budget. Think about accessibility, transport links, parking, accommodation and what’s included in the price. It’s also worth considering whether a venue's values align with your organisation, particularly if sustainability is important. Create a simple comparison sheet and shortlist a few options before making enquiries. Top tip: Keep all your venue information, costs and contacts in one place. Future-you will thank you. 3. Stay on top of the finances Nothing takes the sparkle off Christmas planning quite like chasing payments. Whether your organisation is funding the event or attendees are contributing, make sure you understand deposit schedules and payment deadlines from the outset. Most venues require a deposit to secure the booking, with final balances due several weeks before the event. Keeping clear records of what's been paid and what's outstanding will help avoid lastminute stress. Top tip: A simple spreadsheet can save hours of administration and ensure everyone stays on the same page. 4. Give people something to talk about Great food and good company are important, but the best Christmas parties offer a shared experience. This is especially valuable for organisations with hybrid or remote teams, where colleagues don’t often spend time together in person. Whether it’s live entertainment, immersive activities or something completely unexpected, experiences help break the ice and
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create lasting memories. Many venues include entertainment in their packages or can recommend trusted suppliers. At Winchester Science Centre, for example, guests can explore interactive exhibits, enjoy live science experiences, dance the night away with a DJ and even take a journey through space in the planetarium. Top tip: People rarely remember exactly what they drank, but they’ll remember how the event made them feel. 5. Don’t leave food and drink until the last minute Food and drink are often among the most anticipated parts of any Christmas celebration, so get organised early. Once your venue is confirmed, circulate menus, gather dietary requirements and collect preorders well in advance. Most venues will ask for final numbers and menu choices several weeks before the event. If your event requires table plans, give some thought to team dynamics. A little planning can go a long way towards creating a relaxed atmosphere. Top tip: Set internal deadlines earlier than those given by your venue. You’ll almost certainly need the buffer. Ready to celebrate? Once the details are confirmed, all that’s left is to enjoy the event. No event ever runs entirely without surprises, but good planning makes the difference. Follow these five steps and you’ll be free to focus on the important questions, like what you’ll be wearing. Just one word of warning: deliver a fantastic Christmas party and there’s a good chance you'll find yourself in charge again next year… Happy planning!
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FOCUS FEATURE: CHARITABLE CAUSES, PROMOTION & PARTNERSHIP
Why family support matters in children’s hospitals By Charlotte Fairall (pictured), Founder and CEO, Sophie’s Legacy
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hen a child is admitted to hospital, the focus is understanda bly on their medical treatment. However, for parents and carers, the hospital experience can be physically exhausting, emotionally overwhelming, and financially challenging. Long days become long nights, routines disappear, and families often find themselves spending extended periods at their child's bedside with little thought for their own wellbeing. Across the UK, thousands of families face this reality every year. Parents often skip meals, sleep in chairs, travel long distances, and juggle work and family commitments while trying to remain strong for their child. While healthcare professionals work tirelessly to provide excellent medical care, there remains a need for practical and
emotional support that helps families cope with the wider impact of a hospital stay. This is where charities can play a vital role. Sophie’s Legacy was founded following the death of ten-year-old Sophie Fairall from rhabdomyosarcoma, a rare form of cancer. During Sophie’s treatment, her family experienced first-hand the challenges faced by parents staying with a sick child in hospital. Like many other families, they quickly discovered that basic needs such as access to food, toiletries and emotional support were often overlooked. Rather than accepting this as part of the hospital experience, Sophie’s mum Charlotte decided to create change. Today, Sophie’s Legacy works with hospitals across the South Coast and collaborates nationally with hospitals, charities, NHS England and the Government to improve support for families with children in hospital.
One of the most important lessons learned through this work is that practical support can have a significant impact. Something as simple as providing a hot meal to a parent who has not left their child’s bedside all day can make a real difference. Ensuring parents have access to toiletries, refreshments or a listening ear may seem like small gestures, but they help families feel cared for during some of the most difficult moments of their lives. Importantly, support should be available to all families, regardless of the reason their child is in hospital. Whether a child is receiving cancer treatment, recovering from surgery, being cared for in a neonatal unit or receiving treatment for an unexpected injury, every family experiences disruption, uncertainty and stress. Creating an environment where parents feel supported ultimately benefits children too.
‘Beyond providing direct support, charities can also help drive wider improvements within healthcare settings’ 38 BUSINESS VOICE Q4 2026
Beyond providing direct support, charities can also help drive wider improvements within healthcare settings. By listening to families, sharing lived experiences and working collaboratively with hospitals, they can highlight gaps in support and advocate for practical solutions. This partnership approach allows hospitals and charities to work together towards a common goal: improving the experience of children and families during a hospital stay. In recent years, conversations around family-centred care have gained momentum. Healthcare leaders increasingly recognise that supporting the wellbeing of parents and carers is an important part of delivering high-quality care. Families who feel supported are better placed to remain engaged in their child's treatment, make informed decisions and provide comfort during recovery. Businesses also have an important role to play. At Sophie’s Legacy, we work closely with organisations that want to make a meaningful difference to families in hospital. Many of our partners support us through fundraising, volunteering and
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FOCUS FEATURE: CHARITABLE CAUSES, PROMOTION & PARTNERSHIP awareness-raising activities, giving their employees the opportunity to see first-hand the impact their support makes. These partnerships go far beyond financial contributions; they create shared experiences, bring teams together and help businesses connect with their local communities. By working side by side, charities and businesses can achieve far more together than they can alone, creating lasting positive change for children and families when they need it most. Ultimately, the goal is simple: no parent should have to worry about where their next meal is coming from or how they will cope while supporting a child in hospital. By working together, healthcare providers, charities, businesses and communities can create a more compassionate hospital experience for families when they need it most. Sophie’s Legacy was created from one family’s experience of loss, but its mission is one that benefits countless others: ensuring that every child and every family receives not only excellent medical care, but the practical and emotional support they deserve.
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FOCUS FEATURE: CHARITABLE CAUSES, PROMOTION & PARTNERSHIP
Ensuring vital hospice care can continue By Lucy Morgan (pictured), Head of Communications at Mountbatten Hampshire
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motional, poignant stories of care and remembrance are the foundation of Mountbatten Hampshire’s business partnerships, which are changing lives and deaths. Businessman David Mellor died in Mountbatten Hampshire’s care. David’s daughter, Amy Mellor, is now Director of David Mellor Family Jewellers and a Mountbatten Hampshire Corporate Patron. "Supporting Mountbatten Hampshire is deeply personal,” said Amy. “The compassionate care during Dad’s final days left a lasting mark on our hearts. It’s an honour, as a family and a business, to give back to a local cause that gave us so much." The company’s fundraising efforts, including through popular annual golf days, have raised nearly £30,000 in just two years. From care to property and from insurance to funerals, business people from all walks of life pour their skills and adventurous spirit into supporting the West End-based hospice’s vital 24/7 work, which is delivered across Southampton and large parts of Hampshire. Eighty-five per cent of that expert and compassionate care is in the homes of people dealing with death, dying and bereavement, from Winchester to 40 BUSINESS VOICE Q4 2026
Chandlers Ford and from Romsey to the Hamble. Demand has grown by 70%, in the last three years. For Mountbatten CEO Becky McGregor, getting support from businesses in the very communities served by the hospice is the absolute essence of what the charity aims to achieve – neighbourhoods working in partnership, and mutual care. “Mountbatten Hampshire’s staff and volunteers work tirelessly to support people through end-of-life, and helping grieving families cope with bereavement,” she said. “When local organisations take time out from their day-to-day work – by volunteering or taking on a challenge – they are ultimately giving something amazing back to their customers, communities and friends. Their support directly helps the people we are privileged to care for.” Peter Gilbert, from architectural metalwork specialist A.W. Jeffreys (a Mountbatten Hampshire Corporate Patron),
‘When local organisations take time out from their day-to-day work – by volunteering or taking on a challenge – they are ultimately giving something amazing back to their customers, communities and friends’ said: “Mountbatten Hampshire’s role is vital. Along with many others, we have experienced firsthand that care.” The company has raised £10,000 for the charity. For Mountbatten Hampshire, partnership benefits are clear. Offices and gardens have been transformed by corporate volunteers donating skills and time, saving vital funds. Donations, together with grants, gifts in Wills, and money raised through Mountbatten’s network of charity shops, go straight to
supporting people at end-of-life and their carers and families. For business, the positive feeling of making an immeasurable difference to people experiencing the most challenging and vulnerable moments of their lives cannot be over-estimated. “Mountbatten provided compassionate and vital end-of-life care to the father of our colleague, Nadia, supporting both him and his family during a deeply difficult time, said Corporate Partner, Heads Resourcing Group. The
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FOCUS FEATURE: CHARITABLE CAUSES, PROMOTION & PARTNERSHIP
impact was profound and we are honoured to be able to give something back.” For fellow Corporate Partner, Plumbase, Mountbatten Hampshire is a charity, “close to our hearts, with personal family connections being looked-after in their time of need.” That connection has led to the business raising over £6,000. The hospice’s business support scheme offers three levels of involvement. Heroes pledge £500 over 12 months, partners raise £2,500 and patrons give £5,000. The scheme is overseen by Mountbatten’s Corporate Manager, Caitlyn Sherry, who uses her experience and creativity to ensure participants enjoy their fundraising path. “I love my role,” enthused Caitlyn. “I’ve overseen everything
from wing-walking to abseiling the Spinnaker Tower. Sometimes, businesses have a developed idea of how they plan to support Mountbatten Hampshire, and it is my privilege to help them nurture that plan to fruition. Other businesses want ideas and inspiration, and I am delighted to help with that too. When businesses pledge to support Mountbatten Hampshire, we grow in our communities, change the way people live their last phase of life and how they die, and ensure expert hospice care is there for the future.” “Giving back to the local community is an important part of who we are. We’re committed to supporting Mountbatten Hampshire in any way we can," said Local Business Hero, Blue Angel Care, which has raised nearly £700. Q4 2026 BUSINESS VOICE 41
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CHAMBER EVENTS GET YOUR TICKETS HERE
EVENTS
DEVELOPING YOUR BUSINESS
THE LATEST LIST OF CHAMBER EVENTS TO HELP YOU NETWORK AND GROW
Attract business - host a Chamber event Partnering with Hampshire Chamber of Commerce to host events is an excellent opportunity for venues looking to attract new business, showcase their facilities, and become part of the region’s thriving professional community. The Chamber’s networking events are well attended, often drawing 30–60 local business leaders, decision-makers, and entrepreneurs who are eager to connect in an engaging and welcoming setting. Each event is promoted widely across Hampshire Chamber’s communication channels, including dedicated email campaigns, the Chamber website, and active promotion across social media platforms, giving your venue valuable exposure before, during, and after the event. Hosting a Chamber event positions your space as a hub for professional growth and collaboration, encourages repeat bookings from businesses that experience your hospitality first-hand, and demonstrates your commitment to supporting the local economy. Get in contact with events@hampshirechamber.co.uk to find out more about hosting an event with us!
CHAMBER EVENTS Business Breakfast at Fareham College Date: 21 October Time: 07.30 – 09.30 Enjoy a delicious breakfast while networking with local business leaders, decision-makers, and professionals in a relaxed yet professional setting.
The Global Exchange Date: 29 October Time: 10.00 – 12.00 What really happens during a customs audit? Join ChamberCustoms for a practical, experience-led webinar designed to help businesses understand the realities of customs audits and strengthen their compliance processes with confidence.
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Hampshire Chamber of Commerce AGM 2026 Date: 29 October Time: 10.00 – 13.00 Join us for this year’s Hampshire Chamber of Commerce Annual General Meeting, where we will reflect on the progress made to date and share an update on our ambitious three-year strategic plan, outlining our priorities, achievements, and vision for the future of the Chamber and the business community we serve.
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CHAMBER TRAINING GET YOUR TICKETS HERE
TRAINING
PREPARED FOR GROWTH
BOOST YOUR WORKFORCE WITH CHAMBER TRAINING
Updated training courses coming soon! In response to changing business needs, Hampshire Chamber is currently reviewing and enhancing its training programme to ensure it delivers maximum value. By adapting course content, introducing new topics and focusing on the skills most relevant to today’s workplace, the programme is evolving to provide members with more practical, beneficial and impactful learning opportunities that support both individual development and business growth. Keep an eye on our website to keep up to date with the training programme!
Unlocking Hampshire’s Green Potential 2026 Date: 10 November Time: 09.00 – 13.00 Building on the success of last year’s and previous years’ events, join us to better understand the practical steps you can take to achieve your ESG goals. Learn first-hand from leading experts on how to champion greater sustainability and employ green values in your operations. Sponsorship, speaker and exhibitor opportunities available, contact the events team at events@hampshirechamber.co.uk
Chamber Connects! at Lakeside North Harbour Date: 4 November Time: 09.30 – 11.30 Join businesses from all over the County as we visit Lakeside North Harbour for a morning of facilitated networking!
Business Breakfast at Hilton Southampton Utilita Date: 12 November Time: 07.30 – 09.30 Enjoy a delicious breakfast while networking with local business leaders, decision-makers, and professionals in a relaxed yet professional setting.
CEO Dinner- National Oceanography Centre Date: 19 November Lead and Aspire members are invited to exclusive CEO Dinners held across the county three times each year – an exceptional opportunity to connect, exchange ideas, and gain insights alongside fellow leaders.
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SECTOR FOCUS: HOSPITALITY & LEISURE
SECTOR FOCUS NEWS AND ADVICE FROM THE SECTORS THAT MATTER TO BUSINESS
Southampton Airport
Dedication to passengers secures ‘Very Good’ rating
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outhampton Airport has achieved a ‘Very Good’ rating in the UK Civil Aviation Authority’s latest Airport Accessibility Report, improving on last year’s ‘Good’ assessment and securing the regulator's highest accessibility classification. The CAA published its annual Airport Accessibility Report, which assesses the quality of assistance services provided to disabled passengers and passengers with reduced mobility across the UK’s largest airports. The report covers the period from April 2025 to March 2026. Southampton Airport was among a number of UK airports to improve its rating this year, with the CAA highlighting stronger representation and 44 BUSINESS VOICE Q4 2026
The Airport Accessibility Report assesses the quality of assistance provided to passengers with reduced mobility
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SECTOR FOCUS: HOSPITALITY & LEISURE ‘We remain committed to investing in our facilities, training and support services to ensure every passenger can travel with confidence through Southampton Airport’ engagement through the airport’s Accessibility Forum. The regulator noted that the forum helped drive accessibility improvements including enhancements to disability awareness training and increased equipment provision. The report comes against a backdrop of growing demand for assistance services across UK aviation, with a record 5.99 million passengers requesting support at airports during 2025. Maurice Boyle, Operations Director at Southampton Airport, said: “We are delighted to have achieved a ‘Very Good’ rating from the Civil Aviation Authority, reflecting the dedication and commitment of our colleagues who work hard every day to support passengers requiring assistance. “Delivering an accessible and inclusive journey is a key priority for Southampton Airport and this recognition demonstrates the
progress we have made over the past year. “We have worked closely with members of our Accessibility Forum and disability organisations to better understand the needs of our passengers and ensure their feedback helps shape the services we provide. We are grateful for their continued support and engagement. “As demand for assistance services continues to grow across the aviation sector, we remain committed to investing in our facilities, training and support services to ensure every passenger can travel with confidence through Southampton Airport.” Southampton Airport actively seeks feedback from passengers requiring assistance and works closely with its Accessibility Forum to ensure services remain responsive to passenger needs and expectations.
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SECTOR FOCUS: ENGINEERING & MANUFACTURING
Why machine hour rates matter in electronics manufacturing Yesim Tilley (pictured), Founder of Skynet Accounting reflects on understanding the true operating cost of SMT production lines
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lectronics manufacturers invest heavily in SMT production lines. Pick and place machines, reflow ovens and automated inspection systems form the backbone of modern PCB assembly. These machines also represent a significant share of manufacturing cost, which makes accurate machine costing essential when calculating the true cost of production. One of the key figures in this process is the machine hour rate. This represents the cost of operating a machine for one hour of productive manufacturing time and forms a central part of product costing in printed circuit board assembly (PCBA). However, in many PCB assembly businesses the machine hour rate is still based on simplified assumptions rather than a structured calculation. A common issue arises when costing models rely on theoretical machine performance rather than real production behaviour. Pick and place machines may be rated at 50,000 to 70,000 components per hour, but actual factory 46 BUSINESS VOICE Q4 2026
efficiency is often closer to 60 to 75% once feeder changes, board handling and minor stoppages are taken into account. If these differences are not reflected in the costing model, the financial results gradually drift away from the reality of production. Over time this can lead to quotes that under-recover machine costs or pricing that no longer reflects how the factory actually operates.
‘Accurate machine costing is therefore an essential part of financial management in electronics manufacturing’ A reliable machine hour rate normally includes several categories of cost. The first is machine depreciation. SMT equipment represents a major capital investment. High-speed pick and place machines can cost between £200,000 and £600,000, while reflow ovens and automated inspection systems often exceed £100,000. These assets are typically depreciated over five-seven years,
and that cost should be reflected in the hourly operating rate. Labour is another important factor. Even automated SMT lines rely on skilled operators, technicians and process engineers to keep production running effectively. In many factories a single operator supervises several machines, so labour costs must be allocated realistically across the line. Maintenance also forms part of the operating cost. Nozzle replacement, feeder calibration, servicing and spare parts are routine requirements for SMT production. A common industry guideline is to allow around three to five per cent of the machine purchase value each year for maintenance and spare parts. Factory overhead must also be considered. Facilities costs, production management systems, quality control processes and general factory infrastructure all contribute to the cost of operating an SMT production line. Utilities represent another element. SMT equipment consumes significant energy during production. Reflow ovens typically operate at temperatures between 230°C and 250°C, creating a continuous power
demand, while compressed air systems and nitrogen supply add further energy consumption across the line. Once these cost elements are identified, the machine hour rate can be calculated by dividing the total annual operating cost by the number of productive hours available during the year. For example, if a pick and place machine has annual operating costs of £155,000 and produces for 2,000 productive hours per year, the resulting machine hour rate would be £77.50 per hour. This hourly rate then feeds directly into the cost model used to calculate the manufacturing cost of each circuit board. Minor errors in machine costing can accumulate significantly across large production volumes. When machine utilisation, maintenance or overheads are underestimated, product costs no longer reflect the real cost of manufacturing. Accurate machine costing is therefore an essential part of financial management in electronics manufacturing, helping ensure that advanced production technology delivers sustainable commercial results.
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SECTOR FOCUS: ENGINEERING & MANUFACTURING
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SECTOR FOCUS: LEGAL & FINANCE ADVERTISEMENT FEATURE
Stephens Scown strengthens South Coast offering Less than a year after opening its Bournemouth office, Stephens Scown LLP has made six further appointments as client demand continues to drive growth across the South Coast. The hires strengthen the firm's Real Estate and Corporate capabilities, enabling Stephens Scown to support more businesses, investors, developers and landowners in the region. As an employee-owned and B Corp™ Certified law firm, it combines strong local relationships with specialist expertise and a commitment to creating lasting value for clients, colleagues and communities. The Bournemouth team has welcomed Senior Associates Joanna Staples, Henry Barker and Christopher Parsons, Associates Sophie Rice and Chloe Cosham and Solicitor Joel Holloway. Together, they strengthen Stephens Scown's residential and commercial property, property development, rural real estate and corporate capabilities, supporting clients ranging from businesses and developers to landowners, farmers and investors across the South Coast. Led by Joy Vollans, Partner and Executive Committee member, and Real Estate Partner Chris Twaits, the Bournemouth office forms part of a firm-wide team of more than 380 colleagues advising businesses, individuals and ADVERTISEMENT FEATURE
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From left to right: Alex Mackie (COO), Joel Holloway, Joanna Staples, Christopher Parsons, Henry Barker, Joy Vollans, Chris Twaits, Sophie Rice, Jo Hammersley, Roisin Fisher and Richard Baker (Managing Partner)
landowners across the South Coast. Managing Partner Richard Baker said: "We're seeing strong demand from businesses and organisations looking for commercially minded advisers who can support them through growth, investment and change. Expanding our Bournemouth team enables us to meet that demand while continuing to invest in the long-term success of the South Coast." The appointments reflect Stephens Scown's continued investment in the South Coast,
delivering local expertise backed by the scale and specialist knowledge of a leading employee-owned law firm. T: 01202 162630 E: enquiries@stephens-scown.co.uk W: www.stephens-scown.co.uk
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SECTOR FOCUS: LEGAL & FINANCE
Helping business balance people and profit isn’t just about culture, leadership, or strategy By Clive Beesley (pictured), Estate Planner and Will Advisor Secure Inheritance Legal Services
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business truly balances people and profit when it recognises one simple truth: supported, valued humans do their best work. When your team feels safe and appreciated, they show up with more care, creativity, and commitment – and the business naturally lifts. Look after your people and profit tends to follow. But what happens when the completely unexpected strikes? Clive Beesley of Secure Inheritance Legal Services warns that a sudden catastrophic event affecting a business owner can unravel everything. Clive regularly sees that many owners simply don’t realise the legal consequences of losing decision making capacity – consequences that can damage profitability, disrupt operations, and even push loyal employees to leave despite not wanting to.
‘When the key decision maker loses capacity, the business is thrown into immediate uncertainty’ Most owners understand continuity planning through insurance or shareholder agreements, but Clive highlights a major blind spot. “If a business owner suddenly experiences a catastrophic illness or accident that affects their ability to make decisions – whether a coma or any other state of temporary or permanent loss of mental capacity – it’s often assumed a spouse or business partner can simply step in,” Clive explained.“That is not automatically the case.” When the key decision maker loses capacity, the business is thrown into immediate uncertainty. Clive stresses the critical questions: Who now has the legal authority to run operations, manage accounts, approve orders, pay wages, or make policy decisions?
And crucially, where is that authority destabilising. Meanwhile, customer confidence documented and legally endorsed? declines, profitability drops, and employee Without that authority in place, the morale suffers. business can quickly seize up. Banking With 30 years in the corporate world access may be restricted. Wages may and now deeply entrenched in legal go unpaid. Staff – under services, Clive wants business financial pressure themselves – owners to know there is a may reluctantly leave. In prudent, proactive, and HELPING BUSINESS severe cases, the business preventative solution. By can spiral toward collapse. establishing a specific legal Some owners assume authority document before their shareholder anything happens, Clive agreement solves this. Clive helps owners nominate often has to explain that exactly who they want to under the Mental Health Act, take over – instantly and a person cannot be dismissed automatically – should they solely on the grounds of loss of ever lose capacity. mental capacity. This means the This single document safeguards business cannot simply replace the the business, its people, and its profitability, incapacitated owner or director. even in the most adverse circumstances. In the resulting chaos, an application must Helping business balance people and profit be made to the Court of Protection to appoint isn’t just about culture, leadership, or strategy; someone to take control – and that person as Clive emphasises, it’s about protecting the may not be who the owner would have very ability to keep the business running, no chosen. The process is costly, slow, and matter what life throws at you.
BALANCE PEOPLE, PLANET AND PROFIT
A specific legal authority document can ensure business continuity if a catastrophic events affects a business owner
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SECTOR FOCUS: INTERNATIONAL TRADE
Freeport reports strong progress
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olent Freeport has published two new reports setting out the progress made across the programme and the scale of future opportunity for the Solent Region’s economy. The publication of its Annual Report 2025/26 and an independent Interim Programme Review follows consideration by the Solent Freeport Board and provides an evidence-led update on delivery, governance, investment and future priorities. The Interim Programme Review, which assesses progress during the first three and a half years of the 25-year programme, finds that almost £640m of investment has already been delivered across Freeport tax sites, with an additional £1.75bn of international trading opportunities unlocked. It also identifies a significant future pipeline, including a further £850m of private investment, more than £29bn of trading
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opportunities, and over 4,750 direct jobs planned by the businesses that currently occupy the Freeport tax sites. The report notes that current activity is either on track or exceeding key performance indicators, working with public and private sector partners in areas including trade and private investment. The future pipeline is expected to support stronger performance in jobs, regeneration, innovation and environmental outcomes. Alongside this, Solent Freeport’s Annual Report 2025/26 sets out progress made over the past year, including the strengthening of governance and assurance arrangements, progress on major infrastructure projects, engagement with businesses and stakeholders, and the introduction of a refreshed long-term strategy and delivery programme. Several Government-backed Seed Capital funded projects reached important milestones during the year, including
completed site works, infrastructure upgrades and the opening of the new customs zone at Portsmouth International Port. The Annual Report also confirms that more than £30m of private match funding has been secured to date.
‘The next phase is about ensuring that this momentum translates into lasting benefits for the Solent Region’ Brian Johnson, Chair of Solent Freeport, said: “These reports provide a clear and evidencebased picture of the progress Solent Freeport is making. We are still in the early years of a 25-year programme, but the foundations are now firmly in place, with significant investment delivered, major infrastructure projects advancing, and a strong pipeline of future opportunity.
“The next phase is about ensuring that this momentum translates into lasting benefits for the Solent Region – supporting trade, attracting investment, creating high-quality jobs, strengthening skills, driving innovation and helping the region move towards a cleaner, more sustainable economy. “We are committed to being transparent about both the progress made and the areas where continued focus is needed. These reports show that Solent Freeport has an important role to play in supporting long-term economic growth across the region.” The Annual Report highlights progress across key Freeport sites and projects including Dunsbury Park, Fawley Waterside, Navigator Quarter, Portico Albert Johnson Quay, Portsmouth International Port, Redbridge and Solent Gateway. It also sets out updates on investment promotion, programme delivery, finance, governance and assurance.
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SECTOR FOCUS: SKILLS & TRAINING
Children take on STEM challenges
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ecently, Queen Mary’s College in Basingstoke was transformed into a vibrant hub of STEM challenges. Nine local businesses delivered an exciting, creative, hands-on day of discovery for over 50 students, with a simple mission: to inspire young people about the world of work. Hosted in partnership with AWE, the STEM event was designed to inspire curiosity and unlock future possibilities. Students rotated through a series of interactive, hands-on experiences, working collaboratively to tackle challenges such as: • Write Your Name in DNA: Using string, beads and amino acid bases. • Sphero Robots: Coding robots to navigate the delivery of a brand-new toy. • SOS: Ambulance Service introduction and take part in resuscitation exercises.
Over 50 students enjoyed hands-on experiences
• Blast Off: Engineering and launching high-flying rockets. • Get Techy: Challenge your mind with interactive computer quizzes.
• Laser Tag: Put the physics of light into action. The event drew strong support from local leaders, including Mayor Councillor Jacky Tustain, Luke Murphy MP, and Barry Smith from Hampshire Chamber of Commerce, who joined education stakeholders to champion the future of the next generation. EBP South CEO Sammy Ward emphasised the event’s vital role in empowering young people across Basingstoke and surrounding areas.
‘This event is a great opportunity for young people to find out about all the amazing companies and jobs we have here’ Sammy said: “Basingstoke Primary Schools’ STEM Fair raises aspirations by helping young people to learn about different career paths. You can’t be what you can’t see, and this unique STEM event helps them to learn about career paths that they may not have thought about.” The event was made possible due to support from partners AWE, sponsors Queen Mary’s 52 BUSINESS VOICE Q4 2026
College and supporters Basingstoke and Deane Borough Council. Chris Daniels, Senior Manager of Responsible Business at partner AWE, highlighted the importance of this collaboration and shared their STEM Fair experience: “AWE is delighted to continue supporting the Basingstoke Primary Schools’ STEM Fair. Over 50 young people were able to have fun and got the chance to interact with local employers about how STEM can translate into future careers. Thank you to EBP South for organising a brilliant event.” Councillor Paul Harvey, leader of Basingstoke and Deane Borough Council, which sponsored the event along with Queen Mary’s College, said: “We were delighted to support this fantastic event and to see the enthusiasm from all the pupils taking part in activities and challenges provided by businesses from across the borough. This event is a great opportunity for young people to find out about all the amazing companies and jobs we have here and to be inspired to explore a career in science, technology, engineering and maths. “We’d like to thank EBP South and local businesses for all their hard work in organising this inspirational event.”
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SECTOR FOCUS: SKILLS & TRAINING
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SECTOR FOCUS: TECHNOLOGY
Running out of AI credits changed how I think about
sustainable AI By Andy Baxendale (pictured), Founder of Adoption Logic
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recently used about a quarter of my weekly AI allowance in one day. I was using AI coding agents to help build and test a software product. They were finding defects, improving controls and producing evidence of what had been checked. But the speed at which the allowance disappeared made me pause. My first thought was the obvious one: should I use a cheaper model, write shorter prompts or simply buy more capacity? Those questions have their place, but they were not the main issue. The problem was how I had designed the work.
‘Sustainable AI use is not simply about using AI less. It is about using it deliberately’ AI sustainability is often discussed in terms of data centres, energy consumption and the infrastructure behind the models. Those questions matter, but businesses can also influence whether their own AI use is well designed or wasteful. When rediscovery becomes waste The agent was not only writing code. It was rereading long conversations to recover earlier decisions, searching the same files to reestablish boundaries and being asked to “try again” when something failed. 54 BUSINESS VOICE Q4 2026
Some failures were genuine software defects. Others came from the working environment. In one case, the same software build succeeded from a short folder path and failed from a longer one, while reporting a misleading error. Repeated AI correction attempts could not solve it because the problem was not in the software. A small controlled test identified the real cause. Once the working setup was corrected, the agent no longer needed to reason repeatedly around a problem outside its control. That made the link between efficiency and sustainability tangible. Every unnecessary retry used more computing resource, cost more and delayed the work, without adding value.
I also separated questions requiring judgement from those a simple check can answer. If software can confirm that the wrong version is being used, a prerequisite is missing or a proposed change falls outside the agreed scope, there is little value in asking a powerful AI model to investigate from scratch. Finally, I made the pieces of work smaller and clearer. A bounded task, with a defined outcome and an explicit human decision point, creates less ambiguity and fewer expensive correction loops.
More structure, not less AI The same principle applies beyond software development. Businesses can waste AI capacity by repeatedly supplying the same background, losing useful outputs, using powerful Designing the work differently models for simple rules or asking The first change I made was to AI to repair work whose move important information purpose was never clear. out of the AI conversation HELPING BUSINESS Sustainable AI use is not and into durable project simply about using AI less. material. Requirements, It is about using it approved decisions, deliberately: retaining known issues, tests and the knowledge, automating next approval point now straightforward checks and stay with the work itself. reserving model reasoning An agent no longer needs for work that genuinely needs the history of every interpretation. discussion. It receives the There is a useful paradox here. If current information relevant to its we want AI to do more useful work, we specific task. This reduces repeated work and makes the process more resilient need to make the work more explicit. Better when a conversation ends or somebody else structure helps ensure that computing effort is needs to understand what happened. spent on progress rather than rediscovery.
BALANCE PEOPLE, PLANET AND PROFIT
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SECTOR FOCUS: TECHNOLOGY
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NEW MEMBERS
NEW MEMBERS HAMPSHIRE CHAMBER OF COMMERCE WOULD LIKE TO WELCOME ITS NEW MEMBERS
Lead Membership Sarum Road Hospital Joy Cunningham Sarum Road, Winchester, Hampshire, SO22 5HA www.circlehealthgroup.co.uk/hospitals/sarumroad-hospital 01962 844555 Sarum Road Hospital in Winchester provides high-quality healthcare to patients across Hampshire. We combine experienced consultants with modern facilities to deliver the highest standards of care in a premium, private hospital environment. We offer a wide range of specialist services, including orthopaedics, cancer care, gynaecology, urology, ENT, ophthalmology, and general surgery, alongside minor procedures through our dedicated outpatient department. With 48 private en-suite bedrooms, personalised dining options and free on-site parking, Sarum Road Hospital is designed to provide a convenient and premium patient experience from consultation through to recovery and aftercare. We also work with businesses across the region to provide fast, convenient access to private healthcare services that support both employers and their teams. Whether you’re looking to enhance your employee benefits, improve staff wellbeing, or reduce time lost to healthcare delays, we can help. One of our most popular services is our comprehensive health assessment – a “full body MOT” that gives employees a clear insight into their current health and any areas for improvement through blood testing, personalised reports, and a one-hour consultation with an experienced GP. We also offer private GP appointments, diagnostic imaging, physiotherapy, and rapid access to specialist consultations to avoid lengthy waits, providing a cost-effective alternative to traditional private medical insurance.
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We are part of the trusted Circle Health Group network and are committed to investing in our people and facilities to ensure patients across Hampshire can access exceptional private healthcare close to home. We look forward to connecting with you
Stantec
Aspire Membership
Stantec is a global leader in sustainable engineering, architecture and environmental consulting, partnering with public and private sector clients to deliver projects that create communities and improve quality of life. With offices across the UK, including a strong presence in the South of England, the team provides integrated services spanning land development, urban regeneration, transport, infrastructure, water and power, building design, environmental planning, and project management Designing with community in mind, our multidisciplinary teams support clients throughout the project lifecycle – from due diligence, strategic planning and feasibility studies through to design, delivery and asset management. We partner with developers, local authorities, utility providers, government agencies and commercial organisations to deliver sustainable infrastructure and development projects that enhance communities and improve quality of life. By combining technical excellence, digital innovation and local knowledge, we help clients solve complex challenges and achieve successful, long-term outcomes.
SLR Recruitment Solutions Limited Sarah Roads Unit B3, Second Floor Beacon House, Northumberland Road, Southsea, Portsmouth, Hampshire, PO5 1DS www.slr-recruit.co.uk 07554 016145 For 10 years, SLR Recruitment has stood at the heart of the UK's shipbuilding and marine refit industry, bridging the gap between shipyards, marine refit employers, and the skilled tradespeople who keep their projects moving. Based on the south coast, the team has cultivated strong relationships with UK shipyards, understanding that labour supply during peak contract periods can make or break a timeline. Shipbuilding and refit trades aren't just SLR’s business. they’re a genuine passion, and that expertise shows in the results. Driven by integrity, honesty, and a commitment to female empowerment in every corner of the business, SLR was named Overall Business of the Year and Small Business of the Year at the 2025 Portsmouth Business Awards recognition of a team that consistently delivers. Now SLR is investing in the next generation through SLR Youth Recruit, matching Portsmouth businesses with motivated 16- to 20-year-olds for ad hoc shifts that fit around education. There’s no long-term commitment and no employer liability SLR takes care of everything, so businesses simply show up and put young talent to work. It’s a natural extension of SLR’s mission: building bridges between people and opportunity, one placement at a time.
Alex Thompson White Building, 1-4 Cumberland Place, Southampton, Hampshire, SO15 2NP www.stantec.com 02382 140907
Grow Membership Aalto Haps Limited Martin Melesi The Kelleher Building, Farnborough, Hampshire, GU14 6FF 01252 519190 AALTO pioneers Stratospace for a more resilient and sustainable world. Based in Farnborough, UK, the Company is an Airbus subsidiary that manufactures, operates, and delivers services
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NEW MEMBERS
Membership is open to businesses of all sizes and from all sectors with packages starting from as little as £5.76 per week.
with its solar-powered, stratospheric platform: Zephyr. Zephyr’s persistence enables continuous flight for months at a time, with a current flight-time record of over 67 days in the stratosphere. As part of a multi-domain ecosystem, AALTO can deliver several applications to commercial and government customers, including connectivity and high-resolution Earth observation.
Adoption Logic Ltd Andrew Baxendale Ringwood, Hampshire, BH24 1UW www.linkedin.com/company/adoption-logic 07793 154715 Adoption Logic helps leadership teams turn AI activity into practical adoption, clearer ownership and measurable business value. Many organisations are experimenting with AI, investing in tools or running early pilots. The difficulty is often not the technology itself, but deciding what is worth backing, how it fits into real work, who owns it, what controls are needed and how progress will be measured. Adoption Logic works with established SMEs and smaller mid-market organisations to close that gap. The focus is practical and business-led: understanding what is already happening, identifying where value is being created or blocked, prioritising worthwhile use cases and helping teams move from experimentation towards managed adoption. The work may involve an AI adoption diagnostic, prioritising use cases, preparing a workflow for adoption or helping embed a selected use case into normal business activity. This includes clarifying expected value, ownership, risks, measures and the next decisions required. Adoption Logic is not a generic AI training provider, software implementation company or AI development consultancy. It helps organisations make better decisions about AI and create the conditions for useful, controlled adoption. The business is led by Andy Baxendale, an
experienced technology and AI adoption leader who has worked across enterprise architecture, solution engineering, AI applications, digital transformation and organisational enablement. He also developed a practical SpecificationDriven Development approach to help engineering teams use AI coding agents with clear specifications, human accountability and evidence-led verification. Adoption Logic is UKwide, with a particular focus on building relationships with businesses across Hampshire, Dorset and the surrounding regions. If your organisation is already using or investing in AI but is unsure what should happen next, Andy offers a free 30-minute AI adoption conversation to discuss what is working, what may be blocked and whether there is a sensible next step.
Tiger Ink Ltd Vicki West C/O Ready Steady Store, M3 Trade Park, Leigh Road, Eastleigh, Hampshire, SO50 9YA www.tigerink.co.uk 02381 157966 Tiger Ink help organisations engage with their audience through the power of print, design, branded merchandise and clothing. We take time to understand your needs, brand guidelines, audience, timescale and budget. The variety of products we offer is exceptional, so you don’t have to use multiple suppliers. Everything from brochures and banners to bottles and bodywarmers. We work with trusted approved suppliers to get what you need when you need it. Using our decades of experience in the printing industry and in house design capabilities, our expertise is proven to save our customers time and money. We’ve earned our (tiger) stripes and can advise, create, inspire, surprise and most importantly deliver! We work with wide ranging organisations from SMEs to the NHS and MOD.
Start Membership Alchemin Consulting Brian Ormiston Southampton, Hampshire, SO18 1LX www.alcheminconsulting.co.uk 07877 145836 Founded in 2019, the company draws upon over 20 years of delivering strategic and operational excellence for local, regional, national, and international companies. Our client-focused solutions support customers from a range of sectors with the development of their management systems, culture, and operational support.
Htg Mortgages Limited Harry Goodliffe Winchester, Hampshire, SO21 2NP www.htgmortgages.com 01425 203055 HTG Mortgages is a whole-of-market mortgage brokerage based in Winchester, helping clients across the UK secure the right mortgage for their circumstances. Whether you’re a first-time buyer, moving home, remortgaging or investing in property, we handle the hard work for you. We provide straightforward advice, personal service and support from application through to completion.
Orchestrato Limited Paul Bibby Surrey, GU9 7LW www.orchestrato.com 07977 038858 At Orchestrato, we help SMEs turn AI from a buzzword into a business advantage. Combining business change expertise with practical AI adoption support, we help organisations streamline operations, improve productivity and achieve sustainable growth. Our focus is simple: helping businesses realise measurable value from technology and change.
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NEW MEMBERS Red Kite Real Estate
Rhys George Photo
Simon Wood 167-169 Great Portland Street, London, W1W 5PF 07709 331008
Rhys George Unit C2 Hilton Trading Estate, Hilton Road, Lanesfield, Wolverhampton, West Midlands, WV4 6DW www.rhysgeorgephoto.co.uk 07746 801636
Red Kite RE is a bespoke, property asset management consultancy available to owners and investors holding UK commercial real estate. The purpose of Red Kite RE is to provide a dedicated and trusted in-house service to help clients solve problems, achieve strategic real estate ambitions, create opportunities and unlock financial value.
Having recently relocated to the area, I’m delighted to join the Chamber while bringing 15 years of established photography experience from the Midlands. I specialise in advertising, commercial, fashion, interiors, product and construction photography,
JOIN THE CHAMBER The Chamber provides a range of quality services and benefits supporting your business to grow successfully. Membership is open to businesses of all sizes and from all sectors with packages starting from as little as £5.76 per week.
Just call us on 01329 242420, or 01256 338477, or email membership@hampshirechamber.co.uk
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helping businesses create high-quality imagery that strengthens brands, showcases expertise and supports effective marketing across diverse industries
TomiJoy Leadership Tomi Owodunni Basingstoke, Hampshire, RG22 4RE www.tomijoyleadership.com 079002 50406 TomiJoy Leadership partners with leaders, teams and organisations to gain clarity, strengthen alignment and enable meaningful, sustainable growth. Founded by leadership consultant, coach and speaker Tomi Owodunni, Tomi draws on her 20plus years of global professional and leadership experience and research-informed insight to develop leaders and build effective leadership cultures
Workplace Connect Grace McCrudden Unit 8, Prisma Park, Berrington Way, Basingstoke, Hampshire, RG24 8GT www.workplaceconnect.co.uk 02036 333182 Workplace Connect looks after the technology Hampshire businesses run on. Microsoft 365, cyber security, meeting rooms, whole office moves. Done well, our work is invisible: email arrives, screens connect, nothing gets hacked, nobody thinks about IT. We measure success in uneventful days. If yours are eventful, come and say hello.
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